>> live from Washington D. C. It's the Cube covering aws public sector summit DC brought to you by Amazon Web services. >> Welcome back, everyone to the cubes Live >> coverage of a ws public sector summit here in Washington D. C. I'm your >> host Rebecca Night, along with my co host, John >> Furrier. We're here with Cory Quinn, Cloud Economist The Duck Billed group and a cube host at large. Welcome. Welcome to our show. A medium >> at best, most days. But we'll see what happens when ever expanding. Someday I'll be a 10 x engineer, but not today. >> Right? Right. Exactly. >> Next host. Exactly. >> There we go, >> Cloud. Stand up on the side. We need to mention that >> Yes, generally more cloud improv. But no one believes that. It's off the cuff. So we smile, we nod, we roll with Tio. Yeah, no one wants to hear me sing in any form. >> I promise. Strapping So, Cory, you have been here. You are on the ground having great conversations with people here. 18,000 people at this summit Give us give our viewers a low down on the vibe. The energy What? What do you hear? Very different >> feeling in the commercial summits you're seeing. People are focusing on different parts of the story, and one thing I find amusing is talking to people who work in the public sector. Show up in their first response is, Oh, I'm so behind and then you go to the commercial summit. You talk to people who are doing bleeding edge things, and their response is, Oh, I'm so behind and everyone thinks that they're falling behind the curve and I'm >> not sure how >> much of that is a part of people just watching a technology. Events outpace them versus the ever increasing feature velocity. If they show on slide year over year over year, consistent growth and people feel like they're being left in the dust, it's it's overwhelming. It's drinking from a fire hose. And I don't think that that gets any easier when you're talking to someone in public sector where things generally move in longer planning cycles because they definitional have to, and I'd argue should, >> but you should help them, make them feel better and say, Don't worry. The private sector feels the same way. Not just everyone >> has these problems. That's that's the poor little challenge of this is everyone believes that if you go to the one magic company, their environment is going to be wonderful. They're adopting everything. It doesn't exist. I've gone into all of the typical tech companies you would expect and talk to people. And everyone wants you for three or four drinks into them, gets very honest and starts crying. What would its higher fire their own environment is? It says a lot of conference. We're going around. Here's how we built this amazing thing as a proof of concept is what the part they don't say or for this one small, constrained application. People are trying to solve business problems, not build perfect architecture. And that's okay. >> Yeah, process. They're not. They're not businesses, their agencies. As you said, they're like, slow as molasses when it comes to moving speed. And you could even see Andy Jazzy during his fireside Shep. He's already studying, laying the groundwork. Well, >> once you're in the >> cloud, here's how you know the adoption level so you can see that it's land not landing expand like the enterprise, which is still slow. It's land, get the adoption and then expand, So the public sector clearly has a lot of red tape. I mean, no doubt about it. >> That means anyone who'd argue that point >> chairman's like 1985. It's like, you know, hot tub time machine, you know, nightmare. But Andy Jazz, he also says on differently to heavy lifting is what they want to automate away. That's the dream. That's the That's the goal. Absolute. It's hard. This is the real challenge. Is getting the public sector adopted getting the adoption, your thoughts when what you're hearing people are they jumping in? They put a toe in the water, kicking the tires. As Andy said, >> all of the above and more. I think it's a very broad spectrum and they mentioned there. I think they were 28,000 or 12,000 non profit organizations that they wind up working with as customers and they all tend to have different velocities across the board as they go down that path. I think that the idea that there's one speed or you can even draw a quick to line summary of all the public sector is a bit of a Basile explanation. I see customers are sometimes constrained by planning cycles. There's always the policies and political aspects of things where if you wind up trying to speed things up, you're talking to some people who will not have a job. If you remove the undifferentiated heavy lifting because that's been their entire career, we're going to help you cut waste out of your budget. Well, that's a hard sell to someone who is incentivized based upon the size of the budget that they control it. You wind up with misaligned incentives, and it's a strange environment. But the same thing that I'm seeing across the corporate space is also happening in public sector. We're seeing people who are relatively concerned about where they're going to hire people from what those people look like, how they're going to transform their own organizations. Digital transformations, attired term. >> And it's like you have rosy colored glasses on too much. You're gonna miss the big picture. You gotta have a little bit of skepticism. I think to me governments always had that problem where I'm just gonna give up. I'm telling different. I can't get the outcome I want, because why even try? Right? I think now, with cloud what I hear Jazzy and Amazon saying is. Hey, at least you get some clear visibility on the first position of value, so there's some hope there, right? So I think that's why I'm seeing this adoption focus, because it's like they're getting the customers. For instance, like I'm a university. I could be a professor, but my credit card down my university customer, I got a couple instances of PC to so ding and another one to the 28,000 >> exactly number of customers is always a strange >> skeptical there. But now, for the first time, you, Khun got should go to a team saying, Hey, you know all that B s about not get the job done, you can get it with clouds. So it's gettable. Now it's attainable. It's not just aspirations. >> Movers really will make the difference. In the end, with the university customer's question, the people who were in that swing >> the tide can that be a generational shift, a deb ops mindset in government? That's a big question. >> Well, they have some advantages. For example, we took a look at all the Gulf cloud announcements and the keynote yesterday, and that must have been a super easy keynote to put together because they're just using the traditional Kino slides and reinvent 2014 because it takes time to get things certified as they moved through the entire pipeline process. And there's nothing inherently wrong with that. But the services that are going into come cloud or things that are tried and tested in a lot of other environments. There's an entire community out there. There's an established body of knowledge. So a lot of the path that government is walking down has already been from a technical perspective paid for them. >> I want to riff on an idea on to make a proposal with you here in real time. You're I think what we should do is make a proposal to the U. S. Government that we basically take equity in the agencies and then take them public. >> That's not a bad idea, absolutely not about commercialized. >> The entities create a stock option program, Cory, because listen, if I'm if I'm a talent, why would I gotta work for an agency when I could make three times Mohr get public and be rich, and that's the problem with talent. You walk around the expo for here. The booths are much smaller, and I didn't understand that at first, and then it clicked for me. If you want to sell services to government, you don't buy a bigger booth. You buy a Congress person and it turns out those air less expensive. That's how acquisitions tend to work in this space. So folks walking around or not, generally going to be the customers that buy things. People walking around in many cases are the talent and looking for more talent. And it does become extremely compelling to have those people leave public sector and go into private sector. In some cases where we'll pay you three times more and added bonus most days, this is America. After all, no one's shooting at you, so that does your >> cloud. Economists were kind of joking about your title, but if you think about it, there are economics involved. It's lower cost, faster, time to value. But what we're getting at is an incentive system. So you think fiscal monetary policy of incentives. So you know, Rebecca, this this This is the challenge that the policy guys gotta figure because the mechanisms to get stuff done is by the politicians or do this or do that. We're getting at something, really, to the heart of human beings, that mission of the mission of the agency or objective they're doing for the labor of love or money? Yes, Reed, why not create an incentive system that compensate? >> You think That's incentive system for taxpayers, though, too, in the sense of >> if I can see the trillions of dollars on the >> budget, a lot of what >> governments do shouldn't necessarily be for sale. I think the idea of citizen versus customer tends to be a very wide divergence, and I generally pushback on issues to attempt, I guess, convinced those into the same thing. It's you wind up with a very striated, almost an aristocracy Socratic society. >> I don't think that tends >> to lead anywhere. Good way. Everyone is getting political today for some reason. >> Well, I >> mean fireside chat to digital >> transformations. People process technology. You can superimpose that onto any environment where those public policy or whatever or national governments, the people, his issues there, processes, issues, technologies is each of one of them have their own challenge. Your thoughts on public sectors challenges opportunities. Four people process technology. >> You have to be mission driven for starters in order to get the people involved. As far as the processes go, there are inherently going to be limitations sometimes and easily observable in the form of different regulatory regimes that apply to these different workloads. And when we talk about the technology well, we're already seeing that that is becoming less of a gap over time. What used to be that o on ly we can secure a data center well enough from a physical security standpoint, there's a quote from the CIA that said on its worst day that cloud was cloud. Security was better than any on premises environment that they could build. And there's something to be said for that. Their economies of scale of like by >> the tech gaps going away. Almost zero yes. So if that OK, text, good check training fault of the people side. Absolute awareness competency processes a red tape automation opportunity. That could be. >> But this is also not to assume that the commercial world has unlock either. Where does the next generation come from? You talk to most senior cloud folks these days and most of us tend to have come up from working help desks being grumpy, you nexus in men's or you nexus movement because it's not like there's a second kind of those and we go up through a certain progression. Well, those jobs aren't there anymore. They've been automated away. The road that we walked is largely closed. Where does the next generation come from? I don't have a great answer. >> Talent question is a huge one. This is going to be the difference. Rebecca. We were riffing on this on our opening. >> It's the only one. >> Your thoughts. I mean, were you even hearing all this stuff and you've been researching this? What? Your thoughts. >> I think that we need to think more. I think tech companies need to think more broadly about where they're going to get this next generation of people, and they don't need to necessarily be people who have studied CS in school. Although, of course we need those people too. >> But the people with the bright, the creative, the expansive world views who are thinking about these problems and can learn >> the tech, I mean the tough guy, you know why >> block change you into a nice CEO and everyone gets >> rich, but I think when Jessie was saying today during his fireside, in the sense of we need to make sure that we're building tools, that >> you don't need to be a machine learning expert to deploy, you know we need to make simpler, more intuitive tools, and then that's really important here. >> Amazon does well in that environment about incentives. >> I think that >> one thing that the public sector offers that you don't often see in the venture start of world or corporate America or corporate anywhere, for that matter, is the ability to move beyond next quarter, planning the ability to look at long term projects like What >> does >> it take to wind up causing significant change across the world? Where is it take to build international space Station? You're not gonna be able to ship those things 180 days, no matter how efficiently you build things. And I think that the incentives and as you build them, have to start aligning with that. Otherwise you wind up with government trying to compete on compensation with the private sector. I don't think that works. I think you may have an opportunity to structure alignments around sentence in a very different life. >> It's an open item on the compensation. Until they agree, we'll watch. It was ideas. We'll see what tracks. But to me, in my opinion, what I think's gonna be killer for game game one here. This of this revolution is the people that come out of the woodwork because cloud attracts attract smart people and smart people are leaning into the government with cloud. It was the other way around before the cloud people, I don't want to get involved in government, and that was a big ding on government attracting qualified people. So I think Cloud is going to attract some smart people that want to help for the purpose and mission of whatever the outcome of that political or agency or government initiative with a cyber security there. People will care about this stuff who want the social equity not so much, >> Yeah, I think that's >> going to be a wild card. I think we're going to see like a new might in migration of talented people coming into quote assist government. That's a work for government to figure out how to be better at whatever the competition is and that is going to be I think the first lever of you start to see new names emerge. This person who just changed the organization over here become a hero Dev Ops mindset being applied to new environments. >> And we've seen that to some extent with the U. S. Digital service with 18 half where you have industry leaders from the commercial side moving into public sector and working in government for a time and then matriculating back into the public sector and the private sector, I think that there winds up being a lot of opportunity for more programs like that of scaling this stuff out >> and career change and career passer tissue. And there is this more fluid iti. As you're saying, >> I think that money isn't everything. You know. There's a lot of research that shows up to a certain threshold of income. You >> don't get that much happier. I don't know if Jeff >> basis is that much happier than us. I mean, >> we live in a little more bank and say, you know, >> you see the other side of it, too, is you build all these things together where you have okay. What? >> What is it >> that moves people? What do they care about. It's not just money, and I think that the old styled the old are very strict hierarchy within organizations where things are decided by tenure. Service is a bit of a problem if you have someone who works for. The EPA has been doing a deep dive cloud work for 10 years. There's nothing specific to the EPA about what that person has mastered. They shouldn't be able to laterally transition into the FDA, for example, >> Jackson Fireside Chat, Those interesting point about the fire phone that they talked about. And this is the transfer ability of skill sets and you getting at the thing that I will notice is that with Cloud attracts this interdisciplinary skill sets so you don't have to be just a coder. You khun, note how code works and be an architect, or you could be a change agent some somewhere else in an organization. So that's >> going to >> be interesting. That's not necessarily what how governments have always been siloed right? So can can these silos can these old ways of doing things. This is the question. This is why it's fun to cover this market. >> We're already >> seeing that in the public sector were being able to write code is rapidly transitioning into a very being very similar to I can speak French. Great. That's not a career in and of itself. That's a skill sad that unlocks of different right. A different career paths forward, but it doesn't wind up saving anything. It doesn't want a preserving its own modern aristocracy path forward or >> use the building an example. I don't have to learn how to pour concrete organ, right? The blueprints. Yes. So as we start getting into these systems conversations, you're going to start to see these different skill sets involved. Huge opportunity. If >> you're in >> school today and you're studying computer science, great learned something else, too, because the intersection between that and other spaces are where the knish opportunities are. That's the skill set of the future. That's where you're going to start seeing opportunities. Do not just succeed personally, but start to change the world. >> But Cory Great. Thanks for coming on and make an appearance and sharing what you found on the hallways. Good to see you. Coop con in Europe. Thanks for holding down the fort there. >> Of course I appreciate it. It was an absolute Bonner. >> Excellent. Great. Well, thank you so much. Thank >> you. I'm Rebecca Knight for John Furrier. Stay tuned. You are watching the Cube.

>> live from Washington, D. C. It's the Cube covering a ws public sector summit by Amazon Web services. >> Welcome back, everyone. You are watching the Cuban. We're kicking off our day two of our live coverage a ws public sector summit here in our nation's capital. I'm Rebecca Knight co hosting with John Fer Yer John. It's great to be here. 18,000 people having important conversations around around governments and cloud computing. Let's extract the signal from the noise. Let's do with the Cube. Does best, >> Yeah, I mean, this is to me a really exciting event because it's got the confluence of what we love tech and cloud computing and all the awesomeness of that and that enables. But even in Washington, D. C. With the backdrop against tech clash on this, you know, narrative run tech for illah tech for bad, bad check whatever you want to call it. Anti trust is a lot of narratives around that there's a huge story around check for good. So I think there's an interesting balance there around the conversations, but this is world of heavy hitters are this week You've got senior people at the government level here, you have senior tech people hear all kind of meddling and trying to figure out howto let the tail winds of cloud computing Dr Change within government against this backdrop of tech for ill as Jay Carney, whose the global marketing policy guy for Amazon on reports to Jeff Bezos, former Obama press secretary. He's super savvy on policy, super savvy on tech. But this is a really big point in time where the future's gonna be determined by some key people and some key decisions around the role of technology for society, for the citizens, United States, for nation states as people start to figure out the role of data and all the impact of this so super exciting at that level, but also dangerous and people are telling a little bit. But I also want to run hard. That's pretty much the big story. >> So let's let's let's get into this tech backlash because you're absolutely right. Through the public, sentiment about technology and the tech behemoths has really soured. The regulators are sharpening their blades and really paying much more attention, uh, particularly because so many people say, Hey, wait a minute, why? How does Google and Facebook know all this stuff about me, but what do you think? What are we hearing on the ground in terms of where regulation is going? Before, before the cameras were rolling, you were talking about this idea of regulators working closely with the innovators, observing but not meddling. I mean, do you think that that's that's That's these dollars underwears We're going in? >> Well, not really. I think that that's where people wanted to go in. I think right now the the surprise attack of tech taking over, if you will in the minds of people and or without Israel or not, it's happened, right? So I was talking yesterday around how the Internet, when Bill Clinton was president, really grew a little bit slower than the pace of this today. But they did a good job of managing that they had private sectors take over the domain name system. We saw that grow that created in the open Web and the Web was open. Today it's different. It's faster in terms of technology innovation, and it's not as open. You have Facebook, LinkedIn and these companies that have silos of data, and they're not sharing it with cyber security General Keith Alexander, former head of the NSA and the first commander of cyber command in the U. S. The United States under Obama. He pointed out that visibility into the cyber attacks aren't there because there's no sharing of data. We heard about open data and knishes from a think tank. The role of data and information is going to be a critical conversation, and I don't think the government officials are smart enough and educated enough yet to understand that So regulatory groups want to regulate they don't know how to. They're reaching out the Amazons, Google's and the Facebook to try to figure out what's going on. And then from there they might get a path. But they're still in the early stages. Amazon feels like they're not harming anyone there. Lower prices, fast delivery, more options. They're creating an enablement environment for tons of startups, so they feel like they're not harming anyone. You're the antitrust, but if they're going to being monopolizing the market place, that's another issue. But I still think Amazon still an enabling mode, and I think you know, they're just running so hard. It's going so fast, I think there's gonna be a big challenge. And if industry doesn't step up and partner with government, it's going to be a real mess. And I think it's just moving too fast. It's very complicated. Digital is nuanced. Now. You get the role of data all this place into into into effect there. >> Well, you're absolutely right that it's going fast. Teresa Carlson on the other day talking about eight of US growth, UH, 41% year over year and she said, Cloud is the new normal. The cloud cloud is here more and more governments on state and local, really recognizing and obviously international countries to recognize that this, this is they're adopting these cloud first approach is, >> yeah, I mean, I think the first approach is validated 100%. There's no debate. I think it's not an ah ha moment. Cloud Israel. Amazon has absolutely proven since the CIA deal in 2013 that this is a viable strategy for government to get to value fast, and that is the whole speed of cloud game. It's all about time to value with agility. Eccentric center. We've been talking about that with Dev Ops for a long, long time. The real thing that I think's happening that's going on. That's kind of, you know, to read the tea leaves and we'll hear from Corey Quinn. Our host at large will go on later. This is a new generation of talent coming on board and this new generation. It feels like a counterculture mindset. These are Dev ops, mindset, people not necessarily Dev ops like in the Cloud Computing Way. They're younger, they're thinking differently, and they think like Amazon not because they love Amazon, because that's their nature. Their got their getting content in a digital way, their digital natives. They're born into that kind of cultural mindset. Of what is all this nonsense red tape? What's the bottlenecked in solving these problems? There's really not a good answer anymore, because with cloud computing and machine learning an A I, you can solve things faster. So if you expose the data, smart people go well. That's a problem that could be song. Let's solve it. So I think there's going to be a resurgence is going to be a renaissance of of younger people, kind of in a counter culture way that's going to move fast and an impact society and I think it's gonna happen pretty quickly over the next 10 years. >> Well, that's one of the things that's so inspiring about being at a conference like this one a ws public sector summit, Because we are hearing getting back to what you just said. We're solving problems and these air problems about not just selling more widgets. This's actually about saving lives, helping people, delivery of healthcare, finding Mr Missing Persons and POWs who are missing in action. >> I mean, the problems could be solved with technology now for goodwill, I think will outweigh the technology for Ayla's Jay Carney calls it. So right now, unfortunately, was talking about Facebook and all this nonsense that happened with the elections. I think that's pretty visible. That's painful for people to kind of deal with. But in the reality that never should have happened, I think you're going to see a resurgence of people that's going to solve problems. And if you look at the software developer persona over the past 10 to 15 years, it went from hire. Some developers build a product ship it market. It makes some money to developers being the frontlines. Power players in software companies there on the front lines. They're making changes. They're moving fast, creating value. I see that kind of paradigm hitting normal people where they can impact change like a developer would foran application in society. I think you're gonna have younger people solving all kinds of crisis around. Whether it's open opioid crisis, healthcare, these problems will be solved. I think cloud computing with a I and machine learning and the role of data will be a big catalyst. >> But money, the money, the money is the thing we're going to have Cory Quinn on later talking about this this talent gap because there are people who are, As you said, they're young people who are motivated to solve these problems, and they want to work for mission driving institutions. What better mission, then helping the United States government >> just heard in the hallway? This has been the I've heard this multiple times here. This show I just heard someone saying Yeah, but that person's great. I can't keep them. What's happening is with the talent is the people that they need for cloud computing. Khun, get a job that pays three times Mohr orm or at the private sector. So, you know, Governor doesn't have stock options, >> right? All right, all right. If >> you're, ah, machine learning, >> people call girls in the lounge. >> Eso all kinds of different diners. But I think this mission driven culture of working for society for good might be that currency. That will be the equivalent stock option that I think is something that we were watching. Not haven't seen anything yet, But maybe that will happen. >> Paid in good feelings way. We've got a lot of great guests. Wave already teed up. We've got your E. Quinn. Bill Britain from Cal Poly to talk more about ground station. We have alien Gemma Smith of YSL Itics, uh, and Jameel Jaffer. >> Think ground station. But the biggest surprise for me and the show so far has been ground station that that product has got so much traction. That's ridiculous. I thought it would be kind of cool. Spacey. I like it, but it's turning into a critical need for a I ot I mean, I was just talking with you. Came on about the airplane having WiFi on the plane. We all like Wow, we expected now, but you go back years ago is like, Oh, my God. I got WiFi on the plane. That's a ground station, like dynamic people going. Oh, my God. I can provision satellite and get data back, all for io ti anywhere in the world. So that is pretty killer. >> Excellently. I'm looking forward to digging in with you with many guests today. >> Good. >> I'm Rebecca Knight. For John. For your stay tuned, you are watching the Cube.

>> from our studios in the heart of Silicon Valley. HOLLOWAY ALTO, California It is a cube conversation. >> Welcome to this Special Cube conversation here in Palo Alto, California at the Cube Studios at the Cube headquarters. I'm John for the host, like you were a Dustin Kirkland product manager and Google friend of the Cuban. The community with Cooper Netease been on the Cube Cube alumni. Dustin. Welcome to the Cube conversation. >> Thanks. John's a beautiful studio. I've never been in the studio and on the show floor a few times, but this is This is fun. >> Great to have you on a great opportunity to chat about Cooper Netease yet of what you do out some product man's working Google. But really more importantly on this conversation is about the fifth anniversary, the birthday of Cuba Netease. Today we're celebrating the fifth birthday of Cooper Netease. Still, it's still a >> toddler, absolutely still growing. You think about how you know Lennox has been around for a long time. Open stack has been around these other big projects that have been around for, you know, going on decades and Lenox this case and Cooper nineties. It's going so fast, but It's only five years old, you know. >> You know, I remember Adam Open Stack event in Seattle many, many years ago. That was six years ago. Pubes on his 10th year. So many of these look backs moments. This is one of them. I was having a beer with Lou Tucker. J J Kiss Matic was like one of the first comes at the time didn't make it, But we were talking about open stagger like this Cooper Netease thing. This is really hot. This paper, this initiative this could really be the abstraction layer to kind of bring all this cloud Native wasn't part of the time, but it was like more of an open stack. Try and move up to stack. And it turned out it ended up happening. Cooper Netease then went on to change the landscape of what containers did. Dr. Got a lot of credit for pioneering that got the big VC funding became a unicorn, and then containers kind of went into a different direction because of Cooper duties. >> Very much so. I mean, the modernization of software infrastructure has been coming for a long time, and Cooper nutty sort of brings it all brings it all together at this point, but putting software into a container. We've been doing that different forest for for a lot of time, uh, for a long time, but But once you have a lot of containers, what do you do with that? Right? And that was the problem that Cooper Nettie solved so eloquently and has, you know, now for a couple of years, and it just keeps getting better. >> You know, you mentioned modernization. Let's talk about that because I think the modernization the theme is now pretty much prevalent in every vertical. I'll be in D. C. Next week for the Amazon Webster was public sector Summit, where modernization of governments and nations are being discussed. Education, modernization of it. We've seen it here. The media business that were participating in is about not where you store the code. It's how you code. How you build is a mindset shift. This has been the rial revelation around the Dev Ops Movement Infrastructures Code, now called Cloud Native. Share your thoughts on this modernization mindset because it really is how you build. >> Yeah, I think the cross pollination actually across industries and we even we see that even just in the word containers, right and all the imagery around shipping and shipping containers, we've applied these age old concepts that have been I don't have perfected but certainly optimized over decades of, actually centuries or millennia of moving things across water in containers. Right. But we apply that to software and boom. We have the step function difference in the way that we we manage and we orchestrated and administer code. That's one example of that cross pollination, and now you're talking about, like optimizing optimized governments or economies but being able to maybe then apply other concepts that we've come a long way in computer science do de bop set a good example? You know, applying Dev ops principles to non computer feels. Just think about that for a second. >> It's mind blowing. And if you think about also the step function you mentioned because I think this actually changed a lot of the entrepreneurial landscape as well and also has shaped open source and, you know, big news this this quarter is map are going to shut down due one of the biggest do players. Cloudera merge with Horton Works fired their CEO, the founder Michael. So has retired, Some say forced out. I don't think so. I think it's more of his time. I'm Rodel still there. Open source is a business model, you know. Can we be the red hat for her? Duped the red? Not really kind of the viable, but it's evolving. So open source has been impacted by this step function. There's a business impact. Talk about the dynamics with step function both on the business side and on how software's built specifically open source. >> You know, you and I have been around open source for a long, long time. I think it started when I was in college in the late nineties on then through my career at IBM. And it's It's interesting how on the fringe open source was for so long and such so so much of my BM career. And then early time spent onside it at Red Hat. It was it was something that was it was different, was weird. It was. It was very much fringe where the right uh, but now it's in mainstream and it's everywhere, and it's so mainstream that it's almost the defacto standard to just start with open source. But you know, there's some other news that's been happening lately that she didn't bring up. But it's a really touchy aspect of open source right now on that's on some of the licenses and how those licenses get applied by software, especially databases. When offered as a service in the cloud. That's one of the big problems. I think that that's that we're we're working within the open >> source, summarize the news and what it means. What's what's happening? What's the news and what's the really business? Our technical impact to the licensing? What's the issue? What's the core issue? >> Yeah, eso without taking judgment any any way, shape or form on this, the the the TL D are on. This is a number of open source database is most recently cockroach D. B. I have adopted a different licensing model that is nonstandard from an open source perspective. Uh, and from one perspective, they're they're adopting these different licensing models because other vendors can take that software and offered as a service, yes, and in some some cases, like Amazon like Sure, you said, uh, and offered as a as a service, uh, and maybe contribute. Maybe pay money to the smaller startup or the open source community behind it. But not necessarily. Uh, and it's in some ways is quite threatening to open source communities and open source companies on other cases, quite empowering. And it's going to be interesting to see how that plays out. The tension between open sourcing software and eventually making money off of it is something that we've we've seen for, you know, at least 25. >> And it continues to go on today, and this is, to me a real fascinating area that I think is going to be super important to keep an eye on because you want to encourage contribution and openness. Att the same time we look at the scale of just the Lenox foundations numbers. It's pretty massive in terms of now, the open source contribution. When you factor in even China and other nations, it's it's on exponential growth, right? So is it just open source? Is the model not necessarily a business? Yeah. So this is the big question. No one knows. >> I think we crossed that. And open source is the model. Um, and this is where me is a product manager. That's worked around open source. I've spent a lot of time thinking about how to create commercial offerings around open source. I spent 10 years at Economical, the first half of which, as an engineer, the second half of which, as a product manager around, uh, about building services, commercial services around 12 And I learned quite a few things that now apply absolutely to communities as well as to a number of open source startups. That that I've advised on DH kind of given them some perspective on maybe some successful and unsuccessful ways to monetize that that opens. >> Okay, so doesn't talk about Let's get back to Coburg. And so I think this is the next level Talk track is as Cooper Netease has established itself and landed in the industry and has adoption. It's now an expansion votes the land adopted expand. We've seen adoption. Now it's an expansion mode. Where does it go from here? Because you look at the tale signs things like service meshes server. Listen, you get some interesting trends that going to support this expansionary stage of uber netease. What is your view about the next expansion everyway what >> comes next? Yeah, I I think I think the next stage is really about democratizing communities for workloads that you know. It's quite obvious where when communities is the right answer at the scale of a Google or a Twitter or Netflix or, you know, some of these massive services that it is obviously and clearly the best answer to orchestrating containers. Now I think the next question is, how does that same thing that works at that massive scale Also worked for me as a developer at a very small scale helped me develop my software. My small team of five or 10 people. Do I need a coup? Burnett. He's If I'm ah five or 10 person startup. Well, I mean, not the original sort of borde vision of communities. It's probably overkill, but actually the tooling has really advanced, and we now >> have >> communities that makes sense on very small scales. You've got things like a three s from from Rancher. You've got micro Kates from from my colleagues at economical other ways of making shrinking communities down to something that fits, perhaps on devices perhaps at the edge, beyond just the traditional data center and into remote locations that need to deploy manage applications >> on the Cooper Netease clustering the some of the tech side. You know, we've seen some great tech trends as mentioned in Claudia Horton. Works and map Our Let's Take Claudia and Horton work. Remember back in the old days when it was booming? Oh, they were so proud to talk about their clusters. I stood up all these clusters and then I would ask them, Well, what do you doing with it? Well, we're storing data. I think so. That became kind of this use case where standing up the cluster was the use case and they're like, OK, now let's put some data in it. It's a question for you is Coburn. Eddie's a little bit different. I'm not seeing they were seeing real use cases. What are people standing up? Cuban is clusters for what specific Besides the same Besides saying I've done it. Yeah, What's the what's the main use case that you're seeing this that has real value? >> Yeah, actually, there's you just jog t mind of really funny memory. You know, back in those big data days, I was CEO of a startup. We were encrypting data, and we were helping encrypt healthcare data for health care companies and the number of health care companies that I worked with at that time who said they had a big data problem and they had all of I don't know, 33 terabytes worth of worth of data that they needed to encrypt. It was kind of humorous sometimes like, Is that really a big, big data problem? This fits on a single disc, you know, Uh, but yeah, I mean, it's interesting how >> that the hype of of the tech was preceding. The reality needs needs, says Cooper Nettie. So I have a Cuban Eddie's cluster for blank. Fill in the blank. What are people saying? >> Yeah, uh, it's It's largely about the modernization. So I need to modernize my infrastructure. I'm going to adopt the platform. That's probably not, er, the old er job, a Web WebSphere type platform or something like that. I'm investing in hardware investing in Software Middle, where I'm investing in people, and I want all of those things to line up with where industry is going from a software perspective, and that's where Cooper Nighties is sort of the cornerstone piece of that Lennox Of course, that's That's pretty well established >> canoes delivery in an integration piece of is that the pipeline in was, that was the fit on the low hanging fruit use cases of Cooper Netease just development >> process. Or it's the operations it's the operations of now got software that I need to deploy across multiple versions, perhaps multiple sites. Uh, I need to handle that upgrade ideally without downtime in a way that you said service mash in a way that meshes together makes sense. I've got a roll out new certificates I need to address the security, vulnerability, thes air, all the things that Cooper and I used to such a better job at then, what people were doing previously, which was a whole lot of four loops, shell strips and sshh pushing, uh, pushing tar balls around. Maybe Debs or rpm's around. That is what Cooper not he's actually really solves and does an elegant job of solving as just a starting point. And that's just the beginning and, you know, without getting ve injury here, you know, Anthros is the thing that we had at Google have built around Cooper Netease that brings it to enterprise >> here the other day did a tweet. I called Anthem. I just typing too fast. I got a lot of crap on Twitter for that mission. And those multi cloud has been a big part of where Cubans seems to fit. You mentioned some of the licensing changes. Cloud has been a great resource for a lot of the new Web scale applications from all kinds of companies. Now, with several issues seeing a lot more than capabilities, how do you see the next shift with data State coming in? Because God stateless date and you got state full data. Yeah, this has become a conversation point. >> Yeah, I think Kelsey Hightower has said it pretty eloquently, as he usually does around the sort of the serval ist movement and lets lets developers focus on just their code and literally just their code, perhaps even just their function in just their piece of code, without having to be an expert on all of the turtles all the way, all the way down. That's the big difference about service have having written a couple of those functions. I can I can really invest my time on the couple of 100 lines of code that matter and not choosing a destro choosing a cougar Nati is choosing, you know, all the stack underneath. I simply choose the platform where I'm gonna drop that that function, compile it, uploaded and then riff and rub. On that >> fifth anniversary, Cooper Netease were riffing on Cooper Netease. Dustin Circle here inside the Cube Cube Alumni you were recently at the coop con in overseas in Europe, Barcelona, Barcelona, great city. Keeps been there many times. Do was there covering for us. Couldn't make this trip, Unfortunately, had a couple daughter's graduating, so I didn't make the trip. Sorry, guys. Um, what was the summary? What was the takeaway? Was the big walk away from that event? What synthesized? The main stories were the most important stories being >> told. >> Big news, big observations. >> It was a huge event to start with. It was that fear of Barcelona. Um, didn't take over the whole space. But I've been there a number of times from Mobile World Congress. But, you know, this is this is cube con in the same building that hosts all of mobile world Congress. So I think 8,000 attendees was what we saw. It's quite celebratory. You know, I think we were doing some some pre fifth birthday bash celebrations, Key takeaways, hybrid hybrid, Cloud, multi Cloud. I think that's the world that we've evolved into. You know, there was a lot of tension. I think in the early days about must stay on. Prem must go to the cloud. Everything's there's gonna be a winner and a loser and everything's gonna go one direction or another. I think the chips have fallen, and it's pretty obvious now that the world will exist in a very hybrid, multi cloud state. Ultimately, there's gonna be some stuff on Prem that doesn't move. There's going to be some stuff better hosted in one arm or public clouds. That's the multi cloud aspect, Uh, and there will be stubborn stuff at the edge and remote locations and vehicles on oil rigs at restaurants and stores and >> so forth. What's most exciting from a trans statement? What do you what? What's what's getting you excited from what you see on the landscape out there? >> So the tying all of that to Cooper Netease, Cuban aunties, is the thing that basically normalizes all of that. You write your application put it in a container and expect to communities to be there to scale that toe. Operate that top grade that to migrate that over time. From that perspective, Cooper nineties has really ticked, ticked all the boxes, and you've got a lot of choices now about which companies here, you're going to use it and where >> beyond communities, a lot of variety of projects coop flow, you got service messes out there a lot of difference. Project. What's What's a dark horse? What's something that sets out there that people should be paying attention to? That you see emerging? That's notable. That should be paying attention. To >> think is a combination of two things. One is pretty obvious, and that's a ML is coming like a freight train and is sort of the next layer of excitement. I think after Cooper, Netease becomes boring, which hopefully if we've done our jobs well, that communities layer gets settled and we'll evolve. But the sort of the hockey stick hopefully settles down and it becomes something super stable. Uh, the application of machine learning to create artificial intelligence conclusions, trends from things that is sort of the next big trend on then I would say another one If you really want the dark horse. I think it's around communications. And I think it's around the difference in the way that we communicate with one another across all forms of media voice, video chat, writing, how we interact with people, how we interact with our our tools with our software and in fact, how our software in Iraq's with us in our software acts with with other software that communications industry is, it's ripe for some pretty radical disruption. And you know some of the organizations and they're doing that. It's early early days on those >> changes. Final point you mentioned earlier in our conversation here about how Dev Ops is influencing impacting non tech and computer science. Really? What did you mean by that? >> Uh, well, I think you brought up unexpectedly and that that you were looking at the way Uh, some other industries are changing, and I think that cross pollination is actually quite quite powerful when you take and apply a skill and expertise you have outside of your industry. But it adds something new and interesting, too, to your professional environment. That's where you get these provocative operations. He's really creative, innovative things that you know. No one really saw it coming. >> Dave Ops principles apply to other disciplines. Yeah, agility. That's that's pointing down waterfall based processes. That's >> one phenomenal example. Imagine that for governments, right to remove some of the like the pain that you and I know. I've got to go and renew my license. My birthday's coming up. I gotta go to renew my driver's license. You know much. I'm dreading going to the the DMV Root >> Canal driver's license on the same. Exactly >> how waterfall is that experience. And could we could we beam or Mohr Agile More Dev Autopsy and some of our government across >> the U. S. Government's procurement practices airbase upon 1990 standards they still want Request a manual, a physical manual for every product violent? Who does that? >> I know that there are organizations trying to apply some open source principles to government. But I mean, think about, you know, just democracy and how being a little bit more open and transparent in the way that we are in open source code, the ability to accept patches. I have a side project, a passion for brewing beer and I love applying open source practices to the industry of brewing. And that's an example of where use professional work, Tio. Compliment a hobby. >> All right, we got to bring some cubic private label, some Q beer. >> If you like sour beer, I'm in the sour beer. >> That's okay. We like to get the pus for us. Final question for you. Five years from now, Cooper needs to be 10 years old. What's the world gonna look like when we wake up five years from now with two Cuban aunties? >> Yeah, I think, uh, I don't think we're struggling with the Cooper nutties. Uh, the community's layer. At that point, I think that's settled science, inasmuch as Lennox is pretty settled. Science, Yes, there's a release, and it comes out with incremental features and bug fixes. I think Cuban aunties is settled. Science management of of those containers is pretty well settled. Uh, five years from now, I think we end up with software, some software that that's writing software. And I don't quite mean that in the way That sounds scary, uh, and that we're eliminating developers, but I think we're creating Mohr powerful, more robust software that actually creates that that software and that's all built on top of the really strong, robust systems we have underneath >> automation to take the heavy lifting. But the human creation still keeping one of the >> humans Aaron the look it's were We're many decades away from humans being out of the loop on creative processes. >> Dustin Kirkland, he a product manager of Google Uh, Cooper Netease guru also keep alumni here in the studio talking about the coup. Burnett. He's 50 year anniversary. Of course, the kid was president creation during the beginning of the wave of communities. We love the trend we love Cloud would left home a tec. I'm Sean for here in Palo Alto. Thanks for watching.

>> Hi, I'm Peter Burroughs. And welcome to another cube conversation. This one is part of a very, very special digital community event sponsored by day trip. What we're going to be talking about today. Well, date comes here with a special product announcement that's intended to help customers do a better job of matching their technology needs with the speed and opportunities to use their data differently within their business. This is a problem that every single customer faces every single enterprise faces, and it's one that's become especially acute as those digital natives increasingly hunt down and take out some of those traditional businesses that are trying to better understand how to use their data. Now, as we have with all digital community events at the end of this one, we're gonna be running a crowd chat, so stay with us, will go through a couple of day trim and datum customer conversations, and then it'LL be your turn toe. Weigh in on what you think is important. Ask the questions of Data Room and others in the community that you think need to be addressed. Let's hear what you have to say about this increasingly special relationship between data technology and storage services. So without further ado, let's get it kicked off. Tim Page is the CEO of Datum. Tim, Welcome to the Cube. Thank you, Peter. So data give us a quick take on where you guys are. >> Yeah, Day tree ums formulated as a software to find converged infrastructure company that takes that converges to the next level. And the purpose of us is to give the user the same experience, whether you're working on Prem or across multi cloud. >> Great. So let's start by saying, that's the vision, but you've been talking a lot of customers. What's the problem that you keep hearing over and over that you're pointing towards? >> Yeah, it's funny. So it's so meet with the number CEOs over the years and specifically is related to a tree, and they'LL tell you they were on an on demand economy that expects instant outcomes, which means you have to digitally transform. And to do that, you've got to transform it, which means it's got to be easy. It's got to be consistent. You've got to get rid of a lot of the management issues, and it's got a feel and take advantage of the services that cloud has to offer. >> All right, so that's the nature of the problem. You've also done a fair amount of research looking into the specifics of what they're asking for. Give us some insight into what day terms discovering as you talk to customers about what the solutions are going to look like. >> It's interesting. So if you look at how to resolve that, you've got to conf urged to transform in some form or fashion. If you look at the first level of convergence a lot of people have done, it's been directly as relates the hardware architecture. We've taken that to a whole new level until Point were saying, How do you actually automate those mundane task that take multiple groups to solve specifically primary backup disaster recovery? All the policies involved in that is a lot of work that goes into that across multiple groups, and we set out to solve those issues, >> so there's still a need for performance. There's still the need for capacity to reduce management time and overhead etcetera. But Tim, as we move forward, how our customers responding this you're getting some sense of what percentage of them are going, Teo say Yeah, that's it >> s so interesting. So we could start a survey and got over five hundred people leaders to respond to it. It's interesting is they talk about performance management security, but they're also talking about consistency of that experience. And specifically, we asked how many of you is important to have your platform have built in backup and policy services with encryption built in et cetera. We got a seventy percent rate of those applicants of those those people interviewed saying is really important for that to be part of a plan. >> So it sounds like you're really talking about something Mohr than just a couple of products. You really talking about forcing customers or you're not forcing. Customers are starting the process of rethinking your data infrastructure, and I got that right. >> That's right. If you look at how infrastructure is grown in the last twenty years, right? Twenty years ago, san technology was related, and every time you throw open app, you had to put different policies that Apple put different one tight management to how much of my resources and go to certain things. We set out to actually automate that which is why it took us four years. To build this platform with a hundred programmers is, Well, how do we actually make you not think about how you're going to back up? How do you set a policy and no disaster recovery is going to run? And to do that, you've gotta have it one code base and we know we're on to something, even based on our survey, because the old array vendors are all buying Bolton's because they know users want an experience. But you can't have that experience with the ball time. You have to have it your fundamental platform. >> Well, let me let me step in here. So I've been around for a long time him and heard a lot of people talk about platforms. And if I have kind of one rule companies and introduce platforms that just expand, typically failed companies that bring an opinion and converge more things so it's simpler tend to be more successful. Which direction's date >> going? So we definitely That's why we took time, right? If you want to be an enterprise class company, you can't build a cheap platform in eighteen months and hit the market because were you, architect, you stay. So our purpose from the beginning was purposefully to spend four years building an enterprise clap platform that did away with a lot of the mundane task seeing management That's twenty years old. Technology right? One management. So if you're buying your multi cloud type technology experience in cages, you're just buying old stuff. We took an approach saying, We want that consistent approach that whether you're running your services on from or in any type of cloud, you could instantly take advantage of that, and it feels the same. That's a big task because you're looking to run the speed of storage with the resiliency of backup right, which is a whole different type of technology. Which is how our founders, who have built the first words in this went to the second, almost third version of that type of oven. Stan she ation of a platform. >> All right, so we know what the solution is going to look like. It's going to look like a data platform that's rethought to support the needs of data assets and introduces a set of converge services that really focus the value proposition to what the enterprise needs So what do you guys announcing? >> That's exactly right. So we've finalized what we call our auto matrix platform. So auto matrix in inherently In it we'LL have primary backup Disaster recovery D Our solution All the policies within that an encryption built in from the very beginning. Soto have those five things we believe toe actually have on the next generation experience across true multi cloud. You're not bolting on hardware technologies. You're bolting on software technologies that operate in the same manner. Those five things have to be an errand or you're a bolt on type company. >> So you're not building a platform out by acquisition. You build a platform out by architecture and development. >> That's right. And we took four years to do it with one hundred guys building this thing out. It's released, it's out and it's ready to go. So our first we're announcing is that first in Stan she ation of that as a product we're calling control shift, which is really a data mobility orchestrator. True sas based you could orchestrate from the prime from the cloud cloud to cloud, and our first generation of that is disaster recovery so truly to be able to set up your policies, check those policies and make sure you're going to have true disaster recovery with an Rto zero. It's a tough thing we've done it. >> That's upstanding. Great to hear Tim Page, CEO Data Room, talking about some of the announcement that were here more about in the second. Let's now turn our attention, Teo. A short video. Let's hear more about it. >> The bank is focused on small businesses and helping them achieve their success. We want to redesign the customer engagement in defining the bank of the future. This office is our first implementation of that concept, as you can see is a much more open floor plan design that increases the interaction between our lead bank associates and our clients with day tree and split provisioning. Oliver Data is now on the host, so we have seen eighty times lower application. Leighton. See, this gives our associates instant responses to their queries so they can answer client questions in real time. That time is always expensive in our business. In the past we had a forty eight hour recovery plan, but with the atrium we were able to far exceed that plan we've been able to recover systems in minutes now instead of backing at once per day with that backup time taking eighteen hours. Now we're doing full system snapshots our league, and we're replicating those offsite stay trim is the only vendor I know of that could provide this end to end encryption. So any cyber attacks that get into our system are neutralized with the data absolution. We don't have to have storage consultants anymore. We don't have to be stored. Experts were able to manage everything from a storage perceptive through the center, obviously spending less time and money on infrastructure. We continue to leverage new technologies to improve application performance and lower costs. We also want to animate RDR fail over. So we're looking forward to implementing daydreams. Product deloused orchestrate an automaton. RDR fell over process. >> It is always great to hear from a customer. Want to get on Peterborough's? This's a Cube conversation, part of a digital community event sponsored by Data Room. We were talking about how the relationship between the new digital business outcomes highly dependent upon data and the mismatch of technology to be able to support those new classes of outcomes is causing problems in so many different enterprises. So let's dig a little bit more deeply into someone. Tatum's announcements to try to find ways to close those gaps. We've got his already who's the CTO of data on with today, says all are welcome to the Cube, >> that being a good to see you again. >> So automate tricks give us a little bit more toe tail and how it's creating value for customers. >> So if you go to any data center today, you notice that for the amount of data they have their five different vendors and five different parts to manage the data. There is the primary storage. There is the backup on DH. There is the D R. And then there's mobility. And then there is the security or think about so this five different products, our kind of causing friction for you if you want to move, if you want to be in the undermanned economy and move fast in your business, these things are causing friction. You cannot move that fast. And so what we have done is that we took. We took a step back and built this automatics platform. It's provides this data services. We shall kind of quality that autonomous data services. The idea is that you don't have to really do much for it by converging all this functions into one simple platform that we let him with all the friction you need to manage all your data. And that's kind of what we call auto metrics that >> platform. So as a consequence, I gotta believe, Then your customers are discovering that not only is it simpler, easy to use perhaps a little bit less expertise required, but they also are more likely to be operationally successful with some of the core functions like D are that they have to work with. >> Yeah, So the other thing about these five five grandpre functions and products you need is that if you want to imagine a future, where you going, you know, leverage the cloud For a simple thing like the R, for example, the thing is that if you want to move this data to a different place with five different products, how does it move? Because, you know, all these five products must move together to some of the place. That's not how it's gonna operate for you. So by having these five different functions converge into one platform is that when the data moves between the other place, the functions move with it giving the same exist same exact, consistent view for your data. That's kind of what we were built. And on top of all the stuff is something we have this global data management applications to control the all the data you have your enterprise. >> So how are customers responding to this new architecture of autumn matrix converge services and a platform for building data applications? >> Yeah, so our customers consistently Teyla's one simple thing is that it's the most easiest platform there ever used in their entire enterprise life. So that's what we do aimed for simplicity for the customer experience. Autonomous data services give you exactly that experience. So as an example, last quarter we had about forty proof of concept sort in the field out of them, about thirty of adopted already, and we're waiting for the ten of the results to come out this quarter. So generally we found that a proof of concept don't come back because once you touch it, experience simplicity offered and how how do you get all this service is simple, then people don't tend to descend it back. They like to keep it and could have operated that way. >> So you mentioned earlier, and I kind of summarizing notion of applications, Data services, applications tell us a little bit about those and how they really toward a matrix. >> Right? So once you have data in multiple places, people have not up not a cloud. And we're going to also being all these different clouds and report that uniform experience you need this date. You need this global data management applications to extract value out off your data. And that's kind of the reason why we built some global data management applications. I SAS products, I think, install nothing to manage them. Then they sit outside and then they help you manage globally. All the data you have. >> So as a result, the I and O people, the destruction operations administrators, I can think of terms of automata whose platform the rest of the business could look at in terms of services and applications that through using and support, >> that's exactly right. So you get the single dashboard to manage all the data. You have an enterprise >> now I know you're introducing some of these applications today. Can you give us a little peek into? Yeah. >> Firstly, our automatics platform is a soft is available on prime as a software defined converge infrastructure, and you can get that we call it D V X. And then we also offer in the cloud our services. It's called Cloud Devi Ex. You could get these and we're also about kind off announcing the release ofthe control shift. It's over for one of our first date. Imagine applications, which kind of helps you manage data in a two different locations. >> So go over more specific and detail in the control shift. Specifically is which of those five data services you talk about is control shift most clearly associating with >> right. So if you go toe again back to this question about like five different services, if you have to think about B r o D. R. Is a necessity for every business, it's official protection. You need it. But the challenge is that you know that three four challenges you gently round into the most common people talk about is that one is that you have a plan. You'LL have a proper plan. It's challenging to plan something, and then you think about the fire drill. We have to run when there's a problem. And then last leaving actually pushed the button. Tofail over doesn't really work for you. Like how fast is it going to come up? So those three problems we can have one to solve really like really solidly So we call our service is a dear services fail proof tr that's actually takes a little courage to say fail proof. So control shift is our service, which actually does this. The orchestration does mobility across the two different places from could be on prime time on Prem on prompted the cloud. And because we have this into end data services ourselves, the it's easy to then to compliance checks all the time so we could do compliance checks every few minutes. So what that gives you that? Is that the confidence that that your dear plan's going to work for you when you need it? And then secondly, when you push the button because you also prime restoration back up, it's then easy to bring upon your services at once like that, and the last one is that because we are able to then work across the clouds and pride, the seamless experience. So when you move the data to the cloud, have some backups there. When you push a button to fail over, we'LL bring up your services in via MacLeod so that the idea is that it look exactly the same no matter where you are in the D. R or North India and then, you know, you watch the video, watch the demos. I think they look and see that you can tell the difference. >> Well, that's great. So give us a little bit of visibility into how day Truman intends to extend these capabilities, which give us a little visibility in the road map. Next. >> So we are already on Amazon with the cloud. The next time you're gonna be delivering his azure, that's the next step. But But if I step back a little bit and how do we think about our ourselves? Like if you look at his example Google, Google, you know, fairies, all the data and Internet data and prizes that instant search for that instant like an access to all the data you know, at your finger finger tips. So we wanted something similar for enterprise data. How do we Federated? How do we aggregate data and the property? The customer, the instant management they can get from all the data. They have already extract value from the data. So those things are set off application We're building towards organic scum. Examples are we're building, like, deep search. How do you find the things you want to find? You know, I've been a very nice into to weigh. And how do you do Compliance? GPR. And also, how do you think about you know, some dependent addicts on the data? And so we also extend our control shift not to just manage the data on all platforms. Brawls hardly manage data across different platforms. So those kind of things they're thinking about as a future >> excellent stuff is already CTO daydream. Thanks very much for talking to us about auto matrix control shift and the direction that you're taking with this very, very extreme new vision about data on business come more easily be bought together. So, you know, I'll tell you what. Let's take a look at a demo >> in today's enterprise data centers. You want a simple way to deal with your data, whether in the private or public cloud, and ensure that dealing with disaster recovery is easy to set up. Always complied and in sync with the sites they address and ready to run as the situations require built on consistent backups, allowing you to leverage any current or previous recovery point in time with near zero rto as the data does not have to be moved in order to use it. Automated orchestration lets you easily test or execute recovery plans you have constructed with greater confidence, all while monitoring actions and progress from essential resource. This, along with maintaining comprehensive run books of these actions, automatically from the orchestration framework. Managing your Systems Day Tree in autumn matrix provides this solution. Run on local host flash and get the benefits of better performance and lower. Leighton sees back up and protect your data on the same converged platform without extracting it to another system while securing the data in your enterprise with end and encryption automating salas desired for your business needs with policy driven methods. The capture the what, when and where aspects of protecting your data, keeping copies locally or at other sites efficiently Move the data from one location to another weather in your private or public cloud. This is the power of the software defined converged infrastructure with cloudy are from day tree, um, that we call Oughta Matrix. >> Hi. And welcome back to another cube conversation once again on Peter Births. And one of the biggest challenges that every user faces is How did they get Mohr out of their technology suppliers, especially during periods of significant transformation? Soto have that conversation. We've got Brian Bond, who's the director of infrastructure? The meter A seaman's business. Brian, welcome to the Cube. >> Thanks for having me. >> So tell us a little about the meteor and what you do there. >> So E Meter is a developer and supplier of smart grid infrastructure software for enterprise level clients. Utilities, water, power, energy and, ah, my team was charged with managing infrastructure for that entire business units. Everything from Deb Test Q and sales. >> Well, the you know, the intelligent infrastructure as it pertains to electronica rid. That's not a small set of applications of small city use cases. What kinds of pressure is that putting on your infrastructure >> A lot of it is the typical pressures that you would see with do more with less doom or faster. But a lot of it is wrapped around our customers and our our other end users in needing more storage, needing Mohr at performance and needing things delivered faster on a daily basis. Things change, and keeping up with the Joneses gets harder and harder to do as time moves on. >> So as you think about day trims Auto Matrix. How is it creating value for you today? Give us kind of, Ah, peek into what it's doing to alleviate some of these scaling and older and researcher pressures, >> So the first thing it does is it does allow us to do a lot more with less. We get two times the performance five times the capacity, and we spend zero time managing our storage infrastructure. And when I say zero time I mean zero time, we do not manage storage anymore. With the data in product, we can deploy thanks faster. We can recover things faster are Rto and R R P. O matrix is down two seconds instead of minutes or hours, and those types of things really allow us to provide, Ah much better level of service to our customers. >> And it's especially critical. Infrastructure like electronic grid is good to hear. That the Rto Harpo is getting is close to zero as possible. But that's the baseline today. Look out and is you and vision where the needs of these technologies are going for improving protection, consolidating converging gated services and overall, providing a better experience from a business uses data. How do you anticipate that you're goingto evolve your use of autumn matrix and related data from technologies? >> Well, we fully intend to to expand our use of the existing piece that we have. But then this new autumn matrix piece is going to help us, not witches deployments. But it's also going to help us with compliance testing, data recovery, disaster recovery, um, and also being able to deploy into any type of cloud or any type of location without having to change what we do in the back in being able to use one tool across the entire set of the infrastructure they were using. >> So what about the tool set? You're using the whole thing consistently, but what about the tool set when in easiest for you within your shop, >> installing the infrastructure pieces themselves in its entirety. We're very, very easy. So putting that into what we had already and where we were headed was very, very simple. We were able to do that on the fly in production and not have to do a whole lot of changes with the environments that were doing at the time. The the operational pieces within the D. V X, which is this the storage part of the platform were seamless as far as V Center and other tools that we're using went and allowed us to just extend what we were doing already and be able to just apply that as we went forward. And we immediately found that again, we just didn't manage storage anymore. And that wasn't something we were intending and that made our r I just go through the roof. >> So it sounds like time to value for the platform was reserved for quick and also it fit into your overall operational practices. So you have to do a whole bunch of unnatural acts to get >> right. We did not have to change a lot of policies. We didn't have to change a lot of procedures, a lot of sounds. We just shortened. We took a few steps out on a lot of cases. >> So how is it changing being able to do things like that, changing your conversation with your communities that you're serving a CZ? They asked for more stores where they ask for more capabilities. >> First off, it's making me say no, a lot less, and that makes them very, very happy. The answer usually is less. And then the answer to the question of how long will it take changes from? Oh, we can get that done in a couple of days or, oh, we can get that done in a couple hours to I did that while I was sitting here in the meeting with you, and it's it's been handled and you're off to the races. >> So it sounds like you're police in a pretty big bed and a true, uh, what's it like? Working with them is a company. >> It's been a great experience from from the start, in the initial piece of talking to them and going through the POC process. They were very helpful, very knowledgeable SCS on DH, and since then They've been very, very helpful in allowing us to tell them what our needs are, rather than them telling us what our needs are and going through and working through the new processes and the and the new procedures within our environments. They've been very instrumental and performance testing and deployment testing with things, uh, that a lot of other storage providers didn't have any interest in talking with us about so they've been very, very helpful with that and very, very knowledgeable people that air there are actually really smart, which is not surprising. But the fact that they can relay that into solutions to what my actual problems are and give me something that I can push forward on to my business and have ah, positive impact from Day one has been absolutely, without question, one of the better things. >> Well, it's always one of the big, biggest challenge when working with a company that just getting going is how do you get the smarts of that organization into the business outcomes that really succeeded? Sounds like it's working well. Absolutely. All right. Brian Bond, director Vital infrastructure demeanor, Seaman's business Thanks again for being on the Cube >> has been great >> on. Once again, this has been a cube conversation, and now what we'd like to do is don't forget this is your opportunity to participate in the crowd. Chat immediately after this video ends and let's hear your thoughts. What's important in your world is you think about new classes of data platforms, new rules of data, new approaches to taking great advantage of the data assets that air differentiating your business. Have those conversations make those comments? Asked those questions. We're here to help. Once again, Peter Bourjos, Let's go out yet.

>> Hello, Room. Welcome back to London. You watching the Cube? The leader and tech coverage. My name is Dave Volante. We're here in a special program that we've constructed. It's the day before the eight of US London summit and we wanted to come and talk to some customers, some executives of startups, and really dig into what's going on in the public sector. Chris Heman is here. He's the director of UK and Ireland Public sector for eight of us. Chris, Thanks for coming on the Cube. >> Thanks for vitamins. Christ. >> Yeah. So you guys have a special public sector healthcare pre day that's going on downstairs? What's that all about? >> Yes. So obviously we'LL remain summit tomorrow expecting about twelve thousand people, which is phenomenal today that we could do something with one of our special industries, which is health care. So we've invited a number of customers and executives along for that today to learn more about cloud, how they can get going with the cloud and get, you know, start adopting a pace. So I believe you spoke with the missus about earlier on. So he misses a supplies the n hs, but also people and hs digital and so on her adopting the platform. So that's what today's all about. >> So health care is one of those sectors. It's ripe for disruption. It really hasn't been, you know, disrupted in a big way and digitized and it's starting. But the challenge is, how do you balance the cost of health care? Everybody's sensitized to that with the quality. Yeah, here. And so that's what really the problem. Show yourself. How does he ws in the cloud? Help solve that. >> Yeah, I think across the public sex. Really not just for the healthcare, but, you know, one of the things organizations are trying to do is reduce that large legacy footprint of infrastructure and really deliver against their mission, whether it be patients or citizens or whatever it may be. Ah, good example. In the in the case of the health care is we're working with a partner and I just school Business Services Authority on they have a large call center that was a really, you know, costly experience having traditional call center set up. So they've used our connect platform, our call center platform, and also some voice technologic called Lex. And they're able to reduce they stood up in about three weeks is a phenomenal effort, and they reduce their call volume by forty two percent. So basically getting the computer's towards some of the really easy queries, which, of course, meant that some of the tougher call center queries went to the actual humans and the call center handlers. So you know those sort things, I really think impact the bottom line for the HS and save some cost, but really helping to innovate a swell for for their patients and sis isn't so. >> Let's stay in health care for a second. So any just has, ah, nearly half a billion pound initiative to modernize. So if had they asked me, they didn't ask me. But had they ask me, I say, Well, part of that should be to get rid of the heavy lifting, so moved to the cloud and then really try toe transform your labor force to focus on more value added areas. It's actually helps to solve your problems. Is that essentially, what's happening? >> Understand, so that the contacts into very you know, that the people are now answering fines aren't doing those sort of Monday enquiries were it's just going to take four to six weeks. It's Maur, you know, transferring that. You know that's the computer and letting the humans do the heavy lifting. So I think that's you know, certainly one thing. But I think it's also enabling these organizations to really be closer to their citizens into their patients as well. With free liquor organizations like in the local authority, space, like else prevail. There are also using voice technology with Alexa to enable citizens to answer queries like You know who is my counselor or to update about various things within their sort of council record. And socially public sector organizations love that because they've now got this unique touch point with the sisters and at scale, whereas they would never have been able to do that previously. So that's a really good, you know, close engagement for them. >> So you hear the bromide people say data is the new oil. It's it's the it's the new natural resource. We actually think date is more valuable than oil because you can only use oil in one place. The data you can use many, many places, so data becomes increasingly important. But the problem that most traditional companies have is there, Their data is locked in silos. It's hardened into an application. And so so how are you guys attacking that problem? What do you see? A CZ trends in the customer base in terms of being able tto have sort of, ah, unified data model. And what role does the cloud >> play there? Yeah, I think it's really good questions. So there's a number of things that we're doing. First of all, we're very passionate about public date sets. So we host a number of public day sets like Lanza imagery and these sort of things, you know, fundamentally, we believe data has gravity, so, you know, for overto host and provide this data at scale for researchers and so on. That has tremendous huge benefit. But you're right about public sector organizations, and I silos a good example. Where we've we've worked is with transport for London. Obviously, if you want to get in and around the city of London, typically you go to tear filled look after UK, which runs on a dress, and you'LL say, I want to get from you know, Frank and to Liverpool Street, and that's all kind of running on top of a dress. But the really cool thing is they've opened up all that information so they don't have to develop. Those ups themselves are effectively crowd sourcing the development of those APS. So they've got some four thousand developers now working against all this data. Ah, Delight recently did a study. They reckon it's goingto generate economic benefits of one hundred thirty million pounds per annum just by making this really time data available. So So you're gaining unique business in size. But not only that, you've got organizations like city mapper who can commercialize that data develop, perhaps, and sell those apse on behalf of you know, you took to the community and so on. So you've got double bubble of s on the engagement, but also the public benefit as well. So that's really cool >> now, years ago Ah, in a past life, I had an opportunity when I worked for I d see the research company to run the government business. And when I went around and talked to the heads of military heads, the heads of agencies, there was a common theme. They were trying to close the gap between public sector and commercial. Yeah, and they never quite could get there. The cloud seems to me, Chris, to be changing that. I mean, to me, the CIA deal in twenty thirteen was a seminal moment for just the cloud and need of us specifically. But increasingly, you're seeing innovation. Yeah, it's still very difficult because you get turnover and agencies and administrations and so forth. But what are you seeing in terms of of those trends? Are you seeing public sector organizations leaning in modernizing? And again, what role does the cloud play there? >> Yeah, one hundred cent. I think you're absolutely rise. It is a unifier. In that sense we worked with, you know, we're moving mission systems to the cloud now with our customers. Ah, we worked with Dr Vehicle Stands Agency. So they're responsible for making sure our car's unroadworthy in the UK. They migrated their entire platform, which supports on thirty thousand small businesses. Try the rest in ten weeks. So it's amazing what public sector organizations are able to achieve with the pace of cloud. And a lot of it starts with experimentation. You know, that's the great thing is that you can try something. If it doesn't work, you can turn it off and you haven't lost anything but that that pace of being out to move, even mission systems. So the cloud is happening in public sexual across the board, >> and I mentioned the CIA before they start to be the American sort of parachuting in, and it's obviously a bias that I have. I'm working on my accent. But But But But the CIA was significant because everybody in the early days were so concerned about security that the head of tea in the CIA stood up last year at the D. C. Public sector Summit and said, My worst day of security in the cloud is better, far better than my client server ever. Wass. Yeah. So what about security concerns? Have they abated? They they still there? How is that evolving? >> Well, I think first of always, absolutely right that public sector organizations one hundred percent laser focused on security. But the good news is that we are to you know, its job. Zero for us is absolutely everything that we don't live and breathe by. And I think we've demonstrated that in a number of ways. I mean first of all, just the way in which we operate our physical infrastructure and everything that we do it physical pace, but then above the layer with the kind of the things that are a customer's responsible for. We have something called a shared responsibility model, so the responsibility for kind of everything above the physical infrastructure, but we provide the tools that they just never would've been able to get access to in a in a physical world, you know what our CEO's in public sector organizations do You know every servant you have, you know, just things like that. And they would just be like Now I've got no idea, but with a cloud, you have that visibility. You can see every single thing that's happening in the environment. So you get farm or visibility in control that he ever was ever were able to in a physical world. So I think that's first thing and obviously everything that we do around certification atter stations around. I so certification all the reporting and so on that we do Teo to assure our customers that we do a good job of that level as well. Ministry of Justice actually came out and said you could be more secure in the cloud than on premises and you have to focus on those areas where you're not in the cloud. So I think that was a huge testament by the UK. Come and say, Actually, this is this is secure, and this is fit for purpose, which is which is good. >> One of the things I've observed boat just technology adoption in general. You know, Silicon Valley's unique, obviously, And but, you know, outside of Silicon Valley, maybe technology adoption, you know, twenty years ago occurred more slowly. It seems like cloud adoption is very much consistent across the globe. I wonder if you could talk about that, But then specifically, public sector jobs in the cloud Do you see this Very similar sort of cadence from, you know, us rest of >> world? Yeah, I do. And I think you know, we were doing a fantastic job in the UK, Actually. Really fantastic job. Talked about some of stuff we're doing round. I I am machine learning. You know, some of these things are really leading edge on DH. If you speak to a miss earlier, they're investigating things like Blockchain for their tops of solution. So these sort of things are really pushing the boundary. But Paramount, All of that is this idea that you can experiment to try things. There's no longer there's a kind of is no longer a disparity around. Think something's fundamentally when you when you log into the console, you got access to one hundred sixty five different things and you can get going with you in the UK whether you're in the candor or in North America. So our customers are picking these things up on DH, accelerating a pace, which is which is fantastic trying all different types of things and work lights. >> Okay, if I were to ask Alexa what's gonna happen with Brexit, what would what would you tell me? I think first of >> almost, you know, with the way we think about it is it's just business as usual for us. You know, it's a fairly mundane answer, but fundamentally, you know, organization still need to adapt. This stone is transformed. They still need to evolve, and that's where we're helping and we're leaning in, you know, we're helping them with some of their EU accept programs around tooling and process and things like that. But I still came to adopt cloud a place which is which is also >> so come back to the session that you guys are running downstairs. I saw some of descriptions of it and I think there were three areas of focus. The public payers, the health care providers in the publicly funded research organizations is kind of what you guys are focused on today. So maybe close there and give us a vision for where you see eight of us public sector in the UK and >> I I think this were obviously healthcare's really fast growing vertical for us, which is fantastic upper across the board. Demand has never been greater, which is phenomenal on DH were really pushing the boundaries of what can be achieved. Yeah, we're working with, you know, I talked about some the public sector organizations with working with, you know, partners like he miss, but also small businesses as well as great example. Working with a company called Ad Zuna, which provides job search functionality. They run on a dress and they want a contract for Jobcentre Plus, which part of our department work and pensions. So it's not just the direct engagement we have with our customers. But it's also a ll the partners that we're working with to enable that in tow and functionality, which is which is really good. So we're doing a lot, lots of work in that space. And I could liken see Maura Mohr organizations not just customers in customers, but also partners technology providers coming to talk to us. Ah, and then across the spectrum, in health care, whether it's supplies to the chess or at the NSS himself, an individual trusts and and hospitals and so on, the kind of using our technology. So it's a real broad mixing spectrum of adoption. >> Outstanding, Chris, thanks so much for coming on. The Cube really appreciate it. And they were seeing the growth of a device is a DBS is actually astounding thirty billion dollars run rate company growing at forty plus percent a year. But more importantly, you're starting to see not only region expansion, but you're seeing expansion into specific verticals and ecosystems forming startups. And you guys are doing a great job of attracting these. Thanks very much for coming. Thanks. Thanks. Alright, Keep it right there. Buddy. This is David, Dante and the Cuba right back. Right after this short break. Wait

>> live from Anaheim, California. It's the queue covering nutanix dot Next twenty nineteen. Brought to you by Nutanix. >> Welcome back, everyone to the cubes. Live coverage of Nutanix Stott next here in Anaheim, California. I'm your host, Rebecca Night, along with my co host, John Farrier. We're joined by Jean Kim. He is an author, researcher, entrepreneur and founder of Revolution. Thank you so much for coming back on the Cube, Gene. >> Oh, thanks so much for Becca and always great seeing you and John. >> So you are a prolific author. You've written many books, including the Phoenix Project, The Deb Ops Handbook, given new one coming out. But this is this is the latest one we have here the Dev Ops Handbook >> twenty sixteen. And then we came up with a little bit cool accelerate based on the state of Davis report. And yeah, it's been a fun ride. Just what a great space to be writing about >> Dev ops has been. I'LL see that covered going back years. Now it's mainstream, and you started to see the impact of people who have taken the devil's mentality put promise and the place we see all the you know, Web scales from Facebook, you name. But now the enterprises is now really looking at agility scenario. You've been working a lot on you Host the Devil Devil Enterprise Summit. What's that been like? I mean, it seems to be well taken longer than some of the hard core cloud guys. So what's the State of the Union, if you will, for the enterprise from a devil standpoint? >> Yeah, What a great question. I mean, I think there's no doubt that the devil's principles and practices were pioneered in the tech giant's Facebook's Amazon necklace and Google's, but I've long believed with a certain level certainty that a CZ much economic values they've created, uh, that's just the tip of the iceberg. The real value will be created when you know the largest, most complex organization, the planet adopting same principles of patterns. And when you have Ah yeah, I think I. D. C said there's eighteen million developers on the planet of which, at maximum, no half million at the tech trying and the rest are in, you know, the largest brands across every industry vertical. And if we could get those seventeen and a half million developers as productive as if there were at Facebook Amazon, that for school I'm not, generates trillions of dollars of economic value per year. And when you know what, that much, um, economically being created. I mean, we'LL have undoubtedly, you know, incredible societal improving outcomes as well. So it has been such a treat to help chronicle that journey. >> One of the things I want to ask you. Genes that doesn't impressive numbers, but also UV factor and net new developers, younger generation, re skilled workers used to be a network. I now I'm a developer. You seeing developers really at the infrastructure level now. But show like this where Nutanix is a heart was a hardware company there now a software company. So they're ato heart of Jeb ops. In terms of their target audience, they're implementing this stuff, So this is a refreshing change. So I gotta ask you when you walk into an enterprise, what is the current temperature of our I Q of Dev ops are they are their percentage. That's you know, they're some are learning. Take us through kind of the progress. >> If I would guess right? This has much as I love statistics and you know, comprehensive benchmarking. Yeah, I think we're three percent of the way there. Alright, I percent Yeah, you know, we're in the earliest stages of it, Which means the best is yet to come. I think develops is an aspiration for many on DH. No, but having to change the I think Dave is often a rebellious group rebelling against agent powerful order right now, uh, forces far beyond their control. Conservative groups protecting their turf. I think that's kind of the, uh, probably a typical situation. And so, you know, we're a long way away from Devil's being the dominant orthodoxy. >> So if that's the case, just probably some people who have adopted it had success we're seeing in these new, innovative shifts. The early adopters have massive value extraction from that. So and that's an advantage. Committed advantage. Can you give us some examples of people who did that took the rebellion that went to Dev Ops were successful and then doubled down on it? >> Yeah, I think the one that come to mind immediately are like Capital one. Yeah, they went from eighty percent outsourcing to now. Almost hundred cent Insourced. Same with target, where they're really started off as a uh ah bottom up movement and then gain the support of the highest levels of leadership. And it has been so exciting to see the story's not just told by technology leaders, but increasingly shared and being told by both the technology leader and a business counterpart were the business leader is saying, I am wholly reliant upon my technology, Pierre, to achieve all the goals, dreams and aspirations of our organization. And that's what a treat, to be able to see that kind of recognition and appreciation. >> It's an operational shift to They have to buy into changing how they operate as a company. Yes, and believe me, they're like clutching on to the old ways. And that's just the way it is. A >> wonderful phrase from the NUTANIX CEO that Loved is that way often characterized that developers as the builders, but operation infrastructure, they are builders, too. In fact, you know, developers cannot be productive if they are mired in infrastructure, right? And so, uh, you know, uh, you know, you get a peek. Productivity focus flown joy when you don't have to deal with concerns outside of the business feature and the visibility. One solved. And I know that from personal experience where the frustration you have when you just want to do one thing and you just carved out a door ten things that you just can't do because you have two. Puzzle is a puzzle. They have solved >> it. Love to get your reaction, tio some of the trends that I'm seeing because Kev Ops has been such an important movement, at least from my standpoint, because people could get lost in the what the word means at the end of the day program ability, making infrastructures code, which is the original ethos. Making the officer programmable and invisible, which is one of the themes of nutanix was the dream. That kind of is the objective, right? I mean, to make it programmable. So you don't that stand up all these services and prep and provisions Hard infrastructure stuff? >> Yeah. Yeah. In November, the Unicorn project is coming out. So it's the follow into the Phoenix project, and I'm really trying to capture how great it feels when you could be productive and all of infrastructures taken care of for you by your friends and infrastructure. Right then allows youto you know, have your best energy focusing on solving a business problem, not on how to connect a to B. And we need to expect to see in the yamma files and configuring. You know, all these things that you don't really care about, but you're forced to write, and I think that allows ah, level of productivity and joy. But also, >> uh, >> of, uh, >> is that the idea working relationship between development and infrastructure, where developers are costly thanking their infrastructure, appears for making their life easy >> way. We're joking. Rebecca and I were joking about how we use Siri ate Siri. What's the weather in Palo Alto? This should be an app for the enterprises says Hey, Cube or whatever at NUTANIX or whatever. Give me some more storage. Why isn't it happening? But that's that's that's That's kind of a joke, but it's kind of goal. Oh, increasing the right >> that's just available on demand right on. You certainly don't have to open up thirty tickets these days. Like was so typical ten years ago that that's a modern miracle. >> My question for you is why books? I mean, so here here we have were in this very fast changing technological environment and landscape. And as you said, the Dev Ops is still relatively new. There's it's not. It's a three percent really who understand it. Why use a bunch of dead tree just to get your message across? I was like writing, in fact and an ideal >> month, and I get to spend half the time writing and half the time hanging out with the best in the game, studying now that the greatest in the field. And I think even in this day and age, there's still no Maur effective and viral mechanism spread ideas and books. You know, when people someone says, Hey, I love the finished project I'd loved reading it. It says a couple things right. They probably spent eight hours reading it on. You know, that's a serious commitment. And so I think, Imagine how many impression minutes, you know it takes a purchase. Eight minutes, eight hours of someone's time. And so for things like this, I really do think that you know, the written form is still won most effective ways. Tio communicate ideas. >> Your dream job. You're writing out the best people. What did you What have you learned from the these people. >> Oh, my goodness, >> you could write a book. Yeah, >> but for twenty years, I self identified as an operations person. Even that well, I was formally trained to develop Our got my graduate degree in compiler design in nineteen ninety five. And so for twenty years, I just loved operations. This because that's where the action was. That's what saves happened. But something changed. About four years ago. I learned at programming language called Closure. It's a functional programming languages, a list so very alien to me, the hardest thing I've ever learned. I mean, I must have read and watched eighty hours of video before I wrote one line of code, but it has been the most rewarding thing. And it's just that, uh, exactly brought the joy of development and encoding back into my daily life. So So I guess I should amend my answer. I would say it's half the time writing half the time hand with the best of game and twenty percent coding just because I love to solve problems, right? Yeah, my own problems. So So I have I would thank people I get I you know, I've been able to hang out with and had the privilege to watch because, um, if it weren't for that, I think I would been happy. No, just saying that coding was a thing of the past. Right? S o for that. I'm so grateful. >> How do you use what you learn about in terms of your writing and in your coding and vice a versa. I mean, So how are they different in how are they the same? >> Uh, that's a great question. You >> know, I think >> what's really nice about coding is that it's, uh that's very formal. I mean, in fact, the most extreme. It's all mathematics, right? The books are just a pile of words that may or may not have order and structure. And so, in the worst days, I felt like with the Unicorn Project, I wrote one hundred fifty thousand words. Target work count is one hundred thousand, and I was telling friends I wrote one hundred fifty thousand words that say nothing of significance, right? What have I done The best days and that's I think that's because you have to impose upon it a structure and a point right on the best days is very much like coding. Everything has a spot, right? Uh uh, And you know what to get rid of. So, uh, yeah, I think the fact that coding has structure, I think makes it in some ways an easier for me to work >> with. And what brings you to new tenants next this week? What's the story? Which >> I gotta say I had the privilege and was delighted to take part in what they called deaf days. So if they were gathering developers to learn about educate everyone on how to use, uh, the new Tanis capabilities through AP eyes just like he said, right to help enable automation, and, uh, I just find it very rewarding and fulfilling. I just because even though I think nutanix er as a community is known for being the, uh, the innovators and the, uh so the rebellion a cz productive as you know, that technology's made them to turn into an automated platform. And I think that's another order of magnitude gain in terms of value they could create for their organization. So that was a >> tree. And they've transformed from an operations oriented box company years ago and now officially subscription based software. They're going all software. They're flipping their model upside down, too. >> And it was just a delight to see the developers who are attracted to that one day thing I would recommend to anyone who's interested in development on just being on the cutting edge of what could be done with it. For example, if you have cameras in every store is their way to automate the analysis that you compute dwell times and, you know, Q abandonment rates. I mean, it's like a crash course in modern business practices that I thought was absolutely amazing. >> Well, Jean, you do great work. I've been following you for years. I know you're very humbles. Well, but give a plug. Take a minute to explain the things you're working on. You got a great event. You run, you gotta books. What other things you got going on? Shared the audience. >> Just those two things that were just Everything is about the book right now. The Unicorn project is coming in November. Uh, and so accepts Will be available at the Devil sent five summit in London s O. That's a conference for technology leaders from large, complex organizations and over the years, we've now chronicle of over two hundred case studies by technology leaders from almost every brand across every industry vertical. And it has been such a privilege toe. See, hear the stories and to see how they're being rewarded for their achievements. I mean there being promoted on being given more responsibility. So that is, Ah, treat beyond words >> and it's a revolution. It's a shift that's definitely happening. You're in the bin and doing it for years, and we're documenting it so and you are a CZ. Well, >> I'm looking forward to see you there. >> I just have one final question and this is about something you were saying about how Nutanix is the insurgent and the rebel the rebel in office. How does it How do you recommend it? As a researcher, as an entrepreneur yourself and as someone who's really in this mindset, how do you recommend it? Stay feisty and scrappy and with that mentality at it, especially as it grows and becomes more and more of a behemoth itself? >> Um, there was some statements made about, like how, ten years ago, virtual ization was the one key certification that was guaranteed. You relevant stuff forever in the future. And, yeah, I think there's some basis to say that, you know, that alone is not enough to guarantee lifetime employment. And I think the big lesson is you know, we all have to be continual learners and, you know, every year that goes by, you know, they're Mohr miracles being >> ah ah, >> being created for us to be able to use to solve problems. And if that doesn't think the lesson is if we're not, uh, always focused on being a continual Lerner, Yeah, there's great joy that comes with it and a great peril, You know, if we choose to forego it. >> Well, that's a great note to end. Thank you so much for coming back on the Cube. Gene. >> Thank you so much. And not great CD. Both. Thanks. >> I'm Rebecca Knight for John Furrier. We will have much more from dot next, just after this

>> from Washington, D. C. It's the queue covering science logic. Symposium twenty nineteen. Brought to you by Science Logic. >> Hi, I'm student men and this is the Cubes coverage of Science Logic. Symposium twenty nineteen here at the Ritz Carlton in Washington, D. C. Been four hundred sixty. People here just finished the afternoon Kino, and they've actually gone off to the evening event. It's thie yet to be finished. Spy Museum. They get a good three sixty view of Washington D. C. So the hallways are a little echoing in quiet but really excited to have on the final guest of the day. Eric Gordon, who's the vice president of business development and alliances as science logic. Erik, thanks so much for joining me, >> thanks to you. Great to be here. >> All right, so busy. Dev and Alliances. I've talked to a number of your partner's. I've gone through a lot of things, but you wear, I think, just like your CEO. A few different hats. Ah, and your old let's let's get into what your role is that the company? >> Yeah, it's actually changed over time, but for the most part I've to court responsibilities. One is I'm looking after our ecosystem of technology partners. And so we have from key strategic CE that we work with in the marketplace, in the cloud space on the data center, all across the ecosystem, a lot of different technologies. But we also have products that we resell input on our priceless that combined to create a solution for our customers in the second half of what my responsible is really focused on. What is our product strategy around integration? Automation? Because those Air Corps components to our platform and I look after that with several different teams. >> So let's talk about that the ecosystem pit person, the alliances. Because I got a lot of shows. I talked to a lot of companies, and it's all too easy for companies to be like, Oh, we're we're the best and we do so many different things. And when I first heard about the space in a ops, it's like, Oh, well, I I Ops is replacing a lot of waves and, you know, your average customer replaces fourteen tools. I heard there's one customer who replaces fifty tools, but at the same time, there was a strong focus about integrations in deeper even some of the products that you say, Yeah, there's overlap in that competitive, you know, you're working with those environments, so give us a little bit of the philosophy, how you balance that, you know, we want to do it all and help our customers to do lots of different things. And especially when you get to big customers and service providers, we understand that it's a big world and there never is that, you know, mythical single pane of glass. >> Yeah, no, totally agree. And we hear this a lot. You know, I've got a tool for this. I got a tool for that and or I had to Vendor come in and say that they could do it all. And you know, really, At the end of the day, if there's there's no one vendor on DH, you know the Venn diagrams of functionalities, air overlapping. That's the nature of the industry. And when we saw this on the early days of it with the big monopolies. But I think right now it's it's around. How do we saw the customer problem? Mohr effectively, From our perspective, we look at the combination of things. First is is what solutions out there give us good data data that we can use data that we can enrich, how we can leverage that to help drive better insights from other types of data that we collect so that theirs is where integration is a keep part of this on DH. What we know is that ultimately in our space, we're doing about monitoring a core collection. We're goingto have to click with everybody, so we're gonna have to integrate with any partner that might have some form of I. P are connected through an I p address to some sort of a p I. We need that data. So we have partnerships on that side. I think really, what's interesting is when we think about things like workflow or orchestration or types of mediation, we might integrate with other technologies to enrich that data further. So we look for partners that ultimately our customers air using things that we can do consolidation and drive better outcome with that enrich date experience. >> Yes, so let's drill down one little bit if you talk about like, you know a PM and SM tools out there some recent announcements and and you digging deeper on there. What what are some of the highlights? So one >> thing is, if you already have, like, agents are often come up, Our customs says, Well, I've got an A P M. Agent that's already doing some things. Well, that's great. We can leverage that, that there's some good insight that we can gather from either to apologies or other metrics or like in user experience. But we also go deeper on other aspects, like on the network side or on the infrastructure side, or on the the cloud service aside. So, you know, ultimately, it's a conversation of say, what? What can we leverage? What, what's accurate, what's in real time? And if there's things that we can, you know, gather, then that's our primary strategy. So I you know, I do think the ecosystem plays a key role in a i ops, but really, to do that, it's run automation because anything that we do, we have to do with scale and we have to do with security. We have to do it with the intent of driving some form of outcome. And so, you know, those are the key principles behind selecting technology partners. >> Okay, Let's talk some about that automation. It was a big discussion in the keynote this morning. Really talking about the maturity model. One of the analysts up there says you really want to make sure you separate things like, you know, the machine learning piece of it with the automation. The observation I've made a couple of times is, you know, yes. We all know you can automate a really bad process. And so I need toe, you know, make sure, you know, do I have good data And, you know, how am I making automation make me better Not just, you know, to change things. >> Yeah, well, I think it's Science Lodge that we look at. Automation is in every part of what we do within the product. From the from the collection of how we automate it scale how we consolidate that data. And then we're doing a lot of the data preparation using automation technologies. And then when we start to analyze and enrich that data, we're also using it Other algorithmic approaches, for example, topology and context. So if we know that some things connected weaken Dr An automation to make an inference and that data then feeds into the final step, which is around how we action on that. So we drive automation in the classic sense to say trigger workflow or, let's say, update another system of record or system of truth like a C M G B or a notification. And so one of things that we did hear from Garden this morning is engaging in an SM process. Is a core part of AI ai ops as muchas data collection and driving other forms of automation. >> All right, Do you have some examples of you know how automation you're helping your customers love any customer stories you've got along that line? >> Well, >> really. You know, there's so many stories we're hearing the halls of Symposium, and so it's it's it's hard to pick one, but, you know, I think all ten times what we say is, what what's driving your service desk time like you've got people you know, looking at all of these different dispirit systems, and we can look at it. Let's say a top end of your most sort of frequented events or alerts, or even look at your top service desk incidents and say, How could we automate that, you know. And some of that automation could be at the technology level, you know, simplest as restarting a service or prove you re provisioning of'Em. Or it could be clearing a log or even maybe shutting down an event because it's irrelevant. So there's There's several different examples in the cloud as well. Terms of how things air provisioning attached. And if we see something out of a policy, we can alarm that say, hey, maybe my storage costs are going to accelerate because someone made a bad change. So there's different ways that we can apply automation during the life cycle. But I think enhancing the service management component perhaps is one of the most impactful ones, >> you know. So, Eric, we azan industry automation been something we've been talking about for quite a while now, and they're they're sometimes pushback of, you know, from the end, users especially, you know, some of the practitioners out there as you know. Well, I could do it better. You know, the fear that you're going to lose your job. How are you seeing that progressing and you know, how were things different today? Both from a technology standpoint, as well as from your customers. Can't wait. >> I think if you asked any enterprise CIA already service provider, service delivery manager, they'd always say, I'd love to operate as much as I can when you get down on the practitioner level. You know, obviously I think there's some sort. Like I I do my job, Thank you very much. I have my favorite wit, my process. So I think there's a conversation depending on. You know, if we're saying hey from the practitioner side, is there set of data that you need or set of scripts? Or are things that you're doing manually that we can put into a workflow? And at the at the business layer, it's like, Do you feel like you're getting the value from some of the investments you've made? And is, how is automation? Help you realize that an example there is. We see oftentimes is around the quality of data that's going into the C, M. D. B and from AA AA. Lot of times we see that their investment in technology is like service now, and other platforms is fairly high expense, and they want to optimize that, and they want to realize the power of automation at the at the service level. So if we can, if we can convince, if you will, through a set of really concrete use cases that the data coming from science logic at the speed and the quality can actually improve the seemed to be to >> the level of >> really efficient automation. All of a sudden, people start to see that as a change as an opportunity. And that's where I think a I Ops is helping change the narrative, to say how automation Khun B really, really applied rather than just being this mystical concept that is hard to do. And, you know, people don't liketo think that a robot's taking their job. I think what's gonna happen is that machine learning algorithms are going to make jobs easier and, you know, ultimately were far, far from the point where a ized doing something and some sort of, you know, crazy automata way. But I think it's the deep learning, moving a machine learning to you. No good quality data sets that dr meaningful insights that's giving us a lot better view until where automation could play in the >> future. Yeah, absolutely. It's our belief that you know, automation. There's certain things that you probably don't want to do because repetitive, it's boring or mistake prone on DH. Therefore, you know automation can really help those environments move forward. You could move up the stack. You can manage those environment. There's definitely some retraining that that needs to happen often. But you know that the danger is if you're if you're doing now what you were doing five years ago, chances are your competition is moving along and, you know, finding a better way to do it. >> You know, just a point on this soup is really around the velocity of data that's coming in. So we're seeing, you know, we talked about the three bees. You know, the volume of data. You have to use automation to be able to manage that huge amount of different data sources, the variety. There's no human that can process the amount of machine information from the amount of technologies that you have on DH that you know. Obviously it's speed, right. The velocity and that is that is clearly not going to be something that any human could be capable of doing. And so there's a relationship here between technology and human processes and science logics and a really interesting position right now to really kind of help with that process. But more importantly, accelerate the value by being all to process it and make it intelligent. >> Wait, Erica, you're saying I'm not neo from the Matrix and I can't, you know, read through everything and be able to move faster than physics allows. Give >> yourself maybe fifteen, twenty years. We might be. You know that that you know, I don't think that that many people can really predict the impact of the you know, we'LL say machinery, evolving toe, artificial intelligence and there's it's going to be very used, case specific. But we do know one thing is that algorithms? Air helping. But algorithms are dependent on that clean data stack, right? And And if you can't handle the scale, then obviously there's going. It's going to be minimized in terms. Is total utility >> alright? Well, Eric, I get the good to let you give us that the final word from science logic from Symposium twenty nineteen on the Cube. >> So you know, the first thing is is this is there's two things that we learned from this event. The first thing is, is how our customers you're evolving in this dynamic space. And what we know is that if if you don't change, it's going to be a problem. Because the only consistent thing is change and change is happening faster on it. And we call that disruption. And so what we want to do is we want to understand how science AJ is a technology company. I can really help that customer go through that transition with confidence. And then, more importantly, is what could we do? Delivering better, more enrich solutions to our customers that actually are changing the way the game is played. And so we feel like we're a disrupter in the A ops market. We are. Certainly Forrester has helped us recognize that. But But we're not done work. We're continuing on this journey. >> All right, Well, Eric, routine. Thank you so much for sharing your insights and the journey towards Aye, Aye, Ops. Thanks so much to. All right. Well, that comes to an end of what we're doing here at science Logic. Symposium twenty nineteen. I know. I learned a lot. I hope you did too. I'm stew Minutemen. Thanks so much from our whole crew. Here it's Silicon Angle Media's The Cube. Check out the cube dot net for all the videos from this show, as well as where we'LL be in the future. Reach out if you have any questions and once again, thanks for joining us.

>> live from Boston, Massachusetts. It's the Cube covering IBM Chief Data Officer Strategy Summit brought to you by IBM. Now, here are your hosts. Day Volante and Stew Minimum. >> Welcome back to Boston, everybody. This is the Cube, the worldwide leader in live tech coverage. Stillman and I have pleased to have Jean Kolker on a Cuba lem. Uh, he's IBM vice president and chief data officer of the Global Technology Services division. And Seth Dobrin who's the Director of Digital Strategies. That Monsanto. You may have seen them in the news lately. Gentlemen. Welcome to the Cube, Jean. Welcome back. Good to see you guys again. Thanks. Thank you. So let's start with the customer. Seth, Let's, uh, tell us about what you're doing here, and then we'll get into your role. >> Yes. So, you know, the CDO summit has been going on for a couple of years now, and I've been lucky enoughto be participating for a couple of a year and 1/2 or so, Um, and you know, really, the nice thing about the summit is is the interaction with piers, um, and the interaction and networking with people who are facing similar challenges from a similar perspective. >> Yes, kind of a relatively new Roland topic, one that's evolved, Gene. We talked about this before, but now you've come from industry into, ah, non regulated environment. Now what's happened like >> so I think the deal is that way. We're developing some approaches, and we get in some successes in regulated environment. Right? And now I feel with And we were being client off IBM for years, right? Using their technology's approaches. Right? So and now I feel it's time for me personally to move on something different and tried to serve our power. I mean, IBM clients respected off in this striking from healthcare, but their approaches, you know, and what IBM can do for clients go across the different industries, right? And doing it. That skill that's very beneficial, I think, for >> clients. So Monsanto obviously guys do a lot of stuff in the physical world. Yeah, you're the head of digital strategy. So what does that entail? What is Monte Santo doing for digital? >> Yes, so, you know, for as head of digital strategies for Monsanto, really? My role is to number one. Help Monsanto internally reposition itself so that we behave and act like a digital companies, so leveraging data and analytics and also the cultural shifts associated with being more digital, which is that whole kind like you start out this conversation with the whole customer first approach. So what is the real impact toe? What we're doing to our customers on driving that and then based on on those things, how can we create new business opportunities for us as a company? Um, and how can we even create new adjacent markets or new revenues in adjacent areas based on technologies and things we already have existing within the company? >> It was the scope of analytics, customer engagement of digital experiences, all of the above, so that the scope is >> really looking at our portfolio across the gamut on DH, seeing how we can better serve our customers and society leveraging what we're doing today. So it's really leveraging the re use factor of the whole digital concept. Right? So we have analytics for geospatial, right? Big part of agriculture is geospatial. Are there other adjacent areas that we could apply some of that technology? Some of that learning? Can we monetize those data? We monetize the the outputs of those models based on that, Or is there just a whole new way of doing business as a company? Because we're in this digital era >> this way? Talked about a lot of the companies that have CEOs today are highly regulated. What are you learning from them? What's what's different? Kind of a new organization. You know, it might be an opportunity for you that they don't have. And, you know, do you have a CDO yet or is that something you're planning on having? >> Yes, So we don't have a CDO We do have someone acts as an essential. he's a defacto CEO, he has all of the data organizations on his team. Um, it's very recent for Monsanto, Um, and and so I think, you know, in terms of from the regular, what can we learn from, you know, there there are. It's about half financial people have non financial people, are half heavily regulated industries, and I think, you know, on the surface you would. You would think that, you know, there was not a lot of overlap, but I think the level of rigor that needs to go into governance in a financial institution that same thought process. Khun really be used as a way Teo really enable Maur R and D. Mohr you know, growth centered companies to be able to use data more broadly and so thinking of governance not as as a roadblock or inhibitor, but really thinking about governance is an enabler. How does it enable us to be more agile as it enable us to beam or innovative? Right? If if people in the company there's data that people could get access to by unknown process of known condition, right, good, bad, ugly. As long as people know they can do things more quickly because the data is there, it's available. It's curated. And if they shouldn't have access it under their current situation, what do they need to do to be able to access that data? Right. So if I would need If I'm a data scientist and I want to access data about my customers, what can I can't? What can and can't I do with that data? Number one doesn't have to be DEA Nana Mayes, right? Or if I want to access in, it's current form. What steps do I need to go through? What types of approval do I need to do to do to access that data? So it's really about removing roadblocks through governance instead of putting him in place. >> Gina, I'm curious. You know, we've been digging into you know, IBM has a very multifaceted role here. You know how much of this is platforms? How much of it is? You know, education and services. How much of it is, you know, being part of the data that your your customers you're using? >> Uh so I think actually, that different approaches to this issues. My take is basically we need Teo. I think that with even cognitive here, right and data is new natural resource worldwide, right? So data service, cognitive za za service. I think this is where you know IBM is coming from. And the BM is, you know, tradition. It was not like that, but it's under a lot of transformation as we speak. A lot of new people coming in a lot off innovation happening as we speak along. This line's off new times because cognitive with something, really you right, and it's just getting started. Data's a service is really new. It's just getting started. So there's a lot to do. And I think my role specifically global technology services is you know, ah, largest by having your union that IBM, you're 30 plus 1,000,000,000 answered You okay? And we support a lot of different industries basically going across all different types of industries how to transition from offerings to new business offerings, service, integrated services. I think that's the key for us. >> Just curious, you know? Where's Monsanto with kind of the adoption of cognitive, You know what? Where are you in that journey? >> Um, so we are actually a fairly advanced in the journey In terms of using analytics. I wouldn't say that we're using cognitive per se. Um, we do use a lot of machine learning. We have some applications that on the back end run on a I So some form of artificial or formal artificial intelligence, that machine learning. Um, we haven't really gotten into what, you know, what? IBM defined his cognitive in terms of systems that you can interact with in a natural, normal course of doing voice on DH that you spend a whole lot of time constantly teaching. But we do use like I said, artificial intelligence. >> Jean I'm interested in the organizational aspects. So we have Inderpal on before. He's the global CDO, your divisional CDO you've got a matrix into your leadership within the Global Services division as well as into the chief date officer for all of IBM. Okay, Sounds sounds reasonable. He laid out for us a really excellent sort of set of a framework, if you will. This is interval. Yeah, I understand your data strategy. Identify your data store says, make those data sources trusted. And then those air sequential activities. And in parallel, uh, you have to partner with line of business. And then you got to get into the human resource planning and development piece that has to start right away. So that's the framework. Sensible framework. A lot of thought, I'm sure, went into it and a lot of depth and meaning behind it. How does that framework translate into the division? Is it's sort of a plug and play and or is there their divisional goals that are create dissonance? Can you >> basically, you know, I'm only 100 plus days in my journey with an IBM right? But I can feel that the global technology services is transforming itself into integrated services business. Okay, so it's thiss framework you just described is very applicable to this, right? So basically what we're trying to do, we're trying to become I mean, it was the case before for many industries, for many of our clients. But we I want to transform ourselves into trusted broker. So what they need to do and this framework help is helping tremendously, because again, there's things we can do in concert, you know, one after another, right to control other and things we can do in parallel. So we trying those things to be put on the agenda for our global technology services, okay. And and this is new for them in some respects. But some respects it's kind of what they were doing before, but with new emphasis on data's A service cognitive as a service, you know, major thing for one of the major things for global technology services delivery. So cognitive delivery. That's kind of new type off business offerings which we need to work on how to make it truly, you know, once a sense, you know, automated another sense, you know, cognitive and deliver to our clients some you value and on value compared to what was done up until recently. What >> do you mean by cognitive delivery? Explained that. >> Yeah, so basically in in plain English. So what's right now happening? Usually when you have a large systems  computer IT system, which are basically supporting lot of in this is a lot of organizations corporations, right? You know, it's really done like this. So it's people run technology assistant, okay? And you know what Of decisions off course being made by people, But some of the decisions can be, you know, simple decisions. Right? Decisions, which can be automated, can standardize, normalize can be done now by technology, okay and people going to be used for more complex decisions, right? It's basically you're going toe. It turned from people around technology assisted toa technology to technology around people assisted. OK, that's very different. Very proposition, right? So, again, it's not about eliminating jobs, it's very different. It's taken off, you know, routine and automata ble part off the business right to technology and given options and, you know, basically options to choose for more complex decision making to people. That's kind of I would say approach. >> It's about scale and the scale to, of course, IBM. When when Gerstner made the decision, Tio so organized as a services company, IBM came became a global leader, if not the global leader but a services business. Hard to scale. You could scare with bodies, and the bigger it gets, the more complicated it gets, the more expensive it gets. So you saying, If I understand correctly, the IBM is using cognitive and software essentially to scale its services business where possible, assisted by humans. >> So that's exactly the deal. So and this is very different. Very proposition, toe say, compared what was happening recently or earlier? Always. You know other. You know, players. We're not building your shiny and much more powerful and cognitive, you know, empowered mouse trap. No, we're trying to become trusted broker, OK, and how to do that at scale. That's an open, interesting question, but we think that this transition from you know people around technology assisted Teo technology around people assisted. That's the way to go. >> So what does that mean to you? How does that resonate? >> Yeah, you know, I think it brings up a good point actually, you know, if you think of the whole litany of the scope of of analytics, you have everything from kind of describing what happened in the past All that to cognitive. Um, and I think you need to I understand the power of each of those and what they shouldn't should be used for. A lot of people talk. You talk. People talk a lot about predictive analytics, right? And when you hear predictive analytics, that's really where you start doing things that fully automate processes that really enable you to replace decisions that people make right, I think. But those air mohr transactional type decisions, right? More binary type decisions. As you get into things where you can apply binary or I'm sorry, you can apply cognitive. You're moving away from those mohr binary decisions. There's more transactional decisions, and you're moving mohr towards a situation where, yes, the system, the silicon brain right, is giving you some advice on the types of decisions that you should make, based on the amount of information that it could absorb that you can't even fathom absorbing. But they're still needs really some human judgment involved, right? Some some understanding of the contacts outside of what? The computer, Khun Gay. And I think that's really where something like cognitive comes in. And so you talk about, you know, in this in this move to have, you know, computer run, human assisted right. There's a whole lot of descriptive and predictive and even prescriptive analytics that are going on before you get to that cognitive decision but enables the people to make more value added decisions, right? So really enabling the people to truly add value toe. What the data and the analytics have said instead of thinking about it, is replacing people because you're never going to replace you. Never gonna replace people. You know, I think I've heard people at some of these conferences talking about, Well, no cognitive and a I is going to get rid of data scientist. I don't I don't buy that. I think it's really gonna enable data scientist to do more valuable, more incredible things >> than they could do today way. Talked about this a lot to do. I mean, machines, through the course of history, have always replaced human tasks, right, and it's all about you know, what's next for the human and I mean, you know, with physical labor, you know, driving stakes or whatever it is. You know, we've seen that. But now, for the first time ever, you're seeing cognitive, cognitive assisted, you know, functions come into play and it's it's new. It's a new innovation curve. It's not Moore's law anymore. That's driving innovation. It's how we interact with systems and cognitive systems one >> tonight. And I think, you know, I think you hit on a good point there when you said in driving innovation, you know, I've run, you know, large scale, automated process is where the goal was to reduce the number of people involved. And those were like you said, physical task that people are doing we're talking about here is replacing intellectual tasks, right or not replacing but freeing up the intellectual capacity that is going into solving intellectual tasks to enable that capacity to focus on more innovative things, right? We can teach a computer, Teo, explain ah, an area to us or give us some advice on something. I don't know that in the next 10 years, we're gonna be able to teach a computer to innovate, and we can free up the smart minds today that are focusing on How do we make a decision? Two. How do we be more innovative in leveraging this decision and applying this decision? That's a huge win, and it's not about replacing that person. It's about freeing their time up to do more valuable things. >> Yes, sure. So, for example, from my previous experience writing healthcare So physicians, right now you know, basically, it's basically impossible for human individuals, right to keep up with spaced of changes and innovations happening in health care and and by medical areas. Right? So in a few years it looks like there was some numbers that estimate that in three days you're going to, you know, have much more information for several years produced during three days. What was done by several years prior to that point. So it's basically becomes inhuman to keep up with all these innovations, right? Because of that decision is going to be not, you know, optimal decisions. So what we'd like to be doing right toe empower individuals make this decision more, you know, correctly, it was alternatives, right? That's about empowering people. It's not about just taken, which is can be done through this process is all this information and get in the routine stuff out of their plate, which is completely full. >> There was a stat. I think it was last year at IBM Insight. Exact numbers, but it's something like a physician would have to read 1,500 periodic ALS a week just to keep up with the new data innovations. I mean, that's virtually impossible. That something that you're obviously pointing, pointing Watson that, I mean, But there are mundane examples, right? So you go to the airport now, you don't need a person that the agent to give you. Ah, boarding pass. It's on your phone already. You get there. Okay, so that's that's That's a mundane example we're talking about set significantly more complicated things. And so what's The gate is the gate. Creativity is it is an education, you know, because these are step functions in value creation. >> You know, I think that's ah, what? The gate is a question I haven't really thought too much about. You know, when I approach it, you know the thinking Mohr from you know, not so much. What's the gate? But where? Where can this ad the most value um So maybe maybe I have thought about it. And the gate is value, um, and and its value both in terms of, you know, like the physician example where, you know, physicians, looking at images. And I mean, I don't even know what the error rate is when someone evaluates and memory or something. And I probably don't want Oh, right. So, getting some advice there, the value may not be monetary, but to me, it's a lot more than monetary, right. If I'm a patient on DH, there's a lot of examples like that. And other places, you know, that are in various industries. That I think that's that's the gate >> is why the value you just hit on you because you are a heat seeking value missile inside of your organisation. What? So what skill sets do you have? Where did you come from? That you have this capability? Was your experience, your education, your fortitude, >> While the answer's yes, tell all of them. Um, you know, I'm a scientist by training my backgrounds in statistical genetics. Um, and I've kind of worked through the business. I came up through the RND organization with him on Santo over the last. Almost exactly 10 years now, Andi, I've had lots of opportunities to leverage. Um, you know, Data and analytics have changed how the company operates on. I'm lucky because I'm in a company right now. That is extremely science driven, right? Monsanto is a science based company. And so being in a company like that, you don't face to your question about financial industry. I don't think you face the same barriers and Monsanto about using data and analytics in the same way you may in a financial types that you've got company >> within my experience. 50% of diagnosis being proven incorrect. Okay, so 50% 05 0/2 summation. You go to your physician twice. Once you on average, you get in wrong diagnosis. We don't know which one, by the way. Definitely need some someone. Garrett A cz Individuals as humans, we do need some help. Us cognitive, and it goes across different industries. Right, technologist? So if your server is down, you know you shouldn't worry about it because there is like system, you know, Abbas system enough, right? So think about how you can do that scale, and then, you know start imagined future, which going to be very empowering. >> So I used to get a second opinion, and now the opinion comprises thousands, millions, maybe tens of millions of opinions. Is that right? >> It's a try exactly and scale ofthe data accumulation, which you're going to help us to solve. This problem is enormous. So we need to keep up with that scale, you know, and do it properly exactly for business. Very proposition. >> Let's talk about the role of the CDO and where you see that evolving how it relates to the role of the CIA. We've had this conversation frequently, but is I'm wondering if the narratives changing right? Because it was. It's been fuzzy when we first met a couple years ago that that was still a hot topic. When I first started covering this. This this topic, it was really fuzzy. Has it come in two more clarity lately in terms of the role of the CDO versus the CIA over the CTO, its chief digital officer, we starting to see these roles? Are they more than just sort of buzzwords or grey? You know, areas. >> I think there's some clarity happening already. So, for example, there is much more acceptance for cheap date. Office of Chief Analytics Officer Teo, Chief Digital officer. Right, in addition to CEO. So basically station similar to what was with Serious 20 plus years ago and CEO Row in one sentence from my viewpoint would be How you going using leverage in it. Empower your business. Very proposition with CDO is the same was data how using data leverage and data, your date and your client's data. You, Khun, bring new value to your clients and businesses. That's kind ofthe I would say differential >> last word, you know, And you think you know I'm not a CDO. But if you think about the concept of establishing a role like that, I think I think the name is great because that what it demonstrates is support from leadership, that this is important. And I think even if you don't have the name in the organization like it, like in Monsanto, you know, we still have that executive management level support to the data and analytics, our first class citizens and their important, and we're going to run our business that way. I think that's really what's important is are you able to build the culture that enable you to leverage the maximum capability Data and analytics. That's really what matters. >> All right, We'll leave it there. Seth Gene, thank you very much for coming that you really appreciate your time. Thank you. Alright. Keep it right there, Buddy Stew and I'll be back. This is the IBM Chief Data Officer Summit. We're live from Boston right back.