>> live from Mountain View, California. It's the queue covering definite create twenty nineteen. Brought to you by Cisco. >> Welcome back to the cave. Lisa Martin with John Barrier on our first day of two days of coverage of Cisco Definite Create twenty nineteen at the Computer History Museum in Mountain View, California. John Eyre. Please welcome to iniquitous and directors solutions, architecture and Devil Box from Liberty Technology. Tony, Welcome. >> How are you? >> Good, thanks for Thanks for having us tell our audience a little bit about liberty technology before we get into the community. What you doing your breakout session? >> Not a problem. The re technology is a company. Where? MSP company down in Griffin, Georgia. And so we handle a lot of a lot of clients are either public sector cities, all different types of all the different verticals. So well. And so do you have a client? A customer out there that needs needs an extra arm into it. We're there for them. >> So your basement of Georgia, Which means that how warm it is in here today Outside should be nothing for you right >> now. Tell me about >> well outside >> now, since there is no humanity I like it back home in few minutes, >> Californians were babies. >> Yeah, Joni, Public Sector. We've done a lot of interviews of public sector folks with their towns and cities, air, ground rules, municipalities, cities, their I t light. And then they don't have the Dev ops expertise, but clouds a perfect fit for them. But they have a lot of certain characters. Whether it's email is very ephemeral. People come and go, So getting people collaborating in these distinct user groups that have different roles and responsibilities is a challenge. How are you guys solving that? Because there's something I know you guys have worked on. There's a challenge that's only Republicans for enterprises do. How do you bring people that are distinct user populations that have an application or roll or use case into a collaborative, horizontally scaleable >> system? We show Be honest way. Go in there and we go in there and we discover as to what they're doing now, what are their pain points? What do they want? Change where they want to go and then we show them the collaboration started. We shone like what makes team's way? Show him all of the, uh, meetings room devices, things like that. And then not just on the collaboration side, but also if there helping with three, six, five their security than Rocky. That's how we bring. That's how we bring collaboration intothe public >> about the Cisco dynamic we've been covering definite create since it started. Definite. Now it's just go live couple years, seeing kind of a new vibe and new mojo going on with that within the Cisco ecosystem of actually coding stuff up, whether it's slinging AP eyes together or creating new ones. New capabilities. How is it changed the delivery in performance of the customers? Because this is not just your old school Cisco networking company. Yeah, they got APS. Things are connected. Date is moving from Point A to point B. All right, but he's kind of integration challenges. Kind of seamless program ability is the core theme here. What's your reaction? Thoughts on all this? >> No. >> Well, first off, this is my first definite create. I've been to other Siskel lives have not been too. Don't think great yet so so far, I'm enjoying this a lot. It's I like the tight niche, the community style of this of this event I'm sorry. Go back, >> Tio. Go live a little creations that are going on here. Very community already. Kind of be open source projects. Yeah, people talking to each other, a lot of hallway conversations. But it's a kind of a new kind of collaborative model that customers are now getting exposed to write. This is something >> new. I mean, it is. It's new, and I'm finding a lot times where a lot of customers and clients they've heard about it, but they don't know yet. So it's our job to actually get them to adopt to it and and also adapt to it as well. So it's almost like how we have our own like community here. For definite. It's almost how can we take that structure and show it to our clients >> and translation involved Kind of kind of taper down the excitement, maybe, or keeping up questions for you people watching that aren't here. A definite what's that? What's the vibe here? Like, what's some of the cools? Things you've seen and heard are something Well, the keynote was >> great either. Was amazing Kino how they actually showed how, especially with the Iraqi had when Mandy went while I was out there talking about from the small campus to the festival and to an actual >> there's a radio >> that was a great use of incredible, especially with like big Stadium and how John McDonough came out and showed about how there was a fight on the field with you. Yet no one saw it, but yet then, when they went through the actual demonstrate, the actual video were like, Oh, yeah, this's amazing how it's almost like it was like the minority report way. You're already >> exactly Dan. Yes, the data out there, >> all that data and they just machine learning A I just watching people, seeing what they're doing, kind of almost like predicting what they're going to do >> and every little bit, actually, a little bit. I agree with you. I thought they did a great job with that, Especially coming off the heels of Coachella and showing how they can enable Cisco enable developers for social folks to set up secure networks of different sizes and also be able to use in real time machine learning a eye to evaluate what's going on the offensive. And that was a very cool, real world example of what they showed. Leveraging machine learning, identifying. There's there's an issue here. There's an altercation. They surprised at a sports event, right? And deploying those. It has a lot security, many sports events, though I thought it was all that the security was just casually walking up to fight. That's another thing >> that you would slow >> down. But you don't know what >> you're right. >> And it is so many more etiquette rules now at events, whether it's, you know, hate crimes or just, you know, just violent language fights. Also, everyone sees those that write that events. But this actual now, surveillance tech out there. You know, you could tell the guys that how many beers he's had kicks in, You know, >> we're gonna have something where they can actually check out someone like Heat signature. They can't tell how >> much he's going to explode. Is the Red Sox going to blow the lead again? A. Having a good year? Well, you know, they wanted last year Yankee fans, so you would be off the charts now. Philly fans, a whole other story. I don't. Okay. My digress. You've >> got a breakout session. Sorry, John. A lightning session that's tomorrow Any time tomorrow. Tell us the title and what you're going to be talking about. >> Keisha, my title is orchestrate forty five percent. So >> we'LL just read the forty five percent correct Alright, Digging >> again tonight a little >> bit. I have a sly where we was actually Suzy. We actually did a presentation awhile back where she put up a slider, says where she talked about how fifty five percent of partners are creating APS and developing their own naps. So, way of liberty we saw that we were like, OK, what about the other forty five percent? So that's where that the idea came out too. Okay, let's I'll do a talk about how we orchestrate forty, forty five, forty five percent. So entails What I'm doing with that is that we actually have a platform called Consulate. Where there were that platform has the ability to integrate with multiple business processes. So we're connecting. We're integrating with connect allies with Iraqi doing eight about and so that I have it where that there'll be a trigger or Web hook from one my rocky cameras like emotion which will trigger which will create a ticket and connect allies so they can help out some help tasks service desk and then that which will also they get thrown into teams and click on the ticket and then also run commands and grab a snapshot from the camera. The right of the team's six teams >> fell by the Iraqi for a minute because we get a lot of hearing a lot of buzz about Muraki. It's not just wireless. It's not just what you might think it is, it seems to be connected tissue you meant. There's a great demo that added to she's showing around. They are with looking at network configuration. We're obviously to be connecting all of this together. What's your view on this? What's that? >> I for one, I love muraki. I run Rocky at home, so five the viol. Although the wireless is switching cameras and just that, it's it's one. Really. They have, like their own room platform that connects has all their devices connecting into the dashboard, and you could do so much with it that they're actually they're open up Now. The eyes, the web hooks this so much things that you can actually integrate with it. It's it's great, and it's the analytics that you get from it. >> And this is what you're talking about really about bringing these teams together through Webb Hooks for AP, eyes in through Morocco, the connected to direct and then allow the APS to be valuable, cross different groups >> very valuable, but then so that then you don't have it on. Engineer doesn't have have to touch different applications or devices. They get it all from one and from that one application, click and go to where you need to get got. >> So we're only on halfway through Day one of your first up that crate. But it sounds like you've already been exposed to so many things that I could see the wheels turning us without anticipating that you're going to be able to bring back to liberty. And that will really help drive. What you guys doing driving forward toward that customer engagement only, eh? Educate >> well, since it is, you know, it's like half day already on day one. There's still so much to see here. There's so much to see about Coyote. There's a bunch of workshops here about form Iraqi and the AP ice, which I want to join in and see what I can take out of that and bring it back. Um, you know, there's a bunch of stuff get on. So I want to gather all that and just be a sponge and then bring it back to liberty and say, Hey, this is what we can do. How can they fit into our business model? >> Awesome. Well, Tony, thank you so much for stopping by and talking with Jonah me on the program this afternoon. We appreciate it. Best of luck in your lightning session tomorrow as well. >> Thank you so much >> for John Ferrier. I'm Lisa Martin. You're watching us on the Cube. Live from Cisco. Definite great. Twenty nineteen. Thanks for watching. >> No.

>> Produced from the Cube studios. This's strong by science, in depth conversations about science based training, sports performance and all things health and wellness. Here's your hose, Max Marzo. I'm with >> the one and only Cory Slush Inger Cory is the director of men's sorry, director of performance from men's basketball at Stanford University. Good friend of mine, extremely passionate human. And for those you don't know former college basketball Hooper Corey really happened. Happy on a day to thank you for being here. >> No, man, it's an absolute pleasure. Me, Max. It's It's kind of crazy how our relationship has evolved throughout the years. Ah, start with Diem. You know, that's how it usually goes, the way your T shirt and he's got hair. So I wish I was that God, like I got it down here, but I got it out talk. So don't worry, Max. I'm going to make you a T shirt and I'm sending Teo. You said >> make a T shirt. I >> will wear >> until you plant cast with you again. >> Be careful with the pick. Might be >> way careful with that. Wait. Speaking of that, Corey, I mean, before we went on air here, you have a little story about your beard. And not to say you're only known for the beard, but the beer definitely is a staple in the slashing. Your appearance give me back for that. I want to hear it, and they will dive into some of the science. >> Yeah, man. So as far as the beard, I mean, it started at you. Maybe we're on a Spanish tour went overseas, and I did. One of those crazy handlebar mustache is right. I mean, it was gnarly, but being overseas just didn't shave, right? I mean, we're there for almost a week and a half, and I just started growing out the stubble. And then people are like, keep it going. And so I kept going and we were winning a lot of games. And then we end up winning a championship. And so it became like the tournament beard or became like the season beard. And so I just kept rolling it from there, and yeah, that's that's kind of where the beard is stated for now. And then when I realized, like if I could, it almost looks like a cancer patient. So I needed a key because he's blond eyebrows, man from five feet away. It looks like I'm ball period like I can't grow here. So, yeah, that's where the beard states is at this point. >> Well, Iet's fifty. I'm getting mine going. I'm not going to your caliber. I keep it trimmed, but it makes me feel like I'm a scientist or something. If I have a beard, makes you more intelligent, but getting off the topic here. When it comes to developing anybody, people say, you know, athletes, athletes, athletes athletes are what zero point zero zero one percent of population when it comes to developing anybody at all. We got talking about the bass aspects of human movement human development. You have an interesting take on this, and I don't want to spoil it for the listeners. I'd rather have you say it first, cause I'll just bastardized and screw it up. You're going to take on developing anybody regardless if they're an athlete or just general population, >> right? I mean, if you look through human evolution one or two things that we used to do, I used to farm. We used to kill things with our hands. We used to climb, you know, we used to throw things, you know? I mean, look at the the early Olympics, right? I mean, that's basically what the events wass. He wrestled someone. You ran faster than someone. You ran further than someone, and you threw some things. I and basically that's what human capacity is. So my goal before we actually trained them to be better athletes, is to make them better humans first, because if I can express their ability to be a better human, then they will be able to express their ability to be a better athlete. >> Joshua and with those movements, selections. If you have unique choice food people who don't follow up Instagram better weigh on your instagram handle at the end. But the selections of exercises you pick, it's not traditional a sense. Let's load a bar up. Let's do a hand claim you really take ownership of different shaped objects for that way, whether it be a yoke, whether it be a kettle bell, how do you come up with the most movements? Elections? What goes into that decision making? And for any individual out there, whether they are fast ball player who's seven one or a guy who's five eight, how do you decide which of those implements are best fitted for you? >> Well, everything that shaped the way I believe is one hundred ten percent based off my environment. And look, I played college basketball. Don't look at my stats. I was not that good, but I trained in or I've played with, and now for ten years I've trained that basketball athletic population, so you can imagine with me. Okay, I'm five foot ten. Very average, at best, especially with my links, man. Now imagine six foot six, but a seven foot two weeks man and all those things that I was good at, clean snatched jerk. You know, I was a purist in the beginning. I mean, of course I was right. I was just learning what strength iss How to be strong. Now, I'm trying to imagine further. Like, how do I have impact? How do I have quote unquote transfer? What? I'm trying to load these freaks. I mean, these guys are not normal human beings, right? They got seven foot two wings fans and short torso, so their levers are crazy. So now I'm asking them to do the same things that got me strong. Being at five. Ten, it just doesn't make much sense to me now, Not saying they don't have the capacity to do it mean help. Be honest with you. Some of my best weightlifters actually been seven foot tall, But that being said, if there's a way I can load them, that makes a lot more sense. That's easy to teach. I could do it often, and it's right in their comfort zone now, not comfort as in like we're not training hard, but like in their center of mass, where they can actually manipulate loads heavy loads at that with decent speeds. Then, yeah, I'm going to do that. So, for instance, we look at a bar bell, clean snatches all good. Why can't we do the same intent with a trap door? I mean, we could still pull. We could still triple extend and then we can still catch in that power position. The only thing that changes is the complexity of the movement. Now I'm not manipulating myself around a straight bar bell. It's in my centre of mass. And now I, Khun Express quote unquote force. Ah, lot more efficient, Effective. So now I can load it more loaded faster and do less teaching. Yeah, I do that. That makes a lot of things So that's really what it came from. And then to be honest with you, But how do you experience that light? How do you know a seven foot feels like? How do you know? And so you know, I've dabbled town some ways too. Open up my consciousness, if you will, to allow me to feel that ord, allow the imagination, my creativity to tryto understand what that could feel like. And then, of course, obviously feedback from my athletes. But I mean, why you always see, like the old school dues were just like, Oh, this is weak. This is squad. We we box what we what do we do? Whatever to get strong. But it's like, you know, it makes sense. If you're five foot six, it doesn't make much sense if your seven foot tall so you've got a truly find ways to experience it yourself. And now by the means that you do that probably not going to talk about on this podcast. But the way I did it work. >> Yeah, well, we'll refrain from diving that specific. I'd appreciate it on because to each his own one of the things you mentioned like talking about Hooper's I played basketball. I played your Batch three point shooter. Anyone's listening, too, By the way, when my feet are set, I'm not. I'm not an athlete, but I could shoot the shit out of basketball. I'LL be very blunt with you. I've >> been on the receiving end of that on one of our own game. You don't have to talk when you busted my ask way >> down to like. A lot of basketball players are bad movers, and what I mean by that it's their very good when you put a ball in their hands. That is something you talked about, too. But when you get them in a dance room right there, a lot different than football players and I mean by that is you don't see a bad end zone celebration, right? Want touchdown dances look really good, Odell Beckham being very soon and a lot of it's because those patterns are done without a ball in their hand. This is my opinion and they're very primal and natural with a minute and basketball everything's doing the ball in their hand and then when they start to move, especially because they're developing this, you starts. We're like a third rate. Now they have to only play basketball. And typically you don't play football and basketball, especially football. The high level, because you know you prepping for the basketball season itself. >> You get that deal in Scotland. Shit, bro, >> You have to play basketball for every waking hour the next fifteen years to get there. I'm kidding, but I'm thinking about my head is we're not exposed to those different movement. Parents were stuck in this ninety foot unless you're how light is forty six feet, something like that with court that really constrains how we move. And then you put someone in a waiting room where all the son of dealing with external loads and very unique movement patterns you get guys who just looked walking and I think you talked about this on different podcast, but I want to get into a little bit. Here was, I think so. That stems from our coaching of a young athletes and our physical education that we no longer does. Have we used to have back in the day and how that's really affecting athletes as they get older. >> I couldn't agree more. I mean, I get these quote unquote specialized athletes. And to be honest with you, I don't have athletes like I have guys who have a basketball in their hand. They got really long levers and they have some skill, right? They have some skill to be able to go from point A to point B and put on orange round ball into a cellar. That's that's so happen to be ten foot off the ground. That's what I have. I don't have a true athlete who can pick things up off the floor who could sit down on the floor and stand up, who can throw things who can sprint, who could jump onto things. I mean, some of the best vertical jumps that you see in basketball are not even close to what you would see in football and track and field. When you think this is a sport with the high flyers counter movement, jump hands on hips averages that I've seen on teams eighteen inches and everybody is like Oh, that's terrible But that's a true counter movement jump with long levers. So now if we add some momentum to that and add a seven foot two wingspan and then all of a sudden their elbows above the ramp. Right? So that's the difference we get. We see this a NRI or this false thought, or this false vision of what athleticism is because they're so long. But in reality. And then you put a bunch of cornerbacks out there that would be really special to see, because these are guys that are like five foot ten and the most explosive fast dude you've ever seen. There's don't have the skill to play basketball. So you know, with the way we are, physical education is set up now, obviously has been chopped in half, half, half so no more education. Physical education is what we get to. They only play one sport. They sit in chairs that they're not really made to be. They live in this wart western society where every chair they sit in Is that it? His ninety, which for them is more like this, right? And then they get up and down on these beds that their feet are hanging off of. So I don't know what sleep looks like for that. And if you saw my guys get on an airplane, a commercial airplane, you would be cringing the entire time because they're literally bundled up like this. And so not on ly. Are we trying to correct childhood development? I'm trying to correct what they deal with on a daily basis. Just walking the class. We watching my guys duck through door frames constantly. It is like some some of them are guards and they're ducking through frames. And you're just like I don't know how you've made it this far without knocking yourself out. So there's so many that it's really all about the environment and her. When I've trained my athletes, it's all about giving them the environment they have never had. So that's why we utilize the resting room. The gymnastics room. It's soft had so they know, so they don't necessarily fear the ground. They don't fear their interactions gravity. So now I'm giving them the ability to learn how to change levels. You know, little guys. So I don't see six foot ten guys wrestling, right? So I have an opportunity. Now they learn how to interact and change levels, and then even more so you put somebody with them. So now we're like pushing and pulling, just like you see in football. So now they know where they put their feet. So now we're not stepping on feet constantly looking. I mean, God, Hey, these guys are like because sixteen seventeen shoes like, of course, I'm going to step on each other's speed. But if they have that awareness in that sense of where other people are, then maybe they don't make that misstep. Or maybe they get their self out of harm's way and then even more so just learning how to fall. They learn how to fall properly from standing toe floor transitions. Then, when they jumped through the air at forty two inch words, whatever you see, that's make believe for you. Switch vertical right word, but and then they get hit in the air, and now they've got to figure out the most effective way. Not the break there. Nash. Well, most of the guys are going to do everything they can to stay on their feet. Well, that's where you want to get blown out, right? So now if I can give them a tumbling strategy, so now that they can interact with the floor a lot more smoother, athletic, well, then maybe they have a chance to not get hurt and be be back in the action, right? So it's performance enhancing as well as injury mitigation. >> I >> know that. I mean, I don't know where to begin. I have about nine comments off that. First. I love the idea of talking about how these guys are living in a world built for some one, five, ten. I'm six two and Kelsey, my girlfriend. But, hey, can you reach above and grab the top? Can apostle whatever I'm like? Yeah, Okay. But you look at a guy until you actually play hoops. I think, and really appreciate how big these dudes are. You play. It's a guy who's seven one. You look at him and go, Oh, my gosh, like that's at a different human. And then you know his shoe size next to you and you shake his hand and you get to the other side of his hand. You start to understand, like, who we dealing with here, right? You look at these, you know the body needs to heal when it goes into a stress or whatever, and we're putting these guys in positions that the body would not otherwise deem for recovery right now, like this call. Time out. Is that the funniest thing? MBA timeouts. Aside from LeBron James, that's got the nine foot chair right? These guys come out and these will stools that are too small for meaning, and >> so they're not really >> rusting. And you got a dude who's trying to recover his heart rate, but really the whole time, he's in a hip flexion. He's never been in the past, you know, thirty years, right? And if you're thinking about really taking care of an athlete, we spend so much time in the weight room and all this great stuff we can do. So Muchmore. If we had a liberty, too, I use we usually more like you, um, to you, then develop an environment that conducive to them. I know University. Kentucky did that. If you look at their dorm rooms, they had ESPN going on two years ago when they built at the new facility. For the basketball players, the sinks were higher, the magical tired, they were longer. And if you ever wash a guy who's seven foot dragging on the water fountain, I mean the amount of spinal flexion he has to go under. It's ridiculous. The guy's curling up in a C. And I mean, that's crazy to think about because the whole time on the way we were talking about how do we get these guys in a position that they can function successfully? And right now it's like optimally because obviously would have been something we did fifteen years ago to get in a position, right? But how do we get them to be successful? So I pose the question to your court. I'm gonna give you the keys to the castle. The kingdom. Okay, Philip, um, maybe not the whole environment. But there's three things you like to change the outside of the weight room that you had the crystal ball and you could go either back in time more just socially. Okay. I want to change his guys. You know, the size of his car. You know that the chair he sits and we're three things that you pick and dio >> number one. I would get them involved and dance or martial arts as their first sport. That would be probably number one so or gymnastics something. I don't care how tall you are like Who cares if you're not trying Win a gold medal at three, Right? Is just learning how to do those things right? Understanding your body number two. I would change how physical education is and in western society, um, and then number three. Let's give you something actual physical number three. If I could make what? I >> got some for you. Well, you're thinking, OK, I got you want to think your third for me? Basketball players eat horribly. You're so single, teacher. Yeah, basketball players, at least by team. And I will make this universal blanket statement. They just don't like to eat for some reason. Right? Who for? Three hours and drinking game and call it good. And I don't get it like I have a fat ass. My play. I gained weight in season. Really? Team he'll know what a food I take over which you're pulling their postgame meals. And that's when they remove the snack girl. Remember the snack role when, uh, >> you know, you have todo I had Taco Bell, bro. Like we won. We got talking about, you know? So I asked the level Appalachia, which we suck. >> I think I'm going to go a little. Can't you apologize? We're going to go play and that's a D three hoops. That's finest. We're rolling to a game. It's up north took a four hour drive and we stopped at the rude crib an hour and a half before taking a corner booth buffet of ribs. They got a bunch of island boys here. The rib crib you bring up platters were basically, you know, and capacity. And when they get like five points because our center had to pull out the throat at halftime. >> Yeah, it is. Did you ever have to drive the team ban? Because I have ways in the backseat in the bag who thought that was, like level once again, level athlete, that unreal. But I would say that the third thing Don't be wrong. Yes, food. But if there's a way, I mean, if there's a truly economical way across the board to just look, it got health, we could do that, don't care. But I can change your environment that could change your internal environment and will, And the number one is if I can just poof your gut and I can look at everything, then that will be the number one, because just a little moving world. But I don't know how you're absorbing it. I don't know what's going on. And then you wantto talk about these kids that you know, a phD or these kids that are super restless. Well, I think it starts with the gut, because if you're got health sucks, so does this. So that would be the third thing. >> No, that's crazy That way. May I have a little bit of experience is our company. I don't deal with the actual read now that the things I've learned and seeing the idea of taking that integrated approach. So hey, let's actually look at your stomach. Yes, you have to collect your poop three times a day, and I'm sorry. If you're going to do that, you can start to look at what you produced and way of excreting and whether or not you're absorbing what you need to absorb. And we start looking at injuries and no tendon, health and muscle tissue, everything as a holistic approach. What? We gotta look at the internal environment if any of our environments messed up inside and we're trying to impose a stressor on the body. But we have no idea what the internal systems like, and you have certain deficiencies or certain aspects that your lack and these were certain areas where it again people go, Oh, that's not scientific. There's no study. Well, unfortunately, if you understand complex systems and their dynamic interactions and not to get too detail, I'Ll explain it as simple as I can. But what happens is we have an outcome like a strange angle, and we say, Oh, and go weak angle get hurt, right? Well, kind of grooming. Or maybe it's ankle week. That's a risk factor. Athlete didn't sleep enough the past three nights. Risk factor Athlete had some sort of physical contact during the game. That critter there system risk factor athlete. Nutritionally, it wasn't recovering from previous workouts and games. Risk factors so happens of all these risk factors, and that's just a very there's no all the risk factors. A lot involved, all but these risk factors come about and then we have the probabilistic nature of something toe happen. So oh, how likely is it that something bad will go wrong and we see the last straw on the camel's back sprain an ankle and we go a week. But maybe it's didn't sleep enough Ankle week. All this other stuff and that ankle sprain. For people interested in complex systems, it's called an emergent pattern. So there's a common pattern that occurs when you have things go wrong. So if the money C l it's like, Oh, gluten medias is weak knee Val Agus. All right, you're a muscular control all these things that go into and nothing can pinpoint it. So if we're including these bomber, you know about mechanical factors and Eve Alvis, why aren't we including some internal factors like gut health Or, you know, the blood wood for the micro nutrient efficient season? Yes, I know I'm not versed enough to speak on micronutrient deficiencies and our interactions off, you know, health and whatnot. But something as simple as college in environments haven't adequate vitamin C for, you know, ten and healing instead of, you know, repair is obviously a factor. And so when we start looking the bottom, we gotta look at the big picture. It's not just how your knee bends. It's not how you shoot a jump shot. It's not how you land every time. >> Where are you? Our body is so much more resilient and durable than you. Give it credit for me. We've survived as a species. We're a very long time. You're very harsh conditions and you're going to tell me it's that one jump that got you one job. One job is the one that Oh, that needs a little dalliance. That's the one that got you. I mean, if you super slow mo A lot of these great expressions of physical capacity in sport it was you would be like, Oh, my God, they're neither this there that But in reality, like that's I'm close to the reason why they like break or don't Break. And Jordan shallow, brilliant dude, He gave me this metaphor. He was saying to Philip, a pond, Well, it's like this fungus that will Philip a pond and it doubles its size every day. So if it starts off it like, you know, point two, then the next day be point for and he asked me, he's like, Okay, if it's going to Philip in thirty days, Philip, the whole pond, What's the day? It's half full. Then I thought for a second it took me a lot longer than I should have thought about it. But he's like, but he an injection goes day twenty nine. I >> don't want an answer, by the way. >> Yeah, was like Day twenty nine I. That's why I look at the human body like that is literally the last thing and then pull. And so it's all these. We could have had all these interventions from day to today twenty eight or day twenty nine. Even the notes that one just last. Ah, strong. The camel's back to just there goes, you know, And that's what's great about being in the collegiate setting. And being a Stanford is we have a lot of safety nets for our safety, and that's if you will. So we try to have as many quote unquote KP eyes and objective measurements to give us an idea of what could possibly happen. But in reality, it's still the dynamic environment, so I don't understand. Like I can't account for school. I can't account for their sleep. I mean, we could through, like, grouper or or whatever, but it's not realistic and thine and are setting and in their gut hell's like way picking up poop. Three times a day. They were not drawn blood once. We're not doing these things. So unless we're doing that, then you're just trying to create most resilient, durable human beings so they can withstand the stressors some more than others. But hopefully have a successful season. >> No, that's like I hate to break it to people. We don't know what we're doing. We're doing our best. I think chase Wells with him. A Stanford. Get a great line, he said. We can't guarantee success. We can almost guarantee you're not guaranteed to fail. And what I mean by that is that you can't always KP eyes and really, we're looking at. If you jump nine inches, we're probably not going to be very good basketball unless you're seven. No, right. And so we're looking at the human system as a means of understanding what is going on really lagged behind in regards to your performance assessment and what might be hindering you in regards to launch into no tracking? Can I get a little bit of data? A lot? The way explain it is kind of like I don't ask my girlfriend Kelsey, how she's doing. Once a week, you know. I asked her every day and why I asked that every day is to realize, you know, all my clothes that I left out pissing her off. You know, I did. I forget that we're supposed to go on a date last night. You know, I might not have forgot a wallet last night. We went to dinner from now on, Accent, all supposed to buy. But that's a true story. WeII >> brought up. I mean, that's the most important thing is you gotta have feedback daily, right? And wait here. It's really simple. We take a controlled environment, do some things in it before they go into a dynamic environment, which is basketball games of basketball practice. So what we do is we call that microdot. It's our way of training. Every day, in some form or fashion, these individuals come into their work, their human capacity, a Siri's, if you will. Then after that, they go into their B series, which is complex. This is really what I know what's going on. I don't get me wrong when they walk in to get their weight, are joking or making eye contact and get that handshake. How firm is that handshake thes air, All the quantitative things that I'm trying to pick up as they're coming through the door. Then you watch them say We're hitting clean, complex and they're going through the motions and their consulate changing grip or or the pool isn't looking too good, and any sharp today will boom. That's my control Now. It's not the most objective feedback, but at least it's a constant. And so that's my way of having once against safety nets from a safety nets and then weekly or depending on how many games we have that we do, our force plate jumps. So once again, another safety net, and then we have our connects on day. So our GPS data that they do on the practice gym once again any one of those in isolation doesn't tell me much. But if I have a bunch of them, then I can at least paint a better picture from quantitative qualitative, and then I can go and knit. Pick what I think they're intervention may need to be, and so it's not going to be perfect, not even close, but as long as you have a constant and yours is beautiful. Like you said, Just something simple. You get daily. Hey, how are you doing? And you know how they express that. I'm doing good. I'm doing good. I'm cool. I'm great. Like, you know, what there was in flux is are like, you know what? They're how they're truly feeling. Just based off that one question alone. But once again, if you can set up your system or your program or whatever toe have safety nets for your safety nets, then I think you can You can catch a >> lot of those along the way. >> Yeah. No, that makes sense. It's how you provide context to a situation. And the more information that we can apply that we didn't classifier more to a system like jumping is, you know, your lower body strength and your verbal expressions, your most emotional state on DH, maybe even sweep or other things that go into that, the more we could understand what's actually happening to the person. So I was kind of really bad for a second. You said some of micro dose in and term overdose. You refer into training a little bit often. Yep. And Corey is well known for this and for those at home listening, I'm going to my best to explain it. Short weeks. I got a question off of it. If you know, explains it will stay here for another hour and a half because great to listen to. But I want Teo a little bit of a different direction off of athletics about it. Firstly, micro doses the idea that we're applying a moderate level toe, low level stressor consistently, and that adaptation occurs from the aggravation off those dresses over a period of time. So we're never going to Hi, we're never going to low. And the idea is that training in the weight room is only one small piece of your life. They even programmed High Day, and you don't sleep that night or you have emotional stressor for your case, your practice. Then all of a sudden, that high, big, magnified and starts spilling over the bar and becomes too much the idea of micro dozing, especially a non controlled external environment where it's called life, and we're trying to apply enough that you can handle. If someone's feeling good, then they can push a little bit that they themselves. Now My question for you, Cory, is I love an athletic sense. I also see it being very applicable to anyone out there general population and especially in terms of I got two things. Us too. In terms of one, someone learned a movement. You get a chance to do it often and daily and someone who wants to learn how to be in the weight room. And secondly, because there are, let's say we do it eight out of ten days. If you only miss one day, you're only missing ten percent of your entire workout, right? So instead of doing looking at this whole one workout one day, you look at like a ten day period. If you got eight days of pick from and you just can't do one, you only missed ten percent versus if you only had five days of pick one and you miss one, you missed twenty percent, right? And so now we have the ability to be more flexible in our environment. So how does that fit in like a general population? If it was my dad or my girlfriend trying to learn howto use some of this micro dose in the weight room. How do you plan? >> So one hundred percent with micro dozing. The reason why it came about was it was a solution to a problem. My problem is I don't have enough exposure to my guys. So how do I create more training frequency? And now we got rid of warm up something that was just kind of getting them ready for practice. That kind of don't care about it. The coach hated seen me do it. I personally hated doing it. So now it was a solution. What it turned into was motor learning. Now you want to learn how to train, will do it all the time. So that's where complex comes in. It's the value of orcs work, right? So basically, you take a bar bill and you do every movement that you would do in a weight room, in some sense, in one set, so you'd hinge You do a hip flexion. You do a press, do a pool. If I break down each one of those into isolation, it would look like already else Squad, Polish, military, press or row, those air all movements that you would do and if you separated each exercise in an isolation you would go more resistance on, just like you would see in general fitness, right? Like we're going to do three sets of ten on bench press or three sets a tent on back squad. Well, that's great. How about we just put it all in one and now we have more exposure. So now I'm learning how to do the movements, and then you can't tell me that doing one thing once a week is actually going to make you learn the movement. So now you learn those little small video sequences that you see with thirty year experience power lifters who truly understand, like, move from body, this foot stance, or this is how I start to hinge here within my squat X degree. And that's how they perfected is because they have so much exposure to it. So we're doing the same thing. We're just trying to create exposure at lower thresholds and and in doing it often now as faras general population, what's the number one concern? But I don't have enough time. Oh, really? You don't have a thirty minute today, twenty to thirty minutes a day to not kind ofwork. Now. Every day I call B s. I say You just don't want to train. So that's where my producing to me is beautiful in the general population is because it's living the way you start your day. It's lunch, or it's when you get off work. Perfect. You can pick any of those three slots twenty, thirty minutes. You can eat and shower and get backto work or before work. So you can't tell me that everybody doesn't have that situation. So now, creating training frequency, you're getting enough volume throughout the week. Now we have on and then most importantly, like you brought up if I just had to miss that one day, it's ten percent of my training like it's not well, only train twice a week, So fifty percent of my training is gone. So that's where I think it's beautiful. And that's where he could work from general population to the most elite athletes in the world and the reason why I say the most elite athletes in the world because I just so happen to train to of So I do it with all these populations

>> Voiceover: Live from Orlando Florida it's TheCUBE covering SAPPHIRE NOW. Headlines sponsored by SAP-100 cloud the leader in platform as a service with support from Consulate the cloud internet company. Now here are your hosts John Furrier and Peter Mars. >> Peter: Okay, welcome back everyone. We are here live in Orlando Florida for SAP SAPPHIRE NOW SiliconANGLE Medias flexure program TheCUBE where we go out to events and extract the signal for the noise. I'm John Furrier the host and my co-host Peter Burris head of research in SiliconANGLE Media general manager of Wikibon Research. Want to give a shout-out to our sponsors without them we would not be here SAP100 Cloud platform, Consul Inc, Capgemini, EMC thanks for your support and we got 4 over 40 videos go to siliconANGLE at youtube.com/siliconangle for all the videos. Our next guest is Bronwyn Hastings who is the senior vice-president of Global Strategic Service Partners global channels all the top in integrations. Welcome to TheCUBE. >> Bronwyn: Thank you, thanks for having me here today. >> So it's great to have the boss come on we've had a lot of the folks from your group come in certainly a lot of your partners. We've had Capgemini, we've had Accenture, we've had a bunch of folks come through EY, I think Deloitte and anyway Infosys came on too Deloitte was really the only one and PwC were the only ones I didn't see here. Now we'll get to them later but the message is clear. They have to focus on innovation. >> Bronwyn: Yes. >> Otherwise they are going to get put out of business 'cause right behind them warming up in the sidelines in the ecosystem is their replacement potentially. This is an interesting dynamic you got going on here you growing your future in the ecosystem putting the system integrators I wouldn't say on notice but like hey get busy. Great system model being and they are responding what's your thoughts on some of the feedback you've heard? >> Thank you. This is a really interesting question because I think there are two things happening one is that customers are asking for the innovation and asking us and the partners what's the way forward? They are hearing all this talk about digital they want to know how did this become more relevant to their customers in a quick and more dynamic way. And they are asking both of us that question. The first thing that we do with our partners in this instance is we look at where are the innovation areas one that make them different? How do they get chosen to actually add value to their customers? And these partnerships that you've mentioned actually do it in different ways some of them represent themselves or talk to the customer through business transformations so they talk about what are you trying to achieve? Where is your future? You know the normal business conversation to find out how that innovation can happen and what do they need to be relevant to the customer? The other partners have a look at it and say how do I be part of this world that's changing but then bring quick value to the customer? How do I accelerate that value in quicker chance? And therefore the customer gets what they need in quicker time frames and then others say I'm going to look at this innovation and what's going to really set me apart as a specialist and that's where I'm going to go. So these partners right now are looking at where is their place in this and how do they transform themselves to actually bring value to the customer. And luckily for us we have a lot of those innovation areas that they can make those choices so they can choose >> John: They pick their swim lanes? >> Bronwyn: Swim lanes, focus areas. >> Differentiation. >> Differentiation all of that to be part of the new conversation as well. >> Peter: But what are the duties of the platform strategy that you guys are putting forward? And the ease with which using things like the Apple partnership that you have of creating new great software is you've a lot of this partners buy competition and buying these different alternatives are going to be forced to really focus on the value and their distinction that they need to provide to customers. It's going to be very interesting over the next few years to see these companies that have historically for you know long-term lock-in like relationships have to themselves become real nimble and become really catalyst to thought leaders for renovation of the marketplace because so much of the enabling technology is going to make it more or easier and more likely of bringing success. Do you agree with that? >> I find your comments very interesting actually so where I agree totally is that but I'd a piece. We look at it as though people have competition here actually a number of these companies already have practices or developments or innovations using some of the technology components. We announced Apple, there is a Microsoft announcement all of these areas that you would not normally see all of a sudden we've made these announcements and now that we're with these partners same partners that we've worked with for a long time come to us and say well actually we've got an area that develops an iOS for Apple already because our customers needed us to do that. Then we come to another area and they say but you brought out a new user experience through Fiori so we've got those development tools. And now if you bring out something like your 100 Cloud platform which allows us to build extensibility and these three things together start to actually build even stronger innovation so it's actually had a magnifying effect >> John: Exactly. >> Even for us you know we. >> John: Because you've already had those practices that were not being tapped into so to speak. >> Bronwyn: Not tapped into not brought in and integrated in the same way. But now because we're doing co-development we are doing co-innovation or integration processes actually it strengthens their capability to use the innovation and make it something even more. For me you can hear my passion in this one >> John: I guess. >> For me the excitement in this is that people really now see ways of innovating further and customers see that as valuable because they're getting what they want out of these innovations as well. >> John: Well that you mentioned the co-innovation I want to talk about that. That seems to be an SAP playbook even going back to the seven years that you started covering SAPPHIRE there has always been geeky developer focus which is a good thing we like that. But now simplicity is the theme once you have results but co-development's been a big part of it we were talking with EY for instance and they have a co-development on a lab being put down in I think Atlanta area. They have Accenture's got a zillion data scientists so you start to see this they are romping up they are not just about delivery any more. >> Bronwyn: No. No. >> The old way was delivery back in the contract. >> Yeah. >> Where is the value in your mind for these partners? Is it the co-innovation? Is it the data science? All the above? Is there one thing that pops out at you that you see rising to the top in the terms of trending? >> I would say there are two or three things well to one is we've got a large install base and all of the move that we've got to the newer generations are the S4100 environments. These partners actually have strengths of their own which they have been known for. E&Y has their strength that they're known for in the market with or without us they have got a strength. What these things are allowing them to do is to take some of that shift into the newer technologies and their strength and then build extensible innovation. And what I mean by that is they can say okay I'm strong in finance so I'm going to choose a finance topic on the 100 club platform environment and I'm going to build my differentiation on that. >> John: Their domain expertise map right into it >> Their demand expertise right into it squarely into it really create a compelling thing for them creates the value for the customer and it really establishes this innovation so that would be one point. You come back to the data scientists then you take it a step further you've got your differentiation. Now where else can you excel in? Where else can you bring the things that would make fun ends completely different? Like the digital boardroom that you're seeing that is being created while it's through predictable analytics it's through data scientists type of things so they add in these other services now that still play to some of their core strengths. I'm finding that it's actually creating the next platform for their own differentiation and value and it can incorporate these insights into it. >> John: Yes as you're saying it brings the swim lanes concept the differentiation so I got to thaw up on that and because Peter brought the question earlier today about when you brought up the question around partners working together. >> Peter: Yeah. >> So this comes back down to a lot of (mumbles) >> Peter: By the way for anybody who is wondering thunder and rain opportunity is raining everywhere. >> John: The cloud is raining opportunities the thunder the clouds are moving over us it's an (mumbles) >> Peter: The cloud is here >> (mumbles) Okay so back to this point. I differentiate it here once it has been the greatest has been the greater but also on these bigger projects you might have to work with the other guy. >> Bronwyn: That's correct. >> So how is that playing out 'cause they have to share obviously data might be shared but how is that playing out for them where do you see that trend going obviously probably more of that not less of it. >> Bronwyn: Yeah so what I'm finding is people are also choosing the type of work they want to do and then leveraging the ecosystem for the other types of work they want to do so people rather say you know I choose to do transformational type of things but if I am taking the lead on something I'm going to be able to partner with other partners in this ecosystem that complement me. I actually think it is complementing or if there is a specialist area they can bring someone else in so I actually think the complementary nature of things are getting stronger in some areas. Of course they still stand alone business that they do as well. Second thing I'd say is and I'll add this in because it's not only about the partnerships it's about how do we work with the partnerships and you would have heard some of our announcements around SAP S4 value assurance programs. And what that means is the customers are saying we want skin in the game from SAP too the partners are saying actually this is valuable to us too that you've got your stamp of approval on what's going on so we've created these service offerings that are module arised that partners can include and it's anything from just check my scope is right or the journey that we're going on and our transformation the mapping is correct through to more custom services and then it also including that in their offering as complementary so that customers feel comfortable with where they're going as well so that's all coming together as well. >> Peter: I want to clear out something around here because we are research's very strong sponsors we talk about the three Cs of digital transformation. Context. What are you going to do? >> Bronwyn: Yep. >> Community, who are you going to do it with? >> Bronwyn: With. Yep. >> Capabilities. How are you going to get the capabilities so that you do what you are going to do with who you are going to do it with better than everybody else every time? Does that resonate? >> Bronwyn: Absolutely! Absolutely! For me it's a content context all of those sorts of things. The customers are asking and you would have heard it around here. I want to be here how do I get there what's the time frame and who's capable of doing it actually? The partner community is really well enabled but they also know that this is a journey of new technology areas, shifts in the market. >> Peter: New processes. >> New processes so trying to simplify digital processes to really get the true value of digital so they want people to say we are in. And these are the ways that these things happen and you can solidify it together as well. >> John: And the keywords are that they are enabled. >> Enabled. >> That's there because the platform has to be enabling. >> Enabling. >> Otherwise it doesn't work. And then the tools and the tooling has to kind of got to be there. Is there a process out there and this is what we talked about Peter brought this up yesterday it was a really great observation. In old days look backwards known processes unknown technologies and then they evolve and you automate those processes you have known and now you have unknown processes developing with known technology. >> Yes. >> What are some of those new unknowns is IoT a good example? Or if you ask what other process is there? >> Peter: (mumbles) just unlimited things that we could be doing. >> Things that are like not fully like known that's going to happen but like you can't say that (mumbles) is a clear process for every customer it might be different. >> Bronwyn: I actually think the way that I would answer that and sort of look at that topic is as the transformation to digital is happening I'm almost seeing that all the customers are testing the processes. It's not like everything's a stable process any more they are saying what processes 'cause if you just replicate what was there before you're not getting any gain. You could have the most beautiful fore intent and all these processes remain the same and nothing's actually changed except the user experience. Or you can change all the processes but the user experience doesn't change so these two things are coming together and the process has to be re-looked at. >> Peter: But the customer is becoming part of that process story. >> Process. Absolutely. >> And that's the thing that's most unknown. >> Absolutely. >> And so how customers go about catalyzing those processes through those beautiful user experiences is really what we want to do when we think about engaging customers in a security way. >> Correct. And that's the way really the services piece comes back into play. It's really testing what do you still need or can we make this a much more streamlined simpler process that gives you all the benefits the cost benefits, the user experience which one of those do we want to do? I can say this is where the services that the partners really bring knowledge experience as well into the same equation. >> John: Bronwyn Hastings SVP at Global Services and the third part is final point I'll give you the final word on our wrap up here day three of SAPPHIRE. Take a minute to explain to the folks out there what's going on for SAP with respect to all these system integrators what's your plans, what's the focus, what's the dynamics. >> I think the three areas that we focus on within is digital transformation and the ability for us to bring digital to the customer. Why I take that approach first is this is a transformation time that the market's changing and the customers need that guidance into that process so one is digital transformation. And depending on all of that is that we are asking for the innovation that we've spoken a lot about here is innovating to the future not creating what's gone by not replicating but innovating the new digital world with us and part of that is simplification for the customers. Our work with the system integrators right now is focus on the customer, bring value and it's innovate together that's what we do. >> John: Well, thanks so much for your time and welcome to being a CUBE alumni. >> Thank you. >> Here on SiliconANGLE Media as a CUBE. We are live in Atlanta for day three three days of wall to wall coverage. Thanks for watching that you are watching theCUBE.