>>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.

>> live from Boston, Massachusetts. It's the queue covering your red hat some twenty nineteen lots. You buy bread hat. >> We'LL come back. Live here on the Cube as we continue with the coverage here in Boston, Massachusetts at the Boston Convention and Exposition Center had Summit two thousand nineteen stew Minimum. John Wall's a big keynote night, By the way, we're looking forward to that. We have a preview of that coming up in our next segment. Also walled wall interviews tomorrow morning from a number of our keynote presenters tonight. But right now we're joined by Gunnar Hellickson, whose director product management for rela Red hat. Gunnar. Nice to see you, sir. Good to see you And Andrew. He cocks Whose director Product Management of insights at Red Hat. Andrew, how are you doing today? >> Doing great. Happy to be here. >> Show off to a good start for you guys. Everything good to go? >> Yeah, it's been great. Uh, I got a great response from customers. Great response from analysts. There was real excited about the really >> Andrew. Yeah, we've had overflow it. All of our sessions on its insights, the hosted service. It's also nice to go alive and not get any >> pages that it's all good there, right? Yeah. So on the rail laid side. Big announcement today, right? It's gone public now available. Ah, lot of excitement. A lot of buzz around that, and insights has been added to that. So what is that doing now for your kind of your your suite of services and what you are now concerned? Sure. Absolute more about than you were yesterday. Well, >> I think one of the benefits we've had and making this changes it can create a virtuous loop. So insights as a service works by looking at the data that we have from running environment and seeing what is successful in what is not successful. So by having a smaller group of customers were would deliver the service using a good experience, but has a number of customers increases. That means we can deliver more value because we have a better understanding of what the world looks so for us, even though we've had a really great growth rate, being able to accelerate that by putting it inside of the rail subscription means we're gonna have access even more opportunities. Teo, look. Att Customer data find new insights and deliver even more value to them. >> So, Gunnar, you know, analytics is a piece that I'm hoping you can explain to our audience some of the some of the new pieces. Yeah, that that should be looking at. >> Yeah, sure. So So, with the insights tool down available to rent enterprise, the next customers they are getting a sentry said, there's there's a virtuous loop right where the more people that use it, the smarter the system gets and the benefit for the end user is now they get. I like to think of it is coaching so often there are security fixes, their opportunities for performance tuning. There's configuration fixes you could make, which may not be immediately obvious unless you've read through all the manuals right on DSO. How much better is it that Andrew Service can now come into a real a real customer and say, Hey, have you noticed that you might want to make this performance fix or hey, you might have forgotten this. So security fixed and it really makes the day to day life for the administrator much easier on also allows them to scale and manage many more systems much more efficiently. >> Yeah, I'm curious. You know, there's certain people. Was like, Wait, no, I understand my environment. You know, I you know, am I up for sharing what I'm doing versus everyone else? What's that? Feedback? You know, you've been what are some of the kind of misperceptions you want to make sure people understand? You >> know >> what it is and what it isn't >> a customer. Talk to you too. Phrases a very funny way. He's like, Well, >> I don't need this from my team. Might you know those guys right out >> of my level? I think, actually, our customers, they feel the scale that they have to operate on. So they're managing a lot more stuff. But I think the real pressure, his line of business is expecting things faster. So if they can't turn around, then they're lined the business. They're going to go get technologies somewhere else. And so, for our customers, the ability to automate pieces of their work flow, including ensuring it too safe configuration. It's optimized. That's a really key things I've never actually heard someone say. I know what I'm. Why did once have one person say they know what they're doing? They didn't need our help. But I think everyone else, they they get the value of analytics. >> You brought up the word, you know, scale. It's, You know, I worked in operations for six years in the group I had is like, Okay, next quarter, next year, you're gonna have more to do or less to do. Are you going? More or less? Resource is we understand what the answer is for most of those. So if I can of automation, if I can't have you no smart tooling today, I'm not going to able to keep up. You know, we talk about at the core of digital transformation is data needs to drive what we're doing. Otherwise, you know you're going to be left behind. >> Yeah. Yeah, that's right. And so and so how graded it is to finally have. You know, for fifteen years we've been getting support. Ticket's been reading knowledge based articles. We've got all this technical expertise on this architectural expertise, and that's not always easy to deliver to customers, right? It's It's still, you know, we're self our company, so we could deliver them software. But it's that additional coaching, Ben, additional expertise is the kind of difficult to deliver without having a vehicle like insights available. >> So how does it in terms of let's, like, really, um, roll out the new product? Everyone's You know, it's hopefully being well, not. Hopefully it is being used right now, and now you start seeing hiccups in the system. You see some speed bumps along the way. What are you seeing holistically? That an individual user is not? Or what's the value, too, to gathering this concensus and providing Mia's maybe just a single user with an insight into my situation? >> Yeah, that's the way I'd like to think about it is if you're a customer and you have a critical issue, causes downtime and impact your business, that's that's really terrible, and you're probably gonna learn from that. You're not going to do the same thing again, at least hopefully. But the customer next door or your competitors next or partner next door. They don't generate that experience or learned from that experience, so I think of insights, his way of knowledge recapture. So something happens once in one place. The system acts as a hub for that information, so once we see that we can capture the information that was discovered at one customer site, and we can proactively alert all of our customers to avoid that scenario. So it really lets us re use knowledge that we're generating. It's Gunnar said. This expertise we're generating inside the company were already doing all these activities, but it lets us recapture that energy and sick it back out to the rest of our customers much more efficiently than we ever could before. >> And you can and you could deal what you deal went on one. So if I if I'm a unique or have a unique problem, you could help me identify that, then you keep it in a reservoir. Basically, that could be tapped into when other instances occur. And you could see we, you know, this happened. This particular situation occurred in this situation and boom. Here's the cause. Here's the proper. Here's the fix >> on everything we do with insights is totally so. We learned from different experiences, but it's totally Taylor to each environment, So it's not just like a whole bunch of knowledge based articles. It looks at exact configuration for each customer, not only verifies that they're really going to hit the issue, Not just they, you know they might or something, but they're really going to hit it, but also generates automation to fix the issue. So we generate custom Ansel playbooks, which is an automation language that red hat obviously is invested in, and our customers and community love that is specific to their environment. So they could go from discovery to fix in the safest and fastest way possible. >> Yeah, you went. I was. You know, I'm hearing automation and, of course, immediately think about answerable there. So see, it seems there is that tight integration. They just play across the other. How does that dynamic >> work? Sure, So insights is tightly integrated in the sense of think of, answerable his arms and legs like there. They can go do things for you. But that doesn't come with a brain, necessarily the brain is our customers, right? So instable, So easy to use that you can put in the hands of knowledge experts inside of different companies, and they can automate part of their job. Their TVs. That's fantastic. What we're doing with insights, though they say got the red hat brain as well, though And so we're going to connect the red at breaking in. And so we're using tools like answerable to help collect the information that we need to analyze environment and then tools like answerable to go resolve the issues once we've identified what's there? So we see there's is totally complementary pieces of the portfolio. >> So, God, we've been talking about customers about you on the inside. What are you getting out of this? Ultimately, in terms of product improvement and whatever it orations that you're going to bring on because of these insights that your gathering, how soon? You kind of hope you roll it out. Thanks. Fine. Okay. Yeah, that's right. Yeah, yeah, yeah, yeah. Hope you don't get much from Andrew, but it's inevitable that, you know, there's going to be something that needs attention. >> Well, I mean, this is just part and parcel of regular product management practice, right? I mean, you look at your support tickets. You look at what customers are worried about. You look at what? The escalation czar, and that helps you. I think one change that we have gone through is thie. Analysis of all that activity has been largely anecdotal. like always remember the last and loudest person it was yelling at you, right? And this on tools like tools like insights allow us to be much more data driven as we're making different product management decisions. All >> right. Um, yes. So what should we be looking forward, Teo, give us a little bit of where things go from here? >> Sure. No good s o. You know, I think we'LL see the service generally. As I said, as we get more people connected, the service itself increases in quality in terms of recommendations in the breath of recommendations were also started to do some interesting worked. Open it up to partners. So so far, it's really been a red hat oriented Here's red hats knowledge. But it turns out that our partners want our stuff, their stuff, to run successfully on top of our platforms. That's a huge value for them. So, for example, way have nine new recommendations that will provide for sequel server when running on rally that we generated in partnership with Microsoft. And that's certainly the type of thing that we want to keep investing Maura and I think is really impactful for Custer. Um, because they see vendors actually working together to create a solution for them instead of us, just each doing our own thing in different ways. So that's one change that we're really excited about. >> Going forward. Yeah. You know, I think focusing on the focusing on the coaching for specific workloads is going to be really important. I mean, optimizing the operative system is great. I mean, your job rating system nor Adela fixing the operating system. But customers really had The opening system is an instrumental step towards actually operating something that that is critical of customers business. And so, to the extent that we can connect infrastructure providers, IVs and all the entire partner ecosystem, together with the indigenous operating system rules, we can give customers really very nice of you in a very nice set of, well, coaching on on their full stack of the planet. >> And that's the insight they're all looking for, right? Literally what they're looking for, gentlemen. Thank you. Thank you. The time we appreciate, uh, your time here today and good luck with continued pack sessions. That goes well for you. Both appreciate back with more where it read. Had summit where in Boston. And you are watching the Cube >> live from Boston, Massachusetts. It's the queue covering your red. Have some twenty nineteen. You buy bread? >> No, that on the ground. Get back a lot of commotion.