>> From Las Vegas, it's theCUBE. Covering Open Systems, the future is crystal clear with security and SD-WAN. Brought to you by Open Systems >> Hello everyone, welcome to theCUBE, We're here in Las Vegas again for another awesome set of conversations. CUBE coverage here at the Cosmopolitan hotel at the Chandelier Bar. We're here covering Open Systems having a special event in conjunction with a lot of the conference going on, Gardner has a big symposium, lot of things happening, we're here with M.K. Palmore whose the head of the FBI'S cyber security, San Francisco branch of the FBI, great to have you thanks for spending time. >> Thanks for having me, John. Much appreciated >> Chandelier Bar, everyone's having a good time, you guys had a lot of sessions today, conversations. You gave a speech today during a session around info sec and culture. >> Info sec risk and leadership. >> Okay talk about that, what will you, what was your main theme. >> Yeah, so I've over the past five years or so had the opportunity to go out and speak a lot about the cyber threat landscape. Going into this year, because the message is getting a little stayed and old, I think I want to concentrate on those issues that I think can help move the ball down the field a little bit. So, talking about cyber security risks as an enterprise risk, discussing it as a matter of an enterprises responsibility to address cyber securities as an enterprise risk is an important message to carry, and I like to add in topics and subjects about leadership, and tie all of those in because in my view, information security professionals have to be leaders as well, because we're all venturing into space that's not known to us. >> That's a great point, leadership also has to take into the new environment, your dealing with you know, a decentralized threat landscape, distributed, decentralized. >> Global. >> Back in the old days when I was in college, you get a pager, you get a new one, now you get flip phones and you can swap em out, now you're everywhere, you got social media, the ability to dodge the authorities, is easier, almost easier than ever before, requires you guys to be on your toes, to catch the bad guys, you need cutting edge technology, but you got to have a mindset in a management culture of leadership, to empower people at the edges. How are you guys thinking about, cause this is like one of the main cyber topics is, setting that system up to be nimble, reactive, used data, >> Right. >> What's your thoughts? >> Yeah so I mean, frankly the FBI is learning in new ways to approach this cyber security problem. We understand that we have to hire the right people with the right talent and that we as an organization we're used, frankly we're used to fighting you know, bad guys in the streets, are now taking this fight to the networked environment and we have to come up with new ways of tackling the problem. One of the biggest problems that we face and you touched on it, is that near 100% anonymity that criminals enjoy operating in the network environment, that ability to conduct transactions, that ability to essentially go unnoticed for long periods of time, without anyone knowing your true identity, creates a huge obstacle for law enforcement, but the good thing is that frankly it's something that we're very good at in terms of identifying whose on the other end of the keyboard, but it takes a lot of work. >> You know I'm old enough to have some friends that have graduated from you know, criminal justice majors when I was in college, I was a CS major, they went DEA, FBI, so a lot of friends and it's evolved a lot from having that branch office >> Yes. >> Focus, you now have digital, and one comment that always kind of resonated from my friends that were in the law enforcement area goes, John it's like putting the puzzle together, and you got to get the puzzle pieces to put it all together >> Right. >> Now you have a sea of puzzle pieces, it's almost like a three dimensional puzzle, because you have to get the data, you got to understand the landscape now and multiple dimensions >> Right. >> That you just mentioned. How do you guys keep up with putting that puzzle together, before it changes? >> We get a lot of help, right, so what we're used to doing is using the FBI'S special agent as the main tool of our investigations, in the cyber world we've had to add some pieces to that, not only is there specific training now for cyber agents, those agents that are charged with investigating intrusions, we have computer scientists, we have data analysts, we have folks that we bring to bear, in any one particular investigation, who add talents and tools that every, you know it's like, everyone is at the table on these investigations bringing different aspects of the investigation together and it is like you said, multiple data points and as any investigation is, lots of pieces being brought together to tell a story that we ultimately have to, you know convince the judge of, in terms of judge and a jury sometimes, of the validity of what it is that we've found. >> So timing is very important as well. >> Timing's huge, as we like to say, we want to be involved in intrusion matters as quickly, and as often as we can. Part of the challenge that we face is that there's a little bit of tug and pull between us and the private sector, and we aren't always brought in as early in a breach investigation as we would like to be, and those, it's valuable, valuable minutes, valuable days that are lost sometimes in that, in that transactional process. >> I interviewed Christine Halverson, I don't even, I'm sorry I didn't interview her, I watched her give a presentation amazon reinvent last week, she gave a key, one of the key notes during a public sector summit, Teresa Carlson's breakfast that she had, and she said something very fascinating she said, we are in a data crisis at the FBI, meaning that they have to put the puzzle pieces together and get it done quick, it was something along those lines, but she said that the FBI has been very progressive in adopting new technology, you guys are moving very very fast and she said she's excited by that but she said we need the data, whether that's being called in quickly, >> Right. >> And or getting access to other data bases, right, so it's like the data is out there, so you guys need access to that, how do you guys, how do you, how's the FBI evolving with that, architectural cloud and what not, and how are you enabling the tools for the field agents, and the people in the trenches? >> So the data analytics is an interesting area to dive deeply into, I mean we face the same challenges as any private organization, in terms of how we intake the data, how the data's organized, how it is that we then retrieve the data, look at it, how it relates to the different data points relate to one another, we face all of those same challenges and we have the added challenge, I think in the environment that we're in, in terms of how we're able to adopt private sector products that are out there that might meet our needs, I mean I've been in government now for over 30 years, it's a bit of a challenge being able to acquire the types of platforms and products that you, that you would want to have as quickly as you would like to have them, but eventually we do get down those roads, we do adopt platforms that are useful to us, and again like everyone else, we're trying to move as quickly as we possibly can in this environment to keep up with the bad guys. >> And you guys do a great job moving those antiquated inadequate systems to more real time, >> We try. >> State of the art. >> We try. >> So I interviewed General Keith Alexander once, and we talked about identity and private sector, public sector collaboration. Can you share your thoughts on that, because this is something that's become a bigger trend recently in the past five to 10 years, past three years in particular where it's a sharing culture it's not just, well I'm not going to call the FBI they're going to come in, it's no no we're going to bring them in early, whether it's a breach you think, or someone hiding, I mean the Marriot thing they didn't even know they were there! So, you guys are now spending more time collaborating with the enterprises and businesses, how has that changed your approach, your posture, how you look at the data, can you give some insight into that? >> Yeah so I mean a lot of it's about relationship building, I will tell you that, in the San Francisco division one of the priorities we have within our cyber branch, is to ensure that we have a certain level of rapport, not just with the big tech giants in the valley, but also with the medium size enterprises and the small enterprises, we spend a fair amount of time putting ourselves in front of the C-Suites, boards of directors and talking to them about one, what capabilities the FBI brings to the table, we open the lines of communication with them and we build a rapport, in such a way that it allows them the trust to then bring problems to us and we then begin an exchange of information. The point you made about, public, private collaboration, it's an absolute must, there's no way we get through this tough period that we're in, without both sides sitting down at the table, establishing some trust, and then moving together to solve these problems. >> The other thing I'd observe and you may or may not want to comment on this, love to see if you would comment, but the notion of agility, especially with data and systems and cloud computing. CIA, the Department of Defense, are moving to systems that can be as reactive and accurate as possible, and this is a changing of relationship to the suppliers! >> Right. >> You know, and the government, oh multiple suppliers, we got to do five different things, >> Right. >> But if the systems don't talk to each other, you guys can't be fast. This is seat change and the mindset. >> The whole government I think is beginning to understand that in this world, technology, we need to be much more agile in terms of our adoption of new products that will allow us to combat crime, and frankly the threat from the national security sector that we're responsible for responding to. So we understand that there's a certain level of agility historically not present, that we need to move the marker to get towards. >> Let me ask you a question, does the FBI have an app store? (John laughs) >> So what, we have secured telephones that we utilize and we certainly have an approved list of apps that we're allowed to have on our phones, so we do. The short answer to that is yes, it's a very truncated list of apps that we have available to us, but they're helpful. >> Well we were joking. Well we were joking at reinvent and all these cloud conferences because, the developer now, building a right new software apps is faster, so this whole dev ops ethos of cloud computing >> Secure DevOps yeah. >> And so secure DevOps is really interesting because now you don't have to, you can free up the data in the infrastructure and yes infrastructure is code, your going to see a renaissance of new applications, so the joke was, you know you made it when you have an app store inside the FBI, there's an app for that. Okay, final question for you, as you guys do your thing and I know you get called in a lot to mentor and also collaborate with enterprises, what's your advice on the info sec landscape? Do you talk to CSO's and CXO's, CSO's in particular are under a lot of pressure, >> Right. >> Board level kind of responsibility, not part of IT anymore they are now a critical piece of building out these teams, what's your advice to them in terms of either, whether there's observation's our best practice that you've seen, that they can think about? >> So a couple of the points that I typically hit on in my talks, that I hit on today, one is this idea of looking at cyber security as an enterprise risk which you just talked about. We need to get away from the old school thought process of cyber being an IT function, right? It's an enterprise risk, it needs to be talked about in terms of risk, the language of risk management, with the C-Suite, with the boards of directors, because when you talk in a language of the likelihood of an event happening, the impact to the organization and what that means in terms of, daily revenue, daily dollars to the business, that's a language that business owners and business leaders understand. So the oweness is on information security leaders to adopt this language, so that we can communicate our needs to our colleagues in the C-Suite and the boards of directors. It's a seat change for information security professionals because this is not a language that they are typically used to speaking. >> And they got to level up there too because this is the reality. >> Absolutely. >> Alright, final final question, what's the most exciting thing that you're working on and or you're seeing happening around you, that you get up in the morning and say, man I'm so excited to work on that. Or trend or technology. >> I'll tell you when you work for an organization like the FBI, which I've done for almost 22 years, at the end of the day it's getting exposure to people who are engaged in trying to achieve the FBI's mission on a day to day basis and at the end of the day, I don't care how much technology you have around you, I don't care how much policy you have in place, having the right people in place who are dedicated to what we're trying to accomplish, that's the thing I get the most juice out of on a day to day basis, we get to actually, in this portion of my career, really work with some of the most talented people that the FBI has. >> And their being empowered more than ever right now in this technology >> Absolutely. >> M.K. Palmore thanks for coming on theCUBE appreciate it. Head of the FBI cyber security in San Francisco. It's theCUBE here in Las Vegas at the Chandelier Bar in the Cosmopolitan, breaking it down. Part of Open Systems private event, they just had a lot of stuff going on with Gardner, lot of events happening here in Vegas, I'm John Furrier, thanks for watching. (modern music)

>> Host: New York City, it's The Cube covering Cyber Connect 2017, brought to you by Centrify and the Institute for Critical Infrastructure Technology. >> Hey, welcome back, everyone. This the Cube's live coverage in New York City. This is the Cyber Connect 2017, presented by Centrify, underwritten by such a large industry event. I'm John Furrier, Dave Vellante. Our next guest is Byron Acohido who's the journalist at lastwatchdog.com. Thanks for joining us, welcome to The Cube. >> Thank you, pleasure to be here. >> So, seasoned journalist, there's a lot to report. Cyber is great, we heard a great talk this morning around the national issues around the government. But businesses are also struggling, too, that seems to be the theme of this event, inaugural event. >> It really is a terrific topic that touches everything that we're doing, the way we live our lives today. So, yeah, this is a terrific event where some of the smartest minds dealing with it come together to talk about the issues. >> What's the top level story in your mind in this industry right now? Chaos, is it data, civil liberties, common threats? How do you stack rank in level of importance, the most important story? >> You know, it really is all of the above. I had the privilege to sit at lunch with General Keith Alexander. I've seen him speak before at different security events. So it was a small group of the keynote speakers, and Tom Kemp, the CEO of Centrify. And he just nailed it. He basically, what resonated with me was he said basically we're kind of like where we were, where the world was at the start of World War I, where Russia and Germany and England, we're all kind of lining up, and Serbia was in the middle, and nobody really knew the significance of what lay ahead, and the US was on the sidelines. And all these things were just going to converge and create this huge chaos. That's what he compared it today, except we're in the digital space with that, because we're moving into cloud computing, mobile devices, destruction of privacy, and then now the nation states, Russia is lining up, North Korea, and Iran. We are doing it too, that was probably one of the most interesting things that came at you. >> His rhetoric was very high on the, hey, get our act together, country, attitude. Like, we got a lot to bring to the table, he highlighted a couple use cases and some war stories that the NSA's been involved in, but almost kind of teasing out, like we're kind of getting in our own way if we don't reimagine this. >> Yes, he is a very great advocate for the private sector industry, but not just industry, the different major verticals like especially the financial sector and the energy sector to put aside some of the competitive urges they have and recognize that this is going on. >> Okay, but I got to ask you, as a journalist, Last Watchdog, General Alexander definitely came down, when he sort of addressed privacy, and Snowden, and the whole story he told about the gentleman from the ACLU who came in a skeptic and left an advocate. As a journalist whose job is to be a skeptic, did you buy that? Does your community buy that? What's the counterpoint to that narrative that we heard this morning? >> Well, actually I think he hit it right on the head. As a journalist, why I got into this business and am still doing it after all these years is if I can do a little bit to shed a little bit of light on something that helps the public recognize what's going on, that's what I'm here to do. And this topic is just so rich and touches everything. We were talking just about the nation state level of it, but really it effects down to what we're doing as a society, what Google, and Facebook, and Twitter, how they're shaping our society and how that impacts privacy. >> We were talking last night, Dave, about the Twitter, and Facebook, and Alphabet in front of the Senate hearings last week, and how it means, in terms, he brought it up today. The common protection of America in this time, given the past election, that was the context of the Google thing, really has got a whole opportunity to reimagine how we work as a society in America, but also on the global stage. You got China, Russia, and the big actors. So, it's interesting, can we eventually reimagine, use this opportunity as the greatest crisis to transform the crap that's out there today. Divisiveness, no trust. We're living in an era now where, in my life time I can honestly say I've never seen it this shitty before. I mean, it's bad. I mean, it's like the younger generation looking at us, looking at, oh, Trump this, Trump that, I don't trust anybody. And the government has an opportunity. >> Alright, but wait a minute. So, I'm down the middle, as you know, but I'm going to play skeptic here a little bit. What I basically heard from General Alexander this morning was we got vetted by the ACLU, they threw sort of holy water on it, and we followed the law. And I believe everything he said, but I didn't know about that law until Snowden went public, and I agree with you, Snowden should be in jail. >> John: I didn't say that. >> You did, you said that a couple, few years ago on The Cube, you said that. Anyway, regardless. >> I'm going to go find the archive. >> Maybe I'm rewriting history, but those laws were enacted kind of in a clandestine manner, so I put it out to both of you guys. As a citizen, are you willing to say, okay, I'll give up maybe some of my privacy rights for protection? I know where I stand on that, but I'm just asking you guys. I mean, do all your readers sort of agree with that narrative? Do all of The Cube? >> If you look at the World War I example the general, he brought up at lunch, I wasn't there, but just me thinking about that, it brings up a good perspective. If you look at reinventing how society in America is done, what will you give up for safety? These are some of the questions. What does patriotizing mean for if industry's going to work together, what does it mean to be a patriot? What I heard from the general onstage today was, we're screwed if we don't figure this out, because the war, it's coming. It's happening at massive speeds. >> Again, I know where I stand on this. I'm a law-abiding citizen. >> - Byron, what do you think? >> Go ahead and snoop me, but I know people who would say no, that's violating my constitutional rights. I dunno, it's worth a debate, is all I'm saying. >> It's a core question to how we're living our lives today, especially here in the US. In terms of privacy, I think the horse has left the barn. Nobody cares about privacy if you just look at the way we live our lives. Google and Facebook have basically thrown the privacy model-- >> GPS. >> That came about because we went through World War I and World War II, and we wanted the right to be left alone and not have authoritative forces following us inside the door. But now we don't live in just a physical space, we live in a cyberspace. >> I think there's new rules. >> There is no privacy. >> Don't try and paint me into a corner here, I did maybe say some comments. Looking forward the new realities are, there are realities happening, and I think the general illuminated a lot of those today. I've been feeling that. However, I think when you you define what it means to be a patriot of the United States of America and freedom, that freedom has to be looked through the prism of the new realities. The new realities are, as the General illuminated, there are now open public domain tools for anyone to attack the United State, industry and government, he brought it up. Who do they protect, the banks? So, this ends up, I think will be a generational thing that the younger generation and others will have to figure out, but the leaders in industry will have to step up. And I think that to me is interesting. What does that look like? >> I think leadership is the whole key to this. I think there's a big thread about where the burden lies. I write about that a lot as a central theme, where is the burden? Well, each of us have a burden in this society to pay attention to our digital footprint, but it's moving and whirling so fast, and the speaker just now from US Bank said there is no such thing as unprecedented, it's all ridiculous the way things are happening. So, it has to be at the level of the leaders, a combination, and I think this is what the general was advocating, a combination of the government as we know it, as we've built it, by and for the people, and industry recognizing that if they don't do it, regulations are going to be pushed down, which is already happening here in New York. New York State Department of Financial Services now imposes rules on financial services companies to protect their data, have a CSO, check their third parties. That just went in effect in March. >> Let's unpack that, because I think that's what new. If they don't do this, they don't partner, governments and industry don't partner together, either collectively as a vertical or sector with the government, then the government will impose new mandates on them. That's kind of what you're getting at. That's what's happening. >> It'll be a push and shove. Now the push is because industry has not acted with enough urgency, and even though they were seeing them in the headlines. California's already led the way in terms of its Data Loss Disclosure law that now 47 states have, but it's a very, I mean, that's just the level the government can push, and then industry has to react to that. >> I got to say, I'm just being an observer in the industry, we do The Cube, and how many events will we hear the word digital transformation. If people think digital transformation is hard now, imagine if the government imposes all these restrictions. >> What about GDPR? >> Byron: That's a good question, yeah. >> You're trying to tell me the US government is going to be obliged to leak private information because of a socialist agenda, which GDPR has been called. >> No, that's another one of these catalysts or one of these drivers that are pushing. We're in a global society, right? >> Here's my take, I'll share my opinion on this, Dave, I brought it up earlier. What the general was pointing out is the terror states now have democratized tools that other big actors are democratizing through the public domain to allow any enemy of the United States to attack with zero consequences, because they're either anonymous. But let's just say they're not anonymous, let's just say they get caught. We can barely convert drug dealers, multiple jurisdictions in court and around the world. What court is out there that will actually solve the problem? So, the question is, if they get caught, what is the judicial process? >> Navy SEALs? >> I mean, obviously, I'm using the DEA and drug, when we've been fighting drug for multiple generations and we still have to have a process to multiple years to get that in a global court. I mean, it's hard. My point is, if we can't even figure it out for drug trade, generations of data, how fast are we going to get cyber criminals? >> Well, there is recognition of this, and there is work being done, but the gap is so large. Microsoft has done a big chunk of this in fighting botnets, right? So, they've taken a whole legal strategy that they've managed to impose in maybe a half-dozen cases the last few years, where they legally went and got legal power to shut down hosting services that were sources of these botnets. So, that's just one piece of it. >> So, this World War I analogy, let's just take it to the cloud wars. So, in a way, Dave, we asked Amazon early on, Amazon Web Services how their security was. And you questioned, maybe cloud has better security than on premise, at that time eight years ago. Oh my God, the cloud is so insecure. Now it looks like the cloud's more secure, so maybe it's a scale game. Cloud guys might actually be an answer, if you take your point to the next level. What do you think? >> Correct me if I'm wrong, you haven't seen these kind of massive Equifax-like breaches at Amazon and Google. >> That we know about. >> That we know about. >> What do you think? Don't they have to disclose? >> Cloud players have an opportunity? >> That we know about. >> That's what I was saying. The question on the table is, are the cloud guys in a better position to walk around and carry the heavy stick on cyber? >> Personally, I would say no question. There's homogeneity of the infrastructure, and standardization, and more automation. >> What do you think? What's your community think? >> I think you're right, first of all, but I think it's not the full answer. I think the full answer is what the general keeps hammering on, which is private, public, this needs to be leadership, we need to connect all these things where it makes sense to connect them, and realize that there's a bigger thing on the horizon that's already breathing down our necks, already blowing fire like a dragon at us. It's a piece of the, yeah. >> It's a community problem. The community has to solve the problem at leadership level for companies and industry, but also what the security industry has always been known for is sharing. The question is, can they get to a data sharing protocol of some sort? >> It's more than just data sharing. I mean, he talked about that, he talked about, at lunch he did, about the ISAC sharing. He said now it's more, ISACs are these informational sharing by industry, by financial industry, health industry, energy industry, they share information about they've been hacked. But he said, it's more than that. We have to get together at the table and recognize where these attacks are coming, and figure out what the smart things are doing, like at the ISP level. That's a big part of the funnel, crucial part of the funnel, is where traffic moves. That's where it needs to be done. >> What about the the balance of power in the cyber war, cyber warfare? I mean, US obviously, US military industrial complex, Russia, China, okay, we know what the balance of power is there. Is there much more of a level playing field in cyber warfare, do you think, or is it sort of mirror the size of the economy, or the sophistication of the technology? >> No, I think you're absolutely right. There is much more of a level playing field. I mean, North Korea can come in and do a, this is what we know about, or we think we know about, come in and do a WannaCry attack, develop a ransomware that actually moves on the internet of things to raise cash, right, for North Korea. So there, yeah, you're absolutely right. >> That's funding their Defense Department. >> As Robert Gates said when he was on The Cube, we have to be really careful with how much we go on the offense with cyber security, because we have more to lose than anybody with critical infrastructure, and the banking system, the electrical grid, nuclear facilities. >> I interviewed a cyber guy on The Cube in the studio from Vidder, Junaid Islam. He's like, we can look at geo and not have anyone outside the US access our grid. I mean, no one should attack our resources from outside the US, to start with. So, core network access has been a big problem. >> Here's something, I think I can share this because I think he said he wouldn't mind me sharing it. At the lunch today, to your point that we have more to lose is, the general said yeah, we have terrific offensive capability. Just like in the analog world, we have all the great bombers, more bombers than anybody else. But can we stop people from getting, we don't have the comparable level of stopping. >> The defense is weak. >> The defense, right. Same thing with cyber. He said somebody once asked him how many of your, what percentage of your offensive attacks are successful? 100%. You know, we do have, we saw some of that with leaks of the NSA's weapons that happened this year, that gone out. >> It's like Swiss cheese, the leaks are everywhere, and it's by the network itself. I ran into a guy who was running one of the big ports, I say the city to reveal who it was, but he's like, oh my God, these guys are coming in the maritime network, accessing the core internet, unvetted. Pure core access, his first job as CIO was shut down the core network, so he has to put a VPN out there and segment the network, and validate all the traffic coming through. But the predecessor had direct internet access to their core network. >> Yeah, I think the energy sector, there's a sponsor here, ICIT, that's in the industrial control space, that I think that's where a lot of attention is going to go in the next couple of years, because as we saw with these attacks of the Ukraine, getting in there and shutting down their power grid for half a day or whatever, or with our own alleged, US own involvement in something like Stuxnet where we get into the power grid in Iran, those controls are over here with a separate legacy. Once you get in, it's really easy to move around. I think that needs to be all cleaned up and locked down. >> They're already in there, the malware's sitting in there, it's idle. >> We're already over there probably, I don't know, but that's what I would guess and hope. >> I don't believe anything I read these days, except your stuff, of course, and ours. Being a journalist, what are you working on right now? Obviously you're out there reporting, what are the top things you're looking at that you're observing? What's your observation space relative to what you're feeding into your reports? >> This topic, security, I'm going to retire and be long gone on this. This is a terrific topic that means so much and connects to everything. >> A lot of runway on this topic, right? >> I think the whole area of what, right there, your mobile device and how it plugs into the cloud, and then what that portends for internet of things. We have this whole 10-year history of the laptops, and we're not even solving that, and the servers are now moving here to these mobile devices in the clouds and IOT. It's just, attack surface area is just, continues to get bigger. >> And the IT cameras. >> The other thing I noticed on AETNA's presentation this morning on the keynote, Jim was he said, a lot of times many people chase the wrong attack vector, because of not sharing, literally waste cycle times on innovation. So, it's just interesting market. Okay, final thoughts, Byron. This event, what's the significance of this event? Obviously there's Black Hat out there and other industry events. What is so significant about CyberConnect from your perspective? Obviously, our view is it's an industry conversation, it's up-leveled a bit. It's not competing with other events. Do you see it the same way? What is your perspective on this event? >> I think that it's properly named, Connect, and I think that is right at the center of all this, when you have people like Jim Ralph from AETNA, which is doing these fantastic things in terms of protecting their network and sharing that freely, and the US Bank guy that was just on, and Verizon is talking later today. They've been in this space a long time sharing terrific intelligence, and then somebody like the general, and Tom Kemp, the CEO of Centrify, talking about giving visibility to that, a real key piece that's not necessarily sexy, but by locking that down, that's accessing. >> How is the Centrify message being received in the DC circles? Obviously they're an enterprise, they're doing very well. I don't know their net revenue numbers because they're private, they don't really report those. Are they well-received in the DC and the cyber communities in terms of what they do? Identity obviously is a key piece of the kingdom, but it used to be kind of a fenced off area in enterprise software model. They seem to have more relevance now. Is that translating for them in the marketplace? >> I would think so, I mean, the company's growing. I was just talking to somebody. The story they have to tell is substantive and really simple. There's some smart people over there, and I think there are friendly ears out there to hear what they have to say. >> Yeah, anything with identity, know your customer's a big term, and you hear in blockchain and anti-money laundering, know your customer, big term, you're seeing more of that now. Certainly seeing Facebook, Twitter, and Alphabet in front of the Senate getting peppered, I thought that was interesting. We followed those guys pretty deeply. They got hammered, like what's going on, how could you let this happen? Not that it was national security, but it was a major FUD campaign going on on those platforms. That's data, right, so it wasn't necessarily hacked, per se. Great stuff, Byron, thanks for joining us here on The Cube, appreciate it. And your website is lastwatchdog.com. >> Yes. >> Okay, lastwatchdog.com. Byron Acohido here inside The Cube. I'm John Furrier, Dave Vellante, we'll be back with more live coverage after this short break.

>> Announcer: Live from Las Vegas, it's theCUBE. Covering Dell EMC World 2017. Brought to you by Dell EMC. >> Welcome back to Dell EMC World 2017. We're live here in the Venetian in Las Vegas. Day one of the three day show. Had Michael Dell out on the keynote stage earlier today. Also had David Blaine, world famous magician. Pretty interesting performance to say the least. >> Yeah I went down to get an ice pick. (man laughing) During our break. >> We'll get into that later but it was interesting. Keith Townsend, John Walls also joined by Itzik Reich who is the CTO of XtremeIO at Dell EMC. Itzik, thanks for being with us. It's good to see you sir. >> Thank you very much. >> All the way from Tel Aviv and great to have you. Alright, so your sweet spot of the company is giving birth to a new baby today. >> There you go. >> XtremeIO X2, tell us about that. What spawned that, and then what that responses be, what you developed. >> Right, I think in order to understand Xtreme, you need to start with the beginning, the X1. So, November 2015 I was having my class reunion, meeting my ex-girlfriend, and we've launched X1. And X1 became, within two quarters, the largest sole Dell flash array in the world. From nowhere to the largest sole flash array, at least in terms of units sold to the market. Right, both Garthner and I. And it was huge. A huge building and a success for us. A success because nobody would become the number one leader. And we built them because we didn't have the life cycle to normally mature a product. Right, so you mentioned being a father. I'm a father to two daughters, lovely daughters. One of them is six years old, one of them is five. And the young one is starting to show some signs of being a really clever person. And I'm afraid that somebody will tell me, oh she can skip the first class. Because skipping class serves some association with it. Social aspects of it. So we've been really busy trying to understand XtremeIO X1. Making super stable. Today we're already about 5/9 in the market. But it also would stand to refresh the product and come with something new. So our life cycle wasn't a traditional year or year and a half of refreshing the product. It took us longer for us to X2 and this is what we announced today. So what's new with X2. The first thing is the ability to come with really Dell's XO Drive and Dell's configuration. In X1 each DAE, you could put up to 25 drives inside of the DAE. And X2 can put out up to 72 drives per DAE right. And you can scale just like before. Up to 8X bricks. It's a huge capacity which you need for the vast majority of the use cases out there they don't know. Just VDR or just a single database is right. Today XtremeIO can fill pretty much every transaction while closing including virtualization wall close. You just need a lot of capacity for thousands of VM's. So that's one of the things. The other thing we improved performance of the X2 array. And the magic story around there was that because of the thousands and thousands of customers that we're involved with really got the good insight of the workload that they are running. And what we found out is something very interesting. The majority of those customers are running workload that they're very small block size. So you storage every item that arrives in the system as a different blocks characteristic and we found that the majority of them are using very, very small block size. And we want them to improve the performance of those block sizes. The IOPS and the latency. And we also wanted to make sure that it's actually more economical cheaper than the very expensive drives that the new NVMe drives that are out there. So different design goals. Making it faster and also making it cheaper in different dimensions. So we come with a new feature called Drive Boost. In a nut shell, in a nut shell Drive Boost will give you 80% better latency for pretty much every walkthrough that is out there. >> So... With that small block sizes versus big block sizes. Why is that important? We're at a conference and we're talking a lot about digital transformation. CEO, we teased John earlier. You know he's a sports guy, he doesn't do LAG goals. >> (laughing) Sorry. >> That's alright. >> Help us understand the value of that data type. >> Sure, so you know we like to think about digital transformation but at the end of the day. You're the customer, you have a database. You'll use it on query or queries against the database. If it's a very large database, there are thousands maybe even millions of queries everyday. Those queries take time for the end user to get a response for. So let's assume that you want a monthly report. And this report normally takes nine hours to generate. If I can shrink the report crunching time to two hours instead of nine, that means that I have provided better value for the business success. Right. One of the stories is that we have a financial customer in the Middle East. They need to generate the report every month between midnight because this is where they locate their reports. Up until eight o'clock in the morning. Why eight o'clock because this is when the employees start to come to work. And every hour that they exceed after the eight hour generation they get fined by the government. So if I'm saving this customer four hours then they are not getting fined by the government for generating the report. That's a true value for the customer return. Cause those things are important. People tend to think about just performance numbers in terms of IOPS but the real magic number is latency. How quick can you make the query? Whether it's a database application or a VDI VM or just a generic web server running on a Voltron machine. Those are the important things today. >> So transactional apps. Big deal. Are these transactional apps, we learned a lot about virtualization and cloud computing to date. Are these transactional apps running in a virtualized environment or are we still relying on big heavy metal workloads going to treat IO2. >> Yeah, it's a good question. At least from my experience some would argue that anywhere between 70 to 80% of the customer that allowed it went full virtualized. So their running their entire application running either under V6 or a Microsoft type of V. So they are fully virtualized. Some of the customers are still running their workload on a traditional physical servers right. Even in the S6 at the end of the day it runs on a physical server to all day the kill in itself. But yeah, the majority of them are already there in terms of virtualization. >> So what are customers really excited about when it comes to features sets for an XIO2 versus XtremeIO version wise. >> Right, amazing question. So performance, we've already discussed performance. 80% better latency, that's not something that you get because of the usage of better CPU's. Intel moves slow, it's basically dead right. They don't give you 200% performance between generation so we wanted to do something else and solve the same problem. The other thing is quality of service. We are not cheaping NGA but it's coming soon. The ability to give a specific VM, a specific IO copying and the latency copying. And also could give you the ability to burst to more IOP's techniques needed for a couple of minutes. So quality of service I the noisy neighbor right. Somebody generate too much noise you want him to be quiet. That's what quality of service is. The other things that we've announced native replication. We found out finally of our own replication that can replicate between one XtremeO2 and another. But it's not a traditional replication. The unique thing about XtremeIO was always the cusp. The content of dressable architecture. People typically think about it as a D Duplication feature but in fact we don't have a feature called D Duplication. We analyze the data as it goes through the system itself. And we give a unique shot signature to each one of those blocks. And if the shot signature already exists in the system we dupe the block. But it's not the feature per se. That why the D Duplication's so fast on XtremeIO. So up until now the customers architecture was only applicable to writing the data into the array itself. Now it's also applicable for replicating the data. So for example if you have a data reduction of five to one which is very common in virtualize use case. Many VM, many the same template and so on. You know need to replicate four times less the data at the source to the destination target. Right. So that's a very, very big thing because you need to replicate more and more data. But the 24 hour window isn't changed. God didn't upgrade it where the server respects the time. Right. >> (laughing) Right. >> It's still 24 hours per day. So this is super important for us and we're very excited about it. And the other thing is that, again larger denser configuration of the array itself so the customer can have up until two-thirds cheaper. The drive, the cost drive of the XtremeIO in itself so it's cheaper for them to put their walkthrough on ExtemeIO. Whether to really pick up the just the database that needs all the performance in the world. So we can really become a true enterprise array with those features. >> It seems like it's got to be for you a constant chase though right. You're looking for higher performance, you're looking for lower costs. You've said you just gained 80% increase in your performance capabilities. >> Yup. >> And now people are going to be looking at you over the next Xtreme and so what next? You know, where are the gains to be had in the next generation of technology and just in terms of philosophically approaching that so what do you do. >> Yeah, yeah again another good question. I actually gave a briefing about it just earlier. So, the first thing we need to do is an industry not just the daily insists to lower the costs of the drive itself to be even cheaper than and economical drive. That's not Dell today right, the hybrid mechanical drive. You can get a more economical drive if you apply data reduction on it right. So if you're five times cheaper because of the data that's gets integrated into the array and get a different compress and different provisioning. Then you can be on par with the mechanical drives. So first we want to be on par if not cheaper. We want everybody to move to S's. And we were the first twirl for charade the portfolio of Dell EMC. That's the first thing. The second thing is to really get a better insight into your wall application, wall close. Today people analyze things like IOP's and latency but what does your application really think? Where are the cues in the application stock itself right. How can you find them out in the storage sub-system itself right. So we are on a journey to over there with our importing mechanisms. So a year and a half ago, we started a new project to completely change the reporting mechanism of the WebUI. The interface of XtremeIO right. And today you can really get to drill down into pretty much every aspect. Up until now you had to purchase a third party software that will analyze your walkthrough for you. So things like Instagram, IO's, block size, read and write like I can see pair of blocks. So you can really understand your workload. We also give you something like abnormalities. We can tell you every week this application is being fine but on that Friday for some reason the response time wasn't that good. You should go in and check it out. Maybe it's in the application there is a bottleneck. Maybe it was a bottleneck in the storage load. So you can actually find it out. But I would argue that the long term goal. That's a vision right? That I'm not announcing anything yet. Is really the ability to marriage or combine between the softer defined wall right. The input converge mechanism, to the traditional arrays right. Although SSD's not that traditional. Maybe you can have a denser configuration with very small to DAE but the performance aspect of it will not be drive from the DEA where it actually store the data but from Voltron machines. That you can spin up and down in a cloud like fishing. That will bring you all the performance that you need. That's a thing to me the only gray. The really merging between the walls. Cause there isn't one perfect answer right. The softer refined guys will tell you everything should go to softer defined storage. We will tell you everything should go to flash arrays. But really the truth is like always right in between. And this is really one of the direction that we are approaching. >> I tell you what, for now I want you to enjoy X2 for now. How about that. >> That sound good. >> It's a good day for you. And don't let that five year old skip either. I think that's a good idea too. >> Very good. Very good. Thank you very much. >> And so thanks for joining us. >> Thank you. Thanks. >> Back with more here on theCUBE. We're live in Las Vegas at Dell EMC World 2017. (exciting techno music)

>> 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.