>>Hi and welcome to another cube conversation this time from BMC helix immersion day at Santa Clara Marriott in Santa Clara, California. I'm Peter Burris, your host for today. One of the biggest challenges that every company faces as they try to think about how they're going to do more with digital services and operation in support of more complex business. And the need for greater simplicity is how to extend their ecosystem to include other sources of knowledge, other sources of insight about how a company can accelerate its journey to this new D S O M world. And to have that conversation, we've got a great partner, uh, here at BMCs helix immersion days. Rob graves is the vice president at data trend. Rob, welcome to the cube. >>Thank you Peter. Glad to be here. >>So tell us a little bit about data train. It's a, it's a BMC partner. You've been around for a long time, helping customers do some relatively important infrastructure things. Where are you guys today? >>Yeah, well I'll go back a little history. We've been in business since 1987. Same two owners, a lot of stability. They continue to drive the business for us. Um, heavy in the infrastructure space, really got started in the data center and a regional multi-site, uh, businesses, large enterprises in the hospitality, retail, financial services, et cetera, where we've grown up, um, started out like a lot of businesses selling hardware and pretty quickly as customers ask for higher value, have moved into consulting and broader services, really consider ourselves, uh, infrastructure centric systems integrator if that's a mouthful. That's really who we are and what we do. Um, as we have all of those consulting practices, more and more, we realized the need to understand our customer's environments better, oftentimes better than they even do. And came across a product called Tideway, which was launching the U S became one of their launch partners here in the U S and shortly thereafter BMC acquired them. So we became a BMC partner in 2009 and it's just been a great journey ever since. Um, at the time they were probably the most robust discovery tool and uh, uh, they've continued to keep that leadership since then. >>Well, let's pick up on that. So discovery is historically been a kind of a domain that was used mainly by an it group to have some, a little bit better understanding of what types of things they needed to do, a task needed to perform. But in a digital business, discovering digital assets becomes absolutely a strategic capability. So how has discovery of volved and then how are you using it to bring these new levels of value? >>It's a great question and it's a more and more essential as the world gets more complex and devices get more complex with cloud, with IOT and centers, Penn transient or right. It was one thing to, to be able to recognize I have these physical service servers here in my data center or maybe even in remote offices. Then, um, our friends at VMware came along and made everything virtual. So how do I manage a workload going from this physical device to another physical device? Fantastic. Actually one of my favorite Cuba, uh, interviews ever of old friend of mine, Pat Gelsinger, I just love watching all his cube interviews just came off of VMworld, very bright tastic love. But, um, they really got that going as cloud really started to, to launch, okay, now I've got application workloads, pieces of my it all over the place. Um, and keeping on top of that is just daunting. Right? And somebody's gotta give BMC a lot of credit, uh, as they've continued to remarket themselves and, and build capabilities. They are absolutely at the front of the curve, the BMC helix discovery product, um, all sorts of competitors, little startups through some very large players. But whenever we bring it into a customer, hands down, we're able to get more done. That comprehensive view of the infrastructure through the applications, through the business services. Um, we constantly come in and replace other products. Bring this back in. >>Well, one of the things that I've observed as a guy who has spent a lot of time watching the industry is, uh, technologies like discovery were especially important at the very largest enterprises because they had all these physical assets that they, that people were buying and installing and they never knew quite was what was on the network. And it was always like this thing was kind of, maybe it was appropriate for a mid size enterprise, but it didn't have the same numbers. But when you start introducing, as you said, virtualization or software robots or other transient assets and resources that are going to have a significant impact in how the business operates, the number of things that you have to stay on top of means it's now an appropriate set of technologies for virtually any size organization. Do you see that as well? >>Absolutely. And especially companies that have lots of locations, lots of sites complex it, I love that BMC jumped pretty early into extending the, the helix discovery into the IOT space. We do a lot of multisite deployments. Um, we're part of the, several of the large OEMs, IOT systems integration programs. And when you're starting to talk hundreds, thousands, even millions of devices out there, how do these companies, these users keep track of all that and make sure that they're operating properly? The security is a big issue. I mean, one of the best things I like about the helix discovery is, uh, how can you secure something you don't understand? I mean, I can't tell you how many times we've gone in with discovery. Uh, to handle one use case. Something as simple as, um, populating a CMDB or, uh, making sure that dr plan is, is solid or relocating a data center, which kind of the classic use cases of a discovery product. >>And you have the security guys come into the room just cause they're everywhere. They have to be watching everything, right? Then all of a sudden I, one of the large stock brokerages, all of a sudden the security guy jumped in the front room and said, stop, stop. What is that? And he points at our application map that came out of helix discovery. It's that, that should not be talking to that. Right. And uh, you know, basically found a big vulnerability just because of an application dependency that the security team wasn't aware of. Um, BMC has got quite a few good examples where they'll almost an accidental big security play happen just from a security guy being in the room and watching the output from discovery and seeing things that their tools had never shown them. >>And I do not want to be the guy that agitated the security guy in a meeting like that. So I was great. Isn't that the satellite board is pretty funny. So, so tell us a little bit about your customer base and how they are utilizing some of this new tooling, uh, to, uh, to extend current but also alter and change future types of business. >>Yeah, there's a, a variety of, uh, great stories. We typically play in larger enterprises, a lot of fortune one hundreds. Um, I'll, I'll leave some of the, uh, our good customers nameless, protect the guilty and the innocent. Right. But, uh, one of the large airlines, you know, went through an exercise of stamps, new dr capability. Uh, it's still wrapping that up. Um, they've had a number of unplanned outages based on new changes. They're doing a lot of change, modernizing applications, moving into new data centers. Screen new dr capabilities. You know, they thought they had decent understanding. Their environments went through their change control process. Oops. Didn't realize that other applications would depend on this server that we just did in the last upgrade on, um, took their line down for a couple of hours. You know, that's not good. Um, uh, bringing in these discovery tools very quickly, they've seen, Hey, I can prevent that. >>I can really understand in real time what's talking to what and make sure I avoid out. That's a big one. I mentioned some of the security conversations. Uh, something that we've been doing some innovation with BMC is getting to some of the discovery as a service type of capabilities and that's allowing us to do some what we're calling micro use cases. Even some simple challenges like, um, a network switch maintenance. Everyone wants to reduce the cost of, of hardware maintenance. What's really hard to discern with hundreds or even thousands of switches, which ones are supporting which workloads. So we can go into an environment and say, Hey, you've got a thousand network switches. You know, 500 of them are just supporting test. I want you to take those off 24 by seven, two hour support and really give them a real time mapping. And that's a money saver right there. That's been very difficult for them to figure out on their own. Um, because that connection from the infrastructure to the apps and the services that are being delivered. So there's a variety of different use cases like that. >>So when you think about where data trends is going to go and, uh, as your business expands in response to the new types of things that customers want to do, where do you think you're going to be spending your time with customers in say, three years? And how is this set of digital services and operations management tooling going to make it possible for you to deliver that service more reliably, more profitably, et cetera? >>Yeah, no, it's uh, it's interesting. Um, while we grew up in the data center, we touch a lot of, uh, large edge environments as well. And we're seeing more and more innovation coming at the edge. Uh, Sanjay from gen pack spoke earlier and you used a great phrase again, innovation at the edge, governance at the core, and it's really, um, something that, uh, we're seeing a lot. So new workloads out on the edge. Gotta be able to understand that, see what's out there, because more and more compute and analytics that can be done at the edge, not in your data center. That's a place we're putting a lot of focus right now. >>Rob graves, vice president of data trend. Thanks again for being on the queue. All right. You got it. Thank you. And once again, this is Peter Burris from the Santa Clara Marriott at BMCs helix immersion days. Thanks for watching. Until next time.

>>Hi, I'm Peter Burress. And welcome back to know the Cube conversation. This one from B M sees Helix Immersion Day at Santa Clara Marriott in Santa Clara, California. Once again, we've got a great set of topics for today Today, Right now we're gonna talk about is the everybody talks about the explosion in the amount of data, but nobody talks about the resulting or associated explosion in software. And that may in fact, be that an even bigger issue than the explosion and data. Because ultimately, we want to apply that data and get work done. That's gonna require that we rethink service's rethink service management, rethink operations and rethink operations management in the context of how all this new software is gonna create new work but also can perform new classes of work. Soto have that conversation. We've got a couple of great guests. New York. And here is the BMC president of Digital Service is in operations management division to BMC. Welcome back to the Cube. >>Thank you. >>And me Here shoot Close the CEO of Automation anywhere here. Welcome to the Cube. So Naoki, I want to start with you. A year ago, we started on this journey of how this new digital service is is going to evolve to do Maur types of work for people. How has be emcees? Helix Platform evolved in that time. >>So if you remember last time, it's almost a year. Back when we launched Helix, which was all around taking the service management capability that we had on Prem Minute available in cloud continue rise so customers can run and cut of their choice and provided experience through various channels bought as channel off that customer experience. This is what we had released last time. We call it the three C's for Helix, Everything in cloud containerized with cognitive capabilities so customers can transform that experience in this version. What we are extending helix is with the operation side. So although I Tom capabilities that we have in our platform are now a part off Felix, so we have one entering platform so that customers can discover every asset that they have on prominent loud monitor those assets detected anomalies service bought four lines of business and for i t. For immediate issues that happen, vulnerabilities that are there in the system and automatically optimized capacity and cost on holistic. This whole closed loop off operations and service coming together is what this next day off innovations that were launching BMC Helix >>Soma here New York He's talked about very successfully, and Felix has been a very successful platform for improving user experience. But up front, I noted that we're not just talking about human beings as users anymore. We're talking about software is users R p a robotic process. Automation is a central feature of some of these new trends. Tell us a little bit about how robotic process automation is driving an increased need for this kind of digital service in operations management capability? >>Sure think it a high level you have to think of. The new organization has augmented organization that are human and what's working side by side, each doing what they're best at. And so, in a specific example of a service organization, uh, the the BMC hell ex ist Licht Alexis Taking this is Think of this as a utility where the way you plug it into an electricity outlet and switch on the light and you get the electricity, you plug into the BMC helix, and behind it, you have augmented workforce of chat boards are pia bots, human beings each doing what they're best at and giving a far superior customer experience and like any other that is happening now. And that's the future off service industry. >>But when you point a human, so to speak metaphorically into that system, there's a certain amount of time there's a certain amount of training. There's a certain, and as a consequence, you can have a little bit more predictable scale. That doesn't mean that you don't end up with a lot of complexity, but our p A seems that the potential of our P A seems that you're going to increase the rate at which these users, in this case, digital users are going to enter into the system. You don't have a training regimen you can attach to them. They have to be tested. They have to be discovered. You have to be put in operation with reliability. How is that ultimately driving the need for some of these new capabilities? >>I think you if you think of this, if you think of this box as a digital workers, you almost have to go through the same process that you would go through human beings. You onboard them in terms of you, configure them. You trained them with cognitive capabilities and the and then in. The one difference is the monitor themselves. Without any bias they give, they can give you. They can give their own performance rating performance rating card. Um, but the beauty off this is when human and what's work together because there are some functions that the bots can do well. And then at some point they can hand off to the human beings and human beings. Do some of the more interesting work that is based on judgment. Call customer service. All of that, um, so that the combination is is the end goal for everybody >>and to add would be here said right, that customer experience, whether you're providing experience to employees, are consumers and customers. That is the ultimate goal. That's ultimate result of what you want to get and the speed at which you provided experiences, the accuracy of which you provide experience of the cause, that which you provided experience becomes a competitive sensation, which is where all this automation, this augmentation that they're doing with humans and bots is what enables us to do that right for or large enterprise customers May major service organizations trying to transform into that beautiful. >>But increasingly, it seems as though the, uh, the things that we have to do to orchestrate in ministry Maur users digital and human undertaking Maur complex tasks where each is best applied is really driving a lot of new data mentioned upfront, an enormous amount of software and you said new experiences. But those experiences have to be reliable, have to be secure. They have to be predictable. So that suggests this overwhelming impact of all of these capabilities. You talk about a digital tsunami? What are some of the key things? Do you think Enterprise is gonna have to do to start engaging that? >>Yeah, I'm incredibly college 40 nursery revolution. Whether we call our initial transformation, I think what we all are experiencing is the tsunami Texan ami, right, Tsunami of clouds, where you have corruption clouds, private clouds have a close marriage clouds, tsunami of devices, not just more valid visors, but also has everything alone, as is getting connected devices, tsunami of channels. I mean, as an end user, I wantto experience that in the channel of my preference lack as a journalism as a channel tsunami of bots, off conversation, bullets in our Peabody. So in this tsunami, I think what everyone is trying to figure out is, how do they manage this explosion? It's humanly impossible to do it all manually. You have toe augment it. But of course, intelligence, I'm all. But then, of course, boss, become a big part of that augmentation toe. Orchestrate all of them back to back cross. >>I would say that the this is no longer nice to have, because if you look it from over consumer's perspective, last 20 years of digital technologies off from my Amazons and Google's of the World, Netflix and others they have created this mind set off instant customer gratification, and we all been trained for it. So what was acceptable five years ago is no longer acceptable in our own lives, I e. And so this new standard off instant result instant outcome. Instant respond. Instant delivery V. Just expected. Right. Once you're end, consumer begins to do that. We as a business is no longer have a choice that's writing on the wall. And so what? This new platform Zehr doing like you'd be emcee. Hellickson automation anywhere is delivering their instant gratification. And when you think about it, more and more of the new customers that are millennials, they don't know any other way. So for them, this is the only experience they will relate. Oh, so again, this is not nice to see Oh, it is. But it is the only way only the world will operate, right? >>Well, what we're trying to do is take on new classes of customer experience, new operational opportunities to improve our profitability, innovate and find new value propositions. But you mentioned time arrival rate of transaction is no longer predictable. It's gonna be defined by the market, not by your employees. We could go on and on and on with that. What is taught us a little bit about automation anywhere and what automation anywhere is doing to try to ensure that as businesses go off to attend to the complexity creates new value at the same time can introduce simplicity where they could get scale and more automation. >>Sure, you earlier mentioned that with explosion of data came the explosion off applications And what? Let me focus on what problem or permission anywhere solves. If you look at large organizations, they have vast amount of applications, sometimes 408 100 few 1000 what we have seen. What we've been doing historically is using people as a human bridges between this applications. And we have a prettier that way for too long. And that's the world today. >>So humans are the interface >>humans at the bridges between applications and often called the salty air operations. That's the easiest way to describe it. So the what are two mission ever does is it offers this technology platform robotic process automation area in an Arctic split form that integrates all off it together into a seamless automation bought that can go across and with the eye it can make intelligent, intelligent choices. Um, and so now take that Combined with the BMC, Alex, and you have a seamless service platform that can deliver superior experience. >>So we've got now these swivel chair users now being software, which means that we could discover them more easily. We can monitor them more easily, and that feeds. He looks >>absolutely so you know, in our consumer wall, in a day to day life We are used to a certain experience of how we consume data or consume experiences with our TVs and all the channels that experience that we have an identity. Life is what people expect when they walk into the company, right walking to the Enterprise, which every IittIe organization is trying to figure out. How do they get to that level of maturity? So this is what the combination of what we're doing with Felix and automation anywhere brewing's that consumer great experiences into an enterprise >>world. Some here when we think about our p A. We're applying it in interesting and innovative ways, no question about it. But there are certain patterns of success. Give us some visibility into what you are seeing leads to success. And then what's the future of our P? A. How's that gonna involve over the next few years? >>Sure. Um, R P has been deployed across virtually every industry and virtually every department, so there are many ways to get started in All of them are right. But often we find is that you can either start in a central organization where in terror organization is doing everything centrally. It is a great way to get started. But eventually we learned that the Federated Way is the best way to end where hundreds of offices all over the world, if you are especially large organization, each business unit is doing it with I t providing governments and central security and policies and an actual bots running and being implemented all over the world eventually for a large gilt transformation. That is a common pattern we have seen among successful customers. >>And where do you think this is? Houses pattern going to evolve as enterprises gained more familiarity with it, innovating new and interesting ways and his automation anywhere, and others advance the state of the art. Where do you think it's gonna end up? >>The read is going is is I define it as an app store experience or a Google play experience. So if you think about how we operate over mobile devices today, if you want something on your device, you would look for a nap that does that. We're getting to a point where there is bought for everything in a digital worker for everything. So if you need certain job done, you first go to a what store? Uh that is an automation anywhere website. Look for about that. Does something higher or download that Bart. Get the work done and it comes pre built. Like many. There are works with BMC Felix on many of those, So s. So that is your 1st 1st way you will look, look for getting your work done in a new body economy. And if it if there's no but available, then you look for other options. It will transform how we work and how we think of >>work. In many respects, it's the gig economy with perfect contractor, and it's that leads to some very in string challenges. Ultimately, we start thinking about service Is so Ni aki based on what me here just talked about. Where does digital service is go as our P A joins other classes of users in creating those new experiences at new Prophet points and new value propositions, >>it becomes a competitive. How you provide that service can become a big competitive sensation for financial institutions. For telcos, which is a service industry, right, you're providing that service and, like two meters point, then the user hits that switch. They expect the light to come on If I'm an end user, that consumer warning a service from my telco provider, all from my, um, financial institution. I expect that service to be instantaneous at the highest accuracy accuracy at which super wide is gonna start driving competitor, official for financial institutions of financial institution Telco two Telco and that So I C companies, differentiating and really surviving are thriving in the long term. >>It's no longer becoming something that's nice to have its jacks or better in business, too. >>That's right. And the demo of the live demo that we saw today was really impressive because it sure that what would have taken a few days to happen now happens in three minutes. Right? It is, which is, which is almost the time it takes to call an uber. You know, when interpreters begin to do work at a pace that what you call an uber that's that's that's the future. Yes, it's here. >>Yes, so do I mean the demo that we do the entire enter and demo to request additional storage and being able to provisional remediating issues that we see predict cost and make it available to the end user develop whoever it is is asking for it in minutes. Alright, which used to take days and days. No, no, no, not to mention sometimes in pixels. >>It's typically done faster at scale, with greater reliability. Greater greater security, Certainly greater predictability, et cetera. All right. Here. Shukla, CEO of automation Anywhere. Yeah. Kenny, our president off the dental Service is and operations management division at BMC. Thanks both of you for being on the Cube. >>Thank you. >>Thank you. >>Once again, I'm Peter Burress and I want to thank you for participating in this cube conversation from Santa Clara Marriott at B M sees helix immersion days until next time.