>>last decade. The >>major vectors of power in >>tech. We're cloud, mobile >>social and big data. Network computing >>architectures were >>heavily influenced by the mobile leg of that stool with bring your own devices and the SAs >>ification of the enterprise. >>The next 10 years are going to see a focus on instrumented the edge and leveraging architectures that provide a range of capabilities from very small embedded devices, too much larger systems that span hybrid it installations, they move data across clouds and then to the very far edge. >>And is so often the >>case consume arised IOT technology is rapidly driving innovations for enterprise IOT. What are the key trends, challenges and opportunities >>that this >>sea change brings and how should we think about the expanding network >>universe and what will it take to >>thrive in this new environment? Hello everyone. This is Dave Volonte. Welcome back to HPD discovered 2021. You're watching the cubes, virtual coverage of H P. S annual customer event. And with me to discuss the next decade >>of IOT innovation >>and enablement is David Logan, who's the vice president and >>Ceo for the >>Americas for >>HP. Es. Aruba >>networks. David, Welcome to the cube, come on in. >>Thanks so much. It's my pleasure to be here today with you. So >>if the last decade was all about mobile that was legit, it was really driven by the iphone and android adoption and we've been hearing about IOT >>for a long time. >>What's >>the impetus behind the current >>focus on IOT is a >>connected cars, connected homes. What's making it >>real this >>time? From your point of view? >>You know, it's it's really almost everything at once. Uh if you look at how um IOT systems had been developed over the past 10 years, it was super industry specific, A lot of, a lot of mitch implementations, um a lot of product vendors trying to become an IOT platform play. But with all of that innovation that's taken place, it's been additive over the past 10 years. Now. The next 10 years, we're really looking at a phenomenal amount of growth, a phenomenal amount of uh increased innovation to bring IOT solutions to almost any industry for any purpose, whether it's a horizontal need or or a vertical need, that's >>so you guys use terms like solutions, enablement IOT solutions, it's a real big focus of HBs Edge to cloud narrative. I wonder if you could add a little color and some details behind that and explain how Aruba fits in. >>I'll be glad to. So um, H p S Edge to cloud strategy is a really accurate term. Ultimately, the Edge is where IOT solutions are first enabled and it's where data is born, it is where end user experiences live and Aruba's role in Edge to cloud architectures is to provide the connectivity, the performance assurance, the ability to commingle what were once parallel architectures into common infrastructure, common operating platforms and allow this data that's born at the edge to go all the way to the hybrid cloud infrastructure, wherever it needs to go, whether it's an IOT and user application, whether it's an IOT subsystem for industry or or for vertical industry or for vertical enterprise, um the Aruba infrastructure really provides this common operating platform at the edge so that the rest of the enterprise can benefit from what's once transpiring >>when you think about the >>sort of >>candidates for IOT at the enterprise level. I mean, the edge obviously is very fragmented and and of course the big industrial giants, they're on a path there digitizing, they're collecting data, they're driving new monetization initiatives and you know, they got the budgets to do that. Can can smaller companies come to this party. >>Absolutely. And it's really the consumer is ation of IOT that's really driving that. As you mentioned in some of your opening statements, um, the consumer is ation of computing with mobile computing architecture, sas clarification of applications and the extension of the enterprise application environment to the end user with their consumer devices as opposed to their enterprise issue devices. We're seeing the same effects in IOT now, the Consumer Ization of IOT, the release of the amazon echo in 2014, all of the smart tv technology, all of the in home home automation technology that's been developed for individual use cases, for conglomerated use cases. It is this innovation that is now being able to be brought into the enterprise either in the form of pure consumer technology. Just take a look inside your average student dorm room, how much digital technology they brought in, But it's in a it's in an enterprise setting in the university. Uh think about hospitals, health care that have brought in technology to facilitate their particular processes. The consumer is a shin will allow digital experiences to be delivered to the patient in their in their in their treatment suite, for example. So we're gonna see this really drive over the next 10 years quite quite uh quite a significant amount of interesting new use cases. >>Just a quick aside, David, I mean, that Echo example is kind of interesting because when you think about the predominant use cases for AI at the enterprise, it's it's largely modeling that's taking place in the cloud. But when you think about the predominance of AI on whether it's smartphones or you mentioned things like Echo, it's that's kind of a i influencing at the edge, facial recognition is another good example that's bleeding into the enterprise. And it's as you as you know, we've talked about up top it sort of points the way and informs the enterprise, much like the Consumer ization of it. >>Absolutely. Um organizations like Microsoft google amazon, they're really leading the charge from from uh both the Consumer ization perspective but also a developer enablement perspective, bringing the ability for a. I machine learning very specific capabilities. Like you mentioned, video recognition to be able to be brought into enterprise application environments by a developer so that they don't necessarily need to know how to develop that full ai ml stack but can incorporate that capability into their end user applications. And then it's going to lead to brand new productivity innovations that an enterprise can benefit from. Uh It's gonna lead to certainly new business models, it's gonna lead to the ability to integrate um Federated Systems together. Whether it's a business model between two enterprises or whether it's uh the how a particular enterprise operates their own business. It's gonna be, it's gonna be really fascinating. >>I was reading about hand recognition of security. You go beyond fingerprint recognition, it should now be hacked. Let's talk about the market. Everybody talks about the tam, you know, pick your trillion, 1,000,000,001 trillion two trillion. It's a huge total available market, as I said, very fragmented. So how do you think about segmenting the market? How should we think about the different categories of of IOT and solutions and architectures? >>Well, you know, every every organization is easily category categorized by their industry, healthcare, higher education, industrial retail. They all have their particular operating models that generally speaking, have a lot of similarities. And so when we think about market and market segmentation and I think it's first important to think about the particular vertical that enterprise organization belongs to. And then, you know, innovators like like us here in Aruba, we think about how do these particular industries need solutions? And then we look across them for horizontal opportunities, for example, within Aruba's solution set the ability to uh go through rapid iOT device onboarding and security policy process and procedures that's pretty universally applicable across many different industries. But at the same time when you when you look inside a particular vertical, like a heavily industrialized setting, they want to collapse there. OT infrastructure and their I O. T. And I. T. Infrastructure altogether. And they're going to need some very specific solutions to do that. Um, whether it's the ability to guarantee data flow from the edge to the cloud, whether it's security, performance, assurance, whatever their needs, are there going to be very unique to them too. And so looking at it by vertical first is important and then I think sending by size makes sense. And then as we were talking about earlier, the Consumerism nation of IOT systems is really going to bring the ability for medium and smaller organizations to benefit from a lot of these innovations. >>Another another aside maybe it's not a quicker side, but you get the O. T. And the I. T. You know, T. Engineers that are pretty hard core about the way they do things and you got it folks, they have security edicts and compliance and so forth. Kind of how how are they working together? Like who's driving the bus and that >>convergence. You know, every organization has their own operating culture. They have there their prior way of doing things and then they have the future and the real key here for leadership honestly the real key here for organizational leadership, solution, technology leadership in these organizations is to figure out how to bring everybody together the booty uh responsible part of the organization. The folks that are in the line of business, the folks are in biomedical engineering in a health care organization. They know what the end application is, they know what the systems behaviors are going to be from an end user's perspective or from a from a technology perspective as it's applied at the edge, the I. T. Team knows how to build and operate and maintain a bus nature that is all co mingled together is all integrated together. They're going to have to work together so that they understand the end user applications, the experiences that need to be delivered the system's architecture and then how it needs to be operated. But the reason they need to come together is it needs to be using a common enterprise architecture to do so. Common network infrastructure, common computing storage, data platforms at least from a standards perspective, so that the enterprise can get operational efficiency so they can really have the one plus one equals three value proposition moments when multiple systems come together. >>So a couple things we just hit their the organizational challenges, the architectural challenges. You don't want to have more stovepipes? Everybody talks about stovepipes and and data silos. Are there any other challenges that you note that an organization faces in planning and implementing an IOT solutions architecture from your perspective are the organizational, we talked about that. They were talking about some technical and any others that we might have missed, >>you know. Um It's interesting when you look inside at enterprise that has some decent best practices or some good best practices for implementing their their enterprise IOT frameworks. Um as I mentioned, bringing the organization together uh from the end user perspective and the experiences that they need from the operational perspective and the operational technology bleeding into or merging into I. T. Technology. Clearly there's there's that organizational component, but that then needs to map into a newly refined enterprise architecture last decade, you know, the nineties and two thousands, 2010, we talked about enterprise architecture a lot, it was a lot about client server and it was a lot about migrating from legacy application architecture is into next gen and web dato and now it's all about machine to machine and mobile and post mobile. And that means the enterprise architecture that maybe got dusty on the shelf needs to be pulled off and re implemented. And interestingly, as a networking vendor, what we've seen as a best practice is these enterprise organizations recognize that with cloud and mobile and IOT and vendors playing such a such an important role that a lot of control and a lot of visibility has been pulled away from the classic enterprise I. T. Organization and looking at the network as the place where experiences come to uh at the places where uh as to where um instrumentation of the overall end to end architecture can come together. And so they're really now starting to look at the network as as a far more important component than perhaps they did four or five years ago where it might have just been four bars of wifi or connectivity from branch to headquarters. >>When I think about enterprise architectures, I definitely go to workloads like, okay, how is work? How is work that's being done in the enterprise changing and you obviously have a lot of general purpose E R P and financials and Crm and HCM etcetera. You've got this emerging set of workloads that's data intensive, whether it's A I or you know, whatever, whatever you call, some people call matrix workloads, but all the kind of new, interesting, you know, data intensive workloads and then there's a ton of work being done that's just don't even supporting applications directly, it's it's making storage run better or networks run better and so it's kind of wasted cycles if you will. So yeah, I talked a lot of people who are kind of rethinking that architecture to your point based upon the type of work that's being done and obviously things like influencing at the edge that we talked about a little bit earlier, uh are gonna drive that in the enterprise and that's really gonna put new requirements on the architecture, is it not? >>Absolutely. In fact, this is, this is core to the HP edge to cloud strategy and architecture. Ultimately, every organization is going to be different, they have different use cases, different, different business requirements. But um, we are going to find over the next 10 years that a significant amount of the data that is born at the edge and the experiences that are delivered at the Edge need a local presence of computer and communications to enable what needs to, what needs to take place locally from an operations perspective, Let me give you a concrete example. I mentioned health care a couple of times, imagine the healthcare environment of a large healthcare network organization and they need to consume patient telemetry information from all of their patient bedside monitoring systems. At the point at the point of patient care, well, what if the point of patient care is in a hospital tower? What if the point of patient care is in the patient's home? That's a completely different set of circumstances, physically and logically from an enterprise architecture perspective. And so it's particularly important to think through how data will be born at the edge, consumed locally, processed locally. And then forwarded to hybrid cloud computing environments for continued processing after the fact. So you might need to react immediately to some patient telemetry that's collected locally, but then also collect that information processing and the metadata stored somewhere else, maybe maybe haven't diverge into multiple streams? And in all of this, the computing architecture at the edge, the hybrid cloud architecture, the network architecture from edge to cloud all matters because this involves security, involves availability, involves performance, it involves how the data itself is used, the experience of the end users that are responsible for the delivery of the, Of the experience itself. So the ultimate enterprise architecture here is going to evolve yet again. And just as we've seen over 30 years, the centralization, the decentralization, the centralization, the distribution of various functions. We're just we're just seeing that again, because we continue to reinvent how we operate with better and better architectural models, >>right. Pendulums definitely swinging when you, when I think about the compute at the local level, I think it's gonna be super, super high performance and dirt, cheap and low power. Um, and I want to ask you a question about something you said earlier about your strategy is really to look for those horizontal opportunities. So am I right to and for you're not going after the, the deep edge with, you know, specialized capabilities or are you? I think Tesla, right. I mean, you know, designing their own chips for their cars, you're not going there, I presume. But you also reference, hey, there's gonna be some data that's coming back, that's kind of your role. But maybe you can help clarify that for me. >>Yeah, so, so interesting. We are in a way going after the special edge cases, but that's through the creation of an architecture that is malleable enough where you can define an enterprise network architecture and enterprise network experience that will address the horizontal, easy to understand use cases like mobile devices that need wifi connectivity or mobile devices that need bluetooth connectivity or Zig B or what have you. But also we have found that through again through consumer is ation of IOT systems that um, I O T specific technologies for very specific edge use cases are still embedding common access technologies, common networking technologies, common security protocols, um Common orchestration capabilities for compute as some examples. And so what we are building is the ability for uh an enterprise architect or an enterprise network architect to define a single network architecture physically that can commingle lots of different perhaps parallel network architectures into a single common platform and then operate it even though that it might consume multiple, many parallel types of systems ultimately operated as one single entity. Um That honestly, that's the power of the Aruban architecture is even though we have to physically deploy access points and switches and SD WAN gateways to create whatever the enterprise network architecture looks like, It's all driven by software and it's all driven by common interfaces that at some point get down to. Okay, I can actually connect that kind of strange device because it has enough commonality so that I can plug in this USB adapter into this access point. And all of a sudden I've got this connectivity for this very specialized thing transporting specialist protocol across an I. P. Network. So it's um it's really the blend of looking for horizontal opportunities so that we attacked the market effectively but also make sure we don't leave anybody behind in the process just because they've got a specialized need. >>Thank you for that clarification. So room is going to participate in the entire value chain that we've sort of laid out here and visualized. What do you think's going on? Maybe we can talk about the vendor landscape the pretenders from the contenders. What are the keys in your view to the product solutions, the right clarity of vision? Uh maybe some things that haven't been invented yet. How do you how do you think about that? >>Yeah, so um a lot of lessons learned over the past 10 years, I would say um there have been a number of very prominent enterprise technology companies, facilities, tech, um a vertical oriented solutions for healthcare, for industrial settings and they've all at one point or another tried to build a platform strategy, they have decided to self anoint or anoint themselves with, we're going to be the platform for some particular horizontal function inside the enterprise that involves IOT because we want to be the centerpiece where all this data from all these IOT systems concerning this particular environment flows through and we want to help democratize data access. Um Unfortunately most of them still took a very vendor specific point of view about it, even even by layering standards on top of what they've built, um even forming industry consortiums, they haven't necessarily achieved critical mass of what we would all like to see, which is full democratization of IOT solution architectures and IOT data access and I think we're gonna see that over the next 10 years, it's gonna take a while but I think um you know to to your question of what are some interesting uh interesting products or technologies to be developed? Um I think uh industries working together vendors working together like Microsoft like google like amazon like Aruba HP like um in ocean which is an industry consortium, these places where we come together and decide to achieve the greater good to achieve greater benefits for our enterprise customers and build a platform capabilities using standards using open source, using consume arised tech using really critical functions in orchestration, configuration management, aPI architectures, standard standard object models for how how information is communicated. I think that we will be able to democratize IOT data access, I think we'll be able to democratize how IOT systems are deployed and dramatically expand the market opportunity for the benefit of everybody. >>Yeah, we've certainly seen those types of collaborations before, I'm not sure it's ever been this large. Maybe the internet was this large, but that was kind of more government driven than it was a vendor driven, which is your land, give us the bumper sticker for Y H P E in Aruba. >>Well, you know, um HBs in a really um in a really interesting position, we really are enabling the entire edge to cloud architecture, as we've mentioned a few times and the ability to lay out the foundation of the infrastructure for communications for compute for storage regardless of how an enterprise organization wants to consume it, whether it's all at the edge or all in private data centers or in hybrid architecture, whether they want to control the entire architecture top to bottom, whether they want us to help them deploy and manage the architecture on their behalf with industry partners. Ultimately, we are giving them a set of building blocks into end that will coexist with whatever they've already built, help them build a malleable architecture and going forward in the future and really helped them achieve economies of scale, >>David, Very interesting discussion. Thank you so much for your perspectives. Really appreciate you coming on the cube. >>Thank you. Thank you so much. Dave. I really appreciate the time and I'm uh I'm really excited to be part of discover, >>awesome. And thank you for watching this segment of H. P. E. Discovered 2021. You're watching the cube. This is David. Want to keep it right there. Mhm.

>>Welcome back to HP discover 2021 the virtual version. My name is Dave Volonte and you're watching the cube. We're here with Manav said Donna, who is the global head of sales and market development for cognitive business operations at Tata consultancy services Tcs. And we're gonna dig in to digital transformation and take a deeper dive into the customer journeys. Welcome Manav, >>thank you. Dave, thank you for inviting me to this. Uh appreciate and looking forward to have an intriguing dialogue. You Me too. >>Me too. I mean we talk about digital transformation all the time prior to the pandemic. You know, a lot of it was kind of buzz wordy um and there's a lot of complacency around it. But as we know if you weren't digital during the pandemic you're out of business but people were forced into it. They were rushed into I called the force marched the digital so you really didn't have time to be planned full. And now people are stepping back and saying, okay now we have an opportunity to get digital right and put that in air quotes. How do you think about digital transformation? What do you mean by that? >>Okay, see I think uh the way we look at it at this, yes, I will, I will probably take a step back where in um while the digital transformation has been in play, not just over the last year since the pandemic began, but um even before then uh where the shift uh in the customer organization that we have been seeing is largely from being product centric to be purpose centric, wherein the whole focus of the entire existence is to be able to serve the purpose for their consumers, their customers and so on and so forth. And and if you look at it, for example, total energies right? The looking to sell or produce fuel. They are looking to be responsible energy company producing, reliable, affordable and clean energy for the consumers. Right? Similarly, there are other examples damaged shipyards who are looking to be more of a maritime solutions provider rather than just a shipbuilding company. Uh, so, so what's really happening when the purpose is being the driving force behind any organizations agenda or even reason of existence? That purpose is actually the driving force also followed the digital transformation. That is basically shifting the pace of the way businesses are looking to drive consumer experiences, time to market and so on, so forth. Right? And if you see our we launched our new brand positioning in the last quarter, that's building on belief and and that's basically centered around this whole purpose driven mindset. What that means is that we believe that and then the technology is enabling digital transformation are going to be the pillar of the whole shift of the re imagination of the business models wearing businesses are coming together across industries and driven by the key goal of serving the customer in terms of driving the enhanced experience rather than just selling a product. So that's basically is really happening. And having said that now in the last year or so, what pandemic has done is basically accelerated the pace by a condom. Deep right? So so in that sense, some of the organizations that were not ready at that point, they are also kind of transformation and and and taking that leap frog, I would say so from that perspective and going by again by our brand positioning statement, building on belief, right? That's really helping towards that pretty good thing, the overall journey, three horizon business and I'll come to that in a minute, but I hope it is answering your question of what digital transformation and how pandemic has really helped it. >>I just want to get 1 um point of clarification you said and you cut out there for a second, you said go from product centric too, >>but to centric >>platform centric, got it, >>but centric >>purpose centric uh building on belief, got it. Okay, so something else you said they picked up on, you talked about um actually you know crossing industries and this is something that's new and that's enabled by digital. I want to get your thoughts on it. I mean if you look at industry structures historically, whether it's manufacturing or automotive or financial services or healthcare or media and entertainment, whatever it is, there was a value chain, there is a value chain that's built up in that business might be uh it might be R. And D. Sales and marketing, service, manufacturing, etcetera. And if you are in that industry, you largely stayed in that industry forever. And now you're seeing these, a lot of big company, a lot of big tech companies having a dual disruption agenda, not only horizontally to from a technical standpoint, but you're seeing amazon get into grocery, you know, they're they're buying studios, you're seeing your Apple get into finance. And so the enabler is data in digital and that talks to the business model re imagination that you're talking about. >>Absolutely and absolutely exactly what is happening, that's what I'm really talking about. And we are firmly believing that boundaries or those boundaries are going to be blood even more so going forward, as I took a few examples and you also talked about Apple, or or even amazon all the for example. Right, so all these technology companies are just being disrupted. So, having, having said that, that data being the new fuel at the same time, Cloud being the new er now cloud as a technology that is enabling the business model. Re imagination is not just on the outside, but also on the red side. And and that's where the boundaries are becoming so closer between edge and the cloud. And how how do we give that flexibility for to the customers, to people to adopt those digital technologies across the enterprise? Right. That's what, that's what the ship that we have been seeing. >>How do you see ecosystems playing in this? I mean it's kind of, I know it's an overused term but it seems to me to be increasingly important, its power of many versus the resources of one or a few. How do you see ecosystems driving? You know, this, this purpose driven business you talk about? >>Um very, very closely I would say, and I'll give you examples also in that sense. Right faster. Um if I talk about the journey I mentioned briefly earlier about three horizon based journey, right. The first and foremost being the setting up the digital foundation that basically could be through the combination of cloud, iOT analytics, artificial intelligence and so on so forth. Right? And then eventually moving on to re imagination of business models and then leveraging the purpose led ecosystem. Now in the Horizon one, when we are setting up the digital foundation, that is where the whole ecosystem comes into play. Where and where and if I talk about our co innovation network partners like HP, where we are working together to really bring in that flexibility for the customers, even in on premise environment, giving them that kind of uh features that they can experience also in the cloud to be really able to leverage the whole our beat at the edge or in the cloud. So that's where the kind of ecosystem coming together and and and those are also some of the challenges that we have seen that customers are facing today to be able to achieve the first horizon in that journey. The challenges like accelerated or all the time to market challenges. Like are they able to achieve the flexibility to be able to offer to the business and and challenges? Like are they able to achieve transformation at scale or is it just appointed um pointed poc sort of thing? Right so bringing the ecosystem together is able to help customers address those challenges, be it in terms of consumption driven, addressing the flexibility needs, be it in terms of the pre integrated solutions addressing the challenges related to time to market and so on and so forth. >>Can we stay on? The challenges for a minute? As I said, pre pandemic, there was a lot of complacency. We've all seen that meme of the wrecking ball coming in and kind of a tongue in cheek joke, but but the complacency is gone, so so there's there also, but still organizational challenges. It's not complacency anymore, but what's the right regime? What's the right approach? Uh everybody wants to get digital right, but a lot of people, you know, that's a do you see that as a challenge? Actually, not knowing where to prioritize it and you know, how can you help in that regard? >>Yeah, So, and I would also like to like to talk about what we have done in in certain with certain customer with challenges. Um some of the things I'll introduce TCS Cognex here, this is our platform which basically brings together the capabilities in a pre integrated uh, for, of predefined solutions accelerators of our value builders as we call it, um, for customers to be able to just integrate their environments to be able to manage the whole infrastructure or of the landscape in a completely automated and analytics driven manner. Right, so that's that's one way of addressing those challenges. What it also does is it gives that um power to the stakeholders in the organization to be able to address the key challenge of time to market because it is giving out or coming out in a pre integrated manner and be able to achieve that benefits or realize the benefits of transformation In in an accelerated time frame instead of waiting for 18-24 months, how can it be done in 3-6 months, for example. Right. That's that's that's one set and and similarly, uh if I talk about the flexibility, right, consumption driven manner is extremely, extremely important. And if I talk about hybrid cloud, so to say right today, About 1-2% of the on premise infrastructure is actually in a consumption driven manner while cloud is always gonna consumption to a manner. The trends that we're seeing is that by next year about minimum 15% of the on premise infrastructure in a hybrid cloud environment will be about or will be delivering a consumption-driven manner and and that's what is going to address the various the opportunity as well as the challenge to address that particular aspect of flexibility and that's where the ecosystem with the likes of us, teachers and HP coming together to provide solutions that are addressing those needs of our consumers. >>And when you talk about the consumption driven, obviously talking about things like HP Green Lake, that's a model that enables that kind of consumption model. You know, I feel like, I mean, I feel like that's kind of table stakes to be honest with, you, pointed out 1 to 2% of it. I said wow, clouds been around for a long time and now, but now we're seeing the rapid adoption 15% and we're also seeing, I mean I think I'll give H PE some props on this because they've got their whole company behind it, but there has to be a complimentary shift in the mindset of OK, we're not now selling boxes anymore and I think HP has done a pretty good job of this. They've made some announcements recently to that effect. They're doing an HPC. We just saw some storage announcements, so it's no longer, hey, here's a box to sell it and this is where a company like Tcs comes to play. You, you've, you've never had that box mentality, you have a solutions mentality and so, so the industry is moving in a very rapid pace now. My question is, are the customers ready for it? Are they ready for it? Because they have the cloud experience, are they ready for it on prem and what do they need to do to get ready for that? >>See um, to answer your first question already and what really is the trigger point for them being ready? The answer is yes. Okay. Um, I would say a large percentage of the customer base was ready even before pandemic, but pandemic has really made it even more prominent in the customer and that has become a need. We are seeing so many customers today. I mean, uh, in my global role, I'm seeing across industries and across markets right from north America to Australia Japan. We're in, we're in the need for having consumption. Everyone is even at on premise while cloud is definitely there, but even at on premise is so much so that really is the trigger um, at the same time now what is really driving that trigger apart from pandemic is to be able to offer that flexibility to their business. Businesses are basically reimagining, reimagining their whole uh where they are reaching out to their customers, where they are expanding into the newer markets and the speed is extremely, extremely important and that's what is really being the whole consumption, let's >>peel the onion on that. Somebody asked me this the other day why why as reserves. I said the same thing, flexibility and they're like, yeah, okay, but give me some examples. And so I said, well, first of all, they're paying by the drink. So it's a much fairer for the customer model instead of okay, charge them for what they're not even going to use or what they might use for a day or two or a month. The other is experimentation. It just seems to me that in the digital world you got to fail fast, You don't know, you don't know what, you don't know. And so these consumption models allow you to spin up experiments very quickly and cheaply and only pay for what you use is, am I, am I getting that right? >>Absolutely, Absolutely. And and and that that's exactly what the model is, that we as uh as a partner together, that we are offering. Only one thing that I would want to highlight here is, um while that's the foundation, as I said, it is setting up the digital foundation, giving the customers the flexibility. And if I talk about example, uh one of our british large, I am who really is leveraging this technology for them to be able to bring more resilience and boring traing and scales departments uh to be able to, you know, on the manufacturing line and ultimately driving to the sales value chain. So those are the things that are happening. And you took an example of basically talked about consuming purely as a service what you use. This model is basically expanding everywhere very recently. I mean I saw an out of bicycle as a service. I mean instead of buying a new bicycle, I'm just able to get one bicycle, you use it for a month, return it back to the to the owner to be able to use it only when I need it, let's say for example, so that's what is really happening even in the digital transformation, I just needed for a time basis for a particular purpose. I served that purpose, ultimately driving the business resilience, agility and then ultimately serving that purpose. Yeah, >>I think I'd love your thoughts on this. I think the real opportunity here is to for for technology companies like HP. E working with TCS to create a layer I called a layer that spans on prem name your favorite cloud or multiple clouds goes across clouds goes out to the edge. That's a layer that that hides all the underlying complexity. You're going to take care of that for me uh because it's complicated. No question about it, the bigger the universe gets, the more complicated gets. But as as a customer, I want to hide that complexity because I don't want people doing plumbing, I want people focus on on strategic initiatives and that to me, seems to be the killer app, if you will of infrastructure in the future. Is that that abstraction layer? Do you see it that way? >>Absolutely. And that's where the easiest Cognex comes into play very strongly. Right? As I said earlier, it's basically it said actually uh an air driven human machine collaboration suite. So what that really means, it is bringing together the capabilities from analytics to ai with our machine first principles and and really giving that obstructing player in a pre integrated manner from edged right up to the cloud and bringing it all together for the customers. So that that's exactly what how we are really helping the customers, um a team that, again, addressing those challenges of exploration, time to market flexibility and more importantly unifying the entire landscape into one single view if I am a C I O, or if I am a CFO, I want to see what is important to me, rather than going through multiple different dashboards support, so to say, Right, so that's what pieces Cognex, there's an important role in obstructing everything and presenting, identified you and in a draft formed service delivery model for the customers. >>So the history of TCS is pretty amazing. You guys have, I mean, the, the ascendancy of the company over the decades is actually so, so impressive now and your relationship with HP and now, of course, HP goes back, I think it goes back to the 90s. Maybe you could talk a little bit about that relationship, where it's come from, how it's evolving and where you want to see it going. >>So I think it's a um uh when you go back so long, right? Uh the only way you're able to sustain that long relationship when there is a value that we have been able to deliver to each other, and more importantly, the value that we have been able to deliver to our customers, right? And that has always been the, the mantra of the whole relationship and that continues to be going forward as well. So, so in that regard, I mean, while I would rather focus more on the future, history is definitely good, but I think going forward, um the kind of work that we're doing together to be able to solve some of our customers globally across the base across the industries is extremely valuable, both to us as well as two HP, I'm sure. And and that's where we are really looking to have uh, providing real value to our customers, not just from the technology perspective, ultimately elevating that value. How do we help them solve the business problems and not just the technology solutions? >>Well, I think we've learned that that's the 11 big thing we learned from the cloud is if you just shove all your stuff in the cloud lifted and shifted it. So what, uh, it's that operating model that you talked about earlier, that really is how you, you, you drop, you know, if you're a large company, you're talking about billions, uh, to the bottom line, not, you know, hundreds of thousands or millions, but that's, that's a game changer. I'll give you a final word enough. >>Absolutely. Absolutely. I mean, as they said, I think, um, I hope I would not end up repeating my mistake, but, but that, um, solving the business problems, leveraging technology and, and irrespective of the location where the technology is based being on edge or on the cloud. It's the whole model of addressing the customer demands and the customers need is extremely, extremely important. So that's that's what the whole mantra is and that's what is really were driving us forward together in the journey, >>major shifts in industry. Digital is is the driver and and Manav. Thanks so much for being on the cube. Really appreciate your time. >>Sure, thank you. Thank you for having me >>And thanks for being with us for HP Discover 2021 the virtual version. You're watching the Cube, the leader in digital tech coverage. Keep it right there.

>>Mhm. Hey, welcome to the cubes coverage of HP discover 2021. I'm lisa martin. I have two guests with me here today. We're gonna be talking to the walt. Disney company. Jason Abrahamson is here. The Director of infrastructure engineering. Jason. Welcome to the program. >>Hi, how you doing >>doing well. And James Irvine is here as well. Account chief technologist at H P. D. James. Welcome to the program. >>Yeah, I like to thank you. >>Okay, so we're gonna be talking about all things the HP supporting Disney relationship. But you know, things have been changing so much in technology, things have been very different for technologists in the last few years, Jason talked to us about how Disney has adapted as business needs have evolved. >>Uh you know, I think not just Disney but in general, as we've we've had to evolve, evolve as technologists. Right. And one of the ways we've done that is to focus a lot on automation and self service, enabling developers to move faster to meet the shift in business demand, business moves at the speed of light. Uh anybody that's been this business long enough knows. Uh There were years ago you could have email servers down for three hours and nobody would notice. Now if email went down for more than, you know, 35 seconds, everybody notices. Right? So in order to meet the change in demand, we've had to focus heavily on automation and self service, which has been a key strategy, is keep a key driver for as as part of private cloud. >>So Jason with infrastructure as such, a large part of your responsibilities and your job title, how has Disney been thinking about private cloud in the last few years? >>So I would say that we were probably one of the uh I don't wanna see bleeding edge, but certainly out in front when it came to private cloud, we had embarked on a cloud first strategy overall across the enterprise, uh, the goal there was to figure out how we could do more with less and be more agile and be able to flex for application developers and meet our shifts in demand. However, there are, you know, systems that for whatever reasons, business purpose or otherwise need to either span hybrid cloud or multi cloud or stay on premise. So in order to uh get a cloud like environment for application developers and whatnot, we decided to build out a robust, private cloud environment that allowed all of our application developers to be able to just bring their code or get a server and try to get as much of the public cloud functionality on premise as we possibly could >>James. Let's bring you into the conversation, talk to us about the H P E WAlt Disney company relationship and how HP is supporting walt. Disney. >>Yeah, HP and Disney have had a long standing relationship dating all the way back to HP and Disney as far as the audio oscillators concerned. So we've had an extraordinarily long history, the technology and co innovation partnership that we've worked on together through the years. And as Jason mentioned, you know, the journey around private cloud and working together in that technology relationship is just has been fantastic. And we've supported them with all the innovation and technology is needed for them to meet their bulls. >>Excellent. All right, Jason, let's go back to you. I want to dig into this private cloud strategy a little bit more. You mentioned this a minute ago, but as we look at and here so many discussions and strategies revolving around public, multi cloud, Why is private cloud so important to Disney? >>Well, we have a tremendous amount of applications. We are application portfolio as massive as you can imagine. And we find ourselves in unique situations because of all of the different uh, business challenges that we have that are unique to Disney, that we have to develop applications from the ground up far more often than we probably like to admit. So, uh, private cloud allows us to uh take advantage of the public cloud, like services and technology scalability and flexibility and agility, right? And bring those on premise and be close to the business where it's absolutely critical to our business. I don't want to comment on what specific, because their services that we have to run close to the business. But you can imagine with the uh, expansive footprint of our business and how we have to interact with guests, um whether it's from a movie or at a theme park, we do have to have some services that are close to our business. And so by having private cloud, we complement our public cloud strategy uh, and and allow us to keep those most critical services very close to the business. >>Got it. You just mentioned a number of the elements of Disney. There's been a lot going on, so much going on. It's actually kind of easy to forget how new Disney Plus is, but sitting in the center of a company that's doing so much digitally, how does the shared services play a part in the overall digital transformation of the business? >>Uh, that's a great question. So obviously technology is key to our business. If you look at all the different lines of business we have and you look at all the different technology that we have. It's absolutely critical in order for us to continue to invest in technology to meet all of our business demands. Were shared services comes in is we enable the business to focus on what is critical to their business. Right? We allow resorts and even the immediate media partners to just focus solely on the technology that is critical to driving those businesses to enabling the guest experience and keeping it great. We are focused on uh everything else that is not critical for their business. The underlying infrastructure, the underpinning infrastructure right? Such as the global network, global servers, emails and so on and so forth. So it's a great compliment where it freezes the business up to focus on what's really critical for them and we can get economies of scale and synergy across our entire enterprise by delivering core services at a much more efficient costs throughout the company >>and James. I want to ask you a question. You've been working as a with the walt Disney company for a long time. We've we've seen the evolution of h p e and we've seen the evolution of Disney. Can we ask you anything about kind of, give us your perspectives on how both companies have evolved in this relationship together? >>I would say that it's been it's been a great relationship. I would say that the uh, we have continued to lean on HP from an investment perspective for our servers in certain areas storage, but mostly servers, what are the big investments we've made recently was hB synergy which is composed all infrastructure, which has allowed us to continue to uh invest in our automation strategy and allows us deliver physical servers much, much faster James. Did you want to add anything there? >>Yeah, of course, Jason. Uh it's been great to partner with with Jason and the team walt. Disney company in particular and and through this experience of them trying to achieve their private cloud goals, we've been able to bring the right technology, the right set of services to achieve these technology outcomes that they've been after and the use of automation to improve life cycle management day to operations, all the goals and aspirations that they need to really automate infrastructure and make it intelligent and started achieving the goal of the intelligent data center. So it's it's been a great technology partners of relationship we've had there, >>Jason back to you. Let's, we've talked about Disney's private cloud strategy. I'm gonna talk a little bit more about how that integrates with the rest of Disney's cloud strategy. What can you share with us? >>Well, uh >>like, like anything you want the right tool for the right job And uh, certainly the multi cloud strategy in the public cloud strategy is a huge part of our overall strategic roadmap. Where again, we use the private cloud is to complement that for applications that need to either span or stay on premise. You know, one of the things that we're just getting into now is hybrid cloud while you have application teams that are like, hey, we really just need to focus on premises where we need to be close to the business, but we have workloads that need to burst to the public cloud or need to scale out to the public cloud, uh, and you really take advantage of that. So again, we don't look at it as it used to be, not just within Disney, but in general, and most cloud strategies, it was, it's kind of like an either or now we look at it as the right tool for the right job. What's the right fit for your application? And as we continue to look at how the application stack modernizes, right used to be. How do you get servers faster? Well, now I don't want to serve. I want a container. Now. It's, I just want to bring my coat and I don't even know if I need a container. Right. The application developers really want sort of this, They really want to just focus on application development and they want to focus more on what makes their applications great. Right. We want to focus more on commoditization and blurring the lines between public and private. Really, where does the workload run best? Where is it most efficient? And where is the best for the business? And so when we look at how we build out our private cloud environment, it was really to complement our existing public cloud strategy. >>Let's talk about people now, Jason for a second. I know, I love that. Disney calls there folks, Cast members, I see the pin on your lapel there. How are the cast members at the center of this technology strategy and how does the private cloud strategy play into that? >>Well, it's one of those things where our cast members are the most important aspect of our, of our brand. If you, if you were to look at what is r one of the most valuable asset, it would certainly be our cast members right there. The front line, whether it's helping a guest, whether it's working on a movie and our overall technology strategy is all about enabling cast members to do their job as most efficiently and effectively as possible. Um, uh, when it comes to how private cloud fits into that, it's again creating an environment where the application developers and our business partners can accelerate their application growth and the delivery of their services to support our back of house operations for our cast members. So that way it doesn't impact the guest experience. There's nothing more frustrating for a cast member is when they're impeded or have issues trying to get to a resource or unable to efficiently do their job. And so by having the private cloud, by having access to resources on premise. At times it gives them the ability to deliver those and consume those applications even faster, >>which I'm sure the guests love. One of the things that you mentioned, Jason and I want to James at your opinion on this too. It's a, it's a statement that we hear very often you need to do more with less in that situation. How does Disney navigate that? And a strategy that is cost effective while you're growing your public, your private cloud strategy? >>Uh huh automation, Right? Automate automation and self service. It really it's always comes back to, I know it's a buzzword, I know people go automate this, automate that you know, what are you automating if you look at just the investments we're making right now in the HP synergy line and having proposal infrastructure combined with pockets of three tier architecture as well as hyper converge. You are we're bringing a delivery model to application teams and business teams that they haven't that is just like public cloud, Right? But that they haven't seen before. So in order to manage massive scale, uh you you need to automate more and you need to automate more in order to make sure that you have self healing, right? So you can see you can look at things and understand things and see where you're having problems and try to predict them before they happen and increase your uptime and availability. I mean it all comes back to again, automation automation, automation uh >>James. Do you have the similar opinion when you talk with customers similar to the walt Disney company that are told we've got to do more but we've got less to work with is automation one of your key go to recommendations. >>Automation is at the center of everything that we're trying to achieve today, both on premise and in the public cloud. And hyper automation is really kind of where everybody is driving to the ability to be incredibly they are incredibly efficient um using infrastructure as code api driven and using all the tools to really automate that and make the seamless delivery of new products and services just that much quicker. And, and we've been focused on that, both not only from a technology and infrastructure standpoint, but also from a consulting and delivery standpoint. So we're able to really kind of meat all the different needs as it relates to automation, both in a private cloud, hybrid cloud or multi cloud scenario with all of the partnerships that we have across all the hyper scale hours. >>James sticking with you with that. Looking through that consultant lens, I want to get some thought leadership from you. What are some of the principles that you'd recommend for businesses that really are working hard to make their private cloud investment work as efficiently as possible for them? >>A lot of that comes down >>to >>consulting and understanding. So really kind of driving to what we referred to as the right mix, what is that right mix of hybrid cloud, private cloud um applications that have gravity that need to remain on premise and there's just no reason to move them. So, working with somebody and partnering with somebody that has the ability to be able to advise and consult in that capacity across the continuum of private public as well as Edge um is vitally important for people to consider as a part of their strategy. >>Jason Edge is absolutely in critical we're hearing about it more and more, especially as so much more data and machine data is generated there. I want to get your advice for the audience the same question that I asked James, what principles would you recommend for making the private cloud investment work as hard as possible? As efficiently as possible. >>I would say that, you know, it's gonna be a unique journey for every single company, but the number one advice is remember, right tool for the right job. Right, What is your application stack? What are the types of in that? What is the type of needs of the application owners? And when you start thinking about it, you start dissecting, Are you going to be investing more microservices? Can you go with more of a serverless, container based type of environment? Are you using shrink wrap software? You're gonna need more. I as right. It all comes down to the right tool for the right job. My father was an auto mechanic and I remember as a kid, he had 8000 tools and they say no, dad, why do you have five screwdrivers? To me? They all look the same right in the heart of mechanic because no, no, no, Jason you don't understand. It's the right tool for the right job. That was always his mantra. That would be my advice. >>I like that. I think my dad would have said the same thing, right tool for the right job. Absolutely critically important. So when we think about Disney, we know, generate a ton of data, how does the growth of the private cloud, Jason support that massive data growth? >>Well, as you can imagine, we have ebbs and flows in our data. There's times where we're taking a tremendous amount of data in and there's times where we're purging a tremendous amount of data for various different reasons. Right? So one of the beauties of private cloud and how it complements the public cloud is when you go to you think about data ingestion, right? And then storage and being able to efficiently can get it on premise and what not having the private cloud there to do those types of things to use more of those B I type of work clothes there, you're just Truncheon a bunch of data. Uh it's really nice to have the private cloud. So that way the application, he can add nodes at collectors of, you know, other other log aggregation type tools, right? Whatever the tool is, you know, being able to have the flexibility to add notes very quickly, just like they can in public cloud, public cloud but have it on premise so that you can do cost control and get the data in a more timely, more efficient manner. Again though, it comes down to the type of workload and what was best for that business. I would I would be remiss if I tried to sit here and tell you that all of our big data stuff were to only reside or only use on premise technology is of course it spans like I said, we've got hybrid cloud and multi cloud, so >>it kind of goes with the right tool for the right job. One more question for both of you and I want to go back to that thought leadership angle Jason when you are talking with peers of yours, what do you recommend that technology leaders look for when they're going to be partnering with a company on any type of cloud, initiative management or implementation project? >>I was a understand you understand the problem, trying to solve, understand the technology that you want to use and understand again, your application portfolio and perhaps because I'm insured services, a large company, I have a unique perspective of having to deal with very different problems at any given day on any given week. And you know, sometimes we forget about those, especially as technologists, we tend to forget that the decisions we make have wide and far reaching impact within our application stacks and within the individual businesses. And I think if if you uh look at what is my application stack, what are the types of technologies? How how is it going to be if you are doing just shrink wrap, then you probably shouldn't be investing in cloud technologies that are heavily focused on container ization. Right. If your custom developing applications, then your entire strategy should probably be focused on how do you build container farms? And if you're doing big data, you probably should bring deep use into the conversation with something nobody's talking about really yet. So, you know, Mhm >>Sounds like collaboration is really key. James the same question. Last question of our conversation. I'd love to get your perspective on what technology leaders should look for when you're talking with prospective customers when they're looking to partner for cloud implementation, growth management. What are some of those things that you say the technology leaders look for this? >>You really need to be working with people who understand your business that are passionate about your success and really having access to not only the advisory capabilities but the technology portfolio to help you realize all of your business and technology outcomes. And I think those are super important attributes that we HP can provide, you know, across the entire portfolio of technologies and services that most customers need to do. And I think that the business outcome, the business transformation is really key to what what the future holds for us. And having the visionary perspective of not only the customer but US in joint partnership allows for these great goals to be achieved. >>Its great goals in this business outcomes. Well, gentlemen, thank you for joining me on the program today. Talking to me about what Disney is doing with technology. How HP is supporting the Disney relationship. Jason and James. I appreciate your time. Thank >>you. Thank you lisa >>For Jason, Abrahamson and James Irvine. I'm Lisa Martin. You're watching the cubes coverage of HP Discover 2021. Uh huh. >>Yeah.

>>Mhm Welcome to the cubes coverage of HP discover 2021. I'm your host lisa martin. I've got a couple of guests with me here from emphasis. Alumni Yuma lacks empathy. Is back. Senior vice president and regional head of EMEA emphasis Yuma. It's great to see you welcome back to the program. >>Yeah. Hi Liza. It's great to be back for discover 2021. It's been a great opportunity to meet with health, a lot of our stakeholders and HP. >>Excellent. We're gonna dig into that. And so do Cutie is here as well. The Cto Cloud Advisory, VP hybrid cloud engineering platforms and automation at emphasis. Sergey Welcome to the program. >>Thank you lisa. It's a pleasure to be in the program is my first time but I really enjoy it. Well, >>Welcome. Welcome. So the next 15 minutes or so we're gonna unpack a survey that was just done as we know cloud has catalyzed a lot in the last year. One of those being cloud adoption. Talk to us about some of the things that you've seen as more and more enterprises are moving workloads to cloud. How is a hybrid cloud enabling businesses to grow, enabling them to actually have a competitive edge? >>Uh lisa if you uh if you look at the pre covid scenario and what there are many, many clients which actually made a significant move into cloud, but there were many few, a few of the companies who didn't really take a mature uh cloud adoption. But those companies which actually did the adoption, we see that have taken a big step with the help of the when the covid hit them because they were able to be very resilient. But at the same time they were able to the cloud adoption really help them to improve their business profits. Uh When we did this cloud radar survey across all the geography is we didn't get across the U. S. The latin, the issue pacific the EMEA markets. And when we looked at uh what our clients and enterprises were able to recover and get all of this whole cloud adoption. We've we've got a number of 414 billions of profits that the enterprises can make by using this cloud adoption. And that's what we saw in this survey that we did with our clients. >>Yeah, that's huge enterprises. The survey found can add up to you said 414 billion and that new profits annually through effective cloud adoption and sticking with you for a second. What does emphasis described as effective cloud adoption? >>When we look at cloud adoption, we have enterprises who started shifting workloads which are very comfortable for them. And then uh then they started to take the more mature understanding of moving workloads which were very critical to the business. So when we look at effective, it is a combination of both the ones that were very easy to go to the cloud, the ones that made business is able to bring in new applications and new go to markets uh to their segments to their clients. But then it is also about taking some of those legacy world clothes and making a choice the right choice to take it by transforming those applications and environments uh, into the cloud direction. And that's what we call us effective. It's just not the easy ones but also those complex and legacy rebuild ones that that effectively goes on to transform itself into a new way for the for their clients and for the experience of the users. >>It's a big changes coming, big opportunities. So as we see, we've talked about this for many times, more and more companies moving to multi cloud arrangements for a variety of reasons, what have been some of the things that emphasis has experienced and what are some of your viewpoints on a multi cloud? >>Thank you, lisa. So, um, if you look around >>right, you know, hybrid >>cloud has been the new normal. Right? And um, and if you look at it, private cloud is becoming an essential component for hosting applications. You know, uh you know, when you look at it, it's more about applications which have low latency requirements, it has regulatory requirements or it has a static demand of infrastructure. Now, what emphasis has done in this space is is that, you know, we have um we have developed a framework which we call it as a right cloud solution framework >>and this is >>focused on implementing a hybrid, multi cloud leveraging and in house developed tools and frameworks as well as platforms along with our strategic partner ecosystem, >>that is our biggest contribution >>onto the hybrid multi cloud world. Now, the foundation of our framework is emphasis public cloud platform. It's a unified multi cloud management platform. It can provision, it can orchestrate, it can also manage the cloud deployment across multiple of the environment. It can be a private, it can be public or it can be on the edge. >>Now, apart from all of these >>things, it also offers features and functionalities very similar to the hyper scholars and either it can be in terms of the user experience or it can be in a commercial model or a technology stack or it can be reports or it can be persona based user experience and integration with multiple systems. It brings all of these functionalities >>seamlessly >>across the >>multiple hybrid >>ecosystem protect. That's the biggest contribution from emphasis in this space. >>Got it. Okay. As we see the just clear growth of multi cloud in every industry. Talk to us about what the cloud radar survey uncovered with respective you've mentioned that big number, the correlation between cloud transformation and profitable growth for enterprises across any industry. >>So I did mention about it uh Liza in in the previous question as well. Then we looked at when we look at enterprises trying to take the cloud adoption. The big benefits for the enterprises do happen when they crossed that uh layer of moving a significant part of their existing legacy in a very transformed new world. And that brings in the new way of working for their customers, for their end users and internally as well for their various stakeholders. And that I think is creating a cost structure for them, which is very, very optimal from where they were. But at the same time, it is enabling their ecosystem of of users and customers to come and operate in a very seamless fashion. And that is the biggest advantage of uh boosting profits for them at the same time, cutting costs within the, within the internal stakeholders. So at one stage you're optimizing your cost at another stage, you're bringing in a easiness for your clients to operate on, which is actually creating that enlarged profit boost. >>We're sticking with you for a second. If we unpack that growth, that business profit growth opportunity that the survey uncovered, Are we talking about things like faster time to market, increasing scale? What are some of the things underneath that hood? >>So, if you if you look at uh traditionally cloud was considered uh the enabler for quick, faster time to market. But now cloud has become the central theme for resilience. If you look at the covid pandemic, uh, those, those enterprises which were already cloud enabled, we're able to resiliently and sustain their business and grow their businesses. So as economy started opening up, if I can talk about an automotive client who is today enriching businesses out of china because they have the first economy that has opened up after the pandemic. So you see a lot of enablement for those enterprises which have already taken the cloud journey. And if you look at Today enterprises are in somewhere around 17-18% of of cloud adopt mint and if they can take that to the 40%, that's when they will see that kind of boosted profits. And we can clearly see about $400 plus billion dollars of profits that enterprises can make. >>All right, so let's talk to you for a second. If we look at some of the survey results, the acceleration that is expected to be seen by in the next year of enterprises moving so many more workloads to cloud. You talked about hybrid cloud. Talk to me about how the experience of working with HP in creating joint solution suites is going to help the customers facilitate and drive that transformation. >>Thank you lisa. So if you look at H P E, H P E comes with a fine set of technology and commercial constructs, you know, that complements our right cloud framework >>and they offer >>the solutions. The whole sort of a lot of solutions offer private cloud as a service which is a major component of our right club framework. >>Either it is a >>continuous service with HP is as ephemeral data platform on HP hardware, or >>Vida as a >>service based on a compose Herbal and Converse infrastructure or H P. S cloud built on >>HPC cloud, build on Cray systems >>and all of them commercially supported with an H. P. S. Green leg offering makes it very attractive for our customers. Now, these integrations have helped us in providing a >>very similar >>metering and billing along with the chargeback solutions, very much in line with what is being provided by Hyper scholars. Apart from this, we >>also work very closely with >>H P E >>to create a >>very compelling sourcing strategy for driving hybrid, cloud driven digital transformation while taking cost out and protecting the existing investments through various financial models for our customers, helping them in terms of transforming their digital estate in the, in the new cloud world. >>And um, I want to get your perspective as well, the HP emphasis partnership talk to me about that being a win win for your clients in every industry. >>So actually uh Liza is a great question and this probably is my third uh cube interview and I've told this previously as well in my previous interviews as well. The relationship between emphasis and hedge P. Is very very strategy and it's it's very very top down driven. And today we've seen very high transformative opportunities that two organizations have come together and we won't call it win win but we call it a win win win which is essentially win for HP win for emphasis but even for the clients as well. So if you look at some of the engagements that we have jointly done, everything has been transformative. I can talk about uh energy client where we've done a huge which will V. D. I. Uh engagement with them where we have been able to take them very uh seamlessly when the covid pandemic hit them so that there are significant part of their right to users but be able to operate from their residences. Uh I can talk about a great story about how we had enabled Green Lake for a wind energy company. Uh and how that Green Lake capability help the customer to migrate the application seamlessly uh to a hybrid cloud. And there are so many examples of similar scale and size when we look at clients in the manufacturing space and the automobile sector where we've really done work very closely with PHP across all regions and all geography is uh to make this what I would call when when very partnership. >>I like that when when when who wouldn't want that one more question for you. Talk to me about the next, as we talked about some of those survey results and I think folks can find that survey, the cloud radar survey on the emphasis dot com website. I found it on the homepage there. But looking at how much Transformation is expected in the next 12 months or so, what are some of the things that we can expect from emphasis on H. P. E. to help drive and catalyze that growth that you expect to see in the next 12 months? >>Yeah. And I was talking to you before this interview and you said that yes, we gotta look at this. And I was feeling very happy that you have the opportunity to look at the side. And you said that look there's an opportunity to also make to continuously provide feedback. And we're very happy for clients to come in and look at it and do provide us the feedback. This is a constant learning for us. We have a big learning company Uh and when it comes to uh the next 12 months of agenda, I think the pipeline is very robust for both us and the hp. In terms of the way we want to take proactive transformational opportunities to the to our clients create a value differentiation on the hybrid cloud for them. And uh clearly uh this this survey clearly came back to reflect back to us that our strategy that we've done together as partners is the right strategy because there is a significant headroom for growth uh in the cloud space for both emphasis and H. B. >>Excellent. Well gentlemen, thank you for joining me today, talking to me about what emphasis and HP are doing together, unpacking some of the significant insights that the cloud radar survey has uncovered. We appreciate your time. >>Thank you lisa. Thank you. Thank you for giving us this >>opportunity. Absolutely. For election. Saw ju I'm lisa martin. You're watching the cubes coverage of HP discover 2021. Yeah. Mhm. Yeah.

>>Welcome back to HPD discovered 2021. My name is Dave Volonte and you're watching the cubes virtual coverage of discover we're going to dig into the most pressing topic not only for I. T. But entire organizations and that's cyber security with me. Miss O'Neil James, senior Director of security engineering at Hewlett Packard Enterprise. So Neil welcome to the cube. Come on in. >>Dave, thank you for having me. I appreciate it. >>Hey, you talked about Project Aurora today. Tell us about project Aurora. What is that? >>So I'm glad you asked. Project Aurora is a new framework that we're working on that attempts to provide the underpinnings for Zero Trust architectures inside of everything that we build at. Hp. Zero Trust is a way of providing a mechanism for enterprises to allow for everything in their enterprise. Whether it's a server, a human or anything in between to be verified and attested to before they're allowed to access or transact in certain ways. That's what we announced today. >>Well, so in response to a spate of damaging cyber attacks last month, President biden issued an executive order designed to improve the United States security posture and in that order essentially issued a zero trust mandate. You know, it's interesting. Zero Trust has gone from a buzzword to a critical part of a security strategy. So in thinking about a zero trust architecture, how do you think about that and how does project Aurora fit in? >>Yeah, Zero Trust architecture as a concept has has been around for quite some time now and over the last few years you've seen many a company attempting to provide technologies that they purport to be. Zero trust. Zero Trust is a framework. It's not one technology, it's not one tool, it's not one product. It is an entire framework of thinking and applying cyber security principles uh to everything that we just talked about beforehand. Project Aurora, as I said before hand, is designed to provide a way for our ourselves and our customers to be able to measure a test and verify every single piece of technology that we sell to them, whether it's a server or everything else in between. Now, we've got a long way to go before we're able to cover everything that HP sells. But for us these capabilities are the root of Zero Trust architectures, you need to be able to at any given moments notice, verify measure and a test and this is what we're doing with Project Aurora. >>So you founded a company called citadel and sold out to HPD last year. And my understanding is you were really the driving force behind the secure production identity framework, but you said zero Trust is really a framework, uh that's an open source project. Maybe you can explain what that is. I mean people talk about the nist framework for cybersecurity. How does that relate? What why is this important and how does Aurora fit into it? >>Yeah, so it's a good question. The next framework is a broader framework for cybersecurity that couples and covers many aspects of thinking about the security posture of an enterprise, whether it's network security, host based intrusion detection capabilities in response things of that sort Spiffy. What you're referring to secure production identity framework for everyone is an open source framework and technology base that we did work on when I was the ceo of Seattle. That was designed to provide a platform agnostic way to assign identity to anything that runs in a network. And so think about yourself or myself, we are uh, we have identities in our back pocket driver's license, passports, things of that sort. They provide a unique assertion of who we are and what we're allowed to do that does not exist in the world of software. And what spiffy does is it provides that mechanism so that you can actually use frameworks like project Aurora that can verify the underpinning infrastructure on top of which software workloads run to be able to verify the spiffy identities even better than before >>is the intensive product ties this capability within this framework. How do you approach this from HP standpoint >>suspicion inspire will and always will be. As far as I'm concerned, remain an open source project held by the cloud Native Computing Foundation. It's for the world. And we want that to be the case because we think that more of our enterprise customers are not living in the world of one vendor or two vendors. They have multiple vendors. And so we need to give them the tools and the flexibility to be able to allow for open source capabilities like Spiffy inspire to provide a way for them to assign these identities and assign policies and control regardless of the infrastructure choices they make today or tomorrow. H P E recognizes that this is a key differentiating capability for our customers. And our goal is to be able to look at our offerings that power the next generation of workloads, kubernetes instances, containers, serverless and anything that comes after that. And our responsibility to say, how can we actually take what we have and be able to provide those kinds of assertions, those underpinnings for zero trust that are going to be necessary to distribute those identities to others workloads and to do so in a scalable, effective and automated manner, which is one of the most important things that project Wara does. >>So a lot of companies senior will set up a security division, uh and and so, but is the IS HPV strategy to essentially uh embed security across its entire portfolio? How do you, how should we think about HP strategy in cyber? >>Yeah, so it's a it's a great question. Hp has a long history, uh security and other domains, networking and servers and storage and beyond. Uh the way we think about what we're building with project or this is plumbing, this is plumbing that must be and everything we built, customers don't buy one product from us and they think it's one custom, one company and something else from us and they think it's another company, they're buying HPV products. And our goal with Project Aurora is to ensure that this plumbing is widely and uniformly distributed and made available. So whether you're buying in Aruba device, a primary storage device or per alliance server. Project Aurora's capabilities are going to provide a consistent way to do the things that I've mentioned beforehand To allow for those zero trust architectures to become real. >>So it's I alluded to President biden's executive order previously, I mean you're a security practitioner or an expert in this area. It just seems as though, and I'd love to get your comments on this. I mean the adversaries are well funded. You know, they're either organized crime, their nation states, uh they're they're extracting a lot of very valuable information, they're monetizing that you've seen things like ransomware as a service now, so any any knucklehead can, can be in the ransomware business. Um it's just this endless escalation game. Um how do you see the industry approaching this? What needs to happen? So obviously I like what you're saying about the plumbing, you're not trying to attack this with a bunch of point tools, which is part of the problem. How do you see the industry coming together to solve this problem? >>Yeah, it's uh if you operate in the world of security, you have to operate from the standpoint of humility. And the reason why you have to operate from a standpoint of humility is because the attack landscape is constantly changing the things and tools and investments and techniques that you thought were going to thwart an attacker. Today, there quickly outdated within a week, a month, a quarter or whatever it might be. And so you have to be able to consistently and continuously evolve and adapt towards what customers are facing on any given moments notice I think to be able to as an industry tackle these issues more and more. So you need to be able to have all of us start to abide, not abide, but start to adopt these open source patterns. We recognize that every company hB included is here to serve customers and to make money for its shareholders as well. But in order for us to do that, we have to also recognize that they've got other technologies in their infrastructure as well. And so it's our belief, it's my belief that allowing for us to support open standards with spiffy inspire and perhaps with some of the aspects of what we're doing with project Aurora, I think allows for other people to be able to kind of deliver the same underpinning capabilities, the plumbing if you will, regardless of whether it's an HP product or somebody else along those lines as well. We need more of that generally across our industry and I think we're far from it. >>I mean this sounds like a war. I mean, it's it's more than a battle. It's a war that actually is never gonna end. Uh, and I don't think there is an end in sight. And you hear, see, so let's talk about the shortage of talent. Uh, they're getting inundated with point products and tools and then that just creates more technical debt. It's been interesting to watch interesting. Maybe it's not the right word, but the pivot 20 trust, endpoint security, cloud security and the exposure that we've now seen as a result of the pandemic was sort of rushed. And then of course, we've seen, you know, the the adversaries really take advantage of that. So, I mean, what you're describing is this ongoing, never ending battle, >>isn't it? Yeah, yeah, no, it's it's it's going to be ongoing. And by the way, Zero Trust is not the end state, right. I mean, there was things that we called the final nail in the coffin Five years ago, 10 years ago and yet the Attackers persevered. And that's because there's a lot of innovation out there. There's a lot of uh, infrastructure moving to dynamic architecture is like cloud and others that are going to be poorly configured and are going to not have necessarily the best and brightest providing security around that. So we have to remain vigilant. We have to work as hard as we can to help customers deploy Zero Trust architecture, but we have to be thinking about what's next. We have to be watching, studying and evolving to be able to prepare ourselves to be able to go after whatever the next capabilities are. >>What I like about what you're saying is, you're right. You have to have humility. I don't want to say. I mean it's it's hard because I do feel like a lot of times the vendor community says, okay, we have the answer to your point. You know, okay. We have a zero trust solution or we have a security solution and there is no silver bullet in this game. And I think what I'm hearing from you is look, we're providing infrastructure, Plumbing is the substrate, but it's an open system. It's got to evolve. We've anything you didn't say, but I love your thoughts on this is we got to collaborate with who some of you might think is your competitor because they're still, they're the good guys. >>Yeah. I mean our our customers are customers don't care that we're competitors with anybody. They care that we're helping them solve their problems for their business. So our responsibility is to figure out what we need to do to work together to provide the basic capabilities that allow for our customers to to remain in business. Right. If cybersecurity issues plague any of our customers, that doesn't affect just HP. That affects all of the companies that are serving that customer itself. So I think we have a shared responsibility to be able to protect our customers >>and you've been in cyber for much, if not most of your career. Right, correct. Let's go. So I got to ask you, did you have a superhero when you were a kid? Did you have sort of uh, you know, save the world thing going? >>Did I have to say, you know, I I didn't have to save the world thing going. But I had um I had, I had two parents that cared for for the world in many, many ways. They were both in the world of health care and so every day I saw them taking care of other people. And I think that probably rubbed off in some of the decisions that I made too >>Well. It's awesome. You can do a great work, really appreciate you coming on the cube and and thank you so much for your insights. >>I appreciate that. Thanks >>All right. Thank you for being with us for our ongoing coverage. HPD discovered 21. This is Dave Volonte. You're watching the cube. The leader in digital tech coverage will be right back. Mhm.

(bright music) >> Welcome back to HPE Discover 2021. My name is Dave Vellante and you're watching theCUBE's virtual coverage of HPE's big customer event. Of course, the virtual edition and we're going to dig into transformations, the role of technology and the role of senior technology leadership. Look, let's face it, HPE has gone through a pretty dramatic transformation itself in the past few years so it makes a great example in case study and with me is Rashmi Kumar who is the senior vice president and CIO at HPE, Rashmi welcome come on inside theCUBE. >> Hi Dave nice to be here. >> Well it's been almost a year since COVID you know changed the world as we know it. How would you say the role of the CIO specifically in generally IT has changed? I mean you got digital, zero trust has gone from buzzword to mandate, digital, everybody was you know complacent about digital in many ways and now it's really accelerated, remote work, hybrid, how do you see it? >> Absolutely, as I said in the last Discover that COVID has been the biggest reason to accelerate digital transformation in the companies. I see CIO's role has changed tremendously in the last 15 months. It's no more just keep the operations running, that's become a table stake. Our roles have become not only to create digital customer experience, engage with our customers in different ways, but also to transform the company operations from inside out to be able to give that digital experience from beginning to end of the customer engagement going forward. We have also become responsible for switching our strategies around the companies as the COVID hit in different parts of the world at different times and how companies structured their operations to go from one region to another, a global company like HPE had to look into its supply chain differently, had to look into strategies to mitigate the risk that was created because of the supply chain disruptions, as well as you go to taking care of our employees. How do you create this digital collaboration experience where teams can still come together and make the work happen for our end customers? How do we think about future employee engagement when people are not coming into these big buildings and offices and working together, but how do you create the same level of collaboration, coordination, as well as delivery of faster, good and services which is enabled by technology going forward. So CIO and IT's role has gone from giving a different level of customer experience to different level of employee experience, as well as enabling day-to-day operations of the companies. CEOs have realized that digital is the way to go forward, it does not matter what industry you are in and now CIOs have their seat at the table to define what the future of every company now which is a technology company irrespective you are in oil and gas, or mining, or a technical product, or a car or a mobility company, end of the day you have to act and behave like a technology company. >> So I want to ask you about that because you've been a CIO at a leading technology provider now for the last three years and you've had previous roles and were, you know non-technical, technology, you know, selling to IT companies and as you point out those worlds are coming together. Everybody's a technology company today. How do you think that changes the role of the CIO because it would always seem to me that there was a difference between a CIO at a tech company you know what I mean by that and a CIO at sort of every other company is, are those two worlds converging? >> Absolutely and it's interesting you pointed out that I have worked in many different industries from healthcare and pharma, to entertainment, to utilities and now at a technology company. End of the day the issues that IT deals with are pretty similar across the organization. What is different here is now my customers are people like me in other industries and I have little bit of an advantage because just having the experience across various ecosystem even that HPE look I was fortunate at HPE because of Antonio's leadership we had top-down mandate to transform how we did business and I talked about my NextGEN IT program in last year's CUBE interview. But at the same time while we were changing our customer, partner's experience from ordering, to order processing, to supply chain, to finance, we decided this pivot of becoming as a service company. And if you think about that pivot, it's pretty common. If it was a technology company or non-technology company. At HPE we were very used to selling a product and coming back three years later at the time of refresh of infrastructure or hardware. That's no more true for us. Now we are becoming an as a service or a subscription company and IT played a major role to enable that quote-to-cash experience which is very different than the traditional experience, around how we stay connected with our customer, how we proactively understand their behavior. I always talk about this term digital exhaust which results into data, which can result into better insight and you can not only upsell, cross-sell because now you have more data about your product usage, but first and foremost give what your customer wants in a much better way because you can proactively understand their needs and wants because you are providing a digital product versus a physical product. So this is the change that most of the companies are now going through. If you look at Domino's transition, they are pizza sellers but they did better because they had better digital experience. If you look at Chipotle, these are food service companies. Ikea which is a furniture manufacturer, across the board we have helped our customers and industries to understand how to become a more digital provider. And remember when HPE says edge to cloud platform as a service, edge is the product, the customers is what we deal with and how do we get that, help them get that data, understand how the product is behaving and then get the information to cloud for further analysis and understanding from the data that comes out of the products that they sell. >> I think you've been at HPE now I think around three years and I've been watching of course for decades, you know HPE, well HP then HPE is, I feel like it's entering now that sort of third phase of its transformation, your phase one was okay we got to figure out how to deal or operate as separate companies, okay, that took some time and then it was okay, now how do we align our resources? And you know what are the waves that we're going to ride? And how do we take our human capital, our investments and what bets do we place? And you're all in on as a service and now it's like okay, you know how do we deliver on all those promises? So pretty massive transformations. You talked about edge to cloud as a service so you've got this huge pivot in your business. What's the technology strategy to support that transformation? >> Yeah, that's a great question. So as I mentioned first, your second phase which was becoming a stand-alone company was the NextGEN IT program where we brought in S4 and 60 related ecosystem application where even in the traditional business there was a realization that we were 120 billion company, we are a 30 billion company, we need different types of technologies as well as more integrated across our product line, across the globe and we, I'm very happy to report that we are the last leg of NextGEN IT transformation. Where we have brought in new customer experience through low-touch or no-touch order processing, a very strong S4 capabilities where we are now able to run all global orders across all our hardware and services business together and I'm happy to report that we have been able to successfully run through the transformation which a typical company of our size would take five or six years to do in around close to three years. But at the same time while we were building this foundation and the capabilities to be able to do order management supply chain and data and analytics platforms, we also made the pivot to go to as a service. Now for as a service and subscription selling, it needs a very different quote-to-cash experience for our customers. And that's where we had bring in platforms like BRIM to do subscription billing, convergent charging and a whole different way to address. But we were lucky to have this transformation completed on which we could bolt on this new capability and we had the data analytics platform built which now these as a service products can also use to drive better insight into our customer behavior as well as how they're using our product real time for our operations teams. >> Well they say follow the money, in theCUBE we love to say follow the data. I mean data is obviously a crucial component of competitive advantage, business value, so talk a little bit more about the role of data, I'm interested in where IT fits. You know a lot of companies they'll have a chief data officer, or a CIO, sometimes they're separate sometimes they work, you know for each other, or CDO works for CIO, how do you guys approach the whole data conversation? >> Yeah that's a great question and has been top of the mind of a lot of CEOs, CIOs, chief digital officers in many different companies. The way we have set it up here is we do have a chief data officer and we do have a head of technology and platform and data lake within IT. Look the way I see is that I call the term data torture. If they have multiple data lakes, if they have multiple data locations and the data is not coming together at one place at the first time that it comes out to the source system, we end up with data swamps and it's very difficult to drive insights, it's very difficult to have single version of truth. So HPE had two-pronged approach. First one was as part of this NextGEN IT transformation we embarked upon the journey first of all to define our customers and products in a very uniform way across the globe. It's called entity master data and product master data program. These were very, very difficult program. We are now happy to report that we can understand the customer from cold stage to servicing stage beginning to end across all our system. It's been a tough journey but it was effort well spent. At the same time while we were building this master data capability we also invested time in our analytics platform. Because we are generating so much data now globally as one footprint, how do we link our data lake to our SAP and Salesforce and all these systems where our customer data flows through and create analytics and insight from it from our customers or our operations team. At the same time we also created a chief data officer role where the responsibility is really to drive business from understanding what decision making and analytics they need around product, around customer, around their usage around their experience to be able to drive better alignment with our customers and products going forward. So this creates efficiencies in the organization. If you have a leader who is taking care of your platforms and data, building single source of truth and you have a leader who is propagating this mature notion of handling data as enterprise data and driving that focus on understanding the metrics and the insight that the businesses need to drive better customer alignment, that's when we gain those efficiencies and behind the scenes the chief data officer and the data leader within my organization work very, very closely to understand each other needs, sometimes art of the possible, where do we need the data processing? Is it at the edge? Is it in the cloud? What's the best way to drive the technology and the platform forward? And they kind of rely on each other's knowledge and intelligence to give us superior results. And I have done data analytics in many different companies, this model works. Where you have focus on insight and analytics without, because data without insight is of no value. But at the same time you need clean data, you need efficient, fast platforms to process that insight at the functional non-functional requirement that our business partners have. And that's how we have established in here and we have seen many successes recently as of now. >> I want to ask you a kind of a harder, maybe it's not a harder question it's a weird question around single version of the truth. 'Cause it's clearly a challenge for organizations and there's many applications, workloads that require that single version of the truth, the operational systems, the transaction systems, the HR, the Salesforce and clearly you have to have a single version of the truth. I feel like, however we're on the cusp of a new era where business lines see an opportunity for whatever, their own truth to work with a partner to create some kind of new data product. And it's early days in that but I wonder, maybe not the right question for HPE but I wonder if you see it with in your ecosystems where it's yes, single version of truth is sort of one class of data and analytics got to have that nailed down, data quality, everything else. But then there's this sort of artistic version of the data where business people need more freedom, they need more latitude to create. Are you seeing that? Maybe you can help me put that into context. >> That's a great question Dave and I'm glad you asked it so. I think Tom Davenport, who is known in the data space talks about the offensive and the defensive use cases of leveraging data. I think the piece that you talked about where it's clean, it's pristine, it's quality, it's all that, most of those offer the offensive use cases where you are improving companies' operations incrementally because you have very clean data, you have very good understanding of how my territories are doing, how my customers are doing, how my products are doing, how am I meeting my SLAs or how my financials are looking, there's no room for failure in that area. The other area is though which works on the same set of data. It's not a different set of data but the need is more around finding needles in the haystack to come up with new needs, new wants in customers or new business models that we go with. The way we have done it is we do take this data, take out what's not allowed for everybody to be seen and then what we call is a private space but that's this entire data available to our business leader not real time, because the need is not as real time because they are doing more, what we call this predictive analytics to be able to leverage the same data set and run their analytics. And we work very closely with business units, we educate them, we tell them how to leverage this data set and use it and gather their feedback to understand what they need in that space to continue to run with their analytics. I think as we talk about hindsight, insight and foresight, hindsight and insight happens more from this clean data lakes where you have authenticity, you have quality and then most of the foresight happens in a different space where the users have more leverage to use data in many different ways to drive analytics and insights which is not readily available. >> Great thank you for that. That's an interesting discussion. You know digital transformation it's a journey and it's going to take you know many years. I know a lot of ways, not a lot of ways, 2020 was a forced march to digital you know. If you weren't a digital business you were out of business and so you really didn't have much time to plan. So now organizations are stepping back saying, okay, let's really lean into our strategy, the journey and along the way, there's going to be blind spots, there's bumps in the road, when you look out what are the potential disruptions that you see maybe in terms of how companies are currently approaching their digital transformations? >> That's a great question Dave and I'm going to take a little bit more longer-term view on this topic, right? And what's top of my mind recently is the whole topic of ESG, environmental, social and governance. Most of the companies have governance in place right? Because they are either public companies, or they're under some kind of scrutiny from different regulatory bodies or whatnot even if you're a startup you need to do things with our customers and whatnot. It has been there for companies, it continues to be there. We the public companies are very good at making sure that we have the right compliance, right privacy, right governance in place. Now we'll talk about cybersecurity I think that creates a whole new challenge in that governance space, however we have the setup within our companies to be able to handle that challenge. Now, when we go to social, what happened last year was really important. And now as each and every company we need to think about what are we doing from our perspective to play our part in that and not only the bigger companies, leaders at our level I would say that between last March and this year I have hired more than 400 people during pandemic which was all virtual, but me and my team have made sure that we are doing the right thing to drive inclusion and diversity which is also very big objective for HPE and Antonio himself has been very active in various round tables in US at the World Economic Forum level and I think it's really important for companies to create that opportunity, remove that disparity that's there for the underserved communities. If we want to continue to be successful in this world to create innovative product and services we need to sell it to the broader cross section of populations and to be able to do that we need to bring them in our fold and enable them to create that equal consumption capabilities across different sets of people. HPE has taken many initiatives and so are many companies. I feel like the momentum that companies have now created around the topic of equality is very important. I'm also very excited to see that a lot of startups are now coming up to serve that 99% versus just the shiny ones as you know in the Bay Area to create better delivery methods of food or products right? But the third piece which is environmental is extremely important as well. As we have seen recently in many companies and where even the dollar or the economic value is flowing are around the companies which are serious about environmental. HPE recently published it's a Living Progress Report, we have been in the forefront of innovation to reduce carbon emissions, we help our customers through those processes. Again, if we don't, if our planet is on fire none of us will exist right? So we all have to do that every little part to be able to do better. And I'm happy to report I myself as a person solar panels, battery, electric cars, whatever I can do. But I think something more needs to happen right? Where as an individual I need to pitch in but maybe utilities will be so green in the future that I don't need to put panels on my roof which again creates a different kind of race going forward. So when you ask me about disruptions, I personally feel that successful company like ours have to have ESG top of their mind and think of product and services from that perspective, which creates equal opportunity for people, which creates better environment sustainability going forward and you know our customers, our investors are very interested in seeing what we are doing to be able to serve that cause for bigger cross section of companies. And I'm most of the time very happy to share with my CIO cohort around how our HPEFS capabilities creates or feeds into the circular economy, how much e-waste we have recycled or kept it off of landfills, our green lake capabilities, how it reduces the e-waste going forward, as well as our sustainability initiatives which can help other CIOs to be more carbon neutral going forward as well. >> You know that's a great answer Rashmi thank you for that 'cause I got to tell you I hear a lot of mumbo jumbo about ESG but that was a very substantive, thoughtful response that I think tech companies in particular are, have to lead and are leading in this area. So I really appreciate that sentiment. I want to end with a very important topic which is cyber it's, obviously you know escalated in the news the last several months, it's always in the news but, you know 10 or 15 years ago there was this mentality of failure equals fire. And now we realize, hey they're going to get in, it's how you handle it. Cyber has become a board-level topic. You know years ago there was a lot of discussion, oh you can't have the SecOps team working for the CIO because that's like the fox watching the hen house that's changed. It's been a real awakening, a kind of a rude awakening so the world is now more virtual, you've got a secure physical assets. I mean any knucklehead can now become a ransomware attacker, they can buy ransomware as a service in the dark web so that's something we've never seen before. You're seeing supply chains get hacked and self-forming malware I mean it's a really scary time. So you've got these intellectual assets it's a top priority for organizations. Are you seeing a convergence of the CISO role, the CIO role, the line of business roles relative to sort of prior years in terms of driving security throughout organizations? >> Yeah this is a great question and this was a big discussion at my public board meeting a couple of days ago. It's, as I talk about many topics, if you think digital, if you think data, if you think ESG, it's no more one organization's business, it's now everybody's responsibility. I saw a Wall Street Journal article a couple of days ago where somebody has compared cyber to 9/11 type scenario that if it happens for a company that's the level of impact you feel on your operations. So, you know all models are going to change where CISO reports to CIO, at HPE we are also into product security and that's why CISO is a peer of mine who I work with very closely, who also worked with product teams where we are saving our customers from lot of pain in this space going forward and HPE itself is investing enormous amount of efforts and time in coming out of products which are secure and are not vulnerable to these types of attacks. The way I see it is CISO role has become extremely critical in every company and a big part of that role is to make people understand that cybersecurity is also everybody's responsibility. That's why an IT we propagate DevSecOps, as we talk about it we are very, very careful about picking the right products and services. This is one area where companies cannot shy away from investing. You have to continuously looking at cybersecurity architecture, you have to continuously look at and understand where the gaps are and how do we switch our product or service that we use from the providers to make sure our companies stay secure. The training not only for individual employees around anti-phishing or what does cybersecurity mean, but also to the executive committee and to the board around what cyber security means, what zero trust means, but at the same time doing drive-ins. We did it for business continuity and disaster recovery before, now it is time we do it for a ransomware attack and stay prepared. As you mentioned and we all say in tech community, it's always if not when. No company can take them their chest and say, "oh we are fully secure," because something can happen going forward. But what is the readiness for something that can happen? It has to be handled at the same risk level as a pandemic, or a earthquake, or a natural disaster and assume that it's going to happen and how as a company we will behave when something like this happens. So I'm huge believer in the framework of protect, detect, govern and respond as these things happen. So we need to have exercises within the company to ensure that everybody's aware of the part that they play day to day but at the same time when some event happen and making sure we do very periodic reviews of IT and cyber practices across the company, there is no more differentiation between IT and OT. That was 10 years ago. I remember working with different industries where OT was totally out of reach of IT and guess what happened? WannaCry and Petya and XP machines were still running your supply chains and they were not protected. So, if it's a technology it needs to be protected. That's the mindset people need to go with. Invest in education, training, awareness of your employees, your management committee, your board and do frequent exercises to understand how to respond when something like this happen. See it's a big responsibility to protect our customer data, our customer's operations and we all need to be responsible and accountable to be able to provide all our product and services to our customers when something unforeseen like this happens. >> Rashmi you're very generous with your time thank you so much for coming back in theCUBE it was great to have you again. >> Thank you Dave, it was really nice chatting with you. >> And thanks for being with us for our ongoing coverage of HPE Discover '21. This is Dave Vellante you're watching the virtual CUBE, the leader in digital tech coverage we'll be right back. (bright music)

(upbeat music) >> Welcome back to HPE Discover 2021, the virtual version. My name is Dave Vellante, and you're watching theCUBE. As the saying goes, follow the money. And with me to talk about HPE Financial Services and the value that it can bring to customers are two great guests, Brad, Shapiro's VP and managing director of the Enterprise Business at HPE Financial Services. And Paul Sheeran is Managing Director of Worldwide Channel and SMB for HPE Financial Services. Gents, welcome to theCUBE. Come on in. >> Thanks Dave, we really appreciate you having us. >> Hi, Dave. >> So Brad, why don't you start us off? Give us the rundown on HPE Financial Services. What's the scope of your services? Should we think of you as a bank? And maybe you could talk about some of the things that you do beyond financing. >> Yeah, that sounds great. So look, we are so much more than banking. Our mission is to create investment capacity to help customers accelerate their transformation. And maybe you could think of us as kind of like a two-in-one partner. We're part-CIO, part-CFO. We kind of refer to ourselves as the CIFO, if you will. And we've got an expertise in a number of different areas. Of course, we'll start with financial. And yes, we offer financial services, and we do an awful lot of financial solutioning. In our portfolio, it's over 13 billion of assets that have been financed. So that is a core competency for us. But we're more than that. We focus also on the technology side of things. And we have expertise in asset management. And we deal with multiple generations of technologies and all major manufacturers as well, not just HPE, but we understand technology and all different types, all different ages of technology. And lastly, we play a pretty big role around sustainability. HPE takes a leadership position when it comes to sustainability. And a lot of our capabilities around the circular economy and putting assets back into reuse play an important role in not only helping customers financially, but helping them meet their sustainability goals. >> I want to come back and ask you more about that, but Paul, I wonder... First of all, I like the CIFO. That's a great, little nomenclature. But Paul, if you're a small business, the CEO is also sometimes the CIO, is sometimes the CFO, a lot of hats. So maybe you could talk about the role that you guys play for SMBs and also channel partners. Channel's a whole different ball game. They want to make margin, they want to grow their business. So maybe you could discuss some of the differences in that channel. >> Yeah. Sure, Dave. Well, starting with the SMB customer is really critical part of our portfolio. As you said, they cover all the roles, so the CIO, CFO. And their budgets can be tight. And especially given the last 18 months, if you read some of the data out there, the budgets are really constrained, especially for the SMB customer. So we try and do, and what our mission is, is what we call creating investment capacity, giving budgets a boost, bringing that vitality to the SMB customer base, to all our customers, but especially SMB customers to help them be able to invest in their digital transformations going forward. So crucial now that all our customers are able to continue to invest in technology. And the pandemic clearly brought it home how important having a digital capability it is. So SMB budgets are tight, and what we try and do is give them that boost, give them that vitality to actually continue to advance ahead and make the right investments for the future. And then from the partners, we actually do a four and a half thousand partners around the world. As you said, partners, they're also not only looking for financial solutions, but how do we differentiate ourselves is to try and help that partner move to a digital platform. We have invested heavily in our digital tools over the last couple of years. So in terms of offering solutions, it can be literally zero touch, low touch so the partner community can plug into our platforms. We also help them on that journey as a service. So technology is moving to as a service. People want to consume technology as a service like they do in the rest of their lives. It's all about subscription. And partners need help to be able to move to another service way. Hopefully GreenLake is the answer. So we support HPE GreenLake's offering. But there's different parts along the way for partners that we look to help them. And last but not least is helping them about asset management. As Brad said, it's all about the assets and understanding how those assets are managed. And helping the partners, having a relevant conversation with their customers as to how best to put in an asset management strategy for their customers. So three areas that we look to differentiate ourselves, Dave. >> We got a lot to talk about. So I want to come back and talk about as a service as well. But Brad, I want to go back to sustainability. So is it just the right thing to do? What's the financial case? Is it good business as well, and where do you fit? >> Yeah, so we believe that sustainability is good for the environment, obviously, but it's also good for business. And when you think about what we bring to the table and those assets back into reuse. So we handle between three and four million assets a year, and over 90% of those, we put back into reuse, with about 10% going into recycling. Putting those back into reuse, the customer that has those assets, we can monetize those assets and help accelerate transformation. So we monetize the asset, and we fund that transition in that transformation so we can really help customers get more budget than they were expecting by leveraging what they would deem to be end-of-life assets, but we find another home for those assets. So it definitely helps customers accelerate the transformation, while being good for the world, good for the environment. >> And that's true, Paul, for SMBs, just maybe on a smaller scale, and definitely makes sense for the channel, right? >> Absolutely. Absolutely. Sustainability now is key. Certainly key for our channel partners is moving from a nice-to-have to a must-have. So absolutely, totally agree. >> Yeah. And it's almost like gain sharing. I mean, sometimes we sell used equipment on eBay. It helps fund future business or future transformation. So let's get into the transformations. Everybody talks about digital transformation. Coming into the pandemic, everybody talked about it, but there was a lot of complacency. We've all seen the wrecking ball and the acceleration we talk about all the time, but what role does HPE Financial Services, and do you have any specific solutions that support digital transformations? Any examples there? Maybe Brad, you could start it off. >> Yeah. Yeah. So I'll start off, and then Paul, feel free to jump in. Look Dave, what I would say is the pandemic taught us that every company is a technology company. And where HPFS comes in is we're looking to provide the investment capacity, which is the lifeblood of a company's digital roadmap. So if you don't have the investment capacity, there is no transformation. So when something like the pandemic comes up, and you can't budget for a pandemic, and revenues are down and budgets are getting squeezed, you really need a partner to help you with that. How do you uncover that investment capacity? So we we've talked to lots of customers. We've also done some research, and the ESG group and analysts basically found that 73% of organizations, not surprisingly, either delayed or canceled projects around IT transformation because of all the uncertainty. So what we're looking to do is leverage all of our capabilities in a timely fashion. Last year, we announced the idea of payment holidays and deferred payments so you could keep your transformation going and not have to pay for it for a full year. And now we look at it as we're coming out of the pandemic. And what we're looking to help customers with is one, help them transition their existing infrastructure into a modernized consumption model like GreenLake. Also looking to accelerate the velocity of the transformation programs by leveraging our capabilities around asset upcycling, as well as our accelerated migration program. And last, looking at our existing customers really doing some financial engineering with them, so they can stretch their budgets more and expand the budget to be able to handle new projects. >> Yeah, I mean, Paul, I think Brad nailed it. You're right, their transformations are strategic. They had to fund VDI initiatives or endpoint security or find some cash to buy laptops to support people at home. People were pulling out their servers and sticking them in their trunk and driving to their home because they couldn't get laptops for awhile. And so what are you seeing now, Paul, particularly in the channel. And of course, again, SMBs were squeezed. Maybe they don't have the liquidity that some of these large public companies have. A lot of people just shored up their balance sheets during the pandemic. Maybe the SMB doesn't have as much advantage to do that. But what are you seeing in regard to the sort of bounce back of spend in more strategic areas like transformation? >> Well, I think what we're seeing right now and what we're hearing, especially for SMB customer, is cash is king. It's all about cash preservation. It's about making sure that... You'll hear some studies where some SMB customers only have three or four months left of cash in their kitty to keep their businesses running. So that is really top of mind now. Would they have to invest? If they don't want invest, they're going to be dead in the water to stay ahead of the competition. So what we're looking to do is really help those customers preserve that cash and reach and look for different ways about how to boost their budget. There's actually nothing better than an example. Brad laid out very nicely in terms of what we can do. Bringing it to life, not so much an SMB customer, but there is UNAD. And UNAD is a university in Columbia based in Bogota. And their mission is very simple, it's all about excellence and learning. But as they went into the pandemic, they needed to invest in their distance learning platforms to really help their students. And like most businesses, cash and budget was being squeezed. Revenues were tight. So it would've been very easy to postpone that investment. Well, what we did with UNAD and working with UNAD under IT team was firstly to understand their existing IT estate and really see what assets are being utilized, what are not being utilized, what assets have reached or ended their useful life. And you'd be amazed. And it's not just the data center, we can work right across their whole estate. So as well as the data center, we look at the PCs. To your point, David, we look at even their print estate. And we identified many, many assets that were being underutilized and other assets that were end of life. So we were able to take those assets back and actually release value and boosts UNAD's budget. And some of those assets could not. They had no value. And sustainability was top of their agenda as well. As you'd imagine, the university wanted to lead and show their students that sustainability is key. So we were able to take those assets back and actually recycle them in a very environmentally sound way. So that was the first step to actually inject some cash into their budgets. The next step then was to look at their existing financial contracts that they had in place where maybe some of their banks and actually restructured those contracts to actually give them additional capacity to invest right now in technology. And I'm delighted to say they partnered with the HPE team, I mean, Aruba, to actually continue their five-year roadmap and actually improved their distance learning platforms. So I just thought that was a really good example right now and in the current climate as to show when we work together with our customers, what's actually possible. >> So let's talk a little bit more about GreenLake. I mean, for decades, I mean, even if I go back to the '80s, I saw financial instruments to sort of rent essentially, but it's different. GreenLake, HPE, has pivoted its entire company to as a service. And I want to understand better what role HPE Financial Services plays in making that transition. It's obviously a crucial part of the financing piece, but Brad, maybe you could tell us a little bit more there. >> Yeah, sure. And I think the great thing about GreenLake is it's more than just a consumption model, it's really providing that cloud experience, on-prem, and being able for customers to really manage a hybrid cloud experience. But where HPEFS plays a role, again, it's around our knowledge and ability around assets. So we are underneath GreenLake, doing financial engineering, managing the assets. But the biggest thing, when you think about how does a customer transition? If they're in a traditional cash purchase paradigm, the cost of change and figuring out how to move into a new type of paradigm and new consumption model can be daunting. So HPFS works closely with our GreenLake team and the customer, and we can take those existing assets and look to accelerate the migration into a GreenLake. A great example of that, a public sector customer, Kern County, they were in that cash paradigm, they had lots of assets. Like most entities, they were under pressure from a budget perspective. Tax revenues were down for a couple years in a row. So not only did moving to a GreenLake model provide some cost savings, and cost savings are important, but it also allowed them to deliver the services they needed to their constituents because they had that pay for use type of flexibility. They didn't have a long delay in procuring and provisioning equipment when they needed to roll something out. And again, once again, HPFS was able to monetize their existing assets, roll those into a GreenLake solution and help self-fund that transformation and really accelerate it to get from that cash paradigm model to a new GreenLake consumption model. >> Paul, what about the channel? I mean, on the one hand, I could see the channels loving GreenLake because there's a lot of services involved, and it's sort of an ongoing drip of cash as opposed to the sort of big hit. But on the other hand, it's the ongoing drip of cash as opposed to the big hit. What's the conversations like with the channel? How is that going? I mean, clearly it's the future, but how do they see it? >> I wouldn't say a drip of cash. We would call it an in-use revenue where it's very predictable, which is actually also a good thing, rather than a sort of a one-and-done solution. So clearly, GreenLake is very important to our channel partners, and we're seeing some really good adoption across the world. Again, we underpin that. The other thing to say is a lot of channel partners, as you likely say, want as sell services and become service providers. And what we also do is support not just the data center, but also workplace and print. And what you'll see on the printing side for many, many years, the print partners have been selling a contractual type of model. But a lot of partners now are moving all of their core portfolio into as a service. And there's different parts. It's nearly a cash to as a service journey, and there's different parts of that ladder on the way. And we will look to help our partners get along that ladder and hopefully position GreenLake. But there's also more simpler solutions like subscription that we can position on that journey. So it's really helping that partner get the confidence and the financial wherewithal and the infrastructure to get on the as a service journey. >> How about solutions? I mean, you guys have had some recent announcements. Maybe Brad, you can take us through sort of what the highlights of those were. >> Sure. So yeah, the first announcement was really the example I just provided, which was how do we transition customers to GreenLake? So again, that's a really important step for many customers, and something that we can help them with is moving from that existing paradigm to GreenLake. The second is really helping customers create velocity to move their transformation programs faster. And we do that in a number of ways, but again, all around the asset in our asset management expertise, whether we look to put those assets back into reuse in their facility, or if we look to monetize those assets and put them into reuse with a different customer. Really, it's all around how do we accelerate the customers transformation as we come out of a pandemic. And then lastly, the offering is really focused on how can we help the customer look at existing budget and really financially engineer where they're spending their money to create new pools of budget and cash so they can fund new projects. So it's interesting because when I look at the customers that we're doing these things with, it really spans every industry. So we're dealing with financial services and insurance companies, communications and broadcasting, travel and hospitality, you name it, manufacturing. So the interesting thing is, while sometimes you come out with solutions that are very industry-specific, I think our circumstances today really span lots of industries, both in the commercial and the public sector. And we're finding that these offers are really relevant right now for customers. >> Let's zoom out for a bit. And Brad, let's start with you, and then Paul, I want to get your unique perspectives from the standpoint of SMB in the channel. Summarize your overall strategy in that context. And then I'm interested in, how important do you feel the HPE Financial Services is with regards... And of course, you guys are biased, but that's okay, I want to hear your bias view. How important is it in the grand scheme of actually doing business with HPE. And I'm interested in in why HPE and how much of a competitive advantage you bring relative to some of your major competitors. >> Yeah, sure. So look, the strategy, in my mind, I'll start with HPFS, it's really making sure that we're working closely with our customers, understanding their needs from a business perspective and what business outcomes they're trying to achieve and then marrying both the financial planning and the technology planning to help those customers deliver and achieve those business outcomes. Doing that, also in a way that is sustainable and is good for the environment and helps customers achieve their sustainability initiatives. So kind of marrying that financial technology and sustainability portion of it. From my perspective, I think HPE is a fantastic partner. One, we've been at GreenLake for quite a while, and it continues to evolve. The experiences that we can provide customers now are significantly advanced from when flex capacity came out years and years and years ago. So I really think if a customer took a look at GreenLake a few years ago, you need to keep looking at it because it really has evolved, really creates a unique experience. But I think it's the combination of our technology. We have great technology in our portfolio. We have a fantastic model in GreenLake, and then we have all of the financial engineering expertise around assets and lifecycles and how to get the most out of your IT investment. And we are a partner. If you have sustainability initiatives, I mean, HPE talks the talk, we walk the walk. We do all of this for ourselves, and then we bring those practices out and share best practices with customers. So I really think it's a great time to partner with HP if you're a customer. >> Right, thank you for that, Brad. Paul, what would you add for your constituents? >> Brad, said it beautifully. So just a couple of points I'd add in. From a partner perspective, we are actually in every corner of the world. So we have that global footprint. And then as you see, consolidation in the market, that's very important, not only for our customers, but also for our partners, more and more solutions are going cross border and involve different regions. And we look to make sure that we're globally consistent in how we work with our partners and work with our customers. And the final thing I'd say is we get very excited about supporting our HPE colleagues. But from a channel perspective, we actually also support HPI, HP Inc. You will recall, before separation, that the companies did. So we also support the workplace and print environments, plus third party vendors, which again, is important for the channel community. Why do you need a one-stop shell? And where you'll often have a mixed technology and the solution. So we're there for that as well and always have been. And I think the partner community love our consistency there >> It's a nice arrow when you quiver. And of course we've seen laptop demand explode. And it looks like it's going to sustain for a while here. It's hard to predict, but Paul, still with you, tell us, thinking about the future, what's getting you jazzed up? >> Well, I said we have a global footprint, and every country is in a different place right now. As we sort of come out of the pandemic, some countries are still in the midst of it. But what gets me jazzed up and what gets me excited is the sense of optimism. I think we're sort of figured out how to navigate our way out of this pandemic and the current environment. And customers all recognize the need to invest in technology. Technology is the way forward. So that means having the capacity, investment capacity, the investment vitality, to make that investment. So what gets me excited is what we do is important and we're there to help. >> Great. Thank you. And then Brad, two-part question for you to bring us home. So what are you excited about, and what do you got going at Discover? >> So in terms of my excitement, I think Paul said it well, every company is a technology company. And when we see that everybody is going through a digital transformation, quite frankly, we at HPEFS are going through our own digital transformation. Paul mentioned earlier about Technomics. We have omni-channel ways of engaging with us that are consistent. We're looking at our customer and partner experience and continuing to improve those. So we're not resting on our laurels in what we've done in the past, we continue to change, to modernize, to create new and better ways of doing business with our customer base. So the exciting part, for me, is that change that comes with innovation and technology. And I just think HPE is a great place to be right now with all of that innovation going on. So you asked about Discover. So we're really excited. We've got a spotlight with Irv Rothman focused on investment agility and key to growth and regeneration. So that's really exciting. We have a few breakouts, making technology a force for good, getting back on track that create the investment vitality to take on the world and investment strategies to accelerate innovation in a disruptive world. So really excited about that. And then last, we've got some demos. We have a live interactive demo on our technology renewal center, as well as some on-demand demos of those renewal centers as well. So we've got a lot going on at Discover, and we're really excited about it. >> Great. Gentlemen, thank you for that. So I mean, look, cost of capital is low, but to have a technology partner with you that's also has financial expertise, that, to me, is a killer combination. Guys, thanks so much for coming on theCUBE. I really appreciate your time. >> Dave, thanks for having us. >> Thanks, Dave. >> All right, and thank you for watching theCUBE's continuous coverage of HPE Discover 2021, the virtual edition. Keep it right there for more great content. (upbeat music)

>>Welcome back to HPD discovered 2021. The virtual edition. My name is Dave a lot and you're watching the cube. We're here with Omar assad is the vice president, GM of H P S H C I and primary storage and data management business. And Sandeep Singh was the vice president of marketing for HP storage division. Welcome gents. Great to see you. >>Great to be here. Dave, >>it's a pleasure to be here today. >>Hey, so uh, last month you guys, you made a big announcement and and now you're, you know, shining the spotlight on that here at discover Cindy. Maybe you can give us a quick recap, what do we need to know? >>Yeah, Dave. We announced that we're expanding HB Green Lake by transforming HB storage to a cloud native software defined data services business. We unveiled a new vision for data that accelerates data dream of transformation for our customers. Uh and it introduced a and we introduced the data services platform that consists of two game changing innovations are first announcement was data services cloud console. It's a SAS based console that delivers the cut operational agility and it's designed to unify data operations through a suite of cloud data services. Our second announcement is H P E electra. It's cloud native data infrastructure to power your data edge to cloud. And it's managed natively with data services cloud console to bring that cloud operational model to our customers wherever their data lives. Together with the data services >>platform. >>Hp Green Green Lake brings that cloud experience to our customers data across edge and on premises environment and lays the foundation for our customers to shift from managing storage to managing data. >>Well, I think it lays the foundation for the next decade. You know, when we entered this past decade, we we we we keep we use terms like software led that that sort of morphed into. So the software defined data center containers with kubernetes, let's zoom out for a minute. If we can homer, maybe you could describe the problems that you're trying to address with this announcement. >>Thanks dave. It's always a pleasure talking to you on these topics. So in my role as general manager for primary storage, I speak with the hundreds of customers across the board and I consistently hear that data is at the heart of what our customers are doing and they're looking for a data driven transformative approach to their business. But as they engage on these things, there are two challenges that they consistently faced. The first one is that managing storage at scale Is rife with complexity. So while storage has gotten faster in the last 20 years, managing a single array or maybe two or three arrays has gotten simpler over time. But managing storage at scale when you deploy fleet, so storage as customers continue to gather, store and life cycle of that data. This process is extremely frustrating for customers. Still I. T. Administrators are firefighting, they're unable to innovate for their business because now data spans all the way from edge to corridor cloud. And then with the advent of public cloud there's another dimension of multi cloud that has been added to their data sprawl. And then secondly what what we what we consistently hear is that idea administrators need to shift from managing storage to managing data. What this basically means is that I. T. Has a desire to mobilize, protect and provision data seamlessly across its lifecycle and across the locations that it is stored at. This ensures that I. D. Leaders uh and also people within the organization understand the context of the data that they store and they operate upon. Yet data management is an extremely big challenge and it is a web of fragmented data silos across processes across infrastructure all the way from test and dev to administration uh to production uh to back up to lifecycle data advantage. Uh And so up till now data management was tied up with storage management and this needs to change for our customers especially with the diversity of the application workloads as they're growing and as customers are expanding their footprint across a multi cloud environment, >>just had to almost um response there. We recently conducted a survey that was actually done by E. S. She. Um and that was a survey of IT. decision makers. And it's interesting what it showcased, 93% of the respondents indicated that storage and data management complexity is impeding their digital transformation. 95% of the respondents indicated that solving storage and data management complexity is a top 10 business initiative for them And 94% want to bring the cloud experience on premises. >>You know, I'll chime in. I think as you guys move to the sort of software world and container world affinity to developers homer. You talked about, you know, things like data protection and we talk about security being bolted on all the time. Now. It's designed in it's it's done at sort of the point of creation, not as an afterthought and that's a big change that we see coming. Uh Let's talk about, you know what also needs to change as customers make the move from this idea of managing storage to to managing data or maybe you can take that one. >>That's a that's a very interesting problem. Right. What are the things that have to be true in order for us to move into this new data management model? So, dave one of the things that the public cloud got right is the cloud operational model which sets the standard for agility and a fast pace for our customers in a classic I. T. On prime model. If you ever wanted to stand up an application or if you were thinking about standing up a particular workload, uh you're going to file a series of I. T. Tickets uh And then you are at the mercy of whatever complex processes exist within organization and and depending on what the level of approvals are within a particular organization, standing up a workload can take days, weeks or even months in certain cases. So what cloud did was a rock that level of simplicity for someone that wanted to instead she ate an app. This means that the provision of underlying infrastructure that makes that workload possible needs to be reduced to minutes from days and weeks. But so what we are intending to do over here is to bring the best of both worlds together so that the cloud experience can be experienced everywhere with ease and simplicity and the customers don't need to change their operating model. So it's blending the two together. And that's what we are trying to usher in into this new era where we start to differentiate between data management and storage management as two independent. Yes, >>Great. Thank you for that. Omer. So deep. I wonder if you could share with the audience, you know, the vision that you guys unveiled, What does it look like? How are you making it actually substantive and and real? >>Yeah. David, That's also great question. Um across the board it's time to reimagine data management. Everything that homer shared. Those challenges are leading to customers needing to break down the silos and complexity that plagues these distributed data environments. And our vision is to deliver a new data experience that helps customers unleash the power of data. We call this vision unified data obs Unified Data Ops integrates data centric policies to streamline data management cloud native control to bring the cloud operational model to where customers data labs and a I driven insights to make the infrastructure invisible. It delivers a new data experience to simplify and bring that agility of cloud to data infrastructure. Streamline data management and help customers innovate faster than ever before. We're making the promise of unified Data Ops Real by transforming H P E storage to a cloud native software defined data services business and introducing a data services platform that expands Hve Green Lake. >>I mean, you know, you talk about the complexity, I see, I look at it as you kind of almost embracing the complexity saying, look, it's gonna keep getting more complex as the cloud expands to the edge on prem Cross cloud, it gets more complex underneath. What you're doing is you're almost embracing that complexity, putting a layer over it and hiding that complexity from from the end customer that and so they can spend their time doing other things over. I wonder if you can maybe talk a little bit more about the data services console, is it sort of another, you know, software layer to manage infrastructure? What exactly is it? >>It's a lot more than that dave and you're you're 100% right. It's basically we're attempting in this release to attack that complexity. Head on. So simply put data services. Cloud console is a SAS based console that delivers cloud operational model and cloud operational agility uh to our customers, it unifies data operations through a series of cloud data services that are delivered on top of this console to our customers in a continuous innovation stream. Uh And what we have done is going back to the point that I made earlier separating storage and data management and putting the strong suites of each of those together into the SAS delivered console for our customers. So what we have done is we have separated data and infrastructure management away from physical hardware to provide a comprehensive and a unified approach to managing data and infrastructure wherever it lives from a customer's perspective, it could be at the edge, it could be in a coal. Oh, it could be in their data center or it could be a bunch of data services that are deployed within the public cloud. So now our customers with data services, cloud console can manage the entire life cycle of their data from all the way from deployment, upgrading and optimizing it uh from a single console from anywhere in the world. Uh This console is designed to streamline data management with cloud data services that enable access to data, It allows for policy-based data protection, it allows for an organizational wide search on top of your storage assets. And we deliver basically a 360° visibility to all your data from a single console that the customer can experience from anywhere. So, so if you look at the journey, the way we're deciding to deliver this. So the first in its first incarnation, uh data services, cloud console gives you infrastructure and cloud data services to start to do data management along with that. But this is that foundation that we are placing in front of our customers, the SAS console through which we get touch our customers on a daily basis. And now as our customers get access to the SAAS platform on the back end, we will continue to roll in additional services throughout the years on a true SAS based innovation base for our customers. And and these services can will be will be ranging all the way from data protection to multiple out data management, all the way to visibility all the way to understanding the context of your data as it's stored across your enterprise. And in addition to that, we're offering a consistent, revised, unified API which allows for our customers to build automation against their storage infrastructure without ever worrying about that. As infrastructure changes. Uh the A P I proof points are going to break for them. That is never going to happen because they are going to be programming to a single SAS based aPI interface from now on. >>Right. And that brings in this idea of infrastructures coding because you talk about as a service to talk about Green Lake and and my question is always okay. Tell me what's behind that. And if and if and if and if you're talking about boxes and and widgets, that's a it's a problem. And you're not you're talking about services and A P. I. S and microservices and that's really the future model. And infrastructure is code and ultimately data as code is really part of that. So, All right. So you guys, I know some of your branding folks, you guys give deep thought uh, to this. So the second part of the announcement is the new product brands and deep maybe you can talk about that a little bit. >>Sure. Ultimately delivering the cloud operational model requires cognitive data infrastructure and that has been engineered to be natively managed from the cloud. And that's why we have also introduced H. P. E. Electra. Omar. Can you perhaps described HB electro even more? >>Absolutely. Thank you. Sandy. Uh, so with with HB Electoral we're launching a new brand of cloud native hardware infrastructure to power our customers data all the way from edge to the core to the cloud. The releases are smaller models for the edge then at the same time having models for the data center and then expanding those services into the public cloud as well. Right. All these hardware devices, Electoral hardware devices are cloud native. Empowered by our Data services. Cloud Council. We're announcing two models with this launch H. P. E. Electra 9000. Uh, this is for our mission critical workloads. It has its history and bases in H P E primera. It comes with 100% availability guarantee. Uh It's the first of its type in the industry. It comes with standard support contract, No special verb is required. And then we're also launching HB electoral 6000. Uh These are based in our history of uh nimble storage systems. Uh These these are for business critical applications, especially for that mid range of the storage market, optimizing price, performance and efficiency. Both of these systems are full envy, any storage powered by our timeless capabilities with data in place upgrades. And then they both deliver a unified infrastructure and data management experience through the data services, cloud console. Uh and and and at the back end, unified ai Ops experience with H P E info site is seamlessly blended in along with the offering for our customers. >>So this is what I was talking about before. It's sort of not your grandfather's storage business anymore. Is this is this is this is something that is part of that, that unified vision, that layer that I talked about. The AP is the program ability. So you're you're reaching into new territory here. Maybe you can give us an example of how the customers experience what that looks like. >>Excellent, loved her Dave. So essentially what we're doing is we're changing the storage experience to a true cloud operational model for our customers. These recent announcements that we just went through along with, indeed they expand the cloud experience that our customers get with storage as a service with HPD Green Lake. So a couple of examples to make this real. So the first of all is simplified deployment. Uh, so I t no longer has to go through complex startup and deployment processes. Now, all you need to do is these systems shipped and delivered to the customer's data center. Operational staff just need to rack and stack and then leave, connect the power cable, connect the network cable. And the job is done from that point onwards, data services console takes over where you can onboard these systems, you can provision these systems if you have a pre existing organization wide security as well as standard profile setup in data services console, we can automatically apply those on your behalf and bring these systems online. From a customer's perspective, they can be anywhere in the world to onboard these systems, they could be driving in a car, they could be sitting on a beach uh And and you know, these systems are automatically on boarded through this cloud operational model which is delivered through the SAAS application for our customers. Another big example. All that I'd like to shed light on is intent based provisioning. Uh So Dave typically provisioning a workload within a data center is an extremely spreadsheet driven trial and error kind of a task. Which system do I land it on? Uh Is my existing sl is going to be affected which systems that loaded, which systems are loaded enough that I put this additional workload on it and the performance doesn't take. All of these decisions are trial and error on a constant basis with cloud data services console along with the electron new systems that are constantly in a loop back information feeding uh Typical analytics to the console. All you need to do is to describe the type of the workload and the intent of the workload in terms of block size S. L. A. That you would like to experience at that point. Data services console consults with intra site at the back end. We run through thousands of data points that are constantly being given to us by your fleet and we come back with a few recommendations. You can accept the recommendation and at that time we go ahead and fully deploy this workload on your behalf or you can specify a particular system and then we will try to enforce the S. L. A. On that system. So it completely eliminates the guesswork and the planning that you have to do in this regard. Uh And last but not the least. Uh you know, one of the most important things is, you know, upgrades has been a huge problem for our customers. Uh And typically oftentimes when you're not in this constant, you know, loop back communication with your customers. It often is a big challenge to identify which release or which bug fix or which update goes on to which particular machine. All of that has been completely taken away from our customers and fully automated. Uh we run thousands of signatures across are installed base. We identify which upgrades need to be curated for which machines in a fleet for a particular customer. And then if it applies to that customer we presented, and if the customer accepts it, we automatically go ahead and upgrade the system and and and last, but not the least from a global management perspective. Now, a customer has an independent data view of their data estate, independent from a storage estate. And data services. Council can blend the two to give a consistent view or you can just look at the fleet view or the data view. >>It's kind of the Holy Grail. I mean I've been in this business a long time and I think I t. People have dreamt about you know this kind of capability for for a long long time. I wonder if we could sort of stay on the customers for a moment here and and talk about what's enabled. Now everybody's talking digital transformation that I joke about the joke. Not funny. The force marched to digital with Covid uh and we really wasn't planned for but the customers really want to drive now that digital transfer some of them are on the back burner and now they're moving to the front burner. What are the outcomes that are that are enabled here? Omar. >>Excellent. So so on on a typical basis for a traditional I. T. Customer, this cloud operational model means that you know information technology staff can move a lot faster and they can be a lot more productive on the things that are directly relevant to their business. They can get up to 99% of the savings back to spend more time on strategic projects or best of all spend time with their families rather than managing and upgrading infrastructure and fleets of infrastructure. Right. For line of business owners, the new experience means that their data infrastructure can be presented can be provision where the self service on demand type of capability. Uh They necessarily don't have to be in the data center to be able to make those decisions. Capacity management, performance management, all of that is died in and presented to them wherever they are easy to consume SAS based models and especially for data innovators, whether it's D B A s, uh whether it's data analysts, they can start to consume infrastructure and ultimately data as a code to speed up their app development because again, the context that we're bringing forward is the context of data decoupling it from. Actually, storage management, storage management and data management are now two separate domains that can be presented through a single console to tie the end to end picture for a customer. But at the end of the day, what we have felt is that customers really really want to rely and move forward with the data management and leave infrastructure management to machine oriented task, which we have completely automated on their behalf. >>So I'm sure you've heard you got the memo about, you know, H H P going all in on as a service. Uh it's clear that the companies all in. How does this announcement fit in to that overall mission, Sandeep >>Dave. We believe the future is edge to cloud and our mission is to be the edge to cloud platform as a service company and as as HB transforms HP Green Lake is our unified cloud platform. Hp Green Link is how we deliver cloud services and agile cloud experiences to customers, applications and data across the edge to cloud. With the storage announcement that we made recently, we announced that we're expanding HB Green Lake with as a service transformation of the HPV storage business to a cloud native software defined data services business. And this expands storage as a service delivering full cloud experience to our customers data across edge and on prem environment across the board were committed to being a strategic partner for every one of our customers and helping them accelerate their digital transformation. >>Yeah, that's where the puck is going guys. Hey as always great conversation with with our friends from HP storage. Thanks so much for the collaboration and congratulations on the announcements and I know you're not done yet. >>Thanks. Dave. Thanks. Dave. All right. Dave. It's a pleasure to be here. >>You're very welcome. And thank you for being with us for hp. You discovered 2021. You're watching the cube, the leader digital check coverage. Keep it right there, but right back. >>Mhm. Mhm.

>>the idea of cloud is changing from a set of remote services somewhere out there in the cloud to an operating model that supports workloads on prem across clouds and increasingly at the near and far edge moreover, workloads are evolving from a predominance of general purpose systems to increasingly data intensive applications, developers are a new breed of innovators and kubernetes is a linchpin of creating new cloud native workloads that are in the cloud but also modernizing existing application portfolios to connect them to cloud native apps. Hello, we want to welcome back to HPD discovered 2021 the cubes ongoing coverage. This is Dave Volonte and with me are scott. Buchanan is the vice president of marketing at VM ware and Toby Weiss, who is the vice president of global hybrid cloud practice at HP gents. Welcome to the Q. Great to see you. Thanks for coming on. >>Thank you. Day agreed to be here. >>Okay, thanks for having >>us. So you heard my little narrative upfront. Um and so let's get into it. I want to start with with some of the key trends that you guys see in the marketplace and maybe scott you could kick us off from VM ware's perspective. What are you seeing that's really driving? Uh I. T. Today. >>Well, Dave you started with a conversation around cloud, right, and you can't really have a conversation around cloud without also talking about applications. And so much of the interaction that we're having with customers these days is about how we bring apps and clouds together and modernize across those two dimensions at the same time. And that's a pretty complex discussion to have and it's a complex journey to navigate. And so we're here to talk to customers and to work with h Pe to help our customers across those two dimensions. >>Great, so Toby I mean, it's always been about applications, as scott said, but but the application, the nature of applications is changing how we develop applications. The mentioned it sort of data intensive applications were injecting ai into virtually everything the apps, the process, the the people even um uh from a from the perspective of really a company that supports applications with infrastructure, what are you seeing in the marketplace? What can you add to that discussion? >>Yes. Great point. Dave you know, with the scent with applications becoming more central, think about what that means uh and has been for developer communities and developers becoming uh more important customers for I. T. Uh We have to make it easier for these developers uh to speed their innovations to market. Right? The business demands newer and faster capabilities of these applications. So our job in the infrastructure and was called the platform layer is to help we need to build these kinds of platforms that allow developers to innovate more quickly. >>So we talked earlier about sort of modernizing apps. I mean, it seems to me that the starting point there is you want to containerized and obviously kubernetes is the, is the key there, But so okay, so if that's the starting point, where is the journey, what does that look like? Maybe scott you could chime in there >>Sure. A couple of quick thoughts there, Dave and Toby to build on first is if you look at the Cloud Native Computing Foundation, Landscape today, what you can do at landscape dot c n c f dot io Holy Smokes, is that a jungle? So a lot of organizations need a guide through that CN cf landscape, they need a partner that they can trust to show them the way through that landscape. And then secondly, there needs to be ways to make these technologies easier to adopt and to use in practice, kubernetes being the ultimate example of that. And so we've been hard at work to try and make it easy and natural to make kubernetes part of one's existing infrastructure, so that building with and working with containers can be done on the same platform that you're using for virtual machines. >>So let's talk a little bit about cloud. Um and how you guys are thinking about cloud, remember told me that Back in VM World 2010, it was the very first vm world for the Cube. All we talked about was a cloud, but it was a private cloud, was really what we were talking about, which at the time largely met the virtualized data center. Um it was kind of before the software defined data center and today we're still talking about cloud, but it's it's hybrid cloud. It's kind of the narrative that I set up front data center. It's become for the most part software to find. And so how do you see this changing the I. T. Operating model? >>I think it's a great question. And look today you will see us talk a lot about this notion of cloud everywhere. So less differentiation about private and public and more about the experience of cloud. Right. Public. Cloud brought great innovations and what better than to bring those innovations to on premise workloads that we have chosen to operate and work there. So as we think about cloud more as an experience we want for our developers and our end users and our I. T. Organizations. We begin to think about how can we replicate that experience in an on premise environment. And so part of that is having the technologies that enable you to do that. The other part is um we most of us have evolved right the organization operating models to operate our cloud infrastructures off premises. Well now expanding that more holistically across our organization so we don't have to operating models but a single operating model that bridges both and and brings the ability of both of those together to get the most benefit as we really become to integrate and become truly hybrid in our organization. So I think the operating model is critical and the kinds of experiences we deliver to the users of that I. T. Uh infrastructure and operating model is critical as well. >>Are you guys are both basically in the infrastructure business but scott maybe we can start with you. There's a lot of changes that we're talking about in it. Generally the data center specifically especially big changes in workloads, with a lot more data intensive apps ai being injected into everything kubernetes, making things more fassel. And in many ways it simplifies things, but it also puts stress on the system because you've got to protect this. They they're no longer stateless apps right there, state full and you gotta protect them and and so they've got to be compliant. Um now you've got the edge coming in. Uh So my question is, what does infrastructure have to do to keep pace with all this application innovation? >>Uh one of the conversations that we are having increasingly with our customers is how can they embrace a dev sec ops mindset in their organization and adopt some of these more modern patterns and practices and make sure that security is embedded in the life cycle of the container. And and so I think that this is part of, the answer is equipping the operator through infrastructure to set guard rails in place so that the development organization can work with freedom inside of those guard rails. They can draw on a catalogs of curated container. Images, catalogs of apps start from templates. Those are the building blocks that allow developers to work faster and that allow an operator to ensure the integrity and compliance of the containers and the applications of the organizations building. >>Yeah, So, so that's kind of uh when I hear scott talked about that Toby I think infrastructure as code designing security and governance in right? We always we always said I was an afterthought. We kind of bolted it on second. The security team had to take care of that. This is always the same thing with backup. Right? So we got an app. It's all ready to go. How do we back it up? And so that's changing that whole notion of, of infrastructure as code. Um, I want to talk about Green lake in a minute, but, but before we get there, I wonder if you could talk about how HP E thinks about VM ware and how you guys are partnering. I'm specifically interested and where each of you sees the value that you bring to the table for your joint customers. >>Yeah, great question. You know, and, and starting to think about history like you did 2010 being the start of a cube journey. I, I remember in 2003 when we first partnered with VM ware in the very first data center consolidations and we built practices around this has been quite a long partnership with VM ware and I'm excited to see this. This partnership evolved today, especially into this cloud native space and direction. Uh It's critical we need you know uh you know customers have choices and we need great partners like VM ware uh to help satisfy the many different use cases and choices that our customers have. So while we bring you know good depth when it comes to building these infrastructures that become highly automated uh managed in some cases and consumable like on a consumption basis and automated like we help clients automate their ci Cd pipeline. We depend on technologies and partners like them where to make these outcomes real for our customers. >>Yeah I think there's a way to connect a couple of the points that we've been talking about today. Got some data from a state of kubernetes study that we just ran And this is 350. IT. decision makers who said uh that they're running kubernetes on premise, 55% of respondents are running kubernetes on premise today. And so Vm ware and HP gets worked together to bring kubernetes to those enterprises, 96% of them said that they're having a challenge selecting the right kubernetes distribution, 60 of them in that C. N. C. F. Landscape and the # one criteria that they're going to use to choose the right distribution uh set them on a path forward is that it's easy to deploy and to operate and to maintain in production. And so I think that this is where VM ware and HP get to come together to help try and keep things as simple as possible for customers as they navigate. A fairly complex world. >>That's interesting scott. So who are those um those on prem users of containers and kubernetes? Is it the is it the head of you know the the application team and an insurance company whose kind of maintaining the claims about? Is it is a guy's building new cloud native apps to help companies get digital first. Who are those, What's the persona look like >>in our conversations? You know, this is the infrastructure and operations team seen that there's energy around kubernetes and maybe there's some use in test and development and parts of the organization. And by centralizing over ownership of that kubernetes footprint, they can ensure that it's compliant if policy is set properly to your point earlier that it's meets the security standards for the organization. And so it's increasingly that SRE or site reliability engineer or platform operator who's taking ownership of that kubernetes footprint for the organization to ensure that consistency of management and experience for the development teams across the larger organs. Toby, is that what you're seeing? >>2? We see uh we see quite a few we engage with quite a few developer teams in business leads that have ambitions to speed their application development processes And uh you know, they want help and often, as I stated, the intro, they might be coming off of a much older deployment uh maybe from 2015 where there there were an early adopter of a container platform methodology and wanting to get to some newer platform or they they may be in charge of getting a mobile banking application and its features to market much more quickly. So and often when we get a quote maybe from a client and might come from, you know, the VP of a business unit. But often as we engage, it's, you know, the developers are pretty much our customers and their developer leaders and teams, >>so you're running into container technical debt. Already you're seeing that out there. It sounds like your legacy >>container. It takes some expertise to, to come off those older. You know, the first instance creations of these container platforms were pretty much open source and yeah, you want to bring it to something that's more modern and has the kinds of features, enterprise grade features you might need. >>So is it not so problematic for for customers? Because as I said before, a lot of those apps were sort of disposable and stateless and, and, and now they're saying, hey, we can actually use kubernetes to build, you know, mission critical apps. And so there, that's when they sort of decide to pivot to a new modern platform or is there a more complex migration involved? What are you seeing? >>Okay, I'll give my hot, take your Toby and then uh, ask you for yours. But I guess, uh, I feel like the conversations that I'm involved in with customers is, you know, always begins with their broader application portfolio. These enterprises have hundreds thousands of applications and job one is to figure out how to categorize them into those which need to be re hosted or platform or re factored or reimagined entirely. And so they're looking for help figuring out how to categorize those applications and ultimately how to attack each category of application. Some should be re platforms on environments that make best use of kubernetes, some need to be re factored, some need to be reimagined. And so they are again looking for that expert guide to show them the way >>right. And when we engage in those early discussions, we call it right Mix advisory. Um, you know, you're trying to take a full, a broad scope as you said, scott down to a few and uh you know determine kind of the first movers if you will also you know clients will engage you know for very specific applications that are or suite of applications. Again like mobile applications for banking. I think you're a good example because you know they have an ambition. I mean the leader of that kind of application may very well think that is the mission critical application for the company, right? But of course finance, they have a different point of view. So you know that that application to them is the center of their business getting you know, their customer access to the core banking features that they have and you know they want to zero in on the kind of ecosystem it takes in in the speed at which they can push new features through. So we see both as well um you know the broader scope application, weaning down to the few discovery application, uh and then of course a very focused effort to help a particular business unit speed development on their mobile app, for example, >>it's interesting scott you were talking about sort of, the conversation starts with the application portfolio and there have been there have been these sort of milestones around, you know, major application portfolio, I'll call him rationalizations, I mean there's always an ongoing, but y two K was one of those, this is sort of the big move to SAS was another one, obviously cloud and it feels like kubernetes, I mean it's like the cloud to Dato coming on. Prem is another one of those opportunities to rationalize applications. We all know the stats right, we always see 85% of the spend is to keep the lights on and the other the only small portion of innovation and you know, there's always a promise we can change that. It reminds me of the heavy year, I would go to the boston marathon, it was this guy would run and he had a hat on with the extension and it was a can of Budweiser way out there and he couldn't reach it and so he would run. It was almost the same thing here is they never get there because they have so many projects coming online and the project portfolio and and then and then the C I O has got to maintain those in the application heads and so it's this this ongoing thing. But you do see spikes in rationalization initiatives and it feels like with this push to modernization and digitization maybe the pandemic accelerated that too. Is that a reasonable premise? You're seeing sort of a milestone or a marker in terms of increased effort around rationalization and modernization today because of kubernetes? >>Yeah, I definitely think that there are a couple of kubernetes is a catalyzing technology and the challenges of the pandemic or a catalyzing moment. Right. And I feel like uh Organisations have seen over the past 18 months now that those enterprises that have a way to get innovation to market to customers faster, not once a quarter, but many times a day, are the ones that are separating themselves in competitive marketplaces and ultimately delivering superior customer experiences. So it comes back to some of the ideas full circle that Toby started with around delivering a superior developer experience so that those developers can get code to production and into the hands of customers on a much more rapid basis. Like that's the outcome that enterprises really care about at the end of the day. And kubernetes is part of the way to get there, but it's the outcome that's key. Great thank >>you. And one of our practices dave there was uh you know, that's been our bread and butter for so many years. This, you know, this broad based discovery, narrowing down to a strategy and a plan for migrating and moving certain workloads. We see a slight twist today in that clients and organizations want to move quicker too. The apps, they know that, you know, they want to focus on, they want to prove it by through the broad based discovery and kind of a strategic analysis but they want to get quicker right away to the workloads. They are quite sure that need re factoring or leverage the benefit of a modern developer environment. >>Yeah. And they don't want to be messing around with the provisioning, lungs and servers and all that stuff. They want that to be simplified. So we're gonna end on Green Lake and I want to understand how you guys are thinking about Green Lake in terms of your partnership and, and how you're working together, you know, maybe Toby you could sort of give us the update from your perspective, you can't have a conversation with HP today without talking about Green Lake. So give us the kool aid injection. And then I really interested in how VM ware thinks about participating in that. >>Absolutely. And, and thank you for uh, yeah, for helping us out here. You know, I see more and more of our engagements with clients that ask for and, and, and want to sign a Green Life based contract, >>but, >>and that is one very important foundational element. Uh and there's there's so much more because remember we talked about the cloud experience in cloud everywhere and Green Lake brings us an opportunity to bring dimensions to that, especially on the consumption model because that's that's an important element if we begin adding partners such as VM ware to this equation, especially for clients that have huge investments in VM where there's an opportunity here to really bring a lot of value with this cloud experience to our customers through this partnership. >>All right scott, we're gonna give you the last word. What's your take on this? >>Hey listen hard for me to to to add much to what Toby said, he nailed that you see a ton of energy in this space. I think we've covered a bunch of key topics today. Their ongoing conversations with our customers in Green Lake is a way to take that conversation to the next level. >>Guys really appreciate you coming on and give us your perspectives on kubernetes and and and and thank you scott for that data. 55% of I. T. Decision makers out of 350 said they're doing on prem kubernetes. That's a new stat. I hadn't I would have expected to be that high but I guess I'm not surprised it's the rage the developers want the latest and greatest guys. Thanks so much for sharing your knowledge and I appreciate you coming on the cube. >>Thank you. Dave. >>Thanks Dave. >>Thank you for watching the cubes ongoing coverage. Hp es discover 2021. The virtual version will be right back.

>>Please >>welcome back to HPD discovered 2021. The cubes virtual coverage, continuous coverage of H P. S H. P. S. Annual customer event. My name is Dave Volonte and we're going to dive into the intersection of high performance computing data and AI with DR Eng limb go who is the senior vice president and CTO for AI Hewlett Packard enterprise Doctor go great to see you again. Welcome back to the cube. >>Hello Dave, Great to talk to you again. >>You might remember last year we talked a lot about swarm intelligence and how AI is evolving. Of course you hosted the day two keynotes here at discover and you talked about thriving in the age of insights and how to craft a data centric strategy. And you addressed you know some of the biggest problems I think organizations face with data that's You got a data is plentiful but insights they're harder to come by. And you really dug into some great examples in retail banking and medicine and health care and media. But stepping back a little bit with zoom out on discovered 21, what do you make of the events so far? And some of your big takeaways? >>Mm Well you started with the insightful question, Right? Yeah, data is everywhere then. But we like the insight. Right? That's also part of the reason why that's the main reason why you know Antonio on day one focused and talked about that. The fact that we are now in the age of insight, right? Uh and uh and and how to thrive thrive in that in this new age. What I then did on the day to kino following Antonio is to talk about the challenges that we need to overcome in order in order to thrive in this new asia. >>So maybe we could talk a little bit about some of the things that you took away in terms I'm specifically interested in some of the barriers to achieving insights when customers are drowning in data. What do you hear from customers? What we take away from some of the ones you talked about today? >>Oh, very pertinent question. Dave You know the two challenges I spoke about right now that we need to overcome in order to thrive in this new age. The first one is is the current challenge and that current challenge is uh you know stated is no barriers to insight. You know when we are awash with data. So that's a statement. Right? How to overcome those barriers. What are the barriers of these two insight when we are awash in data? Um I in the data keynote I spoke about three main things. Three main areas that received from customers. The first one, the first barrier is in many with many of our customers. A data is siloed. All right. You know, like in a big corporation you've got data siloed by sales, finance, engineering, manufacturing, and so on, uh supply chain and so on. And uh there's a major effort ongoing in many corporations to build a federation layer above all those silos so that when you build applications above they can be more intelligent. They can have access to all the different silos of data to get better intelligence and more intelligent applications built. So that was the that was the first barrier. We spoke about barriers to incite when we are washed with data. The second barrier is uh that we see amongst our customers is that uh data is raw and dispersed when they are stored and and uh and you know, it's tough to get tough to to get value out of them. Right? And I in that case I I used the example of uh you know the May 6 2010 event where the stock market dropped a trillion dollars in in tens of minutes. You know, we we all know those who are financially attuned with know about this uh incident, But this is not the only incident. There are many of them out there and for for that particular May six event, uh you know, it took a long time to get insight months. Yeah, before we for months we had no insight as to what happened, why it happened, right. Um, and and there were many other incidences like this and the regulators were looking for that one rule that could, that could mitigate many of these incidences. Um, one of our customers decided to take the hard road to go with the tough data right? Because data is rolling dispersed. So they went into all the different feeds of financial transaction information, took the took the tough took the tough road and analyze that data took a long time to assemble. And they discovered that there was quote stuffing right? That uh people were sending a lot of traits in and then cancelling them almost immediately. You have to manipulate the market. Um And why why why didn't we see it immediately? Well, the reason is the process reports that everybody sees the rule in there that says all trades, less than 100 shares don't need to report in there. And so what people did was sending a lot of less than 103 100 100 shares trades uh to fly under the radar to do this manipulation. So here is here the second barrier right? Data could be raw and dispersed. Um Sometimes you just have to take the hard road and um and to get insight And this is 1 1 great example. And then the last barrier is uh is has to do with sometimes when you start a project to to get insight to get uh to get answers and insight. You you realize that all the datas around you but you don't you don't seem to find the right ones to get what you need. You don't you don't seem to get the right ones. Yeah. Um here we have three quick examples of customers. 111 was it was a great example right? Where uh they were trying to build a language translator, a machine language translator between two languages. Right? By not do that. They need to get hundreds of millions of word pairs, you know, of one language compared uh with a corresponding other hundreds of millions of them. They say, well I'm going to get all these word pairs. Someone creative thought of a willing source. And you thought it was the United Nations, you see. So sometimes you think you don't have the right data with you, but there might be another source. And the willing one that could give you that data Right? The 2nd 1 has to do with uh there was uh the uh sometimes you you may just have to generate that data, interesting one. We had an autonomous car customer that collects all these data from their cars, right? Massive amounts of data, loss of sensors, collect loss of data. And uh, you know, but sometimes they don't have the data they need even after collection. For example, they may have collected the data with a car uh in in um in fine weather and collected the car driving on this highway in rain and also in stone, but never had the opportunity to collect the car in hill because that's a rare occurrence. So instead of waiting for a time where the car can dr inhale, they build a simulation you by having the car collector in snow and simulated him. So, these are some of the examples where we have customers working to overcome barriers, right? You have barriers that is associated the fact that data silo the Federated it various associated with data. That's tough to get that. They just took the hard road, right? And, and sometimes, thirdly, you just have to be creative to get the right data. You need, >>wow, I I'll tell you, I have about 100 questions based on what you just said. Uh, there's a great example, the flash crash. In fact, Michael Lewis wrote about this in his book The Flash Boys and essentially right. It was high frequency traders trying to front run the market and sending in small block trades trying to get on the front end it. So that's and they, and they chalked it up to a glitch like you said, for months. Nobody really knew what it was. So technology got us into this problem. I guess my question is, can technology help us get out of the problem? And that maybe is where AI fits in. >>Yes, yes. Uh, in fact, a lot of analytics, we went in to go back to the raw data that is highly dispersed from different sources, right, assemble them to see if you can find a material trend, right? You can see lots of trends, right? Like, uh, you know, we if if humans look at things right, we tend to see patterns in clouds, right? So sometimes you need to apply statistical analysis, um math to to be sure that what the model is seeing is is real. Right? And and that required work. That's one area. The second area is uh you know, when um uh there are times when you you just need to to go through that uh that tough approach to to find the answer. Now, the issue comes to mind now is is that humans put in the rules to decide what goes into a report that everybody sees. And in this case uh before the change in the rules. Right? But by the way, after the discovery, uh authorities change the rules and all all shares, all traits of different any sizes. It has to be reported. No. Yeah. Right. But the rule was applied uh you know, to say earlier that shares under 100 trades under 100 shares need not be reported. So sometimes you just have to understand that reports were decided by humans and and under for understandable reasons. I mean they probably didn't want that for various reasons not to put everything in there so that people could still read it uh in a reasonable amount of time. But uh we need to understand that rules were being put in by humans for the reports we read. And as such there are times you just need to go back to the raw data. >>I want to ask, >>it's gonna be tough. >>Yeah. So I want to ask a question about AI is obviously it's in your title and it's something you know a lot about but and I want to make a statement, you tell me if it's on point or off point. So it seems that most of the Ai going on in the enterprise is modeling data science applied to troves of data but but there's also a lot of ai going on in consumer whether it's you know, fingerprint technology or facial recognition or natural language processing will a two part question will the consumer market as has so often in the enterprise sort of inform us uh the first part and then will there be a shift from sort of modeling if you will to more you mentioned autonomous vehicles more ai influencing in real time. Especially with the edge you can help us understand that better. >>Yeah, it's a great question. Right. Uh there are three stages to just simplify, I mean, you know, it's probably more sophisticated than that but let's simplify three stages. All right. To to building an Ai system that ultimately can predict, make a prediction right or to to assist you in decision making, have an outcome. So you start with the data massive amounts of data that you have to decide what to feed the machine with. So you feed the machine with this massive chunk of data and the machine uh starts to evolve a model based on all the data is seeing. It starts to evolve right to the point that using a test set of data that you have separately kept a site that you know the answer for. Then you test the model uh you know after you trained it with all that data to see whether it's prediction accuracy is high enough and once you are satisfied with it, you you then deploy the model to make the decision and that's the influence. Right? So a lot of times depend on what what we are focusing on. We we um in data science are we working hard on assembling the right data to feed the machine with, That's the data preparation organization work. And then after which you build your models, you have to pick the right models for the decisions and prediction you wanted to make. You pick the right models and then you start feeding the data with it. Sometimes you you pick one model and the prediction isn't that robust, it is good but then it is not consistent right now. What you do is uh you try another model so sometimes it's just keep trying different models until you get the right kind. Yeah, that gives you a good robust decision making and prediction after which It is tested well Q eight. You would then take that model and deploy it at the edge. Yeah. And then at the edges is essentially just looking at new data, applying it to the model that you have trained and then that model will give you a prediction decision. Right? So uh it is these three stages. Yeah, but more and more uh your question reminds me that more and more people are thinking as the edge become more and more powerful. Can you also do learning at the edge? Right. That's the reason why we spoke about swarm learning the last time, learning at the edge as a swamp, right? Because maybe individually they may not have enough power to do so. But as a swamp they made >>is that learning from the edge? You're learning at the edge? In other words? >>Yes. >>Yeah, I understand the question. Yeah. >>That's a great question. That's a great question. Right? So uh the quick answer is learning at the edge, right? Uh and and also from the edge, but the main goal, right? The goal is to learn at the edge so that you don't have to move the data that the edge sees first back to the cloud or the core to do the learning because that would be the reason. One of the main reasons why you want to learn at the edge, right? Uh So so that you don't need to have to send all that data back and assemble it back from all the different Edge devices, assemble it back to the cloud side to to do the learning right. With someone you can learn it and keep the data at the edge and learn at that point. >>And then maybe only selectively send the autonomous vehicle example you gave us great because maybe there, you know, there may be only persisting, they're not persisting data that is inclement weather or when a deer runs across the front. And then maybe they they do that and then they send that smaller data set back and maybe that's where it's modelling done. But the rest can be done at the edges. It's a new world that's coming down. Let me ask you a question, is there a limit to what data should be collected and how it should be collected? >>That's a great question again, you know uh wow today, full of these uh insightful questions that actually touches on the second challenge. Right? How do we uh in order to thrive in this new age of insight? The second challenge is are you know the is our future challenge, right? What do we do for our future? And and in there is uh the statement we make is we have to focus on collecting data strategically for the future of our enterprise. And within that I talk about what to collect right? When to organize it when you collect and where will your data be, you know, going forward that you are collecting from? So what, when and where for the what data for the what data to collect? That? That was the question you ask. Um it's it's a question that different industries have to ask themselves because it will vary, right? Um Let me give you the, you use the autonomous car example, let me use that. And We have this customer collecting massive amounts of data. You know, we're talking about 10 petabytes a day from the fleet of their cars. And these are not production autonomous cars, right? These are training autonomous cars, collecting data so they can train and eventually deploy commercial cars. Right? Um, so this data collection cars they collect as a fleet of them collect 10 petabytes a day and when it came to us uh building a storage system yeah, to store all of that data, they realized they don't want to afford to store all of it. Now here comes the dilemma, right? Should what should I after I spent so much effort building all these cars and sensors and collecting data, I've now decide what to delete. That's a dilemma right now in working with them on this process of trimming down what they collected. You know, I'm constantly reminded of the sixties and seventies, right? To remind myself 16 seventies we call a large part of our D. N. A junk DNA. Today we realize that a large part of that what we call john has function as valuable function. They are not jeans, but they regulate the function of jeans, you know? So, so what's jumped in the yesterday could be valuable today or what's junk today could be valuable tomorrow. Right? So, so there's this tension going on right between you decided not wanting to afford to store everything that you can get your hands on. But on the other hand, you you know, you worry you you you ignore the wrong ones, right? You can see this tension in our customers, right? And it depends on industry here. Right? In health care, they say I have no choice. I I want it. All right. One very insightful point brought up by one health care provider that really touched me was, you know, we are not we don't only care. Of course we care a lot. We care a lot about the people we are caring for, right? But you also care for the people were not caring for. How do we find them? Mhm. Right. And that therefore they did not just need to collect data that is uh that they have with from their patients. They also need to reach out right to outside data so that they can figure out who they are not caring for. Right? So they want it all. So I tell us them. So what do you do with funding if you want it all? They say they have no choice but to figure out a way to fund it and perhaps monetization of what they have now is the way to come around and find out. Of course they also come back to us rightfully that, you know, we have to then work out a way to help them build that system, you know, so that health care, right? And and if you go to other industries like banking, they say they can't afford to keep them on, but they are regulated. Seems like healthcare, they are regulated as to uh privacy and such. Like so many examples different industries having different needs but different approaches to how what they collect. But there is this constant tension between um you perhaps deciding not wanting to fund all of that uh all that you can stall right on the other hand, you know, if you if you kind of don't want to afford it and decide not to store some uh if he does some become highly valuable in the future right? Don't worry. >>We can make some assumptions about the future, can't we? I mean, we know there's gonna be a lot more data than than we've ever seen before. We know that we know. Well notwithstanding supply constraints on things like nand, we know the prices of storage is gonna continue to decline. We also know and not a lot of people are really talking about this but the processing power but he says moore's law is dead. Okay, it's waning. But the processing power when you combine the Cpus and N. P. U. S. And Gpus and accelerators and and so forth actually is is increasing. And so when you think about these use cases at the edge, you're going to have much more processing power, you're going to have cheaper storage and it's going to be less expensive processing. And so as an ai practitioner, what can you do with that? >>So the amount of data that's gonna come in, it's gonna we exceed right? Our drop in storage costs are increasing computer power. Right? So what's the answer? Right? So so the the answer must be knowing that we don't and and even the drop in price and increase in bandwidth, it will overwhelm the increased five G will overwhelm five G. Right? Given amount 55 billion of them collecting. Right? So the answer must be that there might need to be a balance between you needing to bring all that data from the 55 billion devices data back to a central as a bunch of central. Cause because you may not be able to afford to do that firstly band with even with five G. M and and SD when you'll still be too expensive given the number of devices out there, Were you given storage costs dropping? You'll still be too expensive to try and store them all. So the answer must be to start at least to mitigate the problem to some leave both a lot of the data out there. Right? And only send back the pertinent ones as you said before. But then if you did that, then how are we gonna do machine learning at the core and the cloud side? If you don't have all the data, you want rich data to train with. Right? Some sometimes you wanna mix of the uh positive type data and the negative type data so you can train the machine in a more balanced way. So the answer must be eventually right. As we move forward with these huge number of devices out of the edge to do machine learning at the edge today, we don't have enough power. Right? The edge typically is characterized by a lower uh energy capability and therefore lower compute power. But soon, you know, even with lower energy they can do more with compute power, improving in energy efficiency, Right? Uh So learning at the edge today we do influence at the edge. So we data model deploy and you do in France at the age, that's what we do today. But more and more I believe given a massive amount of data at the edge, you, you have to have to start doing machine learning at the edge and, and if when you don't have enough power then you aggregate multiple devices, compute power into a swamp and learn as a swan. >>Oh, interesting. So now of course, if, if I were sitting and fly, fly on the wall in hp board meeting, I said okay. HB is as a leading provider of compute how do you take advantage of that? I mean we're going, we're, I know its future, but you must be thinking about that and participating in those markets. I know today you are, you have, you know, edge line and other products. But there's, it seems to me that it's, it's not the general purpose that we've known in the past. It's a new type of specialized computing. How are you thinking about participating in that >>opportunity for the customers? The world will have to have a balance right? Where today the default? Well, the more common mode is to collect the data from the edge and train at uh at some centralized location or a number of centralized location um going forward. Given the proliferation of the edge devices, we'll need a balance. We need both. We need capability at the cloud side. Right? And it has to be hybrid and then we need capability on the edge side. Yeah. That they want to build systems that that on one hand, uh is uh edge adapted, right? Meaning the environmentally adapted because the edge different. They are on a lot of times. On the outside. Uh They need to be packaging adapted and also power adapted, right? Because typically many of these devices are battery power. Right? Um, so you have to build systems that adapt to it. But at the same time they must not be custom. That's my belief. They must be using standard processes and standard operating system so that they can run a rich set of applications. So yes. Um that's that's also the insightful for that Antonio announced in 2018 Uh the next four years from 2018, right $4 billion dollars invested to strengthen our edge portfolio. Edge product lines, Right. Edge solutions. >>I can doctor go, I could go on for hours with you. You're you're just such a great guest. Let's close. What are you most excited about in the future? Of of of it. Certainly H. P. E. But the industry in general. >>Yeah. I think the excitement is uh the customers, right? The diversity of customers and and the diversity in a way they have approached their different problems with data strategy. So the excitement is around data strategy, right? Just like you know uh you know, the the statement made was was so was profound, right? Um And Antonio said we are in the age of insight powered by data. That's the first line, right. Uh The line that comes after that is as such were becoming more and more data centric with data, the currency. Now the next step is even more profound. That is um You know, we are going as far as saying that you know um data should not be treated as cost anymore. No. Right. But instead as an investment in a new asset class called data with value on our balance sheet, this is a this is a step change right? In thinking that is going to change the way we look at data, the way we value it. So that's a statement that this is the exciting thing because because for for me, a city of Ai right uh machine is only as intelligent as the data you feed it with data is a source of the machine learning to be intelligent. So, so that's that's why when when people start to value data, right? And and and say that it is an investment when we collect it, it is very positive for AI because an AI system gets intelligent, get more intelligence because it has a huge amounts of data and the diversity of data. So it would be great if the community values values data. Well, >>you certainly see it in the valuations of many companies these days. Um and I think increasingly you see it on the income statement, you know, data products and people monetizing data services and maybe eventually you'll see it in the in the balance. You know, Doug Laney, when he was a gardener group wrote a book about this and a lot of people are thinking about it. That's a big change, isn't it? Dr >>yeah. Question is is the process and methods evaluation right. But I believe we'll get there, we need to get started and then we'll get there. Believe >>doctor goes on >>pleasure. And yeah. And then the Yeah, I will well benefit greatly from it. >>Oh yeah, no doubt people will better understand how to align you know, some of these technology investments, Doctor goes great to see you again. Thanks so much for coming back in the cube. It's been a real pleasure. >>Yes. A system. It's only as smart as the data you feed it with. >>Excellent. We'll leave it there, thank you for spending some time with us and keep it right there for more great interviews from HP discover 21 this is Dave Volonte for the cube. The leader in enterprise tech coverage right back

>>Welcome back to HPD discovered 2021. The virtual edition. My name is Dave Volonte and you're watching the cubes continuous coverage of H. P. S. Big customer event. Patrick Moorehead is here of moor insights and strategy is the number one analyst in the research analyst. Business. Patrick. Always a pleasure. Great to see you, >>David. Great to see you too. And I know you're you're up there fighting for that number one spot to. It's great to see you and it's great to see you in the meetings that were in. But it's even more fun to be here on the cube. I love to be on the cube and every once in a while you'll even call me a friend of the cube, >>unquestionably my friend and so and I can't wait second half. I mean you're traveling right now. We're headed to Barcelona to mobile World Congress later on this month. So so we're gonna we're gonna see each other face to face this year. 100%. So looking forward to that. So you know, let's get into it. Um you know, before we get into H. P. E. Let's talk a little bit about what you're seeing in the market. We've got, you know, we we finally, it feels like the on prem guys are finally getting their cloud act together. Um it's maybe taken a while, but we're seeing as a service models emerge. I think it's resonating with customers. The clearly not everything is moving to the cloud. There's this hybrid model emerging. Multi cloud is real despite what, you know, >>some some >>cloud players want to say. And then there's this edges like jump ball, what are you seeing in the marketplace? >>Yeah. Davis, as exciting as ever in. Just to put in perspective, I mean the public cloud has been around for about 10 years and still only 20% around 20% of the data in 20% of the applications are there now will be a very important ones and I'm certainly not a public cloud denier, I never have been, but there are some missing pieces that need to come together. And you know, even five years ago we were debating dave the hybrid cloud. And I feel like when amazon brought out outposts, the conversation was over right now, what you have is cloud native folks building out hybrid and on prem capabilities, you have a classic on, on prem folks building out hybrid and as a service capabilities. And I really think it boils down 22 things. I mean it's, it's wanting to have more flexibility and you know, I hate to use it because it sounds like a marketing word, but agility, the ability to spin up things and spin down things in a very, a quick way. And uh you know what they've learned, The veterans also know, hey, let's do this in a way that doesn't lock us in too much into a certain vendor. And I've been around for a long time. David and I'm a realist too. Well, you have to lock yourself into something. Uh it just depends on what do you want to lock yourself into, but super exciting and what H. P. E. You know, when they further acts in the sea with Green Lake, I think it was four years ago, uh I think really started to stir the pot. >>You know, you mentioned the term cloud denial, but you know, and I feel like the narrative from, I like to determine as I think you should use the term veteran. You know, it's very, they're ours is the only industry patrick where legacy is a pejorative, but so, but the point I want to make is I feel like there's been a lot of sort of fear from the veteran players, but, but I look at it differently, I wonder what your take is. I, I think, I think I calculated that the Capex spending by the big four public clouds including Alibaba last year was $100 billion. That's like a gift to the world. Here we're gonna spend $100 billion like the internet. Here you go build. And so I, and I feel like companies like HP are finally saying, yeah, we're gonna build, we're gonna build a layer and we're gonna hide the complexity and we're gonna add value on top. What do you think about that? >>Yeah. So I think it's now, I wish, I wish the on prem folks like HP, you would have done it 10 years ago, but I don't think anybody expected the cloud to be as big as it's become over the last 10 years. I think we saw companies like salesforce with sas taking off, but I think it is the right direction because there are advantages to having workloads on prem and if you add an as a service capability on top of the top of that, and let's say even do a Coehlo or a managed service, it's pretty close to being similar to the public cloud with the exception, that you can't necessarily swipe a credit card for a bespoke workload if you're a developer and it is a little harder to scale out. But that is the next step in the equation day, which is having, having these folks make capital expenditures, make them in a Polo facility and then put a layer to swipe a credit card and you literally have the public cloud. >>Yeah. So that's, that's a great point. And that's where it's headed, isn't it? Um, so let's, let's talk about the horses on the track. Hp as you mentioned, I didn't realize it was four years ago. I thought it was, wow, That's amazing. So everybody's followed suit. You see, Dallas announced, Cisco has announced, uh, Lenovo was announced, I think IBM as well. So we, so everybody's sort of following suit there. The reality is, is it's taken some time to get this stuff standardized. What are you seeing from, from HP? They've made some additional announcements, discover what's your take on all this. >>Yeah. So HPD was definitely the rabbit here and they were first in the market. It was good to see. First off some of their, Um, announcements on, on how it's going and they talked about $428 billion 1200 customers over 900 partners and 95% retention. And I think that's important. Anybody who's in the lead and remember what aws I used to do with the slide with the amount of customers would just get bigger and bigger and bigger and that's a good way to show momentum. I like the retention part two which is 95%. And I think that that says a lot uh probably the more important announcements that they made is they talked about the G. A. Of some of their solutions on Green Lake and whether it is A. S. A. P. Hana. Ml apps HPC with Francis, VD. I was Citrus and video but they also brought more of what I would call a vertical layer and I'm sure you've seen the vertical ization of all of these cloud and as a service workloads. But what they're doing with Epic, with EMR and looseness, with financial payments and Splunk and intel with data and risk analysis and finally, a full stack for telco five G. One of the biggest secrets and I covered this about five years ago is HPV actually has a full stack that Western european carriers use and they're now extending that to five G. And um, so more horizontal, uh, and, and more vertical. That was the one of the big swipes, uh, that I saw that there was a second though, but maybe we can talk about these. >>Yeah. Okay. Okay. So, so the other piece of that of course is standardization right there there because there was a, there was a, there was a lot of customization leading up to this and everybody sort of, everybody always had some kind of financial game they can play and say, hey, there's an adversary as a service model, but this is definitely more of a standardized scalable move that H P E. Is making with what they call Lighthouse. Right? >>Yeah, that's exactly right. And I've talked to some Green Lake customers and they obviously gave it kudos or they wouldn't have HP wouldn't have served them up and they wouldn't have been buying it. But they did say, um, it took, it took a while, took some paperwork to get it going. It's not 100% of push button, but that's partially because hp allows you to customize the hardware. You want a one off network adapter. Hp says yes, right. You want to integrate a different type of storage? They said yes. But with Green Lake Lighthouse, it's more of a, what you see is what you get, which by the way, is very much like the public cloud or you go to a public cloud product sheet or order sheet. You're picking from a list and you really don't know everything that's underneath the covers, aside from, let's say, the speed of the network, the type of the storage and the amount of the storage you get. You do get to pick between, let's say, an intel processor, Graviton two or an M. D processor. You get to pick your own GPU. But that's pretty much it. And HP Lighthouse, sorry, Green Lake Lighthouse uh is bringing, I think a simplification to Green Lake that it needs to truly scale beyond, let's say the White House customers that HP Yeah, >>Well done. So, you know, and I hear your point about we're 10 years in plus. And to me this is like a mandate. I mean, this is okay, good, good job guys about time. But if I had a, you know, sort of look at the big player, it's like we have an oligopoly here in this, in this business. It's HP, Cisco, you got Dell Lenovo, you've got, you know, IBM, they're all doing this and they all have a different little difference, you know, waste of skin of catch. And your point about simplicity, it seems like HP HP is all in antony's like, okay, here's what we're going to announce that, you know, a while ago. So, and they seem to have done a good job with Wall Street and they got a simple model, you know, Dell is obviously bigger portfolio, much more complicated. IBM is even more complicated than that. I don't know so much about Lenovo and in Cisco of course, has acquired a ton of SAAS companies and sort of they've got a lot of bespoke products that they're trying to put together. So they've got, but they do have SAS models. So each of them is coming at it from a different perspective. How do you think? And so and the other point we got lighthouse, which is sort of Phase one, get product market fit. Phase two now is scale, codify standardized and then phase three is the moat build your unique advantage that protects your business. What do you see as HP ES sort of unique value proposition and moat that they can build longer term. >>That's a great, great question. And let me rattle off kind of what I'm seeing that some of these players here, So Cisco, ironically has sells the most software of any of those players that you mentioned, uh with the exception of IBM um and yeah, C I >>CSDB two. Yeah, >>yeah, they're the they're the number two security player, uh Microsoft, number one, So and I think the evaluation on the street uh indicate that shows that I feel like Dell tech is a very broad play because not only do they have servers, storage, networking insecurity, but they also have Pcs and devices. So it's a it's a scale and end play with a focus on VM ware solutions, not exclusively of course. Uh And um then you've got Lenovo who is just getting into the as a service game and are gosh, they're doing great in hyper scale, they've got scale there vertically integrated. I don't know if if too many people talk about that, but Lenovo does a lot of their own manufacturing and they actually manufacture Netapp storage solutions as well. So yeah, each of these folks brings a different game to the table. I think with h P e, what you're bringing the table is nimble. When HP and HP split, the number one thing that I said was that ah, h P E is going to have to be so much faster than it offsets the scale that Dell technology has and the HBs credit, although there, I don't think we're getting credit for this in the stock market yet. Um and I know you and I are both industry folks, not financial folks, but I think their biggest thing is speed and the ability to move faster. And that is what I've seen as it relates to the moat, which is a unique uh competitive advantage. Quite frankly, I'm still looking for that day uh in in in what that is. And I think in this industry it's nearly impossible. And I would posit that that any, even the cloud folks, if you say, is there something that AWS can do that as your can't if it put it put its mind to it or G C P. I don't think so. I think it's more of a kind of land and expand and I think for H P E. When it comes to high performance computing and I'm not just talking about government installations, I'm talking about product development, drug development. I think that is a landing place where H P. E already does pretty well can come in and expand its footprint. >>You know, that's really interesting um, observations. So, and I would agree with you. It's kind of like, this is a copycat industry. It's like the west coast offense like the NFL, >>so, >>so the moat comes from, you know, brand execution and your other point about when HP and HP split, that was a game changer because all of a sudden you saw companies like them, you always had a long term relationship with H P E, but or HP, but then they came out of the woodworks and started to explode. And so it really opened up opportunities. So it really is a execution, isn't it? But go ahead please. >>Dave if I had to pick something that I think HP HPV needs to always be ahead in as a service and listen you and I both know announcements don't mean delivery, but there is correlation between if you start four years ahead of somebody that other company is going to have to put just, I mean they're going to have to turn that ship and many of its competitors really big ships to be able to get there. So I think what Antonio needs to do is run like hell, right? Because it, it I think it is in the lead and as a service holistically doesn't mean they're going to be there forever, but they have to stay ahead. They have to add more horizontal solutions. They have to add more vertical solutions. And I believe that at some point it does need to invest in some Capex at somebody like Anna Quinn X play credit card swiper on top of that. And Dave, you have the public, you have the public cloud, you don't have all the availability zones, but you have a public cloud. >>Yeah, that's going to happen. I think you're right on. So we see this notion of cloud expanding. It's no longer just remote set of services. Somewhere out in the cloud. It's like you said, outpost was the sort of signal. Okay, We're coming on prem. Clearly the on prem uh, guys are connecting to the cloud. Multi cloud exists, we know this and then there's the edge but but but that brings me to that sort of vision and everybody's laying out of this this this seamless integration hiding the complexity log into my cloud and then life will be good. But the edge is different. Right? It's not just, you know, retail store or a race track. I mean there's the far edge, there's the Tesla car, there's gonna be compute everywhere and that sort of ties into the data. The data flows, you know the real time influencing at the edge ai new semiconductor models. You you came out of the semiconductor industry, you know it inside and out arm is exploding, dominating in the edge with apple and amazon Alexa and things like that. That's really where the action is. So this is a really interesting cocktail and soup that we have going on. How do >>you say? Well, you know, Dave if the data most data, I think one thing most everybody agrees on is that most of the data will be created on the edge, whether that's a moving edge a car, a smartphone or what I call an edge data center without tile flooring. Like that server that's bolted to the wall of Mcdonald's. When you drive through, you can see it versus the walmart. Every walmart has a raised tile floor. It's the edge to economically and performance wise, it doesn't make any sense to send all that data to the mother ships. Okay. And whether that's unproven data center or the giant public cloud, more efficient way is to do the compute at the closest way possible. But what it does, it does bring up challenges. The first challenge is security. If I wanted to, I could walk in and I could take that server off the Mcdonald's or the Shell gas station wall. So I can't do that in a big data center. Okay, so security, physical security is a challenge. The second is you don't have the people to go in there and fix stuff that are qualified. If you have a networking problem that goes wrong in Mcdonald's, there's nobody there that can help uh they can they can help you fix that. So this notion of autonomy and management and not keeping hyper critical data sitting out there and it becomes it becomes a security issue becomes a management issue. Let me talk about the benefits though. The benefits are lower latency. You want you want answers more quickly when that car is driving down the road And it has a 5GV 2 x communication cameras can't see around corners. But that car communicating ahead, that ran into the stop sign can, through Vita X talked to the car behind it and say, hey, something is going on there, you can't go to, you can't go to the big data center in the sky, let's make that happen, that is to be in near real time and that computer has to happen on the edge. So I think this is a tremendous opportunity and ironically the classic on prem guys, they own this, they own this space aside from smartphones of course, but if you look at compute on a light pole, companies like Intel have built complete architecture is to do that, putting compute into five G base stations, heck, I just, there was an announcement this week of google cloud and its gaming solution putting compute in a carrier edge to give lower latency to deliver a better experience. >>Yeah, so there, of course there is no one edge, it's highly fragmented, but I'm interested in your thoughts on kinda whose stack actually can play at the edge. And I've been sort of poking uh H P E about this. And the one thing that comes back consistently is Aruba, we we could take a room but not only to the, to the near edge, but to the far edge. And and that, do you see that as a competitive advantage? >>Oh gosh, yes. I mean, I would say the best acquisition That hp has made in 10 years has been aruba, it's fantastic and they also managed it in the right way. I mean it was part of HB but it was, it was managed a lot more loosely then, you know, a company that might get sucked into the board and I think that paid off tremendously. They're giving Cisco on the edge a absolute run for their money, their first with new technologies, but it's about the solution. What I love about what a ruble looks at is it's looking at entertainment solutions inside of a stadium, a information solution inside of an airport as opposed to just pushing the technology forward. And then when you integrate compute with with with Aruba, I think that's where the real magic happens. Most of the data on a permanent basis is actually video data. And a lot of it's for security, uh for surveillance. And quite frankly, people taking videos off, they're off their smartphones and downloaded video. I I just interviewed the chief network officer of T mobile and their number one bit of data is video, video uploaded, video download. But that's where the magic happens when you put that connectivity and the compute together and you can manage it in a, in an orderly and secure fashion. >>Well, I have you we have a ton of time here, but I I don't pick your brain about intel the future of intel. I know you've been following it quite closely, you always have Intel's fighting a forefront war, you got there battling a. M. D. There, battling your arm slash and video. They're they're taking on TSMC now and in foundry and, and I'll add china for the looming threat there. So what's your prognosis for for intel? >>Yeah, I liked bob the previous Ceo and I think he was doing a lot of of the right things, but I really think that customers and investors and even their ecosystem wanted somebody leading the company with a high degree of technical aptitude and Pat coming, I mean, Pat had a great job at VM or, I mean he had a great run there and I think it is a very positive move. I've never seen the energy at Intel. Probably in the last 10 years that I've seen today. I actually got a chance to talk with Pat. I visited Pat uhh last month and and talk to him about pretty much everything and where he wanted to take the company the way you looked at technology, what was important, what's not important. But I think first off in the world of semiconductors, there are no quick fixes. Okay. Intel has a another two years Before we see what the results are. And I think 2023 for them is gonna be a huge year. But even with all this competition though, Dave they still have close to 85% market share in servers and revenue share for client computing around 90%. Okay. So and they built out there networking business, they build out a storage business um with obtain they have the leading Aid as provider with Mobileye. And and listen I was I was one of Intel's biggest, I was into one of Intel's biggest, I was Intel's biggest customer when I was a compact. I was their biggest competitor at A. M. B. So um I'm not obviously not overly pushing or there's just got to wait and see. They're doing the right things. They have the right strategy. They need to execute. One of the most important things That Intel did is extend their alliance with TSMC. So in 2023 we're going to see Intel compute units these tiles they integrate into the larger chips called S. O. C. S. B. Manufactured by TSMC. Not exclusively, but we could see that. So literally we could have AMG three nanometer on TSMC CPU blocks, competing with intel chips with TSMC three nanometer CPU blocks and it's on with regard to video. I mean in video is one of these companies that just keeps going charging, charging hard and I'm actually meeting with Jensen wang this week and Arm Ceo Simon Segers to talk about this opportunity and that's a company that keeps on moving interestingly enough in video. If the Arm deal does go through will be the largest chip license, see CPU licensee and have the largest CPU footprint on on the planet. So here we have A and D. Who's CPU and Gpu and buying an F. P. G. A company called Xilinx, you have Intel, Cpus, Gpus machine learning accelerators and F. P. G. S and then you've got arms slashing video bit with everything as well. We have three massive ecosystems. They're gonna be colliding here and I think it's gonna be great for competition date. Competition is great. You know, when there's not competition in Cpus and Gpus, we know what happens, right. Uh, the B just does not go on and we start to stagnate. And I did, I do feel like the industry on CPU started to stagnate when intel had no competition. So bring it on. This is gonna be great for for enterprises then customers to, and then, oh, by the way, the custom Chip providers, WS has created no less than 15 custom semiconductors started with networking uh, and, and nitro and building out an edge that surrounded the general compute and then it moved to Inferential to for inference trainee um, is about to come out for training Graviton and gravitas to for general purpose CPU and then you've got Apple. So innovation is huge and you know, I love to always make fun of the software is eating the world. I always say yeah but has to run on something. And so I think the combination of semiconductors, software and cloud is just really a magical combination. >>Real quick handicap the video arm acquisition. What what are the odds that that they will be successful? They say it's on track. You've got to 2 to 13 to 1 10 to 1. >>I say 75%. Yes 25%. No China is always the has been the odd odd man out for the last three years. They scuttled the qualcomm NXP deal. You just don't know what china is going to do. I think the Eu with some conditions is gonna let this fly. I think the U. S. Is absolutely going to let this fly. And even though the I. P. Will still stay over in the UK, I think the U. S. Wants to see, wants to see this happen. Japan and Korea. I think we'll allow this china is the odd man out. >>In a word, the future of H. P. E. Is blank >>as a service >>patrick Moorehead. Always a pleasure my friend. Great to see you. Thanks so much for coming back in the cube. >>Yeah, Thanks for having me on. I appreciate that. >>Everybody stay tuned for more great coverage from HP discover 21 this is day Volonte for the cube. The leader and enterprise tech coverage. We'll be right back. >>Mm.

>>Please >>welcome back to HP discover 2021 the virtual version. My name is Dave Volonte and you're watching the cube and we're here with Guido appenzeller who's the C. T. O. Of the data platforms group at Intel. Guido. Welcome to the cube. Come on in. >>Thanks. Dave. I appreciate it's great to be here today. So >>I'm interested in your role at the company. Let's talk about that. Your brand new. Tell us a little bit about your background. What attracted you to intel and what's your role here? >>Yeah. So I'm, you know, I grew up in the startup ecosystem of Silicon Valley came from my PhD and and and never left and uh you know, built software companies, worked at software companies worked at the embassy for a little bit and I think my, my initial reaction when the intel recruiter called me, it was like you got the wrong phone number, right? I'm a software guy that's probably not who you're looking for. And uh you know, we had a good conversation I think at Intel, you know, there's a, there's a realization that you need to look at what intel builds more as an overall system from novel systems perspective right, that you have the software stack and then the hardware components that we're getting more and more intricately linked and you know, you need the software to basically bridge across the different hardware components that intel is building. So I'm here now is the CEO for the data platform school. So that builds the data center for Arts here at Intel. And it's a really exciting job. These are exciting times that intel, you know, with, with Pat, you got a fantastic uh you know, CEO at the home, I worked with him before at december, so a lot of things to do. Um but I think a very exciting future. >>Well, I mean the data center is the wheelhouse of intel. I mean of course you, your ascendancy was a function of the pcs and the great volume and how you change that industry. But really data centers is where they, I mean I remember the days of people that until will never be the data center, it's just a toy and of course your dominant player there now. So your initial focus here is is really defining the vision. Uh and and I'd be interested in your thoughts on the future, what the data center looks like in the future, where you see intel playing a role. What what are you seeing is the big trends there. You know, Pat Pat Gelsinger talks about the waves. He says if you don't ride the waves you're gonna end up being driftwood. So what are the waves you're driving? What's different about the data center of the future? >>That's right. You want to surf the waves? Right? That's the way to do it. So look, I like to look at this in sort of in terms of major macro trends. Right? And I think the biggest thing that's happening um in the market right now is the cloud revolution. Right? And I think we're halfway through or something like that and this transition from the classic uh client server type model, uh you know that we're with enterprises running their own data centers to more of a cloud model where something is, you know, run by by hyper scale operators or it may be run you know by uh by an enterprise themselves that message to the absolute there's a variety of different models, but the provisioning models have changed, right? The it's it's much more of a turnkey type service. And when when we started out on this journey, I think the we build data centers the same way that we built them before. Although you know the way to deliver it had really changed. Right? That's going to morph a service model and we're really now starting to see the hardware diverge right there actually. Silicon that we need to build or to address these use cases diverge. And so I think one of the things that is kind of the most interesting for me is really to think through how does intel in the future build silicon? That's that's built for clouds. You know, like on prem clouds. Edge clouds, hyper scale cloud but basically built for these new use cases that have emerged. So >>just kind of quick aside, I mean to me, the definition of cloud is changing. It's evolving. It used to be this set of remote services in a hyper scale data center. It's now, you know, that experience is coming on prem it's connecting across clouds. It's moving out to the edge, it's supporting, you know, all kinds of different workloads. How do you see that? It's evolving Cloud. >>Yeah, I think, I mean, there's the biggest difference to me is that sort of a cloud starts with this idea that the infrastructure operator and the tenant are separate, right? And that is actually has major architectural implications. I mean, just to, you know, this is a perfect analogy, but if I build a single family home, right, where everything is owned by one party, uh you know, I want to be able to walk from the kitchen to the living room pretty quickly, if that makes sense? Right, sorry. In my house here has actually open kitchen, it's the same room essentially. If you're building a hotel where your primary goal is to have guests, you pick a completely different architecture, right? The kitchen from from your restaurants where the cooks are busy preparing the food and the dining room where the guests are sitting there separate. Right? I mean, the hotel staff has a dedicated place to work and the guests have a dedicated places to mingle, but they don't overlap typically. I think it's the same thing with architecture in the clouds. Right? That's you know, initially the assumption was it's all one thing. And now suddenly we're starting to see, you know, like a much much cleaner separation of these different different areas. I think a second major influences that the type of workloads we're seeing. It's just evolving incredibly quickly. Right? I mean, you know, 10 years ago, you know, things were mostly monolithic today. You know, most new workloads are micro service base and that that has a huge impact in uh you know, where where CPU cycles are spent, you know, a way we need to put in accelerators, you know, how we how we build silicon for that too. Give you an idea, I mean there's some really good research out of google and facebook where they run numbers. For example, if you just take a a standard system and you run a micro service based application, written a micro service based architecture, you can spend anywhere from, I want to say 25 in some cases over 80% of your CPU cycles. Just an overhead. Right. And just on marshalling the marshaling the protocols and uh the encryption and decryption of the packets and your service match that sits in between all these things. So I created a huge amount of overhead so for us, 80% go into these, into these overhead functions. Really our focus suddenly needs to be uh how do we enable um, that kind of infrastructure? >>Yeah, So let's talk a little bit more about workloads if we can. I mean the overhead, there's also sort of as the software, as the data center becomes software defined, you know, thanks thanks to your good work at VM where there's a lot of cores that are supporting that software defined data center and then >>that's exactly right as >>well. You mentioned micro services, container based applications, but but as well, you know, aI is coming into play and what it is, you know, a i is this kind of amorphous, but it's really data oriented workloads versus kind of general purpose CRP and finance and HCM So those workloads are exploding and then we can maybe talk about the edge. How are you seeing the workload mix shift and how is intel playing there? >>Look, I think the trend you're talking about is definitely Right, Right. We're getting more and more data centric, you know, shifting the data around becomes a larger and larger part of the overall workload in the data center. Ai is getting a ton of attention. Right? It's look, if I talked to the most operators, aI is still emerging category. Right. I mean, we're seeing, I'd say five, maybe 10% percent of workloads being A. I. Um it's growing the very high value workloads right now, very challenging workloads. Um but you know, it's still a smaller part of the overall mix. Now, Edge edge is big and it's too big. It's big. And it's complicated because of the way I think about edges. It's not just one homogeneous market, it's really a collection of separate sub markets, right? It's very heterogeneous, you know, it runs on a variety of different hardware. All right. It can be everything from, you know, a little a little server that's families that's strapped to a phone, telephone pole with an antenna on top of, you know, to greater micro cell. Or it can be, you know, something that's running inside a car, Right. I mean, you know, uh, modern cars has a small little data center inside, it can be something that runs in the industrial factory floor, right. The network operators, there's a pretty broad range of verticals that all looks slightly different in, in their requirements. And uh, you know, and it's, I think it's really interesting, right? It's one of those areas that really creates opportunities for, for vendors like, like HPV right to, to, to really shine and and address this, this heterogeneity with a, with a broad range of solutions. Very excited to work together with them in that space. >>Yeah, I'm glad you brought HP into the discussion because we're here at HP discover I want to connect them. But so my question is, what's the role of the data center in this, this world of edge? How do you see it? >>Yeah. Look, I think in a sense, what the cloud revolution is doing is that it's showing us a leads to polarisation of a classic data into edge and clout. That makes sense. Right. It's splitting right before this was all mingled a little bit together. If my data centers in my basement anyways, you know what the edge, what's data says the same thing. Right? At the moment I'm moving some workloads in the clouds. I don't even know where they're running anymore than some other workloads that have to have a certain sense of locality. I need to keep closely. Right. And there's some workloads, you just just can't move into the cloud, right? I mean, there's uh if I'm generating a lot of time on the video data that I have to process, it's financially completely unattractive to shift all of that, you know, to, to essential location. I want to do this locally. Right? Will I ever connect my smoke detector with my sprinkler system via the cloud? No, I won't write just for if things go bad, right, they may not work anymore. So I need something that does this locally. So I think as many reasons, you know, why, why you want to keep something on, on premises And I think it's, I think it's a growing market, right? It's very exciting. You know, we're doing some some very good stuff with friends at hp. You know, the they have the pro line dl 1, 10, 10, 10 plus server with our latest third generation z johnson them uh, the open ran, you know, which is the radio access network for the telco space HP Edge Line service. Also, the third generation says it's a really nice products there that I think can really help addressing enterprises carriers, a number of different organizations. You know, these these alleged use cases, Can you >>explain you mentioned open randy rand. So we essentially think of that as kind of the software to find telco. >>Yeah, exactly. It's a software defined cellular. Right. I mean, actually, I learned a lot about that of the recent months, You know, when, when, when I was taking these classes at stanford, you know, these things were still dying down in analogue, Right. That basically a radio signal will be processed in a long way and, and digested. And today, typically the radio signal is immediately digitized and all the processing of the radio signal happens happens digitally and uh, you know, it happens on servers, right? Um, something HP servers and uh, you know, it's, it's a really interesting use case where we're basically now able to do something in a much, much more efficient way by moving it to a digital, more modern platform. And it turns out you can actually visualize these servers and, you know, run a number of different cells inside the same server. Right? It's really complicated because you have to have fantastic real time guarantees, very sophisticated software stack. But it's, it's really fascinating news case. >>You know, a lot of times we have these debates and it may be somewhat academic, but I'd love to get your thoughts on the debate is about, okay, how much data that that is, you know, processed and inferred at the edge is actually gonna come back to the cloud most of the day, is going to stay at the edge. A lot of it's not even gonna be persisted. And the counter to that is so that's sort of the negative for the data center. But the counter that is, they're gonna be so much data. Even a small percentage of all the data that we're going to create is going to create so much more data, you know, back in the cloud, back in the data center. What's your take on that? >>Look? I think there's different applications that are easier to do in certain places. Right? I mean, look, going to a large cloud has a couple of advantages. You have a very complete software ecosystem around you, you know, lots of different services. Um, you have four. If you need very specialized hardware. If I want to run a big learning task where something need 1000 machines. Right. And then this runs for a couple of days and then I don't need to do that for for another month or two. Right. For that is really great. There's on demand infrastructure, right? Having having all this capability up there, uh you know, at the same time it costs money to send the data up there, Right. If I just look at the hardware cost is much, much cheaper to to build myself, you know, in my own data center or in the edge. Um so I think we'll we'll see, you know, customers picking and choosing what they want to do. Where. Right. And and there's a role for both. Right. Absolutely. And so, you know, I think there's there's certain categories, I mean, at the end of the day, um, why do I absolutely need to have something at the edge? And there's a couple of, I think good, good use cases. I mean one is, let me ask you a few phrases, but I think it's three primary reasons. Right? Um, one is simply a bandwidth, Right? What I'm saying? Okay, my my video data, like I have have 100 and four K video cameras, you know, with 60 frames a second feet, there's no way I'm going to move into the cloud. It's just cost prohibitive. I have a hard time getting a line that allows you to do this right. Um, there might be latency, right. If I don't want to reliably react in a very short period of time, I can't do that in the cloud. I need to do this locally with me. Um, I can't even do this in my data center. This has to be very, very closely coupled. And then there's this idea of faith sharing, I think, you know, that if I want to make sure that if things go wrong right, uh, the system is still intact, right. You know, anything that's an emergency kind of backup, emergency type procedure, right? If things go wrong, I can't rely on there'll be a good internet connection, I need to handle things things locally. Like, you know, that's the smoke detector and sprinkler system. Right? And so for for, for all of these, right, there's good reasons why we need to move things close to the edge. So I think there'll be a creative tension between the two, Right? But both are huge markets and I think there's, there's great opportunities for, for hp ahead to uh, you know, to, to work on these two cases. >>Yeah, for sure. Top brand in that compute business. So before we wrap up today, you know, thinking about your, your role, I mean part of your role is the trend spotter. You're right, you gotta, you're, you're kind of driving innovation, riding, surfing the waves as you said, you know, skating to the park, all >>the all my perfect crystal ball right here, Yeah, got all the cliches. >>Right? Yes, yeah. Right foot's a little pressure on you. But so what are some of the things that you're overseeing that you're, you're looking towards in terms of innovation projects, particularly obviously in the data center space, what's really exciting you >>look, I mean there's a lot of them and I pretty much all the, you know, the interesting ideas I get from talking to customers, right? You talk to to the sophisticated customers, you try to understand the problems that are trying to solve that they cancel right now and that that gives you ideas to just to pick a couple. Right? I mean, one thing, what area I'm probably thinking about a lot is how can we built in a sense, better accelerators for the infrastructure functions. Right. So, so no matter if I run an edge cloud or I run a big public cloud, I want to find ways how I can, I can reduce the amount of CPU cycles I I spent on, you know, Microsoft's marshalling the marshaling service mesh, you know, storage acceleration and these things like that. Right? So clearly, if this is a large chunk of the overall uh cycle budget, right? We need to find ways to, to to shrink that right to to make this more efficient. Right? So that I think so this basically infrastructure function acceleration, it sounds probably as unsexy as any topic could sound, but I think this is actually really, really interesting area. One of the big levers we have right now in the data set. >>I would agree. I think that's actually really exciting because you actually can pick up a lot of the wasted cycles now and that's that drops right to the bottom line. But >>exactly. I mean it's you know, it's kind of funny. I mean we're still measuring so much with speck and rates of Cpus right performances like, well, They may actually make measuring the wrong thing, right? If 80% of the cycles of my upper spent an overhead right then the speed of the CPU doesn't matter as much. Right? It's other functions that end. So that's one um the second big one is memory is becoming a bigger and bigger issue. Right? And and it's it's memory cost because you know, memory prices, they used to have declined the same rate that, you know, our core counts and and and you know, Fox speeds increased. That's no longer the case. That we've run to some scaling limits there some physical scaling limits where memory prices are becoming stagnant and this is becoming a major pain point for everybody was building servers. Right. So I think we need to find ways how we can leverage memory more efficiently. Right, share memory more efficiently. We have some really cool ideas and in that space that we're working on. >>Yeah, let me just sorry to interrupt. But Pat hinted to that and your big announcement, I mean you talk about system on package I think is what he used to talk about what I call disaggregated memory and better sharing of that memory resource. And I mean that seems to be a clear benefit of value creation for the industry. >>Exactly, right. I mean, if this becomes a larger for our customers, this becomes a larger part of the overall cost, right? We want to help them address that issue. And you know, and then the third one is um, you know, we're seeing more and more data center operators effectively power limited. Right? So we need to reduce the overall power of systems or, you know, uh maybe to some degree, just figure out better ways of cooling these systems. But I think there's a there's a lot of innovation that can be done their right to both make these data centers more economical, but also to make them a little more green today, data centers have gotten big enough that if you look at the total amount of energy that we're spending in this world is mankind. Right. A chunk of that is going just to data centers. Right. And so if we're spending energy at that scale, right. I think we have to start thinking about how can we build data centers that are more energy officials? I'll do the same thing with less energy in the future. >>Well, thank you for for laying those out. I mean you guys have been long term partners with with HP and now of course H P E. I'm sure Gelsinger's really happy to have you on board Guido. I would be and thanks so much for coming on the cube. >>It's great to be here. Great to be at the HP show. Thanks >>For being with us for HP Discover 2021 the virtual version. You're watching the Cube, the leader in digital tech coverage. Right back.

>>mhm >>mm >>Hello and welcome back to HPD discovered 2021. My name is Dave Volonte and we're going to dig into H P E. Green Lake, we've heard a lot about this, we want to find out how real it is and test a little bit of how how can help solve your business problems. We also want to understand Green Lake relative to the competition. HPV was the first, as you probably know to declare it all in with an as a service model and virtually every major infrastructure player has now followed suit. So we want to hear from HP directly how it's different from the competition, where it's innovating and that means we're gonna poke a little bit of customer examples and how the partner ecosystem is adopting and responding to Green Lake and with me is the right person to do this is keith White, who is the senior Vice President General Manager of the Green Lake cloud services business unit at HP, keith, great to see you, thanks for coming back to the cube. >>Okay, fantastic to see you as always. So thanks so much for having me. >>Yeah, it's our pleasure. So look, we're hearing a lot leading up to discover and at this event about Green Lake you got momentum now, everybody's excited about it. What's driving demand? Where's the excitement coming from? >>No, it's a great question. And you know, the reality is customers are expecting this cloud experience, right? So they they've been using the public cloud, they've been engaging on that front and this cloud experience is really driven, a pretty high amount of customer expectations, make itself served, make it automated, make it easy to consume, only want to pay for what I'm using and then manage it all for me on the back end. But 60 to 70% of apps and data will stay on prem per Gardner and I D. C. And so give me that experience on prem. And so that's why I think Green Lake has gotten so much interest, so much positive growth and momentum is because we're bringing that cloud experience to our customers in their data center, in their Coehlo or at the edge and that's where they want to see it just as much. And so since the world is now hybrid, we have a fantastic solution for folks. >>So you, you were first in this game and so you took some arrows and I'm interested in how Green Lake has evolved, Take us through the journey maybe what were some of the bumps in the road that you had to overcome? Maybe how it compares with the competition. Maybe some of the things that they're going to have to go through as well to get to the point where you are. >>No, it's true. And you know, the great thing is HP as a company is really moving to be much more of a cloud services and software company. And you know, we're seeing this from our competition, as you mentioned, have followed suit. But in essence, you know, you have to move from just sort of providing lease type financing type scenarios for our customers into truly delivering that cloud experience. And that's what's been so exciting over this last year is we've gone from just the basic cloud services, compute storage, networking and VMS to really providing containers as a service, bare metal as a service. Uh, machine learning ops, S. A P V. D I. You know, we've now created a set of workloads and as you heard it discover we're now delivering industry solutions, so electronic medical records for hospitals or high delivery payment transaction processing for, for financial, so that the challenge of moving from just sort of leasing basic capabilities to a true cloud experience that again pay as I go, fully automated self serve, all managed for me has really been a challenge and it's exciting, it's exciting to see customers jump on and really sort of lean in and see the business value that comes from having that level of solution >>keith, am I correct in that pretty much every large tech company has a services arm and they could, they could sort of brute force, some kind of cloud like experience and that's kind of what people have done historically the layer in a financial like leasing financial as you said and and but every situation was unique, it was kind of a snowflake if you will and you guys are probably there a few years ago as well and so I'm interested in sort of how you evolved beyond that. Was it a mindset was a technology, was it sort of cultural? You know, it came from the top as well, but maybe you could describe that a little bit. >>Yeah, the ship comes from our customers because what's happening is customers no longer trying to buy component parts. They're saying it's really about Tesla's like, hey, I want you to deliver this for me. In essence, we're running the data center for them now. We're running their machine learning operations environment for them. Now, you know, we're migrating their mainframe over now. And so what's happening is these sls are really, what matters to customers like that? It's not so much about, hey, what are the speeds and feeds and this and that? And so yes, you can sort of brute force that piece of it. But what you really are having to do is create this deep partnership and relationship with your customer to truly understand their business challenges and then provide them with that capability. Now I think the things that's exciting is yes, the public cloud gives you some some significant benefits for certain workloads and certain capabilities. But what we're hearing from customers is hey, I want to have much more control over my data center. I want to ensure that it has the security required. I want to make sure that I can make the adjustments necessary and so you're doing all that at a lower cost with open platform that I can use a variety of tools and other applications just makes it that much more powerful. So I think that's what we're seeing is we're getting into what our customers really requiring and then you know the most interesting thing is how do you make it work with my entire environment because I am running Azure and I am running A W. S. And I am running google and I'm running some other things. And so how does this cloud really helped me bring all those together to really govern that hybrid estate? And that's where I think Green Lake has really shine. >>So it kind of part of the secret sauce is automation because you've got to be, you still have, you have to be competitive, you know, at least within reason to cloud cost, sometimes it's going to be less expensive, maybe sometimes it can be more expensive. You've got some advantages in certain cases where, you know, there's government governance things and and you know, we don't have to go through all that, but there's the automation but you've got to be profitable at this too. So there's the automation, there's the tooling, there's the openness. So, so that was really a key part of it. Is it not that sort of automating? >>That's right. Automation is key as is really understanding what that customer environment is and optimizing for that piece of it. And so as you heard, we're really excited to announce our Green Lake Lighthouse, which is really providing workload optimized systems that are fully managed for them that provide that capability to run multiple workloads for that customer. But at the same time, to your point, there's a lot of charges that happened on the public cloud side. So, you know, data is the new, you know, gold if you will right, everyone's trying to monetize their data, trying to use it to make decisions and really understand what's happening across their environment and in the cloud. You know, if you put it up in the cloud, you have to pay to get it out. The egress charges can be significant and it's also a bit slower at times because of the latency that happens across that that that connection. And so we are now in a situation where we're seeing a lot of customers that are really trying to analyze their data, leveraging our HPC systems, leveraging our machine learning operation systems in order to really get that data happening, Getting the dancers out much, much faster and a much lower cost than what it would cost them to do that in the cloud. >>So you have some experience at this now. I wonder if we could dig into the customers how customers are using Green Lake. Maybe you can give some examples of success. >>Yeah. Yeah, no. You know it's exciting because you know first off everyone's looking at their digital transformation and that means something different for every single customer, so really understanding what they're trying to do from a transformation standpoint and then saying, okay, well how can we bring a solution to help accelerate that? To help be uh, you know, more connected to your customers to help improve your product delivery. We went to Lyondellbasell for example, one of the largest manufacturers in the world. And you know, they said, hey look, we don't want to run our data center anymore. Most most customers are trying to get out of the data center management business and they're saying, hey, run this for me, uh let me free up resources to go focus on things that really can drive additional value for our customers instead of keeping the lights on patching, blah blah blah. So we have taken their entire environment and moved it to a Coehlo and we're managing it now for them. And so in essence we freed up not just a ton of resources, but they have also been able to drop their carbon footprint, which is also this whole sustainability push is significant as well. And then you look at a customer like care stream, one of the largest medical diagnostic companies in the world, saying hey we gotta be able to allow our doctors to be able to um analyze and diagnose things much much faster through our X ray systems and through our diagnostic machines. And so they have implemented our machine learning operations scenario to dramatically speed up those types of capabilities. So as you go down the list and you start to see these customers really um leveraging technology to meet that digital transformation, saving costs, moving their business forward, creating new business models. It's just, it's really exciting. >>What about partners keith? How how have they responded? I mean, on the one hand, you know, that's great opportunities for them, you know, they're they're transforming their own business model. On the other hand, you know, maybe they were comfortable with the old model, they got a big house, nice, nice boat, you >>know? >>But how are they changing their their their business and how are they leaning in >>similar to what we're seeing? The opportunity for partners is dramatic, right? Because what happens is you have to have a very different relationship with your customer to truly understand their digital transformation. Their business challenges the problems that they're having to address. And so where we're seeing partners really, really sort of the opportunity is where there's the services and that sort of deeper relationship piece of it. So in essence, it's creating much more opportunity because the white spaces dramatic we're seeing, I want to say it's in the 30 to $40 billion worth of market opportunity as we move into an as a service on prem world. So they're seeing that opportunity. They're seeing the ability to add services on top of that and deepen the relationship with our customers. And you know, it's it's from my SVS. We're working closely with S. A. P. For example, to deliver their new rise private cloud customer edition. We're working closely with loosest, for example, who is doing a lot of payment processing type scenarios Nutanix and their database as a service scenario and Splunk because again, we went back to the data piece and these guys are doing so much big data type implementations for risk analytics and and regulatory type scenarios. It's just significant. And so because there's such a push to keep things on prem to have the security to reduce the latency to get rid of the egress charges and everything else. There's just a significant white space for both our partners and then from our distributors and resellers, they're getting to change their business model again, to get much deeper in that relationship with our customers >>to be Green Lake is, I mean it's H. P. E. As a service, it's your platform. And so I wonder if you can think about how you're thinking about uh, share with us, How you think about platform innovation? Um, you've got the pricing model, you know, flex up, flex down. Is there other technology we should know about and other things that are going to move you forward in this battle for the next great hybrid cloud and edge platform? >>Yeah, it's a great push because if you think about it, we are Green Lake is the edge to cloud platform And in essence because we have such a strong edge capability with the arab acquisition we made a few years back. That's really significant momentum with the Silver Peak acquisition to give us SD when you've got that edge connectivity all the way up to our high performance computing. And so you'll see us deliver high performance computing as a service. We're announcing that here at discover um you'll see us announced, you know, machine learning ops I mentioned ASAP, but also a virtual desktops. I think the pandemic has brought a lot more work from home type scenarios and customers really want to have that secure desktop. And so, working with partners like Citrix and Nutanix and and VM ware and Crew were able to provide that again, unique scenario for our customers. And so, um, yeah, the innovation is going to keep coming. You know, I mentioned bare metal as a service because many people are starting to really leverage the metal that's out there. You're seeing us also engaged with folks like intel on our silicon on demand. So this is a really exciting technology because what it allows us to do is turn on cores when we need them. So hey, I need additional capacity. I need some power. Let's turn on some cores. But then I turn off those cores when I'm not using them. You go to a software core based software pricing model, like an oracle or a sequel server. I'm saving dramatic cost now because I don't have to pay for all the cores that are on the system. I'm only paying the licenses for the ones that I use. And so that should bring dramatic cost savings to our customers as well. So we're looking from the silicon all the way up. Uh you know, you hear us talk about project Aurora, which is our security capability. We're looking at the silicon level, but we're also looking at the the container and bare metal and then obviously the workloads in the industry solution. So we're sprinting forward. We're listening to our customers were taking their feedback. We're seeing what they're prioritizing and because we have that tight relationship with them as we help move them to the direction they want to go, it's giving us a ton of fantastic inside information for what really matters. >>Right, Thank you for that. So, I want to ask you about data. A lot of organizations are kind of rethinking their ideal data architecture, their organization. They're they're they're seeing the amount of data that is potentially going to be created at the edge, thinking about ai inference and influencing at the edge and maybe reimagining their data organization in this age of insight. I wonder how Green Lake fits into that. How are you thinking about the new era of data and specifically Green Lakes role? >>Yeah, you mentioned the age of insights and and it really is right. So we've moved sort of as the next phase of digital transformation is basically saying, hey look, I've got all this data. I've got to first get my arms around my data estate because in essence it's in all these different pockets around. And so Green Lake gives you that ability to really get that data estate established. Then I want to take and get the answers in the analytics out of it. And then I want to monetize that data either out to my customer set or out to my industry or out to other scenarios as well. And so as we start to deliver our develops capability, our ai and analytics capabilities through HPC. And it's an open platform. So it allows data scientists to easy boot up easily boot up a cluster with which to do their models and their training and their algorithms. But we can also then use and Estancia at that into the business decisions that our customers are trying to make again without the significant cost that they're seeing on that on the public cloud side and in a very secure way because they have the data exactly where they need it. You'll see us continue to do sort of disaster recovery and data protection and those types of scenarios both with our partners and from H P E. So it's exciting to just understand that now you're going to have the tools and resources so you can actually focus on those business outcomes versus how do I protect the data? Where do I start, how do I get my model set up, etcetera. All that becomes automated and self service. You mentioned earlier >>When you talk to customers Keith one of the big sort of challenges that you're addressing. What's the typical, there was no typical but the but the real nuts that they're trying to crack is it financial? We want to move from Capex to opec's is that hey we want this cloud model but we can't do it in the public cloud for a variety of reasons, edicts, organization leaders or we want to modernize our our state. What are the real sort of sticking points that you're addressing with Green Lake? >>Yeah, I think it's threefold and you sort of touched on those. So one is, it really does start with modernization. Hey, you know, we've got to take costs out of the equation. We've got to reduce our carbon footprint. We've got to automate these things because we have limited resources and how do we maximize the ones that we have? And so I mentioned earlier, getting out of the data center, modernizing our apps, really monetizing our data. So I think that's number one. Number two is what you said as well, which is, hey look, I don't need to have all these capital assets. I don't want to be in charge of managing all all these assets. I just want the capability and so being able to sell them that service that says, hey, we can, we can do X number of desktops for your V. D. I. We can run your S. A. P. Environment or we can make sure that you have the, the analytics structure set up to be able to run your models that becomes super compelling and it frees up a lot of resources in cash on that front as well. And then I think the third thing is what you said, which is the world is hybrid. And so I need to find out what's going to run best in my on prem environment and what's going to run best up in the cloud. And I want to be able to optimize that so that I'm not wasting costs in one place or the other, and I want to be able to govern and govern that holistically. So I have the ability to see what's happening end to end across that so I can manage my business most effectively. So I think those are the three big things that people are really excited about with Green Lake as they enable those things. Um and you know, the reality is that it also means that they have a new partner to help them really think through how can they move forward? So it's not them by themselves. Uh It's really in a one plus one equals three type scenario and then you bring the ecosystem in and now you've got, you know, things working really well. So, >>so big enterprise tech, it's like, it's like the NFL is a sort of a copycat league. And so what, you know what I'm saying? But you guys all got >>big, yeah, >>you've got great resources, hey, this West Coast office exactly is gonna work. We're gonna get a short passing game going. And so that happened. So I feel like, okay, you've raised the bar now on as a service and that's gonna become table stakes. Um you know, it's got a lot of work to get there. I know, and it's a it's a journey, but but when you think about the future uh for H. P. E. Uh what's exciting you the most? >>I think what's exciting me the most is this the reaction that we're seeing with customers because in essence it gets them out of the bits and bytes and speeds and feeds and you know, um >>you >>know, component goo and really gets into business value, business outcomes sls and, and that's what they're looking for because what they're trying to do is break out of, you know that day to day and be able to really focus on the future and where they're going. So I think that's one, I think the second big thing is as you see all these things come together, um you know, we're able to basically provide customers with, I would say a mindset that's like, hey, I can do this holistically, but I can always pick and choose the best that I want and if I ramp up, I have capacity. If I ramp down, I don't have to pay for first scenarios. And so I'm getting the best of both worlds across that piece of it. And then third is I mentioned it earlier. But this whole relationship thing is so important because you know, this isn't about technology anymore. As much as it it is about what's the value that you're going to get out of that technology. And how does that help us move the company and the world forward? Like I love the fact that H. P. E. Was so involved in this pandemic. >>You know, >>with our systems were able to actually uh to run a set of of algorithms and analysis on how to, you know, find a vaccine on how to how to address the things that are going forward. You've seen us now up in space and as we, we broaden our frontier and so as a company you're seeing technology turned into things that are truly helping the world go forward. I think that's exciting as well. >>Yeah. Space. It's like the ultimate edge. >>I >>like you said to me if I take it, it's not not about ports and Mick, nips and gigabytes anymore. It's about the outcome. You mentioned before the S L. A. Um, you know, the thing about, you know, think about virtual, it's great. We have to get in the plane. Its downside. We all know we can't hang out, you know, afterwards, you know, have a drink or you know, chit chat about what's going on in the world, but we can't reach a lot more people. But the other downside of virtual is, you know, you don't have the hallway track. It's not like, hey, did you check out that, that demo on IOT? It's really cool. Where is that? So give us the hallway track. How can folks learn more about discover where would you direct folks? >>You bet. You know, I'm doing a full spot. Obviously let me start with at the top right Antonio Neri our ceo he's going to lay out the whole strategy and then I'll have a spotlight. It's about a 30 minute deep dive on all of these things that that you and I just talked about and then we've got a bunch of breakout sessions were doing some with our partners like Nutanix and others, um, Microsoft as well as we talk about, we didn't really touch on that, but you know, we have a strong partnership with the hyper scholars with Microsoft and with others because in essence customers are expecting an integrated solution that's hybrid. And so, you know, we're showcasing all of that with the with the discover breakouts as well and they're available on demand. We have a huge opportunity with respect to that, so really excited and you know, frankly we're here to help, like I hope people understand this is our opportunity to help you be successful and so please know that our ears are wide open to hear what the challenges are and we're ready to help customers as they needed. >>I'm glad you mentioned the partnership with Microsoft and other hyper skills. I feel like keith, the the Hyper scale is giving us a gift. They've spent last year they spent over $100 billion on Capex build out. That is like, it's like the internet. Thank you. >>Now we're gonna build on >>top of it, we're gonna build an abstraction layer that hides all that underlying complexity. We're gonna connect things and and that's really your job. That's really kind of what you're bringing to the table I think with Green Lake and some of these innovations. So >>I really >>appreciate it. Go ahead please. >>I appreciate the time as well. It's always a pleasure and it's always exciting to get a chance to share with you and and as always, any time you don't want me back, I'm happy to happy to join. Alright, >>would love to do that. So appreciate that. And thank you for spending some time with us. Stay tuned for more great coverage from HPD discovered 21 everything is available on demand as well as the that is the other good thing about virtually go back and watch all this content. This is Dave Volonte for the cube the leader in enterprise tech coverage. Be right back

>>mm >>Welcome back to HPD discovered 2021. The virtual version of the show. My name is Dave valentin. You're watching the cube we're here with David Harvey is the vice president of strategic alliances at VM. David. Good to see you. How you doing? >>I'm well thanks David yourself you've been good, >>yep. Doing great thank you. Hey you've heard the term follow the money, we're gonna follow the data. How >>about right >>So HP and wien you're celebrating a 10 year milestone in your alliance. That's a lot of good parties at at the HP discover shows. And uh of course we miss miss being face to face this year but next year we'll be back rocket but uh talk a little bit about what that milestone means to you. >>Yeah Thanks. Dave. And you're right. It is a milestone. I mean when you look at alliances or partnerships overall, it's crazy that you can maintain this depth of partnership is depth of relationship and this success for 10 years. I mean H. P. Was our number one alliance that we started working with when we started being X Number of years ago. Um and the reason for that was that we really came together from the very start with a philosophy about the approach we wanted to provide to the customer and also the synergy of technology. Um and 10 years is a long time. I mean how many alliances that you've seen in the industry Um that have managed to maintain for 10 years and we're stronger than ever as we come into this point and that's amazing. So from that point of view we're really excited for this 10 year milestone. We're really pleased that the investment from both sides as maintained and grown through that time period. Um And as you said it's a shame we're not doing this in person but this is a great event for us and that's why we're so proud to be top sponsor this year and supporting the charge for this government. >>Well, congratulations on that milestone immunity. So often when I talk to folks that are in your role, they'll complain and yeah, we do it. We have a lot of numbers, but not a lot of hard y and not a lot of fruitful partnerships and they'll do barney deals. I love you, you love me, you will do a press release but it's not driving and I happen to know that the HPV in relationship is very productive and I think, you know, one of the key moves when when HP split itself into it took its competitive data protective product that sold that off and then that just opened up a whole new opportunity for the relationships. It was a game changer. So but looking back, what do you think was the meaningful sort of investment that the alliance has really made together? >>Yeah, great question. And it's a really cheesy answer, but it's it's one of those very rare scenarios, where is the truth and his death? You know, the depth of discussion from the very start was really what built that foundation, We were the launch back up part of the three part, um, and every release team has done since then has had a key HP component to it. And more importantly, as you said as HP has evolved through that period, the divestiture and the overall movement of their portfolio. We've continued to listen to each other on what is important to both parties. But while that's great from the relationship and the alliance, the one thing that's never changed is the response of the customer to saying, not only have you integrated together on technology, you've unified your message, you provide a supply chain that is meaningful to my business by simplifying and providing value and you continue to evolve. You continue to adjust and move as you've gone through the time period in our needs have changed. I mean we started with servers, we worked with storage, we're with green labour? S moral like all across that portfolio. We found a way to continue to listen to each other and what's important and that's been killed. >>So what are the waves that you're you're surfing here, You put on the binoculars and look forward what are going to be the most important areas that you guys invest in and focus on in the future? >>Yeah. Great question. I mean we're focused on three things for the for the medium to short term here and looking at there is rapidly recovering your data. You know, the news at the moment is exploding related to issues companies are having, which is so unfortunate and recovering data quickly. It's an economic component is not just about the ability to do it fast, it's about the fact that the quicker you bring data back in this circumstance where you have to, the better it is for your bottom line. We also simplify that data protection. And the reason for that is that if you look at the diversity of the portfolio, HP has you want unification regardless of what products you're buying from HP, you want to make sure that you're working with solutions that work with all of those different parts of it. As I mentioned, service storage as moral Green Lake et cetera. And so that simplification of data protection is huge. And finally it's getting your data protection as a service. We've been working with Green Lake for a good number of years now and it's one of the fastest growing areas of our partnership. But if you bring those three things together, the customers are deciding that modern data protection needs, that they have, they're looking at the hybrid world, they're looking at all parts of the portfolio from the thought leaders, they work with specifically HP and they're wanting to make sure that they've got that unification moving forward and that whatever decisions they make with the infrastructure, the underlying protection of their data continues to be a core component that they can evolve with as they move their needs forward. >>We'll talk about that speedy recovery. There's so much in the news today, we're seeing all this, all this ransomware. I mean it's bringing down organizations, it's affecting supply chains all over the world very concerning. And there's two dimensions here. One is the speed to recover. We can all relate when, you know, when your laptop freezes like, oh, I gotta reboot and it takes five minutes and you're frustrated. Imagine your whole business, you know, it takes half a day to recover. That's huge. The other dimension, of course, is how much data you you lose in that recovery and you try to compress that RP. Oh right. Is as tight as possible. And that's the other sort of value that that customers look for from a combination of HPV and VM. So, but I want to ask you, so we're here at HP covering HP discover you can't talk about hB without getting a kool aid injection of Green Lake and as a service. And how are you guys sort of addressing those as a service needs for today's customers? >>Yeah, it's a great question. And by the way kudos, you can be a salesperson force with our pos and all those keywords. I love it. But what I would say overall is that when you look at the changing way customers are spending, um it depends on where they're structuring their financial desires, whether it's the Capex world, the optics world etcetera. And Green Led by its nature allows you to look at having the control of a physical component. But having the economic structure of in some respects pay as you go when you look at it in that component. And so you're avoiding that capital investment concern. But you're getting the power and the strength of the management component as well. And that's what's really important. I mean when you look at overall movement, Yes, you did a really interesting report recently and they're saying that spending on data center protection is going to grow 50% this year in 2021. Looking at improving that level of key component for their data centers as they go through that modernization. And so from that point of view, what we're seeing and this is applicable for HP more than anybody else. Is that the speed that they came out with the Green Lake a number of years ago allowed customers, especially the big enterprises, we're having a massive amount of success together, enabled them to decide the economic buying model that they wanted and to combine that with the best of breed service and management and control. So from our point of view, you know, that's something we've been investing within a long period of time now, not only on the solutions but also on how we go to market together. Our field team is working very closely with their field team within Green Lake to be there so that the customer can utilize it as a tool and not feel like they're having a different conversation because we're so baked in with the rest of the organization. So from our point of view, Green Lake is key to how things are moving forward and other things that the storage departments doing as well as they look at some of their new ways with their announcements we've, they've recently made with buying down on demand and new products they're having. So it's allowing the customer to have that choice and from us, it forms a core component of how we're working together. However you decide you want to consume the HP portfolio. You should have the ability for us to seamlessly work with it. And to your point, that's why that growth rate on our oi but more importantly on the revenue and the amount of growth of our customers year over year have really embraced that synchronization together. >>David, I think of your thoughts on containers. Generally I want to I want to talk about the cast and acquisition specifically but I want to ask about it in the context of the two things. One is just kind of the overall where you see that going and and how you're working with H. P. E. On that. But the other is as it relates to two of the most vexing problems for I. T. Folks in the past have been been security and data protection and their their their adjacency is you're not a security company but it's a kind of a cousin if you will. And and both of those areas have always been an afterthought after you get snake bitten, you close the barn door kind of thing and it's a bolt on. Okay. I got my application it's all hard and I got my database and ready to go, oh hey how do we back this thing up as an afterthought when I think containers and and and I think kubernetes I think developers I think infrastructure as code and now you're designing in security and data protection focusing on the ladder obviously. How does the cast and acquisition and what H. P. S doing on containers fit into that context and how do you see it evolving overall? >>Yeah that's a great question and there's two pastoring. I mean if you look at the way that HP moves to market and you look at the themes and the focus they've had now for the last three plus years with regard to that data center transformation and the movement and modernization of it. This has been a part of it But as you exactly said, this is a new type of context point has come in. Obviously we acquired casting as you alluded to early in 2020 because for us we absolutely believe that this is a core component righty. And you raised the point perfectly there Dave it used to be a component after you're snakebit, it's not today. I mean you alluded to it with regard to what's going on in the news over the last few weeks or so. It's nowhere near an afterthought Now it's a component that's built in from the start and that's why when you look at some of those studies about the spend in this area overall it isn't an afterthought anymore but I agree with you, it was when you look back a number of years and so for us casting build a very key area of our portfolio but it also allowed us with HP to double down on another area of investment for themselves. Esmeralda is a key play for HP moving forward. You can get casting on the Admiral marketplace and that's another example, as I was saying, it doesn't matter how you keep evolving your relationship with HP, how you keep drawing down from the portfolio, you want to make sure that the data protection, you've got the simplified data protection across all of these areas, is there from the start? And what we're finding is with Greenfield sites, with new applications with new deployments where containers kubernetes really comes into play. They are looking to buy it together at the start so that they can focus on learning, acquiring deploying and really maximizing the benefit of kubernetes and not worry about that snakebite component you talked about. So for us, you know, it supports our portfolio and it allows us to stay with HP as they continue to evolve their strategy. >>That SG Stat of 50% growth in data protection is pretty amazing and it's funny, I think back to the insight acquisition uh VM and you know, conventional wisdom would have said, oh wow, what a bummer. They bought this thing right before a global pandemic in an economic downturn. It's but in this, in your businesses like real estate with pre pandemic post pandemic evaluation should be skyrocketing is as a function of of the heightened focus on digital and security and data protection. So it's really an exciting time. Um if I were to ask you this question 10 years ago where where HP envy emceeing joint success in the marketplace? It would have been, well of course, virtualization, it's all the >>rage. Where >>are you seeing success today? >>And that's a great question and it's interesting you talk about it with the pandemic. I'll be honest, the last recession us that I was in the digital messaging market and at that point when economies get tight, everybody invest in cheaper types of marketing, which is digital messaging. Now we've got a pandemic and guess what, everybody is looking at this area of the market again with protection. And I think to your point, it's a great Russian. What we're finding is the word hybrid and it's it's a well overplayed term, but it's reality of the scenario. You know, we came through and started our journey of being here in the virtual world, but we moved into the physical and that's where we've been having so much success with HP as well. And now as we move towards that cloud world, um and to a degree, the application world with office 365 etcetera, what you're seeing is that hybrid need. We're seeing that the large enterprises that have relied on HP for so many years are also looking for that ubiquitous data protection layer. And because we have it so well baked into all the different parts of the portfolio, it's a seamless ability to just continue to exp fan utilization of the portfolio. So from our point of view, we're seeing fantastic against bright success. We're seeing it in some of these verticals like medical, like financial, the big corcoran pillars of society is related to the economic and industrial models. We're seeing those areas come on board, but we're also seeing people look at what I would classify as some of the Greenfield projects and that's a different viewpoint because if you look back at the history of HP as well, they were fantastic provider for the foundation of the core business. Now, what we're finding is that coming to HP envy and saying, hey, new areas Greenfield want to start fresh with a new approach, less of the legacy concern I've had before. How can we look at these new projects I'm working on. So we're seeing in the enterprise, we're seeing in what I would classify as traditional type of verticals and now we're starting to see that acceleration in some of these Greenfield projects, which is key. And that's something we've really, really enjoyed. And last part I'd say on that one as well is from a geographic basis. We are seeing all of our regions come up. Um, and the reason why that's important is sometimes you see alliances that have success in one market or one area, We're seeing the year over year growth in a mere be faster than we've ever seen. We're seeing are America's growth growth year over year and Asia is continuing to explode for us together. And so from that point of view, I think what that's telling us is that the customers resonate on what we're producing together. And so from that point of view, we're very ubiquitous in our level of value to customers and we're hoping to carry that on moving forward. >>Well, it's two trusted brands. Obviously, you know, the Hewlett Packard enterprise name and that stands out and is no longer start up with a funny name is >>you're proven >>In the marketplace, you just had a major release. I think it was V- 11. I'm not great the greatest products but um, earlier this year, wondering how that impacted the alliance? Was that fit? >>Yeah. Great question. And to your point, some people still have trouble with the name, but overall you're right, we do tend to find that we're in a good spot nowadays with regards to recognition and I D. C. Just released some fantastic statistics on growth and another record breaking year for being both from the sequential growth and the year over year growth for the second half of 2020. Moving us up into the number two position for the first time, which again, is a testament to the success were also having with HP and when you look at what happened on V 11, because as I mentioned at the start of this discussion, every one of our major releases has had HPV baked into it. And V 11 was a big release for us. There was a lot of pent up development work we were trying to get done and what we focused on with this again, especially for the enterprise, was looking at the HP portfolio and looking at faster speeds, faster speeds, have an economic value. We increased our speed and performance with HP primera, we increase it with HP nimble. We also made a really significant when we're working with HP store. Once we did a lot of evolution on that for a huge space savings, which together really values the customer and then finally where we've also found the customers asked for a lot of development from us together is consolidated with an all in one backup type of approach with the HP Apollo series. So from that point of view, we focused on the experience of the customer because the integrations are so solid. We're now fine tuning to increase that ri for the customer and V 11 was a big component of that, what I >>love about Wien David. So I used to be an I. D. C. For years and you just mentioned that the study that came out and you're number two and >>I've been talking a lot of your >>executives recently, you've, you've, you've thrown out that stand a lot number two. Number two. But, but when I was in to see everybody wanted to be number one at something, so you could say, oh, hey, we're number one backup company with the green logo. Hey, we're number one, >>but you're not >>doing that. And I'm joking about the green logo, but you actually are the number one. I think I'm correct in saying this, the number one pure play and back up in data protection and you don't, you don't stand up on that mantle. And I was asking some executives why? And you're like, well, no, because we want to be number one, that's what, that's our objective. You know, we're not gonna claim number one now until we get to number one and we'll claim real number one. So I like that about you guys. You, you set the mark the mark high. But so I love that. Um, >>I appreciate it. Yeah. How should >>people be thinking about the future of your relationship with HP the rest of this year and beyond? >>Yeah, great question. And I do really do appreciate that comment because it's an easy one to sort of pick up on it. And it comes down to the attitude. It comes down to our attitude with regards to there's nothing wrong with fight. There's nothing wrong with making sure you continue to have a north star that you never want to stop getting too. And I think that's a testament to the development of the products and, and overall our attitude to working in the field and working with our alliances. And when you look about, when you ask the question, excuse me. Dave about, you know, where do we see the HP envy moving forward, consistency, consistency is key for us for 10 years. We've been consistent in providing value And we want to continue doing that for another 10 years moving forward. And as we evolve our portfolio and you look at our Act two and as you talked about some of the things you talk to are the executives about. When you look at, we're moving forward, we're doing that in conjunction and we believe as you move forward with regards to some of the things HPR Do we want that consistency of integration? We want that consistency of experience to the customer. We want that consistency of listening and developing our engineering resources together to address that need. And again, it sounds like a really obvious answer and it is, but the difference on the back of this one, to be honest with you, Davis, we proved this again and again and again. And as you look at the Truman data protection solution and you do it in conjunction with HP, it's one of those things where we're so proud to make sure we keep working hard together and pushing each other to be better for our customers, that we're really excited about how it moves forwards. Were also, and again, we're not going into any juicy secrets here, but I wouldn't be surprised if V 12 that comes here in the, in the future also has another little nice street related to HPV as well. So from that point of view, um, you should have consistency, you should have trust and you should be excited about the fact that the investment and the joint alliance is stronger than it's ever been. >>Well, you guys are setting the marks, uh, certainly the competitive landscape gets tougher and tougher, but you guys are, are leading, you're moving fast, you get a great product to move at the speed, the speed you're, you are and growing at the pace you are for a billion dollar company is impressive. So congratulations on that and you're not done yet. So thanks >>for, thanks for that. We're excited about discover here. This is again, another, I think this is almost the ninth plus year. We've been been a strong sponsor of it. We're excited about H. P. S future as well here together. Um, and hey, we do this together. So we're great to see it moving forward, >>David, Great to see you again. Thanks so much. >>Thanks so much. Dave as always appreciate the time. >>Thank you for being with us. For HP. You discover 2021, the virtual edition. You're watching the Cube, the leader in digital tech coverage. >>Mm.

(soft music) >> Welcome back to HPE Discover 2021, the virtual version, my name is Dave Vellante and you're watching theCUBE and we're here with Guido Appenzeller, who is the CTO of the Data Platforms Group at Intel. Guido, welcome to theCUBE, come on in. >> Aww, thanks Dave, I appreciate it. It's great to be here today. >> So I'm interested in your role at the company, let's talk about that, you're brand new, tell us a little bit about your background. What attracted you to Intel and what's your role here? >> Yeah, so I'm, I grew up with the startup ecosystem of Silicon Valley, I came from my PhD and never left. And, built software companies, worked at software companies worked at VMware for a little bit. And I think my initial reaction when the Intel recruiter called me, was like, Hey you got the wrong phone number, I'm a software guy, that's probably not who you're looking for. And, but we had a good conversation but I think at Intel, there's a realization that you need to look at what Intel builds more as this overall system from an overall systems perspective. That the software stack and then the hardware components are all getting more and more intricately linked and, you need the software to basically bridge across the different hardware components that Intel is building. So again, I was the CTO for the Data Platforms Group, so that builds the data center products here at Intel. And it's a really exciting job. And these are exciting times at Intel, with Pat, I've got a fantastic CEO at the helm. I've worked with him before at VMware. So a lot of things to do but I think a very exciting future. >> Well, I mean the, the data centers the wheelhouse of Intel, of course your ascendancy was a function of the PCs and the great volume and how you change that industry but really data centers is where, I remember the days people said, Intel will never be at the data center, it's just the toy. And of course, you're dominant player there now. So your initial focus here is really defining the vision and I'd be interested in your thoughts on the future what the data center looks like in the future where you see Intel playing a role, what are you seeing as the big trends there? Pat Gelsinger talks about the waves, he says, if you don't ride the waves you're going to end up being driftwood. So what are the waves you're driving? What's different about the data center of the future? >> Yeah, that's right. You want to surf the waves, that's the way to do it. So look, I like to look at this and sort of in terms of major macro trends, And I think that the biggest thing that's happening in the market right now is the cloud revolution. And I think we're well halfway through or something like that. And this transition from the classic, client server type model, that way with enterprises running all data centers to more of a cloud model where something is run by hyperscale operators or maybe run by an enterprise themselves of (indistinct) there's a variety of different models. but the provisioning models have changed. It's much more of a turnkey type service. And when we started out on this journey I think the, we built data centers the same way that we built them before. Although, the way to deliver IT have really changed, it's going through more of a service model and we really know starting to see the hardware diverge, the actual silicon that we need to build and how to address these use cases, diverge. And so I think one of the things that is probably most interesting for me is really to think through, how does Intel in the future build silicon that's built for clouds, like on-prem clouds, edge clouds, hyperscale clouds, but basically built for these new use cases that have emerged. >> So just a quick, kind of a quick aside, to me the definition of cloud is changing, it's evolving and it used to be this set of remote services in a hyperscale data center, it's now that experience is coming on-prem it's connecting across clouds, it's moving out to the edge it's supporting, all kinds of different workloads. How do you see that sort of evolving cloud? >> Yeah, I think, there's the biggest difference to me is that sort of a cloud starts with this idea that the infrastructure operator and the tenant are separate. And that is actually has major architectural implications, it just, this is a perfect analogy, but if I build a single family home, where everything is owned by one party, I want to be able to walk from the kitchen to the living room pretty quickly, if that makes sense. So, in my house here is actually the open kitchen, it's the same room, essentially. If you're building a hotel where your primary goal is to have guests, you pick a completely different architecture. The kitchen from your restaurants where the cooks are busy preparing the food and the dining room, where the guests are sitting, they are separate. The hotel staff has a dedicated place to work and the guests have a dedicated places to mingle but they don't overlap, typically. I think it's the same thing with architecture in the clouds. So, initially the assumption was it's all one thing and now suddenly we're starting to see like a much cleaner separation of these different areas. I think a second major influence is that the type of workloads we're seeing it's just evolving incredibly quickly, 10 years ago, things were mostly monolithic, today most new workloads are microservice based, and that has a huge impact in where CPU cycles are spent, where we need to put an accelerators, how we build silicon for that to give you an idea, there's some really good research out of Google and Facebook where they run numbers. And for example, if you just take a standard system and you run a microservice based an application but in the microservice-based architecture you can spend anywhere from I want to say 25 in some cases, over 80% of your CPU cycles just on overhead, and just on, marshaling demarshaling the protocols and the encryption and decryption of the packets and your service mesh that sits in between all of these things, that created a huge amount of overhead. So for us might have 80% go into these overhead functions really all focus on this needs to be on how do we enable that kind of infrastructure? >> Yeah, so let's talk a little bit more about workloads if we can, the overhead there's also sort of, as the software as the data center becomes software defined thanks to your good work at VMware, it is a lot of cores that are supporting that software-defined data center. And then- >> It's at VMware, yeah. >> And as well, you mentioned microservices container-based applications, but as well, AI is coming into play. And what is, AI is just kind of amorphous but it's really data-oriented workloads versus kind of general purpose ERP and finance and HCM. So those workloads are exploding, and then we can maybe talk about the edge. How are you seeing the workload mix shift and how is Intel playing there? >> I think the trends you're talking about is definitely right, and we're getting more and more data centric, shifting the data around becomes a larger and larger part of the overall workload in the data center. And AI is getting a ton of attention. Look if I talk to the most operators AI is still an emerging category. We're seeing, I'd say five, maybe 10% percent of workloads being AI is growing, they're very high value workloads. And they're very challenging workloads, but it's still a smaller part of the overall mix. Now edge is big and edge is two things, it's big and it's complicated because of the way I think about edge is it's not just one homogeneous market, it's really a collection of separate sub markets It's, very heterogeneous, it runs on a variety of different hardware. Edge can be everything from a little server, that's fanless, it's strapped to a phone, a telephone pole with an antenna on top of it, to aid a microcell, or it can be something that's running inside a car, modern cars has a small little data center inside. It can be something that runs on an industrial factory floor, the network operators, there's pretty broad range of verticals that all looks slightly different in their requirements. And, it's, I think it's really interesting, it's one of those areas that really creates opportunities for vendors like HPE, to really shine and address this heterogeneity with a broad range of solutions, very excited to work together with them in that space. >> Yeah, so I'm glad you brought HPE into the discussion, 'cause we're here at HPE Discover, I want to connect that. But so when I think about HPE strategy, I see a couple of opportunities for them. Obviously Intel is going to play in every part of the edge, the data center, the near edge and the far edge, and I gage HPE does as well with Aruba. Aruba is going to go to the far edge. I'm not sure at this point, anyway it's not yet clear to me how far, HPE's traditional server business goes to the, inside of automobiles, we'll see, but it certainly will be at the, let's call it the near edge as a consolidation point- >> Yeah. >> Et cetera and look the edge can be a race track, it could be a retail store, it could be defined in so many ways. Where does it make sense to process the data? But, so my question is what's the role of the data center in this world of edge? How do you see it? >> Yeah, look, I think in a sense what the cloud revolution is doing is that it's showing us, it leads to polarization of a classic data into edge and cloud, if that makes sense, it's splitting, before this was all mingled a little bit together, if my data centers my basement anyways, what's the edge, what's data center? It's the same thing. The moment I'm moving some workloads to the clouds I don't even know where they're running anymore then some other workloads that have to have a certain sense of locality, I need to keep closely. And there are some workloads you just can't move into the cloud. There's, if I'm generating lots of all the video data that I have to process, it's financially a completely unattractive to shift all of that, to a central location, I want to do this locally. And will I ever connect my smoke detector with my sprinkler system be at the cloud? No I won't, this stuff, if things go bad, that may not work anymore. So I need something that's that does this locally. So I think there's many reasons, why you want to keep something on premises. And I think it's a growing market, it's very exciting, we're doing some very good stuff with friends like HPE, they have the ProLiant DL, one 10 Gen10 Plus server with our latest a 3rd Generation Xeons on them the Open RAN, which is the radio access network in the telco space. HP Edgeline servers, also a 3rd Generation Xeons there're some really nice products there that I think can really help addressing enterprises, carriers and a number of different organizations, these edge use cases. >> Can you explain, you mentioned Open RAN, vRAN, should we essentially think of that as kind of the software-defined telco? >> Yeah, exactly. It's software-defined cellular. I actually, I learned a lot about that over the recent months. When I was taking these classes at Stanford, these things were still done in analog, that doesn't mean a radio signal will be processed in an analog way and digest it and today typically the radio signal is immediately digitized and all the processing of the radio signal happens digitally. And, it happens on servers, some of them HPE servers. And, it's a really interesting use case where we're basically now able to do something in a much, much more efficient way by moving it to a digital, more modern platform. And it turns out you can actually virtualize these servers and, run a number of different cells, inside the same server. And it's really complicated because you have to have fantastic real-time guarantees versus sophisticated software stack. But it's a really fascinating use case. >> A lot of times we have these debates and it's maybe somewhat academic, but I'd love to get your thoughts on it. And debate is about, how much data that is processed and inferred at the edge is actually going to come back to the cloud, most of the data is going to stay at the edge, a lot of it's not even going to be persisted. And the counter to that is, so that's sort of the negative is at the data center, but then the counter that is there going to be so much data, even a small percentage of all the data that we're going to create is going to create so much more data, back in the cloud, back in the data center. What's your take on that? >> Look, I think there's different applications that are easier to do in certain places. Look, going to a large cloud has a couple of advantages. You have a very complete software ecosystem around you, lots of different services. You'll have first, if you need very specialized hardware, if I wanted to run the bigger learning task where somebody needed a 1000 machines, and then this runs for a couple of days, and then I don't need to do that for another month or two, for that is really great. There's on demand infrastructure, having all this capability up there, at the same time it costs money to send the data up there. If I just look at the hardware cost, it's much much cheaper to build it myself, in my own data center or in the edge. So I think we'll see, customers picking and choosing what they want to do where, and that there's a role for both, absolutely. And so, I think there's certain categories. At the end of the day why do I absolutely need to have something at the edge? There's a couple of, I think, good use cases. One is, let me actually rephrase a little bit. I think it's three primary reasons. One is simply a bandwidth, where I'm saying, my video data, like I have a 100 4K video cameras, with 60 frames per second feeds, there's no way I'm going to move that into the cloud. It's just, cost prohibitive- >> Right. >> I have a hard time even getting (indistinct). There might be latency, if I need want to reliably react in a very short period of time, I can't do that in the cloud, I need to do this locally with me. I can't even do this in my data center. This has to be very closely coupled. And, then there's this idea of fade sharing. I think, if I want to make sure that if things go wrong, the system is still intact, anything that's sort of an emergency kind of a backup, an emergency type procedure, if things go wrong, I can't rely on the big good internet connection, I need to handle things, things locally, that's the smoke detector and the sprinkler system. And so for all of these, there's good reasons why we need to move things close to the edge so I think there'll be a creative tension between the two but both are huge markets. And I think there's great opportunities for HP ahead to work on all these use cases. >> Yeah, for sure, top brand is in that compute business. So before we wrap up today, thinking about your role, part of your role is a trend spotter. You're kind of driving innovation righty, surfing the waves as you said, skating to the puck, all the- >> I've got my perfect crystal ball right here, yeah I got. >> Yeah, all the cliches. (Dave chuckles) puts a little pressure on you, but, so what are some of the things that you're overseeing that you're looking towards in terms of innovation projects particularly obviously in the data center space, what's really exciting you? >> Look, there's a lot of them and I pretty much all the interesting ideas I get from talking to customers. You talk to the sophisticated customers, you try to understand the problems that they're trying to solve and they can't solve right now, and that gives you ideas to just to pick a couple, one thing what area I'm probably thinking about a lot is how can we build in a sense better accelerators for the infrastructure functions? So, no matter if I run an edge cloud or I run a big public cloud, I want to find ways how I can reduce the amount of CPU cycles I spend on microservice marshaling demarshaling, service mesh, storage acceleration and these things like that. And so well clearly, if this is a large chunk of the overall cycle budget, we need to find ways to shrink that to make this more efficient. So then I think, so this basic infrastructure function acceleration, sounds probably as unsexy as any topic would sound but I think this is actually really, really interesting area and one of the big levers we have right now in the data center. >> Yeah, I would agree Guido, I think that's actually really exciting because, you actually can pick up a lot of the wasted cycles now and that drops right to the bottom line, but please- >> Yeah, exactly. And it's kind of funny we're still measuring so much with SPEC and rates of CPU's performances, it's like, well, we may actually be measuring the wrong thing. If 80% of the cycles of my app are spent in overhead, then the speed of the CPU doesn't matter as much, it's other functions that (indistinct). >> Right. >> So that's one. >> The second big one is memory is becoming a bigger and bigger issue, and it's memory cost 'cause, memory prices, they used to sort of decline at the same rate that our core counts and then clock speeds increased, that's no longer the case. So we've run to some scaling limits, there's some physical scaling limits where memory prices are becoming stagnant. And this has become a major pain point for everybody who's building servers. So I think we need to find ways how we can leverage memory more efficiently, share memory more efficiently. We have some really cool ideas in that space that we're working on. >> Well, yeah. And Pat, let me just sorry to interrupt but Pat hinted to that and your big announcement. He talked about system on package and I think is what you used to talk about what I call disaggregated memory and better sharing of that memory resource. And that seems to be a clear benefit of value creation for the industry. >> Exactly. If this becomes a larger, if for our customers this becomes a larger part of the overall costs, we want to help them address that issue. And the third one is, we're seeing more and more data center operators that effectively power limited. So we need to reduce the overall power of systems, or maybe to some degree just figure out better ways of cooling these systems. But I think there's a lot of innovation that can be done there to both make these data centers more economical but also to make them a little more Green. Today data centers have gotten big enough that if you look at the total amount of energy that we're spending, this world as mankind, a chunk of that is going just to data center. And so if we're spending energy at that scale, I think we have to start thinking about how can we build data centers that are more energy efficient that are also doing the same thing with less energy in the future. >> Well, thank you for laying those out, you guys have been long-term partners with HP and now of course HPE, I'm sure Gelsinger is really happy to have you on board, Guido I would be and thanks so much for coming to theCUBE. >> It's great to be here and great to be at the HP show. >> And thanks for being with us for HPE Discover 2021, the virtual version, you're watching theCUBE the leader in digital tech coverage, be right back. (soft music)