>>from >>Around the globe. It's the cube with digital coverage of IBM think 2021 brought to you by IBM. >>Welcome back to the cubes ongoing coverage of IBM Think 2021 virtual cube, you know, the pandemic has caused us to really rethink this this whole concept of operational resilience and we're gonna dig into that and talk about the importance of constructing a holistic resilience plan and get the perspective of some really great domain experts. Alan Downs is the vice president, global Cloud security and resiliency services at IBM and he's joined by MS Michelle what? Weston who is the director of cloud security and resiliency offerings at IBM folks. Welcome to the cube. Thanks for coming on. >>Thank you. >>Now before we get into it, I said IBM but I want to ask you, alan about an announcement you made last month about Kendrell new spin out from IBM. What can you tell us? >>Very excited about the name? I think there's a lot of meaning in the name centered around new growth and censored around partnership and relationship. So if you look at the name that was announced I think it really does typify what we set out to be as a trusted partner in the industry. All born around new growth centered around strong partnership and relationship. So very pleased and excited and look forward to the opportunity we have going forward. >>Yeah congratulations on that. Had some clarity martin schroder. New ceo Cubillan. Great executive love it. So good luck. Um Alan let me stay with you for a second. I mean operational resilience it means different things to different people and we know from speaking with C. IOS in our community during the pandemic. It doesn't just mean disaster recovery. In fact a lot of C. I. O. Said that their business continuing strategy were too focused on on D. R. Ellen. What does operational resilience mean from your perspective? >>So I'll answer it this way. Operational resiliency risk is defined as the quantifiable steps that any client needs to take in order to respond, recover from an unplanned outage. It sits squarely within operational risk. And if you think about it, operational risk is the kind of non financial element of risk. And defined within that category, operational resiliency risk is trying to identify those steps both pre active and reactive that a client needs to consider that they would have to take in the event of an unplanned disruption or an unplanned outage that would impact their ability to serve their clients or to serve their organization. That's how I define operational resiliency risk. >>Great and I wonder Michelle if you can add to that but I think you know I sometimes say that the pandemic was like a forced march to digital and part of that was business resilience. But You know, where do we go from here? You know, we had 14 months shoved into our face and now we have some time to think about. So how should clients think about evolving their strategies in this regard? >>Yeah, Well, certainly with respect to what was called Newco now, Kendrell, um our approach has been advisory led. Uh we will help clients along this journey. Uh, one thing that I'd like to point out in one of the journeys that we've been taking over the last couple of years is it really is about security and resiliency together. If you think of that planning and how to mitigate your operational risk, the security and resiliency go hand in hand through the same people within the organization that are planning for that and worried about it. And so we had already started about three years ago to pull the two together and to have a unified value proposition for clients around security and resiliency, both being advisory lead, doing everything for a client from project based to the digital consumption world which we know clients live in today to a fully managed service all around security and resiliency together. >>Yeah, so I mean it's really important topic. I mean you heard Chair Powell last month. He was he was on 60 minutes saying well yeah worried about inflation, were way more worried about security. So so alan you know, were let's say you're in the virtual, you know, conference room with the board of directors. What's that conversation like? Uh where does it start? >>I think there is a huge concern right now with regard to security and obviously resiliency as well. But if you just think about what we've all been through and what's transpired in the last 12 months, the what we call the threat landscape has broadened significantly and therefore clients have had to go through a rapid transformation not just by moving employees to home base, but also their clients having a much higher expectation in terms of access to systems, access to transactions which are all digital. So you referred to it earlier. But the transformation, our clients have had to go on driving a higher dependence on those systems that enable them to serve their clients digitally and enable them to allow the employees to work remotely in this period has increased the dependencies that they have across the environment that are running many of the critical business processes. So the discussion in the boardroom is very much are we secure? Are we safe? How do we know how safe and secure and resilient should we be? And based on that fact about how safe and secure should we be? Where are we today as an organization? And I think these are the questions that are at the boardroom is basically from a resiliency security perspective, where should we be that supports our strategy vision and our client expectation? And then the second question is very much where are we today? How do we know that we are secure? How do we know that we can recover from any unplanned or unforeseen disruption to our environments? >>So Michelle, I mean I just mentioned the threat surface is expanding and we're just getting started, everybody's like crazy about five G leaning in the edge Iot and that's just uh this could be orders of magnitude by the end of the decade compared to where it is today. So how do you think about the key steps that organizations should should take to ensure operational resilience, you know, not only today, but also putting in a road map. >>Yeah, yeah. And and one thing that we do know from our clients is those that have actually planned for resiliency and security at the forefront. They tend to do that more effectively and more efficiently. Um It's much better to do that than to try to do that after an outage. You certainly learn a lot. Um but that's not the experience that you want to go through. You want to have that planning and strategy in the forefront. As Alan said in terms of the threat vector, the pandemic brought that on as well. We saw surgeons Of cyberattacks, opportunistic attacks. Um you know, we saw the best of people in the pandemic as well as the worst in people. Some of those attacks were on agencies that we're trying to recover. We're trying to treat the public with respect to the COVID-19 pandemic. So none of us can let our guard down here. I think we can anticipate that that's only going to increase. And with the emergence of these new technologies like cloud, we know that there's been such a massive benefit to clients. In fact those that were cloud enabled to sustain their businesses during the pandemic full stop. But with that comes a lot more complexity. Those threat vectors increase five G. I expect to be the same. So again, resilience and security have never been more relevant. More important, we see a lot of our clients putting budget there and those that plan for it with a strategic mindset and understand that whatever they have today may be good enough, but in the future they're going to have to invest and continue to evolve that strategy. Are those that have done the best. >>Yeah, the bolt on strategy doesn't doesn't really work that well, but and I wonder if you think about when we talk to CSOS for example, and you ask them what's your biggest challenge? They'll say things like lack of talent. We got too many tools. It's just as we're on the hamsters on wheels. So I would think that's, you know, unfortunately for some, but it's good for your, your business. That's that's a dynamic that you can help with. I mean you're a services organization, you got deep expertise in this. So I wonder if you could, could talk a little bit about that, that lack of talent, that skills gap and how you guys address that. >>I think this is really the fit for managed services providers like Kendrell, um, certainly with some of our largest clients, if we look at Peta as an example, that notion of phone a friend is really important when it starts to go down and you're not sure what you're gonna do next. You want the expertise, you want to be able to phone someone and you want to be able to rely on them to help you recover your most critical data. One of the things clients have also been asking us for is a vaulted capability, almost like the safe deposit box for your data and your critical applications. Being able to put them somewhere and then in the event of needing to recover, um, you certainly could call someone to help you do exactly that >>Ellen. I wonder if you can address this. I mean, I like IBM I was I'm a customer. I trust IBM. What's your relationship? Are you still gonna, you know, be able to allow me to tap the pieces that that I like and maybe you guys can be more agile in some respects, maybe you can talk about that a little bit. >>She has Sure, Dave and many of our clients, we have a long history with a very positive experience of delivering, you know, market leading and high high quality of services and product the relationship continue. So we will remain very close to IBM and we will continue to work with many of IBM's customers as will IBM work with our customers going forward. So the relationship, I believe whilst a different dynamic will continue and I believe engenders an opportunity for growth and you know, we mentioned earlier the very name signifies the fact that it's new growth and I do think that that partnership will continue and we'll continue together to deliver the type of service, the quality of products and services that our clients have, you know, enjoyed from IBM over the last number of years, >>Michelle my, one of my takeaway from your earlier comments as you guys are hands on consultative in nature. Um, and I think about the comment I made about a lot of Ceo said we were way too d our focus. But when I think about d are a lot of times it was a checkbox to the board. Hey, we got it. But it was last time you tested it. Well, we don't test it because it's too risky to test. You know, we, we do fail over, but we don't fail back because it's just too risky. Can I stress test, you know, my environment, we, at the point now where technology and expertise will allow us to do that is that part of what you bring to the table? >>It is exactly exactly what we bring to the table. So from a first of all, from a compliance and regulatory perspective, you no longer have that option. A lot of the auditors are asking you to demonstrate your d our plan. We have technology and I think we've talked about this before about the automation that we have in our portfolio with resiliency orchestration that allows you to see the risk in your environment on a day to day basis. Proactively manage it. I tried to recover this, there's a there's a failure and then you're able to proactively address it. I also give the example from a resiliency orchestration perspective in this very powerful software automation that we have for D. R. We've had clients that have come in scheduled A. D. R. Test, it was to be all day they've ordered in lunch And the D. R. test fail over failed back took 22 minutes and lunch was canceled. >>I love >>it. Very powerful and very powerful with an auditor. >>That's awesome. Okay guys, we've got to leave it there. Really great to get the update. Best of luck to you and congratulations. Thanks for coming on. >>Thank you so much >>and thank you for watching. This is Dave Volonte for the cubes continuous coverage of IBM think 2021 right back. >>Mhm.

>>live from Las Vegas. It's the two covering AWS executive Something >>brought to you by Accenture >>everyone to the ex Center Executive Summit here in AWS. Reinvent I'm your host, Rebecca Knight. I'm joined by John. Match it. He is the managing director. Applied Intelligence, North America Attic Center Thank you so much for coming on the Q. So we're gonna have a fun conversation about a I today. We tend to think of a I as this futuristic Star Trek Jetsons kind of thing. But in fact, a i a. I is happening here and now >>it's all around us. I think it's intricate zoologist, sort of blood into the fabric girl of our lives without really even knowing about, I mean, just to get here, Let me lives took a new burst. There's a I in the route navigation. We may have listened to Spotify, and there's a I and the recommendation engine. And if you want to check the weather with Alexa, there's a lot of agents in the natural language processing, and none of that was really impossible 10 years ago. So without even trying, just wake up and I sort of like in your system in your blood. >>So as consumers, we deal with a I every day. But it's all but businesses are also using a I, and it's already having an impact. >>I think >>what is absolutely true it and really interesting is that information is just the new basis of competition. Like like you know, companies used to compete with physical objects and look better cars and blenders and stereos and, you know, thermometers. But today, you know, they're all like on a device, and so information is how they compete. And what's interesting to me about that for our clients is that if you have a good idea, you can probably do it. And so you're limited, really by your own imagination on. So I just as an example of like how things are playing out a lover classroom, the farmer space to make better drugs, and every every form of company I know of is using some sort of machine learning a I to create better pharmaceuticals, the big ones, but also the new entrance. One of the companies that we followed numerator really issued company. What they've been able to do is like in just just a massive amount of data like all day, like good data, bad bias on buying >>its ingesting, this kind of data the data is about. >>It's about like drug efficacy, human health, the human genome like like like doctors visits like all this diverse information. And historically, if you put all that data together just to have a way to actually examine it, there's no way that was too much. Humans can't deal with it, but but But machine learning can. And so what? We just all this date up and we let the robots decided sort of less meaningful. And what's happened is you can now deal with instead, just a very fraction that data, but all of it. And the result, like in pharmaceuticals. Is it wearable? Come with new HIV drugs in six months? It used to be years and millions of dollars, tens of millions of dollars. But now it's, you know, it's months, and so it's really changing the way humans live. And certainly the associated industries. They're producing the drugs. >>So it's as you said, I was already being used to reimagine medicine. So many of the high tech jobs openings today are not necessarily in technology there in pharmaceuticals and automotive's. And these and these involved artificial intelligence, their skills in artificial intelligence. What can you tell us about how a eyes having an impact? And that's what I think. >>This is a really good question. What is interesting is that industry she wouldn't think, or digital companies are now actually digital competitors. I'll give you two examples. One is a lot of clients make liquefied natural gas. Now that that is a mucky business. It's full of science, like geology and chemistry and chemical engineering, and they work with these like small refineries. But the questions like, how we gonna get better if you make you know Ellen G. And so what they do is they use a I, and the way they do that is likely have these small refineries. Each piece of equipment has a sensor on it, so there may be 5000 sensors, and each sensor has three or four like bots looking at it, and one might be looking at vibration heat and and what they're doing is they're making predictions. Millions of predictions every every day about you know whether quality is good. The machine's about to have a problem that safety is jeopardise something like that. And so So you've gone from a place where, you know, the best competitors were chemists to the best competitors are actually using machine learning to make the plants work better. You know, another entry. We see this really was brewing. You know, you don't think no one would think brewing is like a digital business like his beer? The Egyptians may be right, like so everyone knows how to do it. So But think about if you make beer like how you're gonna get better and again do what you do is you begin to touch customers more effectively with better digital marketing, you know? Hey, I tow target to understand who your best customers are, how to make offers to them, had a price head of both new product introduction, and even had a formulate new brands of beer that might appeal to different segments of society. So brewing, like they're all about, like ml in the eye. And they really are, like a digital competitive these days, which I think it's interesting, like no one would have thought about that, you know, is they were consuming beer on a Friday with their friends >>and craft brewing is so hot right now. I mean, it is one of those things. As you said, it is attracting new, different kinds of segments of customers. >>Right? And so the questions like if you are a craft brewer like, how do you go find the people that that you want? So what we're doing is we're way have new digital ways to go touch them very personalized offer like, if you like running, you know we can We can give you an offer like fun run followed by a brew. But we know who you are and what you like your friends like to do to get very specific A CZ we like examined the segments of society to do very personal marketing. It's actually fun, like, you know, it gives you things to go Dio we did one event where he looked at cos we we had a a beer tasting with barbecue teach you no instruction. So if you wanna learn how to cook barbecue and also do a beer tasting can get 20 people together and you have a social experience and you you buy more the product. But what's interesting is like, Well, how do you find those people? How do you reach them? How do you identify these of the right folks? That'll actually participate? And that's where a I comes into play. >>So this is fascinating, and you just you just described a number of different industries and companies beer, brewers, liquefied natural gas, pharmaceuticals that are using a I to transform themselves. What is your What do you recommend for the people out there watching and say, I want to do that? How could I get on >>board or what we advise Companies are clients to really get good at three things, and the first is just to do things differently. So you got to go into your core operations and figure out how you can extract more cash and more profit from your existing operations. And so that's like we talked about natural gas, right? Like you could produce it more profitably and effectively, but that's not enough. The next thing you do step to would be to actually grow your core business. Everyone wants to leave to the new right away, but but you're getting all your cash and your legacy businesses and so like like we saw in the brewing history. If you can find new customers, more profitable customers interact with them, create a better digital experience with them, then you'll grow both your top line in your bottom line. But for our from our perspective, the reason you do both of those things is cash. Then make investments into New Net new businesses on DSO. The last thing you do is to do different things, so find in adjacency and grow. And it's important to talk about the role of a I and that because that's the way you develop outcomes with speed, right? Like you're not gonna build a factory and we're gonna build a service or some sort of, you know, information centric offerings. And so what we like to do is talk about like the wise pivot from your old legacy businesses. We generate cash and you make selective investments in the new and how you regulate that is a really important question, because you're too fast and you start the Lexie businesses like to slow, and you're gonna be sort of left out of the new economy. So doing those three things correctly with the right sort of managing processes is what we advise our clients to focus on. >>So I see all of this from the business side. But do you because you're also a consumer? Do you ever see any sort of concerns about privacy and security in the sense of why does anyone need to know if I like to run or I like barbecue with my beer? I mean, how do you How do you sort of think about those things and and talk to clients about those issues >>too? Well, I think, you know, actually, for censure. Ah, large part of our focus is what we call just ethical a eye on. And so it's important to us to actually have offerings that we think that we're comfortable with that are legally comfortable, but also just societally are acceptable. And it's actually like there's a lot of focus in this area, right, how you do it. And there's actually a lot to learn. Like like what we see, for example, is there could be biased in the data which effects the actual algorithm. So a lot of times were the folks in the algorithm, you need to go back to the data and look at that. But it's something we spend a lot of time on. Its important us because we to our consumers and we care about our privacy. >>So when you talk about the wise pivot and the regulation, this is a This is a big question. There's a lot of bills on the table in Washington. It's certainly dominating our national conversation, how we think about regulating thes new emerging technologies that that present a lot of opportunities, but also a lot of risks. So how how are you, how you are you a tech center thinking about regulation and working with regulators on these issues >>way get involved with talking to the government. They seek independent counsel, so we participate when they're seeking guidance and we'll give our offer. So we're a voice at the table. But you know, what I would say is there's a lot of discussion about privacy and ask. But if you look at, like, at a national level, particularly government, I think there used to be more focused just on the parts that are incontrovertibly not problematic with privacy. So I gave you the example of working with liquefied natural gas. Okay, we need better, eh? I'd run our factories better. There's a lot of a I that goes into those kind of problems or supply chain planning. Like, how do I predict demand more effectively, or where should I put my plants? And A. I is the new way supply chain is done right? And so there's There's very few of the consumer centric problems I think, actually is. A society like 90% of the use cases are gonna be in areas where they don't actually influence for privacy and a lot of art. Our time is actually working on those kind of use cases just to make you know the operations of our organization's Maur more effective than more efficient. >>So we talked about the very beginning of this conversation about the companies that are disrupting old industries. Using a lot of these technologies, I mean, is this is a I A case where you need to be using this you need to be using >>you need to be using it. My view, my personal view is that there is going to be no basis of competition in the future, except for a digital. It just is going to be the case. And so all of our clients, you know, they're at some state of maturity and they're all asking the question like, How did I grow up? I don't get more profitable. Like certainly the street. Once more results on DSO if you want to move quickly in the new space, is you. You you you only have 11 choice. Really? And that that is to get really, really, really good at managing in harnessing digital technologies, inclusive of >>a I >>two to compete in a different way. And so I mean, we're seeing really interesting examples were like, you know, like, retailers are getting into health care, right? Like, you see this like you go into Wal Mart and they have our Walgreens. They have, like a doc in the box, right? So we're seeing. But lots of companies that are making physical things that then turn around and use the developing service and what they used to use their know how they take everything they know about, like like something you know about, like healthcare or how to like, you know, offer service is to customers and retail setting, but then they need to do something different. And now how do I get the data and the know how to then offer, like a new differentiated health service? And so to do that, you know, you have a lot. You have a lot of understanding about your customers, but you need to get all the data sources in place. You may need certain help desk. You know you need ways to aggregate it on, and so you probably need a new partnerships that don't have. You probably need toe manage skill sets that you don't have. You may need to get involved with open source communities. You may need to be involved with universities that where they do research, so you'll need a different kind of partnerships to move a speed then companies have probably used in the past. But when they put all those those eco systems together, onda new emphasis on the required skill sets, they can take their legacy knowledge that's probably physically oriented and then create a service that can create. They can monetize their experience with the new service. What what we find usually doesn't work is just a monetized data. If you have a lot of data, it's not usually worth that much. But if you take the data and you create a new service that people care about, then you can monetize your legacy information that that that's what a lot of our class they're trying to do, think they've very mature and now, like Where do you go? And where they go is something may be nearby to their existing business, but it's not. It's not the same legacy business of the path for years. >>I want to take a little deeper on something you brought up about the skills, and there's a real skills gap in Silicon Valley and in companies in this area. How are you working with companies to make sure that they are attracting the right talent pool and retaining those workers once they have? Um, >>well, so this is, I think, one of the most important questions because, like what? What happened with technology in the past? We would put in these like ear piece systems, and that was a big part of our business, like 15 years ago. And once you learned one of those things, that's a P or oracle or, you know, like whatever your skill set was good for 10 years, You probably you were good. You could just, like, go to the work. But today it just just go down to like the convention center. Look at this vast array of like like >>humanity, humanity >>and new technologies. I mean, half these companies didn't even exist, like, five years ago, right? And so you're still set today is probably only good for a year. So I think the first thing you've got to realise is that there's got to be a new focus on actually cultivating talent as a strategy. It's it's the way to compete like people is your product, if you wanna look at that way. But we're doing actually starting very, uh, where we can very early in the process, like much beyond a corporation. So we work with charter schools over kids, we get them into college, we work with universities, we do a lot of internship. So we're trying to start, like, really early on when you ask a question like, what would our recommendation to the government be were actually advising, like, get kids involved in I t. Like earlier and so so we can get that problem resolved but otherwise, once companies work. I think you know you need your own talent strategy. But part of that might be again, like an eco system play like maybe you don't want all of those people and you'd rather sort of borrow on. And so I think, I think figuring out what your eco system is because I think I think in the future like competition will be like my eco system versus your eco system. And that's that is the way I think it's gonna work. And so thinking in an eco system way is, is what most of our clients need to do. >>Well, it's like you said about the old ways of it was a good idea for a good product versus good ideas. And I just keep looking. Thank you so much, John, for coming on the Cuba Really fascinating conversation >>was my pleasure. Thank you so much. >>I'm Rebecca Knight. Stay tuned for more of the cubes. Live coverage of the Accenture Executive Summit coming up in just a little bit

>> live from Boston, Massachusetts. It's the you covering your red hat. Some twenty nineteen rots. You buy bread hat. >> Well, good afternoon. Welcome back here on the Cube as we continue our coverage of the Red Hat Summit and you know, every once in a while you come across one of these fascinating topics. It's what's doing I get so excited about when we do the Cube interviews is that you never know where >> you're >> going to go, the direction you're going to take. And I think this next interview has been a fit into one of those wow interviews for you at home. Along was to minimum. I am John Walls, and we're joined by Dr Ellen Grant, who was the director of the fetal neo NATO Neuroimaging and Developmental Science Center of Boston Children's Hospital. So far, so good, right? And the professor, Radiology and pediatrics at the Harvard Medical School's Dr Grant. Thank you for joining us here on the Cube and Dr Rudolph Pienaar, who is the technical director at the F n N D. S. C. And an instructor of radiology at the Harvard Medical School. So Dr Rudolph Pienaar, thank you for joining us as well. Thank you very much. All right. Good. So we're talking about what? The Chris Project, which was technically based. Project Boston Children's Hospital. I'm going to let you take from their doctor Grant. If you would just talk about the genesis of this program, the project, what its goal, wass And now how it's been carried out. And then we'LL bring in Dr PNR after that. So if you would place >> sure, it's so The goal of the Chris Project was to bring innovated imaging, announces to the bedside to the front end where clinicians are not like high are working all the time but aren't sophisticated enough or don't have enough memory to remember how to do, you know, line code in Lenox. So this is where initially started when I was reading clinical studies and I wanted to run a complex analysis, but there was no way to do it easily. I'd have tio call up someone to log into a different computer, bring the images over again lots of conflict steps to run that analysis, and even to do any of these analysis, you have to download the program set up your environment again. Many many steps, said someone. As a physician, I would rather deal with the interpretation and understanding the meaning of those images. Then all that infrastructure steps to bring it together. So that was the genesis of Chris's trying to have a simple Windows point and click way for a physician such as myself, to be able to rapidly do something interesting and then able to show it to a clinician in a conference or in the at the bedside >> and who's working on it, then, I mean, who was supplying what kind of manpower, If you will root off of the project >> kind of in the beginning, I would say maybe one way to characterize it is that we wanted to bring this research software, which lives mostly online, ex onto a Windows world, right? So the people developing that software researchers or computational researchers who do a lot of amazing stuff with image processing. But those tools just never make it really from the research lab outside of that. And one of the reasons is because someone like Ellen might not ever want to fire paternal and typing these commands. So people working on it are all this huge population of researchers making these tools on what we try to do. What I try to help with, How do we get those tools really easily usable in excess of one and, you know, to make a difference? Obviously. So that was a genesis. I was kind of need that we had in the beginning, so it started out, really, as a bunch of scrips, shell scripts, you slight a type of couple stuff, but not so many things on gradually, with time, we try to move to the Web, and then it began to grow and then kind of from the Web stretching to the cloud. And that's kind of the trajectory in the natural. As each step moved along, more and more people kind of came in to play. >> Dr Grant, I think back, you know, I work for a very large storage company and member object storage was going to transform because we have the giant files. We need to be able to store them and manage them and hold them up. But let's talk about the patient side of things. What does this really mean? You know, we had a talk about order of magnitude that cloud can make things faster and easier. But what? What does this mean to patient care? Quality service? >> Well, I think what it means or the goal for patient care is really getting to specialized medicine or individualized medicine on to be able to not just rely on my memory as to what a normal or abnormal images or the patients I may have seen just in my institution. But can we pull together all the knowledge across multiple institutions throughout the country and use more rigorous data announces to support my memory? So I want to have these big bridal in front lobes that air there, the cloud that helped me remember things into tidies connections and not have to remind just rely on my visual gestalt memory, which is obviously going to have some flaws in it. So and if I've never seen a specific disorder, say, for example, at my institution, if they've seen it at other institutions who run these comparisons all of sudden, I made be aware of a new treatment that otherwise I may not have known about >> All right, so one of my understanding is this is tied into the mass open cloud which I've had the pleasure of talking on the program at another show back here in Boston. Talk about a little bit about you know how this is enable I mean massive amounts of data you need to make sure you get that. You know the right data and it's valuable information and to the right people, and it gets updated all the time, so give us a little bit of the inner workings. >> Exactly. So thie inner workings, That's it can be a pretty big story, but kind of the short >> story time Theo Short >> story is that if we can get data in one place, and not just from one institution, from many places, that we can start to do things that are not really possible otherwise so, that's kind of the grand vision. So we're moving along those steps on the mass Open cloud for us makes perfect sense because it's there's a academic linked to Boston University. And then there's thie, Red Hat, being one of the academic sponsors as well in that for this kind of synergy that came together really almost perfectly at the right time, as the cloud was developing as where that was moving in it as we were trying to move to the cloud. It just began to link all together. And that's very much how we got there at the moment on what we're trying to do, which is get data so that we can cause medicine. Really, it's amazing to me. In some ways there's all these amazing devices, but computational e medicine lag so far behind the rest of the industry. There's so little integration. There's so little advanced processing going on. There's so much you can do with so little effort, you could do so much. So that's part of the >> vision as well. So help me out here a little bit, Yeah, I mean, maybe it before and after. Let's look at the situation may be clinically speaking here, where a finding or a revelation that you developed is now possible where it wasn't before and kind of what those consequences might have been. And then maybe, how the result has changed now. So maybe that would help paint up a practical picture of what we're talking about. >> I could use one example we're working on, but we haven't got fully to the clouds. All of these things are in their infancy because we still have to deal with the encryption part, which is a work in progress. But for example, we have mind our clinical databases to get examples of normal images and using that I can run comparisons of a case. It comes up to say whether this looks normal or abnormal sweat flags. The condition is to whether it's normal or abnormal, and that helps when there's trainees are people, not is experienced in reading those kinds of images. So again we're at the very beginnings of this. It's one set of pictures. There's many sets of pictures that we get, so there's a long road to get to fully female type are characterized anyone brain. But we're starting at the beginning those steps to very to digitally characterize each brain so we can then start to run. Comparisons against large libraries of other normals are large libraries of genetic disorders and start to match them up. And >> this is insecure. You working in fetal neural imaging as well. So you're saying you could take a an image of ah baby in a mother's womb and many hundreds thousands, whatever it is and you developed this basically a catalogue of what a healthy brain might look like. And now you're offering an opportunity to take a image here on early May of twenty nineteen. And compared to that catalogue, look and determine whether might be anabel normality that otherwise could have been spotted before. >> Correct and put a number to that in terms of a similarity value our probability values so that it's not just Mia's a collision, say Well, I think it's a little abnormal because it is hard to interpret that in terms of how severe is the spectrum of normal. How how? Sure you. So we put all these dated together. We can start to get more predictive value because we couldn't follow more kids and understand if it's that a a sima that too similar what's most likely disorder? What's the best treatment? So it gives you better FINA typing of the disorders that appear early and fetal life, some of which are linked to we think he treated, say, for example, with upcoming gene therapies and other nutritional intervention so we could do this characterization early on. We hope we can identify early therapies that our target to targeted to the abnormalities we detect. >> So intervene well ahead of time. Absolutely. >> I don't know. The other thing is, I mean Ellen has often times said how many images she looks at in the day on other radiologist, and it's it's amazing. It's she said, the number hundred thousand one point so you can imagine the human fatigue, right? So it Matt, imagine if you could do a quick pre processing on just flag ones that really are abnormal by you know they could be grossly abnormal. But at least let's get those on the top of the queue when you can look at it when you are much more able to, you know, think, think, think these things through. So there's one good reason of having these things sitting on an automated system. Stay out of the cloud over it might be >> Where are we with the roll out of this? This and kind of expansion toe, maybe other partners. >> So a lot of stuff has been happening over the last year. I mean, the the entire platform is still, I would say, somewhat prototypical, but we have a ll the pipelines kind of connected, so data can flow from a place like the hospital flowed to the cloud. Of course, this is all you know, protected and encrypted on the cloud weaken Do kind of weaken. Do any analysis we want to do Provided the analysis already exists, we can get the results back. Two definition we have the interface is the weapon to faces built their growing. So you can at this point, almost run the entire system without ever touching a command line. A year ago, it was partially there. A year ago, you had to use a command line. Now you don't have to. Next year will be even more streamlined. So this is the way it's moving right now and was great for me personally. About the cloud as well is that it's not just here in Boston where you, Khun benefit from using these technologies, you know, for the price of a cellphone on DH cell signal. You can use this kind of technology anywhere. You could be in the bush in Africa for argument's sake, and you can have access to these libraries of databases imaging that might exist. You, khun compare Images are collected wherever it might be just for the price of connecting to the Internet. >> You just need a broadband connection >> just right. Just exactly. >> Sometimes when you think about again about you know, we've talked about mobile technology five g coming on as it is here in the U. S. Rural health care leveling that and Third World, I was thinking more along the lines of here in the States and with some memories that just don't have access to the kind of, like, obviously platinum carry you get here in the Boston area. But all those possibilities would exist or could exist based on the findings that you're getting right now with Chris Project. So >> where does the Chris project go from here? >> Well, what we'd like to do is get more hospitals on board, uh, thinking pediatrics, we have a lot of challenge because there are so many different rare disorders that it's hard to study any one of them from one hospital. So we have to work together. There's been some effort to bring together some genetic databases, but we really need to being also the imaging bait databases together. So hopefully we can start to get a consortium of some of the pediatric hospitals working together. We need that also because normal for normal, you need to know the gender, the age, the thie ethnicity. You know, so many demographics that are nice to characterize what normal is. So if we all work together, we can also get a better idea of what is normal. What is normal variants. And there's a lot of other projects that are funded by N. H. Building up some of those databases as well, too. But we could put him into all into one place where we can actually now query on that. Then we could start to really do precision medicine. >> And the other thing, which we definitely are working on and I want to do, is build a community of developers around this platform because, you know, there's no way our team can write all of these tools. No, no, no, we want to. But we want everyone else who wants to make these tools very easily hop onto this platform. And that's very important to us because it's so much easier to develop to christen it just about the Amazon. There's almost no comparison. How much easier >> we'Ll Definitely theme, we hear echoing throughout Red Hat summit here is that Does that tie into, like, the open shift community? Or, you know, what is the intersection with red hat? >> It definitely does, because this is kind of the age of continue ization, which makes so many things so much easier on DH. This platform that we've developed is all about container ization. So we want to have medical by medical or any kind of scientific developers get onto that container ization idea because when they do that and it's not that hard to do. But when you do that, then suddenly you can have your your analysis run almost anywhere. >> And that's an important part in medicine, because I run the same analysis on different computers, get different results. So the container ization concept, I think, is something that we've been after, which is a reproduce ability that anybody can run it along there, use the same container we know we're going. Same result. And that is >> critical. Yes, especially with what you're doing right, you have to have that one hundred percent certainty. Yep. Standardisation goes along, Ray. Sort of fascinating stuff. Thank you both for joining us. And good luck. You're an exciting phase, that's for sure. And we wish you all the best going forward here. Thank you so much. Thank you both. Back with more from Boston. You're watching Red Hat Summit coverage live here on the Q t.

Sand Hill Road to the heart of Silicon Valley it's the cute presenting the people first Network insights from entrepreneurs and tech leaders when I'm John Ferrari with the cube I'm the co-host also the founder of Silicon angle me we are here on Sand Hill Road at Mayfield for the people first conversations I'm John furry with the cube weird Allen being global CTO and IT of innovation at Procter & Gamble formerly the same position at coca-cola has done a lot of innovations over the years also a reference account back in the day for web methods when they call on the financing of that one of the most famous IPOs which set the groundwork for web services and has a lot of history going back to the 80s we were just talking about it welcome this conversation on people first network thank you for inviting me so the people first network is all about people and it's great to have these conversations you're old school you were doing some stuff back on the 80s talking about doing RPA 3270 you've been old school here yeah I go back to APL as my first programming language went through the the third generation languages and of course the old 30 to 70 emulation which is what we know today is our PA one of the cool things I was excited to hear some of your background around your history web methods you were a reference call for venture financing of web methods which was financed on the credit card for the two founders husband and wife probably one of the most successful I appeals but more importantly at the beginning of the massive wave that we now see with web services this is early days this was very early days when I was at DHL we were looking at what we're gonna do for the future and in fact we built one of the first object-oriented frameworks in C++ at the time because that was all that was available to us or the best was available we rejected Corbis and we said look if we're gonna go this direction and one of my developers found web methods found philip merrick it was literally at the time working out of his garage and had this technology that was going to allow us to start moving into this object-oriented approach and I remember the day Robin Vasan form a field called and said hey I'm thinking about investing in web methods what do you think about it and not only was it one of the first startups that I ever worked with but it's actually the first time I met anybody in the venture community way back in nineteen I think 1997 is what had happened and that was a computing time in computer science and then the rest is history and then XML became what it became lingua franca for the web web services now Amazon Web Services you see in cloud computing micro services kubernetes service meshes this is a new stack that's being developed in the cloud and this is the new generation you've seen many waves and at Procter & Gamble formerly coca-cola you're the same role you have to navigate this so what's different now what's different say 15 20 years ago how are you looking at this market how you implementing some of the IT and infrastructure and software development environments I think what's change is you know when we got into the the early 2000s Nicolas car came out and said IT doesn't matter and I think anybody that was an IT had this very objectionable response initially but when you step back and you looked at it what she realised was in many cases IT didn't matter and those were those areas that were non-competitive those things that could be commoditized and it was completely right the reality is IT has always mattered that technology does give you a competitive advantage in certain markets and certain capabilities for a company but back then we had to go out and we had to purchase equipment we had to configure the equipment there was a lot of heavy lifting in corporations just did not want to invest the capital so they outsource the stuff wholesale I think General Motors was the first one that just out sourced everything and was followed by other companies including Procter & Gamble the decision at that time was probably right but as we go forward and we see what's happened with corporations we see the valuations of corporations the amount of return on equity based on the on the capital that's being invested we can see that data is important we can see that agility flexibility is key to competing in the future and therefore what's changing is we are now moving into an age of away from ERP so we're moving into an age away from these outsource providers on a wholesale basis and using it selectively to drive down costs and allowing us to free up money in order to invest in those things that are most important to the company so you're saying is that the folks naturally the server consolidation they've bought all this gear all this software over you know 18-month rollouts before they even see the first implementation those are the glory days of gravy trains for the vendor's yeah not good for the practitioners but you're saying that the folks who reinvested are investing in IT as a core competency are seeing a competitive advantage they certainly are you know I think I made the statement front of a number of the vendors and a few years ago and people were not comfortable with it but what I said was like you gone are the ears of these 10 20 million dollar deals gone are the ears of the million two million dollar deals we're in the ear of throwaway technology I need to be able to use and invest in technology for a specific purpose for a specific period of time and be able to move on to the next one it's the perfect time for startups but startups shouldn't be looking at the big picture they should be looking at the tail on these investments let me try things let me get out in the market let me have a competitive advantage in marketing which is most important to me or in supply chain those are the areas that I can make a difference with my consumers and my customers and that's where the investments have to go so just in constant of throwaway technology and you know you'd also be said of you know being more agile though interesting to look at the cloud SAS business model if Amazon for us I think that's the gold standard where they actually lower prices on a per unit basis and increase more services and value but in the aggregate you're still paying more but you have more flexibility and that's kind of a good tell sign so that you're seeing that ability to reuse either the infrastructure that's commoditized to shift the value this is are people having a hard time understanding this so I want to get your reaction to how should I tea leaders understand that the wave of cloud the wave of machine learning what a I can bring to the table these new trends how how should leaders figure this out is there a playbook as there are things that you've learned that you could share you know that there's really a playbook it's still early on everyone's looking for one cloud fits all the reality is whether it's Google whether it's Amazon whether it's Microsoft whether it's IBM all clouds are different all clouds have our special are purpose-built for different solutions and I think as an IT leader you have to understand you're not going to take everything and lift and shift that's what we used to do we're now in the position where we have to deconstruct our business we have to understand the services the capabilities that we want to bring to market and not lock ourselves in its building blocks its Legos we're in the period of Legos putting these things together in different manners in order to create new solutions if we try to lock ourselves in the past of how we've always financed things how we've always built things then we're not going to be any better off in the new world than we were in the old alan i want to get your reaction to to two words our PA and containers well as i said earlier our PA is 3270 emulation from the 1980s and for those of us that are old enough to remember that i I still remember scraping the the old green screens and and putting a little process around it it what's nice though is that we have moved forward machine learning and AI and other other capabilities are now present so that we can do this I actually played around with neural nets probably back in 1985 with an Apollo computer so that tells you how far back I go but technologies change processing speeds change everything the technology trends are allowing us to now to do these things the question that we have is also a moral dilemma is are we trying to replace people or are we trying to make improvements and I think that you don't look at our PA as a way simply to replace work it's a way to enhance what we're doing in order to create new value for the customer or for the consumer in our case I think in the in the area of containers you know again been around for a while been around for a while it's just another another approach that we're not we don't want lock in we don't want to be dependent on specific vendors we want the portability we want the flexibility and I think as we start moving containers out to the edge that's where we're gonna start seeing more value as the business processes and the capabilities are spread out again the idea of centralized cloud computing is very good however it doesn't need to be distributed what's interesting I find about the conversation here is that you mentioned a couple things earlier you mentioned the vendors locking you in and saying here's the ERP buy this and with this you have to have a certain process because this is our technology you got to use it this way and you were slave to their their tech on your process serve their tech with containers and say orchestration you now the ability to manage workloads differently and so an interesting time there's that does that change the notion of rip and replace lift and shift because if I a container I could just put a container around it and not have to worry about killing the old to bring in the new this is on the fundamental kind of debate going on do you have to kill the old to bring in the new well you need to kill the old sometimes just because it's old it's time to go other times you do need to repackage it and other times I hate to say it you do need to lift and shift if you're a legacy organization they have a long history such as most of the manufacturing companies in the world today we can't get rid of old things that quickly we can't afford to a lot of the processes are still valid as we're looking to the future we certainly are breaking these things down into services we're looking to containerize these things we're looking to move them into areas where we can compute where we want to when we want to at the right price we're just at the beginning of that journey in the industry I still think there's about five to seven years to go to get there now I'll talk about the role of the edge role of cloud computing as it increases the surface area of IT potentially combined with the fact that IT is a competitive advantage bring those two notions together what's the role of the people because you used to have people that would just manage the rack and stack I'm provisioning some storage I'm doing this as those stovepipes start to be broken down when the service area of IT is bigger how does that change the relationship of the people involved you know you win with people at the end of the day you don't win with technology you know a company of such as Proctor and Gamble and I think what's happened if you look at historically the ERP vendors came out probably 99 2000 and it used to be and remember these I'm old to be honest with you but I remember that we used to have to worry about the amount of memory we were managing we had to be able to tune databases in all of this and the vendors went ahead and they started automating all those processes with the idea that we can do it better than a human and a lot of people a lot of the technology talent then started leaving the organizations and organizations were left with people that we're focusing on process and people a process excuse me process and the the the business which is very good because you need the subject matter experts going forward we have to reinvest in people our people have the subject matter expertise they have some technology skills that they've developed over the years and they've enhanced it on their own but we're in this huge change right now where we have to think different we have to act different and we have to behave differently so doubling down on people is the best thing that you can do and the old outsource model of outsourcing everything kind of reduces the core competency of the people yeah now you got to build it back up again exactly I mean we when we left at P&G 15 years ago about 5,000 people left the organization when we outsource them when we outsource the technology to our partner at that time now it's time we're starting to bring it back in we've brought the network team back in and stood up our own sock in our own NOC for the first time in years just this past year we're doing the same thing by moving things out to the cloud more and more is moving to the cloud we're setting up our own cloud operations and DevOps capabilities I can tell you having been on both sides of it it's a lot harder to be able to bring it back in than it is to take it out and you know interesting proctoring games well known as being a very intimate with the data very data-driven company the data is valuable and having that infrastructure NIT to support the data that's important what's your vision on the data future of the data in the world well I think data is has a value to itself but when you tie it to products you tie it to your customers and consumers it's even more valuable and we're in the process now of things that we used to do completely internally with our own technology or technology partners we're now moving all of that out into the cloud now and I must say cloud its clouds plural again going back to certain clouds are better for certain things so you're seeing a dramatic shift we have a number of projects underway that are in the cloud space but for customers and consumers number of cloud projects in the way for our own internal employees it's all about collecting the data processing the data protecting that data because we take that very seriously and being able to use it to make better decisions I want to get your reaction on two points and two quite lines of questioning here because I think it's very relevant on the enterprise side you're a big account for the big whales the old ERP so the big cloud providers so people want to sell you stuff at the same time you're also running IT innovation so you want to play with the new shiny new toys and experiments start up so if startups want to get your attention and big vendors want to sell to you the tables have kind of turned it's been good this is a good it's a good buyers market right now in my opinion so what's your thoughts on that so you know start with the big companies what do they got to do to win you over well they got to look like how they got to engage and for startups how do they get your attention I think the biggest thing for either startup or large companies understanding the company you're dealing with whether it's Procter & Gamble whether it's coca-cola whether it was DHL if you understand how I operate if you understand how decisions are made if you understand how I'm organized that's gonna give you an a competitive advantage now the large corporations understand this because they've been around through the entire journey of computing with these large corporations the startups need to step back and take a look and see where do I add that competitive advantage many times when you're selling to a large corporate you're not selling to a large corporate you're selling two divisions you're selling two functions and that's how you get in I've been working with startups as I said back since web methods and it was just a two-person company but we brought them in for a very specific capability I then took web methods with me when I left DHL I took them to GE when I left GE I took them to ing because I trusted them and they matured along the way I think finding that right individual that has the right need is the key and working it slowly don't think you're gonna close the deal fast if you're start-up know it's gonna take some time and decide if that's in your best interest or not slow things down focus don't try to boil the ocean over too many of them try to boy you're right Jimmy people try to boil the ocean get that win one win will get you another one which will get you another win and that's the best way to succeed get that beachhead Ellen so if you could go back and knowing what you know now and you're breaking into the IT leadership's position looking forward what would you do differently can do a mulligan hey what would you do differently well you know I think one of the one of the dangers of being an innovator in IT is that you really are risk taker and taking risks is counterculture to corporations so I think I would probably try to get by in a little bit more I mean someone once told me that you know you see the force through the trees before anybody else does your problem is you don't bring people along with you so I think I would probably slow down a little bit not in the adoption of technology but I'd probably take more time to build the case to bring people along a lot faster so that they can see it and they can take credit for it and they can move that needle as well yeah always sometimes early adopters and pioneers had the arrows on the back as they say I've had my share now thanks for sharing your experience what's next for you what's the next mountain you're going to climb well I think that as we're looking forward latency is still an issue you know we have to find a way to defeat latency we're not going to do it through basic physics so we're gonna have to change our business models change our technology distribution change everything that we're doing consumers and customers are demanding instant access to enhanced information through AI and m/l right at the point where they want it and that means we're now dealing with milliseconds and nanoseconds of having to make decisions so I'm very interested in looking at how are we going to change consumer behavior and customer behavior by combining a lot of the new technology trends that are underway and we have to do it also with the security in mind now before we security was secondary now as we're seeing with all of the hacks and the malware and everything that's going on in the world we have to go in and think a little bit different about how we're gonna do that so I'm very much engaged in working with a lot of startups I live here in the Silicon Valley I commute to Cincinnati for Procter & Gamble I'm spending time and just flew in from tel-aviv literally an hour ago I'm in the middle of all the technology hotspots trying to find that next big thing and it's a global it's global innovation happens everywhere and anywhere the venture community if you look at the amount of funds it used to be invested out of the Silicon Valley versus the rest of the world it continues to be on a downward trend not because the funding isn't here in the Silicon Valley but because everyone is recognizing that innovation and technology is developed everywhere in the world Alan Bain was the CTO global CTO and IT innovator there at the cube conversation here in San Hill Road I'm John for a year thanks for watching you