>> (announcer) Live from Las Vegas: It's the Cube covering service now knowledge 2018 brought to you by Service Now. >> Welcome back to Las Vegas, everybody. This is the Cube: the leader in live tech coverage. We go out to the events, and, we extract the signal from the noise. This is day 3 of Service Now Knowledge, k18. The hashtag is #Know18. I'm Dave Vellante with my co-host Jeff Frick. Chris Anderson is here she's the managing director of Delloit, running the telecommunications, media, and technology practice. Welcome to the cube, thanks for coming on. >> Thank you so much, glad to be here. >> So, Delloit, awesome company, we had some of your colleagues on earlier. You guys have deep industry expertise. Global scale, leading digital transformations. First of all, what's your role, and let's get into it. >> Sure, so, I work in, as you mentioned, RTMC practice, full of acronyms, right? Mostly focused in the telecom space, and I've been in the telecom space for about 20 years. I'm really driving large scale transformation of the operations: how do we make the business more effective, how do we improve the overall customer experience, right, and how do we make sure that as new technology comes online in tel-cos, that that's seamless to customers, and that they don't fell the disruption, if you will, right, of the large leaps that tel-cos are making. >> Well, so, help us understand the basics of tel-co, um, you've got cost per bit coming down, you got data growing like crazy, you have over the top providers just bogarding the network, tel-co infrastructure is fossilized, um, wow, You must have a lot to do. >> Well we all want to watch the basketball game as we walk from the floor, to our car, into the house right >> 24/7, right, so, major, major challenges, which is great opportunity for you and Delloit. >> Absolutely. >> But give us your perspective on the state of the state in the industry. >> Sure, so I think it's funny you say the basics of tel-co, 'cause I think that's the hard part about tel-co, is it's not really basic, like, everyone expects that communications are there real time, right, and there's always going to be, we'll call it tone, right, but I think now it's at a whole new level, right, I think the challenge now for tel-co is mobility, right, I mean the pace of mobility, right, the massive proliferation of devices right, and sensors that are all connected. And so I think that now, I think the basics of tel-co. the game has changed, right, tel-co used to be it's own vertical, right, and now. it's really its own horizontal, right, enabling smart health, smart cities, right, many other industries, and I think that's the challenge for tel-co, and, it's become the new basic, if you will, it's not just the network for dial tone, right, it's about a true enabler for industry, right, and communications in real time right across the board. >> So, tel-co, that's really interesting, how you positioned that, so, tel-co has a dual agenda. >> Yes. >> The horizontal technology platform, and maintaining the verticle, not getting disrupted, so can it, can tel-co pull off that dual agenda? >> I think it has to, right, because to the point verticle, it used to be that they were the straight line,right, they provided the service and they were directly linked to the end customer, right, and, now, there are lots of other content aggregators and providers in that space, and so it's getting harder and harder for tel-cos to really maintain connectivity to their end customer, right, so they've also got to be an important part of the value chain, right, and other businesses, so I think they have to do both in parallel to stay relevant, but I think that's what makes kind of an, part of our work with servicenow, and how it comes in is the focus on customer service management, right, and really the part about the network, right, is the critical underpinning for tel-co, but if you ask tel-co network people, they say that is the experience, right. That's how I get the experience, right, is the speed of the network, right. I can't have any latency, it's always available, right, for it to enable these mission critical, mission critical things. >> Amazing, and you have these things coming up like, 5G, and industrial internet of things, you know, and we, we did a nice piece with a company that had a remote operation of autonomous vehicle. So, you know, they're driving the car from the office while we're in the car. Business case being take care of the edge cases on autonomous vehicles, so, latency becomes a really important thing with car brakes, and these things, so the opportunity and the challenges are only going to grow with this kind of next big leap that we're going to see built up around the 5G capability. >> Yeah, I think the move to 5G will be transformational, for the industry, right? And, really, 'cause now, you know, you expect your communications to work but you get frustrated, like, if your phone doesn't work, or your internet's not working, you just get frustrated, right, if your autonomous, you know, self driving vehicle is not working, right, or you've got a mission critical device, right, helping your heart beat, right, those are, those are different things, right, in a kind mission criticality that I think 5G introduces the potential for, right, will really change the game, right, but also makes it critical that you understand that full path of the network connectivity, and the services to the customer, right, 'cause if you're not in control of that full path to delivery there's no way to guarantee, right, the mission criticality that 5G` can deliver on. >> Right, so Chris, how does your work, um, what's your focus with the tel-cos? How does it intersect with what you're doing with service now, and how does it ultimately benefit consumers? >> Sure, so my focus, really, in the tel-co space has been in, in what tel-cos call "BSS",right, which are business support systems, or really, the front office. So, from, you know, helping customers from, the time of quoting, right, or ordering services, all the way through to fulfillment and delivery of them, right, I think that's the intersection, really, that is important to us with servicenow, right, our work with servicenow, to date, like many organizations, has been kind of in the IT service management space, HR, more on the enterprise, right, but not truly the heart of the business, right, and where we're really focused is, you know, working with servicenow to bring them into the heart of the business of tel-cos, right, and really change the game, right, I think one of the hot, one of the benefits in what I do, which is large scale transformation, most of these take years, right, two to three years before customers see any benefit of transition from one platform to another, right, and we've already been able to do some work with servicenow right, and our partnership, that you can see the benefit in months, right with a lot less risk, so it's really kind of taking the long term experience that I've had with the traditional industry players, right, and creating agility, right, and transformation from taking that from years to months, right, reducing the risk profile, right, and really creating an amazing experience across the value chain. >> Great benefits Dave: less risk and faster. >> Well, well, so I want to bring that back to sort of what we were talking about earlier: I mentioned the over top, top providers, when I think about my experience with interacting with, Netflix for example, I don't talk to their sales department, or their customer service department or their maintenance. I just interact with Netflix. Is that the vision for where you're trying to take tel-cos? >> I think it's part of it, right? 'Cause to your point, if the service I'm getting, works like it should, I don't want to talk to anybody. Right, like, I think that historically, we think of customer service and customer service management as I call somebody and how do they help me. Right, and I think the next generation of good service is how do I make sure they don't need to call me. >> No calls. >> Right, no calls, right, how does this work, and how do I stay on top of it, and I understand anything that might be degrading the experience and I get my arms around that, and so I think the new generation of customer service management is understanding, right, those things and kind of having a full and immediate view, and being able to take action quickly, and I think the kind of customer service management solution is important. We've been building out what we're calling an end to end service assurance solution ,right, with the servicenow team, and that really lets us look at from the time that an issue is detected, which could be customer degrading, all the way through to resolution. Right, to be able to own that path right to closure right, and really have real time visibility, and the ability to act and the ability to see those metrics and really manage your business real time. >> Well we hear that all the time: going from kind of a historical look at data, and reacting to being a little bit more, um, predictive, but then ultimately being more prescriptive, so you're, you see, you see, the development of the problem before the problem becomes a big problem. >> And I think that that is the future of customer service, and its going to be critical, right, as we pivot to 5G and we've got mission critical services running on that network that we really get this right, so. >> How about the event here, um, what are your takeaways? You're hearing a lot about what I call machine intelligence, AI, um Dev Ops, I mean all kinds of cool tech going around, but what's resonating with you Chris? >> So, probably say the opposite of what everyone's saying so I hear that but like we spent a little bit of time with a client yesterday right and we were talking about machine learning and artificial intelligence, and they say okay that's great so I can, you know, how do I take the emails that come from somebody written in a third language trying to write them in english, and what's the challenge of how do I get artificial intelligence to figure out what that issue is, and go act on it right, and so I think, I think these technologies are exciting, but I think we also have to pay a lot of attention to the basics right and not think that there is a shortcut right to providing the service and the mission criticality so to me I still think in terms of really enabling the front office that they're early days I think its certainly worth the investment but I think part of it is just looking critically at the business remember that the service and the service levels right are really driving right and we keep pushing the technology to catch up but I'm I would not I haven't seen a lot of tel-cos in the front office where experience is concerned be early adopters because that's the least the last risk that you want to take. >> But that's a great example, though, because that's a very specific use case where you would like to see more intelligence applied, and I think that's really the key as well where can we get the value as opposed to a generic dead smart person named thing that kind of exists, right, here is a specific problem, can we use AI and machine learning to help us solve that specific problem. >> Because what we, I think what we know is that if I have a sensor on a device and it picks up an issue I can start acting on that immediately, right, the ones that are much harder to act on are the ones that people report and then have to be translated right to figure out the action that needs to be taken but guess what there's still the same SOA attached to it right so how do I really advance you know artificial intelligence to really be able to move that forward in a much faster and reliable way right to the point where businesses will take a bet on it, so >> Alright we'll give you the last word Chris what should we know about, you know Delloit, kind of a bumper sticker, um, you know, your servicenow practice and tel-co what's your take-aways? >> So, um, I think, I think the magic, right, of the partnership and where we're really trying to take it is the fusion of our truly deep industry experience right and folks that have been in and around for 20 years, and using the servicenow solution in new ways right, and really again bringing it to the core of the value chain right, and, and frankly disrupting a lot of the industry solutions that have been out there that have gotten quite set in their ways like we see so many of our clients that don't have good answers right then they're paralyzed right trying to look at all the solutions that are there, and not finding anything that they like, and I think that's the magic that we're trying to bring to the partnership and really disrupt the game. >> Awesome. Well thanks for coming. Thank you I appreciate it guys. >> Alright keep it right there everybody listen you want to go to a couple of resources I want to give you for some great free content go to theCube.net, you'll see all the videos here, go to youtube.com/siliconangle subscribe to that channel, get notified of all the action we're at all the shows um siliconeangle.com for all the news wikibomb.com is a research site so check those out keep it right there everybody well be back with our next guest right after this short break.

>> Announcer: Live from the Moscone center it's theCUBE covering AWS Summits San Francisco 2018. Brought to you by Amazon Web Services. >> Welcome back, this is theCUBE's coverage of AWS Summit San Francisco. Here at the Moscone Center West. I'm Stu Miniman, happy to have a distinguished panel of guests on the program. Starting down of the fair side, Steven Jones whose the Director of Solution Architecture with AWS, helping us talk about how AWS gets to market is Chris Wegmann, Manager and Director of Accenture, and then super excited to have a customer on the program Chad Anderson is the IT Director of Operations at Del Monte Foods. Gentleman, thank you so much for joining us. >> Thanks for having us. >> Alright Chad, we're going to start with you, talk to us a little bit about your role inside Del Monte and really the journey of the cloud, something we've been talking about for years, but Del Monte has an interesting story. I want to kind of understand your role in that. Start us off. >> Ya so I oversaw the project for us to migrate everything to AWS. We started off with just needing to really understand if were missing something here. Like, shouldn't we be moving to the cloud and that ended up in a study where we just kind of went threw the numbers, we looked at what the benefits were going to be and it kind of just turned into a obvious choice for us to do it. >> Back us up for a second, give us you know your organization Del Monte Foods and your technology group is this global and scope kind of how many end user do you have? How many sites? Can you give us a little bit of the speeds and feeds of what what was being considered, was it everything or some pieces, what was the impetus for the journey of the cloud? >> Ya, so we have about a thousand users, globally we are mostly in Manila, for our global share services our business back office work is done there and then most of it is U.S. footprint of plants and distribution centers and headquarters, et cetera operations. >> Alright so Chris, the SI partner for this cloud journey. So bring us a little bit of insight, bring us back to you know, kind of what was the business challenge and what was your teams role in helping along those journeys? >> The business challenge was getting Del Monte, getting the heart of their organization SAP to AWS quickly. Alright, there was a short time frame, I learned a lot about fruit packing during the project, but it was about how quickly could we get there? So, when we actually started, we started looking at taking seven months to do the migration of their environment. We really got into it and really got focused on what needed to be done. We looked at a lot of automation, put a lot of automation on the process, a very diligent approach, and we were able to do it, we thought we could do it in four months, and we did in three and a half months so very rapid, and I think as Chad will tell you we really kind of focused on building the right architecture, putting a lot of automation, and then also getting it in there with the right performance and then being able to tune things down, because you can you can move so quickly between engine sizes and memory and it was a really really exciting process to go through. >> Ya, so you said it originally we thought it was seven months, and it was good and done in half that time. That's not my experience with Enterprise Software roll outs. So, what was the delta there? How was the team able to move so fast? >> A lot of it was obviously AWS, being able to spin up the infrastructure, being able to automate a lot of the tasks that had to be done. Alright we did it threw three different environment sets. So we started diligent, moved to test, then went to production, and in each step we automated more and more of the process so we were able to condense the speed of the technical work that had to take place in a really short amount of time. >> We had to treat it also, like a mission critical thing across it wasn't just a infrastructure move it really the application guys were focused on this, we stopped all development of other activities going on. We really just kind of turned everybody and say "Let's get this done as soon as possible "and not be competing with each other." >> When you say stop everything, but of course the business didn't stop, but was transition pretty seamless. >> I mean other projects. >> Ya, ya, ya I understand, but I mean from the cut over and from your users stand point, did it go pretty smoothly? >> Oh definitely, these guys did an amazing job of putting together a plan that was really ready to be executed against. It took some, it took a lot of, I mean on my part it was really just to negotiate the extended maintenance window, but as far as the best compliment I ever got was people were like what did you do? Like I didn't even know that you guys did anything. From day one they took it and ran with it and we were stable. I mean it was pretty awesome. >> A black box, magic happens here and all of a sudden everything is running faster, scaling easier, cost is better, some of those types of thing? >> Ya, cocktails and beach time. >> Steve cocktails? I didn't realize that when I moved my enterprise application to cloud cocktails were involved. >> A few cocktails are involved. >> I mean look, I remember a few years ago where it was like well it's your development will do in the cloud, but I mean SAP has really raised cloud full boar and you know very strong partner, but bring us up to how does AWS help customers make sure that, this is critical things running the business, that it runs so smoothly. What have you learned along the way? What is different in 2018, then say it was even a year or two ago? >> A lot of great questions in there Stu, I would say this is become the new normal. Right? It use to be full disclosure, dev test, training type work loads in the early days but over the course of years we have taking a lot of learning with partners like Accenture and customers like Del Monte and we've taking those learnings and put them back into the platforms, so what you see today is a platform that a partner like Accenture could come in build a lot of automation tooling around, to reduce time frame from seven months down to three and a half. I think it was around two hundred servers, 50 of those were SAP related, and 25 terabytes of data that were moved in a short amount of time. So it's a combination of years worth of effort to build a platform that is scalable, resilient, and flexible. As well as the work that we have done directly with SAP that has gone right back into the platform. >> Chad bring us inside kind of operations on your team. What is the before and after? What's it look like? Was there change in personal or roles or skills? >> We transition services with our migration. So the Accenture team has taking over the long term operational activities as well as helping us through the migration efforts. We had a lot of preparation that was going on besides the server migration that was happening and I think what is really unique about them is because they can deliver these capabilities of the migration they have got a lot of the tooling and the automation is built into the operational mana services model as well. So it's been a much easier kind of hand over from those teams because we are working with the same vendor. >> Most of the time its not just that I've migrated from my environment to the cloud, but how does that enable the new services either Accenture from AWS from the marketplace. What has changed as to how you look at your SAP environment and kind of capability wise? >> It's just incredibly flexible now. It's just one of those situations where we can start small and we can scale so rapidly and it's like I feel like its kind of like walking into a fast food restaurant and just like oh, I'll take one of these, one of these, and one of these. You wait there and the food comes out, it just happens automatically. So, it's a great thing. >> Chris, I remember I interviewed a CEO a few years ago, and he said use to give me a million dollars in 18 months and I'll build you the Taj Mahal from my applications. Today I need to move faster and it's not a one time migration, but there's ongoing I've heard it a time and again there, so where does Accenture, it's not just the planning, where's Accenture involved? What is kind of the ongoing engagement? >> We go end to end. Right? So, we start out with strategy, we start out with a migration. The migration takes planning and execution, but really we focus on the run area as well using our Accenture platform and tooling that we have built. We really focus on how do you continue to optimize? How do you continue to improve performance? How do you govern? How do you do things like quota and security management and that type of stuff. I do think that a lot of our customers start with cloud think I can spin this stuff up, I can run it just like I ran my on premise data center and it's not the same. You go from a capacity planning person to a cost management person. You need to have a cloud architect understanding how you build your applications to be Cloud ready and AWS ready. There are a lot of great services, but if your not taking advantages of those services you can't auto scale, you can't do that stuff. So, we really help our clients go threw that entire process and make sure their getting the most value out of AWS all the way through the run for many years after they have done the migration. >> Chad, do you have any discussion of how are you reporting back to the business as to what were the hero numbers or success factors that said hey this was actually the right thing to do? >> Ya I mean we're a canned food company, so people are very interested in making sure that we are keeping our cost low. Most people from a business prospect want to talk to me about the efficiencies that their seeing and how's that going to show up a reduction in SG and A. We have seen it, I mean when you move to a group of people that can manage a larger set of infrastructure with a smaller group of people and the underline services can be turned on and off, so you only utilize what you really absolutely have. Those numbers show up on our bottom line. >> Steve, any other similar, what do you hear from customers when it comes to SAP, and what is the main driver, and what are the big hero things? >> So in the early days, it was all about cost right, driving cost out of the system. Now it's the flexibility, the ability to move quicker. Chad was relating earlier how you would spend a lot of time sizing environment and now there actually able to right size their environments using purpose built equipment the AWS has built for SAP. It's enabled them to actually reduce cost and move quicker. That's what we are hearing is common theme now these days. It's okay to move faster, to maybe not worry about sizing as much as we use to. >> Ya for future initiatives, I mean it's, there's all these windows of time that are just gone for us to stand up new services whether it's traditional application that needs servers and computer, whether it's SAP services, we are kind of all on that platform now where we can just click and plug in items much easier. >> Chad, what do things like digital transformation and innervation mean to a canned food company? >> We are desperately trying to get in touch of our consumer. So, whether were figuring out how to get improve kind of how we are managing our digital assets, how were managing, our pages on Amazon, or our pages on Walmart.com. We need to be much more in touch and much more consumer focused and a lot of these newer technologies, et cetera there built to run on AWS and we ready to kind of integrate that into our existing enterprise environment. >> Innervation has been a big part of our customers reason for moving to cloud. I'd say 18 months ago, we saw a big transition in our enterprise customers a lot of them were starting off with cost savings, for operational savings, just overall improvement of their operations, and then we seen about 18 months ago we saw a big shift of people very much focused on innervation and using AWS platform as that catalyst renovation. So, the businesses asking for Alexa apps, they're asking for the integration. Well, the SAP data has to be there to support that stuff. Right, and your enterprise tech has to be there, so by doing that it's enabled a lot of innervation in our processors. >> Chad, last question when you talk about innovation, are there certain areas that your team's investing in is it AI, is it IOT, you know what are some of the areas that you think will be the most promising and how do Accenture and AWS fit into those from your planning? >> Ya, I mean IOT is definitely an interesting area for us, and getting to a point where we can measure our effectiveness and our manufacturing processes, those are all really initiatives now that we're starting to focus on, now that we kind of gotten some of the infrastructure related stuff and were ready to kind of build out those platforms. We're talking about scaling out our OE software and our infrastructure its just such an easier conversation to kind of plan for those activities. We turned a three month sizing exercise as to how much IOT did and we think were going to have to process through these engines into a hey let's go with this and if it doesn't work then we'll take it out and increase the size. It really helps us deliver capabilities new capabilities and new types of ways of measuring or helping our business run in a much more effective and efficient way. >> Anything that you've learned along the way that you've turned to peers and say "Here's something I did, maybe do it faster or do it a little bit different way?" >> I think Accenture has been an amazing partner. I think a lot of people are skeptical about running their entire enterprise across the network and once you kind of bring them in and you really let them look under the cover of what you have. One of the reasons we went with them was just the trust and confidence that they had that we could do this. Once I kind of saw that it was like well I mean let's trust the process here. I mean these guys are the experts and so so that's been a big thing is just reach out learn about what people are doing. There's no reason why you can't do this. >> Well Chad, Chris, and Steve thank you both so much for highlighting the story of a customer's journey to the cloud. We will be back with lots more coverage here at AWS Summit in San Francisco. I'm Stu Miniman. You're watching theCUBE. (upbeat music)