>> Live from Orlando, Florida It's the Cube covering Enterprise Connect. Twenty nineteen. Brought to you by five nine. >> Yeah, good afternoon. Welcome to Orlando, Florida The Cube is here at Enterprise Connect. Twenty ninety nine. Lisa Martin with my co host to Minuteman Stew and I have been Here's starting on Day two stew. Good afternoon, >> Lisa. Great to see Yeah. Day two of three. Enterprise Connect. >> It's not that sunny >> here in the Sunshine State, but the nice thing about the Gaylord is it's a nice controlled environment. Walk by. I saw the alligator for bid. They've got nice planning. They've got I love in the atrium there. There's great branding of thie E c. Nineteen. Everybody's taken photos of it. I saw some drone footage in the keynote this morning showing some of the setting here. So >> it's a It's a nice >> event way said sixty five hundred intended, which is nice. It's not one of these, you know, twenty thirty thousand. You're just buried by people toe big Expo Hall. But, you know, you could really get to talk to some people and enjoy the size of the show. >> Yeah, I agree. The size is great. It does no pun intended. Facilitate that collaboration and communication. You mentioned a number of attendees about one hundred forty vendors, and you can hear the noise behind soon. MIAs were in the ex ball in the booth of five nine and lots of conversations going on. This is an event that I find very interesting state because we talk about the contact center were all consumers every day. And we talked about this with a lot of our guests yesterday that the customer experience is absolutely table stakes for an organization, that it's essential to deliver an Omni Channel customer experience meeting with the consumer wherever they want to be and also facilitating a connected conversation so that if a shot is initiated and then the consumer goes to social or makes a phone call, that problem resolution is actually moving forward before we get into. Today's key knows a couple of really interesting things that you and I learned yesterday with some of the guests that we had on when we were talking with Blair Pleasant. One of the things that she and five nine uncovered with some research is that an employee's satisfaction was lower on the ratings for a lot of corporate decision makers, which was surprising from a collab and communications perspective that if employees, especially those agents on the front line, are having some challenges, it's going to be directly relating Tio customer Lifetime Value. >> Yeah, it was a little bit surprising, you know, if you think about just in general, you know, often the admin is not the key focus there. It's I need to get business outcomes. I need to get R. A Y. You know what I care about is, you know, how is my customer doing? But at the end of the day, you talk about the contact centers. If I don't have an agent that's engaged, really, how is that conversation going to go with the customer? So they need to think about that, You know? How will the technology help them do their job? Better help them game mastery faster? There were some things that I saw really parallel toe conversation we're having about cloud in general, which is, you know, there's lots of technologies out there, but it's often it's not the technology issue it is, you know, the organization and the people issue in the keynote this morning there was a big customer panel and that was definitely something we heard. I love one of the customers actually said We're going to make all these changes And they had the Don't panic towels, which, of course, harkens back to The Hitchhiker's Guide to the Galaxy S O. You know, we know things are going to change. There might be some things you need to work through. But don't worry, we're there to help on. We will get through this and at the end, it should be better. >> No, I like that. You brought that up. I love that Tabal. Don't panic because, you know, we were talking yesterday a lot about the customer experience, the expectations of this rising, empowered consumer also the agent experience. But then, of course, there's the internal collaboration that's essential to all of this. And as I think, the gentleman that you're referring to was from Continental G talking about Hey, we don't have all the answers. But adoption of these tools internally is critical, but it's also a cultural sort of stepwise process. I thought that was very cool, that they actually were very transparent with their people. We identify this is not going to be smooth sailing, but it's an essential part of our business growth. >> Yeah, I tell you, it was really interesting. Listen, the panel there was one of the companies up there. They're pretty large and they said, Look, we're going to standardize on a single tool and everybody's going to get on board. And I actually bristled a little bit when I heard that because, you know, the engineering group versus the marketing group versus you know, the Contact Centre. There's certain things that they need to be able to collaborate. But thing like, you know, one tool to rule them all. You know, it sounds a little bit tough out there. Yes, there needs to be some standardization, but, you know, we see that in the cloud world. You know, it turns out customers are using multiple clouds out there because there should be a main one that we focus on. But if I need a best of breed piece for here, or if there's ah, feature functionality, they can't get elsewhere. I need tohave that, and we see that at this show there's just such a diverse ecosystem meant, and there's one hundred forty there's people that make device. There's all these software pieces, there's some big hubs. And then there are all the ancillary things that help plug and enhance and do this because there is some great innovation going on here. Some cool software, things that we're hoping toe, you know, take everything from, you know, White Board and voice two speech and globalization to the next phase. >> Yeah, that was very interesting. Especially the Microsoft teams demo. That Lori writing team this morning, The panel Now that you talked about, there were seven, uh, customers from a variety of industries. Kurtz was their continental. We mentioned, I think, paychecks. I'm curious to get your thoughts on when they were talking about their plans to migrate to cloud, all in some percentage, considering the numbers that we heard yesterday stew in terms of the cloud penetration for the contact center market, what were your thoughts? They're about those things. All in Depends on what makes sense. >> Yeah, It reminds me of what we were talking about in the public loud discussion two years ago. Way No cloud is growing at a very fast pace. Look at our friend here at five. Nine they were growing at a much faster pace, then the contact center. Overall, I believe they're growing somewhere twenty five percent as opposed The industry as a whole is growing at about nine percent. So we understand that cloud is growing faster than the market overall. And it was one of moderated. The panel said that today is about a third, a third, a third on premises hybrid in public and where that kind of steady state will be. I think it's still too early to tell in this industry, just as it is in cloud overall. But absolutely I burst a little bit when it's like, Well, you will never do this one this way. Well, you know, never is not something that we like to say in it because you never know when when that will be possible. You know, my background I worked on virtual ization, started out in test Devon. It reached a point where really there was no technical reasons that it couldn't do it when he rolled. The really large companies will never use cloud for it. Really. Who is better it scaling and updating and making sure you can manage an environment then those hyper scale players. You know, Microsoft got a big present here. You don't ask him. Like her soft customer. Uh oh. You're running off his three sixty five. You're living on Azure. What version of that are you running? And do you have the latest security patch as opposed to? If I have a Windows desktop and I'm not doing up a weight, have I done my patron? If I Donald this stuff and you amplify that by thousands of you know of agents and Contact Center, we know that Cloud has certain speed, agility and being up to get new features and updates in there that I just can't do nearly as well if it is something that I am installing and having to maintain myself or with a service organization, >> right? And so we talked yesterday with the number of guests about what are some of the imperatives to move to cloud in the end, the sum of the non obvious ones cost obviously, is one that we talk about all the time rights to it. Any show that we're at, but also the opportunity for businesses to leverage the burgeoning power of a I. Of course, every show we go Teo Isa Buzzword Machine learning. And of course, the cloud provides the opportunity for there to be more data to train the machines to be better at context and her overall. And, of course, internal communications. >> Right. And something that I like to hear at this show is start talking about a PC compatibility. You talk about the partnerships that are going on, It is not one software stack we're talking about platforms. We're talking about how integrations can happen so that if somebody has the cool new thing that does, you know, a real time engagement better than what I had before. Well, I could probably plug that in, and it's going to work on my platform. You know, everybody here talks about Well, whether you're, you know, a web, acts of Microsoft teams a zoom shop O r. You know any of those various environment, other? Everybody's working across those environments. We've had some standardisation here s O so that whichever one I've chosen, I'm not locked into one environment. And you know, I can help modernized the pieces as a need and take advantage of those new innovations when they come >> Absolutely all right. So, stew, you're a man on the street last night. Tell us some of the interesting things that you heard in some of the folks that you met Way. >> It's interesting. We think we talked about it in our open yesterday. There are a number of companies that have been around for a while And what are they doing today? What is their focus? And couple of companies have done rebranding. So the big party there was a line and I managed to get myself in. Is Polly So Polly has rebranded? Of course it was Polycom and Plantronics coming together. How many times we hear it on the keynote stage that they mentioned that everywhere you go, they're branding is there, So look kudos to their branding and messaging team. We're going to have their CEO on the programme tomorrow, but, you know, you know, the CEO talked about, you know, their new logo. It's like the meaning behind it. Of course, Polly means many, but there's three piece, and if you look at it, it looks like the iconic conference phone. So, you know the room was in there. Everybody is enjoying the appetizers and the open bar. But, you know, there was people, people, no polycom. I'm back in our conference room. We've got one of those speaker phones in there in the nineties. I usedto, you know, sell their conference phones in their video conferencing When I worked for was now a via but was lucid at the time. So there's a lot of intersections. Thie. Other thing I've really found is it feels like everybody here, you know, at one point in their career either work for Cisco or worked for, you know, the Lucent family. You know, of course, T back in the day had the whole telecom space, but it is like many other shows. We go to a rather interconnected community here on DH. You know, we'd guess on It's like, Oh, yeah, Cisco, Skype. And now at five nines. Yeah, it is friendly. You don't see some of the, you know, some of the places we go There's bitter rivalries between, you know, key competitors, and yeah, while you know, all the contact centers don't love, you know that they're there. Brothers and sisters, a two competitors there. Chances are they've worked with half the people there on, you know, Sometimes the future will be working with again. So it's it's a it's a good atmosphere. The people I've talked to really enjoy coming to the show, a Zoe said at the top. >> And this show has evolved over the last night. We were talking about yesterday twenty eight, twenty nine years, starting out as being called PBX and then re branding to Voice Con and then in about twenty eleven to Enterprise Connect. And it was interesting that because the word innovation comes up all the time, as does evolution of communications and collaborations. But when the king it was his kicked off this morning they talked about This is the biggest ever enterprise connect that they've had. So you can feel and you can hear it behind us the momentum, the excitement he talked about. There's a lot of cover artery here. There's a lot of two degrees of separation and tech, but the opportunities for every business, whether yours selling a small particles service on the Amazon marketplace or you're a big a global enterprise, the opportunity to connect and deliver a superior a competitive advantage to your customer experience. This table stakes these days if you don't have that opportunity. Those capabilities. There's going to be something that's going to come and replace you in a heartbeat. >> Yeah, absolutely. At least I have a background in space. But there were places where our walk Drano said, Wow, there's applicability for our business. I mean, we use a number of the collaboration Sweets, You know, I mentioned, I've got I've got maps for, you know, not just the Google sweet, but all the collaboration tools on there's technology that I'm like Gucci. I want to understand that a lot of them are downloaded an app. You can start using them for free. And then there's a Freeman model and and others arm or enterprise licenses on. It's been interesting to watch some of that dynamic as to, you know, it is the pricing. Is Mohr built for the mobile and cloud world than the traditional? You know, I'm going to buy boxes and have a huge capital expense up front. So >> what do you think if you look back to your early days in the call center when you were just a young pup, how much easier your job have been? If you had had some of the capabilities that we're talking about >> now least I wish, you know, back in the nineties, you know, if I just had linked in alone, I could have supercharged s o much of what I did. But all these other tools, right? Putting at my fingertips information. It was like, you know, Lisa tell you date myself in the nineties and taking a call where everybody that works in the call center You knew the area code of every single environment that it didn't tell you where it wass you would be like, Oh, yeah, I, too want to hide in New York. How you doing? You could be whether you're saying good morning or good afternoon based on what part it was like. Oh, wait, I'm talking Arizona. They don't follow daylight savings time. We'd remember all that stuff today. There's too many exchanges. Everybody takes their phone numbers wherever they go. S o it was It was a smaller country back then. But in the other hand, the technology is actually going to give us the opportunity to be ableto imbue that allow humans to focus on the empathy and connectedness that today's digital age sometimes tries to tear away from us. >> Exactly. We need that empathy in that connectedness. So, stew, we have a great program today. Stick around. We've got some folks from Selah Jin we've got. It's now on the programme within communications Fuse. Tetra VX five nine, of course. And there in that little and zoom this afternoon. Yes, thank you. Five O'Clock for student a man. I'm Lisa Martin. You're watching the Cube.

>> Live from San Francisco, it's theCUBE. Covering IBM Think 2019. Brought to you by IBM. >> Welcome back to Moscone North, this is IBM Think 2019. You're watching theCUBE, I'm Stu Miniman, and we're going to dig into a segment talking about the cognitive enterprise. And helping me through that, I have one returning guest and one new guest to theCUBE, so furthest away from me, the returning guest is Jesus Mantas, who is the managing partner strategy for the digital platforms and innovation in the IBM Global business services. Jesus, welcome back. >> Thank you >> A little bit of a mouthful on the title. And Mani Dasgupta, CMO of the same group, the IBM Global business services. Thanks so much both for joining us. Alright, so cognitive enterprise. We're going to play a little game here first. Buzzword Bingo here, you know, can we talk about, what cognitive is, where you can't say AI, ML, platform, or enterprise in there. So do we start with the CMO first? >> Sure, I can go. Cognitive enterprise, those are two bing bing right there. What's your core competitive advantage, is what I would say. As a company, do you know why you exist? And once you get to that, how do you then take it to your clients, in a way that would help you grow, and sustain growth in the future. That truly is the future of a smart business, what we call the cognitive enterprise. >> So, Jesus, data is something we talk about a lot, at all the shows, we hear all the tropes about it's the new oil, the rocket fuel that are going to drive companies. You've got strategy and innovation in your title, I'd love you to build off as to where this cognitive enterprise fits in to those big trends of AI that we were talking about. Jinny was just on the keynote stage, talking about Watson, talking about all those pieces, so where does that fit with some of these megawaves that we're talking about. >> I think it's the way that we define this new, smarter organizations that use data to the fullest extent. And I think the way that we define it is, one is this reuse of data, your own data, the external data, and the way you aggregate it, the way that you apply AI or other things to use that. But the technology itself is a means to an end, it's not the end, so these organizations change the way the work flows, and they also train people to make sure that they understand how to operate in a world where they have more information and they can make better decisions with that data that they could before. All of that is what we are labeling. It's more than digital, it's more than AI. It is this concept of a cognitive enterprise. It's a smarter way to do what a company does. >> Okay, I'd love if you could give us a little bit of a compare, contrast. You know, the wave of big data was, there's massive amounts of data, we're going to allow the business practitioner, to be able to leverage that data. Was a great goal, unfortunately when we did research, at least half the time it wasn't really panning out there. Doesn't mean we didn't learn good things, and there weren't lots of great tools and business value generated out there. So, give us, you know, what's the same and what's different, as to this new wave. >> This is how do you make that data work for you, really. It is about, when you talk of data, you think of data that's out there, but 80% of the data today, is owned by you. And by you, I mean a business, right, you own your customers' data, you know your customer better than anybody else. So what do you really do with it? And we are at an inflection point right now, where these technologies that you just talked about, be it blockchain, be it internet of things, be it AI. You can truly bring the power of these technologies, to start making sense of that data that you own, and use it to create, what we call, your competitive advantage, your business platform. So, think about it, I can break it down. Would you just be a retailer of clothes? Or, would you be a fashion expert? And which one would have long-term success for you? Or if you think of a completely different industry, would you be an insurance provider, you sell insurance products, or would you be a risk management expert? That decision to be who you want to be, is really at the heart of the cognitive enterprise, and what we are proposing to the clients here. >> Alright, help frame for us your group, where that fits in. IBM sells hardware, software, has a huge services organization. What are the deliverables and the services and products involved in your group? >> Sure, we are the services organization of IBM, and one of the core reasons why we exist is to help our clients solve their toughest business problems. And so, if you think about it, you think about it as different puzzle pieces, but they don't quite always fit together. We exist to sharpen the edges, to sometimes round the edges, make it customized, make it right for you, so that at the end of the day, you're able to deliver results for your customers and be closer to them than ever before. >> The balance we look at in this multi-cloud world, it'd be nice if you have a little bit more standardization, but of course we know when we talk with businesses, every company is different and is challenging. So, where are the architectural engagements? What are the design criteria? Where is some of the hard work your group gets involved in? >> Yeah, I think we've been spending a lot of work and a lot of time on understanding how to get clients, most clients have done a lot of experimentation. But they rarely figured out how to get that experimentation into real production, at scale, with impact. So that's where we've spent a lot of the time. Fundamentally it has to do with, not only understanding Agile as a method, but being able to combine that with taking that journey all the way through to production, actually integrating with compliance requirements that, if you're in a regulated industry, you have to do, and do that in a way that doesn't become a digital island. I think what we have learned is, when companies see this big divide between, that's the legacy world and that's the new world you can never put those two together. So we came up with this concept of IBM Garage, which is the way in which our team, the services side, can actually bring it all together, and it gets massively enhanced and improved, with technology like containers, like Kubernetes, because now you can actually open up architectures, without reinventing them, and connect them with new technology, and do that synchronously. So you can basically be modernizing your legacy, you can be creating new innovation, in the form of new platforms, but you can do it at the same time, and as you do that through cycles, you also change the skillsets that you have in your company, because if you don't change that skillset, you're always going to have a problem scaling. That's what we do, that's what we help the clients do. >> Yeah, skillsets are so critical. Something we've been hearing over and over is, that whole digital transformation, this isn't some 18 to 24 month going to deploy some software, bring in a lot of consultants, they go and do it, hopefully it works and then they walk away. We're talking about much faster time frames, usually agile methodology, talk about skillset-changing. How do we help customers move fast and accelerate, because that's really the faster, faster, faster, it's just one of those driving things we hear. >> I was talking to one of the clients this morning, and what she said is, it's so helpful to have a framework, just to know where to start, and also to know, sometimes it's there in their mind, but they want to see it in front of them, how to break a problem down into smaller components, so that you can get to value faster, so we have actually a seven-step process, of the cognitive enterprise. So we start with, what is your core platform? In fact, Jesus coined this term, he calls it the digital Darwinism. Do you want to talk about the digital Darwinism, Jesus? >> Yeah, I think it reflects very well this urgency. In the analog world when most businesses are based on how clients choose you based on proximity, based on convenience, based on brand, based on trust, based on price. Even if you're not great at it, you have enough friction in an analog world, that the clients will keep coming. All of us and more of our things that we do every day, are in our phone, and they are digitally accessible, all of that friction disappears, and what happens then is, the people that are very good at something becomes, everybody goes to them, and the people that are not the best. I call it, they either thrive or they die very quickly. So in the digital world, being really good at something is a lot more important than in the analog world. You can survive being average in the analog world. Once you get to the digital world, it's transparent. Everyone will know, you're the best, you're not the best, and nobody would pick you if you're not the best, so it's really important to reconfigure yourself, and understand the trust and your brand, understand how digitally you translate what you are, and then make sure that your clients will keep choosing you in a digital world as much as they were choosing you in an analog world. >> I tell you, that resonates really well with me. The old line you used to hear is, if you want to get something done, give it to someone who's really busy, because they will usually figure out a way to do it. I spent a handful of years in my career doing operations, and what I did when I was in operations, when I talked to people in IT, is tell me next quarter and next year, do you think you're going to have more or less work more data to deal with, more thing thing, and of course the answer is, we all know that pace of change is the only thing that's constant in this industry. So, if I don't figure out how I automate, change, or get rid of the stuff that I'm not good at, we're just going to continue to be buried. Are there commonalities that you see, as success factors or how do you help measure, what are some key KPIs that customers walk out of, when they go through an engagement like this? >> Yeah, just carrying on from where Jesus left off, the second step is very close to what you were just saying. It's about the data and how you're using that data. So some of the key success factors would be, what is the output of it, and it's not in the proof of concept phase anymore. It is real-time, it is big, people are doing it at a grand scale. I think, Jesus, maybe we take it through the seven steps, and then the key success criteria comes right at you, right after that. So after you do the workflow, after you do the data for internal competitive advantage, we go to the next step, which is all about workflows. You want to talk a bit about that? >> Yeah, I think one of the advantages that artificial intelligence brings to companies is, the fact that you can now, I mean as a human, there is only so much data that you can ingest. There is a limit, and most businesses try to optimize what that is and how you make decisions. But, artificial intelligence becomes this aid that will read and summarize things for you. So now you can take into account, into workflows, massive amounts of information, to optimize, or even not having to do things you had to do before, at a scale that, as a human you cannot do. This idea of inserting AI into workflows is the real idea. I think we talk a lot about AI as a technology, but that's just a means to an end. The end is a workflow that is embedded with blockchain, with AI, with IOT, and then people that are trained to engage with those workflows, so you actually change the output. And I think that's the big idea, that step of, it is workflow that is embedded with AI, it's not just about the technology, it's the combination of the main industry, and the technology that actually creates that >> And where does it sit, right? Where does it sit? Your tech choices, the architecture choices are also important. And we joked about this, like if you really like Netflix, and you're watching something and something is coming up after three seconds, how does it know what you really like? But it does, but think about this. This wouldn't be possible on a 1950s television set. So you've got to think about what's your tech platform of choice, how do you upgrade that, and what's the architecture look like? >> I want to give you both the final word. Lots of users here at the show. What are you most excited about? Give us an insight on some of the conversations you've been having already. >> Amazing conversations so far. The really aha-moment was, people really like to share within their peer set, so this morning I was at the business exchange, and people were having conversations, but just to bounce it off someone, who is facing the same issues that you do, across different industries, was a really aha-moment, and we have the IBM Garage actually right behind us on the other side of Moscone. We set it up so that clients can come in, and unpack their problems, and we helped them think it through, used design thinking, help them think it through. We are hoping in the next couple of days, we get lots of brilliant ideas, come from the sessions like that, and really putting the customer at the core of what you want to do. >> It's a recurring theme of all the client conversations, this idea of, they all want the speed and agility of a startup at the strength and scale of an enterprise. That's what they're asking us, as the services organization of IBM, to do is, help us not just experiment, that was good before, not good enough now. Help us do that with agility, with new technologies, but we want it to mean something at scale, globally implement it, create an impact. And I think again, the way in which hybrid multi-cloud can play into that, the way in which IBM Garage can combine the legacy world with the new world and moving people into new platforms is a really exciting method and approach that is resonating a lot with clients. >> Really appreciate you both sharing updates and absolutely as you painted a picture, just as in 1950 we didn't have the tools to run Netflix, now in 2019, we have the tools for customers to be able to help build the cognitive enterprise and not only test but get into real-world deployment at a speed that was really unheralded before today. Thanks so much for joining. We'll be back with more coverage here from IBM Think 2019. I'm Stu Miniman, and thanks for watching theCUBE. (upbeat techno music)

>> Announcer: Live from Manhattan, it's theCUBE covering AWS Summit New York City 2017. Brought to you by Amazon Web Services. >> Welcome back live to Midtown Manhattan, along with Stu Miniman, I am John Walls. We're here on theCUBE and we're wrapping up our coverage here at AWS Summit. Again, kind of tough to get a feeling for just how many folks were here. But some were in that seven, eight, $9,000 range and most of them are still here I think, out on the show floor here behind us. Good keynotes this morning. Good programming throughout the day as well and then really good buzz here on the show floor. So, good day I think, for AWS Stu, and we've talked about it, it is kind of remarkable to see the number of people who turned out for a regional show. >> Yeah John, you know I've been to some shows in the Javits Center where people wander in, they get some swag, they look for a free beer and a t-shirt and then that's kind of their... These people are, you know, kind of diggin' in. I know there's a bunch of sessions been going on. The pavilion here has had all these little breakout sessions. There was one on, you know, VMware and VMware and AWS and it was, you know, not only the seats, which usually it was like oh come on in, you know, come get a prize and things like that. >> John: Right, right. >> There was five rows of people standing pressed in and asking questions like, "How do I set up "the networking on this, how does this work?" Things like this, so it's like a mini AWS re:Invent, so their big show, one we've done theCUBE at a number of years, I've been there a number of years. I commented on our intro that this is larger than the first Amazon re:Invent that I went to like four years ago. >> How about that, in that short of period of time? >> Yeah and that's one of the things about Amazon and public Cloud in general and all of these technologies, the growth and the speed of change is just amazing. It used to be we talked from a software standpoint, it was like okay, I'm tied to that Intel release of every 18 months that I'm going to click out, then it was like okay, we kind of go to a yearly cycle. Now it was more like well not only is a lot of software released, you know, continuous integration and continuous deployment CICD, which sometimes it's every six weeks, sometimes it's daily, but Amazon's releasing new features every day. We talked in the intro, oh there were three major releases and we had the guy I'm talking about, the machine learning stuff and he's like oh you mean the three announcements that we had in machine learning? And we're like oh, we only heard about one of those. Wait, you had a couple others underneath there? Oh, let's talk about the F1 compute instance and the FPGAs. There's always so much in Amazon and when you go into any environment in the little boxes that they put in there and you start peeling the onion, it's impressive. >> It is. >> And there's just depth and customers are interested in it and people are using it. You know, I was used to so much in my career where something gets announced and a year later it's like hello, is anybody using this? As opposed to at this show, a bunch of the announcements, I already talked to a bunch of people that have been in private beta, they've been testing this out, they're excited about it and because it's just so easy to get on all of these new features. >> Right, and I mean, we've seen it here, we've heard from many people here from a lot of different walks of life. You mentioned some of the past shows, AWS Public Sector. I was at that not too long ago in Washington, D.C. and you see a company that has its units very focused and very driven and doing very well and the right relationships. Buzzword, serverless, right? We heard it a lot today. Serverless applications, serverless computing. From more than one source, we heard it from several folks and so obviously this is not just a popular piece of nomenclature for the day, this is a trend, a theme that's going to be evolving and maturing over the next year or two. >> Yeah I mean everybody for the last couple years they've kind of been looking at it with their head sideways. I'm not sure that I understand it. We talked to two companies today, it was IOPipe and A Cloud Guru that their company, their IT infrastructure was all built on serverless, and they both got funding recently, so this isn't just oh yeah, some developer does some cool stuff on the side, microservices, buzz buzz, things like that. We talked to FICO is using serverless for their admin functions, certain areas they're not ready to roll it out across the board, governance compliance, things like that, I need to understand it. It is still very early, but that being said, there's a lot of usage in it. Last year it was oh, if you want to develop for the Alexa platform, the Amazon Echo type thing, that uses serverless, so we're seeing lots and lots of cases. That really is a new way of architecting the way to roll out really microservices driven applications and when we talk about the big challenge of our time, it's distributed architectures and how do I have new applications? We talked to a number of companies moving from the old way of doing my application to building new application, that's the long hole in the 10. This is not something that happens overnight, but I can start playing with it in a much smaller form factor and do it for pennies not years and millions of dollars so there is really serverless has really in many ways eclipsed kind of the container's discussion for the hot buzz in the industry. Kubernetes fits into that whole picture, but not just serverless in general, but AWS Lambda is the leader of the pack out there and you know, yet another reason why Amazon just going strong, their revenue still doing well, keeps adding to what they're doing and you don't hear many people griping when you walk around the show floor as to what they wish they had. It's a very positive experience. >> And you hear criticisms saying, "They only had 42% growth year to year." It's not what it used to be. But 42 as you know, most people would gladly be in that position. What about your thoughts about the maturation of the Cloud? You mentioned transformative and things are evolving and growing, where do you put it now? Is this second phase, next phase, late phase? Where are we in terms of what's happening and what AWS is making happen? >> So a couple years ago we know that Cloud is here to stay. There's still the joke a friend of friend of mine in the keynote. 20,000 people registered for this event and it was like well, I guess this Cloud thing might have legs, so we are still early in the overall wave of this. I've been in a number of conferences this year that we've done theCUBE on. You talk about the infrastructure companies and companies that have built on virtualization. They said, "We went through a decade "of tremendous growth with virtualization." Virtualization is still very important. Amazon builds their infrastructure not on VMWare, but they leverage virtualization technologies, but the next 10 years will be this huge wave of really that going up the uptake of the S curve so we're past really the classic crossing the chasm. We're in the early majority going to mid majority of people using it and there's just no shortage of new use cases that people can use it for. We've talked to lots of companies that start up and say, "I'm just leveraging Cloud because it's easy." THere's VCs that look at that as how to get involved and as I've just mentioned before, there's companies now that are building themselves on serverless so this is even kind of the next piece that follows these waves we are early in Cloud if you look at kind of overall ham of IT, public Cloud is still a very small piece. At Wikiban we've been talking for the last I think two years about what we really the multi Cloud environment. There's true private Cloud and there's public Cloud and how do I get that operational model that I can scale, I can build really a distributed architecture? I shift more to an operational expense rather than a capital expense, so it's flexibility, it's agility, it's speed, and it's very interesting, exciting times. There's no more exciting time to be in tech than today, maybe tomorrow, because we know the only thing constant is that the pace of change keeps increasing. >> It does increase and two big drivers of that, we heard again today, artificial intelligence, machine learning. How would you rate or how would you characterize the impotence that they're providing in terms of pushing the envelope? >> Absolutely there was some good announcements today, I don't know that there's any today that you'd say, "I'm going to look back five years from now and be like, 'Wow, I was in New York City when that was announced.'" >> John: Right, but just in general? >> But in general, let me say one of the things that I didn't hear today, I was was little bit disappointed, I mentioned it in the open, we talked to a couple of the partners here, you know the Kubernetes option. Adrian Kovrov got up on stage. He had written a blog post there was an announcement last week, no mention of where Kubernetes is going to fit in here. Definitely they're committed to it, they're making developments, but maybe something will come out in beta soon. I would expect by the time we get to the re:Invent show in November that we will have more clarity here. I was hoping to hear that more and that was something that didn't come out of Amazon, but they're embracing it. Customers are asking for it, developers, there's a ground swell on that, so they're involved with it. Lambda and serverless absolutely. Amazon is at the vanguard, they're pushing things forward. Machine learning and IoT, Amazon is at the table. It is still very early, they're driving a lot of things forward. Yeah, you know, you get enough, it's like come on, there's no BitCoin discussed today, why is that? So some of the other vendors there, but Amazon is in all the appropriate conversations. There's not any wide gaps that you'd say customers like hate these. Amazon's not in this base and I expect them to and therefore I'm going to choose another platform provider. That being said, it's not a winner-take-all, it is a multi Cloud world, most of these environments, we talked about even if I do serverless, if I architect them a certain way I can move them and make changes, Kubernetes the same way. So Amazon, one of the things that they pride themselves on is they need to keep proving to their customers every month that they are the ones that they fuse on because otherwise it is relatively easy to make a change, but they're the big dog, they got the leadership position, and it's always impressive to watch them. >> It is and you speak of impressive. re:Invent, is just what, two and a half months away, three months away, we'll be out there as well. Huge show, probably one of the largest shows by far that we attend and looking forward to that and seeing you down the road. Always a pleasure to be with you. >> Thanks so much. >> And great job as always. Stu Miniman does an outstanding job providing analysis for Wikiban, so on behalf of Stu and all the crew here at theCUBE, we thank you for joining us here at the AWS Summit in Midtown. We've been live at the Javits Center. Have a good week and we'll see you down the road here on theCUBE. (light electronic music)

(techno music) >> Announcer: Live, from San Francisco, it's theCUBE, covering AWS Summit 2017. Brought to you by Amazon Web Services. >> Hi, welcome back to theCUBE. We are live in San Francisco at the AWS Summit. We have a great day so far. I'm Lisa Martin, with Jeff Frick, and we're really excited to be joined next by ThingLogix, Carl Krupitzer from ThingLogix, welcome to theCUBE. >> Carl: Thank you. >> Tell us all about ThingLogix What do you guys do? And how do you work with AWS? >> Sure, so we're an IoT platform and solutions company. So we've actually helped customers design, develop, and deploy, and bring to market, IoT solutions and connected products. >> How long have you been, and tell us a little bit about your history. There's an Amazon tie in. >> Carl: There is. >> That kind of predates ThingLogix. >> Carl: Right. >> Give us a little bit of insight about that. >> So we were actually the services and solutions group with inside of a company called 2lemetry. And that was eventually purchased by Amazon and became the AWS IoT platform. So our DNA of our company goes back to the very beginnings of what is now the AWS IoT service. >> Excellent, and so you were founded in 2014? >> 2014, we spun out from 2lemetry. And we did so because we were working with a few big customers that really, we saw an opportunity to help companies really kind of figure out what to do with IoT and accelerate their adoption of IoT inside of the enterprise. >> So there's a consulting arm as well as a technology lead. >> Right, right. So we have our professional services, and our advisory services group that works with customers, really to get them through the idea phase, and then we offer a technology platform that is ThingLogix's foundry, that really is a platform that sits top of all the underlying AWS serverless compute resources. >> So IoT's a big space. GE's in it, everybody's in it. You're a little company. >> Carl: Yeah. >> So what's interesting is, both from an entrepreneurial point of view, as well as just, you know, punching above your weight, how does working kind of in the AWS eco system, both as for your own infrastructure, but also as for go to market and partnership, enable you guys to really do punch above your weight. >> You know, it's a big challenge when you start getting into a partner eco system, like AWS. The thing that sets us apart, really, is that we are very much a pure play, serverless, computing company. From the ground up, we built our own infrastructure that way, we built our own platform that way, and it allows us to be a lot more agile and creative with our customers. It allows us to move much faster and more cost effectively than a lot of other system integrators. >> Right, and you said before we turned on the cameras, that too, it also though, gives you these partnership opportunities with less pure plays. >> Carl: Correct. >> To insert you into potentially a bigger project for that piece that you guys can deliver better than anybody else. That's a pretty unique opportunity. >> Right, yeah. So us partnering with some of the bigger systems integrators is pretty standard practice for us because we can come in and we can work with the the business on really prototyping and innovating quickly. Get us, getting the rapid application development side of things done, and then transition that over to the more managed services oriented firms to take on board. >> Right. And can you imagine trying to do what you're doing without a big infrastructure provider, a big marketplace partner? >> No, it would be nearly impossible. Just to, IoT is fast-moving technology trend. It's been around for a while, in the M to M space. Typically, it's been controlled by the engineering side of house. What we're seeing now is that it's migrating more over to the product management and marketing folks. So they're expecting the same agility that you get with platforms like Salesforce, platforms like Workday. They want that same thing in their product development lifecycle. We've been able to help customers take projects from concept and prototype, through to actually in stores, in the market in about nine to nine weeks, nine to twelve weeks. >> Jeff: Wow. >> So I was just thinking, as you guys were chatting about what the consulting services are like. Give us an example of a typical customer, and you kind of just did, where they, are you talking to retailers that have IoT products to sell, you mentioned, kind of more of a bind center, maybe within products and marketing. So I was just wondering kind of, what is that typical customer like, and what sort of questions have they come to you with? Is it more of an idea that we need to get to market, or is it more of a, we have all of these devices at the edge that we sort of need to-- >> It's a combination, right? We deal a lot with consumer product companies that are trying to enable or connect an existing product or an existing line of products. And they're doing so, not for the engineering purposes, but more to get a better customer experience, and a more timely customer experience, right? Being able to connect with their customers in new and different ways. We're also seeing quite a bit of migration from legacy systems like Exeda or In-House Solutions to the AWS cloud. Really this idea of cloud first architecture, has taken root in the enterprise. And it's been happening over the last 10 years, and I think it's really starting to pay off because companies are looking for a reason not to go to the cloud, versus a reason to go to the cloud. And IoT with the AWS platform and serverless compute resources, really, it takes away all those reasons why you wouldn't. >> [Convention Intercom] Ladies and Gentlemen, don't forget to stop-- >> Lisa: Oops, we'll pause for a-- >> The big voice from above, right. >> Pause for an announcement. >> [Convention Intercom] Get a t-shirt. >> Get a t-shirt. >> Oh, a t-shirt. >> Get a t-shirt. >> I don't want to miss out on that. So just wanted to ask you, give us some ideas of how customers are using the services. I was looking at your webpage, I'll open it back up, and as a pool owner, I though, oh, pool energy. I think I need that. Give us an idea of a company like that. Was this an idea that has really been enabled by what you provide? >> Sure, we've seen companies really try to evolve some of the products, some of their commodity products into more of a smart service, right? When AWS IoT launched, we led with a company called Sealed Air. And they were actually investigating, they make commodity chemicals and cleaning equipment, and things like that. And they were looking for new and different ways to really add value to their products. So we came out, helped them prototype and come out with a connected hand soap dispenser, which seemed kind of silly at the time, but when you start looking at the secondary uses of the data, it allowed them to really start to hone in on hand sanitation compliance, and really kind of start to wrap a reduction of foodborne illness around this one connected device. And as we started to extend that, we started to get into auto-replenishment, we started to get into consumption billing, so they can actually, companies can now take a piece of equipment, put it out to a customer with less capital investment, and charge per hour of use, or per thing that happens on that machine, right? So we're seeing a lot of evolution of business models. People trying to do different things. And it comes down usually to make money or save money, right? >> Jeff: Right, right. >> Companies that want to make money are going down a path of really that enhanced customer experience, companies that want to save money are really looking for efficiencies in field service and warranty claims, and in waste reduction. >> Right. I'm curious though, on kind of the secondary value of the data. >> Carl: Right. >> Was that something they kind of thought about ahead of time, that maybe we'll be able to get? >> Carl: No, no. >> Or was it something that kind of came along. Because clearly, auto-replenishment, right, that's a easy, and billing by consumption, that's not brain surgery. But it's the secondary stuff that really becomes the essence of digitizing your business. >> Carl: Right. >> And I think the hand sanitizer's a really interesting example, because who would ever think there's a digital play beyond the obvious in hand sanitizer. >> Right, right. And what it allows them to do is focus in on behaviors of people that you could never measure otherwise. It would be very difficult to sit in the deli all day long and watch whether or not every employee washes their hands a correct amount of time, but we can really easily take a look across an entire supermarket chain and pick out who the outliers are, and then focus the efforts on training those individuals, and really enhancing the compliance of that. >> So does it pick up their ID tag when they're in proximity to the hand sanitizer? >> Carl: Well, see there are a lot of privacy concerns. >> Right, right. >> The use would be more, take a look at the aggregate of the data and just say, "That one is completely out of norm from the others. >> Jeff: Right, right. That's great, though. >> That's amazing, you again, wouldn't really think of that, but to your point, that does really kind of underscore just one of the important elements that businesses need to consider when digitizing. It's new business opportunities, new revenue streams, cost optimization, and that is a really, kind of a, I don't know, maybe it's not a unique example, the hand sanitizer example, of the other elements in which that business was able to get into by having this secondary look, or maybe a completely different look at the data. >> Yeah, and it's, as IoT really starts to serve those other masters besides the engineering and R and D folks, the marketing people are asking completely different questions than the technology people have been asking, which is why we're being pressured to move so quickly, beause as the creativity starts to enter in to this technology trend, they're expecting results immediately versus having to wait nine months, and spend millions of dollars-- >> It was interesting, in Andy's fireside chat, Buzzword Bingo, he said the buzzword that's delivering on its promise the fastest, in his opinion, was IoT. I was totally caught by surprise. Of all the different things, I would never have guessed that he would pick IoT, but you're right at the leading edge of this stuff, and it's moving faster than probably people probably give it credit for. >> The tough part about IoT is it's so huge, right? >> Jeff: Right. >> There's so many different flavors of it. GE has the industrial IoT that they're chasing after, the consumer products tends to be, right now, it's a trend. They connect everything from toothbrushes to whatever. But the idea being that having this connected product, can either enable new customer experiences, drive new business models, or help drive efficiencies in an organization, is really the fulfillment of that promise. >> Jeff: All right. >> From the culture perspect, I'm just curious, you're small right now, one of the things, too, that Andy talked about that I thought was interesting, was he was starting to talk about the culture of AWS. One of the things that they've been very vocal about is, they're very customer centric. They rarely talk about competition. How is that being a partner and being in the marketplace, with one of the announcements today, that's making it even simpler. Do you feel that, as a partner with them, that being in this marketplace, does their culture kind of permeate through that and help you open doors, like we talked about a minute ago, with other partners? >> Oh, they're fantastic. It's a great partner program just because they're super collaborative with even small partners like us. We had, maybe a little bit different experience coming into Amazon, because we ame with a little bit of knowledge of what they were already dealing with, but they've been really responsive and helpful, and it's, being in the marketplace is going to change the game for us because it offloads a lot of the things that we don't want to do, as we make the move more toward providing a platform as a service. They will take over the billing, and the distribution, and the management of, and customer, more so, than a small company like us would be able to do. So I think it enables a small company to get a greater reach than it would for normal, normally distributed. >> Excellent. Well, Carl, thank you so much for joining us-- >> Carl: Thank you. On theCUBE today, and sharing with our audience, a little bit about ThingLogix. We wish you continued success. >> Thank you. >> In connecting more and more devices globally. >> Carl: Thank you. >> For my co-host, Jeff Frick, I'm Lisa Martin. You've been watching us live on theCUBE, at AWS Summit, San Francisco. Stick around, we'll be right back. (techno music)