>>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Okay. Welcome back to the cubes coverage of 80 us. Re-invent 2020 virtual ecentric executive summit. The two great guests here to break down the analysis of the relationship with cloud and essential. Brian bowhead director ahead of Accenture. 80 was a business group at Amazon web services. And Andy T a B G the M is essentially Amazon business group lead managing director at Accenture. Uh, I'm sure you're super busy and dealing with all the action, Brian. Great to see you. Thanks for coming on. So thank you. You guys essentially has been in the spotlight this week and all through the conference around this whole digital transformation, essentially as business group is celebrating its 50th anniversary. What's new, obviously the emphasis of next gen post COVID generation, highly accelerated digital transformation, a lot happening. You got your five-year anniversary, what's new. >>Yeah, it, you know, so if you look back it's exciting. Um, you know, so it was five years ago. Uh, it was actually October where we, where we launched the Accenture AWS business group. And if we think back five years, I think we're still at the point where a lot of customers were making that transition from, you know, should I move to cloud to how do I move to cloud? Right? And so that was one of the reasons why we launched the business group. And since, since then, certainly we've seen that transition, right? Our conversations today are very much around how do I move to cloud, help me move, help me figure out the business case and then pull together all the different pieces so I can move more quickly, uh, you know, with less risk and really achieve my business outcomes. And I would say, you know, one of the things too, that's, that's really changed over the five years. >>And what we're seeing now is when we started, right, we were focused on migration data and IOT as the big three pillars that we launched with. And those are still incredibly important to us, but just the breadth of capability and frankly, the, the, the breadth of need that we're seeing from customers. And obviously as AWS has matured over the years and launched our new capabilities, we're Eva with Accenture. Um, and in the business group, we've broadened our capabilities and deepened our capabilities over the, over the last five years as well. For instance, this year with, with COVID, especially, it's really forced our customers to think differently about their own customers or their citizens, and how do they serve as those citizens. So we've seen a huge acceleration around customer engagement, right? And we powered that with Accenture customer engagement platform powered by ADA, Amazon connect. And so that's been a really big trend this year. And then, you know, that broadens our capability from just a technical discussion to one where we're now really reaching out and, and, um, and helping transform and modernize that customer and citizen experience as well, which has been exciting to say, Andy want to get your thoughts here. We've >>Been reporting and covering essential for years. It's not like it's new to you guys. I mean, five years is a great anniversary. You know, check is good relationship, but you guys have been doing the work you've been on the trend line. And then this hits and Andy said on his keynote, and I thought he said it beautifully. And he even said it to me, my one-on-one interview with them was it's on full display right now, the whole digital transformation, everything about it is on full display and you're either were prepared for it or you kind of word, and you can see who's there. You guys have been prepared. This is not new. So give us the update from your perspective, how you're taking advantage of this, of this massive shift, highly accelerated digital transformation. >>Well, I think, I think you can be prepared, but you've also got to be prepared to always sort of, I think what we're seeing in, in, um, in, in, in, in recent times and particularly in two 20, what, what is it I think today there are, um, 4% of the enterprise workloads sits at the cloud. Um, you know, that leaves 96% out there on prem. Um, and I think over the next four to five years, um, we're going to see that sort of, uh, acceleration to the, to the cloud pick up, um, this year as Andy touched on, I think, uh, uh, on Tuesday in his, I think the pandemic is a forcing function, uh, for companies to, to, to really pause and think about everything from, from, you know, how they, um, manage that technology, their infrastructure, to, to clarity to where that data sets to what insights and intelligence that getting from that data. >>And then eventually even to, to the talent, the talent they have in the organization and how they can be competitive, um, that culture, that culture of innovation, of invention and reinvention. And so I think, I think, you know, when you, when you think of companies out there faced with these challenges, it forces us, it forces AWS's forces, AEG to come together and think through how can we help create value for them? How can we help help them move from sort of just causing and rethinking to having real plans in action and that taking them, uh, into, into implementation. And so that's, that's what we're working on. Um, I think over the next five years, we're looking to just continue to come together and, and help these companies get to the cloud and get the value from the cloud. Cause it's, it's beyond just getting to the cloud attached to me and living in the cloud and getting the value from it. >>It's interesting. Andy was saying, don't just put your toe in the water. You've got to go beyond the toe in the water kind of approach. Um, I want to get to that large scale cause that's the big pickup this week that I kind of walked away with was it's large scale. Acceleration's not just toe in the water experimentation. Can you guys share, what's causing this large scale end to end enterprise transformation and what are some of the success criteria have you seen for the folks who have done that? Yeah. And I'll, I'll start in the end. >>You can buy a lawn. So you, it's interesting if I look >>Back a year ago at reinvent and when I did the cube interview, then we were talking about how ABG we're >>Starting to see that shift of customers. You know, we've been working with customers for years on a single of what I call a single-threaded programs, right? We can do a migration, we can do SAP, we can do a data program. And then even last year we were really starting to see customers ask. The question is like, what kind of synergies and what kind of economies of scale do I get when I start bringing these different threads together and also realizing that it's, you know, to innovate for the business and build new applications, new capabilities, well, that, that is going to inform what data you need to, to hydrate those applications, right? Which then informs your data strategy while a lot of that data is then also embedded in your underlying applications that sit on premises. So you should be thinking through how do you get those applications into the cloud? >>So you need to draw that line through all of those layers. And that was already starting last year. And so last year we launched the joint transformation program with AEG. And then, so we were ready when this year happened and then it was just an acceleration. So things have been happening faster than we anticipated, but we knew this was going to be happening. And luckily we've been in a really good position to help some of our customers really think through all those different layers of kind of the pyramid as we've been calling it along with the talent and change pieces, which are also so important as you make this transformation to cloud >>Andy, what's the success factors. Andy Jassy came on stage during the partner day, a surprise fireside chat with Doug Hume and talking about this is really an opportunity for partners to, to change the business landscape with enablement from Amazon. You guys are in a pole position to do that in the marketplace. What's the success factors that you see, >>Um, really from three, three fronts, I'd say, um, w you know, one is the, the people. Um, and, and I, I, again, I think Andy touched on sort of a, uh, success factors, uh, early in the week. And for me, it's these three areas that it sort of boils down to, to these three areas. Um, one is the, the, the, the people, uh, from the leaders that it's really important to set those big, bold visions point the way. And then, and then, you know, set top down goals. How are we going to measure you almost do get what you measure, um, to be, you know, beyond the leaders, to, to the right people in the right position across the company. We're finding a key success factor for these end to end transformations is not just the leaders, but you haven't poached across the company, working in a, in a collaborative, shared, shared success model, um, and people who are not afraid to, to invent and fail. >>And so that takes me to perhaps the second point, which is the culture. Um, it's important, uh, with finding food for the right conditions to be set in the company, not enable people to move at pace, move at speed, be able to fail fast, um, keep things very, very simple, and just keep iterating and that sort of culture of iteration, um, and improvement versus seeking perfection is, is super important for, for success. And then the third part of maybe touch on is, is partners. Um, I think, you know, as we move forward over the next five years, we're going to see an increasing number of players in the ecosystem in the enterprises state. Um, you're going to see more and more SAS providers. And so it's important for companies and our joint clients out there to pick partners like, um, like AWS or, or Accenture or others, but to pick partners who have all worked together and built solutions together. And that allows them to get speed to value quicker. It allows them to bring in pre-assembled solutions, um, and really just drive that transformation in a quicker, it sorts of manner. >>Yeah, that's a great point worth calling out, having that partnership model that's additive and has synergy in the cloud, because one of the things that came out of this this week, this year is reinvented, is there's new things going on in the public cloud, even though hybrid is an operating model, outpost and super relevant. There, there are benefits for being in the cloud and you've got partners, APIs, for instance, and have microservices working together. This is all new, but I got, I got to ask that on that thread, Andy, where did you see your customers going? Because I think, you know, as you work backwards from the customers, you guys do, what's their needs, how do you see them? You know, where's the puck going? Where can they skate to where the puck's going? Because you can almost look forward and say, okay, I've got to build modern apps. I got to do the digital transformation. Everything is a service. I get that, but what do they, what, what solutions are you building for them right now to get there? >>Yeah. And, and of course, with, with, you know, industries blurring and multiple companies, it's always hard to boil down to the exact situations, but you can probably look at it from a sort of a thematic lens. And what we're seeing is as the cloud transformation journey picks up from us perspective, we've seen a material shift in the solutions and problems that we're trying to address with clients that they are asking for us, uh, to, to help, uh, address is no longer just the back office where you're sort of looking at cost and efficiency and, um, uh, driving gains from that perspective. It's beyond that, it's now materially the top line. It's, how'd you get the driving to the, you know, speed to insights, how'd you get them decomposing, uh, their application set in order to derive those insights. Um, how'd you get them, um, to, to, um, uh, sort of adopt leading edge industry solutions that give them that jump start, uh, and that accelerant to winning the customers, winning the eyeballs. >>Um, and then, and then how'd you help drive the customer experience. We're seeing a lot of push from clients, um, or ask for help on how do I optimize my customer experience in order to retain my eyeballs. And then how do I make sure I've got a soft self-learning ecosystem at play, um, where I, you know, it's not just a practical experience, but I can sort of keep learning and iterating, um, how treat my, eat, my customers, um, and a lot of that, um, that's still self-learning that comes from, you know, putting in, uh, intelligence into your, into your systems, getting an AI and ML, uh, in that. And so as a result of that, where it was seeing a lot of push and a lot of what we're doing, uh, is pouring investments into those areas. And then finally, maybe beyond the bottom line and the top line is how do you harden that and protect that with, um, security and resilience? Uh, so I'll probably say those are the three areas. John >>Brian on the business model side, obviously the enablement is what Amazon has. Um, we see things like SAS factory coming on board and the partner network I've see a, is a big, huge partner of you guys. Um, the business models there. You've got I, as, as doing great with chips, you have this data modeling this data opportunity to enable these modern apps. We heard about the partner strategy from Andy. I'm talking about yesterday now about how can partners within even a center. What's the business model side on your side that you're enabling this. Can you just share your thoughts on that? >>Yeah. And so it's, it's interesting. And again, I'm kind of build it in a build a little bit on some of the things that Andy really talked about there, right? And that we, if you think of that from the partnership, we are absolutely helping our customers with kind of that it modernization piece and we're investing a lot and that there's hard work that needs to get done there. And we're investing a lot as a partnership around the tools, the assets and the methodology. So in AWS and Accenture show up together as AEG, we are executing off a single blueprint with a single set of assets so we can move fast. So we're going to continue to do that with all the hybrid announcements from this past week, those get baked into that, that migration modernization theme, but the other really important piece here as we go up the stack, Andy mentioned it, right? >>The data piece, like so much of what we're talking about here is around data and insights. Right? I did a cube interview last week with, uh, Carl hick. Um, who's the CIO from Takeda. And if you hear Christophe Weber from Takeda talk, he talks about Takeda being a data company, data and insights company. So how do we, as a partnership, again, build the capabilities and the platforms like with Accenture's applied insights platform so that we can bootstrap and really accelerate our client's journey. And then finally, on the innovation on the business front, and Andy was touching on some of these, we are investing in industry solutions and accelerators, right? Because we know that at the end of the day, a lot of these are very similar. We're talking about ingesting data, using machine learning to provide insights and then taking action. So for instance, the cognitive insurance platform that we're working together on with Accenture, if they get about property and casualty claims and think about how do we enable touchless claims using machine learning and computer vision that can assess based on an image damage, and then be able to triage that and process it accordingly, right? >>Using all the latest machine learning capabilities from AWS >>With that deep, um, AI machine learning data science capability from Accenture, who knows all those algorithms that need to get built and build that library by doing that, we can really help these insurance companies accelerate their transformation around how they think about claims and how they can speed those claims on behalf of their policy holder. So that's, what's an example of a, kind of like a bottom to top view of what we're doing in the partnership to address these new needs. >>That's awesome. Andy, I want to get back to your point about culture. You mentioned it twice now. Um, challenge is a big part of the game here. Andy Jassy referenced Lambda. Next generation developers were using Lambda. He talked about CIO stories around, they didn't move fast enough. They lost three years. A new person came in and made it go faster. This is a new, this is a time for a certain kind of, um, uh, professional and individual, um, to, to be part of, um, this next generation. What's the talent strategy you guys have to attract and attain the best and retain the best people. How do you do it? >>Um, you know, it's, it's, um, it's an interesting one. It's, it's, it's oftentimes a, it's, it's a significant point and often overlooked. Um, you know, people, people really matter and getting the right people, um, in not just in AWS or, but then on our customers is super important. We often find that much of our discussions with, with our clients is centered around that. And it's really a key ingredient. As you touched on, you need people who are willing to embrace change, but also people who are willing to create new, um, to invent new, to reinvent, um, and to keep it very simple. Um, w we're we're we're seeing increasingly that you need people who have a sort of deep learning and a deep, uh, or deep desire to keep learning and to be very curious as, as they go along. Most of all, though, I find that, um, having people who are not willing or not afraid to fail is critical, absolutely critical. Um, and I think that that's, that's, uh, a necessary ingredient that we're seeing, um, our clients needing more off, um, because if you can't start and, and, and you can't iterate, um, you know, for fear of failure, you're in trouble. And I think Andy touched on that you, you know, where that CIO, that you referred to last three years, um, and so you really do need people who are willing to start not afraid to start, um, and, uh, and not afraid to lead. Yeah. >>It takes a gut-check there. I just said, you guys have a great team over there. Everyone at the center I've interviewed strong, talented, and not afraid to lean in and, and into the trends. Um, I got to ask on that front cloud first was something that was a big strategic focus for Accenture. How does that fit into your business group? That's, uh, Amazon focus, obviously their cloud, and now hybrid everywhere, as I say, um, how does that all work it out? >>We're super excited about our cloud first initiative, and I think it fits it, um, really, uh, perfectly it's it's, it's what we needed. It's, it's, it's a, it's another accelerant. Um, if you think of first, what we're doing is we're, we're putting together, um, a capability set that will help enable him to and translations as Brian touched on your help companies move, you know, from just, you know, migrating to, to, to modernizing, to driving insights, to bringing in change, um, and, and, and helping on that, on that talent. So that's sort of component number one is how does Accenture bring the best, uh, end to end transformation capabilities to our clients? Number two is perhaps, you know, how do we, um, uh, bring together pre-assembled as Brian touched on preassembled industry offerings to help as an accelerant, uh, for our, for our customers three, as, as we touched on earlier, is, is that sort of partnership with the ecosystem. >>We're going to see an increasing number of SAS providers in an estate in the enterprises States out there. And so, you know, parts of our cloud first and our AEG strategy is to increase our touchpoints and our integrations and our solutions and our offerings where the ecosystem partners out there, the ISV partners out there, and the SAS providers out there. And then number four is really about, you know, how do we, um, extend the definition of the cloud? I think oftentimes people thought of the cloud just as sort of on-prem and prem. Um, but, but as Andy touched on earlier this week, you know, you've, you've got this, the concept of hybrid cloud and that in itself, um, uh, is, is, is, uh, you know, being redefined as well, you know, where you've got the intelligent edge and you've got various forms of the edge. Um, so that's the fourth part of, of our, of our cloud first strategy. And, and, and for us was super excited because all of that is highly relevant for ABG, as we look to build those capabilities as industry solutions and others, and as we look to enable our customers, but also how we, you know, as we, as we look to extend how we go to market, uh, I joined tally PS, uh, in, uh, in our respective skews and products. >>Well, what's clear now is that people now realize that if you contain that complexity, the upside is massive. And that's great opportunity for you guys. We got to get to the final question for you guys to weigh in on, as we wrap up next five years, Brian, Andy weigh in, how do you see that playing out? What do you see this exciting, um, for the partnership and the cloud first cloud, everywhere cloud opportunities share some perspective. >>Yeah, I, I, they, you know, just kinda building on that cloud first, right? What cloud first. And we were super excited when cloud first was announced and you know, what it signals to the market and what we're seeing in our customers, which is cloud really permeates everything that we're doing now. Um, and, and so all aspects of the business will get infused with cloud in some ways, you know, it, it touches on all pieces. And I think what we're going to see is just a continued acceleration and getting much more efficient about pulling together the disparate, what had been disparate pieces of these transformations, and then using automation using machine learning to go faster. Right? And so, as we start thinking about the stack, right, well, we're going to get, I know we are, as a partnership is we're already investing there and getting better and more efficient every day as the migration pieces and the moving assets, the cloud are just going to continue to get more automated, more efficient, and those will become the economic engines that allow us to fund the differentiated, innovative app activities up the stack. >>So I'm excited to see us, you know, kind of invest to make those, those, um, those bits accelerated for customers so that we can free up capital and resources to invest where it's going to drive the most outcome for their end customers. Um, and I think that's going to be a big focus and that's going to have the industry, um, you know, focus. It's going to be making sure that we can consume the latest and greatest of AWS has capabilities and, you know, in the areas of machine learning and analytics, but then Andy's also touched on it bringing in ecosystem partners, right? I mean, one of the most exciting wins we had this year, and this year of COVID is looking at the universe, uh, looking at Massachusetts, the COVID track and trace solution that we put in place is a partnership between Accenture, AWS, and Salesforce, right? So again, bringing together three really leading partners who can deliver value for our customers. I think we're going to see a lot more of that. As customers look to partnerships like this, to help them figure out how to bring together the best of the ecosystem to drive solutions. So I think we're going to see more of that as well. >>All right, Andy final word, your take >>Of innovation is, is picking up. Um, the split things are just going faster and faster. I'm just super excited and looking forward to the next five years as, as you know, the technology invention, um, comes out and continues to sort of set new standards from AWS. Um, and as we, as Accenture bringing our industry capabilities, we marry the two, we, we go and help our customers super exciting times. >>Well, congratulations on the partnership. I want to say thank you to you guys, because I've reported a few times some stories around real successes around this COVID pandemic that you guys worked together on with Amazon that really changed people's lives. Uh, so congratulations on that too as well. I want to call that out. Thanks for coming >>Up. Thank you. Thanks for coming on. >>Okay. This is the cubes coverage, Accenture AWS partnership, part of the center's executive summit at Avis reinvent 2020. I'm John for your host. Thanks for watching.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent Executive Summit 2020 sponsored by Accenture and AWS. What? Welcome, everyone to the Cube Virtual and our coverage of the Accenture Executive Summit, part of AWS reinvent 2020. I'm your host, Rebecca Knight. Today we're talking about the power of three. And what happens when you bring together the scientific know how of a global bias Bio pharmaceutical powerhouse in Takeda, a leading cloud services provider in AWS and Accenture's ability to innovate, execute and deliver innovation, Joining me to talk about these things we have Aaron. Sorry. Arjun, baby. He is the senior managing director and chairman of Accenture's Diamond Leadership Council. Welcome margin, you Carl Hick. He is the chief digital and information officer at Takeda. >>Pleasure to be here. Thank you. Rebecca >>and Brian Bowen, global director and head of the Accenture AWS Business Group at Amazon Web services. Thanks so much for coming. Thank you. So, as I said, we're talking today about this relationship between your three organizations. Carl, I want to talk with you. I know you're at the beginning of your cloud journey. What was the compelling reason Why? Why I moved to the cloud and why now? >>Yeah. No, thank you for the question. So you know as ah, bio pharmaceutical leader were committed toe bringing better health and a brighter future to our patients. We're doing that by translating science and toe some really innovative and life transporting therapies. But throughout, you know, we believe that there's, ah responsible use of technology of data and of innovation. And those three ingredients air really key to helping us deliver on that promise. And so, you know, while I think I'll call it this Cloud Journeys already has always been a part of our strategy. Andi have made some pretty steady progress over the last years with a number of local it diverse approaches to the digital in AI. We just weren't seeing the impact at scale that we wanted to see. Andi, I think that you know, there's a there's a need ultimately to accelerate and broaden that shift. And, you know, we were commenting on this earlier, but there's, you know, it's been highlighted by a number of factors. One of those has been certainly a number of the large acquisitions we've made Shire being the most pressing example, but also the global pandemic. Both of those highlight the need for us to move faster at the speed of cloud ultimately on. So we started thinking outside of the box because it was taking us too long and we decided to leverage the strategic partner model on. It's giving us a chance to think about our challenges very differently. We call this the power of three on. Ultimately, our focus is singularly on our patients. I mean, they're waiting for us. We need Thio. Get there faster. It can take years. And so I think that there is a focus on innovation at a rapid speed so we can move ultimately from treating conditions to keeping people healthy. >>So as you are embarking on this journey, what are some of the insights you want to share about? About what you're seeing so far? >>Yeah. No, it's a great question. So I mean, look, maybe right before I highlight some of the key insights, I would say that, you know, with Cloud now as the as a launchpad for innovation, you know, our vision all along has been that in less than 10 years we want every single to Kito associate. We're employees to be empowered by an AI assistant. And I think that, you know that's gonna help us make faster, better decisions that will help us. Uh, fundamentally, you know, deliver transformative therapies and better experiences to to that ecosystem, to our patients, to positions to payers, etcetera much faster than we previously thought possible. Um, and I think that technologies like cloud and edge computing together with a very powerful or call it data fabric is gonna help us to create this this really time. I'll call it the digital ecosystem. The data has to flow ultimately seamlessly between our patients and providers or partners or researchers. Etcetera. Uh, and so we've been thinking about this, Uh, call it. We call it sort of this pyramid. Um, that helps us describe our vision on a lot of it has to do with ultimately modernizing the foundation, modernizing and re architect ing the platforms that drive the company, heightening our focus on data, which means that there's an accelerated shift towards enterprise data platforms and digital products. And then, ultimately, a, you know, really an engine for innovation. Sitting at the very top, um, and So I think with that, you know, there's a few different I'll call it insights that you know are quickly kind of come zooming into focus. I would say one is this need to collaborate very differently. Um, you know, not only internally, but you know, how do we define ultimately and build a connected digital ecosystem with the right partners and technologies? Externally, I think the second component that maybe people don't think as much about but, you know, I find critically important is for us to find ways of really transforming our culture. We have to unlock talent and shift the culture, certainly as a large biopharmaceutical, very differently. And then, lastly, you've touched on it already. Which is, you know, innovation at the speed of cloud. How do we re imagine that you know how Doe ideas go from getting tested in months? That kind of getting tested in days, you know, how do we collaborate very differently on So I think those air three, perhaps of the larger chocolate insights that you know the three of us are spending a lot of time thinking about right now. >>So, Arjun, I want to bring you into this conversation a little bit. Let's let's delve into those a bit. Talk first about the collaboration that Carl was referencing there. How how have you seen that it is enabling colleagues and teams to communicate differently, interact in new and different ways, both internally and externally. As Carl said, >>No, thank you for that. And I've got to give called a lot of credit because as we started to think about this journey, it was clear was a bold ambition. It was, uh, something that, you know, we had all to do differently. And so the concept of the power of three that Karl has constructed has become a label for us as a way to think about what are we going to do to collectively drive this journey forward? And to me, the unique ways of collaboration means three things. The first one is that what is expected is that the three parties they're going to come together, and it's more than just the sum of our resource is, and by that I mean that we have to bring all of ourselves all of our collective capabilities as an example. Amazon has amazing supply chain capabilities there. One of the best at supply chain. So in addition to Resource is when we have supply chain innovations, that's something that they're bringing in addition to just talent and assets. Similarly, for Accenture, right, we do a lot in the talent space. So how do we bring our thinking as to how we apply best practices for talent to this partnership? So as we think about this, so that's that's the first one. The second one is about shared success. Very early on in this partnership, we started to build some foundations and actually develop seven principles that all of us would look at it as the basis for this success shared success model. And we continue to hold that sort of in the forefront as we think about this collaboration. And maybe the third thing I would say is this one team mindset. So whether it's the three of our CEO's that get together every couple of months to think about this partnership or it is the governance model that Karl has put together, which has all three parties in the governance and every level of leadership, we always think about this as a collective group so that we can keep that front and center. And what this, I think, ultimately has enabled us to do Is it allowed us to move its speed, be more flexible and ultimately all be looking at the target the same way the North south? The same way. >>Brian. What? What about you? What have you observed? What are you thinking about? In terms of how this is helping teams collaborate differently? >>Yeah, absolutely. And Georgia made some great points there. And I think if you really think about what he's talking about, it's that diversity of talent, diversity of skill and viewpoint and even culture. Right? And so we see that in the power of three. And I think if we drilled down into what we see at Takeda and frankly, Takeda was really, I think, pretty visionary and on their way here, right, and taking this kind of cross functional approach and applying it to how they operate day to day. So moving from a more functional view of the world to more of a product oriented view of the world, right? So when you think about, we're gonna be organized around a product or service or capability that we're gonna provide to our customers are patients or donors. In this case, it implies a different structure, although altogether in a different way of thinking. Right, because now you've got technical people in business experts and marketing experts all working together in This is sort of a cross collaboration, and what's great about that is it's really the only way to succeed with Cloud, right, because the old ways of thinking where you've got application people in infrastructure, people and business people is sub optimal, right, because we can all access this tools and capabilities. And the best way to do that isn't across kind of a cross collaborative way. And so this is product oriented mindset of Takeda was already on, I think is allowed us to move faster in those areas. >>Carl, I wanna go back to this idea of unlocking talent and culture, and this is something that both Brian and origin have talked about. Two people are are an essential part of their at the heart of your organization. How will their experience of work change and how are you helping reimagine and reinforce a strong organizational culture, particularly at this time when so many people are working remotely. >>Yeah, that's a great question. And it's something that, you know, I think we all have to think a lot about. I mean, I think, you know, driving this this call this this digital and data kind of capability building takes a lot of a lot of thinking. So I mean, there's a few different elements in terms of how we're tackling this one is we're recognizing. And it's not just for the technology organization or for those actors that that we're innovating with. But it's really across, you know, all of Takeda. We're working through ways of raising what I'll call the overall digital leaders literacy of the organization. You know, what are the, You know, what are the skills that are needed almost at a baseline level, even for, ah, global biopharmaceutical company? And how do we deploy? I'll call it Those learning resource is very broadly, and then secondly, I think that, you know, we're very clear that there's a number of areas where they're very specialized skills that are needed. Uh, my organization is one of those, and so, you know, we're fostering ways in which you know, were very kind of quickly kind of creating avenues, excitement for for associates in that space. So one example specifically is we use, you know, during these very much sort of remote sort of days, we use what we call global it me days, and we set a day aside every single month and this last Friday. Um, you know, we create during that time, it's time for personal development. Um, and we provide active seminars and training on things like, you know, robotic process automation, Data Analytics Cloud. Uh, in this last month, we've been doing this for months and months now, but in his last month, more than 50% of my organization participated. And there's this huge positive shift, both in terms of access and excitement about really harnessing those new skills and being able to apply them on. So I think that that's, you know, 11 element that can be considered. And then thirdly, of course, every organization has to work on. How do you prioritize talent, acquisition and management and competencies that you can't re skill? I mean, there's just some new capabilities that we don't have, And so there's a large focus that I have with our executive team in our CEO and thinking through those critical roles that we need to activate in order kind of thio build on this, uh, this business led cloud transformation and lastly, probably the hardest one. But the one that I'm most jazzed about is really this focus on changing the mindsets and behaviors. Andi, I think there, you know, this is where the power of three is really kind of coming together nicely. E mean, we're working on things like, you know, how do we create this patient obsessed curiosity? Um, and really kind of unlock innovation with a really kind of a growth mindset, Uh, and the level of curiosity that's needed not to just continue to do the same things, but to really challenge the status quo. So that's one big area of focus. We're having the agility toe act just faster. I mean, toe worry less. I guess I would say about kind of the standard chain of command, but how do you make more speedy, more courageous decisions? And this is places where we can emulate the way that ah, partner like AWS works? Or how do we collaborate across the number of boundaries, you know, and I think origin spoke eloquently to a number of partnerships that we can build so we can break down some of these barriers and use these networks. Um, whether it's within our own internal ecosystem or externally, to help to create value faster. So a lot of energy around ways of working we'll have to check back in. But, I mean, we're early in on this mindset and behavioral shift, but a lot of good early momentum. >>Carl, you've given me a good segue to talk to Brian about innovation because you said a lot of the things that I was the customer obsession and this idea of innovating much more quickly. Obviously. Now the world has its eyes on drug development, and we've all learned a lot about it in the past few months. And accelerating drug development is all of is of great interest to all of us. Brian How does a transformation like this help a company's ability to become more agile and more innovative? Add quicker speed to >>Yeah, No, absolutely. And I think some of the things that Karl talked about just now are critical to that. Right? I think, where sometimes you know, folks fall short is they think, you know, we're going to roll out the technology and the technology is going to be the Silver Bullet, where, in fact it is. The culture it is is the talent, and it's the focus on that. That's going to be, you know, the determinant of success. And I will say, You know, in this power of three arrangement, Karl talked a lot about the pyramid, um, talent and culture and that change. And that kind of thinking about that has been a first class citizen since the very beginning. Right? That absolutely is critical for being there. Um and so that's been that's been key. And so we think about innovation at Amazon and AWS, and Carl mentioned some of things that, you know, partner like AWS can bring to the table is we talk a lot about builders, right? So we're kind of obsessive about builders, Onda. We mean what we mean by that is way at Amazon, we hire for builders, we cultivate builders and we like to talk to our customers about it as well. And it also implies a different mindset. Right? When you're a builder, you have that curiosity. You have that ownership. You have that steak and whatever I am creating. I'm going to be a co owner of this product or the service right getting back to that kind of product oriented mindset. And it's not just the technical people or the I t. People who are builders. It is also the business people, as Karl talked about right. So when we start thinking about innovation again, where we see folks kind of get into a little bit of innovation, pilot paralysis is that you can focus on the technology. But if you're not focusing on the talent and the culture and the processes and the mechanisms, you're gonna be putting out technology. But you're not gonna have an organization that's ready to take it and scale and accelerated right, and so that's that's been absolutely critical. So just a couple of things we've been doing with with Takeda indicate, has really been leading the way is think about a mechanism and a process, and it's really been working backwards from the customer, right? In this case again, the patient and the donor. And that was an easy one because a key value of decadas is to be a patient focused biopharmaceutical, right? So that was embedded in their DNA. So that working back from that, that patient, that donor was a key part of that process. And that's really deep in our DNA as well in eccentrics. And so we're able to bring that together. The other one is, is getting used to experimenting and even perhaps failing right and being able to reiterate and fail fast and experiment and understanding that you know some decisions, what we call it at Amazon or to a doors meaning you could go through that door not like what you see and turn around and go back. And cloud really helps there. Because the cost of experimenting and the cost of failure is so much lower than it's ever been. You could do it much faster, and the implications there so much less so just a couple of things that we've been really driving with a kid around innovation that's been really critical. >>Carl, where are you already seeing signs of success? >>Yeah, No, it's a great question. And so we chose, you know, with our focus on innovation to try to unleash maybe the power of data digital in uh, focusing on what I call sort of a maid. And so we chose our plasma derived therapy business. Um and you know, the plasma drive therapy business unit? It develops critical lifesaving therapies for patients with a rare and complex diseases. Um, but what we're doing is by bringing kind of our energy together, we're focusing on creating called State of the art digitally connected donation centers. And we're really modernizing. You know, the donor experience right now we're trying Thio improve. Also, I'll call it the overall Plasma Collection process. And so we've selected a number of uncle at very high speed pilots that were working through right now specifically in this in this area, and we're seeing really great results already on DSO. That's that's one specific area of focus. >>Arjun, I want you to close this out here. Any ideas? Any best practices advice you would have for other pharmaceutical companies that are that are at the early stage of their cloud journey. >>Sorry. Was that for me? >>Yes. Sorry. Urgent? >>Yeah. No, I was breaking up a bit. No, I think the key is what sort of been great for me to see is that when people think about cloud, you know, you always think about infrastructure technology. The reality is that the cloud is really the true enabler for innovation at innovating at scale. And if you think about that, right and all the components that you need, ultimately, that's where the value is for the company, right? Because, yes, you're gonna get some cost synergies, and that's great. But the true value is And how do we transform the organization? The case of Takeda and a life sciences clients, right. We're trying to take a 14 year process of research and development that takes billions of dollars and compress that right. Tremendous amounts of innovation, opportunity. You think about the commercial aspect, lots of innovation can come that the plasma derived therapy is a great example of how we're gonna really innovate to change the trajectory of that business. So I think innovation is at the heart of what most organizations need to do. And the formula the cocktail that Takeda has constructed with this Fuji program really has all the ingredients, um, that are required for that success. >>Great. Well, thank you so much. Arjun, Brian and Carl was really an enlightening conversation. >>Thank you. It's been a lot of >>fun. Thank you. >>Uh, been fun. Thanks, Rebecca. >>And thank you for tuning into the Cube. Virtual is coverage of the Accenture Executive Summit.