(bright music) >> "Supermetafragilisticexpialadotious." What's in a name? In an homage to the inimitable Charles Fitzgerald, we've chosen this title for today's session because of all the buzz surrounding "supercloud," a term that we introduced last year to signify a major architectural trend and shift that's occurring in the technology industry. Since that time, we've published numerous videos and articles on the topic, and on August 9th, kicked off "Supercloud22," an open industry event designed to advance the supercloud conversation, gathering input from more than 30 experienced technologists and business leaders in "The Cube" and broader technology community. We're talking about individuals like Benoit Dageville, Kit Colbert, Ali Ghodsi, Mohit Aron, David McJannet, and dozens of other experts. And today, we're pleased to welcome David Linthicum, who's a Chief Strategy Officer of Cloud Services at Deloitte Consulting. David is a technology visionary, a technical CTO. He's an author and a frequently sought after keynote speaker at high profile conferences like "VMware Explore" next week. David Linthicum, welcome back to "The Cube." Good to see you again. >> Oh, it's great to be here. Thanks for the invitation. Thanks for having me. >> Yeah, you're very welcome. Okay, so this topic of supercloud, what you call metacloud, has created a lot of interest. VMware calls it cross-cloud services, Snowflake calls it their data cloud, there's a lot of different names, but recently, you published a piece in "InfoWorld" where you said the following. "I really don't care what we call it, "and I really don't care if I put "my own buzzword into the mix. "However, this does not change the fact "that metacloud is perhaps the most important "architectural evolution occurring right now, "and we need to get this right out of the gate. "If we do that, who cares what it's named?" So very cool. And you also mentioned in a recent article that you don't like to put out new terms out in the wild without defining them. So what is a metacloud, or what we call supercloud? What's your definition? >> Yeah, and again, I don't care what people call it. The reality is it's the ability to have a layer of cross-cloud services. It sits above existing public cloud providers. So the idea here is that instead of building different security systems, different governance systems, different operational systems in each specific cloud provider, using whatever native features they provide, we're trying to do that in a cross-cloud way. So in other words, we're pushing out data integration, security, all these other things that we have to take care of as part of deploying a particular cloud provider. And in a multicloud scenario, we're building those in and between the clouds. And so we've been tracking this for about five years. We understood that multicloud is not necessarily about the particular public cloud providers, it's about things that you build in and between the clouds. >> Got it, okay. So I want to come back to that, to the definition, but I want to tie us to the so-called multicloud. You guys did a survey recently. We've said that multicloud was mostly a symptom of multi-vendor, Shadow Cloud, M&A, and only recently has become a strategic imperative. Now, Deloitte published a survey recently entitled "Closing the Cloud Strategy, Technology, Innovation Gap," and I'd like to explore that a little bit. And so in that survey, you showed data. What I liked about it is you went beyond what we all know, right? The old, "Our research shows that on average, "X number of clouds are used at an individual company." I mean, you had that too, but you really went deeper. You identified why companies are using multiple clouds, and you developed different categories of practitioners across 500 survey respondents. But the reasons were very clear for "why multicloud," as this becomes more strategic. Service choice scale, negotiating leverage, improved business resiliency, minimizing lock-in, interoperability of data, et cetera. So my question to you, David, is what's the problem supercloud or metacloud solves, and what's different from multicloud? >> That's a great question. The reality is that if we're... Well, supercloud or metacloud, whatever, is really something that exists above a multicloud, but I kind of view them as the same thing. It's an architectural pattern. We can name it anything. But the reality is that if we're moving to these multicloud environments, we're doing so to leverage best of breed things. In other words, best of breed technology to provide the innovators within the company to take the business to the next level, and we determine that in the survey. And so if we're looking at what a multicloud provides, it's the ability to provide different choices of different services or piece parts that allows us to build anything that we need to do. And so what we found in the survey and what we found in just practice in dealing with our clients is that ultimately, the value of cloud computing is going to be the innovation aspects. In other words, the ability to take the company to the next level from being more innovative and more disruptive in the marketplace that they're in. And the only way to do that, instead of basically leveraging the services of a particular walled garden of a single public cloud provider, is to cast a wider net and get out and leverage all kinds of services to make these happen. So if you think about that, that's basically how multicloud has evolved. In other words, it wasn't planned. They didn't say, "We're going to go do a multicloud." It was different developers and innovators in the company that went off and leveraged these cloud services, sometimes with the consent of IT leadership, sometimes not. And now we have these multitudes of different services that we're leveraging. And so many of these enterprises are going from 1000 to, say, 3000 services under management. That creates a complexity problem. We have a problem of heterogeneity, different platforms, different tools, different services, different AI technology, database technology, things like that. So the metacloud, or the supercloud, or whatever you want to call it, is the ability to deal with that complexity on the complexity's terms. And so instead of building all these various things that we have to do individually in each of the cloud providers, we're trying to do so within a cross-cloud service layer. We're trying to create this layer of technology, which removes us from dealing with the complexity of the underlying multicloud services and makes it manageable. Because right now, I think we're getting to a point of complexity we just can't operate it at the budgetary limits that we are right now. We can't keep the number of skills around, the number of operators around, to keep these things going. We're going to have to get creative in terms of how we manage these things, how we manage a multicloud. And that's where the supercloud, metacloud, whatever they want to call it, comes that. >> Yeah, and as John Furrier likes to say, in IT, we tend to solve complexity with more complexity, and that's not what we're talking about here. We're talking about simplifying, and you talked about the abstraction layer, and then it sounds like I'm inferring more. There's value that's added on top of that. And then you also said the hyperscalers are in a walled garden. So I've been asked, why aren't the hyperscalers superclouds? And I've said, essentially, they want to put your data into their cloud and keep it there. Now, that doesn't mean they won't eventually get into that. We've seen examples a little bit, Outposts, Anthos, Azure Arc, but the hyperscalers really aren't building superclouds or metaclouds, at least today, are they? >> No, they're not. And I always have the predictions for every major cloud conference that this is the conference that the hyperscaler is going to figure out some sort of a multicloud across-cloud strategy. In other words, building services that are able to operate across clouds. That really has never happened. It has happened in dribs and drabs, and you just mentioned a few examples of that, but the ability to own the space, to understand that we're not going to be the center of the universe in how people are going to leverage it, is going to be multiple things, including legacy systems and other cloud providers, and even industry clouds that are emerging these days, and SaaS providers, and all these things. So we're going to assist you in dealing with complexity, and we're going to provide the core services of being there. That hasn't happened yet. And they may be worried about conflicting their market, and the messaging is a bit different, even actively pushing back on the concept of multicloud, but the reality is the market's going to take them there. So in other words, if enough of their customers are asking for this and asking that they take the lead in building these cross-cloud technologies, even if they're participating in the stack and not being the stack, it's too compelling of a market that it's not going to drag a lot of the existing public cloud providers there. >> Well, it's going to be interesting to see how that plays out, David, because I never say never when it comes to a company like AWS, and we've seen how fast they move. And at the same time, they don't want to be commoditized. There's the layer underneath all this infrastructure, and they got this ecosystem that's adding all this tremendous value. But I want to ask you, what are the essential elements of supercloud, coming back to the definition, if you will, and what's different about metacloud, as you call it, from plain old SaaS or PaaS? What are the key elements there? >> Well, the key elements would be holistic management of all of the IT infrastructure. So even though it's sitting above a multicloud, I view metacloud, supercloud as the ability to also manage your existing legacy systems, your existing security stack, your existing network operations, basically everything that exists under the purview of IT. If you think about it, we're moving our infrastructure into the clouds, and we're probably going to hit a saturation point of about 70%. And really, if the supercloud, metacloud, which is going to be expensive to build for most of the enterprises, it needs to support these things holistically. So it needs to have all the services, that is going to be shareable across the different providers, and also existing legacy systems, and also edge computing, and IoT, and all these very diverse systems that we're building there right now. So if complexity is a core challenge to operate these things at scale and the ability to secure these things at scale, we have to have commonality in terms of security architecture and technology, commonality in terms of our directory services, commonality in terms of network operations, commonality in term of cloud operations, commonality in terms of FinOps. All these things should exist in some holistic cross-cloud layer that sits above all this complexity. And you pointed out something very profound. In other words, that is going to mean that we're hiding a lot of the existing cloud providers in terms of their interfaces and dashboards and things like that that we're dealing with today, their APIs. But the reality is that if we're able to manage these things at scale, the public cloud providers are going to benefit greatly from that. They're going to sell more services because people are going to find they're able to leverage them easier. And so in other words, if we're removing the complexity wall, which many in the industry are calling it right now, then suddenly we're moving from, say, the 25 to 30% migrated in the cloud, which most enterprises are today, to 50, 60, 70%. And we're able to do this at scale, and we're doing it at scale because we're providing some architectural optimization through the supercloud, metacloud layer. >> Okay, thanks for that. David, I just want to tap your CTO brain for a minute. At "Supercloud22," we came up with these three deployment models. Kit Colbert put forth the idea that one model would be your control planes running in one cloud, let's say AWS, but it interacts with and can manage and deploy on other clouds, the Kubernetes Cluster Management System. The second one, Mohit Aron from Cohesity laid out, where you instantiate the stack on different clouds and different cloud regions, and then you create a layer, a common interface across those. And then Snowflake was the third deployment model where it's a single global instance, it's one instantiation, and basically building out their own cloud across these regions. Help us parse through that. Do those seem like reasonable deployment models to you? Do you have any thoughts on that? >> Yeah, I mean, that's a distributed computing trick we've been doing, which is, in essence, an agent of the supercloud that's carrying out some of the cloud native functions on that particular cloud, but is, in essence, a slave to the metacloud, or the supercloud, whatever, that's able to run across the various cloud providers. In other words, when it wants to access a service, it may not go directly to that service. It goes directly to the control plane, and that control plane is responsible... Very much like Kubernetes and Docker works, that control plane is responsible for reaching out and leveraging those native services. I think that that's thinking that's a step in the right direction. I think these things unto themselves, at least initially, are going to be a very complex array of technology. Even though we're trying to remove complexity, the supercloud unto itself, in terms of the ability to build this thing that's able to operate at scale across-cloud, is going to be a collection of many different technologies that are interfacing with the public cloud providers in different ways. And so we can start putting these meta architectures together, and I certainly have written and spoke about this for years, but initially, this is going to be something that may escape the detail or the holistic nature of these meta architectures that people are floating around right now. >> Yeah, so I want to stay on this, because anytime I get a CTO brain, I like to... I'm not an engineer, but I've been around a long time, so I know a lot of buzzwords and have absorbed a lot over the years, but so you take those, the second two models, the Mohit instantiate on each cloud and each cloud region versus the Snowflake approach. I asked Benoit Dageville, "Does that mean if I'm in "an AWS east region and I want to do a query on Azure West, "I can do that without moving data?" And he said, "Yes and no." And the answer was really, "No, we actually take a subset of that data," so there's the latency problem. From those deployment model standpoints, what are the trade-offs that you see in terms of instantiating the stack on each individual cloud versus that single instance? Is there a benefit of the single instance for governance and security and simplicity, but a trade-off on latency, or am I overthinking this? >> Yeah, you hit it on the nose. The reality is that the trade-off is going to be latency and performance. If we get wiggy with the distributed nature, like the distributed data example you just provided, we have to basically separate the queries and communicate with the databases on each instance, and then reassemble the result set that goes back to the people who are recording it. And so we can do caching systems and things like that. But the reality is, if it's distributed system, we're going to have latency and bandwidth issues that are going to be limiting us. And also security issues, because if we're removing lots of information over the open internet, or even private circuits, that those are going to be attack vectors that hackers can leverage. You have to keep that in mind. We're trying to reduce those attack vectors. So it would be, in many instances, and I think we have to think about this, that we're going to keep the data in the same physical region for just that. So in other words, it's going to provide the best performance and also the most simplistic access to dealing with security. And so we're not, in essence, thinking about where the data's going, how it's moving across things, things like that. So the challenge is going to be is when you're dealing with a supercloud or metacloud is, when do you make those decisions? And I think, in many instances, even though we're leveraging multiple databases across multiple regions and multiple public cloud providers, and that's the idea of it, we're still going to localize the data for performance reasons. I mean, I just wrote a blog in "InfoWorld" a couple of months ago and talked about, people who are trying to distribute data across different public cloud providers for different reasons, distribute an application development system, things like that, you can do it. With enough time and money, you can do anything. I think the challenge is going to be operating that thing, and also providing a viable business return based on the application. And so why it may look like a good science experiment, and it's cool unto itself as an architect, the reality is the more pragmatic approach is going to be a leavitt in a single region on a single cloud. >> Very interesting. The other reason I like to talk to companies like Deloitte and experienced people like you is 'cause I can get... You're agnostic, right? I mean, you're technology agnostic, vendor agnostic. So I want to come back with another question, which is, how do you deal with what I call the lowest common denominator problem? What I mean by that is if one cloud has, let's say, a superior service... Let's take an example of Nitro and Graviton. AWS seems to be ahead on that, but let's say some other cloud isn't quite quite there yet, and you're building a supercloud or a metacloud. How do you rationalize that? Does it have to be like a caravan in the army where you slow down so all the slowest trucks can keep up, or are the ways to adjudicate that that are advantageous to hide that deficiency? >> Yeah, and that's a great thing about leveraging a supercloud or a metacloud is we're putting that management in a single layer. So as far as a user or even a developer on those systems, they shouldn't worry about the performance that may come back, because we're dealing with the... You hit the nail on the head with that one. The slowest component is the one that dictates performance. And so we have to have some sort of a performance management layer. We're also making dynamic decisions to move data, to move processing, from one server to the other to try to minimize the amount of latency that's coming from a single component. So the great thing about that is we're putting that volatility into a single domain, and it's making architectural decisions in terms of where something will run and where it's getting its data from, things are stored, things like that, based on the performance feedback that's coming back from the various cloud services that are under management. And so if you're running across clouds, it becomes even more interesting, because ultimately, you're going to make some architectural choices on the fly in terms of where that stuff runs based on the active dynamic performance that that public cloud provider is providing. So in other words, we may find that it automatically shut down a database service, say MySQL, on one cloud instance, and moved it to a MySQL instance on another public cloud provider because there was some sort of a performance issue that it couldn't work around. And by the way, it does so dynamically. Away from you making that decision, it's making that decision on your behalf. Again, this is a matter of abstraction, removing complexity, and dealing with complexity through abstraction and automation, and this is... That would be an example of fixing something with automation, self-healing. >> When you meet with some of the public cloud providers and they talk about on-prem private cloud, the general narrative from the hyperscalers is, "Well, that's not a cloud." Should on-prem be inclusive of supercloud, metacloud? >> Absolutely, I mean, and they're selling private cloud instances with the edge cloud that they're selling. The reality is that we're going to have to keep a certain amount of our infrastructure, including private clouds, on premise. It's something that's shrinking as a market share, and it's going to be tougher and tougher to justify as the public cloud providers become better and better at what they do, but we certainly have edge clouds now, and hyperscalers have examples of that where they run a instance of their public cloud infrastructure on premise on physical hardware and software. And the reality is, too, we have data centers and we have systems that just won't go away for another 20 or 30 years. They're just too sticky. They're uneconomically viable to move into the cloud. That's the core thing. It's not that we can't do it. The fact of the matter is we shouldn't do it, because there's not going to be an economic... There's not going to be an economic incentive of making that happen. So if we're going to create this meta layer or this infrastructure which is going to run across clouds, and everybody agrees on, that's what the supercloud is, we have to include the on-premise systems, including private clouds, including legacy systems. And by the way, include the rising number of IoT systems that are out there, and edge-based systems out there. So we're managing it using the same infrastructure into cloud services. So they have metadata systems and they have specialized services, and service finance and retail and things like doing risk analytics. So it gets them further down that path, but not necessarily giving them a SaaS application where they're forced into all of the business processes. We're giving you piece parts. So we'll give you 1000 different parts that are related to the finance industry. You can assemble anything you need, but the thing is, it's not going to be like building it from scratch. We're going to give you risk analytics, we're giving you the financial analytics, all these things that you can leverage within your applications how you want to leverage them. We'll maintain them. So in other words, you don't have to maintain 'em just like a cloud service. And suddenly, we can build applications in a couple of weeks that used to take a couple of months, in some cases, a couple of years. So that seems to be a large take of it moving forward. So get it up in the supercloud. Those become just other services that are under managed... That are under management on the supercloud, the metacloud. So we're able to take those services, abstract them, assemble them, use them in different applications. And the ability to manage where those services are originated versus where they're consumed is going to be managed by the supercloud layer, which, you're dealing with the governance, the service governance, the security systems, the directory systems, identity access management, things like that. They're going to get you further along down the pike, and that comes back as real value. If I'm able to build something in two weeks that used to take me two months, and I'm able to give my creators in the organization the ability to move faster, that's a real advantage. And suddenly, we are going to be valued by our digital footprint, our ability to do things in a creative and innovative way. And so organizations are able to move that fast, leveraging cloud computing for what it should be leveraged, as a true force multiplier for the business. They're going to win the game. They're going to get the most value. They're going to be around in 20 years, the others won't. >> David Linthicum, always love talking. You have a dangerous combination of business and technology expertise. Let's tease. "VMware Explore" next week, you're giving a keynote, if they're going to be there. Which day are you? >> Tuesday. Tuesday, 11 o'clock. >> All right, that's a big day. Tuesday, 11 o'clock. And David, please do stop by "The Cube." We're in Moscone West. Love to get you on and continue this conversation. I got 100 more questions for you. Really appreciate your time. >> I always love talking to people at "The Cube." Thank you very much. >> All right, and thanks for watching our ongoing coverage of "Supercloud22" on "The Cube," your leader in enterprise tech and emerging tech coverage. (bright music)

(upbeat music) >> Lately Infinidat has been on a bit of a Super cycle of product announcements. Adding features, capabilities, and innovations to its core platform that are applied across its growing install base. CEO, Phil Bollinger has brought in new management and really emphasized a strong and consistent cadence of product releases, a hallmark of successful storage companies. And one of those new executives is a CMO with a proven product chops, who seems to bring an energy and an acceleration of product output, wherever he lands. Eric Herzog joins us on "theCUBE". Hey, man. Great to see you. Awesome to have you again. >> Dave. Thank you. And of course, for "theCUBE", of course, I had to put on a Hawaiian shirt as always. >> They're back. All right, I love it.(laughs) Watch out for those Hawaiian shirt police, Eric. (both laughing) All right. I want to have you start by. Maybe you can make some comments on the portfolio over the past year. You heard my intro, InfiniBox is the core, the InfiniBox SSA, which announced last year. InfiniGuard you made some substantial updates in February of this year. Real focus on cyber resilience, which we're going to talk about with Infinidat. Give us the overview. >> Sure. Well, what we've got is it started really 11 years ago with the InfiniBox. High end enterprise solution, hybrid oriented really incredible magic fairy dust around the software and all the software technology. So for example, the Neural Cache technology, which has multiple patents on it, allowed the original InfiniBox to outperform probably 85% of the All-Flash Arrays in the industry. And it still does that today. We also of course, had our real, incredible ease-of-use the whole point of the way it was configured and set up from the beginning, which we continued to make sure we do is if you will a set it and forget it model. For example, When you install, you don't create lungs and raid groups and volumes it automatically and autonomously configures. And when you add new solutions, AKA additional applications or additional servers and point it at the InfiniBox. It automatically, again in autonomously, adjust to those new applications learning what it needs to configure everything. So you're not setting cash size and Q depth, or Stripes size, anything you would performance to you don't have to do any of that. So that entire set of software is on the InfiniBox. The InfiniBox SSA II, which we're of course launching today and then inside of the InfiniGuard platform, there's a actually an InfiniBox. So the commonality of snapshots replication, ease of use. All of that is identical across the platform of all-flash array, hybrid array and purpose-built backup secondary storage and no other vendor has that breadth of product that has the same exact software. Some make a similar GUI, but we're talking literally the same exact software. So once you learn it, all three platforms, even if you don't have them, you could easily buy one of the other platforms that you don't have yet. And once you've got it, you already know how to use it. 'Cause you've had one platform to start as an example. So really easy to use from a customer perspective. >> So ever since I've been following the storage business, which has been a long time now, three things that customers want. They want something that is rock solid, dirt cheap and super fast. So performance is something that you guys have always emphasized. I've had some really interesting discussions over the years with Infinidat folks. How do you get performance? If you're using this kind of architecture, it's been quite amazing. But how does this launch extend or affect performance? Why the focus on performance from your standpoint? >> Well, we've done a number of different things to bolster the performance. We've already been industry-leading performance again. The regular InfiniBox outperforms 80, 85% of the All-Flash Arrays. Then, when the announcement of the InfiniBox SSA our first all-flash a year ago, we took that now to the highest demanding workloads and applications in the industry. So what did it add to the super high end Oracle app or SAP or some custom app that someone's created with Mongo or Cassandra. We can absolutely meet the performance between either the InfiniBox or the InfiniBox all-flash with the InfiniBox SSA. However, we've decided to extend the performance even farther. So we added a whole bunch of new CPU cores into our tri part configuration. So we don't have two array controllers like many companies do. We actually have three everything's in threes, which gives us the capability of having our 100% availability guarantee. So we've extended that now we've optimized. We put a additional InfiniBand interconnects between the controllers, we've added the CPU core, we've taken if you will the InfiniBox operating system, Neural Cache and everything else we've had. And what we have done is we have optimized that to take advantage of all those additional cores. This has led us to increase performance in all aspects, IOPS bandwidth and in fact in latency. In latency we now are at 35 mikes of latency. Real world, not a hero number, but real-world on an array. And when you look end to end, if I Mr. Oracle, or SAP sitting in the server and I'll look across that bridge, of course the sand and over to the other building the storage building that entire traversing can be as fast as a 100 microseconds of latency across the entire configuration, not just the storage. >> Yeah. I think that's best in class for an external array. Well, so what's the spectrum you can now hit with the performance ranges. Can you hit all the aspects of the market with the two InfiniBoxes, your original, and then the SSA? >> Yes, even with the original SSA. In fact, we've had one of our end users, who's been first InfiniBox customer, then InfiniBox SSA actually has been running for the last two months. A better version of the SSA II. So they've had a better version and this customer's running high end Oracle rack configurations. So they decided, you know what? We're not going to run storage benchmarks. We're going to run only Oracle benchmarks. And in every benchmark IOPS, latency and bandwidth oriented, we outperformed the next nearest competition. So for example, 57% faster in IOPS, 58% faster in bandwidth and on the latency side using real-world Oracle apps, we were three times better performance on the latency aspect, which of course for a high end high performance workload, that's heavily transactional. Latency is the most important, but when you look across all three of those aspects dramatically outperform. And by the way, that was a beta unit that didn't of course have final code on it yet. So incredible performance angle with the InfiniBox SSA II. >> So I mean you earlier, you were talking about the ease of use. You don't have to provision lungs and all that sort of nonsense, and you've always emphasized ease-of-use. Can you double click on that a little bit? How do you think about that capability? And I'm really interested in why you think it's different from other vendors? >> Well, we make sure that, for example, when you install you don't have to do anything, you have to rack and stack, yes and cable. And of course, point the servers at the storage, but the storage just basically comes up. In fact, we have a customer and it's a public reference that bought a couple units many years ago and they said they were up and going in about two hours. So how many high-end enterprise storage array can be up and going in two hours? Almost I mean, basically nobody about us. So we wanted to make sure that we maintain that when we have customers, one of our big plays, particularly helping with CapEx and OpEx is because we are so performant. We can consolidate, we have a large customer in Europe that took 57 arrays from one of our competitors and consolidate it to five of the original InfiniBox. 57 to 5. They saved about $25 million in capital expense and they're saving about a million and a half a year in operational expense. But the whole point was as they kept adding more and more servers that were connected to those competitive arrays and pointing them at the InfiniBox, there's no performance tuning. Again, that's all ease-of-use, not only saving on operational expense, but obviously as we know, the headcount for storage admins is way down from its peak, which was probably in 2007. Yet every admin is managing what 25 to 50 times the amount of storage between 2007 and 2022. So the reality is the easier it is to use. Not only does of course the CIO love it because both the two of us together probably been storage, doing storage now for close to 80 years would be my guess I've been doing it for 40. You're a little younger. So maybe we're at 75 to 78. Have you ever met a CIO used to be a storage admin ever? >> No. >> And I can't think of one either so guess what? The easier it is to use the CIOs know that they need storage. They don't like it. They're all these days are all software guys. There used to be some mainframe guys in the old days, but they're long gone too. It's all about software. So when you say, not only can we help reduce your CapEx at OpEx, but the operational manpower to run the storage, we can dramatically reduce that because of our ease-of-use that they get and ease-of-use has been a theme on the software side ever since the Mac came out. I mean, Windows used to be a dog. Now it's easy to use and you know, every time the Linux distribution come out, someone's got something that's easier and easier to use. So, the fact that the storage is easy to use, you can turn that directly into, we can help you save on operational manpower and OPEX and CIOs. Again, none of which ever met are storage guys. They love that message. Of course the admins do too 'cause they're managing 25 to 50 times more storage than they had to manage back in 2007. So the easier it is for them at the tactical level, the storage admin, the storage manager, it's a huge deal. And we've made sure we've maintained that as you've added the SSA, as we brought up the InfiniGuard, as we've continue to push new feature function. We always make it easy to use. >> Yeah. Kind of a follow up on that. Just focus on software. I mean, I would think every storage company today, every modern storage company is going to have more software engineers than hardware engineers. And I think Infinidat obviously is no different. You got a strong set of software, it's across the portfolio. It's all included kind of thing. I wonder if you could talk about your software approach and how that is different from your competitors? >> Sure, so we started out 11 years ago when in Infinidat first got started. That was all about commodity hardware. So while some people will use custom this and custom that, yeah and I having worked at two of the biggest storage companies in the world before I came here. Yes, I know it's heavily software, but our percentage of hardware engines, softwares is even less hardware engineering than our competitors have. So we've had that model, which is why this whole what we call the set it and forget it mantra of ease-of-use is critical. We make sure that we've expanded that. For example, we're announcing today, our InfiniOps focus and Infini Ops all software allows us to do AIOps both inside of our storage system with our InfiniVerse and InfiniMetrics packages. They're easy to use. They come pre-installed and they manage capacity performance. We also now have heavy integration with AI, what I'll call data center, AIOps vendors, Vetana ServiceNow, VMware and others. And in that case, we make sure that we expose all of our information out to those AIOps data center apps so that they can report on the storage level. So we've made sure we do that. We have incredible support for the Ansible framework again, which is not only a software statement, but an ease-of-use statement as well. So for the Ansible framework, which is trying to allow an even simpler methodology for infrastructure deployment in companies. We support that extensively and we added some new features. Some more, if you will, what I'll say are more scripts, but they're not really scripts that Ansible hides all that. And we added more of that, whether that be configuration installations, that a DevOps guy, which of course just had all the storage guys listening to this video, have a heart attack, but the DevOps guy could actually configure storage. And I guess for my storage buddies, they can do it without messing up your storage. And that's what Ansible delivers. So between our AIOps focus and what we're doing with InfiniOps, that extends of course this ease-of-use model that we've had and includes that. And all this again, including we already talked about a little bit cyber resilience Dave, within InfiniSafe. All this is included when you buy it. So we don't piecemeal, which is you get this and then we try to upcharge you for that. We have the incredible pricing that delivers this CapEx and an OpEx. Not just for the array, but for the associated software that goes with it, whether that be Neural Cache, the ease-of-use, the InfiniOps, InfiniSafes. You get all of that package together in the way we deploy from a business now perspective, ease of doing business. You don't cut POS for all kinds of pieces. You cut APO and you just get all the pieces on the one PO when we deliver it. >> I was talking yesterday to a VC and we were chatting about AI And of course, everybody's chasing AI. It's a lot of investments go in there, but the reality is, AI is like containers. It's just getting absorbed into virtually every thing. And of course, last year you guys made a pretty robust splash into AIOps. And then with this launch, you're extending that pretty substantially. Tell us a little bit more about the InfiniOps announcement news. >> So the InfiniOps includes our existing in the box framework InfiniVerse and what we do there, by the way, InfiniVerse has the capability with the telemetry feed. That's how we could able to demo at our demo today and also at our demo for our channel partner pre-briefing. Again a hundred mics of latency across the entire configuration, not just to a hundred mics of latency on storage, which by the way, several of our competitors talk about a hundred mics of latency as their quote hero number. We're talking about a hundred mics of latency from the application through the server, through the SAN and out to the storage. Now that is incredible. But the monitoring for that is part of the InfiniOps packaging, okay. We support again with DevOps with all the integration that we do, make it easy for the DevOps team, such as with Ansible. Making sure for the data center people with our integration, with things like VMware and ServiceNow. The data center people who are obviously often not the storage centric person can also be managing the entire data center. And whether that is conversing with the storage admin on, we need this or that, or whether they're doing it themselves again, all that is part of our InfiniOps framework and we include things like the Ansible support as part of that. So InfiniOps is sort of an overarching theme and then overarching thing extends to AIops inside of the storage system. AIops across the data center and even integration with I'll say something that's not even considered an infrastructure play, but something like Ansible, which is clearly a red hat, software oriented framework that incorporates storage systems and servers or networks in the capability of having DevOps people manage them. And quite honestly have the DevOps people manage them without screwing them up or losing data or losing configuration, which of course the server guys, the network guys and the storage guys hate when the DevOps guys play with it. But that integration with Ansible is part of our InfiniOps strategy. >> Now our shift gears a little bit talk about cyber crime and I mean, it's a topic that we've been on for a long time. I've personally been writing about it now for the last few years. Periodically with my colleagues from ETR, we hit that pretty hard. It's top of mind, and now the house just approved what's called the Better Cybercrime Metrics Act. It was a bipartisan push. I mean, the vote was like 377 to 48 and the Senate approved this bill last year. Once president Biden signs it, it's going to be the law's going to be put into effect and you and many others have been active in this space Infinidat. You announced cyber resilience on your purpose bill backup appliance and secondary storage solution, InfiniGuard with the launch of InfiniSafe. What are you doing for primary storage from InfiniBox around cyber resilience? >> So the goal between the InfiniGuard and secondary storage and the InfiniBox and the InfiniBox SSA II, we're launching it now, but the InfiniSafe for InfiniBox will work on the original InfiniBox. It's a software only thing. So there's no extra hardware needed. So it's a software only play. So if you have an InfiniBox today, when you upgrade to the latest software, you can have the InfiniSafe reference architecture available to you. And the idea is to support the four key legs of the cybersecurity table from a storage perspective. When you look at it from a storage perspective, there's really four key things that the CISO and the CIO look for first is a mutable snapshot technology. An article can't be deleted, right? You can schedule it. You can do all kinds of different things, but the point is you can't get rid of it. Second thing of course, is an air gap. And there's two types of air gap, logical air gap, which is what we provide and physical the main physical air gaping would be either to tape or to course what's left of the optical storage market. But we've got a nice logical air gap and we can even do that logical air gaping remotely. Since most customers often buy for disaster recovery purposes, multiple arrays. We can then put that air gap, not just locally, but we can put the air gap of course remotely, which is a critical differentiator for the InfiniBox a remote logical air gap. Many other players have logical, we're logical local, but we're going remote. And then of course the third aspect is a fenced forensic environment. That fence forensic environment needs to be easily set up. So you can determine a known good copy to a restoration after you've had a cyber incident. And then lastly is rapid recovery. And we really pride ourself on this. When you go to our most recent launch in February of the InfiniGuard within InfiniSafe, we were able to demo live a recovery taking 12 minutes and 12 seconds of 1.5 petabytes of backup data from Veeam. Now that could have been any backup data. Convolt IBM spectrum tech Veritas. We happen to show with Veeam, but in 12 minutes and 12 seconds. Now on the primary storage side, depending on whether you're going to try to recover locally or do it from a remote, but if it's local, we're looking at something that's going to be 1 to 2 minutes recovery, because the way we do our snapshot technology, how we just need to rebuild the metadata tree and boom, you can recover. So that's a real differentiator, but those are four things that a CISO and a CIO look for from a storage vendor is this imutable snapshot capability, the air gaping capability, the fenced environment capability. And of course this near instantaneous recovery, which we have proven out well with the InfiniGuard. And now with the InfiniBox SSA II and our InfiniBox platform, we can make that recovery on primary storage, even faster than what we have been able to show customers with the InfiniGuard on the secondary data sets and backup data sets. >> Yeah. I love the four layer cake. I just want to clarify something on the air gap if I could so you got. You got a local air gap. You can do a remote air gap with your physical storage. And then you're saying there's I think, I'm not sure I directly heard that, but then the next layer is going to be tape with the CTA, the Chevy truck access method, right? >> Well, so while we don't actively support tape and go to that there's basically two air gap solutions out there that people talk about either physical, which goes to tape or optical or logical. We do logical air gaping. We don't do air gaping to tape 'cause we don't sell tape. So we make sure that it's a remote logical air gap going to a secondary DR Site. Now, obviously in today's world, no one has a true DR data center anymore, right. All data centers are both active and DR for another site. And because we're so heavily concentrated in the global Fortune 2000, almost all the InfiniBoxes in the field already are set up as in a disaster recovery configuration. So using a remote logical air gap would be is easy for us to do with our InfiniBox SSA II and the whole InfiniBox family. >> And, I get, you guys don't do tape, but when you say remote, so you've got a local air gap, right? But then you also you call a remote logical, but you've got a physical air gap, right? >> Yeah, they would be physically separated, but when you're not going to tape because it's fully removable or optical, then the security analysts consider that type of air gap, a logical air gap, even though it's physically at a remote. >> I understand, you spent a lot of time with the channel as well. I know, and they must be all over this. They must really be climbing on to the whole cyber resiliency. What do you say, do they set up? Like a lot of the guys, doing managed services as well? I'm just curious. Are there separate processes for the air gap piece than there are for the mainstream production environment or is it sort of blended together? How are they approaching that? >> So on the InfiniGuard product line, it's blended together, okay. On the InfiniBox with our InfiniSafe reference architecture, you do need to have an extra server where you create an scuzzy private VLAN and with that private VLAN, you set up your fenced forensic environment. So it's a slightly more complicated. The InfiniGuard is a 100% automated. On the InfiniBox we will be pushing that in the future and we will continue to have releases on InfiniSafe and making more and more automated. But the air gaping and the fence reference now are as a reference architecture configuration. Not with click on a gooey in the InfiniGuard case are original InfiniSafe. All you do is click on some windows and it just goes does. And we're not there yet, but we will be there in the future. But it's such a top of mind topic, as you probably see. Last year, Fortune did a survey of the Fortune 500 CEOs and the number one cited threat at 66% by the way was cybersecurity. So one of the key things store storage vendors do not just us, but all storage vendors is need to convince the CISO that storage is a critical component of a comprehensive cybersecurity strategy. And by having these four things, the rapid recovery, the fenced forensic environment, the air gaping technology and the immutable snapshots. You've got all of the checkbox items that a CISO needs to see to make sure. That said many CISOs still even today stood on real to a comprehensive cybersecurity strategy and that's something that the storage industry in general needs to work on with the security community from a partner perspective. The value is they can sell a full package, so they can go to their end user and say, look, here's what we have for edge protection. Here's what we've got to track the bad guide down once something's happened or to alert you that something's happened by having tools like IBM's, Q Radar and competitive tools to that product line. That can traverse the servers and the software infrastructure, and try to locate malware, ransomware akin to the way all of us have Norton or something like Norton on our laptop that is trolling constantly for viruses. So that's sort of software and then of course storage. And those are the elements that you really need to have an overall cybersecurity strategy. Right now many companies have not realized that storage is critical. When you think about it. When you talk to people in security industry, and I know you do from original insertion intrusion to solution is 287 days. Well guess what if the data sets thereafter, whether it be secondary InfiniGuard or primary within InfiniBox, if they're going to trap those things and they're going to take it. They might have trapped those few data sets at day 50, even though you don't even launch the attack until day 200. So it's a big deal of why storage is so critical and why CISOs and CIOs need to make sure they include it day one. >> It's where the data lives, okay. Eric. Wow.. A lot of topics we discovered. I love the agile sort of cadence. I presume you're not done for the year. Look forward to having you back and thanks so much for coming on today. >> Great. Thanks you, Dave. We of course love being on "theCUBE". Thanks again. And thanks for all the nice things about Infinidat. You've been saying thank you. >> Okay. Yeah, thank you for watching this cube conversation. This is Dave Vellante and we'll see you next time. (upbeat music)

>> Voice Over: Data is at the heart of transformation, and the change every company needs to succeed. But it takes more than new technology. It's about teams, talent and cultural change. Empowering everyone on the front lines to make decisions, all at the speed of digital. The transformation starts with you, it's time to lead the way, it's time for thought leaders. (soft upbeat music) >> Welcome to Thought.Leaders a digital event brought to you by ThoughtSpot, my name is Dave Vellante. The purpose of this day is to bring industry leaders and experts together to really try and understand the important issues around digital transformation. We have an amazing lineup of speakers, and our goal is to provide you with some best practices that you can bring back and apply to your organization. Look, data is plentiful, but insights are not, ThoughtSpot is disrupting analytics, by using search and machine intelligence to simplify data analysis and really empower anyone with fast access to relevant data. But in the last 150 days, we've had more questions than answers. Creating an organization that puts data and insights at their core, requires not only modern technology but leadership, a mindset and a culture, that people often refer to as data-driven. What does that mean? How can we equip our teams with data and fast access to quality information that can turn insights into action? And today we're going to hear from experienced leaders who are transforming their organizations with data, insights, and creating digital first cultures. But before we introduce our speakers, I'm joined today by two of my co-hosts from ThoughtSpot. First, chief data strategy officer of the ThoughtSpot is Cindi Howson, Cindi is an analytics and BI expert with 20 plus years experience, and the author of Successful Business Intelligence: Unlock the Value of BI & Big Data. Cindi was previously the lead analyst at Gartner for the data and analytics Magic Quadrant. In early last year, she joined ThoughtSpot to help CEOs and their teams understand how best to leverage analytics and AI for digital transformation. Cindi great to see you, welcome to the show. >> Thank you Dave, nice to join you virtually. >> Now our second cohost and friend of theCUBE is ThoughtSpot CEO Sudheesh Nair Hello Sudheesh, how are you doing today? >> I'm well, good to talk to you again. >> That's great to see you, thanks so much for being here. Now Sudheesh, please share with us why this discussion is so important to your customers and of course to our audience, and what they're going to learn today. (upbeat music) >> Thanks Dave, I wish you were there to introduce me into every room that I walk into because you have such an amazing way of doing it. It makes me feel also good. Look, since we have all been you know, cooped up in our homes, I know that the vendors like us, we have amped up our sort of effort to reach out to you with, invites for events like this. So we are getting very more invites for events like this than ever before. So when we started planning for this, we had three clear goals that we wanted to accomplish. And our first one, that when you finish this and walk away, we want to make sure that you don't feel like it was a waste of time, we want to make sure that we value your time, then this is going to be used. Number two, we want to put you in touch with industry leaders and thought leaders, generally good people, that you want to hang around with long after this event is over. And number three, as we plan through this, you know we are living through these difficult times we want this event to be more of an uplifting and inspiring event too. Now, the challenge is how do you do that with the team being change agents, because teens and as much as we romanticize it, it is not one of those uplifting things that everyone wants to do or likes to do. The way I think of it, changes sort of like, if you've ever done bungee jumping, and it's like standing on the edges, waiting to make that one more step you know, all you have to do is take that one step and gravity will do the rest, but that is the hardest step today. Change requires a lot of courage, and when we are talking about data and analytics, which is already like such a hard topic not necessarily an uplifting and positive conversation most businesses, it is somewhat scary, change becomes all the more difficult. Ultimately change requires courage, courage to first of all, challenge the status quo. People sometimes are afraid to challenge the status quo because they are thinking that you know, maybe I don't have the power to make the change that the company needs, sometimes they feel like I don't have the skills, sometimes they may feel that I'm probably not the right person to do it. Or sometimes the lack of courage manifest itself as the inability to sort of break the silos that are formed within the organizations when it comes to data and insights that you talked about. You know, that are people in the company who are going to have the data because they know how to manage the data, how to inquire and extract, they know how to speak data, they have the skills to do that. But they are not the group of people who have sort of the knowledge, the experience of the business to ask the right questions off the data. So there is the silo of people with the answers, and there is a silo of people with the questions, and there is gap, this sort of silos are standing in the way of making that necessary change that we all know the business needs. And the last change to sort of bring an external force sometimes. It could be a tool, it could be a platform, it could be a person, it could be a process but sometimes no matter how big the company is or how small the company is you may need to bring some external stimuli to start the domino of the positive changes that are necessary. The group of people that we are brought in, the four people, including Cindi that you will hear from today are really good at practically telling you how to make that step, how to step off that edge, how to dress the rope, that you will be safe and you're going to have fun, you will have that exhilarating feeling of jumping for a bungee jump, all four of them are exceptional, but my owner is to introduce Michelle. And she's our first speaker, Michelle I am very happy after watching our presentation and reading your bio that there are no country vital worldwide competition for cool parents, because she will beat all of us. Because when her children were small, they were probably into Harry Potter and Disney and she was managing a business and leading change there. And then as her kids grew up and got to that age where they like football and NFL, guess what? She's the CIO of NFL, what a cool mom. I am extremely excited to see what she's going to talk about. I've seen this slides, a bunch of amazing pictures, I'm looking to see the context behind it, I'm very thrilled to make that client so far, Michelle, I'm looking forward to her talk next. Welcome Michelle, it's over to you. (soft upbeat music) >> I'm delighted to be with you all today to talk about thought leadership. And I'm so excited that you asked me to join you because today I get to be a quarterback. I always wanted to be one, and I thought this is about as close as I'm ever going to get. So I want to talk to you about quarterbacking our digital revolution using insights data, and of course as you said, leadership. First a little bit about myself, a little background as I said, I always wanted to play football, and this is something that I wanted to do since I was a child, but when I grew up, girls didn't get to play football. I'm so happy that that's changing and girls are now doing all kinds of things that they didn't get to do before. Just this past weekend on an NFL field, we had a female coach on two sidelines, and a female official on the field. I'm a lifelong fan and student of the game of football, I grew up in the South, you can tell from the accent and in the South is like a religion and you pick sides. I chose Auburn University working in the Athletic Department, so I'm testament to you can start the journey can be long it took me many, many years to make it into professional sports. I graduated in 1987 and my little brother, well, not actually not so little, he played offensive line for the Alabama Crimson Tide. And for those of you who know SEC football you know, this is a really big rivalry. And when you choose sides, your family is divided, so it's kind of fun for me to always tell the story that my dad knew his kid would make it to the NFL he just bet on the wrong one. My career has been about bringing people together for memorable moments at some of America's most iconic brands. Delivering memories and amazing experiences that delight from Universal Studios, Disney to my current position as CIO of the NFL. In this job I'm very privileged to have the opportunity to work with the team, that gets to bring America's game to millions of people around the world. Often I'm asked to talk about how to create amazing experiences for fans, guests, or customers. But today I really wanted to focus on something different and talk to you about being behind the scenes and backstage. Because behind every event every game, every awesome moment is execution, precise repeatable execution. And most of my career has been behind the scenes, doing just that, assembling teams to execute these plans, and the key way that companies operate at these exceptional levels, is making good decisions, the right decisions at the right time and based upon data, so that you can translate the data into intelligence and be a data-driven culture. Using data and intelligence is an important way that world-class companies do differentiate themselves. And it's the lifeblood of collaboration and innovation. Teams that are working on delivering these kinds of world-class experiences are often seeking out and leveraging next generation technologies and finding new ways to work. I've been fortunate to work across three decades of emerging experiences, which each required emerging technologies to execute. A little bit first about Disney, in the 90s I was at Disney, leading a project called destination Disney, which it's a data project, it was a data project, but it was CRM before CRM was even cool. And then certainly before anything like a data-driven culture was ever brought up. But way back then we were creating a digital backbone that enabled many technologies for the things that you see today, like the magic band, just these magical express. My career at Disney began in finance, but Disney was very good about rotating you around, and it was during one of these rotations that I became very passionate about data. I kind of became a pain in the butt to the IT team, asking for data more and more data. And I learned that all of that valuable data was locked up in our systems, all of our point of sales systems, our reservation systems, our operation systems, and so I became a shadow IT person in marketing, ultimately leading to moving into IT, and I haven't looked back since. In the early 2000s I was at Universal Studios Theme Park as their CIO, preparing for and launching the wizarding world of Harry Potter. Bringing one of history's most memorable characters to life required many new technologies and a lot of data. Our data and technologies were embedded into the rides and attractions. I mean, how do you really think a wand selects you at a wine shop. As today at the NFL, I am constantly challenged to do leading edge technologies using things like sensors, AI, machine learning, and all new communication strategies, and using data to drive everything from player performance, contracts to where we build new stadiums and hold events. With this year being the most challenging, yet rewarding year in my career at the NFL. In the middle of a global pandemic, the way we are executing on our season is leveraging data from contract tracing devices joined with testing data. Talk about data, actually enabling your business without it we wouldn't be having a season right now. I'm also on the board of directors of two public companies, where data and collaboration are paramount. First RingCentral, it's a cloud based unified communications platform, and collaboration with video message and phone, all in one solution in the cloud. And Quotient Technologies, whose product is actually data. The tagline at quotient is the result in knowing. I think that's really important, because not all of us are data companies, where your product is actually data. But we should operate more like your product is data. I'd also like to talk to you about four areas of things to think about, as thought leaders in your companies. First just hit on it is change, how to be a champion and a driver of change. Second, how to use data to drive performance for your company, and measure performance of your company. Third, how companies now require intense collaboration to operate, and finally, how much of this is accomplished through solid data-driven decisions. First let's hit on change. I mean, it's evident today more than ever, that we are in an environment of extreme change. I mean, we've all been at this for years and as technologists we've known it, believed it, lived it, and thankfully for the most part knock on wood we were prepared for it. But this year everyone's cheese was moved, all the people in the back rooms, IT, data architects and others, were suddenly called to the forefront. Because a global pandemic has turned out to be the thing that is driving intense change in how people work and analyze their business. On March 13th, we closed our office at the NFL in the middle of preparing for one of our biggest events, our kickoff event, the 2020 Draft. We went from planning, a large event in Las Vegas under the bright lights red carpet stage to smaller events in club facilities. And then ultimately to one where everyone coaches, GMs, prospects and even our commissioner were at home in their basements. And we only had a few weeks to figure it out. I found myself for the first time being in the live broadcast event space, talking about bungee dress jumping, this is really what it felt like. It was one in which no one felt comfortable, because it had not been done before. But leading through this, I stepped up, but it was very scary, it was certainly very risky but it ended up being Oh, so rewarding when we did it. And as a result of this, some things will change forever. Second, managing performance. I mean, data should inform how you're doing and how to get your company to perform at this level, highest level. As an example, the NFL has always measured performance obviously, and it is one of the purest examples of how performance directly impacts outcome. I mean, you can see performance on the field, you can see points being scored and stats, and you immediately know that impact, those with the best stats, usually win the games. The NFL has always recorded stats, since the beginning of time, here at the NFL a little this year as our 100 and first year and athletes ultimate success as a player has also always been greatly impacted by his stats. But what has changed for us, is both how much more we can measure, and the immediacy with which it can be measured. And I'm sure in your business, it's the same, the amount of data you must have has got to have quadrupled recently and how fast you need it and how quickly you need to analyze it, is so important. And it's very important to break the silos between the keys to the data and the use of the data. Our next generation stats platform is taking data to a next level, it's powered by Amazon Web Services, and we gathered this data real time from sensors that are on players' bodies. We gather it in real time, analyze it, display it online and on broadcast, and of course it's used to prepare week to week in addition to what is a normal coaching plan would be. We can now analyze, visualize, route patterns speed, matchups, et cetera, so much faster than ever before. We're continuing to roll out sensors too, that we'll gather more and more information about player's performance as it relates to their health and safety. The third trend is really I think it's a big part of what we're feeling today and that is intense collaboration. And just for sort of historical purposes it's important to think about for those of you that are IT professionals and developers, you know more than 10 years ago, agile practices began sweeping companies or small teams would work together rapidly in a very flexible, adaptive and innovative way, and it proved to be transformational. However today, of course, that is no longer just small teams the next big wave of change, and we've seen it through this pandemic is that it's the whole enterprise that must collaborate and be agile. If I look back on my career when I was at Disney, we owned everything 100%, we made a decision, we implemented it, we were a collaborative culture but it was much easier to push change because you own the whole decision. If there was buy in from the top down, you got the people from the bottom up to do it, and you executed. At Universal, we were a joint venture, our attractions and entertainment was licensed, our hotels were owned and managed by other third parties. So influence and collaboration and how to share across companies became very important. And now here I am at the NFL and even the bigger ecosystem. We have 32 clubs that are all separate businesses 31 different stadiums that are owned by a variety of people. We have licensees, we have sponsors, we have broadcast partners. So it seems that as my career has evolved centralized control has gotten less and less and has been replaced by intense collaboration not only within your own company, but across companies. The ability to work in a collaborative way across businesses and even other companies that has been a big key to my success in my career. I believe this whole vertical integration and big top down decision making is going by the wayside in favor of ecosystems that require cooperation, yet competition to coexist. I mean the NFL is a great example of what we call coopertition, which is cooperation and competition. When in competition with each other, but we cooperate to make the company the best it can be. And at the heart of these items really are data-driven decisions and culture. Data on its own isn't good enough, you must be able to turn it to insights, partnerships between technology teams who usually hold the keys to the raw data, and business units who have the knowledge to build the right decision models is key. If you're not already involved in this linkage, you should be, data mining isn't new for sure. The availability of data is quadrupling and it's everywhere. How do you know what to even look at? How do you know where to begin? How do you know what questions to ask? It's by using the tools that are available for visualization and analytics and knitting together strategies of the company. So it begins with first of all making sure you do understand the strategy of the company. So in closing, just to wrap up a bit, many of you joined today looking for thought leadership on how to be a change agent, a change champion, and how to lead through transformation. Some final thoughts are be brave, and drive, don't do the ride along program, it's very important to drive, driving can be high risk but it's also high reward. Embracing the uncertainty of what will happen, is how you become brave, get more and more comfortable with uncertainty be calm and let data be your map on your journey, thanks. >> Michelle, thank you so much. So you and I share a love of data, and a love of football. You said you want to be the quarterback, I'm more an old wine person. (Michelle laughing) >> Well, then I can do my job without you. >> Great, and I'm getting the feeling now you know, Sudheesh is talking about bungee jumping. My boat is when we're past this pandemic, we both take them to the Delaware Water Gap and we do the cliff jumping. >> That sounds good, I'll watch. >> You'll watch, okay, so Michelle, you have so many stakeholders when you're trying to prioritize the different voices, you have the players, you have the owners you have the league, as you mentioned to the broadcasters your, your partners here and football mamas like myself. How do you prioritize when there's so many different stakeholders that you need to satisfy? I think balancing across stakeholders starts with aligning on a mission. And if you spend a lot of time understanding where everyone's coming from, and you can find the common thread ties them all together you sort of do get them to naturally prioritize their work, and I think that's very important. So for us at the NFL, and even at Disney, it was our core values and our core purpose is so well known, and when anything challenges that we're able to sort of lay that out. But as a change agent, you have to be very empathetic, and I would say empathy is probably your strongest skill if you're a change agent. And that means listening to every single stakeholder even when they're yelling at you, even when they're telling you your technology doesn't work and you know that it's user error, or even when someone is just emotional about what's happening to them and that they're not comfortable with it. So I think being empathetic and having a mission and understanding it, is sort of how I prioritize and balance. >> Yeah, empathy, a very popular word this year. I can imagine those coaches and owners yelling. So I thank you for your metership here. So Michelle, I look forward to discussing this more with our other customers and disruptors joining us in a little bit. (soft upbeat music) >> So we're going to take a hard pivot now and go from football to Chernobyl, Chernobyl, what went wrong? 1986, as the reactors were melting down they had the data to say, this is going to be catastrophic and yet the culture said, "No, we're perfect, hide it. Don't dare tell anyone," which meant they went ahead and had celebrations in Kiev. Even though that increased the exposure the additional thousands getting cancer, and 20,000 years before the ground around there and even be inhabited again, This is how powerful and detrimental a negative culture, a culture that is unable to confront the brutal facts that hides data. This is what we have to contend with, and this is why I want you to focus on having fostering a data-driven culture. I don't want you to be a laggard, I want you to be a leader in using data to drive your digital transformation. So I'll talk about culture and technology, isn't really two sides of the same coin, real-world impacts and then some best practices you can use to disrupt and innovate your culture. Now, oftentimes I would talk about culture and I talk about technology, and recently a CDO said to me, "You know Cindi, I actually think this is two sides of the same coin. One reflects the other, what do you think?" Let me walk you through this, so let's take a laggard. What is the technology look like? Is it based on 1990s BI and reporting largely parameterized reports on-premises data warehouses, or not even that operational reports, at best one enterprise data warehouse very slow moving and collaboration is only email. What does that culture tell you? Maybe there's a lack of leadership to change, to do the hard work that Sudheesh referred to. Or is there also a culture of fear, afraid of failure, resistance to change complacency and sometimes that complacency it's not because people are lazy, it's because they've been so beaten down every time a new idea is presented. It's like, no we're measured on least cost to serve. So politics and distrust, whether it's between business and IT or individual stakeholders is the norm. So data is hoarded, let's contrast that with a leader, a data and analytics leader, what is their technology look like? Augmented analytics, search and AI-driven insights not on-premises, but in the cloud and maybe multiple clouds. And the data is not in one place, but it's in a data lake, and in a data warehouse, a logical data warehouse. The collaboration is being a newer methods whether it's Slack or teams allowing for that real time decisioning or investigating a particular data point. So what is the culture in the leaders? It's transparent and trust, there is a trust that data will not be used to punish, that there is an ability to confront the bad news. It's innovation, valuing innovation in pursuit of the company goals, whether it's the best fan experience and player safety in the NFL or best serving your customers. It's innovative and collaborative. There's none of this, oh, well, I didn't invent that, I'm not going to look at that. There's still pride of ownership, but it's collaborating to get to a better place faster. And people feel empowered to present new ideas to fail fast, and they're energized, knowing that they're using the best technology and innovating at the pace that business requires. So data is democratized and democratized, not just for power users or analysts, but really at the point of impact what we like to call the new decision makers. Or really the frontline workers. So Harvard business review partnered with us to develop this study to say, just how important is this? They've been working at BI and analytics as an industry for more than 20 years. Why is it not at the front lines? Whether it's a doctor, a nurse, a coach, a supply chain manager a warehouse manager, a financial services advisor. 87% said they would be more successful if frontline workers were empowered with data-driven insights, but they recognize they need new technology to be able to do that. It's not about learning hard tools, the sad reality only 20% of organizations are actually doing this, these are the data-driven leaders. So this is the culture and technology, how did we get here? It's because state of the art keeps changing. So the first generation BI and analytics platforms were deployed on-premises, on small datasets really just taking data out of ERP systems that were also on-premises, and state of the art was maybe getting a management report, an operational report. Over time visual based data discovery vendors, disrupted these traditional BI vendors, empowering now analysts to create visualizations with the flexibility on a desktop, sometimes larger data sometimes coming from a data warehouse, the current state of the art though, Gartner calls it augmented analytics, at ThoughtSpot, we call it search and AI-driven analytics. And this was pioneered for large scale data sets, whether it's on-premises or leveraging the cloud data warehouses, and I think this is an important point. Oftentimes you, the data and analytics leaders, will look at these two components separately, but you have to look at the BI and analytics tier in lockstep with your data architectures to really get to the granular insights, and to leverage the capabilities of AI. Now, if you've never seen ThoughtSpot I'll just show you what this looks like, instead of somebody's hard coding a report, it's typing in search keywords and very robust keywords contains rank, top, bottom getting to a visualization that then can be pinned to an existing Pinboard that might also contain insights generated by an AI engine. So it's easy enough for that new decision maker, the business user, the non analyst to create themselves. Modernizing the data and analytics portfolio is hard, because the pace of change has accelerated. You used to be able to create an investment, place a bet for maybe 10 years. A few years ago, that time horizon was five years, now it's maybe three years, and the time to maturity has also accelerated. So you have these different components the search and AI tier, the data science tier, data preparation and virtualization. But I would also say equally important is the cloud data warehouse. And pay attention to how well these analytics tools can unlock the value in these cloud data warehouses. So ThoughtSpot was the first to market with search and AI-driven insights. Competitors have followed suit, but be careful if you look at products like Power BI or SAP Analytics Cloud, they might demo well, but do they let you get to all the data without moving it in products like Snowflake, Amazon Redshift or Azure Synapse or Google BigQuery, they do not. They require you to move it into a smaller in memory engine. So it's important how well these new products inter operate. The pace of change, it's acceleration, Gartner recently predicted that by 2022, 65% of analytical queries will be generated using search or NLP or even AI, and that is roughly three times the prediction they had just a couple years ago. So let's talk about the real world impact of culture. And if you've read any of my books or used any of the maturity models out there whether the Gartner IT score that I worked on, or the data warehousing institute also has a maturity model. We talk about these five pillars to really become data-driven, as Michelle spoke about, it's focusing on the business outcomes, leveraging all the data, including new data sources. It's the talent, the people, the technology, and also the processes, and often when I would talk about the people in the talent, I would lump the culture as part of that. But in the last year, as I've traveled the world and done these digital events for thought leaders you have told me now culture is absolutely so important. And so we've pulled it out as a separate pillar, and in fact, in polls that we've done in these events, look at how much more important culture is, as a barrier to becoming data-driven. It's three times as important as any of these other pillars. That's how critical it is, and let's take an example of where you can have great data but if you don't have the right culture there's devastating impacts. And I will say, I have been a loyal customer of Wells Fargo for more than 20 years, but look at what happened in the face of negative news with data, that said, "Hey, we're not doing good cross selling, customers do not have both a checking account and a credit card and a savings account and a mortgage." They opened fake accounts, facing billions in fines, change in leadership, that even the CEO attributed to a toxic sales culture, and they're trying to fix this. But even recently there's been additional employee backlash saying that culture has not changed. Let's contrast that with some positive examples, Medtronic a worldwide company in 150 countries around the world, they may not be a household name to you, but if you have a loved one or yourself, you have a pacemaker, spinal implant, diabetes you know, this brand. And at the start of COVID when they knew their business would be slowing down, because hospitals would only be able to take care of COVID patients, they took the bold move of making their IP for ventilators publicly available, that is the power of a positive culture. Or Verizon, a major telecom organization, looking at late payments of their customers, and even though the US federal government said "Well, you can't turn them off." They said, "We'll extend that even beyond the mandated guidelines," and facing a slow down in the business because of the tough economy, he said, "You know what? We will spend the time upskilling our people giving them the time to learn more about the future of work, the skills and data and analytics," for 20,000 of their employees, rather than furloughing them. That is the power of a positive culture. So how can you transform your culture to the best in class? I'll give you three suggestions, bring in a change agent identify the relevance, or I like to call it WIIFM, and organize for collaboration. So the CDO whatever your title is, chief analytics officer chief digital officer, you are the most important change agent. And this is where you will hear, that oftentimes a change agent has to come from outside the organization. So this is where, for example in Europe, you have the CDO of Just Eat takeout food delivery organization, coming from the airline industry or in Australia, National Australian Bank, taking a CDO within the same sector from TD Bank going to NAB. So these change agents come in disrupt, it's a hard job. As one of you said to me, it often feels like Sisyphus, I make one step forward and I get knocked down again, I get pushed back. It is not for the faint of heart, but it's the most important part of your job. The other thing I'll talk about is WIIFM, what is in it for me? And this is really about understanding the motivation, the relevance that data has for everyone on the frontline as well as those analysts, as well as the executives. So if we're talking about players in the NFL they want to perform better, and they want to stay safe. That is why data matters to them. If we're talking about financial services this may be a wealth management advisor, okay, we could say commissions, but it's really helping people have their dreams come true whether it's putting their children through college, or being able to retire without having to work multiple jobs still into your 70s or 80s. For the teachers, teachers, you asked them about data, they'll say, "We don't need that, I care about the student." So if you can use data to help a student perform better that is WIIFM. And sometimes we spend so much time talking the technology, we forget what is the value we're trying to deliver with it. And we forget the impact on the people that it does require change. In fact, the Harvard Business Review Study, found that 44% said lack of change management is the biggest barrier to leveraging both new technology but also being empowered to act on those data-driven insights. The third point, organize for collaboration. This does require diversity of thought, but also bringing the technology, the data and the business people together. Now there's not a single one size fits all model for data and analytics. At one point in time, even having a BICC, a BI Competency Center was considered state of the art. Now for the biggest impact, what I recommend is that you have a federated model, centralized for economies of scale, that could be the common data, but then in bed, these evangelists, these analysts of the future, within every business unit, every functional domain, and as you see this top bar, all models are possible but the hybrid model has the most impact, the most leaders. So as we look ahead to the months ahead, to the year ahead, an exciting time, because data is helping organizations better navigate a tough economy lock in the customer loyalty, and I look forward to seeing how you foster that culture that's collaborative with empathy and bring the best of technology, leveraging the cloud, all your data. So thank you for joining us at thought leaders, and next I'm pleased to introduce our first change agent Thomas Mazzaferro, chief data officer of Western Union, and before joining Western Union, Tom made his mark at HSBC and JP Morgan Chase spearheading digital innovation in technology operations, risk compliance, and retail banking. Tom, thank you so much for joining us today. (soft upbeat music) >> Very happy to be here and looking forward to talking to all of you today. So as we look to move organizations to a data-driven capability into the future, there is a lot that needs to be done on the data side, but also how does data connect and enable, different business teams and technology teams into the future. As we look across our data ecosystems and our platforms and how we modernize that to the cloud in the future, it all needs to basically work together, right? To really be able to drive over the shift from a data standpoint, into the future. That includes being able to have the right information with the right quality of data at the right time to drive informed business decisions, to drive the business forward. As part of that, we actually have partnered with ThoughtSpot to actually bring in the technology to help us drive that, as part of that partnership, and it's how we've looked to integrated into our overall business as a whole. We've looked at how do we make sure that our business and our professional lives, right? Are enabled in the same ways as our personal lives. So for example, in your personal lives, when you want to go and find something out, what do you do? You go on to google.com or you go on to Bing, or go to Yahoo and you search for what you want, search to find an answer. ThoughtSpot for us as the same thing, but in the business world. So using ThoughtSpot and other AI capability is allowed us to actually enable our overall business teams in our company, to actually have our information at our fingertips. So rather than having to go and talk to someone or an engineer to go pull information or pull data, we actually can have the end users or the business executives, right? Search for what they need, what they want, at the exact time that action needed, to go and drive the business forward. This is truly one of those transformational things that we've put in place. On top of that, we are on the journey to modernize our larger ecosystem as a whole. That includes modernizing our underlying data warehouses, our technology or our (indistinct) environments, and as we move that we've actually picked to our cloud providers going to AWS and GCP. We've also adopted Snowflake to really drive into organize our information and our data, then drive these new solutions and capabilities forward. So big portion of us though is culture, so how do we engage with the business teams and bring the IT teams together to really drive these holistic end to end solutions and capabilities, to really support the actual business into the future. That's one of the keys here, as we look to modernize and to really enhance our organizations to become data-driven, this is the key. If you can really start to provide answers to business questions before they're even being asked, and to predict based upon different economic trends or different trends in your business, what does is be made and actually provide those answers to the business teams before they're even asking for it. That is really becoming a data-driven organization. And as part of that, it's really then enables the business to act quickly and take advantage of opportunities as they come in based upon industries, based upon markets, based upon products, solutions, or partnerships into the future. These are really some of the keys that become crucial as you move forward right into this new age, especially with COVID, with COVID now taking place across the world, right? Many of these markets, many of these digital transformations are celebrating, and are changing rapidly to accommodate and to support customers in these very difficult times. As part of that, you need to make sure you have the right underlying foundation, ecosystems and solutions to really drive those capabilities, and those solutions forward. As we go through this journey, both of my career but also each of your careers into the future, right? It also needs to evolve, right? Technology has changed so drastically in the last 10 years, and that change is only a celebrating. So as part of that, you have to make sure that you stay up to speed, up to date with new technology changes both on the platform standpoint, tools, but also what our customers want, what do our customers need, and how do we then surface them with our information, with our data, with our platform, with our products and our services, to meet those needs and to really support and service those customers into the future. This is all around becoming a more data-driven organization such as how do you use your data to support the current business lines. But how do you actually use your information your data, to actually better support your customers better support your business, better support your employees, your operations teams and so forth, and really creating that full integration in that ecosystem is really when you start to get large dividends from these investments into the future. With that being said I hope you enjoyed the segment on how to become and how to drive a data-driven organization, and looking forward to talking to you again soon, thank you. >> Tom, that was great, thanks so much. Now I'm going to have to brag on you for a second, as a change agent you've come in disrupted, and how long have you been at Western Union? >> Only nine months, I just started this year, but there'd be some great opportunities and big changes, and we have a lot more to go, but we're really driving things forward in partnership with our business teams, and our colleagues to support those customers forward. >> Tom, thank you so much that was wonderful. And now I'm excited to introduce you to Gustavo Canton, a change agent that I've had the pleasure of working with meeting in Europe, and he is a serial change agent. Most recently with Schneider Electric, but even going back to Sam's Club, Gustavo welcome. (soft upbeat music) >> So hi everyone my name is Gustavo Canton and thank you so much Cindi for the intro. As you mentioned, doing transformations is a you know, high effort, high reward situation. I have empowerment in transformation and I have led many transformations. And what I can tell you is that it's really hard to predict the future, but if you have a North Star and you know where you're going, the one thing that I want you to take away from this discussion today, is that you need to be bold to evolve. And so in today, I'm going to be talking about culture and data, and I'm going to break this down in four areas. How do we get started barriers or opportunities as I see it, the value of AI, and also how do you communicate, especially now in the workforce of today with so many different generations, you need to make sure that you are communicating in ways that are nontraditional sometimes. And so how do we get started? So I think the answer to that is, you have to start for you, yourself as a leader and stay tuned. And by that, I mean you need to understand not only what is happening in your function or your field, but you have to be very into what is happening in society, socioeconomically speaking, wellbeing, you know, the common example is a great example. And for me personally, it's an opportunity because the number one core value that I have is wellbeing. I believe that for human potential, for customers and communities to grow, wellbeing should be at the center of every decision. And as somebody mentioned, it's great to be you know, stay in tune and have the skillset and the courage. But for me personally, to be honest to have this courage is not about not being afraid. You're always afraid when you're making big changes and your swimming upstream. But what gives me the courage is the empathy part, like I think empathy is a huge component because every time I go into an organization or a function, I try to listen very attentively to the needs of the business, and what the leaders are trying to do, what I do it thinking about the mission of how do I make change for the bigger, you know workforce so the bigger good, despite the fact that this might have a perhaps implication, so my own self interest in my career, right? Because you have to have that courage sometimes to make choices, that are not well seeing politically speaking what are the right thing to do, and you have to push through it. So the bottom line for me is that, I don't think they're transforming fast enough. And the reality is I speak with a lot of leaders and we have seen stories in the past, and what they show is that if you look at the four main barriers, that are basically keeping us behind budget, inability to add, cultural issues, politics, and lack of alignment, those are the top four. But the interesting thing is that as Cindi has mentioned, this topic about culture is actually gaining more and more traction, and in 2018, there was a story from HBR and it was for about 45%. I believe today, it's about 55%, 60% of respondents say that this is the main area that we need to focus on. So again, for all those leaders and all the executives who understand, and are aware that we need to transform, commit to the transformation and set us deadline to say, "Hey, in two years, we're going to make this happen, what do we need to do to empower and enable these search engines to make it happen?" You need to make the tough choices. And so to me, when I speak about being bold is about making the right choices now. So I'll give you samples of some of the roadblocks that I went through, as I think the intro information most recently as Cindi mentioned in Schneider. There are three main areas, legacy mindset, and what that means is that we've been doing this in a specific way for a long time, and here is how we have been successful. We're working the past is not going to work now, the opportunity there is that there is a lot of leaders who have a digital mindset, and their up and coming leaders that are perhaps not yet fully developed. We need to mentor those leaders and take bets on some of these talents, including young talent. We cannot be thinking in the past and just wait for people you know, three to five years for them to develop, because the world is going to in a way that is super fast. The second area and this is specifically to implementation of AI is very interesting to me, because just example that I have with ThoughtSpot, right? We went to an implementation and a lot of the way the IT team functions, so the leaders look at technology, they look at it from the prism of the prior or success criteria for the traditional BIs, and that's not going to work. Again, your opportunity here is that you need to really find what success look like, in my case, I want the user experience of our workforce to be the same as your experience you have at home. It's a very simple concept, and so we need to think about how do we gain that user experience with this augmented analytics tools, and then work backwards to have the right talent, processes and technology to enable that. And finally, and obviously with COVID a lot of pressure in organizations and companies to do more with less, and the solution that most leaders I see are taking is to just minimize cost sometimes and cut budget. We have to do the opposite, we have to actually invest some growth areas, but do it by business question. Don't do it by function, if you actually invest in these kind of solutions, if you actually invest on developing your talent, your leadership, to see more digitally, if you actually invest on fixing your data platform is not just an incremental cost, it's actually this investment is going to offset all those hidden costs and inefficiencies that you have on your system, because people are doing a lot of work in working very hard but it's not efficiency, and it's not working in the way that you might want to work. So there is a lot of opportunity there, and you just to put it into some perspective, there have been some studies in the past about you know, how do we kind of measure the impact of data? And obviously this is going to vary by organization, maturity there's going to be a lot of factors. I've been in companies who have very clean, good data to work with, and I think with companies that we have to start basically from scratch. So it all depends on your maturity level, but in this study what I think is interesting is, they try to put a tagline or attack price to what is a cost of incomplete data. So in this case, it's about 10 times as much to complete a unit of work, when you have data that is flawed as opposed to have imperfect data. So let me put that just in perspective, just as an example, right? Imagine you are trying to do something and you have to do 100 things in a project, and each time you do something it's going to cost you a dollar. So if you have perfect data, the total cost of that project might be a $100. But now let's say you have any percent perfect data and 20% flow data, by using this assumption that flow data is 10 times as costly as perfect data, your total costs now becomes $280 as opposed to $100, this just for you to really think about as a CIO, CTO, you know CSRO, CEO, are we really paying attention and really closing the gaps that we have on our infrastructure? If we don't do that, it's hard sometimes to see the snowball effect or to measure the overall impact, but as you can tell, the price tag goes up very, very quickly. So now, if I were to say, how do I communicate this? Or how do I break through some of these challenges or some of these barriers, right? I think the key is I am in analytics, I know statistics obviously, and love modeling and you know, data and optimization theory and all that stuff, that's what I can do analytics, but now as a leader and as a change agent, I need to speak about value, and in this case, for example for Schneider, there was this tagline coffee of your energy. So the number one thing that they were asking from the analytics team was actually efficiency, which to me was very interesting. But once I understood that I understood what kind of language to use, how to connect it to the overall strategy and basically how to bring in the right leaders, because you need to, you know, focus on the leaders that you're going to make the most progress. You know, again, low effort, high value, you need to make sure you centralize all the data as you can, you need to bring in some kind of augmented analytics, you know, solution, and finally you need to make it super simple for the you know, in this case, I was working with the HR teams and other areas, so they can have access to one portal. They don't have to be confused and looking for 10 different places to find information. I think if you can actually have those four foundational pillars, obviously under the guise of having a data-driven culture, that's when you can actually make the impact. So in our case, it was about three years total transformation but it was two years for this component of augmented analytics. It took about two years to talk to, you know, IT, get leadership support, find the budgeting, you know, get everybody on board, make sure the success criteria was correct. And we call this initiative, the people analytics, I pulled up, it was actually launched in July of this year. And we were very excited and the audience was very excited to do this. In this case, we did our pilot in North America for many, many manufacturers, but one thing that is really important is as you bring along your audience on this, you know, you're going from Excel, you know in some cases or Tableau to other tools like you know, ThoughtSpot, you need to really explain them, what is the difference, and how these two can truly replace some of the spreadsheets or some of the views that you might have on these other kind of tools. Again, Tableau, I think it's a really good tool, there are other many tools that you might have in your toolkit. But in my case, personally I feel that you need to have one portal going back to seeing these points that really truly enable the end user. And I feel that this is the right solution for us, right? And I will show you some of the findings that we had in the pilot in the last two months. So this was a huge victory, and I will tell you why, because it took a lot of effort for us to get to these stations. Like I said it's been years for us to kind of lay the foundation, get the leadership and chasing culture, so people can understand why you truly need to invest what I meant analytics. And so what I'm showing here is an example of how do we use basically, you know a tool to capturing video, the qualitative findings that we had, plus the quantitative insights that we have. So in this case, our preliminary results based on our ambition for three main metrics, hours saved, user experience and adoption. So for hours saved, our ambition was to have 10 hours per week per employee save on average, user experience or ambition was 4.5 and adoption 80%. In just two months, two months and a half of the pilot we were able to achieve five hours, per week per employee savings. I used to experience for 4.3 out of five, and adoption of 60%. Really, really amazing work. But again, it takes a lot of collaboration for us to get to the stage from IT, legal, communications obviously the operations things and the users, in HR safety and other areas that might be basically stakeholders in this whole process. So just to summarize this kind of effort takes a lot of energy, you are a change agent, you need to have a courage to make these decision and understand that, I feel that in this day and age with all this disruption happening, we don't have a choice. We have to take the risk, right? And in this case, I feel a lot of satisfaction in how we were able to gain all these very souls for this organization, and that gave me the confidence to know that the work has been done, and we are now in a different stage for the organization. And so for me it safe to say, thank you for everybody who has believed obviously in our vision, everybody who has believed in, you know, the word that we were trying to do and to make the life for, you know workforce or customers that are in community better. As you can tell, there is a lot of effort, there is a lot of collaboration that is needed to do something like this. In the end, I feel very satisfied with the accomplishments of this transformation, and I just want to tell for you, if you are going right now in a moment that you feel that you have to swim upstream you know, what would mentors what people in this industry that can help you out and guide you on this kind of a transformation is not easy to do is high effort but is well worth it. And with that said, I hope you are well and it's been a pleasure talking to you, talk to you soon, take care. >> Thank you Gustavo, that was amazing. All right, let's go to the panel. (soft upbeat music) >> I think we can all agree how valuable it is to hear from practitioners, and I want to thank the panel for sharing their knowledge with the community, and one common challenge that I heard you all talk about was bringing your leadership and your teams along on the journey with you. We talk about this all the time, and it is critical to have support from the top, why? Because it directs the middle, and then it enables bottoms up innovation effects from the cultural transformation that you guys all talked about. It seems like another common theme we heard, is that you all prioritize database decision making in your organizations, and you combine two of your most valuable assets to do that, and create leverage, employees on the front lines, and of course the data. That was rightly pointed out, Tom, the pandemic has accelerated the need for really leaning into this. You know, the old saying, if it ain't broke, don't fix it, well COVID's broken everything. And it's great to hear from our experts, you know, how to move forward, so let's get right into it. So Gustavo let's start with you if I'm an aspiring change agent, and let's say I'm a budding data leader. What do I need to start doing? What habits do I need to create for long lasting success? >> I think curiosity is very important. You need to be, like I say, in tune to what is happening not only in your specific field, like I have a passion for analytics, I can do this for 50 years plus, but I think you need to understand wellbeing other areas across not only a specific business as you know, I come from, you know, Sam's Club Walmart retail, I mean energy management technology. So you have to try to push yourself and basically go out of your comfort zone. I mean, if you are staying in your comfort zone and you want to use lean continuous improvement that's just going to take you so far. What you have to do is and that's what I tried to do is I try to go into areas, businesses and transformations that make me, you know stretch and develop as a leader. That's what I'm looking to do, so I can help transform the functions organizations, and do these change management and decisions mindset as required for these kinds of efforts. >> Thank you for that is inspiring and Cindi, you love data, and the data is pretty clear that diversity is a good business, but I wonder if you can add your perspectives to this conversation. >> Yeah, so Michelle has a new fan here because she has found her voice, I'm still working on finding mine. And it's interesting because I was raised by my dad, a single dad, so he did teach me how to work in a predominantly male environment. But why I think diversity matters more now than ever before, and this is by gender, by race, by age, by just different ways of working and thinking is because as we automate things with AI, if we do not have diverse teams looking at the data and the models, and how they're applied, we risk having bias at scale. So this is why I think I don't care what type of minority, you are finding your voice, having a seat at the table and just believing in the impact of your work has never been more important. And as Michelle said more possible >> Great perspectives thank you, Tom, I want to go to you. I mean, I feel like everybody in our businesses in some way, shape or form become a COVID expert but what's been the impact of the pandemic on your organization's digital transformation plans? >> We've seen a massive growth actually you know, in a digital business over the last 12 months really, even in celebration, right? Once COVID hit, we really saw that in the 200 countries and territories that we operate in today and service our customers and today, that there's been a huge need, right? To send money, to support family, to support friends and loved ones across the world. And as part of that, you know, we are very honored to support those customers that we across all the centers today. But as part of that celebration, we need to make sure that we had the right architecture and the right platforms to basically scale, right? To basically support and provide the right kind of security for our customers going forward. So as part of that, we did do some pivots and we did celebrate some of our plans on digital to help support that overall growth coming in, and to support our customers going forward. Because there were these times during this pandemic, right? This is the most important time, and we need to support those that we love and those that we care about. And in doing that, it's one of those ways is actually by sending money to them, support them financially. And that's where really are part of that our services come into play that, you know, I really support those families. So it was really a great opportunity for us to really support and really bring some of our products to this level, and supporting our business going forward. >> Awesome, thank you. Now I want to come back to Gustavo, Tom, I'd love for you to chime in too. Did you guys ever think like you were pushing the envelope too much and doing things with data or the technology that was just maybe too bold, maybe you felt like at some point it was failing, or you pushing your people too hard, can you share that experience and how you got through it? >> Yeah, the way I look at it is, you know, again, whenever I go to an organization I ask the question, Hey, how fast you would like to conform?" And, you know, based on the agreements on the leadership and the vision that we want to take place, I take decisions and I collaborate in a specific way. Now, in the case of COVID, for example, right? It forces us to remove silos and collaborate in a faster way, so to me it was an opportunity to actually integrate with other areas and drive decisions faster. But make no mistake about it, when you are doing a transformation, you are obviously trying to do things faster than sometimes people are comfortable doing and you need to be okay with that. Sometimes you need to be okay with tension, or you need to be okay, you know debating points or making repetitive business cases onto people connect with the decision because you understand, and you are seeing that, hey, the CEO is making a one, two year, you know, efficiency goal, the only way for us to really do more with less is for us to continue this path. We cannot just stay with the status quo, we need to find a way to accelerate transformation... >> How about you Tom, we were talking earlier was Sudheesh had said about that bungee jumping moment, what can you share? >> Yeah you know, I think you hit upon it. Right now, the pace of change will be the slowest pace that you see for the rest of your career. So as part of that, right? That's what I tell my team is that you need to feel comfortable being uncomfortable. I mean, that we have to be able to basically scale, right? Expand and support that the ever changing needs the marketplace and industry and our customers today and that pace of change that's happening, right? And what customers are asking for, and the competition the marketplace, it's only going to accelerate. So as part of that, you know, as we look at what how you're operating today in your current business model, right? Things are only going to get faster. So you have to plan into align, to drive the actual transformation, so that you can scale even faster into the future. So as part of that, so we're putting in place here, right? Is how do we create that underlying framework and foundation that allows the organization to basically continue to scale and evolve into the future? >> We're definitely out of our comfort zones, but we're getting comfortable with it. So, Cindi, last question, you've worked with hundreds of organizations, and I got to believe that you know, some of the advice you gave when you were at Gartner, which is pre COVID, maybe sometimes clients didn't always act on it. You know, they're not on my watch for whatever variety of reasons, but it's being forced on them now, but knowing what you know now that you know, we're all in this isolation economy how would you say that advice has changed, has it changed? What's your number one action and recommendation today? >> Yeah well, first off, Tom just freaked me out. What do you mean this is the slowest ever? Even six months ago, I was saying the pace of change in data and analytics is frenetic. So, but I think you're right, Tom, the business and the technology together is forcing this change. Now, Dave, to answer your question, I would say the one bit of advice, maybe I was a little more, very aware of the power in politics and how to bring people along in a way that they are comfortable, and now I think it's, you know what? You can't get comfortable. In fact, we know that the organizations that were already in the cloud, have been able to respond and pivot faster. So if you really want to survive as Tom and Gustavo said, get used to being uncomfortable, the power and politics are going to happen. Break the rules, get used to that and be bold. Do not be afraid to tell somebody they're wrong and they're not moving fast enough. I do think you have to do that with empathy as Michelle said, and Gustavo, I think that's one of the key words today besides the bungee jumping. So I want to know where's Sudheesh going to go on bungee jumping? (all chuckling) >> That's fantastic discussion really. Thanks again to all the panelists and the guests, it was really a pleasure speaking with you today. Really virtually all of the leaders that I've spoken to in theCUBE program recently, they tell me that the pandemic is accelerating so many things, whether it's new ways to work, we heard about new security models and obviously the need for cloud. I mean, all of these things are driving true enterprise wide digital transformation, not just as I said before lip service. And sometimes we minimize the importance and the challenge of building culture and in making this transformation possible. But when it's done right, the right culture is going to deliver tremendous results. Yeah, what does that mean getting it right? Everybody's trying to get it right. My biggest takeaway today, is it means making data part of the DNA of your organization. And that means making it accessible to the people in your organization that are empowered to make decisions that can drive you revenue, cut costs, speed, access to critical care, whatever the mission is of your organization. Data can create insights and informed decisions that drive value. Okay, let's bring back Sudheesh and wrap things up. Sudheesh please bring us home. >> Thank you, thank you Dave, thank you theCUBE team, and thanks goes to all of our customers and partners who joined us, and thanks to all of you for spending the time with us. I want to do three quick things and then close it off. The first thing is I want to summarize the key takeaways that I had from all four of our distinguished speakers. First, Michelle, I was simply put it, she said it really well, that is be brave and drive. Don't go for a drive along, that is such an important point. Often times, you know that I think that you have to do to make the positive change that you want to see happen. But you wait for someone else to do it, why not you? Why don't you be the one making that change happen? That's the thing that I picked up from Michelle's talk. Cindi talked about finding the importance of finding your voice, taking that chair, whether it's available or not and making sure that your ideas, your voices are heard and if it requires some force then apply that force, make sure your ideas are good. Gustavo talked about the importance of building consensus, not going at things all alone sometimes building the importance of building the courtroom. And that is critical because if you want the changes to last, you want to make sure that the organization is fully behind it. Tom instead of a single take away, what I was inspired by is the fact that a company that is 170 years old, 170 years old, 200 companies and 200 countries they're operating in, and they were able to make the change that is necessary through this difficult time. So in a matter of months, if they could do it, anyone could. The second thing I want to do is to leave you with a takeaway that is I would like you to go to thoughtspot.com/nfl because our team has made an app for NFL on Snowflake. I think you will find this interesting now that you are inspired and excited because of Michelle's talk. And the last thing is, please go to thoughtspot.com/beyond, our global user conferences happening in this December, we would love to have you join us. It's again, virtual, you can join from anywhere, we are expecting anywhere from five to 10,000 people, and we would love to have you join and see what we would have been up to since the last year. We have a lot of amazing things in store for you, our customers, our partners, our collaborators, they will be coming and sharing, you'll be sharing things that you have been working to release something that will come out next year. And also some of the crazy ideas for engineers I've been cooking up. All of those things will be available for you at ThoughtSpot Beyond, thank you, thank you so much.

(speaks in foreign language) >> Narrator: Data is at the heart of transformation and the change every company needs to succeed, but it takes more than new technology. It's about teams, talent, and cultural change. Empowering everyone on the front lines to make decisions, all at the speed of digital. The transformation starts with you. It's time to lead the way, it's time for thought leaders. >> Welcome to Thought Leaders, a digital event brought to you by ThoughtSpot. My name is Dave Vellante. The purpose of this day is to bring industry leaders and experts together to really try and understand the important issues around digital transformation. We have an amazing lineup of speakers and our goal is to provide you with some best practices that you can bring back and apply to your organization. Look, data is plentiful, but insights are not. ThoughtSpot is disrupting analytics by using search and machine intelligence to simplify data analysis, and really empower anyone with fast access to relevant data. But in the last 150 days, we've had more questions than answers. Creating an organization that puts data and insights at their core, requires not only modern technology, but leadership, a mindset and a culture that people often refer to as data-driven. What does that mean? How can we equip our teams with data and fast access to quality information that can turn insights into action. And today, we're going to hear from experienced leaders, who are transforming their organizations with data, insights and creating digital-first cultures. But before we introduce our speakers, I'm joined today by two of my co-hosts from ThoughtSpot. First, Chief Data Strategy Officer for ThoughtSpot is Cindi Hausen. Cindi is an analytics and BI expert with 20 plus years experience and the author of Successful Business Intelligence Unlock The Value of BI and Big Data. Cindi was previously the lead analyst at Gartner for the data and analytics magic quadrant. And early last year, she joined ThoughtSpot to help CDOs and their teams understand how best to leverage analytics and AI for digital transformation. Cindi, great to see you, welcome to the show. >> Thank you, Dave. Nice to join you virtually. >> Now our second cohost and friend of theCUBE is ThoughtSpot CEO Sudheesh Nair. Hello Sudheesh, how are you doing today? >> I am well Dave, it's good to talk to you again. >> It's great to see you. Thanks so much for being here. Now Sudheesh, please share with us why this discussion is so important to your customers and of course, to our audience and what they're going to learn today? (gentle music) >> Thanks, Dave, I wish you were there to introduce me into every room that I walk into because you have such an amazing way of doing it. It makes me feel also good. Look, since we have all been cooped up in our homes, I know that the vendors like us, we have amped up our, you know, sort of effort to reach out to you with invites for events like this. So we are getting way more invites for events like this than ever before. So when we started planning for this, we had three clear goals that we wanted to accomplish. And our first one that when you finish this and walk away, we want to make sure that you don't feel like it was a waste of time. We want to make sure that we value your time, and this is going to be useful. Number two, we want to put you in touch with industry leaders and thought leaders, and generally good people that you want to hang around with long after this event is over. And number three, as we plan through this, you know, we are living through these difficult times, we want an event to be, this event to be more of an uplifting and inspiring event too. Now, the challenge is, how do you do that with the team being change agents? Because change and as much as we romanticize it, it is not one of those uplifting things that everyone wants to do or likes to do. The way I think of it, change is sort of like, if you've ever done bungee jumping. You know, it's like standing on the edges, waiting to make that one more step. You know, all you have to do is take that one step and gravity will do the rest, but that is the hardest step to take. Change requires a lot of courage and when we are talking about data and analytics, which is already like such a hard topic, not necessarily an uplifting and positive conversation, in most businesses it is somewhat scary. Change becomes all the more difficult. Ultimately change requires courage. Courage to to, first of all, challenge the status quo. People sometimes are afraid to challenge the status quo because they are thinking that, "You know, maybe I don't have the power to make the change that the company needs. Sometimes I feel like I don't have the skills." Sometimes they may feel that, I'm probably not the right person to do it. Or sometimes the lack of courage manifest itself as the inability to sort of break the silos that are formed within the organizations, when it comes to data and insights that you talked about. You know, there are people in the company, who are going to hog the data because they know how to manage the data, how to inquire and extract. They know how to speak data, they have the skills to do that, but they are not the group of people who have sort of the knowledge, the experience of the business to ask the right questions off the data. So there is this silo of people with the answers and there is a silo of people with the questions, and there is gap. These sort of silos are standing in the way of making that necessary change that we all I know the business needs, and the last change to sort of bring an external force sometimes. It could be a tool, it could be a platform, it could be a person, it could be a process, but sometimes no matter how big the company is or how small the company is. You may need to bring some external stimuli to start that domino of the positive changes that are necessary. The group of people that we have brought in, the four people, including Cindi, that you will hear from today are really good at practically telling you how to make that step, how to step off that edge, how to trust the rope that you will be safe and you're going to have fun. You will have that exhilarating feeling of jumping for a bungee jump. All four of them are exceptional, but my honor is to introduce Michelle and she's our first speaker. Michelle, I am very happy after watching her presentation and reading her bio, that there are no country vital worldwide competition for cool patents, because she will beat all of us because when her children were small, you know, they were probably into Harry Potter and Disney and she was managing a business and leading change there. And then as her kids grew up and got to that age, where they like football and NFL, guess what? She's the CIO of NFL. What a cool mom. I am extremely excited to see what she's going to talk about. I've seen the slides with a bunch of amazing pictures, I'm looking to see the context behind it. I'm very thrilled to make the acquaintance of Michelle. I'm looking forward to her talk next. Welcome Michelle. It's over to you. (gentle music) >> I'm delighted to be with you all today to talk about thought leadership. And I'm so excited that you asked me to join you because today I get to be a quarterback. I always wanted to be one. This is about as close as I'm ever going to get. So, I want to talk to you about quarterbacking our digital revolution using insights, data and of course, as you said, leadership. First, a little bit about myself, a little background. As I said, I always wanted to play football and this is something that I wanted to do since I was a child but when I grew up, girls didn't get to play football. I'm so happy that that's changing and girls are now doing all kinds of things that they didn't get to do before. Just this past weekend on an NFL field, we had a female coach on two sidelines and a female official on the field. I'm a lifelong fan and student of the game of football. I grew up in the South. You can tell from the accent and in the South football is like a religion and you pick sides. I chose Auburn University working in the athletic department, so I'm testament. Till you can start, a journey can be long. It took me many, many years to make it into professional sports. I graduated in 1987 and my little brother, well not actually not so little, he played offensive line for the Alabama Crimson Tide. And for those of you who know SEC football, you know this is a really big rivalry, and when you choose sides your family is divided. So it's kind of fun for me to always tell the story that my dad knew his kid would make it to the NFL, he just bet on the wrong one. My career has been about bringing people together for memorable moments at some of America's most iconic brands, delivering memories and amazing experiences that delight. From Universal Studios, Disney, to my current position as CIO of the NFL. In this job, I'm very privileged to have the opportunity to work with a team that gets to bring America's game to millions of people around the world. Often, I'm asked to talk about how to create amazing experiences for fans, guests or customers. But today, I really wanted to focus on something different and talk to you about being behind the scenes and backstage. Because behind every event, every game, every awesome moment, is execution. Precise, repeatable execution and most of my career has been behind the scenes doing just that. Assembling teams to execute these plans and the key way that companies operate at these exceptional levels is making good decisions, the right decisions, at the right time and based upon data. So that you can translate the data into intelligence and be a data-driven culture. Using data and intelligence is an important way that world-class companies do differentiate themselves, and it's the lifeblood of collaboration and innovation. Teams that are working on delivering these kind of world class experiences are often seeking out and leveraging next generation technologies and finding new ways to work. I've been fortunate to work across three decades of emerging experiences, which each required emerging technologies to execute. A little bit first about Disney. In '90s I was at Disney leading a project called Destination Disney, which it's a data project. It was a data project, but it was CRM before CRM was even cool and then certainly before anything like a data-driven culture was ever brought up. But way back then we were creating a digital backbone that enabled many technologies for the things that you see today. Like the MagicBand, Disney's Magical Express. My career at Disney began in finance, but Disney was very good about rotating you around. And it was during one of these rotations that I became very passionate about data. I kind of became a pain in the butt to the IT team asking for data, more and more data. And I learned that all of that valuable data was locked up in our systems. All of our point of sales systems, our reservation systems, our operation systems. And so I became a shadow IT person in marketing, ultimately, leading to moving into IT and I haven't looked back since. In the early 2000s, I was at Universal Studio's theme park as their CIO preparing for and launching the Wizarding World of Harry Potter. Bringing one of history's most memorable characters to life required many new technologies and a lot of data. Our data and technologies were embedded into the rides and attractions. I mean, how do you really think a wand selects you at a wand shop. As today at the NFL, I am constantly challenged to do leading edge technologies, using things like sensors, AI, machine learning and all new communication strategies, and using data to drive everything, from player performance, contracts, to where we build new stadiums and hold events. With this year being the most challenging, yet rewarding year in my career at the NFL. In the middle of a global pandemic, the way we are executing on our season is leveraging data from contact tracing devices joined with testing data. Talk about data actually enabling your business. Without it we wouldn't be having a season right now. I'm also on the board of directors of two public companies, where data and collaboration are paramount. First, RingCentral, it's a cloud based unified communications platform and collaboration with video message and phone, all-in-one solution in the cloud and Quotient Technologies, whose product is actually data. The tagline at Quotient is The Result in Knowing. I think that's really important because not all of us are data companies, where your product is actually data, but we should operate more like your product is data. I'd also like to talk to you about four areas of things to think about as thought leaders in your companies. First, just hit on it, is change. how to be a champion and a driver of change. Second, how to use data to drive performance for your company and measure performance of your company. Third, how companies now require intense collaboration to operate and finally, how much of this is accomplished through solid data-driven decisions. First, let's hit on change. I mean, it's evident today more than ever, that we are in an environment of extreme change. I mean, we've all been at this for years and as technologists we've known it, believed it, lived it. And thankfully, for the most part, knock on wood, we were prepared for it. But this year everyone's cheese was moved. All the people in the back rooms, IT, data architects and others were suddenly called to the forefront because a global pandemic has turned out to be the thing that is driving intense change in how people work and analyze their business. On March 13th, we closed our office at the NFL in the middle of preparing for one of our biggest events, our kickoff event, The 2020 Draft. We went from planning a large event in Las Vegas under the bright lights, red carpet stage, to smaller events in club facilities. And then ultimately, to one where everyone coaches, GMs, prospects and even our commissioner were at home in their basements and we only had a few weeks to figure it out. I found myself for the first time, being in the live broadcast event space. Talking about bungee jumping, this is really what it felt like. It was one in which no one felt comfortable because it had not been done before. But leading through this, I stepped up, but it was very scary, it was certainly very risky, but it ended up being also rewarding when we did it. And as a result of this, some things will change forever. Second, managing performance. I mean, data should inform how you're doing and how to get your company to perform at its level, highest level. As an example, the NFL has always measured performance, obviously, and it is one of the purest examples of how performance directly impacts outcome. I mean, you can see performance on the field, you can see points being scored and stats, and you immediately know that impact. Those with the best stats usually win the games. The NFL has always recorded stats. Since the beginning of time here at the NFL a little... This year is our 101st year and athlete's ultimate success as a player has also always been greatly impacted by his stats. But what has changed for us is both how much more we can measure and the immediacy with which it can be measured and I'm sure in your business it's the same. The amount of data you must have has got to have quadrupled recently. And how fast do you need it and how quickly you need to analyze it is so important. And it's very important to break the silos between the keys to the data and the use of the data. Our next generation stats platform is taking data to the next level. It's powered by Amazon Web Services and we gather this data, real-time from sensors that are on players' bodies. We gather it in real time, analyze it, display it online and on broadcast. And of course, it's used to prepare week to week in addition to what is a normal coaching plan would be. We can now analyze, visualize, route patterns, speed, match-ups, et cetera, so much faster than ever before. We're continuing to roll out sensors too, that will gather more and more information about a player's performance as it relates to their health and safety. The third trend is really, I think it's a big part of what we're feeling today and that is intense collaboration. And just for sort of historical purposes, it's important to think about, for those of you that are IT professionals and developers, you know, more than 10 years ago agile practices began sweeping companies. Where small teams would work together rapidly in a very flexible, adaptive and innovative way and it proved to be transformational. However today, of course that is no longer just small teams, the next big wave of change and we've seen it through this pandemic, is that it's the whole enterprise that must collaborate and be agile. If I look back on my career, when I was at Disney, we owned everything 100%. We made a decision, we implemented it. We were a collaborative culture but it was much easier to push change because you own the whole decision. If there was buy-in from the top down, you got the people from the bottom up to do it and you executed. At Universal, we were a joint venture. Our attractions and entertainment was licensed. Our hotels were owned and managed by other third parties, so influence and collaboration, and how to share across companies became very important. And now here I am at the NFL an even the bigger ecosystem. We have 32 clubs that are all separate businesses, 31 different stadiums that are owned by a variety of people. We have licensees, we have sponsors, we have broadcast partners. So it seems that as my career has evolved, centralized control has gotten less and less and has been replaced by intense collaboration, not only within your own company but across companies. The ability to work in a collaborative way across businesses and even other companies, that has been a big key to my success in my career. I believe this whole vertical integration and big top-down decision-making is going by the wayside in favor of ecosystems that require cooperation, yet competition to co-exist. I mean, the NFL is a great example of what we call co-oppetition, which is cooperation and competition. We're in competition with each other, but we cooperate to make the company the best it can be. And at the heart of these items really are data-driven decisions and culture. Data on its own isn't good enough. You must be able to turn it to insights. Partnerships between technology teams who usually hold the keys to the raw data and business units, who have the knowledge to build the right decision models is key. If you're not already involved in this linkage, you should be, data mining isn't new for sure. The availability of data is quadrupling and it's everywhere. How do you know what to even look at? How do you know where to begin? How do you know what questions to ask? It's by using the tools that are available for visualization and analytics and knitting together strategies of the company. So it begins with, first of all, making sure you do understand the strategy of the company. So in closing, just to wrap up a bit, many of you joined today, looking for thought leadership on how to be a change agent, a change champion, and how to lead through transformation. Some final thoughts are be brave and drive. Don't do the ride along program, it's very important to drive. Driving can be high risk, but it's also high reward. Embracing the uncertainty of what will happen is how you become brave. Get more and more comfortable with uncertainty, be calm and let data be your map on your journey. Thanks. >> Michelle, thank you so much. So you and I share a love of data and a love of football. You said you want to be the quarterback. I'm more an a line person. >> Well, then I can't do my job without you. >> Great and I'm getting the feeling now, you know, Sudheesh is talking about bungee jumping. My vote is when we're past this pandemic, we both take him to the Delaware Water Gap and we do the cliff jumping. >> Oh that sounds good, I'll watch your watch. >> Yeah, you'll watch, okay. So Michelle, you have so many stakeholders, when you're trying to prioritize the different voices you have the players, you have the owners, you have the league, as you mentioned, the broadcasters, your partners here and football mamas like myself. How do you prioritize when there are so many different stakeholders that you need to satisfy? >> I think balancing across stakeholders starts with aligning on a mission and if you spend a lot of time understanding where everyone's coming from, and you can find the common thread that ties them all together. You sort of do get them to naturally prioritize their work and I think that's very important. So for us at the NFL and even at Disney, it was our core values and our core purpose is so well known and when anything challenges that, we're able to sort of lay that out. But as a change agent, you have to be very empathetic, and I would say empathy is probably your strongest skill if you're a change agent and that means listening to every single stakeholder. Even when they're yelling at you, even when they're telling you your technology doesn't work and you know that it's user error, or even when someone is just emotional about what's happening to them and that they're not comfortable with it. So I think being empathetic, and having a mission, and understanding it is sort of how I prioritize and balance. >> Yeah, empathy, a very popular word this year. I can imagine those coaches and owners yelling, so thank you for your leadership here. So Michelle, I look forward to discussing this more with our other customers and disruptors joining us in a little bit. >> (gentle music) So we're going to take a hard pivot now and go from football to Chernobyl. Chernobyl, what went wrong? 1986, as the reactors were melting down, they had the data to say, "This is going to be catastrophic," and yet the culture said, "No, we're perfect, hide it. Don't dare tell anyone." Which meant they went ahead and had celebrations in Kiev. Even though that increased the exposure, additional thousands getting cancer and 20,000 years before the ground around there can even be inhabited again. This is how powerful and detrimental a negative culture, a culture that is unable to confront the brutal facts that hides data. This is what we have to contend with and this is why I want you to focus on having, fostering a data-driven culture. I don't want you to be a laggard. I want you to be a leader in using data to drive your digital transformation. So I'll talk about culture and technology, is it really two sides of the same coin? Real-world impacts and then some best practices you can use to disrupt and innovate your culture. Now, oftentimes I would talk about culture and I talk about technology. And recently a CDO said to me, "You know, Cindi, I actually think this is two sides of the same coin, one reflects the other." What do you think? Let me walk you through this. So let's take a laggard. What does the technology look like? Is it based on 1990s BI and reporting, largely parametrized reports, on-premises data warehouses, or not even that operational reports. At best one enterprise data warehouse, very slow moving and collaboration is only email. What does that culture tell you? Maybe there's a lack of leadership to change, to do the hard work that Sudheesh referred to, or is there also a culture of fear, afraid of failure, resistance to change, complacency. And sometimes that complacency, it's not because people are lazy. It's because they've been so beaten down every time a new idea is presented. It's like, "No, we're measured on least to serve." So politics and distrust, whether it's between business and IT or individual stakeholders is the norm, so data is hoarded. Let's contrast that with the leader, a data and analytics leader, what does their technology look like? Augmented analytics, search and AI driven insights, not on-premises but in the cloud and maybe multiple clouds. And the data is not in one place but it's in a data lake and in a data warehouse, a logical data warehouse. The collaboration is via newer methods, whether it's Slack or Teams, allowing for that real-time decisioning or investigating a particular data point. So what is the culture in the leaders? It's transparent and trust. There is a trust that data will not be used to punish, that there is an ability to confront the bad news. It's innovation, valuing innovation in pursuit of the company goals. Whether it's the best fan experience and player safety in the NFL or best serving your customers, it's innovative and collaborative. There's none of this, "Oh, well, I didn't invent that. I'm not going to look at that." There's still pride of ownership, but it's collaborating to get to a better place faster. And people feel empowered to present new ideas, to fail fast and they're energized knowing that they're using the best technology and innovating at the pace that business requires. So data is democratized and democratized, not just for power users or analysts, but really at the point of impact, what we like to call the new decision-makers or really the frontline workers. So Harvard Business Review partnered with us to develop this study to say, "Just how important is this? We've been working at BI and analytics as an industry for more than 20 years, why is it not at the front lines? Whether it's a doctor, a nurse, a coach, a supply chain manager, a warehouse manager, a financial services advisor." 87% said they would be more successful if frontline workers were empowered with data-driven insights, but they recognize they need new technology to be able to do that. It's not about learning hard tools. The sad reality only 20% of organizations are actually doing this. These are the data-driven leaders. So this is the culture and technology, how did we get here? It's because state-of-the-art keeps changing. So the first generation BI and analytics platforms were deployed on-premises, on small datasets, really just taking data out of ERP systems that were also on-premises and state-of-the-art was maybe getting a management report, an operational report. Over time, visual based data discovery vendors disrupted these traditional BI vendors, empowering now analysts to create visualizations with the flexibility on a desktop, sometimes larger data, sometimes coming from a data warehouse. The current state-of-the-art though, Gartner calls it augmented analytics. At ThoughtSpot, we call it search and AI driven analytics, and this was pioneered for large scale data sets, whether it's on-premises or leveraging the cloud data warehouses. And I think this is an important point, oftentimes you, the data and analytics leaders, will look at these two components separately. But you have to look at the BI and analytics tier in lock-step with your data architectures to really get to the granular insights and to leverage the capabilities of AI. Now, if you've never seen ThoughtSpot, I'll just show you what this looks like. Instead of somebody hard coding a report, it's typing in search keywords and very robust keywords contains rank, top, bottom, getting to a visual visualization that then can be pinned to an existing pin board that might also contain insights generated by an AI engine. So it's easy enough for that new decision maker, the business user, the non-analyst to create themselves. Modernizing the data and analytics portfolio is hard because the pace of change has accelerated. You used to be able to create an investment, place a bet for maybe 10 years. A few years ago, that time horizon was five years. Now, it's maybe three years and the time to maturity has also accelerated. So you have these different components, the search and AI tier, the data science tier, data preparation and virtualization but I would also say, equally important is the cloud data warehouse. And pay attention to how well these analytics tools can unlock the value in these cloud data warehouses. So ThoughtSpot was the first to market with search and AI driven insights. Competitors have followed suit, but be careful, if you look at products like Power BI or SAP analytics cloud, they might demo well, but do they let you get to all the data without moving it in products like Snowflake, Amazon Redshift, or Azure Synapse, or Google BigQuery, they do not. They require you to move it into a smaller in-memory engine. So it's important how well these new products inter-operate. The pace of change, its acceleration, Gartner recently predicted that by 2022, 65% of analytical queries will be generated using search or NLP or even AI and that is roughly three times the prediction they had just a couple of years ago. So let's talk about the real world impact of culture and if you've read any of my books or used any of the maturity models out there, whether the Gartner IT Score that I worked on or the Data Warehousing Institute also has a maturity model. We talk about these five pillars to really become data-driven. As Michelle spoke about, it's focusing on the business outcomes, leveraging all the data, including new data sources, it's the talent, the people, the technology and also the processes. And often when I would talk about the people in the talent, I would lump the culture as part of that. But in the last year, as I've traveled the world and done these digital events for thought leaders. You have told me now culture is absolutely so important, and so we've pulled it out as a separate pillar. And in fact, in polls that we've done in these events, look at how much more important culture is as a barrier to becoming data-driven. It's three times as important as any of these other pillars. That's how critical it is. And let's take an example of where you can have great data, but if you don't have the right culture, there's devastating impacts. And I will say I have been a loyal customer of Wells Fargo for more than 20 years, but look at what happened in the face of negative news with data. It said, "Hey, we're not doing good cross-selling, customers do not have both a checking account and a credit card and a savings account and a mortgage." They opened fake accounts facing billions in fines, change in leadership that even the CEO attributed to a toxic sales culture and they're trying to fix this, but even recently there's been additional employee backlash saying the culture has not changed. Let's contrast that with some positive examples. Medtronic, a worldwide company in 150 countries around the world. They may not be a household name to you, but if you have a loved one or yourself, you have a pacemaker, spinal implant, diabetes, you know this brand. And at the start of COVID when they knew their business would be slowing down, because hospitals would only be able to take care of COVID patients. They took the bold move of making their IP for ventilators publicly available. That is the power of a positive culture. Or Verizon, a major telecom organization looking at late payments of their customers and even though the U.S. Federal Government said, "Well, you can't turn them off." They said, "We'll extend that even beyond the mandated guidelines," and facing a slow down in the business because of the tough economy, They said, "You know what? We will spend the time upskilling our people, giving them the time to learn more about the future of work, the skills and data and analytics for 20,000 of their employees rather than furloughing them. That is the power of a positive culture. So how can you transform your culture to the best in class? I'll give you three suggestions. Bring in a change agent, identify the relevance or I like to call it WIIFM and organize for collaboration. So the CDO, whatever your title is, Chief Analytics Officer, Chief Digital Officer, you are the most important change agent. And this is where you will hear that oftentimes a change agent has to come from outside the organization. So this is where, for example, in Europe you have the CDO of Just Eat, a takeout food delivery organization coming from the airline industry or in Australia, National Australian Bank taking a CDO within the same sector from TD Bank going to NAB. So these change agents come in, disrupt. It's a hard job. As one of you said to me, it often feels like. I make one step forward and I get knocked down again, I get pushed back. It is not for the faint of heart, but it's the most important part of your job. The other thing I'll talk about is WIIFM What's In It For Me? And this is really about understanding the motivation, the relevance that data has for everyone on the frontline, as well as those analysts, as well as the executives. So, if we're talking about players in the NFL, they want to perform better and they want to stay safe. That is why data matters to them. If we're talking about financial services, this may be a wealth management advisor. Okay, we could say commissions, but it's really helping people have their dreams come true, whether it's putting their children through college or being able to retire without having to work multiple jobs still into your 70s or 80s. For the teachers, teachers you ask them about data. They'll say, "We don't need that, I care about the student." So if you can use data to help a student perform better, that is WIIFM and sometimes we spend so much time talking the technology, we forget, what is the value we're trying to deliver with this? And we forget the impact on the people that it does require change. In fact, the Harvard Business Review study found that 44% said lack of change management is the biggest barrier to leveraging both new technology, but also being empowered to act on those data-driven insights. The third point, organize for collaboration. This does require diversity of thought, but also bringing the technology, the data and the business people together. Now there's not a single one size fits all model for data and analytics. At one point in time, even having a BICC, a BI competency center was considered state of the art. Now for the biggest impact, what I recommend is that you have a federated model centralized for economies of scale. That could be the common data, but then embed these evangelists, these analysts of the future within every business unit, every functional domain. And as you see this top bar, all models are possible, but the hybrid model has the most impact, the most leaders. So as we look ahead to the months ahead, to the year ahead, an exciting time because data is helping organizations better navigate a tough economy, lock in the customer loyalty and I look forward to seeing how you foster that culture that's collaborative with empathy and bring the best of technology, leveraging the cloud, all your data. So thank you for joining us at Thought Leaders. And next, I'm pleased to introduce our first change agent, Tom Mazzaferro Chief Data Officer of Western Union and before joining Western Union, Tom made his Mark at HSBC and JP Morgan Chase spearheading digital innovation in technology, operations, risk compliance and retail banking. Tom, thank you so much for joining us today. (gentle music) >> Very happy to be here and looking forward to talking to all of you today. So as we look to move organizations to a data-driven capability into the future, there is a lot that needs to be done on the data side, but also how does data connect and enable different business teams and the technology teams into the future? As we look across our data ecosystems and our platforms, and how we modernize that to the cloud in the future, it all needs to basically work together, right? To really be able to drive an organization from a data standpoint, into the future. That includes being able to have the right information with the right quality of data, at the right time to drive informed business decisions, to drive the business forward. As part of that, we actually have partnered with ThoughtSpot to actually bring in the technology to help us drive that. As part of that partnership and it's how we've looked to integrate it into our overall business as a whole. We've looked at, how do we make sure that our business and our professional lives, right? Are enabled in the same ways as our personal lives. So for example, in your personal lives, when you want to go and find something out, what do you do? You go onto google.com or you go onto Bing or you go onto Yahoo and you search for what you want, search to find an answer. ThoughtSpot for us is the same thing, but in the business world. So using ThoughtSpot and other AI capability is it's allowed us to actually enable our overall business teams in our company to actually have our information at our fingertips. So rather than having to go and talk to someone, or an engineer to go pull information or pull data. We actually can have the end users or the business executives, right. Search for what they need, what they want, at the exact time that they actually need it, to go and drive the business forward. This is truly one of those transformational things that we've put in place. On top of that, we are on a journey to modernize our larger ecosystem as a whole. That includes modernizing our underlying data warehouses, our technology, our... The local environments and as we move that, we've actually picked two of our cloud providers going to AWS and to GCP. We've also adopted Snowflake to really drive and to organize our information and our data, then drive these new solutions and capabilities forward. So a big portion of it though is culture. So how do we engage with the business teams and bring the IT teams together, to really help to drive these holistic end-to-end solutions and capabilities, to really support the actual business into the future. That's one of the keys here, as we look to modernize and to really enhance our organizations to become data-driven. This is the key. If you can really start to provide answers to business questions before they're even being asked and to predict based upon different economic trends or different trends in your business, what decisions need to be made and actually provide those answers to the business teams before they're even asking for it. That is really becoming a data-driven organization and as part of that, it really then enables the business to act quickly and take advantage of opportunities as they come in based upon industries, based upon markets, based upon products, solutions or partnerships into the future. These are really some of the keys that become crucial as you move forward, right, into this new age, Especially with COVID. With COVID now taking place across the world, right? Many of these markets, many of these digital transformations are celebrating and are changing rapidly to accommodate and to support customers in these very difficult times. As part of that, you need to make sure you have the right underlying foundation, ecosystems and solutions to really drive those capabilities and those solutions forward. As we go through this journey, both in my career but also each of your careers into the future, right? It also needs to evolve, right? Technology has changed so drastically in the last 10 years, and that change is only accelerating. So as part of that, you have to make sure that you stay up to speed, up to date with new technology changes, both on the platform standpoint, tools, but also what do our customers want, what do our customers need and how do we then service them with our information, with our data, with our platform, and with our products and our services to meet those needs and to really support and service those customers into the future. This is all around becoming a more data-driven organization, such as how do you use your data to support your current business lines, but how do you actually use your information and your data to actually better support your customers, better support your business, better support your employees, your operations teams and so forth. And really creating that full integration in that ecosystem is really when you start to get large dividends from these investments into the future. With that being said, I hope you enjoyed the segment on how to become and how to drive a data-driven organization, and looking forward to talking to you again soon. Thank you. >> Tom, that was great. Thanks so much and now going to have to drag on you for a second. As a change agent you've come in, disrupted and how long have you been at Western Union? >> Only nine months, so just started this year, but there have been some great opportunities to integrate changes and we have a lot more to go, but we're really driving things forward in partnership with our business teams and our colleagues to support those customers going forward. >> Tom, thank you so much. That was wonderful. And now, I'm excited to introduce you to Gustavo Canton, a change agent that I've had the pleasure of working with meeting in Europe and he is a serial change agent. Most recently with Schneider Electric but even going back to Sam's Clubs. Gustavo, welcome. (gentle music) >> So, hey everyone, my name is Gustavo Canton and thank you so much, Cindi, for the intro. As you mentioned, doing transformations is, you know, a high reward situation. I have been part of many transformations and I have led many transformations. And, what I can tell you is that it's really hard to predict the future, but if you have a North Star and you know where you're going, the one thing that I want you to take away from this discussion today is that you need to be bold to evolve. And so, in today, I'm going to be talking about culture and data, and I'm going to break this down in four areas. How do we get started, barriers or opportunities as I see it, the value of AI and also, how you communicate. Especially now in the workforce of today with so many different generations, you need to make sure that you are communicating in ways that are non-traditional sometimes. And so, how do we get started? So, I think the answer to that is you have to start for you yourself as a leader and stay tuned. And by that, I mean, you need to understand, not only what is happening in your function or your field, but you have to be very in tune what is happening in society socioeconomically speaking, wellbeing. You know, the common example is a great example and for me personally, it's an opportunity because the number one core value that I have is wellbeing. I believe that for human potential for customers and communities to grow, wellbeing should be at the center of every decision. And as somebody mentioned, it's great to be, you know, stay in tune and have the skillset and the courage. But for me personally, to be honest, to have this courage is not about not being afraid. You're always afraid when you're making big changes and you're swimming upstream, but what gives me the courage is the empathy part. Like I think empathy is a huge component because every time I go into an organization or a function, I try to listen very attentively to the needs of the business and what the leaders are trying to do. But I do it thinking about the mission of, how do I make change for the bigger workforce or the bigger good despite the fact that this might have perhaps implication for my own self interest in my career. Right? Because you have to have that courage sometimes to make choices that are not well seen, politically speaking, but are the right thing to do and you have to push through it. So the bottom line for me is that, I don't think we're they're transforming fast enough. And the reality is, I speak with a lot of leaders and we have seen stories in the past and what they show is that, if you look at the four main barriers that are basically keeping us behind budget, inability to act, cultural issues, politics and lack of alignment, those are the top four. But the interesting thing is that as Cindi has mentioned, these topic about culture is actually gaining more and more traction. And in 2018, there was a story from HBR and it was about 45%. I believe today, it's about 55%, 60% of respondents say that this is the main area that we need to focus on. So again, for all those leaders and all the executives who understand and are aware that we need to transform, commit to the transformation and set a deadline to say, "Hey, in two years we're going to make this happen. What do we need to do, to empower and enable these change agents to make it happen? You need to make the tough choices. And so to me, when I speak about being bold is about making the right choices now. So, I'll give you examples of some of the roadblocks that I went through as I've been doing transformations, most recently, as Cindi mentioned in Schneider. There are three main areas, legacy mindset and what that means is that, we've been doing this in a specific way for a long time and here is how we have been successful. What worked in the past is not going to work now. The opportunity there is that there is a lot of leaders, who have a digital mindset and they're up and coming leaders that are perhaps not yet fully developed. We need to mentor those leaders and take bets on some of these talents, including young talent. We cannot be thinking in the past and just wait for people, you know, three to five years for them to develop because the world is going in a way that is super-fast. The second area and this is specifically to implementation of AI. It's very interesting to me because just the example that I have with ThoughtSpot, right? We went on implementation and a lot of the way the IT team functions or the leaders look at technology, they look at it from the prism of the prior or success criteria for the traditional BIs, and that's not going to work. Again, the opportunity here is that you need to redefine what success look like. In my case, I want the user experience of our workforce to be the same user experience you have at home. It's a very simple concept and so we need to think about, how do we gain that user experience with these augmented analytics tools and then work backwards to have the right talent, processes, and technology to enable that. And finally and obviously with COVID, a lot of pressure in organizations and companies to do more with less. And the solution that most leaders I see are taking is to just minimize costs sometimes and cut budget. We have to do the opposite. We have to actually invest on growth areas, but do it by business question. Don't do it by function. If you actually invest in these kind of solutions, if you actually invest on developing your talent and your leadership to see more digitally, if you actually invest on fixing your data platform, it's not just an incremental cost. It's actually this investment is going to offset all those hidden costs and inefficiencies that you have on your system, because people are doing a lot of work and working very hard but it's not efficient and it's not working in the way that you might want to work. So there is a lot of opportunity there and just to put in terms of perspective, there have been some studies in the past about, you know, how do we kind of measure the impact of data? And obviously, this is going to vary by organization maturity, there's going to be a lot of factors. I've been in companies who have very clean, good data to work with and I've been with companies that we have to start basically from scratch. So it all depends on your maturity level. But in this study, what I think is interesting is they try to put a tagline or a tag price to what is the cost of incomplete data. So in this case, it's about 10 times as much to complete a unit of work when you have data that is flawed as opposed to having perfect data. So let me put that just in perspective, just as an example, right? Imagine you are trying to do something and you have to do 100 things in a project, and each time you do something, it's going to cost you a dollar. So if you have perfect data, the total cost of that project might be $100. But now let's say you have 80% perfect data and 20% flawed data. By using this assumption that flawed data is 10 times as costly as perfect data, your total costs now becomes $280 as opposed to $100. This just for you to really think about as a CIO, CTO, you know CHRO, CEO, "Are we really paying attention and really closing the gaps that we have on our data infrastructure?" If we don't do that, it's hard sometimes to see the snowball effect or to measure the overall impact, but as you can tell, the price tag goes up very, very quickly. So now, if I were to say, how do I communicate this or how do I break through some of these challenges or some of these barriers, right? I think the key is, I am in analytics, I know statistics obviously and love modeling, and, you know, data and optimization theory, and all that stuff. That's what I came to analytics, but now as a leader and as a change agent, I need to speak about value and in this case, for example, for Schneider. There was this tagline, make the most of your energy. So the number one thing that they were asking from the analytics team was actually efficiency, which to me was very interesting. But once I understood that, I understood what kind of language to use, how to connect it to the overall strategy and basically, how to bring in the right leaders because you need to, you know, focus on the leaders that you're going to make the most progress, you know. Again, low effort, high value. You need to make sure you centralize all the data as you can, you need to bring in some kind of augmented analytics, you know, solution. And finally, you need to make it super-simple for the, you know, in this case, I was working with the HR teams and other areas, so they can have access to one portal. They don't have to be confused and looking for 10 different places to find information. I think if you can actually have those four foundational pillars, obviously under the guise of having a data-driven culture, that's when you can actually make the impact. So in our case, it was about three years total transformation, but it was two years for this component of augmented analytics. It took about two years to talk to, you know, IT, get leadership support, find the budgeting, you know, get everybody on board, make sure the success criteria was correct. And we call this initiative, the people analytics portal. It was actually launched in July of this year and we were very excited and the audience was very excited to do this. In this case, we did our pilot in North America for many, many, many factors but one thing that is really important is as you bring along your audience on this, you know. You're going from Excel, you know, in some cases or Tableu to other tools like, you know, ThoughtSpot. You need to really explain them what is the difference and how this tool can truly replace some of the spreadsheets or some of the views that you might have on these other kinds of tools. Again, Tableau, I think it's a really good tool. There are other many tools that you might have in your toolkit but in my case, personally, I feel that you need to have one portal. Going back to Cindi's points, that really truly enable the end user. And I feel that this is the right solution for us, right? And I will show you some of the findings that we had in the pilot in the last two months. So this was a huge victory and I will tell you why, because it took a lot of effort for us to get to this stage and like I said, it's been years for us to kind of lay the foundation, get the leadership, initiating culture so people can understand, why you truly need to invest on augmented analytics. And so, what I'm showing here is an example of how do we use basically, you know, a tool to capturing video, the qualitative findings that we had, plus the quantitative insights that we have. So in this case, our preliminary results based on our ambition for three main metrics. Hours saved, user experience and adoption. So for hours saved, our ambition was to have 10 hours per week for employee to save on average. User experience, our ambition was 4.5 and adoption 80%. In just two months, two months and a half of the pilot, we were able to achieve five hours per week per employee savings, a user experience for 4.3 out of five and adoption of 60%. Really, really amazing work. But again, it takes a lot of collaboration for us to get to the stage from IT, legal, communications, obviously the operations things and the users. In HR safety and other areas that might be basically stakeholders in this whole process. So just to summarize, this kind of effort takes a lot of energy. You are a change agent, you need to have courage to make this decision and understand that, I feel that in this day and age with all this disruption happening, we don't have a choice. We have to take the risk, right? And in this case, I feel a lot of satisfaction in how we were able to gain all these great resource for this organization and that give me the confident to know that the work has been done and we are now in a different stage for the organization. And so for me, it's just to say, thank you for everybody who has belief, obviously in our vision, everybody who has belief in, you know, the work that we were trying to do and to make the life of our, you know, workforce or customers and community better. As you can tell, there is a lot of effort, there is a lot of collaboration that is needed to do something like this. In the end, I feel very satisfied with the accomplishments of this transformation and I just want to tell for you, if you are going right now in a moment that you feel that you have to swim upstream, you know, work with mentors, work with people in the industry that can help you out and guide you on this kind of transformation. It's not easy to do, it's high effort, but it's well worth it. And with that said, I hope you are well and it's been a pleasure talking to you. Talk to you soon. Take care. >> Thank you, Gustavo. That was amazing. All right, let's go to the panel. (light music) Now I think we can all agree how valuable it is to hear from practitioners and I want to thank the panel for sharing their knowledge with the community. Now one common challenge that I heard you all talk about was bringing your leadership and your teams along on the journey with you. We talk about this all the time and it is critical to have support from the top. Why? Because it directs the middle and then it enables bottoms up innovation effects from the cultural transformation that you guys all talked about. It seems like another common theme we heard is that you all prioritize database decision making in your organizations. And you combine two of your most valuable assets to do that and create leverage, employees on the front lines, and of course the data. Now as as you rightly pointed out, Tom, the pandemic has accelerated the need for really leaning into this. You know, the old saying, if it ain't broke, don't fix it, well COVID has broken everything and it's great to hear from our experts, you know, how to move forward, so let's get right into it. So Gustavo, let's start with you. If I'm an aspiring change agent and let's say I'm a budding data leader, what do I need to start doing? What habits do I need to create for long-lasting success? >> I think curiosity is very important. You need to be, like I said, in tune to what is happening, not only in your specific field, like I have a passion for analytics, I've been doing it for 50 years plus, but I think you need to understand wellbeing of the areas across not only a specific business. As you know, I come from, you know, Sam's Club, Walmart retail. I've been in energy management, technology. So you have to try to push yourself and basically go out of your comfort zone. I mean, if you are staying in your comfort zone and you want to just continuous improvement, that's just going to take you so far. What you have to do is, and that's what I try to do, is I try to go into areas, businesses and transformations, that make me, you know, stretch and develop as a leader. That's what I'm looking to do, so I can help transform the functions, organizations, and do the change management, the essential mindset that's required for this kind of effort. >> Well, thank you for that. That is inspiring and Cindi you love data and the data is pretty clear that diversity is a good business, but I wonder if you can, you know, add your perspectives to this conversation? >> Yeah, so Michelle has a new fan here because she has found her voice. I'm still working on finding mine and it's interesting because I was raised by my dad, a single dad, so he did teach me how to work in a predominantly male environment, but why I think diversity matters more now than ever before and this is by gender, by race, by age, by just different ways of working and thinking, is because as we automate things with AI, if we do not have diverse teams looking at the data, and the models, and how they're applied, we risk having bias at scale. So this is why I think I don't care what type of minority you are, finding your voice, having a seat at the table and just believing in the impact of your work has never been more important and as Michelle said, more possible. >> Great perspectives, thank you. Tom, I want to go to you. So, I mean, I feel like everybody in our businesses is in some way, shape, or form become a COVID expert, but what's been the impact of the pandemic on your organization's digital transformation plans? >> We've seen a massive growth, actually, in our digital business over the last 12 months really, even acceleration, right, once COVID hit. We really saw that in the 200 countries and territories that we operate in today and service our customers in today, that there's been a huge need, right, to send money to support family, to support friends, and to support loved ones across the world. And as part of that we are very honored to be able to support those customers that, across all the centers today, but as part of the acceleration, we need to make sure that we have the right architecture and the right platforms to basically scale, right? To basically support and provide the right kind of security for our customers going forward. So as part of that, we did do some pivots and we did accelerate some of our plans on digital to help support that overall growth coming in and to support our customers going forward, because during these times, during this pandemic, right, this is the most important time and we need to support those that we love and those that we care about. And doing that some of those ways is actually by sending money to them, support them financially. And that's where really our products and our services come into play that, you know, and really support those families. So, it was really a great opportunity for us to really support and really bring some of our products to the next level and supporting our business going forward. >> Awesome, thank you. Now, I want to come back to Gustavo. Tom, I'd love for you to chime in too. Did you guys ever think like you were pushing the envelope too much in doing things with data or the technology that it was just maybe too bold, maybe you felt like at some point it was failing, or you're pushing your people too hard? Can you share that experience and how you got through it? >> Yeah, the way I look at it is, you know, again, whenever I go to an organization, I ask the question, "Hey, how fast you would like to conform?" And, you know, based on the agreements on the leadership and the vision that we want to take place, I take decisions and I collaborate in a specific way. Now, in the case of COVID, for example, right, it forces us to remove silos and collaborate in a faster way. So to me, it was an opportunity to actually integrate with other areas and drive decisions faster, but make no mistake about it, when you are doing a transformation, you are obviously trying to do things faster than sometimes people are comfortable doing, and you need to be okay with that. Sometimes you need to be okay with tension or you need to be okay, you know, debating points or making repetitive business cases until people connect with the decision because you understand and you are seeing that, "Hey, the CEO is making a one, two year, you know, efficiency goal. The only way for us to really do more with less is for us to continue this path. We can not just stay with the status quo, we need to find a way to accelerate the transformation." That's the way I see it. >> How about Utah, we were talking earlier with Sudheesh and Cindi about that bungee jumping moment. What can you share? >> Yeah, you know, I think you hit upon it. Right now, the pace of change will be the slowest pace that you see for the rest of your career. So as part of that, right, this is what I tell my team, is that you need to be, you need to feel comfortable being uncomfortable. Meaning that we have to be able to basically scale, right? Expand and support the ever changing needs in the marketplace and industry and our customers today, and that pace of change that's happening, right? And what customers are asking for and the competition in the marketplace, it's only going to accelerate. So as part of that, you know, as you look at how you're operating today in your current business model, right? Things are only going to get faster. So you have to plan and to align and to drive the actual transformation, so that you can scale even faster into the future. So it's part of that, that's what we're putting in place here, right? It's how do we create that underlying framework and foundation that allows the organization to basically continue to scale and evolve into the future? >> Yeah, we're definitely out of our comfort zones, but we're getting comfortable with it. So Cindi, last question, you've worked with hundreds of organizations and I got to believe that, you know, some of the advice you gave when you were at Gartner, which was pre-COVID, maybe sometimes clients didn't always act on it. You know, not my watch or for whatever, variety of reasons, but it's being forced on them now. But knowing what you know now that, you know, we're all in this isolation economy, how would you say that advice has changed? Has it changed? What's your number one action and recommendation today? >> Yeah, well first off, Tom, just freaked me out. What do you mean, this is the slowest ever? Even six months ago I was saying the pace of change in data and analytics is frenetic. So, but I think you're right, Tom, the business and the technology together is forcing this change. Now, Dave, to answer your question, I would say the one bit of advice, maybe I was a little more very aware of the power in politics and how to bring people along in a way that they are comfortable and now I think it's, you know what, you can't get comfortable. In fact, we know that the organizations that were already in the cloud have been able to respond and pivot faster. So, if you really want to survive, as Tom and Gustavo said, get used to being uncomfortable. The power and politics are going to happen, break the rules, get used to that and be bold. Do not be afraid to tell somebody they're wrong and they're not moving fast enough. I do think you have to do that with empathy, as Michelle said and Gustavo, I think that's one of the key words today besides the bungee jumping. So I want to know where Sudheesh is going to go bungee jumping. (all chuckling) >> Guys, fantastic discussion, really. Thanks again to all the panelists and the guests, it was really a pleasure speaking with you today. Really, virtually all of the leaders that I've spoken to in theCUBE program recently, they tell me that the pandemic is accelerating so many things. Whether it's new ways to work, we heard about new security models and obviously the need for cloud. I mean, all of these things are driving true enterprise-wide digital transformation, not just as I said before, lip service. You know, sometimes we minimize the importance and the challenge of building culture and in making this transformation possible. But when it's done right, the right culture is going to deliver tournament results. You know, what does that mean? Getting it right. Everybody's trying to get it right. My biggest takeaway today is it means making data part of the DNA of your organization. And that means making it accessible to the people in your organization that are empowered to make decisions, decisions that can drive new revenue, cut costs, speed access to critical care, whatever the mission is of your organization, data can create insights and informed decisions that drive value. Okay, let's bring back Sudheesh and wrap things up. Sudheesh, please bring us home. >> Thank you, thank you, Dave. Thank you, theCUBE team, and thanks goes to all of our customers and partners who joined us, and thanks to all of you for spending the time with us. I want to do three quick things and then close it off. The first thing is I want to summarize the key takeaways that I heard from all four of our distinguished speakers. First, Michelle, I will simply put it, she said it really well. That is be brave and drive, don't go for a drive alone. That is such an important point. Often times, you know the right thing that you have to do to make the positive change that you want to see happen, but you wait for someone else to do it, not just, why not you? Why don't you be the one making that change happen? That's the thing that I picked up from Michelle's talk. Cindi talked about finding, the importance of finding your voice. Taking that chair, whether it's available or not, and making sure that your ideas, your voice is heard and if it requires some force, then apply that force. Make sure your ideas are heard. Gustavo talked about the importance of building consensus, not going at things all alone sometimes. The importance of building the quorum, and that is critical because if you want the changes to last, you want to make sure that the organization is fully behind it. Tom, instead of a single takeaway, what I was inspired by is the fact that a company that is 170 years old, 170 years old, 200 companies and 200 countries they're operating in and they were able to make the change that is necessary through this difficult time in a matter of months. If they could do it, anyone could. The second thing I want to do is to leave you with a takeaway, that is I would like you to go to ThoughtSpot.com/nfl because our team has made an app for NFL on Snowflake. I think you will find this interesting now that you are inspired and excited because of Michelle's talk. And the last thing is, please go to ThoughtSpot.com/beyond. Our global user conference is happening in this December. We would love to have you join us, it's, again, virtual, you can join from anywhere. We are expecting anywhere from five to 10,000 people and we would love to have you join and see what we've been up to since last year. We have a lot of amazing things in store for you, our customers, our partners, our collaborators, they will be coming and sharing. We'll be sharing things that we have been working to release, something that will come out next year. And also some of the crazy ideas our engineers have been cooking up. All of those things will be available for you at ThoughtSpot Beyond. Thank you, thank you so much.

(upbeat music) >> Announcer: From theCUBE studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is theCUBE Conversation. >> Stu: Hi, I'm Stu Miniman and welcome to this special Cube presentation. We're talking with Pensando, and their event is "Future Proof Your Enterprise", to help us really understand where the company is, and the partnerships, what they're hearing from customers. Really happy to welcome back to our program Randy Pond, he's the Chief Financial Officer at Pensando. Randy, thanks so much for joining us. >> Randy: My pleasure, thanks for having me. >> All right, well Randy, obviously today, we're talking to people everywhere, they're remote so, not quite as plush as the last time we talked to you at the Goldman-Sachs office, in New York City, beautiful view in the background. That was a great backdrop, when you talk about bringing a company out of stealth, John Chambers there, your chairman, Antonio Neri >> Yeah Neri. >> Talking about the investment in the partnership. And Goldman-Sachs, an excellent customer there, here we are little bit more than six months later and that partnership with HPE is taking the next step. You've got the general availability, this month, of the HPE Proliant with Pensando Solutions. Bring us up to speed a little bit though, we'll talk about HPE maybe in a second but, your customers, your progress, you had, I believe it was up to your C round of funding, when you came out of stealth so, give us your viewpoint as to where the company is today. >> So today, I think, we're sort of, divide the conversation between financial and a business perspective. So financially, we're in great shape, the C round came together very well, we were way over subscribed. We raised our limits to secure additional funding, which has worked out really well, getting where we are currently with the pandemic. So financially, we're in great shape, our case burn has held steady and we've done a good job of forecasting, that's why I thing the Bird's pleased. From a business perspective, we've done a really good job delivering on our real maximum product perspective. So, the team has released the cloud production, we released the cloud to customers about a month or two ago. We just did a release to the enterprise space, through HPE. We got another release coming up the end of this month. There's releases scheduled for Q3 and Q4 of this year. Our second ASIC will come back, I think, the 15th of June, so we're going to get access to our new design, I think that's great news. You know our cloud customers are excited about that 'cause it provides a little more capability than the current device does. And we had a great Q1 and we're off to a great start on Q2. We overachieved in Q1, we look like we're going to overachieve again in Q2, both in terms of units and dollars, so we're in a pretty good place. >> Yeah, I'd like to see if we could break down say kind of the financial and the business piece. On the financial side piece, you've worked with this team for quite a long time, there's got to be a different financial model that you put in place when you know that you've got, really, your exit built in, add from the three spin-ins before, proof the product, get it out there and then, well, I've got an in-house feed with a full panel there, as opposed today. Is the model we should be thinking, what percentage of that is OEM? You talk about there's the cloud model, and the enterprise model and, how do you structure things a little bit differently for that type of model versus, maybe, what the spin-ins were or a traditional start-up. >> Sure. >> that might have a different, a few different models to choose from? >> So, we're much closer aligned to a traditional start-up environment. Now, the one unique point is the HPE relationship because they've been my partner, they are my primary go to market partner in the enterprise space today but, they're also a strategic investor. So, the reality is, in the enterprise space we have to sell the product through the OEMs, the average enterprise customer doesn't have the capacity to install themself. But that is a very different model than it is in the cloud side. So, it's an indirect sales model, most likely through HPE and other server providers, like Dell, Cisco possibly, and Super Micro. Every customer has their sort of, requested server manufacturer. On the cloud side, individuals build their own so, that's a, I ship to them and they install it themselves, it's a different software model, it's a different manufacturing model as in, we have a more traditional direct sales model on that side, but we've got a partner middle model on the enterprise side today. We've set 'em up as both, HPE sort of serves like a quasi Cisco environment for us, because we're depending on their engine to find our leads, and it's worked out really really well. >> Excellent, maybe bring us inside a little bit, where you are with (away from microphone) about customer acquisition leading up to now and what's the expectation now that HPE is fully ready to roll. >> So, we, I'm going to start the conversation again. There's the cloud side, so on the cloud side we have three committed customers today. One is in production, the other two are going into production later part of this year, they need the release we're going to give them in September/October timeframe but they've committed to us from a design perspective. And then there's a follow-on generational product in '21 where they really ramp hard. I already have a bind contract with two, I'm working on the third. And, on the enterprise side, we're modeling ourselves after the top 200 HPE customers right now. They normally align themselves around financial services, pharmaceuticals, transportation, sled, we're working through those customers. We have active talks with many of them today, they're in our sales pipeline, we manage that relationship together. Generally, HPE opens the door, we explain the technology to the technical team, they say they can see a place for us and they let us stand up a plat, and then we go from there. >> Excellent, so Randy we referenced the global pandemic going on right now. It's been a bit of a bifurcated model in the tech world. Though it's been definitely a tailwind, somewhat, from the cloud standpoint, there's many infrastructure pieces that have seen an immediate acceleration, things like work from home technology. So, there's certain devices and certain deployments. And there's other things that, of course, we put a pause button trying, too much uncertainty out there. What are you seeing at the market and how's that impacting you, as a relatively new start-up? >> Yeah, so in general, your point is well taken. The cloud players are telling us their demand is up dramatically and therefore the signal they're sending us is, they want to accelerate deployment and it's likely it's going to be bigger than we originally had estimated so, that's been great news for us. In the enterprise space it's really very different, you know we're not selling a lot of product to Walmart, or Gap, or the retail space, they're struggling mightily, any hotels, motels, Carnival Lines is not buying our product today. But, if you look at the financials, if you look at the pharmas, their demand's up quite a bit, they're both buying ahead a little bit to hedge their bets in the supply chain, for the situation today, and they're actually seeing the real demand go up. And, the banks especially have seen it go up 'cause their work from home has gone through the roof. So, it's been a good opportunity for us to sort of seize the moment and demonstrate how we can be part of their new implementations, and bring new services to 'em. >> Yeah, Randy, wonder if you can actually give us, a little bit, that voice of the customer and what is the problem you're solving? Because, we talked about, there's certain immediate initiatives that accompany the era, absolutely like, today, security is more important than ever. When people are working from home, the bad actors actually are trying even harder to get involved there, we talked a little bit about cloud, so what is that itch that Pensando scratches and, therefore, how do you fit into the current landscape? >> Sure, you know, with our customers today there's similar problems and dissimilar problems, between the cloud and the enterprise. The similar problems is that Pensando quickly solves things, like East West security inside of their environments, their computer environments, which is difficult to do today, it's expensive and difficult to do today. We've provided pervasively and wire rate, and that's sort of an easy sell, initially. Another one that's been pretty easy for everyone to look at is observability and telemetry because of where we're positioned, in the computer space, we see every packet, which provides us with a lot of knowledge about what's going on in their environment. So, that's been a pretty easy initial sell. In the case of the enterprise customers, we can sell other pieces of their solution that are either expensive, or introduce latency or management problems. Whether it's firewall technology, or load balancing technology, or micro segmentation technology, all of which we can do inside of our blade. And today it's done either through appliances or through virtual machines consuming CPUs. In the cloud space, we do all of that, plus we allow them to download their own image into our devices today, which is pretty powerful, we have a lot of memory and we have a lot of capacity, from an Arm core perspective. And we allow them to pick and choose the features and functionalities they want, and then run everything at wire speeds, at much faster speeds. The enterprise is running 10/25, the cloud partners are running 25/50 going to 100, where we're even more compelling, we think. >> Randy, want to get back to talk a little bit more about HPE. You spent long time working at Cisco, for a good part of that HPE was one of your bigger partners on that. So, tell us what it's like working with HPE, any compare/contrast would be welcome. >> You know, it's interesting, so the cultural environment of HPE, under Antonio Neri, is very similar to what we saw at Cisco. And he and John have a phenomenal relationship, it's a very collegial environment, it's a very bright environment. They move quickly, for a big business. Where it's vastly different is they are much tougher on the numbers side because they're under much more margin pressure, and compounded pressures, that we never had (chuckles) at Cisco, just in all fairness to them. But, if we look through the organization, like the executive that was assigned to our account, from a sales perspective, used to work at Cisco. I think one or two of his guys used to work with Cisco. There's program management people that used to work with Cisco, there're people in engineering that came from Cisco so, it's an environment that's similar enough that it's easy enough for us to navigate. And, we're connected sort of on all levels, which has really been useful, and we have a weekly standing dialog across all the different functions. So, we're pretty deeply embedded with HPE right now and it's gone very very well. >> Yeah, you said that, even with the global pandemic right now, that Pensando is a bit ahead of where you expected shipments to be. I'm curious always, when I talk to a CFO, how do you see macroeconomic impact of what is going on there? Any concerns on your end about supply chain, either for yourselves or for partners, like HPE? How do you see what we're currently going through and the recovery future? >> So, it's an interesting question. You know, getting this pandemic sort of processed through the supply chains like a pig through a python, there's just no way to get around it. I mean, you know we had the first breakdown when they closed the country of Malaysia and I just couldn't build final product. They literally just shut the place down so, it took us about 10 days to get ourselves up and running, from a skeleton perspective. The government worked with us, they let a small crew come into our manufacturing partner to get some finished goods off for one of our OEM customers. As we've come back up, we've seen lead times extend on some of the custom parts, it's just a fact of life. I think there's a little bit of an artificial demand that's driving the supply chain a little bit crazy right now because now people are panicked that what happens if it comes back, will I get caught again, can I get enough inventory to buffer myself for, you know, two weeks to three or four months, depending on how aggressive you want to be, or conservative you want to be in that space. And then, I think, as the supply chain trickles back online, you end up discovering that yes, I can build final product, and I can get the Asics, and the memory, but now I want to buy some, you know, RS232 devices and it turns out that sure he's got 'em but the magnetic, that goes inside of it, that comes from Western China, they aren't quite up and running just yet. But we're seeing legacy problems, nothing catastrophic, nothing that's been painful. We've had to move some work around to get an incremental volume for ourselves, we've added fab vendors, and a few other things. So, it's really made us focus on second sourcing everywhere we can because we thought we were small enough, and the volume perspective wasn't that big a deal, we'll just get second sourcing once we get the product to market. That's heated back up and we're doing all that work now. So, I think, knock on wood, our recovery has gone very well we don't see any big problems in the supply chain. Now, I think, the bigger the player, like an HPE, and the longer the window they were shut down, the harder they pull when they turn the supply chain back on. But I think the big players, Cisco, HPE, and others it's going to take them a longer time, I think, to really see how this trickles all the way through, 'cause you can't really get good visibility how much safety stock or buffer stock does everybody have, at every level of the chain. So, everybody pulls at once, you run dry in a week, a month? Is it fast enough to recover, from a production perspective? All those things, I think, they're still not quite resolved yet. >> Just one other related aspect of the pandemic, that I would love your viewpoint on. You know, work from home, obviously, is what everyone is doing right now. I'm curious if you think that, what the recovery would look like from that standpoint, is there anything from Pensando that makes you shift where you think about hiring it? I've been to the Cisco headquarters and the long street, with a lot of buildings, and a lot of people. And everybody's wondering, will that headquarters, and centralized structure, that we had before, is that forever changed? >> You know that's a great question. So, it's for certain changed, I think, in terms of therapeutic, or a vaccine, for the current covid virus. So, that's just a fact of life and we've been comparing notes with a lot of other companies about what they're doing to bring the workers back, who want it, who are comfortable and want to come back to work. 'Cause, even inside of Pensando, I've got some folks who're like, "Listen, I'm not comfortable coming back, "I've got kids at home , I don't want to take the chance." That's fine, we don't have a problem with that. And, quite frankly, we can make a case that, in some of our functional areas, we're more productive than we were before the pandemic. In India specifically, this has been a boon for us because they're not getting on and off buses, they're not spending three or four hours trying to get back and forth to work, they're happy working from home, we're happy having them at home. The guy who runs India for us says productivity's up, and employee satisfaction couldn't be higher. Our plans now is, we have to bring a small team back into our headquarters, in Milpitas, to bring up our new Asic. But, that's going to be 15 to 20 people, and not all at one time, we're going to spread them out. We're already articulating what parts of the building can and can't be used , one way hallways, masking, temperature taking, everything you would expect. The next phase for us is some sort of rotational work where we'll say, "We're going to bring 25% of the people in, "30% of the people in, you work the week, you're off "for two, you work the week you're off two." And so we can get through the back of this thing, it's unlikely, it's almost impossible, in my mind, we would bring back 100% of our employees in the building. Now, does that change the view longterm? It's a great question because, I think what it's forced us to do is to get more comfortable with remote work, so that we can truly make it an option of any one employee, in specific areas. Like, the lab guys have to be in the lab, and the IT guys got to be in the computer room, but if you're a software developer, or if you're a marketing guy, do you really have to be in the building? And I think it's pushed us to really learn to manage them more effectively, with remoteness. And I think it provides us, at least, with options going forward. When I hire the next 100, do I have to put 'em in a building someplace or do I just deal with them where they are and bring them into the fold? We've brought on dozens of people, since the pandemic started, and quite honestly, we onboard 'em , we train 'em, and we mainstream 'em remotely and it's worked out great. >> Excellent, all right Randy let's bring it back to the HPE partnership for the final question. >> Sure! >> Tell us what we should be looking at, through the rest of this year, what the general availability of this means to your business and the impact you expect it to have on your customer. >> So, from an HPE perspective, I think this is going to be great innovation that they're bringing to the marketplace, to their customer set. It allows them, I think, to separate themselves from the market, at least for some period of time, until the other players get pulled along by the end users. Their product has a pretty steep ramp, their front half and the back half of the year, for us, are dramatically different, in terms of size and ramp. And it really sets us up for a very large, we hope, fiscal '22, which , for us, will end in January 31st of '22. But we're going to know, I mean we go GA in just a few weeks and we're going to get a sense if we can turn these POCs into end customers. And we're also going to see the ramp of the cloud customers in Q4. So, you know, I really feel like, both for us and for HPE, the next three four months, as we start getting back to some regularity of interacting with customers physically, not just remotely, and we see the early benefits and some of the early profit ownership analysis on deployment erect technology. This could be dramatic for us and for them, quite honestly. >> All right, well Randy Pond, CFO of Pensando, thanks so much, really a pleasure catching up with you and getting to discuss about how Pensando's helping to future proof your enterprise. >> Thank you much, my pleasure, have a great day. >> All right, I'm Stu Miniman, check out theCUBE.net for all our coverage, thank you for watching, thank you. (soft music)

>> Announcer: From San Francisco, it's theCUBE, covering Accenture Tech Vision 2020. Brought to you by Accenture. >> Hey, welcome back, everybody. Jeff Frick here from theCUBE. We are high atop San Francisco at the Accenture Innovation Hub, 33rd floor of the Salesforce Tower. It's a beautiful night, but we're here for a very special occasion. It's the Tech Vision 2020 reveal, and we are happy to have the guy that runs the whole thing, he's going to reveal on stage a little bit later, but we got him in advance. He's Paul Daugherty, the chief technology and innovation officer for Accenture. Paul, great to see you as always. >> Great to see you, Jeff, too. It is a beautiful evening here, looking out over the Bay. >> If only we could turn the cameras around, but, sorry, we can't do that. >> Yeah. >> All right, so you've been at this now, the Tech Vision's been going on for 20 years, we heard earlier today. >> Yeah. >> You've been involved for almost a decade. How has this thing evolved over that time? >> Yeah, you know, we've been doing the Vision for 20 years, and what we've been trying to do is forecast what's happening with business and technology in a way that's actionable for executives. There's lots of trend forecasts and lists and things, but if you just see a list of cloud, or-- >> Jeff: Mobile's going to be really big. (laughs) >> AI, mobile, it doesn't really help you. We're trying to talk a little bit about the impact on business, impact to the world, and the decisions that you need to make. What's changed over that period of time is just the breadth of the impact that technology's having on people, so we focus a lot of our Visions on the impact on humans, on individuals, what's happening with technology, what the impact on business, we can talk about that a little bit more, but business is certainly not the back office of companies anymore. It's not just the back office and front office, either. In business, it's instrumental in the fabric of how every part of the company operates, their strategy, their operations, their products and services, et cetera, and that's really the trajectory we've seen. As technology advances, we have this accelerating exponential increase in technology, the implications for executives and the stakes just get higher and higher. >> It's weird, there are so many layers to this. One of the things we've talked about a lot is trust, and you guys talk about trust a lot. But what strikes me as kind of this dichotomy is on one hand, do I trust the companies, right? Do I trust Mark Zuckerberg with my data, to pick on him, he gets picked on all the time. That might be a question, but do I trust that Facebook is going to work? Absolutely. And so, our reliance on the technology, our confidence in the technology, our just baseline assumption that this stuff is going to work, is crazy high, up to and including people taking naps in their Teslas, (laughs) which are not autonomous vehicles! >> Not an advisable practice. >> Not autonomous vehicles! So it's this weird kind of split where it's definitely part of our lives, but it seems like kind of the consciousness is coming up as kind of the second order. What does this really mean to me? What does this mean to my data? What are people actually doing with this stuff? And am I making a good value exchange? >> Well, that's the, we talk in the Vision this year about value versus values, and the question you're asking is getting right at that, the crux between value and values. You know, businesses have been using technology to drive value for a long time. That's how applying different types of technology to enterprise, whether it be back to the mainframe days or ERP packages, cloud computing, et cetera, artificial intelligence. So value is what they were talking about in the Vision. How do you drive value using the technology? And one thing we found is there's a big gap. Only 10% of organizations are really getting full value in the way they're applying technology, and those that are are getting twice the revenue growth as companies that aren't, so that's one big gap in value. And this values point is really getting to be important, which is, as technology can be deployed in ways that are more pervasive and impact our experience, they're tracking our health details-- >> Right, right. >> They know where we are, they know what we're doing, they're anticipating what we might do next. How does that impact the values? And how are the values of companies important in other ways? The values you have around sustainability and other things are increasingly important to new generations of consumers and consumers who are thinking in new ways. This value versus values is teeing up what we call a tech-clash, which isn't a tech-lash, just, again, seeing people reacting against tech companies, as you said earlier, it's a tech-clash, which is the values that consumer citizens and people want sometimes clashing with the value of the models that companies have been using to deliver their products and services. >> Right. Well, it seems like it's kind of the "What are you optimizing for?" game, and it seems like it was such an extreme optimization towards profitability and shareholder value, and less, necessarily, employees, less, necessarily, customers, and certainly less in terms of the social impact. So that definitely seems to be changing, but is it changing fast enough? Are people really grasping it? >> Well, I think the data's mixed on that. I think there's a lot of mixed data on "What do people really want?" So people say they want more privacy, they say they want access and control of their data, but they still use a lot of the services that it may be inconsistent with the values that they talk about, and the values that come out in surveys. So, but that's changing. So consumers are getting more educated about how they want their data to be used. But the other thing that's happening is that companies are realizing that it's really a battle for experience. Experience is what, creating broader experiences, better experiences for consumers is what the battleground is. A great experience, whether you're a travel company or a bank or a manufacturing company, or whatever you might be, creating the experience requires data, and to get the data from an individual or another company, it takes trust. So this virtuous circle of experience, data, and trust is something that companies are realizing is essential to their competitive advantage going forward. We say trust is the currency of the digital and post-digital world that we're moving into. >> Right, it's just how explicit is that trust, or how explicit does it need to be? And as you said, that's unclear. People can complain on one hand, but continue to use the services, so it seems to be a little bit kind of squishy. >> It's a sliding scale. It's really a value exchange, and you have to think about it. What's the value exchange and the value that an individual consumer places on their privacy versus free access to a service? That's what's being worked out right now. >> Right, so I'm going to get your take on another thing, which is exponential curves, and you've mentioned time and time again, the pace of change is only accelerating. Well, you've been saying that, probably, for (laughs) 20 years. (Paul laughs) So the curve's just getting steeper. How do you see that kind of playing out over time? Will we eventually catch up? Is it just presumed that this is kind of the new normal? Or how is this going to shake out? 'Cause people aren't great at exponential curves. It's just not really in our DNA. >> Yeah, but I think that's the world we're operating in now, and I think the exponential potential is going to continue. We don't see a slowdown in the exponential growth rates of technology. So artificial intelligence, we're at the early days. Cloud computing, only about 20% enterprise adoption, a lot more to go. New adoptions are on the horizon, things like central bank digital currencies that we've done some research and done some work on recently. Quantum computing and quantum cryptography for networking, et cetera. So the pace of innovation is going to accelerate, and the challenge for organizations is rationalizing that and deciding how to incorporate that into their business, change their business, and change the way that they're leveraging their workforce and change the way that they're interacting with customers. And that's why what we're trying to address in the Vision is provide a little bit of that road map into how you digest it down. Now, there's also technology foundations of this. We talk about something at Accenture called living systems. Living systems is a new way of looking at the architecture of how you build your technology, because you don't have static systems anymore. Your systems have to be living and biological, adapting to the new technology, adapting to the business, adapting to new data over time. So this concept of living systems is going to be really important to organizations' success going forward. >> But the interesting thing is, one of the topics is "AI and Me," and traditional AI was very kind of purpose-built. For instance, Google Photos, can you find the cat? Can I find the kids at the beach? But you're talking about models where the AI can evolve and not necessarily be quite so data-centric around a specific application, but much more evolutionary and adaptable, based on how things change. >> Yeah, I think that's the future of AI that we see. There's been a lot of success in applying AI today, and a lot of it's been based on supervised learning, deep learning techniques that require massive amounts of data. Solving problems like machine vision requires massive amounts of data to do it right. And that'll continue. There'll continue to be problem sets that need large data. But what we're also seeing is a lot of innovation and AI techniques around small data. And we actually did some research recently, and we talk about this a little bit in our Vision, around the future being maybe smaller data sets and more structured data and intelligence around structured data, common-sense AI, and things that allow us to make breakthroughs in different ways. And that's, we used to look at "AI and Me," which is the trend around the workforce and how the workforce changes. It's those kinds of adaptations that we think are going to be really important. >> So another one is robotics, "Robots in the Wild." And you made an interesting comment-- >> Paul: Not "Robots Gone Wild," "Robots in the Wild," "Robots in the Wild." >> Well, maybe they'll go wild once they're in the wild. You never know. Once they get autonomy. Not a lot of autonomy, that's probably why. But it's kind of interesting, 'cause you talk about robots being designed to help people do a better job, as opposed to carving out a specific function for the robot to do without a person, and it seems like that's a much easier route to go, to set up a discrete thing that we can carve out and program the robot to do. Probably early days of manufacturing and doing spot welding in cars, et cetera. >> Right. >> So is it a lot harder to have the robot operate with its human partner, if you will, but are the benefits worth it? How do you kind of see that shaking out, versus, "Ah, I can carve out one more function"? >> Yeah, I think it's going to be a mix. I think there'll be, we see a lot of application of the robots paired with people in different ways, cobots in manufacturing being a great example, and something that's really taking off in manufacturing environments, but also, you have robots of different forms that serve human needs. There's a lot of interesting things going on in healthcare right now. How can you support autistic children or adults better using human-like robots and agents that can interact in different ways? A lot of interesting things around Alzheimer's and dealing with cognitive impairment and such using robots and robotics. So I think the future isn't, there's a lot of robots in the wild in the form of C-3POs and R2-D2s and those types of robots, and we'll see some of those. And those are being used widely in business today, even, in different contexts, but I think the interesting advance will be looking at robots that complement and augment and serve human needs more effectively. >> Right, right, and do people do a good enough job of getting some of the case studies? Like, you just walked through kind of the better use cases, the more humane use cases, the kind of cool medical breakthroughs, versus just continued optimization of getting me my Starbucks coupon when I walk by out front? (Paul laughs) >> Yeah, I'm not sure. >> Doesn't seem like I get the pub, like they just don't get the pub, I don't think. >> Yeah, yeah, yeah, maybe not. A little mixology is another (Jeff laughs) inflection that robots are getting good at. But I think that's what we're trying to do, is through the effort we do with the Vision, as well as our Tech for Good work and other things, is look at how we amplify and highlight some of the great work that is happening in those areas. >> So, you've been doing it for a decade. What struck you this year as being a little bit different, a little bit unexpected, not necessarily something you may have anticipated? >> I think the thing that is maybe a tipping point that I see in this Vision that I didn't anticipate is this idea that every company's really becoming a technology company. We said eight years ago, "Every business "will be a digital business," and that was, while ridiculed by some at the time, that really came true, and every business and every industry really is becoming digital or has already become digital. But I think we might've gotten it slightly wrong. Digital was kind of a step, but every company is deploying technology in the way they serve their customers, in the way they build their products and services. Every product and service is becoming technology-enabled. The ecosystem of technology providers is critical to companies in every industry. So every company's really becoming a technology company. Maybe every company needs to be as good as a digital native company at developing products and services, operating them. So I think that this idea of every company becoming a technology company, every CEO becoming a technology CEO, technology leader, is something that I think will differentiate companies going forward as well. >> Well, really, good work, you, Michael, and the team. It's fun to come here ever year, because you guys do a little twist. Like you said, it's not "Cloud's going to be really big, "mobile's going to be really big," but a little bit more thoughtful, a little bit more deep, a little bit longer kind of thought cycles on these trends. >> Yeah, and I think the, if you read through the Vision, we're trying to present a complete story, too, so it's, as you know, "We, the post-digital people." But if you look at innovation, "The I in Experience" is about serving your customers differently. "The Dilemma of Smart Machines" and "Robots in the Wild" is about your new products and services and the post-digital environment powered by technology. "AI and Me" is about the new workforce, and "Innovation DNA" is about driving continuous innovation in your organization, your culture, as you develop your business into the future. So it really is providing a complete narrative on what we think the future looks like for executives. >> Right, good, still more utopian than dystopian, I like it. >> More utopia than dystopia, but you got to steer around the roadblocks. (Jeff chuckles) >> All right, Paul, well, thanks again, and good luck tonight with the big presentation. >> Thanks, Jeff. >> All right, he's Paul, I'm Jeff. You're watching theCUBE. We're at the Accenture innovation reveal 2020, when we're going to know everything with the benefit of hindsight. Thanks for watching, (laughs) we'll see you next time. (upbeat pop music)

(funky music) >> Announcer: Live from San Francisco celebrating 10 years of high tech coverage it's "theCUBE" covering Vmworld 2019 brought to you by VMware and its ecosystem partners >> John: Hey welcome back everyone its "theCUBE" live coverage here of VMworld 2019. We're in Moscone North in San Francisco, California. I'm John Furrier, Dave Vellante. Our tenth year covering VMworlds. The last show that's still around since "theCUBE" started. EMC World's now a part of Dell Technology World so VMworld was our first show of "theCUBE" in 2010 and we're here with then the Senior Director now the CMO of VMware Robin Matlock. Great to have you. Thanks for coming. 10 years ago we were across the street at the South. The first ever "CUBE", now 10 years later, what a run. Thanks for coming on. Appreciate it. >> Robin: Well how 'about the fact that this is number 11 VMworld for me so I think we're on, like, number 16 or so for VMworld so, yeah, we've driving been this ship for a while and it's still going strong. >> John: And, you know, when you came in the studio we did a little preview video and one of the things we talked about and you jumped on was this notion of resiliency around VMware. I want to get into that because the keynote this year I thought really used some of his primetime real estate to highlight Tech for Good and really some of the efforts around that so 1. Shareholder value, you guys have been doing great. Stock prices up. But in this era of, you know, corporate responsibility and accountability, this Tech for Good message is real. You guys have been doing it for a while. It's not new, it's not like you're doing it for fashion, it's the real deal and it was a big part of the keynote. >> Robin: It was. In fact, it was really a highlight for part of the keynote for me personally. I mean, I think when it's in our DNA, and that is consistent with our values, and we've been at that for some time. We have values that are all about, you know, customer and community and that's who we are. We also have very high aspirations that of course we have to be performant. We have to perform well as a business and deliver shareholder value but that isn't enough. You know, I do think that Pat leads this narrative that we as a company have to think about giving back more than we take. And it's not just PowerPoint slides, it's real. We empower our employees. I hope you enjoyed the story about Callum Eade swimming the English Channel all for a cause that he chose. He raised the money, he drove that and VMware just opens up those opportunities to allow our employees to do that so I think, we think it's a really important topic, we tried to give it a lot of air time, and give a way for the attendees to connect with it and see what they could take action against. >> John: And also, you guys are also voted one of the best places to work. Your campus in Palo Alto, beautiful and it is a great place to work. But this is the ethos, but it's still competitive and had Carl Eschenbach recently in our studios in Palo Alto and he made a comment he's like, "You know, I've been at VMware "for many, many years", now he's a VC at Sequoia Capital, and Carl said, "You know, everyone's been "trying to kill VMware. This is going to VMware, "that's going to kill virtuals." The resiliency just around the staying power of the product and technology leadership happens. This year it's containers, the attendees are excited by it, the numbers are up, 20,000 people here. Still evolution on the technology side, still great community. >> Robin: Yeah, I mean I think, you know resiliency is in the fabric of VMware but I think innovation is what is the secret sauce and we know in Silicon Valley you better innovate and keep moving forward or you're going to find yourself kind of, left out and, you know, Pat's been an incredible visionary. He's got a team of leaders that are very confident, strong technological disrupters. I mean some of the big acquisitions that we announced just last Thursday at earnings that we are educating folks here about, the intent to acquire Pivotal, the intent to acquire Carbon Black, you know, further that we'll either do it organically or we will acquire interesting combinations of companies to drive unique value to our customers. So I think there was a whole bunch of that today. >> Dave: We were talking in "theCUBE" earlier, Robin, about how now it's a post-virtual machine world and if we go back to 2009, which was my first VMworld as well, Paul Maritz at the time said we're building this software mainframe. Now, of course, you got promoted and I'm sure killed that mainframe from all marketing but (laughs) so well done but you kind of evolved the software-defined data center vision. But one of the takeaways for me from the keynote was this notion of any workload, any app , which was kind of the vision back then and now in a cloud which the cloud wasn't as prominent then. And so from a marketing standpoint you've really, the vision has been consistent but now with all these acquisitions you're making you're really embracing a much broader vision and your marketing message has to evolve as well. >> Robin: To support that, I think the fact that our vision has been incredibly consistent for many years now, I mean, that's Pat's leadership kind of setting that foundation for the company. My job as a marketer is to help find the way to articulate that in a way that's consumable and people understand. But what's happened over the years is we deliver on that vision 'cause, you know, a vision it's not all perfect, we don't have every piece of it or it's not all optimized. All of these moves year after year are just validating and supporting the delivery of that vision to our customers and I think the big moves this year are no different, whether it's Tanzu for Kubernetes, whether it's the Carbon Black acquisition idea, whether it's Pivotal, these are just steps along a journey that's going to deliver on our vision which is delivering any application on any cloud consumed by any device, all with security intrinsically built in the fabric. >> Dave: Well and the gauntlet that you lay down this year in talking to your practitioner audience was that technologists who master multi-cloud will own the next decade. Okay. That kind of says it all, right? And that is a strong message that you're sending to your buyers, to your practitioners so. >> Robin: Yeah, and I think the people that are right here at VMworld, these are the kinds of technologists that have that opportunity in front of them. That's why this whole notion of make your mark it's like, lean into this opportunity. Betting on VMware, building your career on virtualization has opened up many opportunities. It went from compute to storage to networking. It's now into multi-cloud. These are incredible opportunities and these technologists are the ones that can deliver this value for their enterprises. >> Dave: And there's diversity in the messages, you know, all the major cloud players say, "Well no. Just our cloud." You guys are pushing in a new direction. I mean that's what leaders are supposed to do, right? >> Robin: Our strategy has always been about choice, you know, we've really been advocates of letting customers choose the path that's right for them and we know in this cloud war that we're all a part of that customers they are choosing. Some are leaning into AWS, some are leaning into Azure, some are biased towards IBM. Our job is really to enable them to have a rich, powerful experience without friction, efficiently, and operate those workloads in any of those environments. >> John: Have you seen any demographic shift in your primary audience because obviously the operating side, even with Kubernetes, they love it, containers, a messaging channel that's in and of itself but still containers seems to be that next step function with Kubernetes that VM's brought to computing. But when you bring in the dev and the ops that's where it starts to get magical when the operating's got to meet up with the developers. That's been the theme. cloud-Native. All this enablement's coming in. Has there been a shift in demographics to your audience? >> Robin: Well it is an evolving journey, if you will, and yes but it's still, I think we have a long ways to go. We are largely still have an infrastructure audience here, there's a mobility crowd here, there's a cloud architect crowd here. The new audiences are going to be the platform architects that dev/ops community and we do have shifts in that but I would say that's part of the value as we bring Pivotal into the family, we can now merge these audiences and, I think, do a much formidable job at that. >> John: It's interesting, Telco will have them on later. 5G was a big part of the keynote as well >> Robin: Yeah. >> John: A new opportunity, a new affinity group there. >> Robin: Without a doubt, I mean, the whole Edge and Telco clouds are really opening up new entirely new markets. The Telco, the 5G, we do think that's going to be a very significant wave and is going to create new opportunity for new application types, new fundamental architectures that we can now merge between Telco and Enterprise so we think it's really a rich ground for innovation. >> John: You mentioned Pivotal, I think that's more of they were already in the fold, now they're officially in the fold with Dell Technologies but your other acquisitions, there's a lot of them. You got to kind of bring them into the fold so is there the marketing playbook do you have an off-site meeting and you just give them the playbook? How do you handle all the integrations? 'Cause that's always a big challenge. IT integration, messaging integration, again it helps if they're on the fault line of the value proposition but >> Yeah. >> John: What's your strategy to integrate all these companies? >> Robin: Well, you know, any time you're doing a lot of mergers and acquisitions you definitely have to think very strategically about integration and then sometimes you want to integrate fully, right away and sometimes you want to let an acquired company be stand-alone for a little while. Got to get used to the culture a bit-- >> John: Like Velocloud? >> Robin: Velocloud is kind of independent-- >> John: They've got their own building. >> Robin: within the networking team. AirWatch was held very independent for a couple of years. Some other ones are just tuck-ins. You just bring 'em right into the family, you just merge 'em in, it just depends on the size, the scope, the culture and the strategy. I think we take a very purposeful approach to M&A integration and we don't really have a one-size-fits-all strategy. Depends on the circumstances. >> Dave: So follow up on that because clearly there's an engineering culture here at VMware and take the Carbon Black example for instance you talked about how you guys have sort of pretested it with AppDefense but from your standpoint, how do you think about the architecture of the marketing and the messaging? I think you answered it in part. It was sometimes it makes sense to keep it separate sometimes but when you think about the vision do you look at it and say, "Okay this plugs nicely into the vision "and so here's what I'm going to do?" How integrated is it with the rest of the sort of decision-making process? >> Robin: Well, you know, I would take the position that all these acquisitions are plugging into the vision. They are that's why we're buying them because they are very aligned to our strategy and vision. Now I have the challenge as a marketer to deal with a lot of different brands that are coming into the family. I mean, how and when do I consolidate and kind of unite the brands and that is a journey that we're going to be on. We'll take some time to do that. You don't want to rush things in that regard. I think it's very important that the market sees one VMware, one vision and strategy, you know, if it's delivered in a product and it's through an acquisition as a different brand that's okay, we can work on that over time but as long as we're laying out one strategy and vision to the marketplace and just showing these are evidence of proof points of that journey. >> John: Yeah. I mean, you guys, you're pretty clear. Your strategy is to evaluate, understand where they are in the value chain of what you're trying to do. Unlike others like IBM which brings companies in quickly, makes them IBM, you guys are a little bit different, You'll play with whatever the market will give you. That's pretty much what I hear you're saying. >> Robin: Well for example, Carbon Black, experts in security, you know. I think we want to capitalize on that expertise. We want to protect that expertise. They've already been partnering with AppDefense now for some period of time rather than, you know, it's like which one is >> Right. >> Robin: consuming the other (laughing) so our strategy is let's combine AppDefense with Carbon Black and then start working with Patrick and Carbon Black to merge that into the-- >> Yeah. >> Dave: Organizationally, I think that's, at least what I read >> Yeah. >> Dave: was you can set up essentially a cloud security division, right, that Patrick is going to >> That Patrick is going to run. >> Dave: run, so >> That's right. >> John: Okay so VMworld 2019, what's the update here? Give us some factoids, some of the exciting things happening here. We're in the meadow, there's birds chirping here. This is Moscone North, nice build-out, always good build-outs here. Moscone, we're back in from Vegas but what's going on? Labs, activities-- >> Robin: We've got it >> Give the-- >> Robin: all, John >> Give us the highlights. >> Dave: Klingons >> That's right. >> Robin: First of all you've got two great days of keynotes, right, those are really important highlights. Tomorrow we're going to do some really interesting things, demo, technical, deep dive. Great guest celebrity speakers, right, We're going with the sports theme this year and elite athletes and what they're giving back to the world with Lindsey Vonn and Steve Young. But here for the program we have the Hands-On Labs are on fire. They broke records on Sunday so I know they've been really well-attended and consumed. We have over 600 break-outs, so many it's mind-boggling. We have 230 sponsors in the Solutions Exchange and that's probably a place where you can go not just to get the VMware stuff but get that good exposure and lay of the land of the entire ecosystem. And they're all showcasing their innovation. What's new, what's the latest. So I think those give people a really good quick snapshot in one week, you can pretty much get an overview of the entire industry. >> John: Are there any must-sees in your opinion? >> Robin: (breathing in) Oh-- >> John: Or that people are talking about? >> Robin: I think for sure you got to get into this Kubernetes stuff. If you don't come out of this week of VMworld with a good handle on what is Tanzu, what's Tanzu Mission Control, what are we doing with the Heptio acquisition, what is PKS evolution happening, I think you would be missing something if you don't really grok that. Project Pacific work, Kubernetes in vSphere, tightly integrated, so that's a must-do. I think there's a lot happening in the networking space, right. Pat was pretty bold up there about, you know, what is the opportunity relative to network virtualization and the time is now so I think you've really got to get into that from the data center to the Edge to the cloud. Network transformation's hot. And then of course I think the cloud and I think we're really clear on hybrid-cloud and multi-cloud and how to really think about those environments and how, if you're architecting cloud for your company, what you want to be thinking about, what are we doing across multi-cloud, and, you know, I think all that hybrid-cloud stuff, it's all there. >> Dave: As we move to this, you know, this post-VMworld, VMware world how do you-- >> Robin: Is there a post-VMware world? >> Dave: What role, post-virtual-- >> John: Oh look at that, there we go. (laughing) >> Robin: I don't think there's a post-VMware world. >> Dave: Post-VM. I mean virtual machines. >> Robin: Virtualization. >> John: Are you changing the name to container world? >> Robin: No. (laughing) >> Dave: Right, exactly. So what (laughing) yeah what specifically are you guys doing to sort of educate folks, I mean, obviously you've got a lot of Kubernetes sessions, et cetera but just in terms of helping people sort of transform their skill sets into infrastructures of code, being able to take advantage of Kubernetes, you know, we've seen some things in the industry at events like this where you know, guys learn how to program in Python or, you know, whatever it is >> Right. >> Dave: Are there specific plans to do that? Is that actually happening at the event or? >> Robin: Well that's part of what all this content is about, I mean, you know, 600 break-out sessions aren't about, you know, compute virtualization. You can find those but this is about all these different dimensions, right? Whether it's what is Kubernetes, fundamentals, how you think about that in what kind of environment you're running. And I think that's the spirit of what VMworld is about. It's about hands-on, it's about meet the experts, it's about sessions, it's about the ecosystem, it's about having that all at your disposal in one week. >> You forgot something. >> Oh did I? >> The parties. >> The party? >> Everyone >> Well that's not helping your technical-- >> Everyone >> Aptitude >> Everyone knows VMworld has great parties at night and that's where all the action, you guys work hard/play hard one of the ethos of VMware culture. >> Robin: That's right, that's right. Well, we do work hard/play hard because this is intense, right? These guys are trying to jam as much as they can into four days and so we got to let off a little steam and OneRepublic is on stage on Wednesday night. We're going to have a great time. But I do think it's on the back drop of them here they are just like sponges trying to absorb this information. >> John: My final question is, and you guys brought it up in the keynote, around the tech industry good, bad, and Pat says neutral, it's how you shape the technology. Really a call to action and a strategic imperative to be more proactive in accountability and driving change for good. So I got to ask you about the word trust. I've seen a lot of marketing around companies always try to market around trust. Now more than ever the trust, whether it's fake news, company responsibility to security, which is a big part of what you guys do. How do you see that a marketer and what's the conscience of VMware because trust is certainly a big part of what you guys do. Is that a marketing, going to be a marketing ethos? Is it built into everything? Just curious how you personally feel about the word trust. >> Robin: Yeah, well first of all, I think it's foundational to doing good, healthy business. I think you got to be very careful as a marketer to market trust. I think you need to demonstrate your trustworthiness. You need to be consistent. You need to be credible. You need to be there when the times are tough. You need to be, you know, not always asking for something in return and if you earn trust you don't really have to say it. I believe we can position our validity and our credibility proven, you know, having customers say that we're trustworthy, having customers articulate >> Yeah >> Robin: why they depend on us, I believe that's more effective for our customers and, at the end of the day, probably more authentic. >> John: Yeah, and I think people, yeah that tends to be the track record of people who say it maybe haven't earned it, right, earning it's the better marketing strategy-- Yeah, I think these 20,000 (laughing) people are saying it as they show up here with their time and energy and investment. And I think our customers, you heard from a lot of customers on stage today. Gap, Freddie Mac, Verizon, there'll be more tomorrow. You know, I think there's over 100 customers in these sessions here and they're here advocating because they trust VMware. >> John: Well they run their business on you guys. Dave had a survey hey did, just published it yesterday, the spend is not going down. I mean the cloud impacts your business, you're getting into the cloud so that's pretty obvious but just overall the business is healthy >> Oh very >> John: for VMware (laughing) >> Robin: Very healthy. And you know we do that by really trying to have a balanced approach. It is about shareholder value but it's about tech as a force for good, we're passionate about that and ultimately we put customers at the center of our thinking, of our decisions, of our behaviors, and I think that ultimately keeps rewarding us. >> John: Well, Robin, it's been great to work with you over the past 10 years. Continue on. I think you guys have earned the trust, certainly the proof is in the results, and, you know, it is what it is, and the community votes with their wallet on the product and their participation so congratulations. >> Robin: Well if that's an indicator, I think we're getting a pretty good report card. >> John: Thanks, yeah. (laughing) >> Thanks for inviting me. Love being here, guys. Take care. >> John: Alright, Robin Matlock, CMO of VMware here inside "theCUBE" for our 10th year but also as VMware goes to the next level step function with virtualization to containers, Kubernetes, big theme here, I'm John with Dave Vallente, stay with us for more coverage after this short break. (funky music)

>> Over and welcome to this special cube conversation here in the Palo Alto Studios of Cube. Part of our People. First project with Mayfield Fund and Co creation with Cuban John Very your host. Very special guest. Judy Estrin. She's the CEO of J Labs and author of the book Closing the Innovation Gap. She's also well known for being an Internet entrepreneur. Pioneer worked on the initial TCP IP protocol with Vin Cerf from When the A Stanford Great History Computer Science. You have computer systems in your blood, and now you're mentoring a lot of companies. Author you a lot of work, and you're lending your voice to some cutting edge issues here in Silicon Valley and around the world. Thanks for joining me today for the conversation. >> Thank you. It's fun to be here, >> So I love the fact that you're here. You're a celebrity in the commute computer industry circles. You were there at the beginning, when the computer systems or the Internet were being connected as they built out of stone of the whole system's revolution in the eighties, and the rest is history. Now we have cloud computing, and now we're seeing a whole nother level step function of scale. And so you've kind of seen it all. You've seen all all the waves. Actually, something like make is they have seen some of the ways, but you've seen all of them. The most compelling thing I think that's happening now is the convergence of social science and computer science. Kind of our motto. Silicon Angle. You recently wrote to Post on Medium that that has been kind of trending and going viral. I want to get your perspective on that. And they're They're interesting because they they bring a little bit of computer science called the authoritative Authority Terrian Technology Reclaiming Control far too attention, part one. We go into great detail to lay out some big picture computer industry discussions. What's it all about? What's what's the What's the idea behind these stories? >> So let me back up a little bit in that, a Sze Yu said. And we can go into this if you want. I was very involved in a lot of thie, ah, innovation that happened in the Village Valley in terms of microprocessors, the Internet, networking, everything that laid the foundation for a lot of the things we see today incredible opportunities for my career for problems we solved over the last ten years. Ten, twelve years. Um, I began to see a shift and a shift in the culture and a shift in the way technology was impacting us. And it's not all good or bad. It's that it felt like we were out of balance and that we were becoming shorter and shorter, term focused and actually my book in two thousand eight closing the innovation gap. The main message there is let's not forget about the seeds you plant that all of this comes from because we're reaping the benefit of those seeds. We're not planning new seats and that we were becoming in the Valley in the nation the way we thought about things more and more short term focused and technology was causing some of that and benefitting and not been and at a disadvantage because of that. So that started with my book in two thousand eight and then in twenty fourteen, I think it was I did a Ted talk a Ted X talk called Balancing our Digital Diets, and I was even Mohr concerned that we were out of whack in terms of the consequences of innovation, and I drew an analogy to our food's systems, where so much innovation and creating cheap calories and energy and things like high fructose corn syrup that it took years to realize that, Oh, there's some negative consequences of that innovation. And so that was kind of a warning that, um, we weren't thinking enough about the consequences of at that point. Social media. That was before fake news, and I talked about tweets and how truth that lies went faster than truth, not knowing how bad that situation was going to be and then leading up to the election and after the election. We all know and have all learned now about the impacts of these technologies on our democracy, and I believe on our society and humanity. And I don't think it's just about our election system. I think it's about our psyches and how the technology's air impacting the way we think our fear and anxiety level of our kids and us is adults. So I been talking to people about it and advising, and I finally decided as, uh, I was collaborating with people that I felt that a lot of the awareness was in pockets that we talked about data privacy or we talked about addiction. But these air things were all interrelated, and so I wanted to one ad. My voices is technologists because I think a lot of the people who are writing the building, the awareness and talking about it if you are in government or a journalist's or even a social scientist people, it's really easy to say, Yeah, you say that, but you don't understand. It's more complicated than that. You don't understand the technology. So one, I do understand that technology. So I felt adding my voice as a technologist. But I'm also, uh, just increasingly concerned about what we do about it and that we take a more holistic view. So that's what, what what the pieces are about. And the reason I broke it into two pieces is because they're too long for most people, even the way they are. But the first is to build awareness of the problems which we can dig into it a high level if you want. And then the second is to throw out ideas as we move towards discussing solutions. So let me take a breath because you were goingto jump in, and then I can. >> No, it's just because you're connecting the foundational of technology foundation technology, identifying impact, looking at pockets of awareness and then looking at how it's all kind of coming together when you talk like that The first time I saw O subsystem interrupt us connection so someone could get like a operating system. And I think the society that you're pointing out in the article, the first one intention was there only to relate. And I think that's the key part. I think that's interesting because we run into people all the time when we do our cue broadcasts that have awareness here and don't know what's going on this. So this context that's highly cohesive. But there's no connection, right? So the decoupled right but highly cohesive, That's kind of systems. Architecture concept. So how do we create a robust technology's society system where technology and I think that's a threat that we're seeing this? What I cleaned out of the articles was your kind of raising the flag a little bit to the notion of big picture right system, kind of a foundational, but let's look at consequences and inter relationships, and how can we kind of orchestrate and figure out solutions? So what was the reaction to expand on that concept? Because this is where I was. It was provocative to me, >> right? So I think there are two thought trains that I just went down. One is that one of the problems we have that has been created by technology and technology is suffering from again. It's causing both cause and effect is not enough seats, system thinking and so one issue, which is not just this is not just about social media and not just about a I, but over the last twenty years we've increasingly trained, I think, are, Ah, engineers and computer scientists in Mohr transactional thinking. And as we move quicker and quicker to solve problems, we are not training our leaders or training our technologist to think in terms of systems. And so what I mean by systems is two things that you can break, that any problems have pieces. But those pieces air inter connected. We are interconnected, and that you, if you don't keep those things in mind, then you will not design things in a way, I believe that have the longevity and make the right type decisions. The second is the law of consequences when you have a system, if you do something here, it's going to impact something here. And so that whole notion of taking was thinking through consequences. I'm afraid that we're training people as we are focusing on being more and more agile, moving more and more quickly that it's in technology and in society that we're losing some of that system, thinking >> that they kind of think that's the trade off is always around. Whenever he had systems conversations in the past, but my old systems had on trade offs, we have overhead, so we have more memory. How do we handle things? So this is kind of That's just what happens. You tell about consequence, but >> we don't have all those we I'm older than you. But we started at a time when that we were limited. We were limited by memory. We were limited by processing. We were limited by band with and a different times. As thie industry emerged, the constraints were in different areas. Today, you don't have any of those constraints. And so, if you don't have any of those constraints. You don't get trained in thinking about trade offs and thinking about consequences. So when when we come into just what drove me to write, this one set of things are foundational issues and what I mean by foundational it's it's our relationship to technology. And the fact of the matter is, as a society, um, we put technology on a pedestal, and we have, uh, this is not to be taken out of Cut is not to be taken the extreme of talking about people, but overall, our relationship with technology is a bullying, controlling relationship. That's why I called it authoritarianism. >> Upgrade your iPhone to the new version. >> Well, whether it's as a user that you're giving up your your your authority to all these notifications and to your addiction, whether it is the fact that it is the control with the data, whether it is predictive ai ai algorithms that are reading your unconscious behaviors and telling you what you think, because if it's suggesting what you by putting things in front of you. So there are all of these behaviors that our relationship with technology is not a balanced relationship and you could one. You have a culture where the companies that are that have that power are driving towards. It's a culture of moving fast growth only don't think about the consequences. It's not just the unintended consequences, but it's the consequences of intended use. So the business models and at which we don't need to go into, because I think a lot of other people talk about that all end up with a situation which is unhealthy for us as people and humanity and for us as a society. So you take that part and it is. There's a parallel here, and we should learn from what happened with industrial Ah, the industrial revolution. We want progress. But if we don't pay attention to the harm, the harmful byproducts and trade offs of progress, it's why we have issues with climate. It's why we have plastic in our oceans. It's because you, you judge everything by progresses just growth and industrialization without thinking about well being or the consequences. Well, I believe we now face a similar challenge of digitization, so it's not industrialization. But it's digitalization that has byproducts in a whole number of areas. And so what the the article does is get into those specifics, whether it's data or anxiety, how we think our cognitive abilities, our ability to solve problems, All of those things are byproducts of progress. And so we should debate um, where we what we're willing to give up one last thing. And then I'll have to come in, which is one of the problems with both of these is is humans value convenience. We get addicted to convenience, and if somebody gives us something that is going to make things more convenient, it sure is held to go backward. And that's one of the reasons the combination of measuring our goodness as a country or a CZ. Globalization by economic growth and measuring our personal wellness by convenience, if something is more convenient, were happier. Take those two together, and it makes a dangerous cop combination because then our need for community convenience gets manipulated for continued economic growth. And it doesn't necessarily end up in, Ah, progress from, ah, well being perspective. >> It's interesting point about the digitization, because the digital industrial revolution, when the digital revolution is happening, has consequences. We're seeing them and you point them out in your post Facebook and fake news. There's also the global landscape is the political overlay. There's societal impact. There's not enough scholars that I've been trained in the art of understanding into relationships of technology, and Peg used to be a nerd thing. And now my kids are growing up. Digital natives. Technology is mainstreams, and there it is. Politics. You know, the first hack collection, Some of the control, The first president actually trolled his way. That president, I said that I'm the kid. That was my position. He actually was a successful troll and got everyone he trolled the media and you got the attention. These air new dynamics, This is reality. So is you look forward and bring these ideas, and I want to get your thoughts on ideas on how to bring people together. You've been on a CTO Cisco Systems. I know you've been sleeping on a board. This is a cross pollination opportunity. Bring people together to think about this. How do you do You look at that? How do you view how to take the next steps as a as an industry, as a society and as a global nations? It eventually, because cyber security privacy is becoming polarized. Also on a geography bases in China they have. GPR is hard core there. In Europe, he got Asia. With Chinese. You got America being American. It's kind of complicated as a system architecture thinking. How do you look at this? What is the playing field where the guard rails? What's your thoughts on this? Because it's a hard one, >> right? So it is a hard one and it isn't. It isn't easy to pave out a path that says it's solvable. Um, nor does Climate right now. But you have to believe we're going to figure it out because we have to figure it out. So I think there are a lot of pieces that we need to start with, and then we need to adjust along the way. And, um, one piece is and let me back up. I am not. I don't believe we can leave this up to the industry to solve the incentives and the value systems and the understanding of the issues. The industry is coming from an industry perspective, and you can't also. You also can't leave it just two technologists because technologists have a technology person perspective. I don't believe that you just can have government solve it for a variety of reasons. One is, if it takes a spectrum of things to legislation, tends to be retroactive, not forward looking. And you need to be really careful not to come up with regulation that actually reinforces the status quo as opposed to making something better. But I think we need to. We do need to figure out how to govern in a way that includes all of these things. So once >> it's running, it's clear that watching the Facebook hearing and watching soon dark sky in front of the house. Our current elected officials actually don't even know how the Internet works, so that's one challenge. So you have a shift in its every beat >> and it and it's actually, if you think about the way legislation often gets made one of the problems with our democracy right now, I'm not going to put it in quotes. But I want to put it >> out. >> Is that the influence of money on our democracy means that so often the input toe legislation comes from industry. So whether it's again big tech, big pharma, big Oil, big. That's the way this cycle works in places where we have had successful legislation that industry input, what you need industry input. You just don't want industry to be the on ly input that is balanced with other input. And so we need infrastructure in the world. In the country that has policy ideas, technology. This needs to come from civil society, from the academy from non profits. So you need the same way we have environmental sciences. We need to fund from government, not just industry funded that science. That's number one. And then we need ways to have conversations about influencing companies to do the right thing. Some of it is going to be through legislation some of it is going to be for through pressure. This, in some ways is like tobacco in some ways, like it's like food. In some ways, it's like climate on DH. It's so and an underlying any of this to happen. We need people to understand and to speak up because awareness amongst whether it's individuals, parents, teachers, we need to give people the information to protect themselves and to push back on companies and to rally pushback on government. Because if if there's not an awareness of people are walking around saying, Don't take away my service, don't make this less convenient don't tax my soda. Don't tell me my text messages. That's right, so and I'm not saying taxes of the way. But if there isn't what what I'm focused on is, how do we build awareness? How do we get information out? How do we get companies like yours and others that this becomes part of >> our >> messaging of understanding so we can be talking about I >> think it's, you know back, Teo, The glory days of the TCP epi Internet revolution. He sent a package from here to there. It's a step. Take a first step. I personally listening to you talk feel and I said, It's on The Cuban people know that. You know, my my rap know that I've been pounding this. There's a counter culture in there somewhere. Counter culture's is where action happens, and I think you know, tax regulation and, you know, the current generations inherited. It is what it is we have. You're laying out essentially the current situation. John Markoff wrote a great book, What the door Mail said, talking about how the sixties counterculture influence the computer industry from breaking in for getting computer time for time sharing, too hippy revolution question I have for you put you on the spot. Is Is there a counterculture in your mind? Coming a digital hippie quotes is because I feel it. I feel that that let the air out of the balloon before it pops. Something has to happen and I think has to be a counterculture. I yet yet can't put my finger on it. Maybe it's a digital kind of a revolution, something compelling that says Whoa time out. >> All right? I think we need a couple of counter culture's in that in layers of it, because, um, I think there is going to be or is starting to be a counterculture amongst technologist and the technology industry and entrepreneurs who are some it's still small who are saying, You know what? This chasing unicorns and fastest growth and scale, you know, move faxed and break things. But, um, we want to move fast, but we want to think about whether we're breaking what we're breaking is really dangerous, you know, move fast and break things is fine, but if it's oops, we broke democracy. That isn't something that, uh that is I'm sorry you have to think about and adapt more quickly. So I think there is Are people who are talking about let's talk openly about the harm. Let's not just be tech optimists. Let's understand that it's small, but it's beginning and you're seeing it in a I for instance, the people who are saying Look, were technologists, we want to be responsible. This is a powerful weapon or tool. And let's make sure we think about how we use it. Let me just say one thing, which is, I think we needed another kind of counterculture, which I'm hoping is happing in a number of areas, which is societally saying, You know, we have a slow food movement. Maybe we just need a slow down, a little bit movement. So if you look at mindfulness, if you look at kids who are starting to say, You know what? I want to talk to someone in person, I don't. So we we need some of that counter movement where I'm hoping the pedestal starts to come back. In terms of people looking for real connectivity and not just numbers of connections, >> it's interesting, You know, everything has a symmetrical, responsible thing about it. For every fake news payload and network effect is potentially an opposite reaction of quality network effect. It's interesting, and I don't know where it is, but I think that's got it could be filled, certainly on the economic side, by new entrepreneurial thinking, like one observation I'm making is you know this. Remember, they'll bad boys of tech and he's smiling. Now It's bad gals, too, which is growing still lower numbers. So I think there's gonna be a shift to the good, the good folks right moment. But she's a she's a good entrepreneur. She's not just out there to make a quick buck or hey, mission driven za signal we're seeing. So you start to see a little bit more of a swing to Whoa, hey, let's recognize that it's not about, you know, could Buck or >> so, yes, but between you and I, it's teeny compared to the other forces. So that's what those of us who believe that needs to happen need to continue to >> one of those forces money making. >> I think it's a combination of, Ah, money and how much money, Dr. Celebrity culture, um, the forces, the power that's in place is so strong that it's hard to break through, um, short term thinking, not even being trained. So like so many things in our culture, where you have entrenched power and then you see uprising and you get hope and that's where you need the hope. But, um, we've seen it so often in so many movements, from race to gender, where you think, Oh, that's solved, it's not solved and then you come back in and come back at it. So I just I would argue that there is little bits of it, but it needs fuel. It needs continuity. It it. And the reason I think we need some government regulation is it needs help because it's not gonna >> happen. You should question, you know, some successes that I point out Amazon Web services, Google even having a long game kind of narrative they're always kind of were misunderstood at first. Remember, Google was loud by search is not doing too well. Then the rest is history. Amazon was laughed. Amazon Web services was laughed at. So people who have the long game seemed to be winning in these transitions. And that's kind of what you're getting at. You think long term, the long game. If you think in terms of the long term vision, you then going look at consequences differently. How many people do you run in? The valleys actually think like that. Okay, >> so we're talking about two different things. One is long term thinking, and I do think that apple, Google, Amazon have taken long term thinking's. So there are a good example. But if you look at them, if we look at the big companies in terms of the way they approached the market and competition and their potential negative impacts on overall society, they're part of the power. They're not doing anything to change the systems, to not >> have good and continue to benefit. The rich get richer. >> So there this This is why it's complicated. There are not good guys and bad guys there are. These people are doing this and that. So do I think overall dough? I see more long term thinking. Um, not really. I think that the incentives in the investment community, the incentives in the stock market. The incentives culturally are still very much around shorter term thinking. Not that there aren't any, but >> yeah, I would agree. I mean, it tends to be, you know, Hey, we're crushing it. We're winning, you know? Look at us. Growth hack. I mean, just the languages. Semantics. You look at that. I think it's changed. I think Facebook is, I think, the poster child of short term thinking growth hacks move fast, break stuff and look where they are, you know, they can't actually sustaining and brand outside of Facebook, they have to buy Instagram and these other companies to actually get the kind of growth. But certainly Facebook is dominate on the financial performance, but they're kind of sitting in their situation. I think you know the bro Grammer movement, I think is kind of moving through the white common ear culture of Okay, let's get some entrepreneurship going. Great. Rod. I think that's stabilising. I think we're seeing with cloud really science and thinking for good. That's a positive sign. >> Well, I'm I'm glad to hear that from you, you know, and all >> you're probably going with. >> No, no, no, I'll take that and take that into feeding my hope because I hope, >> well, the movement is classic. Look, we're not gonna tolerate this anymore. I think transparency in my final question to you before you get to some of the more entrepreneur Question says, If you look at the role of community on data, science and connectedness, one of the things about being connected is you got potential potential for collective intelligence. So if you look at data, as I said, networks, what if there was a way to kind of hone that network to get to the truth fast? Esther, something we've been working on here, and I think that's something that, you know changes media. It changes the game. But collective intelligent, the role of the community now becomes a stakeholder and potentially laying out. So his problems and you're part of the Mayfield community was co created this video with roll community, super important people. The rule of the of the person your thoughts on >> so I community is a word that is has takes on a lot of meetings, and the problem is when you mean it one way and use it the other way, the same as data driven. So I think there's at one level which is community and conductivity that has to do with collecting input from lots of sources. And when you talk about investigative journalism or they're in environmental situations or all sorts of areas where the ability to collect information from lots of sources that air interested and analyze that information that is one level of community and connectivity and networking because of people you know which is great, there's another type. When people talk about community, they mean a sense of community in terms of what humans need and what that connectivity is. And most online networks don't give you that level. The online needs to be augmented by, Ah, inter personal understanding. And one of the problems. I think with today's technology is we're fitting humans into bits that technology Khun Support, as opposed to recognizing what are our human needs that we want to hold on to and saying There are some things that are not going to fit into somebody's data set. So in that first type of community than absolutely, I think there's lots of benefits of the cloud and wisdom of the crowd. But if you're talking about humans connecting in people. You don't have the same type of, uh, that that really community online tools can help. But we should never confuse what happens in our online world >> with your final question for, you know, we got We're pushing the time here. Thank you for spending time. First of all, it's great conversation. You've seen the movie with venture capital from the beginning. You know, all the original players seeing what is now just where's that come from? Where are we? What's the state of VC? Then? He hope to the future, they all adding value. How do you see that evolving and where are we with? >> You know, I would. I think venture capital has gone through a lot of different phases. And like so many things, especially those of us who want computers, we liketo lump them all together. They're not altogether. There are some small, Yes, like they field. And the I do think, though, that something shifted in the lead up to the dot com. Ah, and later the burst. And what shifted is venture capitalists. Before that time were company builders. They were the financiers, but they saw themselves with the entrepreneur building companies because of the expansion leading up to two thousand, and the funds grew and the people coming into the field were, they became more bankers and they took more financial supposed to balancing financing and entrepreneurship. It felt like it moved. Maurin toe. This is a private equity play, Um, and I think the dynamic with entrepreneurs and the methodology overall shifted, and I don't know that that's changed Now again, not across the board. I think there are some, uh, those firms that have identified our partners within firms who still very much want Teo filled companies and partner with entrepreneurs. But I think the dynamic shifted, and if you view them as that's what they are, is private equity investors. And don't expect something else. If people need money, that's a good pick. Ones that are the best partner >> is your partner. If you want a banker, go here. If you want Builder, go their key distinction. Judy. Thanks for sharing that insight. We're Judy Estrin. Sea of Jail as author of Closing Innovation. Gabbas Wellman's well known entrepreneur advisor board member formally CTO of Cisco. And again, Great gas. Thanks for coming on I'm John for Herewith. Cube conversation. Part ofmy Mayfield. People first with the Cube. Thanks for watching.

>> Hey, welcome back, everybody. Jeff Frick here with theCUBE. We're at PagerDuty Summit. It's our first time at PagerDuty Summit and Pier 27, our first time to this cool venue. It's right on the water between the Bay Bridge and Pier 39, beautiful view outside. Unfortunately, the fire smoke's a little over-the-top. But we're excited to have one of our favorite guests, Jennifer Tejada. She's the CEO at PagerDuty. Jennifer, great to see you. >> Thank you. It's so great to be back, Jeff. >> Absolutely. So this is, what, your second PagerDuty Summit? >> This is our second PagerDuty Summit. >> 500-some-odd people? >> I think we've had 700 through the door already. We've got a few hundred streaming online. Almost twice what we did last year. So we're really excited. We're still in the infancy stages of sponsoring an industry event, and we've been really focused on trying to make it a little different to insure that people walk away with actionable insights, and best practices and learnings they can take immediately back to their teams, and to their companies. So we've had just some awesome guest speakers and panelists here today, and it's been a lot of fun. The PagerDuty band played live at lunch. >> That's right, I saw them at lunchtime. >> Yeah, which was great. So we're having a good time. >> What are they called? The On-Calls. >> The On-Calls. I let them name themselves. >> And so, you've been here a year now. So, how are things moving, how are you moving the company along since you got here? What are some of the strategic things that you've been able to execute, and now you're looking forward? >> So, it's just been an incredible year, honestly. You always hope for a number of things when you come into a new role. You hope that the team rallies around the business. You hope that the opportunity is as significant as you thought it would. You hope that there aren't more bad surprises than you think there are going to be. PagerDuty's been so unique, in that there have been more good surprises than bad surprises. There's so much potential to unlock in the business. But probably the thing that's most amazing about it is the people, the community, and the culture around PagerDuty, and just the sense of alliance towards making the engineering world work better to insure that customer experience and employee experience is better. There's just a real sense of duty there, and there's a sense that the community is there with you trying to make it happen, as opposed to working against you. So a lot of our innovation this year, and I mean, we've released tons of new technology product, including machine learning and analytics, and going from reactive and responsive to proactive. There's a lot of stuff happening. So much of that has come from input from our practitioner community and our customer base. You just don't always have that kind of vocal engagement, that proactive, constructive engagement from your customer base, so that's just been amazing. And the team's awesome. We've expanded into the UK and western Europe over this summer. We opened an office in Sydney recently. We've shifted from being a single-product company to a platform company. We've more than doubled in size, 150 people to over 350 people. We're in 130 countries now, in terms of where our customer base lives, and just around 10 thousand customers, so really, really amazing progress. Sometimes I feel like we're a little bit of a teenage prodigy, you know? We're growing super fast, other kids are starting to learn how to play the piano. It's a little awkward, but we're still really good at what we do. I think the thing that keeps us out in front is our commitment, and all of our efforts being in service to making both the lives better of the practitioners in our community, and creating quantifiable value for our enterprise customers. >> It's interesting to focus on the duty, because that kind of came with the old days of when you were the person that had to wear the pager, right? Whether you're a doctor on call, or you were the IT person. So it's an interesting metaphor, even though probably most of the kids here have never seen a pager. >> No, I remember as a kid, my dad was in healthcare, and he had a pager, and you knew that when the pager went off, it was time. You were on-duty, you were out. And there's an honor in duty, and it is a service to the organization. Adrian Cockcroft was here this morning, VP of architecture from AWS, and known for cloud architecture that he built out at Netflix. And he said something really interesting, which is, he believes all people should be on-call, because you need the pain to go where it's most useful. And if everybody's on-call, it also creates this kind of self-fulfilling cycle. If you know you're going to be on-call, you build better code. If you know you're going to be on-call on the weekend, you don't ship something stupid on Friday night. If you know you're going to be on-call and you're a non-technical person, you align yourselves with people who are technical that can help you when that happens. So there's something sort of magical that happens when you do have that culture of being available on the spot when things don't go as planned. >> And now you've got a whole new rash of technology that you can apply to this, in the area of artificial intelligence and machine learning. Wonder if you could share a little bit, where is that now taking you for the next step? >> I think the biggest opportunity with machine learning for us is that, over the last eight years, we've been collecting a tremendous amount of data. And AI and machine learning are only as good as the data they sit on top of. So we have three really interesting data sets. We have the events and the signals that come from all of the machine instrumentation, the applications, the monitoring environment, the ticketing platforms that we integrate directly to. We have information around the workflow, what works best for most of our customers, what doesn't work. What's the best agile-centric DevOps related workflow that enables ultimate response and ultimate availability and resilience for customers. And then finally, what's going on with the people? Who are the people that work the hardest for you? Who are the people that have the subject matter expertise to be the most useful when things aren't working the way they should? You bring all of that together, and you build a model that starts to learn, which immediately means you can automate a lot of manual process. You can improve the quality of decisions, because you're making those decisions in context. An example would be, if an incident pops up, we see it in the form of a signal or a set of events. And our machine learning will recognize that we've actually seen those events before. And the last time this happened, here's what the outcome was, here's what went well and not so well, here's how you fixed it, and here's the person who was on top of it, here's the expert you need to call. So I've immediately shortened the distance between signal and action. I've gotten the people, now, that are going to come in to that process to respond to either a problem or an opportunity, are already much more prepared to be successful quickly, efficiently, and effectively. >> So you've shortened it and you've increased the probability of success dramatically. >> Exactly. And maybe you don't even need a person. That person can go off and do other more important proactive work. >> But you're all about people. And we first met when you were at Keynote and we brought you out for a Women in Tech interview. So you had a thing on Tuesday night that I want for you to share. What did you do Tuesday night? >> I was just super moved and inspired and excited. I've had the opportunity to attend lots of diversity events, lots of inclusion events, a lot of support groups, I'm asked to speak a lot on behalf of women and under-represented minorities, and I appreciate that, and I see that as my own civic duty to help lead the way and set an example, and reach back for other people and help develop younger women and minorities coming up. But I've found that a lot of these events, it's a bunch of women sitting in a room talking about all the challenges that we're facing. And I don't need to spend more time identifying the problem. I understand the problem. What I really wanted to do was bring together a group of experts who have seen success, who have a demonstrable track record for overcoming some of these barriers and challenges, and have taken that success and applied it into their own organizations, and sort of beating the averages in terms of building inclusive, diverse teams and companies. So Tuesday was all about one, creating a fun environment, we had cocktails, we had entertainment, it was in a great venue at Dirty Habit, where we could have a proactive, constructive, action-oriented conversation about things that are working. Things that you can hear from a female leader who's a public company executive, and take that directly back to your teams. Expert career advice, how some of these women have achieved what they have. And we just had a phenomenal lineup. Yvonne Wassenaar, who's the CEO of Airware, and Andreessen Horowitz come, theCUBE alumni, previously CIO at New Relic. We had Merline Saintil, who's the head of operations for all of product and technology for Intuit. Sheila Jordan, the CIO of Symantec. We had Alvina Antar, who's the CIO at Zuora. And, I'm missing one ... Oh, Rathi Murthy, the CTO at the Gap. And so, just quite an incredible lineup of executives in their own right. The fact that they happen to be a diverse group of women was just all the more interesting. And then we surprised the organization. After about 45 minutes of this discussion, sharing key learning, sharing best practices, we brought in the San Francisco Gay Men's Chorus, who are just embarking, in the next 10 days, on a trip called the Lavender Pen Tour, where they're looking to spread love, hope, and social justice, and proof that diversity delivers results, in the southern states, where equality equals gender equality, and I think challenges for equal opportunity for the LGBTQ community are really significant. And Mikkel Svane, who's the CEO of Zendesk, introduced me to Chris, the director there, about a week before, and I was so inspired by what they're doing. This is a group of 450 volunteers, who have day jobs, who perform stunning shows, beautiful music together, that are going to go on four buses for 11 days around the Deep South, and I think, make a big difference. And they're taking the Oakland Interfaith Gospel Choir with them. So just really cool. So they came, and I mean, when's the last time you went to a diversity event and people were singing, and dancing, and toasting? It was just really different, and everybody walked away learning something new, including the number of male executives, champions that I asked to come as my special guest, to support people in building sponsorship, to support these women and these under-represented minorities in finding connections that can help them build their own careers, they learned a lot at the event. It was incredible. I'm really proud of it, and it's the start of something special. >> I love it. I mean, you bring such good energy, both at your day job, and also in this very, very important role that you play, and it's great that you've embraced that, and not only take it seriously, but also have some fun. >> What's the point if you're not going to have fun? You apply the growth mindset to one of the biggest problems in the industry, and you hack it the same way you would a deeply technical problem, or a huge business problem. And when we get constructive and focused like that, amazing things happen. And so I now have people begging to be on the next panel, and we're trying to find the next venue, and got to come up with a name for it, but this is a thing. >> And oh, by the way, there's better business outcomes as well. >> I mean, I did a ton of business that night. Half that panel were customers that are continuing to invest and partner with PagerDuty, and we're excited about the future. And some of those women happen to be machine learning experts, for instance. So, great opportunity for me to partner and get advice on some of the new innovation that we've undertaken. >> Well, Jennifer, thanks for inviting us to be here. We love to keep up with you and everything that you're doing, both before and in your current journey. And congrats on a great event. >> My pleasure. Absolutely. Thanks for having me. >> She's Jennifer Tejada, I'm Jeff Frick. You're watching theCUBE from PagerDuty Summit. Thanks for watching. (upbeat music)

(The Cube Theme) >> Voiceover: Live from Silicon Valley, it's the Cube, covering Google Cloud Next '17. >> Hey, welcome back here, and we're here live in Palo Alto for a special two days of coverage of Google Next 2017. I've John Furrier here in The Cube. We have reporters and analysts on the ground who are calling in, getting reaction on all the great news, and of course, Google's march to the enterprise cloud really is the big story, of course, they have their cloud they've been powering with their infrastructure and it had great presence, powering their own stuff, just like Amazon.com had Amazon webservices, Google Cloud now powering Google and others. Diane Green, new CEO, taking the reins, making things happen, we covered that news, and for an entrepreneurial perspective we have Tarun Thakur who is a co-founder and CEO Datos.io, former entrepreneur at Data Domain, been in the business, newly funded, Series A entrepreneur funded with True Ventures and Lightspeed. >> That is correct, John, thank you. >> Thanks for coming on. Tell us what you guys do first. Explain what you guys as a company are doing. >> Absolutely. I'd love to first thank you for the opportunity. It's a pleasure to be here. About Datos, I'll sort of zoom out a little bit and if you really see what's really happening out in the industry, our founding premise, me and my co-founder, Prasenjit, our founding principle is very simple. There are some transformative changes happening in the application era. I was just listening to Akash talk rom SAP, and enterprise workloads are moving to the cloud. That was our founding premise, that not only do you not have those IOT workloads, these SAS workloads, the real time analytics workloads, being born in the cloud, but you have all these traditional workloads that are moving as fast as they can to the cloud. So if you really look at that transformative change, we have a very simple founding premise: applications define the choice of the IT stack underneath it. What do we mean by that? The choice of the database, the choice of the storage, the choice of all the data management tooling around it, starting with protection, starting with governance, compliance, and so on and so forth, right? So if the application workloads are under disruption, and they're moving to the cloud, the impact it has on the IT stack underneath is phenomenal. >> So Tarun, you guys had a great write-up in the Register, Chris Miller, who is well known in the story, 'cause we all follow him, he's a great guy, and very fair, but he can be critical, too, he's very snarky. We like his columns. He called you guys the Tesla of the backup world. What does he mean by that? Does he mean it like you have all the bells and whistles of a modern thing, or is there a specific nuance to why he's calling you the Tesla of the backup world? >> No, this is excellent, John. You know, we are fortunate and we're honored. >> Electric backup? I mean, what's happening here? (laughing) I mean, what does he mean by that? What's the meaning? >> Couldn't have given us a better privilege than what he gave. Had a chance to host him in the office, small office, much smaller than what you have here, in December, and a 45 minute session became a two hour session and really he dug into why the Tesla, and essentially it goes back to, John, you had the traditional workloads running on your traditional databases, classical scale-operational databases like Oracle and SQL. Now, you're dealing with these next generation, hyperscale distributed applications. IOT real time analytic is building on that team, those are being deployed fundamentally on distributed architectures. Your Apache Cassandra, your Amazon Dynamo DB, your Google Spanner, now that we're talking in the context of Google Cloud Next, right? When you look at those distributed architectures, there's so much fundamental shift. You don't run them on shared storage, you don't have media servers anymore in the cloud- >> You have the edge. You have the edge out there. >> You have the edge computing. Given all those changes, you have to fundamentally rethink of backup, and that's essentially what we did. Just going back to Tesla, Tesla was started with a fundamentally seminal architecture. >> So you thought this from the ground up. That's essentially one point, and the other one is that it's modern in the sense of it's really taken advantage of the new architecture. >> That's absolutely right, you know, when we started, again, back in June of 2014, we really started with the end in mind, ten years, the next ten years ahead of us, and the end in mind was, "Look, it's going to be distributed architectures, "it's going to be your hyperscale applications, the webscale applications, and you need to be able to understand data and protect it and recover it and manage your data at that scale. >> Okay, so you guys are also Google partners, so you have an interesting perspective. You're on the front lines, Series A entrepreneur, you haven't cleared the runway yet. You still have to prove yourself. The game is just starting; you don't end it with the financing. That's just validation for the vision and the mission, and you've had some good press so far from Chris, now as you execute, you have a partner in Google. What's your analysis of Google, and as someone who's close to them, certainly as an entrepreneur, you're nimble, you're fast, you understand the tech, you mentioned Spanner, great horizontal scale of opportunity, but some of the enterprises might be a little slower, and they have different orientation, so help us understand what's Google doing? What's their main focus? >> I'll give you an answer in three part series. Number one, we are, again, a start-up, seriously, as you said, we have a lot ahead of us, even though we've been out here for three years, it feels like yesterday. (laughing) >> John: It's a grind. >> It is a grind, but to partner Google Cloud, one of our key marquee customers, a Fortune 100 home improvement retailer, under NDA, cannot take their name out of respect. >> John: Well the register says Home Depot. (laughing) >> Okay. >> Okay, so- >> I'll let Chris do the honor, but it's a Fortune 100 home improvement retailer, John, and their line of business, their entire e-commerce platform, the CIO down has moved their entire platform, migrated from DB2 to Google Cloud. It's not running on DB2 on Google Cloud platform, it's running all on a distributed massive scale- >> So did they sunset DB2 or did they completely- >> Tarun: Completely migrated away from DB2. >> Okay. >> It's part of the digital transformation journey Home Depot is at. They are three years in, they have two more years to go, and as part of the digital transformation journey they're on, they are now running their e-commerce website, which, think of you and I going to Thanksgiving and buying your home tools, and that application runs on a highly scalable Apache Cassandra database on Google Cloud. Now, second part, going back to large-scale enterprises, Home Depot, being how progressive they are, they understood cloud does not mean recoverability. Cloud gives me the scale, cloud gives me the economics, cloud gives me the availability, but it doesn't give me the point in time, and I need myself to be covered against that "what if" moment. We have hold-the-delta moments, we have hold-the-gitlack moments, SalesForce.com down with that human error, right? You don't want to be in that position as a Home Depot. >> You mean Amazon went down? >> Tarun: And Amazon. >> Yeah, Amazon went down. >> And if you read the analysis, the analysis was, "We're sorry guys, there was a human error. "Somebody was meant to change this directory; "he changed that directory." >> So this is a whole new game. One of the fears that the enterprises have is that in a new architecture, besides security, which is a huge issue, we'll have another segment on that shortly, but is that I want to leverage the capabilities of the partner in the cloud, because manageability, certain things, I don't want to build on my own, and so I can see you guys being a new modern piece because the data piece is so important because I'm storing at the edge, I'm not moving data around, so there's no data in motion as much as it is on premise. Is that a big part of this? >> It is, from a, I'll zoom out again, from a CIO perspective, we pitched this to about 100+ CIOs so far. From there it is truly, and I hate to use this word, but it's truly a multi-cloud world, John. They have invested in private clouds and an on-prem infrastructure that ain't going anywhere anytime soon. They are moving some of their SAP instances to a CenturyLink, MSPs, the managed service providers, but they know, as a CIO, I have my application developers and I have my lines of businesses- >> John: And they have their operations guys, too. >> Who want to go as fast as they can. I'll come back to the operations in a second because you'll be very surprised to hear this, but again from a CIO down, he wants to make his application developers to go as fast as they can, and he wants the lines of business just to go open up the next applications- >> John: Because that's top-line revenue right there. >> That's top-line revenue right there. So they want scale, they want agility, but they don't want to sacrifice that insurance piece. Going back to the IT ops and the dev-ops and the classical ops, you'll be surprised, we've been working with this team, our lead-in to the Fortune 100 home improvement retailer was a line of business, but right now it's all about their core IT team. Their IT ops team, the database admins, the database ops people, they are the ones who are really running this product day-to-day, day in and day out, and scaling it, and using it at the pace they need to. >> What's the big misconception, if you could point to, about Google, because one of the things we're trying to surface is that Amazon and Google, it's not apples to apples comparison, they're different clouds, and it is multi-cloud, I want to get you to that question today, but we can get to that in a second, what your definition of that means, but for now, what is the big misconception in your mind, people might misconstrue with Google? >> That's a great question, John, and I was hearing your previous interview with Akash, and again, I'll give you our partner-centric view; a young start-up built something disruptive for that platform. We got Amazon as the first platform. We have a good set of customers running on Amazon, and of course, this home improvement retailer took us to Google Cloud, "Hey guys, if you want to work with us, "you have to support Google Cloud." We went to Google Cloud, and the amount of pull that we got from Google Cloud folks to make it happen in less than three months was phenomenal. They didn't stop at that. They brought their solution architect team, Google Cloud, wrote a paper about Datos, their team, and posted it on their website. "How to use Datos on Google Cloud." Fascinating. Amazon has never done that. It, again, speaks to if you see all the announcements that came out yesterday, Google Cloud has been a significant- >> Well Google's partnering, Google's partnering, one of the things that came out of today's news that has been teased out is Diane Green said in the keynote, "I like partnering." She used the word, "I like partnering," meaning Google, and she has that DNA. She's from VM, where she knows the valley game, she understands ecosystems. She also likes to work on some cool stuff, which could be a double-edged sword. She's always been innovating. But Google has the tech, and she knows enterprise, so they're marching down that road. What areas would you say Google needs to sharpen up a little bit to kind of move faster on? I mean, obviously there's no critique on them; they're pedaling as fast as they can, but in the areas you think they should work on, is it security, is it the data side, what are the things that you think they've got to pedal a little faster on. >> I would definitely start with enterprising touch. I think they need to really amp up the game around enterprise. >> John: You mean the people, the process? >> The people, the processes, the onboarding, the deployment, giving them the blue templates, giving them reference architectures, giving them, hand ruling them a little bit, and I think that'll go a long ways- >> John: The basic enterprise motions. >> Yes, you need that. You're a cloud; that doesn't mean my database guy is not going to need the help of a Google Cloud admin to help me onboard. They need that wrap-up. From their point on they build phenomenal scalable services. Snap invested two billion dollars in Google Cloud. They understand- >> And Amazon got the other half, but- >> The underlying infrastructure is there. >> Yeah but this is the thing. The problem that, the problem is that there's two perspectives of what we see. One is people want to run like Google in the sense of how they're scaling, but not everyone has Google-like infrastructure, so I think Google has to kind of, they want the developers, in my mind, they get a A+ there, with open source, what they do with Kubernetes and whatnot, the operational orientation is something they've got to work on, SLAs are more important than price. >> Managing the orchestration piece, giving them the visibility, letting them come on and come off, and going back to multi-cloud, I'll tell you again, the same customer took us to a use case, which is so fascinating, John. They want on-prem backup and recovery. Remember, protection is the Trojan horse. Protection, it all starts with protection. >> It's always one of those things that's always been front and center. You saw that. It used to be kind of a throw-away thing. "Oh, what about backup? "Oh, we didn't factor in." Now it's front and center, certainly cloud is going to be impacted because data's everywhere. Data's going to be highly frictionless. Okay, question, and final question on this piece, where we talk about what you guys are doing, what does multi-cloud mean, or two questions: what is the definition of multi-cloud, and what does cloud-native mean to you? Define those terms. >> Absolutely. Those two terms are very, very close to us. So multi-cloud, I'll begin with that. I'll give you a customer use case that will hopefully ground the conversation. A multi-cloud essentially means from a customer perspective, I'm going to run on-prem infrastructure, I want to be able to recover or manage that data in the cloud, I don't want to make multiple copies, I don't want to duplicate data, I want to recover a version of that data in the cloud, why? Because I have my application developers who want to test staff. I want my DR to be in a different cloud. I do not want to put all my eggs in one basket. So again, it is truly- >> John: It's a diversity issue. >> It is, and they want multiple-use cases to be spread across clouds. Some clouds have strength in DR, some clouds, like Amazon, have strength in orchestration, and onboarding, and some cloud platforms like Google Cloud have strengths in, hey, you can bring your application developers and you don't have to worry about retail. Some of the retailers, like Gap, like Safeway, like eBay, those guys will hesitate to go to Amazon because they know Amazon, at the heart, is a retail business. >> So conflict there. Now, cloud-native. Define cloud-native. >> Cloud-native, to us, is you have Oracle running that database natively within the services of the cloud. For example, take Amazon Dynamo DB. It's a beautiful example of a cloud-native service. You don't run Dynamo DB on-prem. It was built ultimately for the cloud. Cloud Spanner, another example of cloud-native. It is built for that infrastructure, floor ground up, and has been nurtured for the last ten years for the elastic infrastructure. >> Alright, Tarun, great to have you on. Quick plug for what you guys are doing. What's next? You got the Series A, you're getting customers, you got a big customer you can't talk about, but it's in the Register article, Home Depot. What other things are you working on? What's the key priorities? Hiring? You've got some new announcements coming up I hear. Rumor mill, I won't say who they are, but you're partnering. What's the key focus? What's your key objectives? >> No, we only stay focused on building, and as you early on said, it's still early for us. We want to stay focused on getting customer acquisition, customer momentum, deploying those customers, making them happy customers, having them become referenceable customers for us, and of course, the next big focus for me personally is going to be bringing some of the people in the team, some of the people who can help me scale the company- >> John: Engineering- >> Engineering, marketing, business development, sales, go to market, so that's going to be second we're to focus, and third, and again, you'll hear the announcement coming very quickly, we're going to be partnering with some of the leading enterprise infrastructure companies, both on their enterprise traditional storage companies, and some of the leading, I'm just going to leave it at that. >> And True Ventures is the seed investor and Lightspeed on the Series A, the True company on the Series A with them. 'Cause they tend to follow, they don't leave you hanging. >> Yeah, Puneet is excellent. I love him. >> Yeah, John Callahan's company's got great stuff. And they had some great eggs, they had FitBit and they've got a lot of great stuff going on. >> Well they're excellent, excellent pro-entrepreneur people. Great to work with as well. >> High integrity, great people. Tarun, thanks for coming on and sharing the entrepreneurial perspective, the innovation perspective, certainly as a Google partner, good to have your reaction and analysis. >> Thank you, John. >> It's The Cube, bringing you all the action from Google Next here in our studio. More Google Next coverage after this short break. (The Cube Theme)

>> Commentator: Live from Palo Alto, it's theCUBE, covering Women Transforming Technology 2017, brought to you by VMware. >> Welcome back to theCUBE's coverage of Women Transforming Technology held at VMware. I'm your host Rebecca Knight. Joining me today is Cornelia Davis. She is the Senior Director of Technology at Pivotal which is the Palo Alto-based company that provides Agile development services on an open source platform. Thank you so much for joining us. >> Thank you for having me. I'm so happy to be here. >> So before the cameras were rolling, you started telling me a little bit about your personal story. You're a woman in tech who loves the tech, but you said for the past three years, you've also become an activist and an evangelist for getting more women into this business. Tell us about that transformation. >> Yes, I'll tell you a little bit about that story. I have the gray hair to prove it. I've been doing this for some time. I actually was a woman studying computer science back in the day where we were getting close to equity. >> Rebecca: There was a time when it was-- >> Yeah, there was so back in the '80s, I was majoring in computer science and I think that we were close to 40% at the time, although I have to say even before I was in college, I was always the girl who was out playing soccer with the boys at lunch time. Gender never really seemed to make much of a difference to me but anyway, I got a degree in computer science and then I spent 25 years in the industry and sure, there were times where I would notice that I was the only woman in the room. Actually I would say maybe three or four years ago, I went to a customer opening where they were catering to the developer community and in the room there were 250 developers, I was the only woman. I mean seriously, I was the only woman of 250 and I was like wow. But other than notice it and chuckle about it and even have some of those experiences where maybe somebody assumed that I was the HR person and not the technologist, those types of things, I never really did anything about it. And then about three years ago, I had the great fortune of meeting Robin Hauser Reynolds and Stacy Hartmann who are the two women behind the movie Code: Debugging the Gender Gap, you've seen it? >> Rebecca: Yes, yes. >> A fantastic film, a fantastic piece and had this opportunity to meet them and got involved in the film and Pivotal became a sponsor. They did some of the filming. They did some interviewing of people at Pivotal and it was through that experience and then I got to go to some of the screenings and participate in panels and so on and it was through that experience that I started to understand that it wasn't just curiosity, that it was actually declining, the numbers were declining and that it was a real serious problem. And so after being in the industry for 25 years and not really doing anything about it, I've become an activist and so I spend a lot of time jabbing on about this. I'll give you another example. Last year in January, Pivotal brought most of the company together here in the Bay Area. We brought about 1,200 people into the Bay Area for worldwide kickoff. And the very first talk that they had after our CEO spoke was a talk on diversity and they actually invited me to come up and speak about gender diversity or lack thereof in technology and talked about the Girls Who Code and some of those great programs out there. >> I want to get back to Girls Who Code because I know that you're passionate about it, but I want to also just get back to the moment that you described where you went from chuckling about being the only woman in the room and saying, "Oh it's not silly," to really feeling, "Hey this isn't right. "I want things to be different." What was that moment? Are you trying to recreate that moment for other women as a wake up call? How would you describe your activism? >> I don't know that it was a moment, but the thing that catalyzes me, the thing that makes me really passionate about doing this is that I have this tremendous opportunity. The way that I came into computing personally was at the end of my sophomore year in high school when we were signing up for classes the following year, I was looking at what might I sign up for and I signed up for a computer programming class and then I went off and I joked around that I went off and had a bitchin' summer. That's the stuff we said in the '80s. I went off and had a bitchin' summer. >> We should bring that word back. Let's do it, Cornelia. >> It's a good word. And I came back and had this computer class on my schedule and I was like, "Uh no, no, no, no. "There is no way I'm doing this." And I skipped class for the first two or three days and then I finally went and curiosity got the better of me. I tried it out and I was hooked. Literally that was the moment, not for my activism, but that was the moment where I had like, "Oh my gosh, this is going to change everything. "This is what want to I do." And that's what brought me to computing and that's what makes me an activist now because I didn't realize for those 25 years that other people didn't have those opportunities, that they were actually systemically being discouraged from having those opportunities and so I think that's at the core of my activism is I want people to have the opportunity because I love what I do so much and I think I was mentioning before before we started rolling the cameras that I've been a technologist my whole career. Occasionally I've branched off and tried to do maybe a little bit more leadership or a little bit more of that, but I love the tech so much and it's such a great wonderful career to be in, self-sustaining and all of those things, I want other people to have that opportunity. That's what gets me going. >> I was reading a bio where you're a self-described propeller head and you can find her knee deep in the code and now you want to inspire the next generation and so you've gotten involved with Girls Who Code. Tell us more. >> Yes so it wasn't actually through the film. I think it was just simply, it was serendipitous, right around the time that I was starting to awaken to what was going on in the industry. Working for Pivotal, Pivotal in our San Francisco office, it's a very cool office. It's very different from what I saw in most of my career which was cube farms. It's a very open floor plan, very hip, just a cool place to be. >> What the rest of us East Coasters envisions Silicon Valley to be. >> Yeah, it's really pretty cool. And so the Girls Who Code, for those of you who might be watching that don't know about the Girls Who Code, it's an organization that really targets high school girls and their flagship program is in the summer they have a seven-week immersion program where they bring girls in and they basically code, they learn to code from nine to five every day for seven weeks. It's a pretty intensive program. Well about three years ago, we weren't sponsoring at that level, but we would be a field trip location. One of our close partners, investors, customers, is General Electric. They hosted a group of these 20 girls in their San Ramon office. They came to us for a couple of summers as a field trip location and of course the girls loved it. They walk off the elevator there's snacks, there's drinks. We parent programmed with them. It's a really cool experience. And then last summer, we actually took the next step and hosted our own groups so we had a group of 20 young women who were here in our Palo Alto office for seven weeks learning to code and I had the wonderful opportunity to spend time with them several times throughout the summer and I actually commute to the Bay Area, not everyday but I commute to the Bay Area and the days that I was coming up here in part to see the girls, I'd wake up at four in the morning for my flight and I'd be like, "I get to spend time with the girls today," and I saw it. I saw the girls who in the first week were clearly there because their parents made them be there and they're sitting there like this and they've got the same attitude that I had when I was in high school the first three days like I am not doing this and the same people are standing up at the graduation ceremony at the end of the seven weeks saying, "This changed my life." And one of those young women I'm spending a little bit more time with is now a computer science major at Northwestern, early decision. It's just fantastic to see that light up. That's what gets me going. >> Now why high school? I get high school in the sense that they're old enough to take on a summer job like internship, but what is it about that age do you think that is so critical? >> Yeah so that age, I'll be honest with you, I think is almost too late for a lot of girls because we are able to reach, I just mentioned, that there were girls in there whose parents forced them into that. They had already self-selected out. Just like I had when I was in high school. I had self-selected out. I was way too cool to be in computing and so in some ways high school is a little bit too late. However, I think you nailed it, is that there's an opportunity there that they're mature enough that you can do something as immersive as a seven-week program and these girls are tremendous. These girls after a seven-week program are going back to their high schools and being the president of their Girls Who Code after school clubs and teaching them and I was just spending some time, we had a hangout with them recently where they said when their friends are asking, "What are you going to do this summer?" And the girls said, "I have no idea, "but you know what you should do "is you should do Girls Who Code." She said, "That's all I want to do. "I just want to do Girls Who Code all over again." And so I think you're right, I think it's opportunistic in that they're ready, but unfortunately I think it, like I said, it self-selects a lot of people out. I think fundamentally the thing that we need to do to reach the younger grades, the younger students, is it needs to be part of the curriculum. It absolutely 100% needs to be part of primary school curriculum so that they can get hooked and understand what it is before they self-select out because they're self-selecting out based on a perception and the image that they have of what it is, the Silicon Valley show, that's a perception. Sure it's satyr but young people see that and they don't see it as that. It just looks like something where there's a whole bunch of misbehaving men treating women poorly. >> So on that actually Cornelia, what do you make of the really distressing news that we're hearing that's not necessarily new, there has been the Uber bombshell of last week, but what we know about the culture here and maybe why there were so many women and it was almost 50/50 and then we started to see a drastic change and lower numbers of women in computer science and a lot of women just saying, "Ew, I don't want to be part of that. "I don't want that for my career." What do you say to them and what do you say to the men who are not even knowingly discouraging them from that kind of career? >> Oh, I love what you just said, not even knowingly. One of the things that I spend a lot of time talking with folks about every chance I get is implicit bias. I think that there's definitely overt sexism and in the last week we've seen that big in the news and that is a huge problem. I think I've heard statistics of whatever 60% of women have some level of relatively overt sexism, 100% of us get the implicit, the non-overt, and people who are well-meaning saying things, when they say for example, I was just chatting with a young lady a couple of weeks ago. She's a sophomore in college and she was telling me that last summer during her internship, within the first week or two, her boss was talking to her about her career plans moving forward and was already encouraging her to go more into management than into technology. This person was not evil, wasn't trying to keep women out of technology or keep women out of the most technical parts of a technology career, but he really genuinely believed that, "Maybe women are better at that and not so good at this," and it's really just our implicit biases. So I think that's a big part of it. And for the last year or two, I've been talking about implicit bias and I've been talking about the compensating mechanisms so first of all recognizing your implicit biases and then being conscious about them and then consciously combating them. I've become in the last several months, I would say six months, I've become more and more interested in the idea of how do we actually change those implicit biases. >> And this is men and women. It's not just the men here. >> No question because when I've had conversations where I've spoken for example on implicit bias, I've had women come up to me afterward and say, "I signed my son up for a coding camp. "I never even thought about signing up my daughter." >> Rebecca: Oh, that hurts. >> And I was like, "So you're signing her up now, right?" She's like, "Oh yeah, oh yeah, yeah, yeah." And so I think it's really interesting to start thinking about how do we actually get rid of them? It's one thing to recognize them and then fight them, but it's another thing to get rid of them. I think the only way we can get rid of them goes back to the statistics that we talked about early on which is I am surprised when I see a woman technologist. That's just the way our brains work. We categorize things. >> We have an idea in our head of what that person looks like. >> We put things in buckets. We wouldn't be able to function in this world with so many different inputs unless we put things into buckets and we just put things into buckets largely based on statistics. And so I'm becoming increasingly interested in really amplifying the voice of women in technology because when we hear women's voices in technology, women who are up there not talking about what we're talking about today which is the gender imbalance, but talking about the tech itself, then we start to normalize, then we start to re-categorize things in our brains so that we're not surprised when we hear a woman talking about something deeply technical or somebody who's doing particle physics or something like that, we're not surprised anymore and say, "Wow she's a rocket scientist," it's normal. That's what I'm interested in doing is getting that to be the norm, not the exception. I think the first step what I would say to people, what I do say to men and women across the industry is first of all recognize it and then let's see what we can do to change it. >> Cornelia Davis, thank you so much. That's good advice, that's good advice. And we'll be right back with theCUBE's coverage of Women Transforming Technology here at VMware. (modern techno music)