>> (lively music) >> Narrator: From around the globe it's theCUBE, with digital coverage of IBM Think 2021. Brought to you by IBM. >> Welcome to theCUBE's coverage of IBM Think 2021, the digital event experience. I'm your host, Lisa Martin. I've got an alumni joining me and a brand new guest to the CUBE please welcome Paul Papas, the Global Managing Partner, for IBM Global Business Services, this is transformation services. Paul, welcome back to the virtual CUBE. >> Thanks Lisa great to be here with you today. And Dominique Dubois is here as well. She is the Global Strategy and Offerings Leader in business transformation services or BTS at IBM. Dominique, welcome to the program. >> Thanks Lisa, great to be here. So, we're going to be talking about accelerating business transformation with intelligent workflows. We're going to break through all that, but Paul we're going to start with you. Since we last got together with IBM, a lot has changed so much transformation, so much acceleration of transformation. Talk to me from your perspective, how have you seen the way that businesses running change and what some of the changes in the future are going to be? >> Well, you hit on two key words there Lisa and thanks so much for that question. Two key words that you hit on were change and acceleration. And that's exactly what we see. We were seeing this before the pandemic and if anything, with the pandemic did when things started started kind of spreading around the world late or early last year, around January, February timeframe we saw that word acceleration really take hold. Every one of our clients were looking for new ways to accelerate the change that they had already planned to adapt to this new, this new normal or this new abnormal, depending on how you view it. In fact, we did a study recently, an IBV study that's our Institute of Business Value and found that six out of 10 organizations were accelerating all of their transformation initiatives they had already planned. And that's exactly what we're seeing happening right now in all parts of the world and across all industries. This acceleration to transform. >> So, one of the things that we've talked about for years, Paul, before the pandemic was even a thing, is that there was a lot of perceived technical barriers in terms of like the tech maturity for organizations and employees being opposed to change. People obviously it can be a challenge. They're used to doing things the way they are. But as you just said, in that IBV survey, nearly 60% of businesses say we have to accelerate our transformation due to COVID, probably initially to survive and then thrive. Talk to me about some of those, those barriers that were there a little over a year ago and how businesses 60 plus percent of them have moved those out of the way. >> You know at IBM we've got a 109 year history of being a technology innovation company. And the rate of pace of technical change is always increasing. It's something that we love and that we're comfortable with. But the rate and pace of change is always unsettling. And there's always a human element for change. And the human element is always the rate, the rate setter in terms of the amount of change that you can have in an organization. Our former chairman Ginni Rometty, used to say that growth and comfort cannot co-exist. And it's so true because changing is uncomfortable. It's unsettling. It can be, it can be nerve-racking. It can instill fear and fear can be paralyzing in terms of driving change. And what we also see is there's a disconnect, a lot of times and that IBV study that I was referring to before, we saw results coming back where 78% of executives feel that they have provided the training and enablement to help their employees transform to new required skills and new ways of working but only half of the people surveyed felt the same way. Similarly, we saw a disconnect in terms of companies feeling that they're providing the right level of health and wellness support during the pandemic. And only half of the employees responded back they feel that they're getting that level of support. So, the people change aspect of doing a transformation or adapting to new circumstances is always the most critical component and always the hardest component. And when we talk about helping our clients do that in IBM that's our service as organization. That's the organization that Dominique Dubois is representing here today. I'm responsible for business transformation services within our organization. We help our clients adapt using new technologies, transforming the way they work, but also addressing the people change elements that could be so difficult and hitting them head on so that they can make sure that they can survive and thrive in a meaningful and lasting way in this new world. >> One of the hardest things is that cultural transformation regardless of a pandemic. So, I can't imagine I'd love to get one more thing, Paul from you before we head over to Dominique. IBM is on 109 year old organization. Talk to me about the IBM pledge. This is something that came up last year, huge organization massive changes last year, not just the work from home that the mental concerns and issues that people had. What did IBM do like as a grassroots effort that went viral? >> Yeah, so, it's really great. So, when the pandemic started, we all have to shift it, We all have to shift to working from home. And as you mentioned, IBM's 109 year old company, we have over 300,000 employees working in 170 countries. So, we had to move this entire workforce. It's 370,000 humans to working in a new way that many of which have never done before. And when we started experiencing, the minute we did that, within a few weeks, my team and I were talking Dominique is on my team and we were having conversations where we were feeling really exhausted. Just a few weeks into this and it was because we were constantly on Webex, we were constantly connected and we're all used to working really hard. We travel a lot, we're always with our clients. So, it wasn't that, you have a team that is adapting to like working more hours or longer hours, but this was fundamentally different. And we saw that with schools shutting down and lock downs happening in different of the world the home life balance was getting immediately difficult to impossible to deal with. We have people that are taking care of elderly parents, people that are homeschooling children, other personal life situations that everyone had to navigate in the middle of a pandemic locked at home with different restrictions on when you can go out and get things done. So, we got together as a group and we just started talking about how can we help? How can we help make life just a little bit easier for all of our people? And we started writing down some things that we would, we would commit to doing with each other. How we would address each other. And when that gave birth to was what we call the IBM Work From Home Pledge. And it's a set of principles, all grounded in the belief that, if we act this way, we might just be able to make life just a little bit easier for each other and it's grounded in empathy. And there are parts of the Plex that are pledging to be kind. Recognizing that in this new digital world that we're showing up on camera inside of everyone's home. We're guests in each other's homes. So, let's make sure that we act appropriately as guests at each other's home. So, if children run into the frame during the middle of a meeting or dog started barking during the middle of a meeting, just roll with it. Don't call out attention to it. Don't make people feel self-conscious about it. Pledged the support so your fellow IBM by making time for personal needs. So, if someone has to, do homeschooling in the middle of the day, like Dominique's got triplets she's got to do homeschooling in the middle of the day. Block that time off and we will respect that time on your calendar. And just work around it and just deal with it. There are other things like respecting that camera ready time. As someone who's now been on camera every day it feels like for the last 14 months we want to respect the time that people when they have their cameras off. And not pressure them to put their cameras on saying things like, Hey, I can't see you. There's no reason to add more pressure to everyone's life, if someone's camera's off, it's all for a reason. And then other things like pledging to checking on each other, pledging to set boundaries and tend to our own self-care. So, we published that as a group, we just again and we put it on a Slack channel. So it's kind of our communication method inside the company. It was just intended to be for my organization but it started going viral and tens of thousands of IBM members started taking, started taking the pledge and ultimately caught the attention of our CEO and he loved it, shared it with his leadership team, which I'm a part of. And then also then went on LinkedIn and publicly took the pledge as well. Which then also got more excitement and interaction with other companies as well. So, grassroots effort all grounded in showing empathy and helping to make life just a little bit easier for everyone. >> So important, I'm going to look that up and I'm going to tell you as a person who speaks with many tech companies a week. A lot of businesses could take a lead from that and it gets really important and we are inviting each other into our homes and I see you're a big Broadway fan I'll have to ask you that after we wrap (giggles) Dominique I don't know how you're doing any of this with triplets. I only have two dogs (Dominique laughs) but I'd love to know this sense of urgency, that is everywhere you're living it. Paul talked about it with respect to the acceleration of transformation. How from your lens is IBM and IBM helping customers address the urgency, the need to pivot, the need to accelerate, the need to survive and thrive with respect to digital transformation actually getting it done? >> Right, thanks Lisa, so true our clients are really needing to and ready to move with haste. That that sense of urgency can be felt I think across every country, every market, every industry. And so we're really helping our clients accelerate their digital transformations and we do that through something that we call intelligent workflows. And so workflows in and of themselves are basically how organizations get work done. But intelligent workflows are how we infuse; predictive properties, automation, transparency, agility, end to end across a workflow. So, pulling those processes together so they're not solid anymore and infusing. So, simply put we bring intelligent workflows to our clients and it fundamentally reinvents how they're getting work done from a digital perspective, from a predictive perspective, from a transparency perspective. And I think what really stands apart when we deliver this with our clients in partnership with our clients is how it not only delivers value to the bottom line, to the top line it also actually delivers greater value to their employees, to the customers, to the partner to their broader ecosystem. And intelligent workflows are really made up of three core elements. The first is around better utilizing data. So, aggregating, analyzing, getting deeper insight out of data, and then using that insight not just for employees to make better decisions, but actually to support for emerging technologies to leverage. So we talked about AI, automation, IOT, blockchain, all of these technologies require vast amounts of data. And what we're able to bring both on the internal and external source from a data perspective really underpins what these emerging technologies can do. And then the third area is skills. Our skills that we bring to the table, but also our clients deep, deep expertise, partner expertise, expertise from the ecosystem at large and pulling all of that together, is how we're really able to help our clients accelerate their digital transformations because we're helping them shift, from a set of siloed static processes to an end-to-end workflow. We're helping them make fewer predictions based on the past historical data and actually taking more real-time action with real time insights. So, it really is a fundamental shift and how your work is getting done to really being able to provide that emerging technologies, data, deep skills-based end to end workflow. >> That word fundamental has such gravity. and I know we say data has gravity being fundamental in such an incredibly dynamic time is really challenging but I was looking through some of the notes that you guys provided me with. And in terms of what you just talked about, Dominique versus making a change to a silo, the benefits and making changes to a spectrum of integrated processes the values can be huge. In fact, I was reading that changing a single process like billing, for example might deliver up to 20% improved results. But integrating across multiple processes, like billing, collections, organizations can achieve double that up to 40%. And then there's more taking the intelligent workflow across all lead to cash. This was huge. Clients can get 50 to 70% more value from that. So that just shows that fundamental impact that intelligent workflows can make. >> Right, I mean, it really is when we see it really is about unlocking exponential value. So, when you think about crossing end to end workflow but also, really enhancing what clients are doing and what companies are doing today with those exponential technologies from kind of single use the automation POC here and AI application POC here, actually integrating those technologies together and applying them at scale. When I think intelligent workflows I think acceleration. I think exponential value. But I also really think about at scale. Because it's really the ability to apply these technologies the expertise at scale that allows us to start to unlock a lot of that value. >> So let's go over Paul, in the last few minutes that we have here I want to talk about IBM garage and how this is helping clients to really transform those workflows. Talk to me a little bit about what IBM garage is. I know it's not IBM garage band and I know it's been around since before the pandemic but help us understand what that is and how it's delivering value to customers. >> Well, first I'm going to be the first to invite you to join the IBM garage band, Lisa so we'd love to have you >> I'm in. no musical experience required... >> I like to sing, all right I mean (laughs) We're ready, we're ready for. So, let me talk to you about IBM garage and I do want to key on two words that Dominique was mentioning speed and scale. Because that's what our clients are really looking for when they're doing transformations around intelligent workflows. How can you transform at scale, but do that with speed. And that really becomes the critical issue. As Dominique mentioned, there's a lot of companies that can help you do a proof of concept do something in a few weeks that you can test an idea out and have something that's kind of like a throw away piece of work that maybe proves a point or just proves a point. But even if it does prove the point at that point you'd have to restart a new, to try to get something that you could actually scale either in the production technology environment or scale as a change across an organization. And that's where IBM garage comes in. It's all a way of helping our clients co-create, co-execute and then cooperate, innovating at scale. So, we use methods like design thinking inside of IBM we've trained several hundred thousand people on design thinking methods. We use technologies like neural and other things that help our clients co-create in a dynamic environment. And what's amazing for me is that, the cause of the way we were, we were doing work with clients in a garage with using IBM garage in a garage environment before the pandemic. And one of our clients Frito-Lay of North America, is an example where we've helped them innovate at scale and speed using IBM garage over a long period of time. And when the pandemic hit, we in fact were running 11 garages across 11 different workflow areas for them the pandemic hit and everyone was sent home. So, we all instantly overnight had to work from home together with relay. And what was great is that we were able to quickly adapt the garage method to working in a virtual world. To being able to run that same type of innovation and then use that innovation at scale in a virtual world, we did that overnight. And since that time which happened, that happened back in March of last year throughout the pandemic, we've run over 1500 different garage engagements with all of our clients all around the world in a virtual, in a virtual environment. It's just an incredible way, like I said to help our clients innovate at scale. >> That's fantastic, go ahead Dominique. >> Oh, sorry, was just said it's a great example, we partnered with FlightSafety International, they train pilots. And I think a great example of that speed and scale right is in less than 12 weeks due to the garage methodology and the partnership with FlightSafety, we created with them and launched an adaptive learning solution. So, a platform as well as a complete change to their training workflow such that they had personalized kind of real-time next best training for how they train their pilots for simulators. So, reducing their cycle time but also improving the training that their pilots get, which as people who normally travel, it's really important to us and everyone else. So, just a really good example, less than 12 weeks start to start to finish. >> Right, talk about acceleration. Paul, last question for you, we've got about 30 seconds left I know this is an ecosystem effort of IBM, it's ecosystem partners, it's Alliance partners. How are you helping align right partner with the right customer, the right use case? >> Yeah, it's great. And our CEO Arvind Krishna has really ushered in this era where we are all about the open ecosystem here at IBM and working with our ecosystem partners. In our services business we have partnerships with all the major, all the major technology players. We have a 45 year relationship with SAP. We've done more SAP S 400 implementations than anyone in the world. We've got the longest standing consulting relationship with Salesforce, we've got a unique relationship with Adobe, they're only services and technology partner in the ecosystem. And we just recently won three, procedures Partner Awards, with them and most recently we announced a partnership with Celonis which is an incredible process execution software company, process mining software company that's going to help us transform intelligent workflows in an accelerated way, embedded in our garage environment. So, ecosystem is critical to our success but more importantly, it's critical to our client success. We know that no one alone has the answers and no one alone can help anyone change. So, with this open ecosystem approach that we take and global business services and our business transformation services organization, we're able to make sure that we bring our clients the best of everyone's capabilities. Whether it's our technology, partners, our services IBM's own technology capabilities, all in the mix, all orchestrated in service to our client's needs all with the goal of driving superior business outcomes for them. >> And helping those customers in any industry to accelerate their business transformation with those intelligent workloads and a very dynamic time. This is a topic we could keep talking about unfortunately, we are out of time but thank you both for stopping by and sharing with me what's going on with respect to intelligent workflows. How the incremental exponential value it's helping organizations to deliver and all the work that IBM is doing to enable its customers to be thrivers of tomorrow. We appreciate talking to you >> Paul: Thanks Lisa. >> Dominique: Thank you >> For Paul Papas and Dominique Dubois I'm Lisa Martin. You're watching the CUBE's coverage of IBM Think the digital event experience. (gentle music)

(orchestral music) (energetic music) >> Narrator: Live from Fisherman's Wharf in San Francisco. It's the Cube! Covering IBM Chief Data Officer Strategy Summit, Spring 2017. Brought to you by IBM. >> Hey, welcome back everybody! Jeff Frick here with the Cube. I am joined by Peter Burris, the Chief Research Officer at Wikibon. We are in downtown San Francisco at the IBM Chief Data Officer Strategy Summit 2017. It's a lot of practitioners. It's almost 200 CDOs here sharing best practices, learning from the IBM team and we're excited to be here and cover it. It's an ongoing series and this is just one of many of these summits. So, if you are a CDO get involved. But, the most important thing is to not just talk to the IBM folks but to talk to the practitioners. And, we are really excited for our next segment to be joined by Allen Crane. He is the assistant VP from USAA. Welcome! >> Thank you. >> Jeff: And also Glenn Finch. He is the Global Managing Partner Cognitive and Analytics at IBM. Welcome! >> Thank you, thank you both. >> It's kind of like the Serengeti of CDOs here, isn't it? >> It is. It's unbelievable! >> So, the overview Allen to just kind of, you know, this opportunity to come together with a bunch of your peers. What's kind of the vibe? What are you taking away? I know it's still pretty early on but it's a cool little event. It's not a big giant event in Vegas. You know, it's a smaller of an affair. >> That's right. I've been coming to this event for the last three years since they had it and started it when Glenn started this event. And, truly it's probably the best conference I come to every year because it's practitioners. You don't have a lot of different tracks to get lost in. This is really about understanding from your own peers what they are going through. Everything from how are you organizing the organization? What are you focused on? Where are you going? And all the way through talent discussions and where do you source these jobs? >> What is always a big discussion is organizational structure which on one hand side is kind of, you know, who really cares? But is vitally important as to how it is executed, how the strategy gets implemented in the business groups. I wonder if you can tell us a little bit about how it works at USAA, your role specifically and how does a Chief Data Officer eat it, work his way into the business bugs trying to make better decisions. >> Absolutely, we are a 27 billion dollar 95 year old company that focuses on the military and their members and their families. And our members, we offer a full range of financial services. So, you can imagine we've got lots of data offices for all of our different lines of business. Because of that, we have elected to go with what we call a hub and spoke model where we centralize certain functions around governance, standards, core data assets, and we subscribe to those things from a standard standpoint so that we're in the spokes like I am. I run all of the data analytics for all of our channels and how our members interact with USAA. So, we can actually have standards that we can apply in our own area as does the bank, as does the insurance company, as does the investments company. And so, it enables the flexibility of business close to the business data and analytics while you also sort of maintain the governance layer on top of that. >> Well, USAA has been at the vanguard of customer experience for many years now. >> Yes >> And the channel world is now starting to apply some of the lessons learned elsewhere. Are you finding that USAA is teaching channels how to think about customer experience? And if so, what is your job as an individual who's, I presume, expected to get data about customer experience out to channel companies. How is that working? >> Well, it's almost like when you borrow a page back from history and in 1922 when we were founded the organization said service is the foundation of our industry. And, it's the foundation of what we do and how we message to our membership. So, take that forward 95 years and we are finding that with the explosion in digital, in mobile, and how does that interact with the phone call. And, when you get a document in the mail is it clear? Or do you have to call us, because of that? We find that there's a lot of interplay between our channels, that our channels had tended to be owned by different silo leaders that weren't really thinking laterally or horizontally across the experience that the member was facing. Now, the member is already multichannel. We all know this. We are all customers in our own right, getting things in the mail. It's not clear. Or getting things in an e-mail. >> Absolutely. >> Or a mobile notice or SMS text message. And, this is confusing. I need to talk to somebody about this. That type of thing. So, we're here to really make sure that we're providing as direct interaction and direct answers and direct access with our membership to make those as compelling experiences as we possibly can. >> So, how is data making that easier? >> We're bringing the data altogether is the first thing. We've got to be able to make sure that our phone data is in the same place as our digital data, is in the same place as our document data, is in the same place as our mobile data because when you are not able to see that path of how the member got here, you're kind of at a loss of what to fix. And so, what we're finding is the more data that we're stitching together, these are really just an extension of a conversation with the membership. If someone is calling you after being online within just a few minutes you kind of know that that's an extension of the same intent that they had before. >> Right. >> So, what was it upfront and upstream that caused them to call. What couldn't you answer for the member upstream that now required a phone call and possibly a couple of transfers to be able to answer that phone interaction. So, that's how we start with bringing all the data together. >> So, how are you working with other functions within USAA to ensure that the data that the channel organizations to ensure those conversations can persist over time with products and underwriters and others that are actually responsible for putting forward the commitments that are being made. >> Yeah. >> How is that coming together? >> I think, simply put it, it's a pull versus push. So, showing the value that we are providing back to our lines of business. So, for example, the bank line of business president looks to us to help them reduce the number of calls which affects their bottom line. And so, when we can do that and show that we are being more efficient with our member, getting them the right place to the right MSR the first time, that is a very material impact in their bottom line. So, connecting into the things that they care about is the pull factor that we often called, that gets us that seat at the table that says we need this channel analyst to come to me and be my advisor as I'm making these decisions. >> You know what, I was just going to say what Allen is describing is probably what I think is the most complicated piece of data analytics, cognitive, all that stuff. That last mile of getting someone whether it's a push or pull. >> Right. >> Fundamentally, you want somebody to do something different whether it's an end consumer, whether it's a research analyst, whether it's a COO or a CFO, you need to do something that causes them to make a different decision. You know, ten years ago as we were just at the dawn of a lot of this new analytical techniques, everybody was focused on amassing data and new machine learning and all that stuff. Now, quite honestly, a lot of that stuff is present and it's about how do we get someone who adapts something that feels completely wrong. That's probably the hardest. I mean, and I joke with people, but you know that thing when your spouse finds something in you and says something immediately about it. >> No, no. >> That's right. (laughs) That's the first thing and you guys are probably better men than I am. The first I want to do is say "prove them wrong". Right? That's the same thing when an artificial intelligence asset tries to tell a knowledge worker what to do. >> Right, right. >> Right? That's what I think the hardest thing is right now. >> So, is it an accumulative kind of knock down or eventually they kind of get it. Alright, I'll stop resisting. Or, is it a AHA moment where people come at 'cause usually for changing behavior, usually there's a carrot or a stick. Either you got to do it. >> Push or pull. >> And the analogy, right. Or save money versus now really trying to transform and reorganize things in new, innovative ways that A. Change the customer experience, but B. Add new revenue streams and unveil a new business opportunity. >> I think it's finding what's important to that business user and sometimes it's an insight that saves them money. In other cases, it's no one can explain to me what's happening. So, in the case of Call Centers for example, we do a lot of forecasting and routing work, getting the call to the right place at the right time. But often, a business leader may say " I want to change the routing rules". But, the contact center, think of it as a closed environment, and something that changes over here, actually ultimately has an effect over here. And, they may not understand the interplay between if I move more calls this way, well those calls that were going there have to go some place else now, right? So, they may not understand the interplay of these things. So, sometimes the analyst comes in in a time of crisis and sometimes it's that crisis, that sort of shared enemy if you will, the enemy of the situation, that is, not your customer. But, the enemy of the shared situation that sort of bonds people together and you sort of have that brothers in arms kind of moment and you build trust that way. It comes down to trust and it comes down to " you have my best interest in mind". And, sometimes it's repeating the message over and over again. Sometimes, it's story telling. Sometimes, it's having that seat at the table during those times of crisis, but we use all of those tools to help us earn that seat at the table with our business customer. >> So, let me build on something that you said (mumbles) 'Cause it's the trying to get many people in the service experience to change. Not just one. So, the end goal is to have the customer to have a great experience. >> Exactly. >> But, the business executive has to be part of that change. >> Exactly. >> The call center individual has to be part of that change. And, ultimately it's the data that ensures that that process of change or those changes are in fact equally manifest. >> Right. >> You need to be across the entire community that's responsible for making something happen. >> Right. >> Is that kind of where your job comes in. That you are making sure that that experience that's impacted by multiple things, that everybody gets a single version of the truth of the data necessary to act as a unit? >> Yeah, I think data, bringing it all together is the first thing so that people can understand where it's all coming from. We brought together dozens of systems that are the systems of record into a new system of record that we can all share and use as a collective resource. That is a great place to start when everyone is operating of the same fact base, if you will. Other disciplines like process disciplines, things that we call designed for measurability so that we're not just building things and seeing how it works when we roll it out as a release on mobile or a release on .com but truly making sure that we are instrumenting these new processes along the way. So, that we can develop these correlations and causal models for what's helping, what's working and what's not working. >> That's an interesting concept. So, you design the measurability in at the beginning. >> I have to. >> As opposed to kind of after the fact. Obviously, you need to measure-- >> Are you participating in that process? >> Absolutely. We have and my role is mainly more from and educational standpoint of knowing why it's important to do this. But, certainly everyone of our analysts is deeply engaged in project work, more upstream than ever. And now, we're doing more work with our design teams so that data is part of the design process. >> You know, this measurability concept, incredibly important in the consultancy as well. You know, for the longest time all the procurement officers said the best thing you can do to hold consults accountable is a fixed priced, milestone based thing, that program number 32 was it red or green? And if it's green, you'll get paid. If not, I am not paying you. You know, we in the cognitive analytics business have tried to move away from that because if we, if our work is not instrumented the same way as Allen's, if I am not looking at that same KPI, first of all I might have project 32 greener than grass, but that KPI isn't moving, right? Secondly, if I don't know that KPI then I am not going to be able to work across multiple levels in an organization, starting often times at the sea suite to make sure that there is a right sponsorship because often times somebody want to change routing and it seems like a great idea two or three levels below. But, when it gets out of whack when it feels uncomfortable and the sea suite needs to step in, that's when everybody's staring at the same set of KPIs and the same metrics. So, you say "No, no. We are going to go after this". We are willing to take these trade offs to go after this because everybody looks at the KPI and says " Wow. I want that KPI". Everybody always forgets that "Oh wait. To get this I got to give these two things up". And, nobody wants to give anything up to get it, right? It is probably the hardest thing that I work on in big transformational things. >> As a consultant? >> Yeah, as a consultant it's to get everybody aligned around. This is what needle we want to move, not what program we want to deliver. Very hard to get the line of business to define it. It's a great challenge. >> It's interesting because in the keynote they laid out exactly what is cognitive. And the 4 E's, I thought they were interesting. Expert. Expression. It's got to be a white box. It's got to be known. Education and Evolution. Those are not kind of traditional consulting benchmarks. You don't want them to evolve, right? >> Right. >> You want to deliver on what you wrote down in the SOW. >> Exactly. >> It doesn't necessarily have a white box element to it because sometimes a little hocus pocus, so just by its very definition, in cognitive and its evolutionary nature and its learning nature, it's this ongoing evolution of it or the processes. It's not a lock it down. You know, this is what I said I'd deliver. This is what we delivered 'cause you might find new things along the path. >> I think this concept of evolution and one of the things we try to be very careful with when you have a brand and a reputation, like USAA, right? It's impeccable, it's flawless, right? You want to make sure that a cognitive asset is trained appropriately and then allowed to learn appropriate things so it doesn't erode the brand. And, that can happen so quickly. So, if you train a cognitive asset with euphemisms, right? Often times the way we speak. And then, you let it surf the internet to get better at using euphemisms, pretty soon you've got a cognitive asset that's going to start to use slang, use racial slurs, all of those things (laughs) because-- No, I am serious. >> Hell you are. >> That's not good. >> Right, that's not bad so, you know, that's one of the things that Ginni has been really, really careful with us about is to make sure that we have a cognitive manifesto that says we'll start here, we'll stop here. We are not going to go in the Ex Machina territory where full cognition and humans are gone, right? That's not what we're going to do because we need to make sure that IBM is protecting the brand reputation of USAA. >> Human discretion still matters. >> Absolutely. >> It has to. >> Alright. Well, we are out of time. Allen, I wanted to give you the last word kind of what you look forward to 2017. We're already, I can't believe we're all the way through. What are some of your top priorities that you are working on? Some new exciting things that you can share. >> I think one of the things that we are very proud of is our work in the text analytics space and what I mean by that is we're ingesting about two years of speech data from our call center every day. And, we are mining that data for emergent trends. Sometimes you don't know what you don't know and it's those unknown unknowns that gets you. They are the things that creep up in your data and you don't really realize it until they are a big enough issue. And so, this really is helping us understand emerging trends, the emerging trend of millennials, the emerging trend of things like Apple Pay, and it also gives us insight as to how our own MSRs are interacting with our members in a very personal level. So, beyond words and language we're also getting into things like recognizing things like babies crying in the background, to be able to detect things like life events because a lot of your financial needs center around life events. >> Right, right. >> You know, getting a new home, having another child, getting a new car, those types of things. And so, that's really where we're trying to bring the computer more as an assistant to the human, as opposed to trying to replace the human. >> Right. >> But, it is a very exciting space for us and areas that we are actually able to scale about 100 times faster than we were fast before. >> Wow. That's awesome. We look forward to hearing more about that and thanks for taking a few minutes to stop by. Appreciated. >> Peter: Thanks, guys. >> Allen: Thank you. >> Alright. Thank you both. With Peter Burris, I'm Jeff Frick. You're watching the Cube from the IBM Chief Data Officer Strategy Summit, Spring 2017. Thanks for watching. We'll be back after the short break. (upbeat music)