>> Announcer: theCUBE presents HPE Discover 2022, brought to you by HPE. >> We're back at the formerly the Sands Convention Center, it's called the Venetian Convention Center now, Dave Vellante and John Furrier here covering day three, HPE Discover 2022, it's hot outside, it's cool in here, and we're going to heat it up with Rashmi Kumar, who's the Senior Vice President and CIO of Hewlett Packard Enterprise, great to see you face to face, it's been a while. >> Same here, last couple of years, we were all virtual. >> Yeah, that's right. So we've talked before about sort of your internal as-a-service transformation, you know, we do call it dog fooding, everybody likes to course correct and say, no, no, it's drinking your own champagne, is it really that pretty? >> It is, and the way I put it is, no pressure to my product teams, it's being customer zero. >> Right, take us through the acceleration on how everything's been going with you guys, obviously, the pandemic was an impact to certainly the CIO role and your team but now you've got GreenLake coming in and Antonio's big statement before the pandemic, by 2022 everything will be as a service and then everything went remote, VPNs and all this new stuff, how's it going? >> Yeah, so from business perspective, that's a great point to start that, right? Antonio promised in 2019 that HPE will be Everything-as-a-Service company and he had no view of what's going to happen with COVID. But guess what? So many businesses became digital and as-a-service during those two years, right? And now we came back this year, it was so exciting to be part of Discover when now we are Everything-as-a-Service. So great from business perspective but, when I look at our own transformation, behind the scene, what IT has been busy with and we haven't caught a breadth because of pandemic, we have taken care of all that change, but at the same time have driven our transformation to make HPE, edge to cloud platform as a service company. >> You know, I saw a survey, I referenced it earlier today, it was a survey, I think it was been by Couchbase, it was a CIO survey, so they asked, who was responsible at your organization for the digital transformation? And overwhelming, like 75% said, CIO, which surprised me 'cause, you know, in line with the business and so forth but in fact I thought, well, maybe, because of the forced march to digital that's what was top of their mind, so who is responsible for, and I know it's not just one person, for the digital transformation? Describe that dynamic. >> Yeah, so definitely it's not one person, but you do need that whole accountable, responsible, informed, right, in the context of digital transformation. And you call them CIO, you call them CDIO or CDO and whatnot but, end of the day, technology is becoming an imperative for a business to be successful and COVID alone has accelerated it, I'm repeating this maybe millions time if you Google it but, CIOs are best positioned because they connect the dots across organization. In my organization at HPE, we embarked upon this large transformation where we were consolidating 10 different ERPs, multiple master data system into one and it wasn't about doing digital which is e-commerce website or one technology, it was creating that digital foundation for the company then to transform that entire organization to be a physical product company to a digital product company. And we needed that foundation for us to get that code to cash experience, not only in our traditional business, but in our as-a-service company. >> So maybe that wasn't confirmation bias, I want to ask you about, we've been talking a lot about sustainability and I've made the comment that, if you go back, you know, 10, 12 years and you were CIO IT at that time, CIO really didn't care about the energy bill, that was paid for by facilities, they really didn't talk to each other much and that's completely changed, why has it changed? How should a CIO, how do your your peers think about energy costs today? >> Yeah, so, at some point look, ESG is the biggest agenda for companies, regulators, even kind of the watchers of ISS and Glass Lewis type thing and boards are becoming aware of it. If you look at 2-4% of greenhouse emission comes from infrastructure, specifically technology infrastructure, as part of this transformation within HPE, I also did what I call private cloud transformation. Remember, it's not data center transformation, it's private cloud transformation. And if you can take your traditional workload and cloudify it which runs on a GreenLake type platform, it's currently 30% more efficient than traditional way of handling the workload and the infrastructure but, we recently published our green living progress report and we talk about efficiency, by 2020 if you have achieved three times, the plan is to get to 30 times by 2050 where, infrastructure will not contribute to energy bill in turn the greenhouse emission as well. I think CIOs are responsible multifold on the sustainability piece. One is how they run their data center, make it efficient with GreenLake type implementations, demand from your hyperscaler to provide that, what Fidelma just launched, sustainability scorecard of the infrastructure, second piece is, we are the data gods in the company, right? We have access to all kinds of data, provide that to the product teams and have them, if we cannot measure, we cannot improve. So if you work with your product team, work with your BU leader, provide them data around greenhouse gas and how they're impacting a mission through their products and how can they make it better going forward, and that can be done through technology, right? All the measurements come from technology. So what technology we need to provide to our manufacturing lines so that they can monitor and improve on the sustainability front as well. >> You mentioned data, I wanted to bring that up 'cause I was going to bring that up in another top track here, data as an asset now is at play, so I get the data on the sustainability, feed that in, but as companies go to the cloud operating model, they go, hey, I got the hyperscalers, you call microscale, Amazon for instance, and you got on-premises data center, which is a large edge and you got the edge, the data control plane, and then the control plane and the data plane are always seem to be like the battle ground, I want to control the data plane, will customers own the data plane or will the infrastructure providers control that data plane? And how do you see that? Because we want to power the machine learning, so data plane control plane, it seems to be like the new middleware, what's your view on that? How do you look at that holistically? >> Yeah, so I'll start based on the hyperscaler conversation, right? And I had this conversation with one of the very big ones recently, or even our partner, SAP, when they talk about RISE, data center and how I host my application infrastructure, that's the lowest common denominator of our job. When I talk about CIOs being responsible for digital transformation, that means how do I make my business process more innovative? How do I make my data more accessible, right? So, if you look at data as an asset for the company, it's again, they're responsible, accountable. As CIO, I'm responsible to have it managed, have it on a technology platform, which makes it accessible by it and our business leader accountable to define the right metrics, right kind of KPIs, drive outcome from that data. IT organization, we are also too busy driving a lot of activities and today's world is going to bad business outcome. So with the data that I'm collecting, how do I enable my business leader to be able to drive business outcome through the use of the data? That's extremely important, and at HPE, we have achieved it, there are two ways, right? Now I have one single ERP, so all the data that I need for what I call operational reporting, get hindsight and insight is available at one place and they can drive their day to day business with that, but longer term, what's going to happen based on what happened, which I call insight to foresight comes from a integrated data platform, which I have control of, and you know, we are fragmenting it because companies now have Databox, Snowflake, AWS data analytics tool, Azure data analytics tool, I call it data torture. CIOs should get control of common set of data and enable their businesses to define better measurements and KPIs to be able to drive the data. >> So data's a crown jewel then, it's crown jewel not-- >> Can we double-click on that because, okay, so you take your ERP system, the consumers of data in the ERP system, they have the context that we've kind of operationalized those systems. We haven't operationalized our analytics systems in the same way, which is kind of a weird dynamic, and so you, right, I think correctly noted Rashmi that, we are creating all these stove pipes. Now, think I heard from you, you're gaining control of those stove pipes, but then how do you put data back in the hands of those line of business users without having to go through a hyper specialized analytics team? And that's a real challenge I think for data. >> It is challenge and I'll tell you, it's messy even in my world but, I have dealt with data long enough, the value lies in how do I take control of all stove pipes, bring it all together, but don't make it a data lake which is built out of multiple puddles, that data lake promise hasn't delivered, right? So the value lies in the conformed layer which then it's easier for businesses to access and run their analytics from, because they need a playground because all the answers they don't have, on the operation side, as you mentioned, we got it, right? It'll happen, but on the fore site side and deeper insight side based on driving the key metrics, two challenges; understanding what's the key metrics in KPI, but the second is, how to drive visibility and understanding of it. So we need to get technology out of the conversation, bring in understanding of the data into the conversation and we need to drive towards that path. >> As a business, you know, line of business person putting that hat on, I would love to have this conversation with my CIO because I would say, I just want self-service infrastructure and I want to have access to the data that I need, I know what metrics I need to run my business so now I want the technology to be just a technical detail, you take care of that and then somebody in the organization, probably not the line of business person wants to make sure that that data is governed and secure. So there's somebody else and that maybe is your responsibility, so how do you handle that real problem? So I think you're well on the track with GreenLake for self-serve infrastructure, right, how do you handle the sort of automated governance piece of it, make that computational? Yeah, so one thing is technology is important because that's bringing all the data together at one place with single version of truth. And then, that's why I say my sons are data scientist, by the way, I tell them that the magic happens at the intersection of technology knowledge, data knowledge, and business knowledge, and that's where the talent, which is very hard to find who can connect dots across these three kind of circles and focus on that middle where the value lies and pushing businesses to, because, you know, business is messy, I've worked on pharma companies, utilities, now technology, order does not mean revenue, right? There's a lot more that happen and pricing or chargeback, rebates, all that things, if somebody can kind of make sense out of it through incremental innovation, it's not like a big bang I know it all, but finding those areas and applying what you said, I call it the G word, governance, to make sure your source is right and then creating that conform layer then makes into the dashboard the right information about those types of metrics is extreme. >> And then bringing that to the ecosystem, now I just made it 10 times more complicated. >> Yeah, this is a great conversation, we on theCUBE interview one time we're talking about the old software days where shrink-wrap software be on the shelf, you wouldn't know if was successful until you looked at the sales data, well after the fact, now everything's instrumented, SaaS companies, you know exactly what the adoption is, either people like it or they don't, the data doesn't lie. So now companies are realizing, okay, I got data, I can instrument everything, your customers are now saying, I can get to the value fast now. So knowing what that value is is what everyone's talking about. How do you see that changing the data equation? >> Yeah, that's so true even for our business, right? If you talk to Fidelma today, who is our CTO, she's bringing together the platform and multiple platforms that we had so far to go to as-a-service business, right? Infosite, Aruba Central, GLCP, or now we call it it's all HPE GreenLake, but now this gives us the opportunity to really be a alongside customer. It's no more, I sold a box, I'll come back to you three years later for a refresh, now we are in touch with our customer real time through Telemetry data that's coming from our products and really understanding how our customers are reacting with that, right? And that's where we instantiated what we call is a federated data lake where, marketing, product, sales, all teams can come together and look at what's going on. Customer360, right? Data is locked in Salesforce from opportunity, leads, codes perspective, and then real time orders are locked in S4. The challenge is, how do we bring both together so that our sales people have on their fingertip whats the install base look like, how much business that we did and the traditional side and the GreenLake side and what are the opportunities here to support our customers? >> Real quick, I know we don't have a lot of time left, but I want to touch on machine learning, which basically feeds AI, machine learning, AI go together, it's only as good as the data you can provide to it. So to your point about exposing the data while having the stove pipes for compliance and governance, how do you architect that properly? You mentioned federated data lake and earlier you said the data lake promise hasn't come back, is it data meshes? What is the architecture to have as much available data to be addressed by applications while preserving the protection? >> Yeah, so, machine learning and AI, I will also add chatbots and conversational AI, right? Because that becomes the front end of it. And that's kind of the automation process promise in the data space, right? So, the point is that, if we talk about federated data lake around one capability which I'm talking about GreenLake consumption, right? So one piece is around, how do I get data cleanly? How do I relate it across various products? How do I create metrics out of it? But how do I make it more accessible for our users? And that's where the conversational AI and chatbot comes in. And then the opportunity comes in is around not only real time, but analytics, I believe Salesforce had a pitch called customer insight few years ago, where they said, we have so many of you on our platform, now I can combine all the data that I can access and want to give you a view of how every company is interacting with their customer and how you can improve it, that's where we want to go. And I completely agree, it ends up being clean data, governed data, secure data, but having that understanding of what we want to project out and how do I make it accessible for our users very seamlessly. >> Last question, what's your number one challenge right now in this post isolation world? >> Talent, we haven't talked about that, right? >> Got to get that out there. >> All these promises, right, the entire end to end foundational transformation, as-a-service transformation, talking about the promise of data analytics, we talked about governance and security, all that is possible because of the talent we have or we will have, and our ability to attract and retain them. So as CIO, I personally spend a lot of time, CEO, John Schultz, Antonio, very, very focused on creating that employee experience and what we call everything is edge for us, so edge to office initiative where we are giving them hybrid work capabilities, people are very passionate about purpose, so sustainability, quality, all these are big deal for them, making sure that senior leadership is focused on the right thing, so, hybrid working capability, hiring the right set of people with the right skill set and keeping them excited about the work we are doing, having a purpose, and being honest about it means I haven't seen a more authentic leader than Antonio, who opens up his keynote for this type of convention, with the purpose that he's very passionate about in current environment. >> Awesome, Rashmi, always great to have you on, wonderful to have you face to face, such a clear thinker in bringing your experience to our audience, really appreciate it. >> Thank you, I'm a big consumer of CUBE and look forward to having-- >> All right, and keep it right there, John and I will be back to wrap up with Norm Follett, from HPE discover 2022, you're watching theCUBE. 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>>The cube presents HPE discover 2022 brought to you by HPE. >>Hi buddy. We're back. This is the Cube's coverage of H P's discover a big discover event this year, 2022 in Las Vegas. We're at the, what used to be called the sands convention center. Now the Venetian Dave Lotte for John furrier per deep Kumar is here. He is the senior vice president and general manager of HPE E's point next services where the rubber meets the road services is where it's at. That's that's where the value is. <laugh> right. >>It's absolutely >>Great to see you again, man. Thanks for coming on. Okay. >>Welcome John. Hopefully y'all are having a good time. >>Yeah, it's very nice to be. It was always great to be face to face. Right? It's nothing like it. Yeah, yeah, yeah. You know, we, we slog through two years of virtual and >>It was packed in keynote. Antonio's keynote was jam packed overflow rooms. Yeah. Um, and it was a big room. It wasn't a small room. It was huge. So that's a sign. Yeah. >>People are here good times. Yeah. People love to be here. Yeah. So >>What's the update with, with point next >>It's, uh, lot's happening. Lot's happening, right? Uh, the transformation is underpinned by point next doing the right thing and just, uh, transforming and helping customers to transform themselves as well with the pandemic it just caught on. Right. Everybody wants to do things faster, digitize things faster. And uh, we really bring the technology and the expertise. I think that's this pretty crucial, >>You know, what, what are the, how do you think about success rates with transformations on the one hand? It, it kept the industry going all industries going on the other hand, I feel like a lot of the transformations were rushed. I call it the forced March to digital. Yeah. Yeah. What failures did you see in that? Forced March and, and how are companies course correcting? Yeah, >>Really good question. <laugh> Dave, um, more than half of the transformations fail, right? So there was a BCG study done over 3000 customers over three years around the world. And, um, 57% of the transformations failed. Right. In the sense when somebody start to transform, they, they set it out a set of goals, scope it. This is what it is. They either didn't meet the goal or they spent more money than they should have, or they overshot the timing. Right. Or all of this about, so it's a staggering number, uh, a large piece of them fail. Yeah. Right. So, um, to answer your second question, Dave, so what are we finding out? Why are they failing and what are they, how are they course-correcting I think there's sort of, you know, we speak to customers all the time. So we get an idea of, you know, what's working and what's not working and there's sort of three things that keep on coming up. >>Right. One is, uh, senior management, CEO, CIO, commitment to the north star. Yeah. Right. Hey, are we tied in, are we doing this? The second thing is the, um, the alignment between it and the business and the functions. Right. If you don't agree on the goal set, if you don't agree on the timeline, uh, then it just, you know, don't work. <laugh> the third is expertise. The people underestimate the expertise. You need the discipline, you need to get stuff done. Right. And so these are the three and none of them are technology related. Yeah. I mean, you're heard they're all people related stuff. >>Right. But di I want to get your thoughts on this is a really important point. I love that commentary because what we're seeing as well is that with COVID now we're kind of third year post COVID, if you will. Yeah. I was just getting out of COVID. It caught a lot of people flatfooted. So people who were on a digital transformation either got stuck and fell down or failed, or they had a tailwind going into it and had momentum. They had alignment and they were filling gaps. They kind of crossed over at the right point and could succeed during the pandemic. But many people failed. Yeah. Because they didn't prepare, they didn't have the technology. They had too many gaps. They had antiquated old stuff. What have you learned? Because this is now ignited the services business because no one wants to have that happen again. Yeah. Can you share your experiences with that? With the customers that are going through that learning pain? What are their core issues? Some projects got doubled down on some got killed. Hey, we don't need that anymore. So what, what are the learnings? Well, tell, share us your perspective, cuz this is important. >>Yeah. So people want to do transformation, right? Absolutely. Because it's a must with COVID faster, quickly you want to get, but they also have to run the business because otherwise you don't have the EPS to support the transformation. Right. So it's, it's transform and perform. So we call it within HP perform while you transform and people who got that balance right. Created that flywheel, John >>Don't run outta gas in other words, translation. >><laugh> exactly. So second thing is, so you have a set of people, you have expertise and COVID you started losing people. Great resignation. You heard everything. Then you are trying to balance your people between, do you put them on transformation or do you put them on operating this stuff? This is where companies then now are realizing, Hey, if I put my best guys on transformation, I need to make sure this operations work well. So people are coming to us and saying, Hey, could you operate this one? Well, right. I mean, today we had somebody on stage, in low medical. Right. They, um, they got a ransomware hit and they had been using us, um, to do all the operations. And when hit hit, we were like switched on. They're like, I mean, on stage they're like you guys were golden, took care of the situation. So if you didn't have any extra help of some expertise, then you are really suffering. Right? >>Yeah. We heard this too. From partners we heard during the pandemic, a lot of the partners stepped up the channel and ISV partners. Yeah. Because they could. Yeah. And that was another key point. Yeah. It all comes together. I love to perform and transform Dave, cuz this is about running the business. Cuz you have cyber security as a serious problem right now. Yeah. That's also part of the transformation. Yeah. Where's the overlap. What are the areas that you're seeing, where you gotta operate and transform? Where's the hot zone. So to speak with customers, is it cyber? Is it, is it, uh, data, data? >>I would say clearly data is number one, right? In anything. Now data, data modernization is the key. Otherwise you are not changing your company the way you do things. So we just announced four real big stuff, addressing, uh, data migration. Right. Um, one of the problems so people have is quality of data. Quality of data is not good. They exist in silos. Mm-hmm <affirmative>, it's not in a platform form where you can really take the data, get the insights and use it for your future. Right. I mean that's a key problem, right? Yeah. So you, you hire a few data scientists. They come in, they're doing, they're spending the time on housekeeping data rather than actually doing data science, >>Data engineering, not just wrangling, it's a lot of engineering going on. >>Absolutely. Okay. >>Absolutely. So that's a well known problem. Uh, but as you said before that it's not really a technology problem. I think it's an organizational issue and part of the problem. And I wonder if you're seeing this within your customer base, is this idea that we're gonna try to put everything into some kind of central repository. Yeah. And then we're gonna create a hyper specialized team. That is the goal between the data that you need <laugh> and the insights, right? Yeah. To get the insights. And we're seeing this dispersion of the expertise, which put, putting more responsibility into the line of business, a new data architecture, new organizational thinking. Are you seeing that? Are there particular industries where that's happening more, more quickly where the context which LA is lacking in the centralized team is actually going out to the lines of business where the data quality will be inherently improved. >>Yeah. I think it's like implementing ERP systems. I mean, people who try to create massive data lakes, I don't think it's going to work. Right. Because it's like, nobody has the time to wait for three years until you have structured data in a particular way. The other thing is some of the data companies were take people like that who came in are no more because things are changing at a rapid pace. So anything if you're doing, that's taking too long to get your act together, the market has moved on. You may not be even in that business. So what people are doing Dave is sort of microservices, they're cutting it into pieces and saying, let me get the best, vast, quick, and make it work. And then creating the fly wheel of changing other things that are priority for their. >>So they're getting tactical with their absolutely >>Getting >>Quick wins. Absolutely >>Inviting >>Off smaller. >>Well that's the data. The data thing is, is a cyber problem too. Cuz data is helping cyber, but machine learning feeds off data. Yes. So if you have gaps or blind spots, machine learning isn't as good. So machine learning is only as good in the eye is only as good as the data. Yeah. It can see. Yeah. >>Yeah. >>So that's means it's gotta be fast available, not siloed. So, but you, so this is a balance. What do I silo and protect for compliance. Yeah. And what can I address quickly? Low latency. >>Yeah. If I may add John, the other thing is because there's so many passwords used in the industry. Right. Um, and AIML is one of those, right? So everybody then businesses pick up an area for AI and ML. They do a little pilot, they do a POC and it works well and they're extremely happy <laugh> and then they try to scale it across the whole enterprise. Yeah. And it's a complete failure because most of the time it doesn't work. Right. >>But your data lake comment actually translates over your point there because you can spend, I had a quote on the last event I went to, the quote was we spend all of our time trying to figure out what the latest open source machine learning is. That's a full-time job. So the data lake is heavy lift. Just understand what's going on there. Tracking machine learning yeah. Is a full time job even and changes. >>Absolutely. So >>The change, what does that mean to the customer? That managed services are gonna be part of it? How do the customers tame that moving train that's happening around these really important areas? >>Yeah. So, um, I think, um, customers do need help. So I think they need to be open to ideas of, okay, what is the expertise we need for where we want to get to? And some may be available inside some, they need to go for help outside. I mean, that's a reality, right? So you need to open your eyes and say, I've got, let me put my best people, maybe on transformation. Let me take the people with some expertise, knowledge on different things, right. Mm-hmm <affirmative> and shortsighted companies. What they do is John, they just automate what's their current. And that's not a transformation in the end, you look back and say, >>That's incremental. >>You didn't achieve anything. Right. Because you haven't transformed your processes. You haven't chained the theme, you just automated what the garbage and garbage out. It's the, the same crap that comes out. So >>How much of the work that point next does is, um, I'll, I'll say, you know, consultative in terms of be being that change agent. Right? Cause again, we back think about data. Yeah. A lot of it is, is thinking about the organization. Yeah. Decentralizing, you know, making that decision, uh, thinking in different terms, around data products, um, having the lines of business, maybe take more responsibility for, and, and those are internal decisions. Yeah. And they have customers have, certainly have a lot of expertise around, but they sometimes need a change agent. Do you play that role? Is that a, a GSI that plays that role? >>Yeah. So, uh, it's a mixed bag. Uh, we play the role in some places and then, uh, some SIS would also play, play that role. Okay. Um, more of the point next is if, if you take a customer engagement advisory, professional services, then actually maintaining their landscape and then manage services, which again, sort of you monitor, but you also provide some info on how to manage it. Right. In those three pieces, Dave, the top piece and the bottom piece are the big pieces. Customers want expertise on the middle piece is getting automated because systems are getting smarter. They are self-healing. And in the middle piece, what people want is knowledge. So say for example, you have an enterprise it's not working well. They want it knowledge up front, tell me where it's broken or what do we need to do? And that's it. Right. Um, and they want to fix it themselves. It's just like consumer. Right. So, um, that's the way it's working. >>So the reason I ask that is we we're having a data discussion here. Yeah. And, and I think that a big role that you can play in the data transformation is to provide self-service infrastructure. Yes. Uh, right where the, the technical pieces or an operational detail. Absolutely. Okay. And then the, the second is that you just touched on it is, is, is automated, automated governance and security. So that when I share data, I know that it's going to the right place. That individual has the proper access to it. So those are two sort of white spaces I think. And a lot of organizations where they need help big >>Wide spaces >>Actually. Absolutely. Absolutely. Yeah. And that, that middle please is a complete cloud experience. Mm-hmm <affirmative> right. Everything is going to be digitalized. Everything's going to be automated. And um, so you know, people can use it any way they want, >>Do you see hybrid as a steady state? I mean, know, we gotta wrap up. We don't a lot of time left. Yeah. The real quick hybrid we've been saying here in the cube, it's it's gonna be a steady state for a long, long >>Time. Absolutely. Absolutely. And it would be, you know, OnPrem off Preem multi-cloud but it's going to be hybrid world >><laugh> all right. Hybrid world. >>Thank you so much. Hybrid >>Cube cube hybrid cube >>Was great to have you on you're so articulate and, and it's just wonderful to see you. Thanks. Thanks. >>Thank you. Thanks Dave. >>Thank you, John. And thank you for watching John furry, Dave Valante, we'll be back with the cubes coverage of HPE. Discover 2022 in Las Vegas. Right after this short break we're live.

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

>> Okay. Now we're going to dig deeper into HPE Ezmeral and try to better understand how it's going to impact customers. And with me to do that are Robert Christiansen, who is the Vice President of Strategy in the office of the CTO and Kumar Sreekanti, who is the Chief Technology Officer and Head of Software, both of course, with Hewlett Packard Enterprise. Gentlemen, welcome to the program. Thanks for coming on. >> Good seeing you, Dave. Thanks for having us. >> It's always good to see you guys. >> Thanks for having us. >> So, Ezmeral, kind of an interesting name, catchy name, but Kumar, what exactly is HPE Ezmeral? >> It's indeed a catchy name. Our branding team has done fantastic job. I believe it's actually derived from Esmeralda, is the Spanish for emarald. Often it's supposed some very mythical bars, and they derived Ezmeral from there. And we all initially when we heard, it was interesting. So, Ezmeral was our effort to take all the software, the platform tools that HPE has and provide this modern operating platform to the customers and put it under one brand. So, it has a modern container platform, it does persistent storage with the data fabric and it doesn't include as many of our customers from that. So, think of it as a modern container platform for modernization and digitazation for the customers. >> Yeah, it's an interesting, you talk about platform, so it's not, you know, a lot of times people say product, but you're positioning it as a platform so that has a broader implication. >> That's very true. So, as the customers are thinking of this digitazation, modernization containers and Microsoft, as you know, there is, has become the stable all. So, it's actually a container orchestration platform with golfers open source going into this as well as the persistence already. >> So, by the way, Ezmeral, I think Emerald in Spanish, I think in the culture, it also has immunity powers as well. So immunity from lock-in, (Robert and Kumar laughing) and all those other terrible diseases, maybe it helps us with COVID too. Robert, when you talk to customers, what problems do you probe for that Ezmeral can do a good job solving? >> Yeah, that's a really great question because a lot of times they don't even know what it is that they're trying to solve for other than just a very narrow use case. But the idea here is to give them a platform by which they can bridge both the public and private environment for what they do, the application development, specifically in the data side. So, when yo're looking to bring containerization, which originally got started on the public cloud and it has moved its way, I should say it become popular in the public cloud and it moved its way on premises now, Ezmeral really opens the door to three fundamental things, but, you know, how do I maintain an open architecture like you're referring to, to some low or no lock-in of my applications. Number two, how do I gain a data fabric or a data consistency of accessing the data so I don't have to rewrite those applications when I do move them around. And then lastly, where everybody's heading, the real value is in the AI ML initiatives that companies are really bringing and that value of their data and locking that data at where the data is being generated and stored. And so the Ezmeral platform is those multiple pieces that Kumar was talking about stacked together to deliver the solutions for the client. >> So Kumar, how does it work? What's the sort of IP or the secret source behind it all? What makes HPE different? >> Yeah. Continuing on (indistinct) it's a modern glass form of optimizing the data and workloads. But I think I would say there are three unique characteristics of this platform. Number one is that it actually provides you both an ability to run statefull and stateless as workloads under the same platform. And number two is, as we were thinking about, unlike another Kubernete is open source, it actually add, use you all open-source Kurbenates as well as an orchestration behind them so you can actually, you can provide this hybrid thing that Robert was talking about. And then actually we built the workflows into it, for example, they'll actually announced along with it Ezmeral, ML expert on the customers can actually do the workflow management around specific data woakload. So, the magic is if you want to see the secrets out of all the efforts that has been going into some of the IP acquisitions that HPE has done over the years, we said we BlueData, MAPR, and the Nimble, all these pieces are coming together and providing a modern digitization platform for the customers. >> So these pieces, they all have a little bit of a machine intelligence in them, you have people, who used to think of AI as this sort of separate thing, I mean the same thing with containers, right? But now it's getting embedded into the stack. What is the role of machine intelligence or machine learning in Ezmeral? >> I would take a step back and say, you know, there's very well the customers, the amount of data that is being generated and 95% or 98% of the data is machine generated. And it does a series of a window gravity, and it is sitting at the edge and we were the only one that had edge to the cloud data fabric that's built to it. So, the number one is that we are bringing computer or a cloud to the data that taking the data to the cloud, right, if you will. It's a cloud like experience that provides the customer. AI is not much value to us if we don't harness the data. So, I said this in one of the blog was we have gone from collecting the data, to the finding the insights into the data, right. So, that people have used all sorts of analysis that we are to find data is the new oil. So, the AI and the data. And then now your applications have to be modernized and nobody wants write an application in a non microservices fashion because you wanted to build the modernization. So, if you bring these three things, I want to have a data gravity with lots of data, I have built an AI applications and I want to have those three things I think we bring to the customer. >> So, Robert let's stay on customers for a minute. I mean, I want to understand the business impact, the business case, I mean, why should all the cloud developers have all the fun, you've mentioned it, you're bridging the cloud and on-prem, they talk about when you talk to customers and what they are seeing is the business impact, what's the real drivers for that? >> That's a great question cause at the end of the day, I think the recent survey that was that cost and performance are still the number one requirement for this, just real close second is agility, the speed at which they want to move and so those two are the top of mind every time. But the thing we find Ezmeral, which is so impactful is that nobody brings together the Silicon, the hardware, the platform, and all of that stack together work and combine like Ezmeral does with the platforms that we have and specifically, we start getting 90, 92, 93% utilization out of AI ML workloads on very expensive hardware, it really, really is a competitive advantage over a public cloud offering, which does not offer those kinds of services and the cost models are so significantly different. So, we do that by collapsing the stack, we take out as much intellectual property, excuse me, as much software pieces that are necessary so we are closest to the Silicon, closest to the applications, bring it to the hardware itself, meaning that we can interleave the applications, meaning that you can get to true multitenancy on a particular platform that allows you to deliver a cost optimized solution. So, when you talk about the money side, absolutely, there's just nothing out there and then on the second side, which is agility. One of the things that we know is today is that applications need to be built in pipelines, right, this is something that's been established now for quite some time. Now, that's really making its way on premises and what Kumar was talking about with, how do we modernize? How do we do that? Well, there's going to be some that you want to break into microservices containers, and there's some that you don't. Now, the ones that they're going to do that they're going to get that speed and motion, et cetera, out of the gate and they can put that on premises, which is relatively new these days to the on-premises world. So, we think both won't be the advantage. >> Okay. I want to unpack that a little bit. So, the cost is clearly really 90 plus percent utilization. >> Yes. >> I mean, Kumar, you know, even pre virtualization, we know that it was like, even with virtualization, you never really got that high. I mean, people would talk about it, but are you really able to sustain that in real world workloads? >> Yeah. I think when you make your exchangeable cut up into smaller pieces, you can insert them into many areas. We have one customer was running 18 containers on a single server and each of those containers, as you know, early days of new data, you actually modernize what we consider week run containers or microbiome. So, if you actually build these microservices, and you all and you have versioning all correctly, you can pack these things extremely well. And we have seen this, again, it's not a guarantee, it all depends on your application and your, I mean, as an engineer, we want to always understand all of these caveats work, but it is a very modern utilization of the platform with the data and once you know where the data is, and then it becomes very easy to match those two. >> Now, the other piece of the value proposition that I heard Robert is it's basically an integrated stack. So I don't have to cobble together a bunch of open source components, there's legal implications, there's obviously performance implications. I would imagine that resonates and particularly with the enterprise buyer because they don't have the time to do all this integration. >> That's a very good point. So there is an interesting question that enterprises, they want to have an open source so there is no lock-in, but they also need help to implement and deploy and manage it because they don't have the expertise. And we all know that the IKEA desk has actually brought that API, the past layer standardization. So what we have done is we have given the open source and you arrive to the Kubernetes API, but at the same time orchestration, persistent stories, the data fabric, the AI algorithms, all of them are bolted into it and on the top of that, it's available both as a licensed software on-prem, and the same software runs on the GreenLake. So you can actually pay as you go and then we run it for them in a colo or, or in their own data center. >> Oh, good. That was one of my latter questions. So, I can get this as a service pay by the drink, essentially I don't have to install a bunch of stuff on-prem and pay it perpetualized... >> There is a lot of containers and is the reason and the lapse of service in the last discover and knowledge gone production. So both Ezmeral is available, you can run it on-prem, on the cloud as well, a congenital platform, or you can run instead on GreenLake. >> Robert, are there any specific use case patterns that you see emerging amongst customers? >> Yeah, absolutely. So there's a couple of them. So we have a, a really nice relationship that we see with any of the Splunk operators that were out there today, right? So Splunk containerized, their operator, that operator is the number one operator, for example, for Splunk in the IT operation side or notifications as well as on the security operations side. So we've found that that runs highly effective on top of Ezmeral, on top of our platforms so we just talked about, that Kumar just talked about, but I want to also give a little bit of backgrounds to that same operator platform. The way that the Ezmeral platform has done is that we've been able to make it highly active, active with HA availability at nine, it's going to be at five nines for that same Splunk operator on premises, on the Kubernetes open source, which is as far as I'm concerned, a very, very high end computer science work. You understand how difficult that is, that's number one. Number two is you'll see just a spark workloads as a whole. All right. Nobody handles spark workloads like we do. So we put a container around them and we put them inside the pipeline of moving people through that basic, ML AI pipeline of getting a model through its system, through its trained, and then actually deployed to our ML ops pipeline. This is a key fundamental for delivering value in the data space as well. And then lastly, this is, this is really important when you think about the data fabric that we offer, the data fabric itself doesn't necessarily have to be bolted with the container platform, the container, the actual data fabric itself, can be deployed underneath a number of our, you know, for competitive platforms who don't handle data well. We know that, we know that they don't handle it very well at all. And we get lots and lots of calls for people saying, "Hey, can you take your Ezmeral data fabric "and solve my large scale, "highly challenging data problems?" And we say, "yeah, "and then when you're ready for a real world, "full time enterprise ready container platform, "we'd be happy to prove that too." >> So you're saying you're, if I'm inferring correctly, you're one of the values as you're simplifying that whole data pipeline and the whole data science, science project pun intended, I guess. (Robert and Kumar laughing) >> That's true. >> Absolutely. >> So, where does a customer start? I mean, what, what are the engagements like? What's the starting point? >> It's means we're probably one of the most trusted and robust supplier for many, many years and we have a phenomenal workforce of both the (indistinct), world leading support organization, there are many places to start with. One is obviously all these salaries that are available on the GreenLake, as we just talked about, and they can start on a pay as you go basis. There are many customers that actually some of them are from the early days of BlueData and MAPR, and then already running and they actually improvise on when, as they move into their next version more of a message. You can start with simple as well as container platform or system with the store, a computer's operation and can implement as an analyst to start working. And then finally as a big company like HPE as an everybody's company, that finance it's services, it's very easy for the customers to be able to get that support on day to day operations. >> Thank you for watching everybody. It's Dave Vellante for theCUBE. Keep it right there for more great content from Ezmeral.

>>from around the globe. It's the Cube covering HP Discover Virtual experience Brought to you by HP >>Hey, welcome back to the Cube's coverage of HP Discover. 2020. The virtual experience Pradeep Kumar is here. He's the senior vice president and general manager of Point Next services for our things in Houston. Welcome. >>Very good. It's a Z usual. It's warm and sunny, so I'm good. Thank you. Thanks for having me. >>You're very welcome. So now let's set this up. So when HP split into two companies formed H, P E and HP, it did a spin merge with E DS. It's large services business, and one of the things that came out of that was the point. Next services brand and group within HP, and this was very important. I want to share this with our audience because it really streamlined H H PS services Messaging is offering. It opened up new partnering opportunities and produced. This is really the business that you run. So maybe add any color to my little narrative upfront and talk about your role there. >>No, absolutely. I think what HP wanted to make sure is they have ah white portfolio of services. So also, we we have advisory and professional services as well as operational services in the back end. So we just streamline everything for the customer from a services point of view. And that's what the next stands for. You described it pretty validated >>now as you as you know, because you can imagine a lot of these virtual events that we've been doing. The pandemic, of course, has been a topic of discussion. But really, the discussion thus far has been on. Okay, how are you handling it? What kinds of things are you doing to support clients? And I want to understand that from you. But now we're at a point. We're really talking about the post isolation economy and what that all means. So what are you seeing for deep in your client base? >>Yeah, the point you made is a very critical one, right? During the pandemic, everybody Waas Hey, can I business continuity plans, right? Can I manage my business in that? In that scenario day? Really? Preparation was everything right? Things that we take it for granted, like remote working capabilities, parts having parts at the right places. Right now we have more pastors to describe. It's more. What is the new normal? What is business going to look like in the future? And how can technology help you to achieve that, right, If I give an example off, you know how many people were working from offices, including HB substantial portion off the team Members of the workforce was working from an office. Now probably about 1/3 will be working from the office, and about one toe probably will work from home. And there's another one who will come to the office in a infrequent basis for collaboration. So the whole landscape off the new normal has changed forever. >>So what I'd like to do for Deep is if we could bring up some data that we have and to really just set the context and drill in a little bit in terms of what you guys are seeing you again, point next is critical. Not only was it a business that Antonio Neri kind of ran the services business, so he understands it well, but it really is the touch point to customers. Now, when you talk to CIOs, this is data from our data partner CTR. In a survey of 700 CIOs and I t pros is that what they see is the shape of the recovery. And you can see here 44% expect a U shaped recovery. Now you've got in the 16%. There's a tailwind, businesses, their health supplies, video conferencing. You work from home or remote workers. What you were talking about, these companies actually saw a tailwind of their business. And then, of course, you've got essential businesses, and you've got, you know, businesses are just now coming back, and then you've got businesses that are really struggling Airlines, hospitality restaurants, mall. So it's really a very much fragmented recovery. So I'm wondering what you guys are specifically seeing because you are so close to so many of these customers. >>Yeah, so we see that mix bag right? So I feel like whether it's a UI or where they it's a U shaped recovery, it's sort of a more point, right, because it's not going to be the same as before. The right things have changed. Even if you are, um, in a particular business, let me take just It's the worship right house of worship, right? So it could be a temple, a synagogue, church, a mosque. It doesn't matter, right? They had a particular constituency that we had before. Who used to come? Let's take a church, for example, Who used to come to mass on A on a Sunday, Right. And in my case, my family would get out and go out there to the Mass at the last minute, right? I have 22 teenage boys, and, you know, my wife wants to go on time to mass, but we will never make it. You know, we'll be last minute worshippers going in there. And then, um, you know, find appeal, dissident. Right now, if we look at it, how it has changed for these worshippers, it's very different now, right? A set of worshippers >>who, uh, >>who watch it live stream that comes from the church will never go back or very go back, very seldom. And then there's a set of worshippers who want to go back. But now they got to sign up a week early, which particular mass they're going to and, um, and identify a pew to sit on. So the whole thing has changed for for a company for its customers the way people would consume in the future. And people who are ready for this and have managed and be prepared make use of that opportunity. And for my church, for example, in this case, I think to survival is the constituents donations on a weekly basis, right? So have they're being very digital, you know, My church, unfortunately, was very digital 100% digital. Therefore, they didn't see a huge deep on their collections, which was survival for them. So if you equate that Dave into different businesses, right, it's changed in many different ways. And as you pointed out in that shot, it's different from industry to industry business to business on how you cope up with it, how you prepare for it. Um, how you use technology for your advantage would be the winners and loses, >>you know, And that's a great first of all. That's a great example of houses of worship. And there are many. You're seeing sports now Major League baseball struggling to figure out what to do. It seems like basketball figured out. A lot of people have invested in Palestinians, and so, you know, you know, maybe yoga is not as good in the studio, but it's pretty good. You know, A lot of people bought R V, so there's gonna be some permanent changes, you know, to your to your point. And I wanted to show, you know, we've been thinking about Okay, what's the framework for understanding that fragmentation in the recovery? It's, you know, what is the feasibility of physical distancing? How digital are these these businesses? How essential are these businesses? I mean, there are It's a complicated situation to figure out. So again, the key is point Next has to be really close to its customers. You guys have to be digital in doing that. But are you seeing any specific patterns? Emerge? >>Yeah, I think what we're seeing is, um, you know, people working out what the new normal is right? And then saying, How do I get to that new normal? How do I take the advantage? How do I make use of that opportunity to get better? This is where I think point next services is important to talk about what is. We have got 23,000 experts around the world, right, and there's a substantial portion off advisory faults, right? Who will come and work out with you. What? That new normal A's? And what is the answer? What is the strategy that you want? What is the North Star you want to achieve? And how do you transform your whole company, your environment, into that new normal right? And how do we take you on that journey? Be there for you to taking you through that journey into the new normal to to capitalize on those opportunities? A couple of things I would point out here. Dave, I think, definitely. I think building a platform that's a child and resilient for the future, for any disruption is white, right? I think what the pandemic products is If you have a very agile platform and very resilient for any kind of disruption, you're going to be on a winner. So once you've identified what that new normal for you, I think HP point next really can help you be your trusted partner to get there. In the end, >>you know, pretty kind of BC before covert, when the Cube is doing a lot of live events. Everybody's talking about digital transformation, and of course, there are a couple of means floating around the Internet. One is the big wrecking ball going into the building, where the executives saying, You know, not in my lifetime and then you got Cove in 19 and the wrecking ball coming, and there's another one that I want to share with our audience. You guys have bring this up. It's the It's the It's the survey of who's leading the digital transformation of your company. Is that the CEO? Is that the CTO? Well, actually, no, it's it's covert 19. So this is kind of tongue in cheek. It's sort of a sad, stark reality here, but the truth is that if you're not digital now, you're going to really be in big trouble. And so there's a number of fact factors that we've seen are facets that we've seen in the marketplace clearly work from home security. You know, it's not just, ah, video conferencing, it's it's SD win on and certainly cloud so again, what are you seeing? Maybe really. Start with Cloud. What are you seeing in terms of cloud adoption and acceleration? >>Yeah, So we, uh what we're seeing really is Dave the the same priorities for a company exists, right? To get to a very efficient model, too. More than what it is, a cloud or not, I think what people are looking for is an as a service model, very about cost model for their workloads. So people are really pushing for a hybrid environment because the same, um, things exist. Some workloads are well, you know, suited for a public cloud. Some workloads are suited for an on Prem environment where you have Laden's issues, compliance issues, security issues, right. But what they want is when they have that on Prem environment, it should be as a service, a cloud like environment that you can pay for what you use. So people are really using warning to get into that hybrid environment. What Corbyn has really triggered is to do go on that transformation journey much quicker pace than what they had gone in the past, so the same logic exist. But people want to go through that journey quickly, so you are at the right place, ready for any future disruptions. I think that's what really happened in the marketplace. So we're working with lots of companies are taking them through the journey, identifying which workloads should go there and giving a hybrid environment that satisfies of their future needs. >>So I want to ask you about disruptions because I think it's I think it's a safe bet that while technology has always been a catalyst for disruption, it would appear pretty obvious that that other external factors are gonna gonna create more disruptions in this decade than perhaps technology, not the technology will still be disruptive, but things like pandemics, natural disasters. We've seen social uprising over the over the past couple of weeks. These external factors are really driving other agendas within organizations. And so where does technology fit? What are people who have data centers telling you guys in terms of their priorities and how technology and some of these external factors or maybe blending together? >>Yeah, so sometimes I think during destruction, whether it's a pandemic or, you know, I'm based in Houston way, we're so used to having, you know, floods, right hurricanes. And I think sometimes what people forget is being prepared for a pandemic or the hockey game. Simply pay. Have your candles ready, have your water bottles ready. So when the floods arrive, you at least have something to to rely on and cos continuously worn a preparedness business continue to plan state. Right, That is the number one priority to make sure that you have a business continuity plan that does not affect your business, then secondarily. Okay, um, I want to preserve my cash, and I want to make sure I am prepared and getting ready for the future where the future technology is different to what I had before. And I may not have the experts and the skills for that future technology. This is where the HP point next really helps either give people that expertise, skill set or augment with your teams to get you into that future technology. The third thing I would say is clearly, I think once you got on to that technology, our platform, how do you maintain that, right. How do you continuously optimize that? And you might need training or your people? It's ah, it's a continuous management of HCI, and your next again is available to you either toe optimal continuously optimize your new platform or, you know, educate your people on how to manage their platform. So I think you need to look at it as a continuum you have a business continue to plan? Did you try ons transform into the new environment you wanted to the 13 years Are you continuously optimizing and be ready for the next disruption around the corner? >>You know, I think the point you were making about business continuance of very important and I wonder if you could comment on a lot of CEOs have told us flat out just honestly, our business continuity plans were way to d are focused. And so now we're going to retool those. We are re tooling those It's work from home, which has this, this permanence to it, and it's being able to kind of anticipate some of these changes. The network changes are pretty significant. I have no doubt you guys are seeing that are participating in that sort of, you know, re revised or revitalized business continuity. >>Yeah, and you have to reimagine right? Askew pointed out correctly that it was all disaster. Recovery is all what you had you didn't think about. Hey, you know, maybe 50% off your workforce is not going to come back. And you need a way to collaborate among that workforce, right? Plus, as you pointed out. Connectivity is an issue, and but you got to think it's not just connectivity. You need to be able to enable your works force to be able to collaborate amongst each other, be positive and fanatical about your customers. That's crucial. People who are coming back. Think about it. Right? Um, you know, um, Kayla's access is important. Do we measure The temperature is important. How the team members are, you know, going around in your facility. You have contact Tracy. All that becomes widely important, right? And they they sound very basic, but they become might be important because a >>lot of learnings jammed into the last quarter. Yeah, a lot of a lot of learnings jammed into the last 90 days. Let me ask you if you could summarize for our audience the point next advantage. I mean, why HP point? Next? What do you guys bring? That that's unique and differential from all the other companies out there? >>Yeah, the breadth of point next is is very important. Point next, have got 23,000 employees really dedicated and fanatical about customers and customers. Well, being customers experience. So we are very outcome based on the people >>who who >>are here, who are different in a sense to find out what makes best sense for you and then take you through that transformation and there will be bumps on the road. Dave, Um, you know when you're working with a partner, is the partner really trusted? That will stay with you when there are bumps on the road and and make sure that your end goal is achieved. I think that's crucial. We are not like any other company. We're very, very motivated. Workforce. Very passionate workforce. Who wants to make sure you know customers in goals are achieved, right? So we are not we We look at it in a holistic way. They've compared to anybody else. And we have an extremely trusted partner who's there always with you. >>Last question for people watching this segment. Of course, we have the Discover virtual experience going on any any areas where they should focus on the when they hit the site. Where should they go? Any. Any sessions that you would recommend >>there are because it's work you're there are so many sessions, plenty of sessions, plenty of availability in many, many different areas, definitely if you're interested in what is the new normal connectivity for your employees bringing back employees? You want to look at those areas? There's there's ah ah lot of availability off decisions in the point next side of things that talks about how to cope up with the new normal. I would strongly recommend you look at those things because that gives you allows you to build in a very agile platform, that Brazilian for the next disruption that's going to come in. >>But pretty pretty. Kumar, Thanks so much for coming on the Cube and, uh, and have a great discover. Stay safe. Be well. >>Thank you, Dave. >>Alright, Keep it right there. Everybody. We'll be back with our next guest. The Cube's continuous coverage of HP Discover 2020. The virtual experience right back. Right after this short break. >>Yeah, yeah,

>> Narrator: From around the globe, it's theCUBE, (upbeat music) covering HPE Discover Virtual Experience brought to you by HPE. >> Welcome back to theCUBE Coverage of HP Discover Virtual Experience. I'm John Furrier Host of theCUBES. I'm here in the Palo Alto Studios for the remote interviews, were all sheltering in place. And we have two amazing guests on a great topic Women Leaders in Technology Strategy For Growth. Rashmi Kumar, Senior Vice Chief Information Officer at HPE and Marissa Freeman, Chief Brand Officer of HPE. Welcome to theCUBE and looking forward to this great conversation. Thanks for joining. >> Thank you, John. >> Before we jump into it, can you guys explain your roles at HPE as The Chief Information Officer role is pretty well defined but it's changing these days Rashmi and as a Brand Officer with the remote workforce, Marissa, these are changing times. Can you guys take a minute to explain your role? Rashmi we'll start with you. >> Yeah, so my organization and my role is in the middle of digital transformation which has become even more critical in these days of landscape level. My team is involved in end-to-end process transformation for HPE as well as key part of the pivot for as a service and running the operations as smoothly or as well as making all 60,000 employee 20,000 partner move to work from home. We are engaged in this from later part of January, so to say then it first started in China. So the organization is supercritical for the success of HPE to keep our operations running as well as all the employees engaged in their work. >> Awesome. Marissa, your role? >> I am the Chief Brand Officer of Hewlett Packard Enterprise and my responsibility is to help tell our story to customers, prospects, analysts and press and beat the drum for our employees. So as we pivot our company and our strategy, we work with Antonio to ensure that everyone understands why HPE and how we can be your best transformation partner. >> One of the exciting things that's coming out of this new reality is that the role of work is changing as the workforce, workplace, workloads, workflows, variety of topics, but one of them is the personnel piece and you guys have Women Leaders In Technology Program is really phenomenal. Can you talk about the Mission and Vision and what are the goals? Women in Technology something this important and leadership as well? Could you guys explain the mission and vision of Women Leaders and Technology? >> Yeah, sure. So the Women Leaders in Technology established by Hewlett Packard Enterprise to connect with our customers at our annual conference who shared our common belief in inclusion and diversity, specifically advancing gender equality and empowering women with the support of the men at the workforce as well. The event is a collaborative forum for women and men allies who are committed to drive, learn and leverage best practices and technology innovations to make a difference in their businesses and communities. Our goal is to unite influential leaders from around the world with a charter to increase, attract and retain diverse talent by showcasing great contributions made by women, while their careers in STEMplusC, Science, Technology, Engineering, Mathematics and Computing. And I see that all our leaderships are very passionate about making sure that we get the right level of engagement, both from women and men allies to be able to advance this course at the company and with customer says, well. >> Marissa, on the leadership side we've talked about in the past you and I and you're passionate about the women leadership piece. What's your take on this? >> Well, we know that when women leaders are at a company, the company is more financially successful. We know that women lead differently and bring a unique point of view to the table. And so diversity and inclusion generally speaking, is so very important to the success of a company to the happiness and retention of their employees. So, yes, we we focus a lot on that. And I think, importantly, we think about reward, recruit and report. So it's not just something diversity inclusion is not something that we wish for an HP it's something that we action and we work towards, and it's a journey. We weren't we aren't there yet, but we are on path and it's something that we report on internally to each other, we understand exactly where we are. We recruit with purpose and intention of widening the aperture and bringing in people who are different from each other to add to the fabric of our company, and then we also reward our leaders for doing the right thing and being inclusive and hiring diverse talents. So it is very much part of our culture and our performance. >> I always ask the question because I'm male, and I wanted to rush me brought it up as well. How are the HPE male leaders impacting enhancing and participating in this strategy because it takes everyone involvement to make women in leadership successful and beyond, this is super important. Can you share your thoughts on how that's going? >> So as we form our teams as well as these specific, an employee resource group to be able to focus on younger women or women technologists. We do it alongside our men allies, at some point, technology is so critical digitalization is such an hyper-growth mode. If we need to be successful with our products and services in the marketplace, we need to have equal participation from talent from across the bodies of men and women and irrespective if I'm a woman leader or a man leader, I need to be able to tap into that talent to be able to kind of bring our products and services to our markets or run our operations well in the in the company so we we really when we strive to fulfill the causes Marissa mentioned, from a growth perspective, we are equal partner in making this a priority for the company to ensure we get women and both men and smartest men and women from across technology areas to come and work with us. >> Marissa I want to ask you before I go back to Rashmi about the whole workforce and workplace and technology, from a customer perspective, how are you guys seeing their workplace changing from a business perspective? Because you and I, again, talk about about experiences. And that's something that you really believe in having great experiences at the physical events. Now you're doing the virtual event, but your customers are also living a changing workforce and they need to equip themselves with with this how do you see the big picture there because that's a big part of you guys aligning with the customers and I won't say change the experience but align with the new expectations. These are are new things that are happening in real time. >> Part of running the brand is also understanding culture and what's around the corner. And I think that our company does that by nature anyway, because we are a technology company and we have to think about where our customers are going, where they're heading, skate to where the puck is going and meet them there. So translate approximately 50% of workers will probably not go back to the office full time. So we have a whole suite of products and services that we have been talking about very much in recent times that help everyone work from home. So many of the offerings that we have, for example, during COVID, many of our customers couldn't or wouldn't send their employees into the data centers or into their offices to work on their technology. We had ourselves service people able to help them remotely and in some cases actually show up 25,000 people around the globe there to help. In fact, that was our campaign. And it still is. And it's the theme of HPE Discover, HPE is here to help. So as your workplace changes as you go through the recovery, as you're returned to work as you continue your digital transformation, HPE is here to help with very actionable, instantaneous solutions to help with COVID and beyond. >> We've been following HPE, I've been following HP for many many years and decades and I know and for the folks watching that you guys have a really robust internal intranet and system that you guys have built out and you're really on the leading edge as well. Your own HP, equipment and technology and software always been resilient from my perspective. So Rashmi, I got to ask you, this disruption we're seeing hasn't been forecast. It's not like disaster and recovery scenarios. A hurricane is not a flood or a hurricane Sandy, like we saw in the past, this was a new kind of disruption vector not seen on cybersecurity radars. This is new, so at the end of the day, it's still a disruption. It's a challenging time but there is an opportunity for CxOs out there to look at the projects and saying, where are we exposed? Where are the gaps, and I think we're seeing new app development. We're seeing new kinds of technology projects, kind of being tweaked a little bit, some kind of being sunsetted. It's an opportunity for CxOs to really double down on this. I want to get your take on how you see the challenge being met by the customers and the tech opportunities that they can lead through this. >> Absolutely. So anything this pandemic has taught us that digitalization is our way forward, we have been engaged in the transformation for HPE on a journey for last Couple of years of entire quote to cash process as well as our supply chain and fulfillment process, entire experience for our customers has been changing as well as for our employees. So as our customers look at this pandemic and think about what they need to invest in, is the for the employees work from anywhere anytime and be available to work for and we have technologies, which enables that at the same time. We are right in the middle of providing the best ERP solutions best quote to cash type solutions and our infrastructure and capabilities power that if you take our Edge, Aruba solution, we were in the middle of powering up all the makeshift hospitals as well as the cruise ships which were transitioned as hospital to be able to provide them in internet for connectivity, if you look at the initiatives we had here in the South Bay area and on providing WiFi in the parking lot for schools so that students could complete there studies. So he has this kind of end-to-end solutions around these technologies, which could create resiliency in our customers and provide them product and solution to be able to continue their operations seamlessly even during these times. >> It's interesting, I've always loved the future of work kind of scenario and discussions. But they all kind of felt a little bit too fuzzy around just collaboration, future of work, which is cool. I'm not against that. But when you look at what we're living now, what you were just talking about is it's not its work, place, work force, work, loads, workflows. It's not just collaboration. That's just one aspect of it. I think we're seeing now this new reality is that it's going to impact the entire end-to-end as you point out. Other areas that you see are opportunities for customers. Because, we've heard DevOps has always been on the fringe of kind of the tech community, always leading edge in the cloud for the past 10 years. But now you got operations, IT operations, network operations, all these other systems that were kind of on a nice, path before disrupted. This is not just work, collaboration. It's every What's your thoughts? >> Yes, yeah, great point. So if you look at collaboration, collaboration is kind of the facade versus everything that happens behind the scenes. So if you look at the TV show, what you're seeing is the end result, but there was a huge production effort behind it, to be able to get you that content. And if you look at a particular transaction today from ERP perspective, or a customer buying a product from you, this is the facade there's a lot of stuff that goes behind it for providing our employees the right tools, keeping our networks connected, so that employees can use those to successfully as well as securely. So this time has taught us to quickly pivot and bring in some new capabilities from technology and digital capability perspective in every area of the business, starting from the facade, which is the collaboration tool, at the same time ability to run your business through these technology capabilities. And do it very securely providing connectivity from our data center to manufacturing factories, location to now employees home to our partners and as well as clouds. And that has created a very complex ecosystem of connected universe. For every company. I feel. We are a global company. So we were a little lucky in getting early warnings in January and preparing to come to where we were coming and I'm so proud of the IT team here. We did a major release of our transformation program which we call NDIT on 13th 14th 15th March right before we started sheltering in place. And there were thousands of people working globally to bring this capability for our ERP systems and it went flawlessly. And since then we have done four or five releases and the organization has been able to carry through it. >> Preparedness and resiliency, great features Marissa, back to this brand experience in your role the facade or collaboration of the user experience is the front end of the back end. So you don't have a real hyper-digital or hyper-virtual is my word for it environment where people's businesses and the business impact is going to be severely impacted because people can leave a brand. So if I'm a customer of yours, I'm like, look, I need to get busy reinventing and getting my apps meeting the expectations of the customer. So you got to bring the experience piece of it as well as at enablement. This is a new expectation radically more accelerated than it was in the past? What's your thoughts? >> Well, Antonio a couple of years ago said, the action is at the edge and the cloud is an experience, not a destination. So in order to create those very meaningful and differentiated experiences for their customers, our customers need to have one single platform that's open and secure, so that they can innovate from end to end every workflow from beginning to end so that their experiences they deliver their customers are intuitive, intelligent, differentiated. So that is what we have been working for this entire last few years is to provide that cloud experience to our customers wherever their apps and data live so that they can have the freedom to innovate across the entire estate and do it securely. That is the only way you're going to really provide these truly differentiated and insightful experiences at the edge, which is where the action is. >> Yeah, you guys are really putting out some really insight there. And I would just say that this highlights what I've always believed as making the innovation strategy concept, not just a cliche, but you if you don't have an innovation strategy with tech and people, it's going to be exposed and that table stakes are there because of the of the marketplace. If you don't deliver, the stakes are really high. And this brings back to the women leaders in IT, you guys are doing, how do people get involved? I mean, what's the take on this? You guys doing a great job. What's the process is that the adjoin you guys recruit? I mean, how does someone who's watching or participating in HPE Discover Virtual get involved? >> Let me do a quick commercial because it is HPE discover and the best way to get involved with Women Leaders in Technology is to join up register for HPE discover and join us on July 1st, Managing The Workplace in a New Normal, July 8th, Navigating Change the Mindset for Success in Turbulent Times. And the first one Leading Through Recovery with Rashmi right here. And I believe that's on the first Friday, so coming up next week. So those are three ways in to at least be able to get involved with what we're doing. But we also do throughout the year events with our customers in multiple offices around the globe, where we get together as leaders, we talk about leadership we recruit, then there's all of the other things that we support. And Rashmi maybe want to talk about that from Grace Hopper and all the way through some of the other wonderful organizations that our Women Leaders in Technology are supportive of and engaged in. Rashmi? >> Yes, absolutely. So First of all our global women leader ERG as well as there are a couple other ERGs within business unit which works diligently to create engagement for men, allies and women employees. So, my last travel before this pandemic hit and children place came in was for International Women's Day celebration in Sofia, Bulgaria. And what we did as women leaders of the company is created a competition for the location to host that event. There was an enormous amount of energy when I was in Sofia, with guest speakers with executive speakers and our main allies who were speaking at the event as well. And it was webcasted across the globe for all HPE employees to experience. There were watch parties there was enormous amount of energy going into the event. Similarly, when we participate in Grace Hopper, it's like a carnival for us, we have our boots, we do interviews, Marissa hosted a great event at Disney for our college students who were attending Grace Hopper to come experience, what HPE is all about and how dedicated we are to the cause of women and STEM and young women to showcase our leaders there and what you can be once you are at HPE. So a lot of such events also happen at various locations and as being women, we create everything fun, everything more engaging, and everybody wants to participate in these events. >> Well, certainly know you got to do it virtually >> And I think importantly John, I don't want to overlook that the Allyship. The man at HPE are very, very much a part of this and very supportive of everything that we do. It's not just all women, it is a lot of women but our men are definitely part of the part of the whole fabric of it, including Grace Hopper. >> And it's always great talent coming out of schools and seeing a lot of jobs out there right now there's new job so this brings up the shift. You look at cybersecurity and all cross in tech, it's the aperture of computer science has changed. You don't have to be a coder, you can do a lot of different things. This brings up the culture question I really love to get you guys personal opinions on this. For folks watching wants to see the new kind of Instagram picture of HPE if they want to look inside. How would you describe the culture of HPE these days? Obviously, the innovation you guys are super impressive. What's it like inside? What's it like to work there? How would you describe the culture of HPE? >> Well, it's a wonderful place to work and our culture is the primary reason why it is so, it started with Bill and Dave. And were about community. They were not about building a conglomerate. They were about building a community and that has just stayed with us throughout. Innovation is critical to us being bold, being inclusive. These are our values, but they're not just words on a page, they are actually our values, and we live them and our belief system and then they were put down on a page so that we can all look at them, recognize them, celebrate them, and it starts at the very top. Antonio has been with the company 26 years now I think it is. He is a true HPE, died in the role, Engineer himself. And we all feel really good about being here and being with each other. We have a mission and a purpose and that is to advance the way people live and work. That is why every HPE teammate gets up in the morning. That is what we do for a living. And it comes through in everything that we do. >> Rashmi? >> Yeah, I would like to add there is what Bill and Dave created for us, and the good things that is retained by HPE, as well as our ability to change and pivot. So, as you talked about John, we are an innovation company. We are a huge product and research based company. Now with as a service, though, we are also looking at how do we understand more outside in what our customers are looking for? What kind of experiences when they interact with our products, and how do we really understand it and drive alignment early on with our customers to be able to put these as a service products out to them as well as quickly learn and pivot again as needed. So the points that Marissa mentioned about take risk, be bold don't be afraid to be afraid to fail, as well as customer focus, relentless journey to ensure our customers are getting what they need, has has been kind of a new HPE culture manifesto, which is really embodied by Antonio and the leadership team which is then taken by our employees. So while we are keeping what's good from Dave Vellente, we are also augmenting it based on the changing needs of our customers and the industry that we are in where we cannot be stagnant forever. >> I think carrying that mission and spirit of Bill and Dave is great. In fact, John Chamberlin notices on his on the keynote here at Virtual Experience. He said to me privately that he has mad respect for HPE going back, he was hiring all the executives that from Bill and Dave's cloth there and brought them into Cisco now he's out helping companies and I think that is really about the community and the respect for the Individual citizenship. Those are values that I think, stand the test of time. I think that's great that you guys are keeping that going and that's awesome. And we appreciate the community support with theCUBE and collaborate. So thank you very much for that. And don't forget the innovation. I mean, Marissa go back 30 minutes you guys first coined hybrid cloud. I think that was like happening now innovation is still there. You got to be tech leaders. >> Better is yet to come Greenlake, we love our Greenlake. >> Great stuff. Thank you guys so much for this conversation. I really it was so awesome. Great insight there. Congratulations on the Women Leaders in Technology. Final question for you both complete the sentence. Women Leaders in Technology is a competitive advantage to your clients because, blank. >> Because it's one more way that they can partner with HPE to improve the way their customers live ans more. >> Rashmi, complete the sentence Women Leaders and Tech is a competitive advantage to your customers and clients because? >> We can collaborate to bring better products and services for their customers together. >> Awesome. Thank you so much, and congratulations on the Women in Technology, we'll be following it will be if you got to do the virtual events, let us know. We got the remote studio, we always love collaborating and of course, we got women Wednesdays on theCUBE every week on our site. And thanks for again, all your support and this is a great experience. Thanks for spending the time appreciate Marissa and Rashmi. >> Thank you, stay well >> Thank you. >> Stay well. >> Okay, HPE Virtual Experience. This is theCUBE HPE Discover Virtual Experience for bringing you coverage and great interviews from thought leaders, experts, community practitioners and customers. I'm John Furrier, for theCUBE Thanks for watching. (ambient music)

>>from around the globe. It's the Cube covering HP. Discover Virtual Experience Brought to you by HP >>Everyone welcome to the Cube studios here in Palo Alto, California We here for remote conversation. Where for HP Discover virtual experience. 2020. We would Kumar, Sri Context, chief technology officer and head of Software Cube alumni. We've been following Kumar since he started Blue Data. Now he's heading up the software team and CTO at HP and Robert Christensen, VP of Strategy of Office of the CTO Robert Both Cube alumni's Robert, formerly with CTP, now part of the team that's bringing the modernization efforts around enterprises in this fast changing world that's impacting the operating models for businesses. We're seeing that playing out in real time with Covert 19 as customers are modernizing the efforts. Guys, thanks for coming on. Taking the time. >>You're welcome, John. Good to be back here, >>Kumar. First I have to ask you, I have to ask you your new role at HP sent it up to CTO but also head of the software. How >>do you >>describe that role Because you're CTO and also heading up? This offers a general manager. Could you take him in to explain this new role and why It's important. >>Thank you. Thank you, John. And so good to be back. You get two for one with me and Robert didn't. Yeah, it's very exciting to be here as the CTO of HB. And as Antonio described in in his announcement, we consider software will be very key, essential part of the our people as a service. And, uh, we want we see that it's an opportunity for not only layer division but help drive the execution of that reason. Both organic them in our. So we we see we want to have a different change of software that helps the customers, too, to get us to the workloads optimized, or are there specific solutions? >>You guys were both on the Cube in November, Pre cove it with the minimum John Troyer talking about the container platform news, leveraging the acquisitions you guys have done at HP Kumar, your company Blue Data map, our CTP, Robert, the group. You're there really talking about the strategies around running these kinds of workloads. And if you think about Cove in 19 this transformation, it's really changing work. Workforces, workplaces, workloads, work flows everything to do with work and people are at home. That's an extension of the on premise environment. VPN provisions were under provisional hearing all these stories, exposing all the things that need to be worked on because no one ever saw this kind of direction. It highlights the modern efforts that a lot of your customers are going through rubber. Can you explain? And Kumar talk about this digital transformation in this cove it and then when we come out of it, the growth strategies that need to be put in place and the projects take a minute to explain. >>Go ahead. Robert Cover has been spending a lot of time with our customers, and I would like to go ahead. >>Yeah, thank you so much. It's Ah, uh, accelerators. What's happened? Many of our clients have been forced into the conversation about how do I engage our customers, and how do we engage our broad constituents, including our employees and colleagues, in a more rapid and easier way? And many of the systems that were targeted to make their way to a public cloud digital transformation process did not get the attention just because of their size and breadth and depth effort. So that's really put an accelerator down on what are we gonna do? So we have to be able to bring a platform into our clients organizations that have the same behavior characteristics or what we call you know, the same cloud experiences that people are expecting public. Bring it close to our client's data and their applications without having that you don't have a platform by which you can have an accelerated digital transformation because it's historically a public cloud. But the only path to get that done, what we're really considering, what we introduced a while ago was platform near our clients applications. That data that gives them that ability to move quicker and respond to these industries, situations and specifically, what's happened with company really pushes it harder for real solutions Now that they can act on >>Kumar, your thoughts on this pre coded >>Yeah, yeah, this is the piece of acceleration for the digital transformation is just is a longer dynamically multiplied the code. But I think as you pointed out, John the remote working and the VPN is the security. We were as an edge to the Cloud platform company we were already in that space, so it's actually very, very. As Robert pointed out, it's actually nice to see that transformation is his transition or rapidly getting into the digitization. But one thing that is very interesting to note here is you can you can lift and shift of data has gravity. And you actually saw we actually see the war. All the distributor cloud. We see that we're glad to see what we've seen we've been talking about prior to the Kool Aid. And recently even the industry analysts are talking about we believe there is a computer can happen where the data is on. But this is actually an interesting point for me to say. This is why we have actually announced our new software platform, which we as well, which is our our key differentiator pillar for our as a service people that companies are facing. >>Could you talk about what this platform is? You guys are announcing the capabilities and what customers can expect from this. Is that a repackaging? Is there something new here? What's is it something different, Making something better? What? Can you just give us a quick taste of what this is and what it means. >>Good love alive. >>Yeah, so yeah, that's a great question. Is it repackage There's actually something. Well, I'm happy to say. It's a combination of a lot of existing assets that come together in the ecosystem, I think a platform that is super unique. You know, you look at what the Blue data container Onda adoption of communities holistically is a control plane as well as our data fabric of motion to the market with Matt Bahr and you combine that with our network experiences and our other platform very specific platform solutions and your clients data that all comes together in intellectual property that we have that we packed together and make it work together. So there's a lot of new stuff in there, But more importantly, we have a number of other close partners that we've brought together to form out our as moral platform. We have a new, really interesting combination of security and authentication. Piece is through our site L organization that came underneath with us a few months back and are aggressive motion towards bringing in strong networking service that complexity as well. So these all come together and I'm sure leaving a few out there are specifically with info site software to continue to build out a Dr solution on premises that provides that world class of services that John >>Sorry, Johnny, was the question at the beginning is, what is that? Why the software role is This is exactly what I was waiting for that that that moment where Robert pointed out, our goal is we have a lots of good assets. In addition to a lot of good partnerships, we believe the market is the customers want outcome based solutions. Best motion not. I want peace meal. So we have an opportunity to provide the customers the solution from the top to the bottom we were announced, or the Discover ML ops as a service which is actually total top to the bottom and grow, and customers can build ml solutions on the top of the Green lake. This is built on HP is moral, so it's not. I wouldn't use the word repackaging, but it is actually a lot of the inorganic organic technologies that have come together that building the solution. >>You know, I don't think it's ah, negative package something up in >>Toto. So I wouldn't >>I didn't think >>negative, but I was just saying that it is. It's Ah, it's a lot of new stuff, but also, as Robert said included, or you built a very powerful container platform. As you said, you just mentioned it that you've gone. We announced the well. >>One of the things I liked about your talk on November was that the company is kind of getting in the weeds, but stateless versus State. Full data's a big part >>of >>it, but you don't get the cloud and public cloud and horizontal scalability. No one wants Peace meal, that word you guys just mentioned or these siloed tools and about the workforce workplace transformation with Cove it it's exposing the edge, everybody. It's not just a nightie conversation. You need to have software that traverses the environment. So you now looking at not so much point solutions best to breed but you guys have had in the past, but saying Okay, I got to look at this holistically and say, How do I make sure I make sure security, which is the new perimeter, is the home right or wherever is no perimeter anymore is everywhere, So >>this is now >>just a architectural concept. Not so much a point solution, right? I mean, is that kind of how you're thinking about it? >>That's correct. In fact, as you said, the data is generated at the edge and you take the compute and it's been edge to the cloud platform. What we have, actually what we are actually demonstrating is we want to give a complete solution no matter where the processing needs are. And with HP, you have no that cloud like experience both as UNP prime as well as what we call a hybrid. I think let's be honest, the world is going to be hybrid and you can actually see the changes that is happening even from the public cloud vendors. They're trying to come on pram. So HP is being established player in this, and with this technology I think provides that solution, you can process where the data is. >>Yeah, I would agree it's hybrid. I would say Multi cloud is also, you know, code word for multi environment, right? And Robert, I want todo as you mentioned in your talk with stew minimum in November, consistency across environments. So when you talk to customers. Robert. What are they saying? Because I can imagine them in zoom meetings right now or teleconferencing saying, Look it, we have to have an operating model that spans public on premise. Multiple environments, whether it's edge or clouds. I don't wanna have different environments and being managed separately and different data modeling. I won't have a control plane, and this is architectural. I mean, it's kind of complex, but customers are dealing with this right now. What are you hearing from customers? How are they handling and they doubling down on certain projects? Are they reshaping some of their investments? I mean, what's the mindset of the customer >>right now? The mindset is that the customers, under extreme pressure to control costs and improve automation and governance across all their platforms, the business, the businesses that we deal with have established themselves in a public cloud, at least to some extent, with what they call their systems of engagement. Those are all the lot of the elastic systems, the hype ones that the hyper scale very well, and then they have all of their existing on premises, stuff that you typically heavily focused on. A VM based mindset which is being more more viewed as legacy, actually, and so they're looking for that next decade of operating. While that spans both the public and the private cloud on Premises World and what's risen up, that operating model is the open source kubernetes orchestration based operating model, where they gives them the potential of walking into another operating model that's holistic across both public and private but more importantly, as a way for their existing platforms to move into this new operating model. That's what you're talking about, using state full applications that are more legacy minded, monolithic but still can run in the container based platform and move to a new ballistic operating model. Nobody's under the impression, by the way, that the existing operating model we have today on premises is compatible with the cloud operating model. Those two are not compatible in any shape. Before we have to get to an operating model that holistic in nature. We see that, >>and that's a great tee up for the software question Robert, I want to go to. Come on, I want to get thoughts because I know you personally and I've been following your career. Certainly you know. Well, well, well, deep in computer science and software. So I think it's a good role for you. But if you look at what the future is, this is the conversation we're having with CIOs and customers on the Cube is when I get back to work postcode. But I've gotta have a growth strategy. I need to reset, reinvent and have growth strategy. And all the conversations come back to the APS that they have to redevelop or modernize, right? So workloads or whatever. So what that means is they really want true agility, not just as a punch line or cliche. They gotta move security into the Dev Ops pipeline ing. They got to make the application environment. Dev Ops and Dev Ops was kind of a fringe industry thing for about a decade. And now that's implement. That's influencing I T ops, security ops and network ops. These are operational systems, not just, you know, Hey, let's sling some kubernetes and service meshes around. This is like really nuts and bolts business operations. So, you know, I t Ops has impacted SEC ops isn't impacted. They're working us not for the faint of Heart Dev Ops I get that now it's coming everywhere. What's your thoughts on that? What's your reaction? >>We see those things coming together, John. So again, going back to the Israel were the world we believe this innovative software is. It can run on any infrastructure to start with, whether it's HP hardware knowledge we are with. It's called Hybrid. And as we said we talked about, it is it is, um it's whether it is an edge already where the processing is. We also committed to providing integrated, optimized, secure, elastic and automate our solutions. Right. This is, I think, your question of are it's not just appealing to the one segment of the organization. I think there's going to be a I cannot just say I'm only giving you the devil ops solution, but it has to have a security built into. This is why we are actually committed to making our solutions more elastic, more scalable. We're investing in building a complete runtime stack and making sure it has the all the fleet compose. It's not only optimized for the work solution which we call the work runtime stack, it's also has this is our Green Lake solution that that brings these two pieces together. Robert? Yeah. Sorry. Go ahead. >>Robert, you mentioned automation earlier. This is where the automation dream comes in. The Mission ml ops service. What you're really getting at is program ability for the developer across the board, right? Is that kind of what you're thinking? Or? >>Well, there's two parts of that. This is really important. The developer community is looking for a set of tools that they could be very creative and movement right. They don't want to have to be worried about provisioning managing, maintaining any kind of infrastructure. And so there's this bridge between that automation and the actual getting things done. So that's number one. But more importantly, I think this is hugely important, as you look about pushing into the on premises world for for H, P E or anybody else to succeed in that space, you have to have a high degree of automation that takes care of potential problems that humans would otherwise have to get involved with. And that's when they cost. So you have to drive in a commercial. I'm gonna fleet controls of Fleet management services that automate their behavior and give them an S L A that are custom to public cloud. So you've got two sets of automation that you really have to be dealing with. Not only are you talking about Dev ops, the second stage you just talked about, but you gotta have a corresponding automation bake back into drive. A higher user experience at both levels >>and Esmeraldas platforms is cool. I get that. I hear that. So the question next question on that Kumar is platforms have to enable value. What are you guys enabling for the value when you talk to customers? Because who everyone sees the platform play as the as the architecture, but it has to create disruptive, enabling value. What do you >>Yeah, that I'll go on as a starter, I think way pointed out to you. This is the when we announced the container platform, it's off, the very unique. It's not only it's open source Cuban it is. It has a persistent one of the best underlying persistent stories integrated the original map or a file system, as I pointed out, drones one of the world's largest databases, and we can actually allow the customers to run both both state full and stateless workloads. And as I said a few minutes ago, we are committed to having the run times off they run and both which we are. We're not a hardware, so the customers have the choice on. In addition to all of that, I think we're in a very unique solutions. We're offering is ML ops as we talked about and this is only beginning, and we have lots of other examples of Robert is working on a solution. Hopefully, we'll announce sometime soon, which is similar to that. Some of the key elements that we're seeing in the marketplace, the various solutions that goes from the top of the bar >>Robert to you on the same question. What's in it for me in the customer? Bottom line. What's the what's in it for me? >>Well, so I think, just the ease of simplicity. What we are ultimately want to provide for a client is one opportunity to solve a bunch of problems that otherwise have to stitch together myself. It's really about value and speed to value. If I have to solve the same computer vision problem in manufacturing facility and I need a solution and I don't have the resource of the wherewithal stacks like that, but I got to bring a bigger solution. I want a company that knows how to deliver a computer vision solution there or within an airport or wherever, where I don't need to build out sophisticated infrastructure or people are technologies necessary, is point on my own or have some third party product that doesn't have a vested interest in the whole stack. H P E is purposely have focused on delivering that experience with one organization from both hardware and software up to the stack, including the applications that we believe with the highest value to the client We want to be. That organization will be an organization on premises. >>I think that's great, consistent with what we're hearing if you can help take the heavy lifting away and have them focus on their business and the creativity. And I think the application renaissance and transformation is going to be a big focus both on the infrastructure side but also just straight up application developers. That's gonna be really critical path for a lot of these companies to come out of this. So congratulations on that love that love the formula final conclusion question for both you guys. This is something that a lot of people might be asking at HP. Discover virtual experience, or in general, as they have to plan and get back to work and reset, reinvent and grow their organizations. Where is HP heading? How do you see HP heading? How would you answer that question? If the customers like Kumar Robert, where's HP heading? How would you answer that? >>Go ahead, Robert. And then I can >>Yeah, yeah. Uh huh, Uh huh. I see us heading into the true distributed hybrid platform play where that they would look to HP of handling and providing all of their resource is and solutions needs as they relate to technology further and further into what their specific edge locations would look like. So edge is different for everybody. And what HP is providing is a holistic view of compute and our storage and our solutions all the way up through whether they be very close to the edge. Locations are all the way through the data center and including the integration with our public cloud partners out there. So I see HP is actually solving real value business problems in a way that's turnkey and define it for our clients. Really value >>John. I think I'll start with the word Antonio shared. We are edge to the cloud, everything as a service company and I think the we're actually sending is HPE is Valley Legend, and it's actually honored to be part of the such a great company. I think what we have to change with the market transformation the customer needs and what we're doing is we're probably in the customers that innovative solution that you don't have to. You don't have to take your data where the computers, as opposed to you, can take the compute where the data is and we provide you the simplified, automated, secure solutions no matter where you very rare execution needs are. And that is through the significant innovation of the software, both for as Model and the Green Lake. >>That's awesome. And, you know, for all of us, have been through multiple ways of innovation. We've seen this movie before. It's essentially distributive computing, re imagine and re architected with capability is the new scale. I mean, it's almost back to the old days of network operating systems and networking and Os is and it's a you know, >>I that's a very, very good point. And I will come through the following way, right? I mean, it is, It's Ah, two plus two is four no matter what university, Gordo. But you have to change with the market forces. I think the market is what is happening in the marketplace. As you pointed out, there was a shadow I t There's a devil Ops and his idea off the network ops and six years. So now I think we see that all coming together I call this kubernetes is the best equalizer of the past platform. The reason why it became popular is because it's provided that abstraction layer on. I think what we're trying to do is okay, if that is where the customers want and we provide a solution that helps you to build that very quickly without having to lock into any specific platform. >>I think you've got a good strategy there. I would agree with you. I would call that I call it the old TCP I p. What that did networking back in the day. Kubernetes is a unifying, disruptive enabler, and I think it enables things like a runtime stack. Things that you're mentioning. These are the new realities. I think Covad 19 has exposed this new architectures of the world. >>Yeah, one last year, we were saying >>once, if not having something in place >>started. So the last thing I would say is it we're not bolting coolness to anything. Old technologies. It's a fresh it's built in. It's an open source. And it is as a salaries, it can run on any platform that you choose to run. Now. >>Well, next time we get together, we'll refund, observe ability and security and all that good stuff, because that's what's coming next. All the basic in guys. Thank you so much, Kumar. Robert. Thanks for spending the time. Really appreciate it here for the HP Discover Virtual Spirits Cube conversation. Thanks for Thanks for joining me today. >>Thank you very much. >>I'm John Furrier with Silicon Angle. The Cube. We're here in our remote studios getting all the top conversations for HP Discover virtual experience. Thanks for watching. Yeah, >>yeah, yeah.

>>Live from San Diego, California. It's the cube covering to clock in cloud native con brought to you by red hat, the cloud native computing foundation and its ecosystem Marsh. >>Welcome back. This is the cubes coverage of coupon, cloud-native con 2019 here in San Diego. I'm Stu Miniman co-hosting for three days with John Troyer to my left and happy to welcome back to the program. Two of our cube alumni to my right is Robert Christiansen who is the vice president of strategy and office of the CTO with the IP group to see you. And sitting next to him is Kumar Sri Conti, SVP and CTO of that hybrid it group at HPE Kumar. Great to see you. Thank you very much. Thank you John. Good to be back here. Yes, hot off the presses. HP had a big announcement today. Uh, really unveiling it. Full container platform. Uh, Kumar, maybe it help us frame and understand, uh, what that is and why that wants here at at the show. Thank you. Is too good, too good to see John and it's very nice to be back on the cube. >>Yeah, we are very excited. We made an announcement, a HV container platform as we sat in the presser lays and various conversations. This is built on a proven technologies. HP has acquired a few companies in the past which includes my company blue data map. Our blue data has been in the container technology for more than five years. We have containers running specifically for the spa workloads like big data and AML and we brought those technologies together to give the customers the choice of 100% coupon. It has to run both stateful and stateless workloads under the same pane of glass and we are very excited about this opportunity and we have actually talked to a lot of customers and the most important in addition to all of that is the, we also integrated the map, our technology, which is one of the very so robust and sophisticated data store that gives you a persistency for the containers. >>Kumar, John and I were coming out of the keynote and saying, if you're brand new in this environment, Oh my gosh, there's just so many projects and so many pieces. You know, when I think back, you know, who helped me along the way, uh, one of the pieces you picked up with CTP, cloud technology partner and you're talking about specific applications. So you know, really building those bridges to where customers are and helping them give us, if you could some of those key use cases where you're finding that that cloud native philosophy and where customers are, are looking for HPS help. Robert and I spend a lot of time over the last few months internally and talking to the customers. Our thesis is the, all the low hanging fruit applications have mode. It's actually the most difficult applications, both stateful and stateless applications. So customers are asking and say, we want to standardize, we want to have a abstract platform and Gouverneur does is it? And, but we wanted to have a platform that gives us the board hybrid opportunity. I wanted to be able to run the on prem >>when necessary, also on the public cloud. And I wanted to be able to have a same platform to run both stateful answered as application. Yeah. And that's, that's a really interesting point because what Kumar's really, really looking at is that the only way that an enterprise has been using the path that modernization has been been a public cloud, uh, trajectory. Okay. And they really haven't had anything on premises that gave them the set of services necessary to get parody between the two. And what we're finding and you know, been been involved with public cloud since 2010 right? So hundreds and hundreds of engagements, the portion that they thought they were going to move to cloud is substantially dropped the actual number of applications versus now those are going to stay on prem. And we were looking at each other and we're saying, Hey, this is a trifecta of opportunities with the containers coming in and the normalization of Kubernetes as the unified pass platform, the abstraction of bullying all the way down to bare metal, right? >>And giving those clients that true native architectures where they are not having to pay what we consider excessive prices to be putting in that, that world right there and then allowing that monetization practice to happen. So you've got to start with that platform, that, that container platform, and to do it in the way that the motion is going right now in the world today that's consistent with the public cloud. This is really important that you have to have consistency in your development environments, whether they're public or private. And that's where we believe is important. So Robert, you're seeing enterprises develop that. It sounds like you're seeing enterprises develop that operational experience and operational expertise, process development, independent of where their workloads are running. Well, that's the goal. Okay. Yeah, yeah. Well, right now they're siloed. Right? Okay. You've got a public operating model and you've got a private operating model. >>Right? And there's some people that tried to stitch this stuff together, but it's really difficult. What we're looking to do is given consistent plain across, all right? And when you have a consistent plane, a control point across all, no matter where you put your clusters and a management frame around it, now you have the ability to build an operating model that's consistent to go forward. Okay. So you know, we've been at the show for four years. I interviewed Joe beta, uh, and, and Joe says, he said, look, you know, Kubernetes, it's not a magic layer. It does not all of a sudden say add Coobernetti's in it and everything works every hair there. No, it's a very thin layer. I'm glad he said that. Washing my car from that happened on top. Right. If flip problem just rubbed Coobernetti's on it and get better. So Kumar, help us understand kind of the HPE stack if you work and what you put together and therefore it will be an enabler for customers in your application. Thank you. That's a very, very well said and I joke that Gouverneur does, we'll wash your car and post to read and babysit. And um, so I think he enjoys the ride, a lot of wisdom there. So what we found is, uh, content has an ensemble persistence always problem per se. So if I want, if >>I have a database running and my container goes away, we also notice that you want to make sure your endpoints are well secured and you want to expose only things what you want in the thing. We also found out that customers are more interested in applications and are giving me just the engine and the tires. I need to go from point a to point B. What blue data has done is actually it actually automates all your deployments of applications. We announced that product in September, so what what what this continent platform does is bring all these pieces together so the customers to be able to move to the deploy man and not worry about whether I have tires or I have an engine or not. In addition, I would like to find out that, I think Antonio talked about it the hour Sammo we want to come to the customers and it's the best possible lowest cost workload per application. >>This is why we think better metals are very, very, very important. Running containers on bare metal will Remos techs and and there is an, and we've been running better minerals in on bare metal containers in the blue data for almost five years. One of the things I think I wanted to add to that because I, you, you were guys saying, Hey, deploying Kubernetes and just add a little bit on top of that and it's all fine, right? I thought that was a great comment. Um, a lot of our clients are literally talking about container sprawl, right? It don't take anything to go to cncf.org and pull down could the Kubernetes distro launch it out there? And I've got a bunch of stuff running. They're popping up faster than all the shadow it did when the cloud, the public cloud started coming up, right? So you have this, this, um, motion that's uncontrolled, and if you're an enterprise and you're and governance and you're trying to put your arms around a global infrastructure that you want to be able to put your arms around that, more importantly, you may have one group running 1.15. >>You may have another group 0.1, 1.8. You may have two other groups that have an older version that's into production right now, and you have them all independently running. And then you need to maintain a multitenancy across all of that and then separate those. Okay. You have to have a system that does that. And so the container HP container platform does that. This is a huge differentiating with consistent data layer underneath and that, that abstraction between the two and that governance around it is so much bigger than what we consider just Kubernetes on its own and that world comfort zone. Right, right. >>Well, I, I to play on that, right. Uh, we used to say, talk about paths a lot, right? And then a lot of words were spilled. I, I, what I love about some of the work here is that it comes from actual use, you know, proven in production use cases, years of work, you, the rough edges, the, the, the sharp, the, the cuts on your hands. Um, so that's actually great. All open source also and, and, and contributed back to the community. Also. Interesting. There is a, um, you know, but as so as folks, and there's many ways of getting Kubernetes raw, Kubernetes, Kubernetes with pieces, uh, in this room right here. So, you know, an interesting set of technologies that you've put together that with, for ease of use and for, for governance and you know, at the, from the business, from the ops layer, from the, from the dev layer. >>Um, but there is a difference of speed sometimes of uh, of uh, you know, the, what the enterprise wants to move Kubernetes these releases every quarter. And you know, I and you know, the other projects released at their own pace. So in this open source philosophy, uh, and the HPE as a partner with the, you know, point next and, and you know, support is your middle name kind of, uh, you know, how do you, how do you marry the, the, the speed of the cloud native technologies and all of the open source, uh, collaboration with, with kind of the enterprise on the enterprise side and help them? >>Yeah, very good question. I think Robert Weiner, there's one other focus for us is we didn't want to provide, I think before the injury you are talking about the curator Cuban or that we are supporting a hundred percent covenant is open source. So Robert says, I am a developer. I want 1.19 and Stu says I want do I have a 1.17 because I'm stable on that. You can have both the clusters along with the blue data, Epic controller clusters in the same pane of glass. Now you can run big data applications, you can run your cloud narrative, you can run your cloud narrative because you are on 1.19 so that is our goal. So when the CNCF releases newer versions obviously that we will support it. And then as you pointed out, HP support is the middle lame. We have a point next organization we have a CDP. So we will help the customers and we will obviously support certain versions and make sure when somebody gives a call and help the customers. And so we want to give that flexibility so that the developers can deploy whatever the native new versions that are coming up under the umbrella of HP container. It's this Epic layer that's providing some of the multitenancy and governance and controls. >>Exactly right. So this, you know, if you look at the, the, the CNCF, uh, roadmap, they're their grid, right? And you see where Coobernetti's lands in that one piece. There's all these surrounding pieces like that. There's lots and lots of vendors here that have pieces of it, right? But it takes a system, right? And you know that, and then it takes an operating model around that. Then it takes a deployment and governance model around that, right? And then you have, so there's so much more that the enterprise world acquires to make this a legitimate platform that can be scaled. >>One thing that I would like to add it, I don't want to underplay the, the, the value of a persistent proven data layer that has been there for 10 years with the map, our map around some of the best and largest databases in the world. And we are now bringing those two together. It's a, it's a very, very profound and very, very useful for the, for the enterprises. You know, Robert, you were emphasizing the consistency that needs to happen, uh, explained to how that fits in with your partnerships with all the public clouds. Uh, because you know, you hear a very different Coobernetti's message if you go to the Google show versus the Azure versus AWS. And I see HPE know at all of them. >>That's absolutely true. So, you know, I was the CTO with cloud technology partners, right? So I joined in 2013 and it was, um, our, our whole world was how do we work with the three hyperscalers to bring some consistency across them, right? You know, and you have operating models that are different for all three. I mean, what runs on AWS in a certain way is going to run differently on Azure. What's going to be running differently in GCP, right? So the tooling, all that, all the pieces are different. You go pull that back on prem. Now you have a whole different conversation as well. So what we know is that you have to have a unification of behavioral control systems in place before, wherever you deploy your clusters, wherever those are going to be like that. So what we know is is that the tagging nomenclature, the tagging is key to all of this operational models. >>All your tools are gonna be using tagging. And when you go into existing environments, taggy will be inconsistent between, even with inside AWS will be consistent, inconsistent with an Azure. So you have to have a mapping. So what we have as part of our GreenLake offering that would come in together with this is we have a unification tagging layer that bridges that gap and unifies that into a consistent nomenclature and control plane that gives you a basis to have an operating model. This is a, this only gets exposed until you start having 2050 102 hundred clusters out there. And everybody goes, how do I put my arms around this? So it's very important that that, that's just one piece of it. But operating model, operating model, operating model, I keep going back to this every time. There's a bunch of people here can spin up manage clusters all day long and some of them doing better than others, but unless you surround it and you surround it with the stuff that he's talking about is a consistent data layer, persistent and a consistent management system of all these people's behaviors, you're going to get just an unbelievable out of control platform. >>Yup. Kumar, I'd love your viewpoint as to just the overall maturity of this ecosystem and where does HPE see their role as to, you know, we talked about, you know, data and you know, everything that's changing. I heard a lot in the keynote this morning about, >>uh, some of the progress that's being made, but I'd love your viewpoint there. HP is a legend in the Valley as you know. I mean, they've done every, we, all engineering calculator starts with HV calculator. HP recognize they missed a couple of transitions in the industry. And I think there's a new leadership with, uh, with our, with the Robert and me and other other key leaders recognizes this is a great opportunity for us. We see this window to help the customers. Make the modern digitalization transition the applications, taking the monolithic applications, doing microservices. You can. In fact, Robert and I was talking to a bank and they told us they have 6,000 applications built so far. They have micro service, four of them and, and, and we have actually what, what, what we believe with this application is you can actually run your monolithic applications in a container platform while you are figuring it right. So what we see is helping the customers make the digital transition and making sure that they have, they make, they go down this journey. That's what we see. Kumar, Robert, thank you so much for the updates. Congratulations on the launch. I look forward to seeing your presence. Thanks for having and cube. I allow Q. yeah. Thanks Jeff. Again, look for next time. Okay. All right. Bye. Thanks so much for John Troyer. I'm Stu Miniman. Lots more in our three days wall to wall coverage here at cube colon cloud native con 2019 thanks for watching. Fuck you..