>>live from Las Vegas. It's the Q covering you. I pat Forward America's 2019. Brought to you by you, I path Welcome >>back to Las Vegas. Everybody's is Day two of the Cubes coverage of you AI Path forward. Three. This is the third year of North American Conference, and second year the Cube is covered. This Anthony at Batista's here, Cuba. Lami was on last year from from Deloitte. He's a principal there, Anthony. Good to see again. >>Great to be here. Great. >>Yes. So it is. I mean, we've seen the growth of our P A. Generally you AI path, the whole automation were starting to talk about intelligent automation. A. I has its wings, and it's starting toe sore. But give us the update from a year ago. We talked about, you know, accelerating last year. I think it was you had a really good statements around looking, Yes, go on Fast is good, but you wanna accelerate the right things, you know, speeding up for bad processes. Paving the cow path, as I sometimes call it, is really not the way to go. But what's new? >>So I do think there's still some issues around getting programs t to scale and thinking about automation at scale, which has been a major theme here. The conference is still in front of us. People are still figuring out how the climate that curve well, I think is new is way Thought about automation before it was, it was a whore statement was that humans or automation is about going to replace the human on. I really think we've no lights. Always had a campaign about I t a. I that that we kicked off a couple of years ago and said, How do we have automation and humans interact with each other? And I don't just mean attended, attended bots, But how do we actually start to use automation as sort of the glue that hang together a much more rich experience to start to put the components there? So that leads us to the age of with, which is how we how we use technology along with humans, to change their role in there been some great talks. One of my partners earlier they was here with Walmart's, his client on. They talked about how they're redefining the HR processes at Wal Mart on that was That was a really good presentation because they changed the workers work. They didn't replace workers. >>So how was this concept of the age of with how is that different than attended? Boss, can you maybe talk about a possible use case or example? >>So if you think about a call center way, know who's coming in? We used to just look them up and say, Hey, do we know who's calling? Now we can say that we know is calling. Do they have a history with us? Way can use data, and that's another part of the width. Is Dave plus analytics with automation? And we could say, Well, what else do we know about this person to have a history of calling us? They have an open ticket. Have they had some issues or complaints in the past that we can deal with or get in front of on and basically start to put the intelligence in the front end? And that could be unattended, right? That could just be some screen pops around automation way start to introduce natural language. We start to introduce some advanced analytics, and that would be a simple, simple way of enhancing that process. >>So let me double click on that so normally what you would get this year in the other end of the line of the call center. And it's like, Hold on, I'm just reading the notes and you know, they're scanning these notes. It's like an eye test, you know, and they can't. They can't ever get to see. It's a faster for you to just explain. Let me tell you what what I'm imagining is in a different experience where this is happening in near real time, getting pop ups or some other messaging. Is that absolutely experience on how real is this today? >>This Israel. And you know, I I always like to say all them anything. All the main thing is easy if you just take the process, repave the cow path. But it's very real because the natural language components they work up front. Now you can ask some questions you could start to do pre searches on which materials might might help with that type of question. You also can train the process over time. So daily overtime. What's the call satisfaction? Did you actually complete what it was? The call got started about on how quickly you do that so you could train these models and start to use machine learning to actually improve that experience even further. So I think that's left again, back to the whip. It's adding these components. >>I like talking to folks with a consulting background because you know, when you're talking to the vendor community, they get very excited about our why and how you know, lack of disruption to install some software, right? And so that's one of the advantages, I guess, of our P A. As you can pop it into an existing process, good or bad, and get going right away. We've seen this time and time again in the industry. When you have when you have a big force people to change, you know it's slow When you can show Immediate Roo. I start to see these rocket ships at the same time as a consultant, you really want to have a bigger impact on business you don't want to just repeat in automate Bad process is. So how do you work with clients to sort of manage that that insatiable desire for quick R A y, and then the transformative components that. You know, I could maybe defend you from disruption or allow you to be an incumbent disruptor. >>So I think what's interesting is transformation. Use the word we were really good transformation program. So starting to say how that we think of automation first as we do a traditional transformation program is is very near and dear to us now. And instead of saying, Hey, we're gonna bolt the ear piece system and then figure out if we can get some improvement by automating later. We're saying, you know what? Let's sort of double go backwards. Maybe it's a little fashion, but what is this whole process look like? And can we put automation and launch not is a process improvement after lunch? So I think we think of these transformation programmes, But AARP programs for ready and they're doing at automation is now on the tip of the front end of the program rather than afterthought. Reporting used to be >>right, so I mean, >>you guys >>have to be technology agnostic in your business. I mean, we happen to be a U IE path conference, but there, you know, if our p a generally you iPad specifically, it's not a panacea for all problems. I mean, we've talked about a I we talked about other automation process automation capabilities. You've got existing systems. All this stuff has to work together. So so and people always say technology last people process first. You guys lived that, Um So how are you seeing automation evolved in in terms of adoption of the how people are dealing with existing systems and some of the other technologies that you're having to bring together. >>So I think the first thing is, the technology has to work. It has to be bulletproof, resilient. If you're going to put it in these processes and make it make it part of your work life reserving clients or that sort of thing. So first it needs to be bulletproof. That's becoming a given second. I'd like to think that's, well, architected more. Maura's. You bring in a I or other advanced components. You need thio. Be ready to have a changing ecosystem. You know, the best document processing right now might not be the best in six months. So starting to think of your automation solution is that the technical glue and this is allow you to swap out the trade components as you as you refined processes going forward or something new hits the market. So now we're working ecosystem, I think, for the r p a. Vendors that are having great success in a market like you have have they sort of give you that platform, and they give you the off ramps and the on ramps to integrate the other technologies. And like I said, I think that's table stakes in addition, being bulletproof. But the next piece of that is how we get various people involved in the value proposition of creating automation. So various tools and studios, some for the business user that might not be as technical, maybe self designed about it, eh? Process description level on, then maybe a more technical work bench for the technical body builder. So I'm starting to see that in the product suite and somebody announcements here this week. Hallie, we tailor the tools to different users and engage them in that process from one into the other. >>So you mentioned scaling before what the blockers, what's the challenges of scaling? Why's it seemed to be so hard? It's clearly an area of focus here at this event. >>So I think first of all, the technology is is still new to some areas. They're still back and forth with the business or I t led initiative. I think there are some scars and wounds over the last few years of automation where people might have gotten started on the wrong foot. There's even some reduced to learn from. So I think people are looking for the business case. They're getting more comfortable with it. So the job sizes, deal sizes, air getting bigger for the FDA vendors and for us. But I think it's just an evolution. And, like I said, there a lot of stubbed toes early on a nomination. >>What are >>some of the big mistakes that you've seen? People make >>people thinking that it's only a business tool, or only a technology tool or technology to the point that they get started on something that becomes either a real technology problem, a real business problem? Maybe you told the body out in the business, and you attach it to your ear piece system and you cause performance problems or you have security problems on. Then it becomes a real I t problem also seeing the reverse where you know, when I t group will start and say Let's do some automation And they pushed into some departments it might have a fully big business case, might now have good support, and it becomes a technology science project rather than delivery in the real value. >>I was tryingto a week sort of Think about analogies. Analogous ascendance sees in software. I use service now a little bit, but that was kind of a heavy lift. It started an I t. It was very clear. You know, I t You're seeing this massive rapid growth of you ai path fastest growing probably the fastest growing software segment in history and striking to me that we're just now starting to see Cloud come into the play here. If we just you iPad that big announced this week. It's got this new SAS capability, which you would think you would, you know, be born in the cloud. But people have explained why that is. Do you have concerns about the pace of growth and a company like you I path and its competitors their ability to sort of keep up and continue to deliver quality. I mean, a big part of what you guys do is sort of risk management. Well, so how do you manage that risk? >>So I think what you look for if you're going to be in the lion's partner, if you're going the work together and pursue things together first you have to have the basics. It has to be bulletproof. It has to work. When you hit bumps in the road, you have to have escalation pass. That makes sense. And there's growing pains in any firm, or any company that grows grows as quickly as you tap. On the other hand, the question is, your culture is the line. Do you know the fix problems? Do you put your customers first? I think that's what we look like. Look at in the lions, which is how we have a partner with. People have similar DNA about customers first, and you put everything else aside, roll your sleeves up and do the right thing. So that's what we look for in lines like This >>Way. Always talked about the buzzwords of digital transformation, which conferences like this, it is kind of buzzy, but when you talk to customers, they're actually going through digital transformations. And then a couple years ago, they started experimenting. They bought one of everything and they'd run things in parallel with, you know, legacy systems. But now they're starting to place their bets, saying, actually, we've got some use cases that are working. We're gonna double down on the stuff that, you know, we think works. Our p a in some cases fits there. We're gonna unplug some of the legacy stuff and try to deal with our technical debt. But I guess my question is, where do you see our P? A fitting in to that whole digital transformation? Major, I like to think of a matrix where you've got different sets of service is and you've got different industries that are tapping, you know, all data centric that that are tapping these new capabilities and formulating new businesses. News industries. That's how you see this disruption happening. And then the incumbent saying, Hey, we've got assets to we're gonna tap that same matrix and whether it's open source software or cloud or new security paradigms or data and analytics. So where do you see our P? A fitting into that matrix? >>So I think at the glue level. At the architectural level, it can be the orchestrator of the experience of taking a variety technologies integrating them, providing again on ramps and off ramps, doing with a human canoe, looking at screens, analyzing content so it could be the glue that orchestrates those processes orchestrates. Maybe some of the so it was used to be a void between legacy systems and new systems on darky A helps take all that away or level the playing field on. That s So that's has another set of eyes and ears for process integration, our technology integration. And I think that's what it's probably it's best place now. Are there good process tools there? Can we get, you know, community developments? A big discussion right now. I think some people have been successful at it, but it requires a lot of care and feeding and planning to have your community hand the rails or stay between the curbs and do useful things. So I think we're in the beginning of how far can we go with community development? I think the technology is really the glue. >>So community of elven terms of best practice sharing >>and users have developing their own bots. You know, what are the guardrails? Does the process? They're automating matter. Does it introduced a risk? Eyes going to perform. How do you make sure your bots are an evil that people are creating? It's a pretty powerful technology. >>Is their I p in there that you don't want it? We talked about this last year that you don't want to necessarily share with others. So, um, now your role used to have focused specifically in financial service is now you're more horizontal. But how does the light look at this opportunity? Is there is it an automation practice? Is it you cut across all industries with automation, or is it sort of broader than that? >>So my colleague here runs the offering, which is Do we have the people, the training, the tools that delivery centers in the know how to go out and do this kind of work? And we've scaled tremendously in the automation space. The second part is, how do we look to the Jason sees? So we work very closely with our colleagues in a I and ML when we say how we go do the next generation of this out of the gate, How we experiment, how we say, Do you want fries with that as we as we do some of this work. But then we look for the industry in the intersection, and that's where a firm like Lloyd we've got deep, deep industry expertise, way say, well, those intersections where we can go make something happen way come work with our partners are lions you know, partners in making making something happen at an industry specific level, or can we go solve a specific problem? So I think that's what we bring that unique. But we do it both ways. >>It's kind of off off the topic here, but I was talking about that matrix before and again. I'm envisioning technology, horizontal technologies and then vertical industries, and it used to be for decades if you were in it. And if you're in financial service is, you are pretty much stuck in financial service is you had a value chain that was specific to financialservices, and you knew it inside and out, whether it was product development or marketing or sales distribution, whatever it was. That same thing for automobiles on manufacturing, an education on and on and on, and you develop these industry areas of expertise and domain experts with in there. And you guys have built up a global powerhouse doing, But you're seeing a CZ digital. It's cos. Become digital. What's the difference in the business in a digital business? That's how they use data. Data is at the core, and you're now seeing organizations Company's tech company specifically traverse different industries. You're seeing Amazon, you know, in content you're seeing Apple and financialservices other companies getting into health care. >>How is >>that? First of all, you see that and what do you think it was driving that? And how does that affect your business? Or your clients asking youto help you traverse new new industries, get into new industries or defend against others? You know, these big tech companies tryingto with a duel, disruption agenda, trying to take him >>over, and the center of all that you mentioned a little. But the center of that is who the ultimate customers, and we'll experience that they want how they want that experience integrated, so it's not channel by channel anymore. It's which pieces fit together and how I want to buy things and how I want to be serviced. You're getting whole crossed economies around what the consumer wants, unable by technology. I think the other thing that plays into that is you start thinking of the Internet of things and how connected people are. And how do you use monetize and integrate data about particular people and how they want to be served to make that a better experience? I think the consumer ultimately is driving. A lot of that technology is in the billions. >>Yeah, is you think about that picture again. You'd like to use a metaphor of a matrix. I mean, I see our p a is just, you know, one piece of that. You know, there's so many others you mentioned. I o t We talk about a I all the time we talk about Blockchain. It's how you put those different capabilities together and apply them to your business. That really makes the difference. Not that RPG right now feels very tactical, but it's part of a much more strategic agenda. >>Absolutely on again. It could be the glue in an ecosystem of emerging technologies. I do see there's the eyes and ears. The fact that what you get out of the box from regular p. A vendor. Really? Integrate some really, really painful things. Looking at spreadsheets and thinking the guys with green visors column numbers. It's really good at that stuff as, ah, base task. >>Yeah, nothing wrong with tactical and quick. Roo, I So, Anthony, thanks very much for coming on The Cube. Really appreciate your time. >>Thank you. Great to be here >>to welcome. All right, Keep right, everybody. We're back with our next guest. Day two from you. I path forward in Las Vegas. You watching the cue?