>>from the Cube Studios in Palo Alto in Boston, connecting with thought leaders around the globe. These are cloud native insights. Hi, I'm stew Minimum and the host of Cloud Native Insights. And the threat that we've been pulling on with Cloud Native is that we needed to be able to take advantage of the innovation and agility that cloud in the ecosystem around it can bring, not just the location. It's It's not just the journey, but how do I take advantage of something today and keep being able to move for Happy to welcome back to the program one of our regulars and someone that I've had lots of discussion about? Cloud Cloud. Native Serverless So Cory Quinn, the Keith Cloud economists at the Duck Bill Group. Corey, always good to see you. Thanks for joining us. >>It is great to see me. And I always love having the opportunity to share my terrible opinions with people who then find themselves tarred by the mere association. And there's certainly no exception to use, too. Thanks for having me back. Although I question your judgment. >>Yeah, you know, what was that? Pandora's box. I open when I was like Hey, Corey, let's try you on video so much. And if people go out, they can look at your feet and you've spent lots of money on equipment. You have a nice looking set up. I guess you missed that one window of opportunity to get your hair cut in San Francisco during the pandemic. But be doesn't may Corey, why don't you give our audience just the update You went from a solo or mentor of the cloud? First you have a partner and a few other people, and you're now you've got economists. >>Yes, it comes down to separating out. What I'm doing with my nonsense from other people's other people's careers might very well be impacted by it considered tweet of mine. When you start having other clouds, economists and realize, okay, this is no longer just me we're talking about here. It forces a few changes. I was told one day that I would not be the chief economist. I smile drug put on a backlog item to order a new business cards because it's not like we're going to a lot of events these days, and from my perspective, things continue mostly a base. The back. To pretend people now means that there's things that my company does that I'm no longer directly involved with, which is a relief, that absolutely, ever. But it's been an interesting right. It's always strange. Is the number one thing that people who start businesses say is that if they knew what they were getting into, they'd never do it again. I'm starting to understand that. >>Yeah, well, Corey, as I mentioned you, and I have had lots of discussions about Cloud about multi Cloud server. Listen, like when you wrote an article talking about multi cloud is a worse practice. One of the things underneath is when I'm using cloud. I should really be able to leverage that cloud. One of the concerns that when you and I did a cube con and cloud native con is does multi cloud become a least common denominator? And a comment that I heard you say was if I'm just using cloud and the very basic services of it, you know, why don't I go to an AWS or an azure which have hundreds of services? Maybe I could just find something that is, you know, less expensive because I'm basically thinking of it as my server somewhere else. Which, of course, cloud is much more than so you do with a lot of very large companies that help them with their bills. What difference there differentiates the companies that get advantage from the cloud versus those that just kind of fit in another location, >>largely the stories that they tell themselves internally and how they wind up adapting to cloud. If the reason I got into my whole feel about why multi cloud is a worst practice is that of you best practices a sensible defaults, I view multi cloud as a ridiculous default. Sure, there are cases where it's important, and so I don't say I'm not suggesting for a second that those people who are deciding to go down that are necessarily making wrong decisions. But when you're building something from scratch with this idea toward taking a single workload and deploying it anywhere in almost every case, it's the wrong decision. Yes, there are going to be some workloads that are better suited. Other places. If we're talking about SAS, including that in the giant wrapper of cloud definition in terms of what was then, sure you would be nuts to wind of running on AWS and then decide you're also going to go with codecommit instead of git Hub. That's not something sensible people to use get up or got sick. But when I am suggesting, is that the idea of building absolutely every piece of infrastructure in a way that avoids any of the differentiated offerings that your primary cloud provider uses is just generally not a great occasionally you need to. But that's not the common case, and people are believing that it is >>well, and I'd like to dig a little deeper. Some of those differentiated services out there there are concerned, but some that said, You know, I think back to the past model. I want to build something. I can have it live ever anywhere. But those differentiated services are something that I should be able to get value out of it. So do you have any examples, or are there certain services that you have his favorites that you've seen customers use? And they say, Wow, it's it's something that is effective. It's something that is affordable, and I can get great value out of this because I didn't have to build it. And all of these hyper scaler have lots of engineers built, building lots of cool things. And I want to take advantage of that innovation. >>Sure, that's most of them. If we're being perfectly honest, there are remarkably few services that have no valid use cases for no customer anywhere. A lot of these solve an awful lot of pain that customers have. Dynamodb is a good example of this Is that one a lot of folks can relate to. It's super fast, charges you for what you use, and that is generally yet or a provision Great. But you don't have to worry about instances. You have to worry about scaling up or scaling down in the traditional sense. And that's great. The problem is, is great. How do I migrate off of this on to something else? Well, that's a good question. And if that is something that you need to at least have a theoretical exodus for, maybe Dynamo DV is the wrong service for you to pick your data store personally. If I have to build for a migration in mind on no sequel basis, I'll pick mongo DB every time, not because it's any easier to move it, but because it's so good at losing data, that'll have remarkably little bit left. Migrate. >>Yeah, Corey, of course. One of the things that you help customers with quite a bit is on the financial side of it. And one of the challenges if I moved from my environment and I move to the public cloud, is how do I take advantage not only of the capability to the cloud but the finances of the cloud. I've talked to many customers that when you modernize your pull things apart, maybe you start leveraging serverless capabilities. And if I tune things properly, I can have a much more affordable solution versus that. I just took my stuff and just shoved it all in the cloud kind of a traditional lift and shift. I might not have good economics. When I get to the cloud. What do you see along those lines? >>I'd say you're absolutely right with that assessment. If you are looking at hitting break even on your cloud migration in anything less than five years, it's probably wrong. The reason to go to Cloud is not to save money. There are edge cases where it makes sense, Sure, but by and large you're going to wind up spending longer in the in between state that you would believe eventually you're going to give up and call it hybrid game over. And at some point, if you stall long enough, you'll find that the cloud talent starts reaching out of your company. At which point that Okay, great. Now we're stuck in this scenario because no one wants to come in and finish the job is harder than we thought we landed. But it becomes this story of not being able to forecast what the economics are going to look like in advanced, largely because people don't understand where their workloads start and stop what the failure modes look like and how that's going to manifest itself in a cloud provider environment. That's why lift and shift is popular. People hate, lift and ship. It's a terrible direction to go in. Yeah, so are all the directions you can go in as far as migrating, short of burning it to the ground for insurance money and starting over, you've gotta have a way to get from where you are, where you're going. Otherwise, migration to be super simple. People with five weeks of experience and a certification consult that problem. It's but how do you take what's existing migrated end without causing massive outages or cost of fronts? It's harder than it looks. >>Well, okay, I remember Corey a few years ago when I talk to customers that were using AWS. Ah, common complaint was we had to dedicate an engineer just to look at the finances of what's happening. One of the early episodes I did of Cloud Native Insights talked to a company that was embracing this term called Been Ops. We have the finance team and the engineering team, not just looking back at the last quarter, but planning understanding what the engineering impacts were going forward so that the developers, while they don't need tohave all the spreadsheets and everything else, they understand what they architect and what the impact will be on the finance side. What are you hearing from your customers out there? What guidance do you give from an organizational standpoint as to how they make sure that their bill doesn't get ridiculous? >>Well, the term fin ops is a bit of a red herring in there because people immediately equate it back to cloud ability before their app. Geo acquisitions where the fin ops foundation vendors are not allowed to join except us, and it became effectively a marketing exercise that was incredibly poorly executed in sort of poisoned the well. Now the finance foundations been handed off to the Cloud Native Beauty Foundation slash Lennox Foundation. Maybe that's going to be rehabilitated, but we'll have to find out. One argument I made for a while was that developers do not need to know what the economic model in the cloud is going to be. As a general rule, I would stand by that. Now someone at your company needs to be able to have those conversations of understanding the ins and outs of various costs models. At some point you hit a point of complexity we're bringing in. Experts solve specific problems because it makes sense. But every developer you have does not need to sit with 3 to 5 days course understanding the economics of the cloud. Most of what they need to know if it's on a business card, it's on an index card or something small that is carplay and consult business and other index ramos. But the point is, is great. Big things cost more than small things. You're not charged for what you use your charger for. What you forget to turn off and being able to predict your usage model in advance is important and save money. Data transfers Weird. There are a bunch of edge cases, little slice it and ribbons, but inbound data transfer is generally free. Outbound, generally Austin arm and a leg and architect accordingly. But by and large for most development product teams, it's built something and see if it works first. We can always come back later and optimize costs as you wind up maturing the product offering. >>Yeah, Cory, it's some of those sharp edges I've love learning about in your newsletter or some of your online activities there, such as you talked about those egress fees. I know you've got a nice diagram that helps explain if you do this, it costs a lot of money. If you do this, it's gonna cost you. It cost you a lot less money. Um, you know, even something like serverless is something that in general looks like. It should be relatively expensive, but if you do something wrong, it could all of a sudden cost you a lot of money. You feel that companies are having a better understanding so that they don't just one month say, Oh my God, the CFO called us up because it was a big mistake or, you know, where are we along that maturation of cloud being a little bit more predictable? >>Unfortunately, no. Where near I'd like us to be it. The story that I think gets missed is that when you're month over, month span is 20% higher. Finance has a bunch of questions, but if they were somehow 20% lower, they have those same questions. They're trying to build out predictive models that align. They're not saying you're spending too much money, although by the time the issues of the game, yeah, it's instead help us understand and predict what's happening now. Server less is a great story around that, because you can tie charges back to individual transactions and that's great. Except find me a company that's doing that where the resulting bill isn't hilariously inconsequential. A cloud guru Before they bought Lennox, I can't get on stage and talk about this. It serverless kind of every year, but how? They're spending $600 a month in Lambda, and they have now well, over 100 employees. Yeah, no one cares about that money. You can trace the flow of capital all you want, but it grounds up to No one cares at some point that changes. But there's usually going to be far bigger fish to front with their case, I would imagine, given, you know, stream video, they're probably gonna have some data transfer questions that come into play long before we talk about their compute. >>Yeah, um, what else? Cory, when you look at the innovation in the cloud, are there things that common patterns that you see that customers are missing? Some of the opportunities there? How does the customers that you talk to, you know, other than reading your newsletter, talking Teoh their systems integrator or partner? How are they doing it? Keeping up with just the massive amount of change that happens out >>there. Get customers. AWS employees follow the newsletter specifically to figure out what's going on. We've long since passed a Rubicon where I can talk incredibly convincingly about services that don't really exist. And Amazon employees won't call me out on the joke that I've worked in there because what the world could ever say that and then single. It's well beyond any one person's ability to keep it all in their head. So what? We're increasingly seeing even one provider, let alone the rest. Their events are outpacing them and no one is keeping up. And now there's the persistent, never growing worry that there's something that just came out that could absolutely change your business for the better. And you'll never know about it because you're too busy trying to keep up with all the other number. Every release the cloud provider does is important to someone but none of its important everyone. >>Yeah, Corey, that's such a good point. When you've been using tools where you understand a certain way of doing things, how do you know that there's not a much better way of doing it? So, yeah, I guess the question is, you know, there's so much out there. How do people make sure that they're not getting left behind or, you know, keep their their their understanding of what might be able to be used >>the right answer. There, frankly, is to pick a direction and go in it. You can wind up in analysis paralysis issues very easily. And if you talk about what you've done on the Internet, the number one responsible to get immediately is someone suggesting an alternate approach you could have taken on day one. There is no one path forward for any six, and you can second guess yourself that the problem is that you have to pick a direction and go in it. Make sure it makes sense. Make sure the lines talk to people who know what's going on in the space and validate it out. But you're going to come up with a plan right head in that direction, I assure you, you are probably not the only person doing it unless you're using. Route 53 is a database. >>You know, it's an interesting thing. Corey used to be said that the best time to start a project was a year ago. But you can't turn back time, so you should start it now. I've been saying for the last few years the best time to start something would be a year from now, so you can take advantage of the latest things, but you can't wait a year, so you need to start now. So how how do you make sure you maintain flexibility but can keep moving projects moving forward? E think you touched on that with some of the analysis paralysis, Anything else as to just how do you make sure you're actually making the right bets and not going down? Some, you know, odd tangent that ends up being a debt. >>In my experience, the biggest problem people have with getting there is that they don't stop first to figure out alright a year from now. If this project has succeeded or failed, how will we know they wind up building these things and keeping them in place forever, despite the fact that cost more money to run than they bring in? In many cases, it's figure out what success looks like. Figure out what failure looks like. And if it isn't working, cut it. Otherwise, you're gonna wind up, went into this thing that you've got to support in perpetuity. One example of that one extreme is AWS. They famously never turn anything off. Google on the other spectrum turns things off as a core competence. Most folks wind up somewhere in the middle, but understand that right now between what? The day I start building this today and the time that this one's of working down the road. Well, great. There's a lot that needs to happen to make sure this is a viable business, and none of that is going to come down to, you know, build it on top of kubernetes. It's going to come down. Is its solving a problem for your customers? Are people they're people in to pay for the enhancement. Anytime you say yes to that project, you're saying no to a bunch of others. Opportunity Cost is a huge thing. >>Yeah, so it's such an important point, Cory. It's so fundamental when you look at what what cloud should enable is, I should be able to try more things. I should be able to fail fast on, and I shouldn't have to think about, you know, some cost nearly as much as I would in the past. We want to give you the final word as you look out in the cloud. Any you know, practices, guidelines, you can give practitioners out there as to make sure that they are taking advantage of the innovation that's available out there on being able to move their company just a little bit faster. >>Sure, by and large, for the practitioners out there, if you're rolling something out that you do not understand, that's usually a red flag. That's been my problem, to be blunt with kubernetes or an awful lot of the use cases that people effectively shove it into. What are you doing? What if the business problem you're trying to solve and you understand all of its different ways that it can fail in the ways that will help you succeed? In many cases, it is stupendous overkill for the scale of problem most people are throwing. It is not a multi cloud answer. It is not the way that everyone is going to be doing it or they'll make fun of you under resume. Remember, you just assume your own ego. In this sense, you need to deliver an outcome. You don't need to improve your own resume at the expense of your employer's business. One would hope, >>Well, Cory, always a pleasure catching up with you. Thanks so much for joining me on the cloud. Native insights. Thank you. Alright. Be sure to check out silicon angle dot com if you click on the cloud. There's a whole second for cloud Native insights on your host to minimum. And I look forward to hearing more from you and your cloud Native insights Yeah, yeah, yeah, yeah, yeah.

>>from the Cube Studios in Palo Alto and Boston connecting with thought leaders all around the world. >>This is a cube conversation. I'm stew Minuteman, and this is the Cube's virtual coverage of AWS Summit online. Happy to welcome back to the program to help give us some insight into what's happening. Aws last week. And today, that is Cory Quinn is the cloud economist at the Duck Bill Group. Cory, I know it's >>thank you. Always a >>pleasure to see you >>now it is always a pleasure to see me. Thank you for once again exhibiting remarkably poor judgment and inviting me back onto your program. >>Yeah, you know, Korea, you've been on the program a few times now, including in some of the AWS goes Ah, 18 San Francisco AWS, New York City. You know, reinvent we see you. But this is the first time we've had you on online. So give us a little bit about you know what? That impact of the global pandemic has been meaning to you and more importantly, what you've been seeing from our dear friends at AWS. >>Sure, the fact that not traveling anymore and spending almost all of my time at home means that I'm a lot closer to the edge when it comes to the content I put out because I no longer have to worry about someone punching me in the face. But other than that, from a business perspective, things tend to be continuing on much as they have before with four different customer concerns. The more interesting question from my side has been what is the effect this is having on people Because we're working from home remotely? It's not really a fair test of how well you can do remote. I've been doing it like this for years, and there's a There's a sense of existential dread that's hanging over people's at more so than usual, more so than right before the AWS re invent. You know, when you're wondering if you're about to have your entire business put out of business by an AWS. Now, it's just that sort of dread that never goes away because they won't deliver the keynote If you'll pardon me if using a metal >>Yeah, it's been really interesting to watch, you know, for you, of course. I mean, Amazon is, you know, a big player in the industry before this Amazon one that gets talked about a lot in the news. You know Amazon overall, You know, when this first pitch they announced they were hiring 1000 then they went through that faster than anyone could believe. You know, you think about having to hire a driver remotely. You know, my joke was you know, Alexa the screen. Everybody and I are everyone. But then they hired another 75,000. And it's not just the warehouse and the whole food people, because I've seen a number of people that I know getting hired by AWS do. So you know, you talk. It's all about the people that you know, the number one in the endemic people. How's Amazon doing? What feedback are you getting for? How they're doing? >>Well, I don't have too many internal sources that confirm or deny things of strategic import because it turns out that I'm generally not for those things. Who knew something I'm picking up on across the industry has been that if you're building a hyper scale cloud provider, you're not looking to next border. The investments you make today are going to be realized 3 to 5 years No one is currently predicting a dramatic economic impact community felt for a decade, based on the current question. So, yeah, AWS is still investing in people, which is always going to be the limiting constraint there still launching regions we have to launch within a month, and we're still seeing a definite acceleration of anything of the pace of innovation as a W was like. Now my perspective, that's both reassuring that some things never change. And, of course, the usual level of depression where oh, good, there's still more services to learn what they do. Learn how the names work, find ways to poke holes in their various presentational aspects. And, of course, try and keep the content relatively fresh. There's only so many times you could make the same joke for people. >>Yeah, absolutely. And of course, you bring up a really good point. You know, Amazon that they have a long strategic plan there. If they're building new data centers, they're building the power in perfect for these things. It's not something that they're going to change on a dime. They plan these things out far in advance, and AWS does, of course, have a global scope. Um, you know, I really, you know, wonder. You know, from an operational standpoint, are there any pressures on them? You wrote an article you know, relatively recently talking about one of the other public cloud providers that is by our customers. And we even have performance issues. AWS seems to be running through this dealing with acid. You know, I've had phone systems that have problems. You know, everybody as when they're working from home engine internally. Even if you've got a gig bandwidth When the fire neighborhood has Children on, you know, the classrooms online for video. There's pressures there. So you know where your teams from what I've seen, you know, AWS operationally is running well and, you know, keeping things all up and running Is am I missing anything? >>No. I mean the database is fond of saying there's no compression algorithm for experience, as I'm fond of saying, that's why they charge per gigabyte. But what that means is that they've gone through a lot of these growing pains and largest instructional stories in 2010 to 2012 EBS outages, causing a cascading failures as everyone saturates links as they roll from region to region or availability zone availability zone. They understand what those workloads look like and what those years are, and they've put in credible amount of engineering into solving these problems. I think that anyone who looks at this and doesn't see this happening is unfortunate place because we don't have to its approach utility level of reliability. You don't wonder every time you turn the faucet on whether water is going to, and we're now at a point of seeing that with AWS Resource. Now they're still going to be recurring issues. And there have been basically since this thing watched a particular instance. Size and family in a particular availability zone of a particular region may be constrained for a period of weeks, and that is something that we've seen across the board. But that has less to do with the fact that they didn't see this stuff coming in that appropriately and more to do with the fact that there's a lot of different options and customer demand is never going to be an exact thing we are seeing some customers dramatically turn off city and others sporadically scrapping capacity up. It comes down to what is the nature of this endemic on >>there. Yeah, well, this absolutely does. But you know, some of those promises of the cloud test I should be able to spin things down some things I should be able to turn off. And if I have to know shut down by business, I should be able to do that. Um, I'm curious what you've heard on changing demand out there. Worry. Um, you know, on the one hand, you know customers there re buying, they're getting reserved. They're making for that. They can, you know, optimize every dollar. But when something like this comes up and they need a major change, you know, are they stuck with a lot of capacity that they didn't necessarily want? >>Sometimes it comes down to a lot of interesting variables For me, the more interesting expression of this is when companies see demand falling off a cliff. As users, we're no longer using what their what they built out. But their infrastructure spend doesn't change. That tells me that it's not a particularly elastic infrastructure. And in fact, when people are building the elasticity into their applications, they always interpret that is scaling up rather than scaling down because the failure mode of not scaling up fast enough is you're dropping customer requests on the floor. The failure mode of not scaling down fast enough just means you're spending money. So when you see user demand for environment cut by 80% but the infrastructure cost remains constant or the infrastructure usage defending. That's a more interesting problem. And you're not gonna have a lot of success asking any cloud provider for adjustment when? Well, okay, you're suddenly not seeing the demand, but you're still remains the same. What is this based upon? You need to actually demonstrate a shortfall. First of wow, you know, we normally spend a $1,000,000 a month. Well, now we're spending 200 grand a month. Yeah, about that. And once you could do that, there are paths forward. I have not yet heard stories about, frankly, any of the big Three cloud providers, absolutely hanging customers out to dry in the cloud I have heard whispers about, for example, with G suite, where they're not willing to. And this this feels like a very dark way to go. But I'm going for it. Where will we just laid off 1/3 of our staff and we get a break on the annual licensing for those seats on G suite. And the answer is no. That feels like it stings and is more than a little capricious. >>Yeah, No, absolutely. You know, one of the things that the underbelly of fast is, you know? Oh, it should be elastic like cloud. But often times you're locked one or your contract, and if all of a sudden you find yourself with that meeting half the demand and you call them up, you know, Are they going to give you that break? So you know, Price and Corey, you know better >>than most. So all right, let me spoil it for you. Every provider is going to give you a break on this because this is a temporary aberration. As far as the way the world works, we're not going to start seeing Global 10 X every year, I hope. And when this crisis passes, people are going to remember how their vendors treated. And if it's well, we held your feet to the fire and made you live up to that contract that sticks with me, and it doesn't take too many stories like that, or people pulling lawsuits out of Acer to demonstrate that a company beat the crap out of them to say, Huh? Maybe that's not where I want to thank my sizeable cloud. Invest. >>Yeah. So, Corey, how about you know, there are there certain areas where I heard, you know, certain that maybe were slow rolling cloud and all of a sudden realize that when they're working from home, they plug and adjust their servers that are saying, Oh, jeez, maybe I need to hop on this. Then there's other services. You think VPN usage must be through the roof workspaces. So when first announced, you know, many years ago was a bit of a slow roll had been a growth ah, area for Amazon for the last couple of years. Are you hearing anything specific to new services or increase growth in certain services like I'm in? >>There are two patterns we're seeing. Of all. One is the traditional company you just described, where they build out a VPN that assumes some people will occasionally be working from home at a 5% rate versus the entire workforce 40 hours a week that that model that model is training every. Whereas if you go back the last 10 years or so and look at a bunch of small businesses that have started up or startups that have launched where everything they're using is a SAS service or a cloud service, then there is no VPN. I don't have a VPN. For example, the fact that I have a wireless network here in my house and I'm at dislocation. There's this I p address isn't white listed anywhere. The only benefit that this network has over others is that there's a printer plugged in here, and that's it. The identity model of Ioffe indicate to these services by the credentials of a user name and password by enchanting something, and they send an email that I click the link that that winds up handling the Asian night and there is no bottleneck in the same direction. I feel like this is going to be the death now for a lot of VM centric for tonight. >>Alright, Corey, want one of the other things about aws is they don't stop. And what I mean is, you know, you talked about them always being online. But you know every week there's a new announcement. It keeps feeding your newsletter, feeding your feet. You know everything going on there. How is number one? You know the announcement? Brains from AWS going and anything specific. You know, John Furrier was, you know, interest in, you know, Amazon Apolo, something that was released relatively recently. >>The problem with a lot of these new services that get released relatively recently is that it requires time to vet out how it works, how it doesn't work, how it should have wound up being implemented to solve your particular use case or, in my case, how they could have named it better. But you're not able to come up with those things off the top of your head the first time you see it because it's irresponsible at scale to deploy anything in production. You don't understand. It's failure cases right now, with everyone scrambling, most companies are not making significant investments in new capabilities. They are desperately trying to get their workforces online and stay afloat and adjust very rapidly changing. And oh, they built a new data store or something of that. Nature is not going to be this sort of thing that gets people super excited in most shops, that time will change. But I do feel a bit of it right now for a lot of these product teams who've been working away on these things for months or years. And now suddenly they're releasing something into a time when people don't I care about it enough to invest the effort that, yeah, you bring up a really good >>point. Corey, you know, there's certain things. If I was working on a project that was going to help me be more agile and be more flexible, I needed that yesterday. But I still need that today. Um, some other projects, you know, might take years to roll out a eyes. Technology that has been growing bring over the last couple of years were I O T solutions are a little bit more nascent. So is what you're thinking. It's a little bit more Stick to your knitting and the solutions and the products that you're leveraging today. And some of the, you know, more visionary and futuristic ones might be a little bit of a pause button for the next couple months. >>Exactly if you're looking at exploring something that isn't going to pay dividends for 18 months. Right now, the biggest question everyone has is what is the long term repercussion of this going to be? What is the year? What we're gonna look like in three years? Because that's where a lot of these planning horizons are stretching to. And the answer is, Look, when I wind up doing a pre recorded video or podcast where I talk about this stuff and it's not going to release for four days, I'm worried about saying something that was going to be eclipsed by the new site. I worry on my podcast reporting, for example, that I'm going to wind up saying something about that dynamic, and by the time it airs in two months, it's Oh, look at this guy. He's talking about the pandemic. He doesn't even mention the meteor, and that's the place right now where people are operating from, it becomes much more challenging to be able to adequately and intelligently address the long term. When you don't know what it's going to look like, >>Yeah, absolutely. For our viewers, when you hear my segment on Cory's ask and you wonder why we could talk about that it's because we missed that one week window that we're in right now When we're talking about murder Hornet, Not when we recorded it. Not when we released the really good point court. You know, Corey, you know, data is one of the most important things. You've done a lot about data portability, you know, all the costs involved. Cloud Amazon's trying to help people, you know, with, you know, bringing data together. You know, I said in one of the interviews with Andy Jassy a couple years ago, while customers were really the flywheel for AWS for a number of years, I think it is data that is that next flywheel. So I'm curious your thoughts as our, you know, enterprises think about their data, and AWS is role >>there incorrectly. If you want me to be blunt, there's an awful lot of movement, especially as we look at AI and machine learning to gather all of the data. I've been on cost optimization projects where Wow, that's an awful lot of data sitting there. And that s three bucket. Do you need it all? And I'm assured that yes, all of the sales transaction logs from 2012 are absolutely going to be a treasure trove of data just as soon as they figure out what to do with it, and they're spending our piles of money on >>it. But >>it's worse than that because it's not just that you have this data that's costing you money. That's almost a by product. There's risk to an awful lot of forms of data with regulation that continues to expand. Data can become a toxic asset in many respects. But there's this belief of never throw anything away that's not really ideal. Part of the value of a same data management strategy is making sure that you can remove all of the stuff that you don't absolutely need right now, with AI and ML being where they are, there's this movement or keep everything because we don't know what that's going to be useful for. Down the road, it's a double edged sword, and enterprises are at this point not looking at this through a lens of this thing could hurt me so much as they are. This thing could possibly benefit that the business in the future. >>Alright, so Cory, I I've really noticed over the last few months you've spent a bit more. I'm talking publicly about some of the other clouds that aren't AWS, though. You know what we are covering? AWS Summit online. Give us what you're hearing from Microsoft, Google and others. You know any strategies that Aaron you any you know, customer movement? That is worth >>sure. I think that we're seeing customers move in the way that they've always been moving. People made a bit of a kerfuffle about a block post I put out with the extremely Clickbait idle of Zoom chose Oracle Cloud over AWS. Maybe you should, too, and there were a few. There are few conclusions people drew understandably from that particular headline, which was, for example, the idea that AWS have lost a workload that was being moved from AWS to Oracle. Not true. It was net new. They do already has existing relationships with both Azure and AWS by their own admission. But the argument what what I took that particular change to be in my case was an illustration of something that's been bugging me for a while. If you look at AWS data transfer pricing publicly posted stop, which again, no one of this scale is going to pay. It is over 10 times more expensive than Oracle. Wow. And what that tells me is that I'm now sitting here in a position where I can make you made a good faith recommendation to choose Oracle's for cost reasons, which sounds nuts. But that's the world in which we live. It's a storytelling problem, far more than it is a technical shortcoming. But that was interpreted to mean that Oracle's on the rise. AWS is in decline. Zoom is a very strong AWS customer and has made public commitments. They will remain so right now. This is what we're seeing across the board. You see Zoom doing super well. They're not building out a whole lot of net new, either. What they're doing is building is just it's desperately trying to stay up under brushing unprecedented demand. That's where the value is coming from right now, clouds elasticity and they're not doing. You know, we're going to go ahead and figure out if we can build a new continuous deploy process or something that it makes on call a little bit less brutal. That's not what anyone's focusing on it here. Wow, this boat is sinking. If we don't stay up, grab a bucket, start bailing. And that is what they're doing. The fact that they're working with every cloud provider, it shouldn't come as a surprise. >>Yeah, well, it's interesting. I'm thinking about Zoom, and one of the things that I've been watching them for the last couple of everybody has is, you know, the daily updates that are happening Related security. Um, you know, I think back, you know, 67 years ago, Amazon had This is our security model. We're not changing it for anyone now. You know Amazon as a much more flexible and nuanced. So there are >>still in violent principles that Amazon will not and cannot shift. So, to be clear, they have different ways of interfacing with security in different ways of handling data classification. But there are rules that you knew are not changing. It's not well surprised. Now, suddenly, every Amazonian who works there can look through your private data that none of that is >>happening. I >>just want to very clear on >>that. Yeah, No, you're absolutely right. It's more security, you know, getting more engine even than ever. And it was already coming into 2020 before everything changed. What was one of the hot topic? Great. You know, I'm curious. You know, we're looking at a virtual event for AWS. Have you been to some of these? You know, you're getting burnt out from all of the online content. I'm sure everybody's getting tired of you. So are you getting tired of everyone else? >>I don't accept that anyone ever get tired of me. I'm a treasure and of the light. But as far as online events go, I think that people are getting an awful lot profoundly wrong about that. For example, I think that people focus on, well, I need to get the best video and the best microphone, and that's the thing that people are going to focus on, rather than maybe I should come up with something that someone wants to listen. People are also assuming that the same type of delivery and content works super well in a stage for 45 minutes is not going to work when people can tab over to something else and stop paying attention. You've got to be more dynamic. You've got to be able to grab people's, and I think that people are missing the forest for the trees. Here, you're just trying to convert existing format into something that will work online in the immediate short term. Everyone is super sympathetic. It's not going to last. People are going to get very tired of the same tired formatting ropes, and there's only so much content people are going to consume. You've got to stand out and you've got to make it compelling and interesting. I've been spending a lot of time trying to find ways to make that >>work. Yeah, I had a great conversation with John Troyer, he said. You know, we can learn something about what? Some of the late those Ah, you know, I think there's a new opportunity for you to say There's a house band, you know. You have a small child at home, divert Amerine there's your house band. You know you can have a lot of fun with >>Oh, absolutely, especially during a tantrum that's going to go super. Well, I'm just gonna watch one of her meltdowns about some various innocuous topic, and then I'm going to wind up having toddler meltdown the Amazon s three remix, and I'm sure we could wind up tying it back to something that is hilarious in the world of cloud. But I'm trying to pull off a little bit longer before I start actively exploiting her for Internet points. I mean, I'm going to absolutely do it. I just wanted to get a little color. >>All right. Well, Corey, want to give you the final word on AWS? The online events happening, you know, give our audience that what they should be looking at when it comes to their AWS estate, >>cool as usual attention to what's coming out. It's always been to have a low level awareness of what's coming out on stage. I don't feel you need to jump in and adopt any of it immediately. Focus on the things that matter to your business. Just because something new and shiny has announced on stage does not need a fit for you doesn't mean it's not, but remain critical. I tend not to be one of the early adopters in production, things that have a potential to wind up housing challenges, and I'm not saying, Oh, stay on the exact old stuff from 2010 and nothing newer, but there is a bit of a happy medium. Don't think that just because they released something that a you need to try it or B, it's even for, you know, AWS service is for everyone but every AWS services for someone. >>Alright, Well, Cory Quinn, always a pleasure to catch up with you. Thanks so much for joining with you joining us. >>Thank you. It was over the suffering. The slings and arrows Appreciate >>it. All right. Thank you for watching everyone. Lots of coverage of the cube at the AWS Summit online. Check out the cube dot net for all the offering. And thank you for what? >>Yeah, yeah, yeah.

>> fly from San Francisco. It's the Cube covering Google Cloud next nineteen Tio by Google Cloud and its ecosystem partners. >> Okay, welcome back, everyone here. Live Cube coverage in San Francisco for Google Clouds Conference call Google Next twenty nineteen. Hashtag Google next nineteen. I'm John for us to meet him in and Dave along with a special Cuban sites. Guess Cory Quinn, Cloud a calm said Duck Bill Group will also be filling in as a host on the Cube at a variety of Cloud native shows. Corey, welcome back to the Cube. Good to see you again. Thanks for coming >> on. Great to see me again. Thank you for having me >> and still you looking beautiful. Brilliant is always Dave. You're handsome. Okay, we're here in the Cube, breaking it down our guys. Seriously, let's let's let's wrap this up real quick. And then we'LL get into some of the fun conversations around some of the observations. But Day one's over. Clearly, Anthos is not just the rebrand. Although the CMO clearly talked about how wow has done that, they want to add more stuff into it. So that's the big topic here. We saw the migration tool and those migrate and then a lot of sun apogee here. AP eyes thoughts on Day one. >> Yes, eso John Anthos. I'm still trying to squint through it a little bit, and it's it's more than just Cooper Netease. We know that Google has a strong position, and being the open cloud is they've been saying for a couple of years. But you know what? Air these services who? The partners, How is this different from the, You know, dozens of Cooper, Nettie says. Solutions that are out there. So there's great buzz here at the show, Really good attendance here. A lot of really smart people. So we expect that coming off Google show So good start Day one. It was really excited to dig with you on some of the answers stuff as well as some of the surveillance pieces, which I've got some commentary on >> our partner and Chan sent a lot of time on the state. Duggan Cory, I know you've been putting in your ear the ground. What's happening? What do you see what he reporting? What have you collected? The >> I think one of the biggest things that I'm seeing in this entire conference to date has been almost a mind shift change. I mean, this is conferences called Google Next, and for a long time that's been one of the biggest problems. They're focusing on what's next rather than what is today, and they're inventing the future to almost at the expense of the present. I think the big messaging today was both about reassuring enterprises that yes, they're serious about this and also building a narrative where there now talking about coming at this from a position of being able to embrace customers where they are and speak their language? I think that that's transformative for Google. And it's something I don't think that we've seen them do seriously, at least not for very long. >> Dave. We've been talking about this all the time. Do they have the enterprise? Charles. We've been following the new team. When Diane Greene came in here to put the pieces together, it was a tough job. She had. They put the pieces together. But as Cory's pointing out, some one's like they're growing up now, saying Okay, we gotta realize that customers matter, not just addict attack or the future. This has been an Amazon playbook, customer, customer, customer and build a product. Customers. It seems to be your thoughts on this. >> Well, so I think Corey made a good point is they're always looking at the future. And if you want to get beyond search male and maps, I got to solve a problem today. And I'm not sure exactly like you said Stew. What problem Anthos is solving. I think it may still be a little early for this multi cloud management, but I think it is coming, you know, look, to think about how Amazon talks. Well, we're gonna eliminate heavy lifting. Microsoft clearly is got a software, a state that they could help you connect, you know, Oracle. Same. Same who? Google. It's always been about the tech and the future, and they're starting to get there, but still about to me, the tech and the future. >> It's a tragic Corey. I remember. I believe you were quoted in ah. News article recently is that Amazon listens to customers and Google historically talks to customers and tells them this is the way you should be doing it with a new Google. Now, >> I don't know. I don't think you change anything. Is biggest Google overnight. I think that there's a long story tradition of the Google engineer being the smartest person in the room. Just ask them. I'm kidding. You won't have to ask them. They're going to tell you on prompted. And I think that has to change because fundamentally addressing developers is a great way of building traction. It's a great way of getting to where they tend to be. But developers generally do not sign fifty million dollar deals. Well, more than once anyway. >> Well, this is a good point. This pretty customer attraction, which I think they've shown chops for the work they're doing that cnc f with continued open source. Great. But then when you got to go support the open source when you got to start putting lays together, this is where you start to get into procurement. Some requirements operations, security, a whole new level of grinding it out. I mean, the enterprise is a grind it out game. Google now has to go down that road stew. Dave, Corey, do you think they're ready? You think they're ready to grind it out? >> Way talked about in our kickoff this morning. Partnerships are critical and they had a bunch of really good ones up on stage this morning. You know, Cisco, VM wear some good ones to hang your hat on. You know, I would like to see more from an application standpoint as to where they sent him then they But you >> know, there's no question. I mean, I think there's an emphatic yes. Why? Because they got the global scale. They got the world's biggest cloud. They get a ton of dough. You know, we always say, though the best tech doesn't always win, and that's true. But usually the best tech runs out of money or they give up. You know, I don't see that happening in, >> Well, it's in the >> midterm or even semi long term for Google. So So I do think they have the chops to grind it out. >> I mean, I think they have attack. I've always said that love some of their tech, but they try to force Google Tech down the enterprise throats over the years. And I think Diane Green realized that that was the start of seeing real product management shop start to come in some of the work that they know they gotta get down and dirty on But to me it's a story that matters. The story has to be there. I think we're starting to see here, at least from my observation story of customers. So get in salt, create value, think this whole positioning of we want to be the open cloud where they say, Oh, you want to negotiate your contracts Don't want lock in You want developer productivity and you want operations I think it's a smart play by Google Stew. I think that's a good move. And again there, the dark horse in this. They don't have a lot to lose by going changing the game, changing the rules. Amazon, certainly in the lead, has a lot to lose, but they're so far ahead. Google just kind of catch up pretty quickly if they make the right moves. >> T K is making a lot of the right moves, but there's only so much it can be done so quickly. When you wind up in a story like we're seeing right now with customers who are taking workloads and haven't really been touched in there on from environments since nineteen ninety eight and they're migrating them into a GP environment and GPS formal deprecation Policy says We'LL give you one year's notice before turning anything off once it goes, g et. That's no time at all For an enterprise. Wait, we might have to move again. Absolutely not. It's still a language >> A C enterprise's years just to figure out Should we move? And where do we dio >> exactly their enterprise to go out of business and some of their divisions wouldn't know for five >> years. So is Google. What's what's the reaction when you press them on this, >> uh, usually starts with well, actually, And then they breathe and they reach for a whiteboard to show me exactly why I'm wrong. And then I lose interest and wander off, at which point they realized, Wow, you have no attention span for anything. Would you like to work here? And so far no dice, but we'LL see. >> So that's it. Well, that's a good business model, right? I think. Still your reaction to that? I mean, yeah, I read that they support rail For what? A deck like zillions of years. Right. This is what an example of how an enterprise needs to behave. >> Well, right, John Thie question we've had for a number of years is, you know, can cos b'more googly on DH. You know, the message here seems to be more. We're going to meet you where we are. We're going to be able to work with you on that. But there's some of those underlying things that Cory brings out that that need to change here. So that's a big change for Google. >> So what is the story that we heard from from Thomas carrying today? He said, Hybrid cloud Mina multi cloud, consistent framework with standard infrastructure in a platform to secure and manage data across the enterprise. Okay, sounds good. A lot of work to be done there. If you think about I mean, look at Amazon hybrid guard. If you announce outposts doesn't shift till later this year, it's a one small slice. There's got to be partnerships. There's gotta be an ecosystem to deliver on those three components of the vision on the story, and I say there's a lot of work to be done there now. What I do like about it is I do think that that multi cloud is a problem. I don't think thus far from most enterprises, it's a strategy I think it's if in multi vendor and so it will become a problem. The question I have is who's going to be in the best position to solve that problem? And you pointed out today still, well, Google has got VM wears a partner. Sisko is a partner. Red Hat as a partner. You know, IBM and Red Hat sort of lining up on that. Maybe service now tries to get into that game, but it's a wide open space. It's jump ball. >> Yeah, it's interesting. One of the things that I worry a little about and, you know, love. Corey's opinion on this is, you know, Google. Absolutely. If you talk about the container space, clear leadership, you know, first time I heard about containers, Google was front and center. They're leading this Cooper Netease march, but communities isn't magic, and even their server lis move movement. John and I interviewed Polly today, and it's very much, you know, Kay Native, we're going to take your containers and Goober Netease and extended service. That's not what I hear from you know, customers that I talked to today that are doing survivalists according what? What? What? What's your take there. >> I think that you sort of see almost the same problem emerging both with that narrative and the current multi cloud approach. It's It's not the fact that I can take this arbitrary code and Ronit anywhere that makes something server. Lis. We have a restaurant to run code or a raspberry pie or a burning dumpster with enterprise logo on the side of it that does. That isn't what's interesting. That isn't what delivers value to customers. It's the event model for starters, and I think right now that's not quite there. A lot of stuff. It's been announced and is coming out as we speak. And various block Post is still http endpoint activated, which means that you're not quite to an event model separately. What we're seeing with Anthos and the current approach to multicloud is you can deploy this to any cloud provider you'd like. Well, yes, in so far is a cloud provider to you is a bunch of disc, a pile of VMs and a network, and that's about it. That's not a cloud in the modern sense that is effectively outsourcing your data center and you'll find it runs on money pretty quickly. Once you start down that path, it's the higher level services, these renovations. >> This brings up a good point and that I think what I'm seeing and this is what I think, A lot of people, it's very aspirational. Views on Google People love Google. They love. They know about Google and they hope that they're as good as Amazon tomorrow. And let's just face it, Amazon is way out front. So I think this expectations for Google that are a little bit to hide. I think what I'm hearing the executives, at least the positive side would be. They understand where they are. I mean, the fact that we're not home on edge and I ot and all these other things, it means that they're still in foundational mode, in my opinion. So I mean, think about it. They're just getting their act together, building that foundational things. So I think they're cautious because we're not hearing about the eye ot. We're not hearing about some of the more advanced challenges that the enterprise is air. Having heard a little bit about from the sigh from a group that came on about data migration, Sata, Gata so OK, they got database at the Big Cloud. Big table, Big queer. OK, great stuff. Ml So data, certainly in their wheelhouse. But outside of that, I mean they're still foundational. So >> tomorrow's product day, though. So you know he may be here more there. I'm surprised they didn't hear more about machine intelligence. Give it. No, they talked about a little bit. But this company is the leader in a >> way. Maybe that's part of the issue. And I think that there is no question that when you want something far future that looks like robots from space Bill, you go to Google. You know that. I think there's a lot less of an awareness that Okay, I just need a bunch of the EMS to run somewhere, and I feel like that is more or less. It's a story of today, >> and you know Google. I mean, like their story. You know, I love the code cloud code, cloud run, cloud building. They have all the right. Like Jeff Bob's like linguistic that gets my attention. You get is kind of like it feels like it feels like they're really close. It's getting so >> far away. Cultures also extremely hard. You have a bunch of execs that have just shown up from Oracle seemingly yesterday in these terms, and there's a lot of knee jerk reactions of, Oh, Google is now taking on a bunch of Oracle approaches, like hiring sales people and talking to customers. That's not a bad thing. Meanwhile, the executives who come Teo out of Oracle after decades there and are now working at Google. We're having to adjust to a more rapid pace of innovation to this new world in which they have customers that don't actively hate. Um, and it's turning into a very different story for everyone involved. I'm curious to see what comes out of it, but it's still very much earlier, >> and I think they could build fast. Like you said, they like Google's. The parties like him. What they don't like about Google is responsiveness and being, you know, the white gloves they need. They need to have that kind of service ability. >> And Google also, by having a single overarching brand in the term of the word Google is their consumer efforts do wind up playing into people's perception of through the clouds like yes, we want Google to listen to us? No, not through our thermostats. >> Well, they got a lot of Regis developing. They got the footprint. Guys, great job student. Final comments. >> I mean, just you talk about the customer you've heard there was. You know, my comment. My comment on Twitter this morning that got the most reaction is you no question to retail or why are you choosing Google Cloud? Answer is, you're not Amazon, and you know, the long and short being the alternative to a leader in the market today. Not a bad thing. So Google has, you know, a good position at the market. They we always knew that they had great tak es o >> Also thing on that comments do is that I think in watching Google, I think I personally in critical of what they need to do more obviously. But they know their people are doing the work. I mean, you've got to grind it out to me. This is a grind it out game. It's on ly early. You gotta get the discipline up there. They got the right product management type chops and there Can they get those things done that Thomas Curry and, um, it's Avery can bring to the table and kind of shed the Oracle and put the New Jersey on and fight the battle with the new Google Way. That's going to be the tell Signe. >> Well, the hard part for me is it. So it's hard to measure. You see some logo's. You don't know what they're really buy. I mean, with them is on, you know, it's it's infrastructures of service. Microsoft. Okay, I'm not sure. How much is there Oracle? Clearly not sure, you know, etcetera. But so lookit Proof was talking to customers, right? Huh? How much they're actually adopting this stuff for riel Business problems. >> Yeah, not multi cloud if your infrastructure runs on a different cloud provider. But you're using g sweet. I mean that that's not really what people think of when they say multi cloud. But that is what analysts chalk it up as something >> it's a battle at least accomplishes lining up. You got Amazon, Microsoft, Google lying it up. It's the cube coverage wrapping it up with the team here day one of three days of wall to wall coverage. Stay with us. Go to the cube dot net the check out all the video silken angle dot com. We have a special report and a lot of constant flowing there, and we're back with more coverage tomorrow day, too. Thanks for watching.