>>from around the globe. It's the Cube with digital coverage of Dell Technologies. World Digital Experience Brought to you by Dell Technologies. Hello, everyone. And welcome back to the cubes wall to wall coverage of Dell Technologies World, The digital experience 2020. The Virtual Cube is coming at you. I'm Dave Volonte. And with me or two Great guest, my colleague and longtime business friend Howard Elias. He's the chief customer officer and president of services and digital Adele. And also joining me is Sri Raj, aka Sri Can't him Nene, who is the managing director of digital insights at Cargo, which is one of the world's largest privately held companies in the top maker and distributor of agricultural products and the things that we eat every day. Gentlemen, thanks so much for your time and coming on the Cube. Great to see you. >>Great to see you, Dave. And three. Great to see you again as well. >>Good to be with you both. So >>I wanna Howard, I wanna talk about start by talking about digital transformation. I'm gonna make it laugh. So I was talking to a customer every day or the other day, and we all talk about, you know, digital transformation. And I said, What's digital transformation to you? He said, Dave, my S a P system was 15 years old and I have to upgrade. It was like, Okay, there's eso There's a spectrum, as you know, but what do you seeing as digital transformation? What does that mean to your customers? >>Well, what we're seeing is a glimpse of the future. And first of all, Dave, Great to be with you again, uh, free and all of you out there hope everybody's safe. And, well, thanks for joining us, Adele Technologies World today. But digital transformation from our customers perspectives the technology enablement of experiences with customers, partners and employees, a swells automating processes to deliver value to the all key stakeholders. And we've just seen a glimpse of the future. Customers are accelerating their adoption of technology. We see this through necessity, right when everybody had to pivot from or toe work from home, especially those professional workers and for the most part, whether companies plan forward or not, we all embraced and learned new ways of being productive remotely, and that was all enabled by technology. But we've seen it in every walk of life. It's really an acceleration of trends that were already underway, whether it was the remote experience for professional employees, whether it's e commerce experience, whether it's telemedicine, distance learning. All of these things have been available for a while, but we've seen them be embraced and accelerated tremendously due to what we've seen over the last six months in all industries. And free will talk about what's happening specifically in the agricultural industry, and what we've seen is customers that have made investments over the years have been ableto move even faster in their specific industries. We've just on a survey of about 4600 customers around the world, and 80% have accelerated their investments in digital technology to improve the experience of their employees of their customers and of their partners. >>Yes, so So thank you for that, Howard. Three. I mean, a lot of people might think of cargo. There's physical business, but it's anything but. I mean, you've got such a huge data component to your business, but I wonder what you would add. I mean, we're maybe talk a little bit. I mean, it's such amazingly, you know, rich and deep company. But maybe talk about your digital transformation journey and at least in your sphere of the world where you're at. >>Yeah, thanks, David. You know, Howard's absolutely right. What? What Cove it has done is just accelerated the need for technology on farm and with our customers. And and certainly in the last few months, we've seen that accelerate tremendously, right? A t end of the day. Agriculture has been a technology first, um, industry for for hundreds of years, and and so we're seeing that take fold in the form of digital adoption, the use of analytics, the use of really unique sensor technologies like cameras and computer vision. Um, sound I liken it to the senses that we all have every day that we used to make decisions. Well, we're now seeing that adopted with our with our customers. And so it's a really interesting time, and I think an opportunity for for the industry to really move forward. >>I mean, in terms of the three in terms of the pandemic, you know, we we talked to a lot of customers. Howard just mentioned a survey. You certainly saw the pivot in tow work from home you know, increase in laptop momentum. And in Dell's business, we saw that you're seeing identity access, management, cloud security and point security. Even even VD I These were big tail winds early on. What did the pandemic due to your business and just in terms of your your priorities did you have to obviously shift to those things to support work from home? What happened to your digital transformation was was anything put on hold and is restarting. Can you just Yeah, I don't know what you could tell us about that, but anything you could describe and add some color to that narrative would be really helpful to our audience. >>Certainly. Yeah. You know, I think overnight we had, ah, workforce that went from being in the office toe working from home and and that just accelerated the need for for collaboration tools. Things like like teams and and Skype and Zoom have just taken off right? But also technologies that allow for virtual engagement, like white boarding and brainstorming sessions that we used to do in the office with customers and suppliers. We're now having to do in a virtual setting. So so that has just transformed how we do business on the customer. And, you know, technologies like computer vision and and sound really transform the need to to leverage labor differently. Right? One of the biggest challenges that the cove it has has placed is how labor interacts with animals and and with food production. And we've just seen a significant adoption of technology to help alleviate some of those stresses. >>Now you guys probably have seen the tongue in cheek cartoons, the covert wrecking ball, you know, the guys in the audience or the building saying digital transformation. Not on my watch in the cove, it comes in. I've often joked, uh, I guess we have to have a sense of humor in these times, but But if it ain't broke, don't fix it. We'll cove. It kind of broke everything. And Howard, when you think about digital transformation, yes, was going on before co vid. But But there are a lot of industries that hadn't been disrupted. I think about health care. I think about financial services. I think about defense. I mean, the list goes on unlike publishing, for instance, which got totally disrupted by the Internet. But now it seems like If you're not a digital business, you're out of business. Eso Are you seeing like virtually every industry adopting digital? Or are you seeing any trends that are different by industry? What are you seeing out there >>were absolutely seeing every company in every industry adopted in their own way, thinking through their business models. I mean, even think about what's happened in your local town. How technology is able enabled restaurants to dio, you know, uh, take out and delivery through digital tools, your local dry cleaner, your your local butcher and your baker. I mean, everybody's having toe be creative and reinvent. It's not just the, you know, large professional industrial financial services companies who are also reinventing. But I go back to what I said before what we're seeing. These trends were already underway. They've just been put into hyperspeed what folks were thinking about doing in two or three years we're doing into two or three months. The pivot toe work from home worldwide happened in two or three weeks, and it's not the crisis we planned for, but we're always preparing for the future. The groundwork was laid, and now it's just been accelerated. We're seeing it everywhere, including inside Adele. You know, I think about all the processes and the way we serve our employees, our customers and partners we've accelerated were adopting the product model within our own Del digital organization, for example, that's been accelerated. The move to multi cloud on having a cloud operating model no matter where the infrastructure has been accelerated. And you know, everything we've talked about on the client experience. Security models, networking model software, defined models, every every industry, every company has had to embrace this >>so sorry. I mean, I'm fascinated by your business. I mean again, I think a lot of people think of it as a real physical business. But there's so much data. You're the head of digital insights, which is You've got data running through your your entire operations. There's other things. There's there's double take words I see in your your background like aqua culture. So So how are you re imagining the future of your industry? >>That's Ah, that's a fascinating question, Dave. You know, think, Imagine this. You could listen to a shrimp eat and then turn that into unique insights about the feeding patterns on behaviors of shrimp, right? Who would have imagined 10 years ago that we would have technology that enabled us to do things like that? Right? And so, from aquaculture thio the dairy industry to, you know, grain origination. We're leveraging digital and data to really help our customers and producers make better, more informed decisions where in in the past it was really experience that allowed them toe be good farmers and and good stewards of our planet. Now we're using technology, so it's really an opportunity toe harness, the power of digital for our industry. >>Well, you know, and it's critical because we have people to feed and actually it's working. I mean, the yields that air coming out of the industry or are amazing. I know there's a lot of discussion now, but hey, you know, we're actually getting a lot of food to people. And now there's a discussion around nutrition that's that's front and center, and I presume technology and data fit in there as well. Three. I wonder if you could comment. >>Yeah, you know, by 2050 day there will be nearly 10 billion people on this planet. And to feed that growing population, we're gonna need 70% more protein on DSO. As you think about the impacts that that that growing population has on the planet. There's also, you know, nutrition. But think about sustainability. How do we how do we grow this food and get it from the place that it's produced to the place where it's consumed in a way that's a resource efficient and effective? So there's nutrition in just the middle class in Asia, you know, having a higher propensity to spend and dealing with that challenge on one end of the spectrum and then on the other end of the spectrum, being ableto really deal with with sustainability. >>I would have watched your career over the decades, and you've had so many roles, and I always used to joke with you. They give you the hardest problems if you want. If you want to get stuff done, you give it to the busiest guy. It was always Howard, you know, help us with with our own transformations. Help us do the integrations, whether it was m and a or the course, the largest in just >>industry I love a good challenge is you know, >>I do know and so I want to get. Get the update on Dell's own transformation. I've been talking to a number of your executives this week, and it looks like you know, you guys air, drinking your own champagne, dog food and whatever you wanna call it. But but bring us up to date on what you guys are doing internally. >>We are, and we're no different than any of our customers. And having Thio focus on our digital transformation agenda, I mentioned earlier the adoption of our product model, you know, moving from a project based Dell Digital and I T Organization to one that's a product model. So these are balanced teams with a product manager, a designer and developers working closely with the business and the function in an agile manner and the C I. C. D pipeline manner. And all of this again has been accelerated. We have our own del digital cloud, which is our hybrid cloud that we leverage internally. We're software defining everything, and it's really paying dividends because what we've seen literally in the last 6 to 8 months is higher levels of security, higher levels of availability, higher levels of resiliency. We've been able to handle all of the increased transactions on our e commerce engines, all at higher quality and lower costs. Now we the groundwork for this with Jen Felch in the team over the last couple of years, but again, by necessity, had to accelerate. And we've done that. And we're even moving faster now on data pipelines and really understanding all of our key processes and understanding the work flows and the data flows, working with machine learning and artificial intelligence again, exactly the way Cargill and other of our customers are doing in their businesses. I know you're talking or have talked to Doug Schmidt. You know, we've digitized and automated thousands of processes and our services organization Theobald bility on a remote basis to service our customers were we've invented new and innovative ways the service our customers remotely versus going on site, not just in break fix, deployment, remote change, management, manage services, consulting. It's just, you know, great to see all this wonderful innovation come together serving our customers. >>Thank you for that, Howard. And you, you said something that triggered me in a good way. Data pipelines. I use that term a lot. And three I wonder if you could talk about this because you're You guys have been around since the 18 hundreds, I think the largest privately held company in United States, I think, right, and probably close to one of the largest in the world. And so >>you >>got a lot of data and a lot of different places. So a huge challenge for you is okay. How do you manage those data pipelines? Those data, the data lifecycle, And I would think the company the size of cargo to the extent that you can reduce the end to end time it takes to go from raw data to insights E. That's gonna be telephone numbers for for your business and your bottom line that you can then reinvest and get back to customers, etcetera and be competitive. I wonder if you could talk about >>you >>know, that whole concept of the data pipeline And how are you using data and and some of the challenges of compressing that end to end cycle time and Leighton >>see, to >>get to insights >>that day. You know, Carlos, 155 year old company and and at our core were a supply chain company. Right? Um, you know, taking food from where it's produced, getting it through the manufacturing process, toe customers. And so at the end of the day, I I joked that not only are we have physical supply chain company, but we're also a data supply chain company. So the data value chain right is really about taking all the different inputs in data that we have in turning that into unique insights. And I don't think there's ah company on the planet in the food space that has the ability to connect those dots in the way that we dio. And so our ability to create unique, actionable insights for our customers is going to be really powerful, especially in the in the coming years. >>So talk about let's talk about Dell a little bit. I always ask, uh, technology leaders how your vendors doing for you? How did they help you through the pandemic? How would you grade del uh, in terms of its support through the pandemic? >>Dell has been absolutely fantastic, right? I mean, I think it is really need to have partners like Dell helping us achieve our mission for our customers. And I know they feel that way about us as their customers. So it's really wonderful. Toe have the type of collaboration and partnership that we do. >>Alright, Howard, Same question for you. How would you grade Del Onda? How you guys have done through the through the pandemic with regard to supporting your customers. I mean, you're you're never one toe overhype, uh, in my experience with you. But give us the your take. >>Why would grade del by what our customers say? And we do it both through direct conversations as well as the data and telemetry we get and the data and telemetry we have in terms of our NPS r R C sat scores or service level objectives that were delivering all have remained in profile. The team has really risen to the occasion. Been super creative, passionate, full of grit. We heard Alison and Angela talk about that the Dell Technologies world this morning, and our team is embodied that spirit and that great to be able to deliver. But in the conversations we're having with customers three and his peers, uh, you know, look, it's it's been a challenging time, but as you know, Dell has always focused on delivering value for the long term. We're not in it for the short term, and that has served us well. That philosophy Theobald active. We have with working with customers, eyes always about what's in the best interests of our customers in the long term. Because if we do that, it will ultimately be in the best interest of Dell. >>Well, it's It's been amazing to just watch. I mean, it's just ironic that we got hit with this at the beginning of this decade. It's gonna It's obviously gonna define. You know what we do going forward. I think we've all talked about it. It's funny. Everybody in our business and the technology business. We've become covert experts in some way, shape or form overnight. But we've talked a lot about the the things that we see as as permanent, and I think that >>you >>know you clearly the your two companies are examples of agility leaning into technology. And, as you said, Howard here for the long term, 155 years old, I think story said so well, here's to another 155 years. Gentlemen, thanks so much for coming to Cuba. Awesome guests. >>Thanks. Day. Appreciate it. >>Thank you for watching everybody. Our continuing coverage of Dell Technologies World 2020. You're watching the Cube?

>> live from Las Vegas. It's the queue covering del Technologies World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners >> Hello and welcome to Day three Live coverage of the Cube here in Las Vegas Fridel Technologies World twenty nineteen I'm jut forward, David Lot They Davis del Technologies world. This is our tenth year If you count DMC World twenty ten first ever Cube event where we go out to the events and extract the signal from the noise. Now we're the number one and tech coverage. Howard Elias has been with us the entire way. Our next guest. Keep alumni Howard allies who is currently the President of Services and Digital for Del Technologies. Howard, great to see you. >> Great to see you, John. Dave. Always great to be back with you. Thank you. >> You've been with us throughout our entire cube jury. It's our tenth year has been great ride and one of the benefits of doing the queue besides learning a lot and having great conversations is as the industry of balls from true private private cloud to, you know, big day that meets technology, all the different iterations of the business. We're gonna have the conversation and look back and see who's right. You >> get to go back and see what we said and holds you >> accountable. Not that you guys said anything crazy, but you were unique because we've had many conversations and most notably during the acquisition of the M. C. You're on the team leading the effort with your partner in crime from the del side to make sure the acquisition goes smoothly. And, you know, a lot of people were saying, Oh my God, icebergs ahead. We're pretty positive. So history treats us fairly in the queue way. Tend to got it right. But you said some bold things. That was pretty much the guiding principle of the acquisition, and I just I just tweeted it out this morning. So you got it right. You said some things. Looking back two years later, almost two, three years later. >> Well, look, you know John first, I appreciate that. Appreciate the opportunity to be back with with you, and it's amazing. It's been ten years, but yeah, so, you know, over the last couple of years, I did help Kohli the integration, and we said, Look, first and foremost, we're going to do no harm the way customers transact with us byproducts. The way we service them, that's not going to change. But then, that's not enough, right? It's not just about doing no harm. It's how do we add value? Over time, we talked about aligning our teams in front of our customers. Then we talked about unifying the approach not just in the go to market, but in services and in technology and ultimately delivering Mohr integrated solutions. And we've accepted here down that a CZ you rightly say so thank you for pointing that out. And you know, this week was a great embodiment of that. Because not only are we listening, Tio, what our customers want we're delivering on it were actually delivering these integrated solutions the Del Technologies Cloud unified workspace for client, these air things that we've delivered over time, you know, we stitch it together, and now we're unifying it, integrating it, actually now even embedding services into it. So that's the journey we've been on. And we've been very pleased with the reception, >> and Michael to also was very bull. But the key on all the conversations we had on this was and we'LL get to the current situation now because that's important is that you guys saw the growth opportunities on the synergies we did, and we kind of had those conversations. So a line you align the team's unify and integrate you're the integration phase. Now we're starting to see some of the fruit come off the tree with business performance significant. Well, we appreciate >> that we're gaining market share across the board, and we had a hypothesis with, you know, coming together. We had a complementary product, portfolios, complimentary customer segments way. We're very thoughtful and how we organized our go to market, and we're seeing that we're seeing that and market share games. But more importantly, we're seeing the customer conversation saying Thank you for that. Now I want more. How do you deliver more value faster? So I think we're past the integration stays. Now we're into the accelerating the value stage. >> Howard, you've been through and seen a lot of acquisitions, large acquisitions. I mean, I think of the compact digital, you know, not a lot of not a lot of overlap. HP with compact, much more overlap maybe didn't go so as well. Or maybe a smoothly massive acquisition here. Why do you think it worked so well here? Because there was a failure. A fair amount of overlap, you know, definitely some shared values, but maybe some different cultures. You've been on both sides. It's just seems to be working quite well. You seem to be through that knothole of maybe some of that uncomfortable early days. Why do you think it works so well? What was kind of the secret sauce there? >> I think a couple of reasons. First, the hypothesis of coming together was all very customer centric. Customers wanted fewer more strategic partners. They ultimately from infrastructure, want Mohr integration. Mohr automation. They wanted a CZ. Pat said yesterday on states they wantto look upto absent data and somebody else worry about looking down and taking care of the infrastructure. So the hypothesis was very strong. Michael had a bold vision, but the boldness of actually execute on that vision as well, I would say second we have. Yeah, while the cultures, in terms of how things got done were a bit different, the values were frankly not just similar. They were identical. We may have talked about this before, but When we did the integration planning, we actually surveyed half the population of about Delanie emcee. The top five values in order were the same from both team members. Focus on customers Act with integrity. Collaborate When is a team results? Orientation? It was phenomenal. I would say. You know, third, it's just the moment in time. Uh, and it's really a continuation. You think about the ten year partnership that Dell and GMC had back in the two thousands that actually helped us get to know each other, how we worked and helped form those shared values. So and then, finally, approximate one hundred fifty thousand team members signed up to the mission. You know, the tech industry is starved for star for tech talent. On the fact of the matter would that we have approximately one hundred fifty thousand team members of prostate all technologies signed up to our vision, signed upto our strategy, executing every day on behalf of customers. It's just awesome to see >> So digital transformation, of course, is the big buzz word. So we're gonna put on you guys what do you do it for your own digital transformation? You know, proof of the pudding. What gives you the right to even talk about that? What do you doing? Internal? >> Yeah, you know, it's a great question. And to your point, we talked with customers all the time. In addition to looking after our services businesses worldwide, I also am responsible for Del Digital inside of Del Technologies. That's our organization. We purposely named Adele Digital because we are on our digital journey as well. And so we are transforming everything that we do the way we do. We actually call it the Del Digital Way. We've had a couple of nice breakouts. Our booth in the showcase has got Ted talk style conversations around this, and it's really embracing this notion of agile, balanced team's getting close to the business, actually, the business in the dojo, with our developers moving more to a product orientation versus a project orientation, and it's really focused on outcomes on T. You hear us talk about this all the time. Technology strategy is now business strategy, and whether it's in sales or marketing or services. Doug's doing great work and support assist using telemetry and artificial intelligence and machine learning recommendation engines in our dotcom. The on boarding within hours. Now with what we used to take weeks with our business customers in our premier portal, Wei are looking at every opportunity everything from the introduction of bots and our p a all the way through machine learning. Aye aye and true digital transformation. We are walking that talk. >> Really? You're going hard after our p A. That's what Do Yu result. We've >> actually been doing arpa for many, many years and for you know, especially when you have a complex system complex ecosystem As you're rewriting and developing either re platform, every factoring or cloud native, you still got to get work done. So I'll give you a great example. You know, in a online world of today, it's amazing to know that we still get millions of orders by email and facts. And instead of outsourcing that and having humans retyped the order, we just have robotics, read it automatically translated. And >> so the narrative in the media you hear a lot of coordination is going to kill jobs. But I've talked to several our customers and they've all said the opposite. We love this because it's replacing mundane tasks it allows us to do other things. What's your experience you are >> spot on? I'm a technology optimist, and I believe that a machine learning robotics will do the task that humans are either not good at or don't want to do or don't like to do and allow humans to be more human. Creative thinking, creative problem solving, human empathy, human compassion. That's what humans are good at. And we need more people focused on those things and not row test. >> One of the things that Michael Dell on key themes in The Kino Day one and Day two in some day. Three lot of societal impacts of I Love That's kind of touchy feely. But the reality is of Reese killing people. The skills gap is still a huge thing. Culture in the Enterprise is moving to a cloud operation was his favors your strategy of end to end consistent operational excellence as well as you know, data driven, you know, value of the AP player. Great straight, but we've been seeing in the queue with same thing for years. Horizontally, scaleable, vertically specialized in all industries. Yeah, with data center so good. Good strategy, gaps in culture and skills are coming up How are you guys doing services? You mean you've got a lot of people on them on the streets? A lot of people that need to learn more about a I dashboards taking the automation, flipping a new opportunity to create a value for people in the workplace. We >> have this conversation continuously inside of our teams and inside of our company. Look, we have a responsibility to make sure that we bring everybody along this journey. It starts by painting the vision being that technology optimist. Technology is a force for good on how do we apply the technology and the digitization and, you know, creating our digital future, bringing our team members along. So setting that vision, it is about culture behavior. Set the tone from the top. But we also have a responsibility and retraining and re skilling and bringing you know, team members. New opportunities, new ways to learn our education services team, for example. You see it here, the certifications, the accreditations. We do the hands on labs that we do. It's all about allowing opportunities for people to up skill, learn new skills, learn new opportunities that are available, and customers need this higher value. Helping support? What >> about the transformation that's been impacting the workflow on work streams of your services group with customers as they are? Maybe not as far ahead as you guys are on the transformation. Maybe they're They're cloud native in one area kind of legacy in the other. How was the impact of delivering services? One. Constructing them services, formulating the right products and service mix to delivering the value. How is technology change that you mentioned Rp? What if some of the highlights in your mind >> Well, it's It's a journey and you know it. Mileage varies here, right? Depends on what you're trying to accomplish, but we never do wrong by focusing on what's right for the customers. So what our customers looking for? What are their business outcomes they're looking for? Uh, here's a great example in the unified workspace. You know, we've been doing PC has a service for a while even before PC has a service. We're delivering outcomes, delivering Peces, doing some factory into get gration Cem image management, lifecycle management deployment services. But now what we've done is really taken not just the end and view, but we packaged it and integrated it into a single solution offering across the life cycles. So now, once we understand the the customer and users personas weaken factory, image the configuration, ship it to the team members deaths not just to a doctor the place but right to the team members desk have auto deployment auto support telemetry back and manage that life cycle, we package that up now. End to end this a new capability that customers are really looking for >> before I know. Do you have a question? I want to get your reaction to a quote I'm reading from an analyst. Bigtime firm New Solutions launched at Del. World Show that worked to align seven businesses for the last eighteen months is starting to pay off. We just talked about that. Cross Family Solutions minimizes time on configurations and maintenance, which opens up incremental, total addressable market and reduces complexity. Michael Dell yesterday said that there's a huge swath of market opportunity revenue wise in kind of these white space gap areas that were servicing, whether its image on PCs and you kind of mentioned peces of service analysts. E this is tam expansion, your common reaction. >> I couldn't say it better myself and look. The to integrate solutions we announced this week is a great example of that of the seams. It's workspace won its security from SecureWorks. It's the you know, del Endpoint management capabilities. It's the PC hardware itself. It's the services life cycle from Pro support Pro Deploy Pro Manage, all integrated in the end and easily Mohr consumable were even Do any are consulting business with our new pro consult advisory offer offer. But look at the Del Technologies Cloud del Technology infrastructure. With VM wear we'LL be adding PC after as a service. On top of that, this is exactly what customers >> So what's your marching orders to the team? Take that hill. Is it a new hills? The same hill? What's the marching orders down to the >> teaching orders is Get out and visit customers every single day. Make sure we understand how our technology and services are being utilized, consumed and impacted. And where do we add more value over time? >> So I wantto askyou for from a customer standpoint, we were talking about digital transformation earlier, and, you know the customer's always right is the bromide. You guys are very customer focused However, when it comes to digital, a lot of customers is somewhat complacent about obviously technology companies like yours embrace digital transformation. But I hear from a lot of companies. Well, we're doing really well. You know, I'm gonna be long gone, but before this really disrupts my industry, it's somewhat of a concern. Now, do you see that? And and how do you I mean, I think one of the reasons just so successful in your careers you take on hard problems and you don't freak out about it. You just have a nice even keel. What do you do when Because you reached you encounter that complex, Eddie, do you coach them through it? You just say okay. Customer's always right. But there's a concern that they'LL get disrupted in there. Your customer, they're spending money with you today. So how do you get through breakthrough? That complacence >> adds a great question and you know, one of the other marching orders I give tow my team is that things were going so well is time to change. And so this is what we have to take to our customers as well. And, uh, look, way have to be respectful about it. But we also have to be true telling, and so we will meet with our customers, hear them out and where they're doing well, well pointed up. But where they're not or where we've got different examples, we'LL just lead by example our own internal example, other customer examples in a very respectful way, but in a very direct way, especially at the senior levels where that's what they need to hear sometimes. >> So you have a question, because I got I wantto sort of switch topics like >> one of us falls on the one problem statement I heard it was really announces a problem statement, but it was a theme throughout all the breakout sessions in the keynotes, and you guys are aware of it. So it's not a surprise to the Del senior people. You guys recognize that as things are going well on the acquisition and the integration tell technologies there's still a focus on still working better with customers taking away the friction of doing business with del technologies. It's a hard problem statement. You guys are working the problem. What's your view on that? Because we hear that from your customers and partners we'd love work with. Kelly's going to get easier. We >> still have more work to do. Actually, Karen Contos and I are partnered up our chief customer officer on easy doing business and look it it. We are a complex company. We have a lot of different business units. Technologies brands were working toe, bring them together, and Mohr integrate solutions like we saw this week. But we still can be complex, sometimes in front of our customers, and we're working on that. It's a balance because on the one hand, customers want Maura line coordinated, sometimes single hand to shake. We get that. But the balance is they also want access to the right subject matter experts at the right time. And we don't want Teo inhibit that either. Either way, so whether it's with our customers directly with our partners were on that journey, we will find the right balance here. We've got new commercial contract mechanisms in place now to unify our Cordelia, AMC as we're packaging Mohr VM were content more security content into the offer and be able to delivered is a package solution. In one quote one order one service dogs doing some great thing and in the back end of services connecting our service request systems are CR M systems, actually, even with VM wear and Cordelia emcee technicians co locating and support centers to solve the custom of customers problem in one call, not in three calls. We still have a ways to go, but we are making progress. >> So I wanted to switch gears a little bit, and you and I, Howard have known each other for decades, and you've never wanted to talk about yourself. You always wanna talk about the team, your customers, your company. But I wanted to talk about your career a little bit because John Ferrier did an interview with John Chambers, and it was an amazing interview. We talked about when he was, you know, Wang and one one twenty eight. There is no entitlement, and you've seen a lot of the waves. You started out your career, your electrical engineer back when, you know that was like *** physics assembly language. It was sort of the early days of computer science, awesome, and then you had a number of different roles. You as I mentioned there was digital, there was compact. It was h p and then you'LL Forget RadioShack Radio second. Alright, That's right, Theo PC days on. And then you joined the emcee in two thousand three, which which marked the next era. We were coming out of the dot com boom, and You and Joe Tucci and a number of other executives built, you know, and the amazing next chapter of AMC powerhouse. And then now you're building the next new chapter with Del. You've really seen a lot of major industry shift you see have been on the wave. I wonder if you could reflect on that. Reflect on your career a little bit for our audience. >> I'm just amazed and blessed to be where I am. I couldn't be more pleased. Sometimes I wonder how even got here. But when I do reflect back, it is my love of the technology. It's my love of what technology Khun do for businesses, for customers, for consumers and, frankly, my love of the customer interaction. This is, you know, from that first time in the Radio Shack retail store and you know, the parent coming in and learning about this new TRS eighty and I've heard about this and what does this really mean and being able to help that person understand the use of the technology? How Teo, you make it happen for them, it has always given me great satisfaction. And so, you know, from those early days and I've worked with a lot of great people that I just, you know, listen and learn from over the time. But, you know, when I mentor, you know, people coming up in their career, I always say, Look, you know, it's not at work. If you get up every morning, you love what you do, you see the impact that you make you'LL like the people you're working with. You're making a little money and having some fun on DH. Those things have always been true for me. I have been so lucky and so blessed in life to be able to have that be the case >> and your operational to you understand, make operations work, solve problems, Day pointed out. It's been great for my first basic program I wrote was on a TRS eighty in high school. So thank you for getting those out here and then I've actually bought a Tandy, not an IBM with a ten Meg Hard drive. I bought my motive. Peces Unlimited. Some small company that was selling modems at the time. Michael, remember those date Howard? Great to have you on The key was the Distinguished Cube alumni. Great career and always we got We got it all documented. We have all the history. There you go, calling the shots. Howard Elias calling the future, predicting it and executing it Living is living the dream here in the Cube More keep coverage here, del technology world after >> this short break

>> Narrator: Live from Las Vegas it's theCUBE. Covering Dell Technologies World 2018. Brought to you by Dell EMC and its ecosystem partners. >> And we are indeed in Las Vegas for day two of Dell Technologies World 2018. Some 14,000 strong in attendance and a show with a lot of vibrancy, a lot of energy, and certainly it's reflected in what's happening on the show floor. Along with Stu Minaman, I'm John Walls, and we're now joined by a couple of guests. It's an honor to bring to the set Howard Elias, president of services, digital and IT at Dell EMC. Howard, how are you sir? >> Great, I'm doing fantastic. As you said, the energy's super high. >> John: Absolutely, and also joining us is Jun Sawada, who is the CFO of NTT and the CEO of NTT Security. Sawada-san, nice to have you with us, sir. >> Yeah, nice to meet you, so a very exciting such a time. Thank you very much. >> You bet, thank you for being here. So Howard, let's just kick off, I'm curious. You've thought about the show. Bigger, better than ever. So many people here, so much conversation and dialogue. And how do you feel and what are you hearing from people? >> Well you know, it's our first Dell Technologies World. We continue to believe we're better together, and we're getting great energy and feedback from our customers and partners. And I couldn't be more pleased to be with Sawada-san here today. A great partner, an NTT group of companies, where we're going to talk about some interesting solutions, which is what we've been talking about with all of our customers today. >> Especially right here in Las Vegas. It's certainly no coincidence, right, the show, and then some work that the two companies have done and are announcing. Tell us a little bit about that. What is the project that involves Las Vegas and your perspective involvement? >> Well I'll let Sawada-san, but this is all about an initial POC that we're doing for the city of Las Vegas. Utilizing the IOT technologies combined between NTT group and Dell Technologies. >> Yes, and also, we want to realize the situation awareness of a city of Las Vegas. That's our issue in including three features. One, with the reactive analysis, analyzing and also a site. It may H, H. We are going to realize, such as indicating that some instance has occurred. And the second feature is a proactive analyzing that adds a center, data centers. It's been providing also a trend or investigation, or the predictions. Lastly, third feature is very interesting. It's a deployment automatically all over the ICT lethal seeds, simultaneously. So based on the several technologies. >> So we love this smart cities theme. I've had the opportunity to interview people from different cities and see governments actually getting involved. I wonder if we can get into some of the key technology pieces that are involved here between NTT and the Dell family. >> We are developing ways, actually, at Dell technologies that we call the Cognitive Foundation. It consists of two technologies, one in times for, very focused to multi, much orchestration. It's been a cover up, so March beta, March domain, March layers, lots of the March we can integrate it. The other one is a software defined ICT lethal system, based on the batchilisation technology coming from Dell Technologies, we're in warehouse. >> Howard, sounds like this fits in with a lot of themes we've been hearing at the show. IOT, of course, I would expect to be heavily involved, but maybe explain some of the Dell standpoint, where some of this fits in. >> Well that's exactly right. So as you know, our IOT strategy is a very comprehensive end-to-end one around edge, to the distributed core, to the cloud. And then, working with NTT in terms of bringing that solution to market for a particular use case, like a smart city, in Las Vegas. And we're going to learn a lot together about how all of this comes and comes to fruition. But it really is about that edge to distributed core to cloud. And it's really based on the Dell technologies around our gateways, our hyper conversion infrastructure, some of the VM-ware software foundation capabilities, together with all of the solutions that Sawada-san has talked about. >> Yeah, I would think, it seems like this is a great test case, great test bed if you will. So, where does this go from here? What are your strategic intents in terms of what you plan to learn here and how it will apply elsewhere? >> That's basically, we were starting that this proof of a concept is a form of this coming September. After the two months, we will go into a market offering with two, both companies. But basically, our business plan is a business to business to anything. In that case, the Las Vegas city is a center bean. Dell Technologies and the NTT is a fast bean, as an enabler to support the center bean. Center bean providing a barrier to the anything, anywhere. So those type of package of concepts that we want to deploy to the other United States cities, not only United States, in the world. >> Globally? >> Globally. >> Howard: Yeah, globally, including in Japan, of course. >> Of course. (laughs) I am very familiar Japan. (laughs) >> And it's great because it's not just about the IOT strategy that we've talked about, but it really is about all of the transformation strategies we have. If you think about building a smart city, it's every aspect of digital, IT, workforce, and security transformation, all coming together into a complete, comprehensive solution. >> Alright, where does it go from here? Talk about the vision for the future, as to what we see in the future, Sawada-san. >> Yeah exactly, so not only are we very focused at the time, with public safety. But both company is we can extend those solution to other solution of smart ones. For instance, education, for instance, the retails, or entertainment, including stadium solutions, or other medical. There's no leftover area that we can extend our solution. You're driving a cognitive foundation. >> Yeah, and we're going to learn a lot from the POC. We also have been working on other projects around the world. And we're going to take all of those learnings and roll that into new products and services that we can deliver to our customers. >> Yeah. >> Well, it's a fantastic laboratory, no doubt about that, Las Vegas is, and I'm sure what you learned here will be applicable, as you said, to cities, not only in the United States, in Japan and all over the world. >> All over the world. >> Great project. Gentlemen, thank you for being with us. I appreciate your, and I look forward to hearing back. Check in a year from now. >> We'll do that. >> Let's see where we are. >> Thank you. >> Thank you. >> Thank you very much. >> Thank you very much. >> Back with more from Dell Technologies World 2018. You're watching theCUBE, we're live, and we're in Las Vegas. (electronic music)

>> Announcer: Live from Las Vegas, it's the Cube. Covering Dell Technologies Wold 2018. Brought to you by Dell EMC and it's Ecosystem partners. >> We are back in Las Vegas. This is Dell Technologies World, the first ever Dell Technologies World. Last year was Dell EMC World, of course before that was EMC World a merge of these two giants, I'm Dave Vellante with Stu Miniman. And we're here with Howard Elias, long time Cubilum, >> Great to be back with you. >> Dave: Howard's the president of Services, Digital and IT at Dell EMC, they give you all the hard stuff. >> All the fun stuff, I would say. (Dave laughs) >> See, that's why they give you the hard stuff (Howard laughs). You look great, >> Oh thank you. >> Always done such a great job with complex integrations, you just must be a patient man (giggles). >> Well you know what, they don't call it work when you love what you do, right? >> Dave: Yeah, right. >> It's been great , I know you've heard from Michael and the whole team. It's been a great first year that we closed in February, momentum strong, customer reactions phenomenal and we're delivering and it's just a great time to be in IT. >> Stu said earlier today, when we were doing our keynote analysis, one of the things the EMC never did, it never went out and bought a big services company. You kind of grew things up from within, you kept your swim lanes, >> Howard: Yep! >> relative to your partners, that always worked well for you guys. Maybe you could talk about that a little bit-- >> And it's still working well. Look, our goal in life is to provide the strategic guidance and technology expertise around the products and the technologies and the solutions that we offer. Now, we'll certainly want to monetize those services around where it makes sense for us, But we also work with a very broad ecosystem of partners and that's very important to us. We stick to our knitting, we provide that strategic guidance, that technologies expertise. We're the experts around our technology and our solutions but it's a much broader market beyond that. And so we play very, very well, sticking to what we do well and then leveraging what our partners do well. >> So you've seen it all, I mean you and I grew up in the mainframe era when IBM was sort of the dominant position. And with Compact you saw huge awesome PC business, then you saw the internet and how that changed competition and now we're entering, it feels like, on the cloud era, forgot about that, and we're entering it feels like a new era, this digital era. >> Yeah the next big era of IT as we call it and we've seen this pendulum swing, centralized, decentralized, distributed back to the cloud, but with IOT, and censors everywhere and data being created at the edge and the core and the cloud, this really requires computing everywhere. And so you've got to have realtime data analytics at the edge whether it's the autonomous car, the robot in the factory, the healthcare systems in the hospital and so on, smart buildings, smart cities. And that needs both edge and distributed core, the ability to do those realtime or near realtime analytics. And then you'll use cloud for trend analysis, deep learning, improving the algorithm, sending that to the edge. And the opportunities there are immense and it's really awe-inspiring to us as we talk about who's the digital leader in IT, it's really our customers. They're really doing some really cool stuff. >> Yeah, we heard some of that this morning. >> Yeah, Howard it's something I remember we said when the whole trend of big data came out, we were like, Hadoop's interesting and it's useful, but it's the businesses that will be spawned off of that that will be truly important. Maybe tell us of data is at the core of it, it's always been at the core of EMC but you look at ML and AI and even Edge, it's all about that data and how does the Dell family really help customers get the value, transform with that data? >> Well here's the difference, right? Because when we were talking about data years ago and those big Hadoop clusters, it was really more about enterprise data and analyzing that enterprise data. Now it's really about those systems of engagement and systems of insight. It's all about that data being generated by our customers, our customers' customers, all the devices that are being used and it's really gaining those insights. And it's really analyzing that data that customers collect with external data and developing new patterns and insights that were just never possible before. So what we do is we help our customers frame their transformation. We talk about digital IT workforce and security and we help them think about where are they in that journey, what are the business outcomes, because is jus6t an enabler, this is really about business outcomes. And technology being business technology and business enabler, so whether it's our consulting organization to help a customer plan those journeys, our implementation business, our support business, even or manage business again, ourselves and with partners, we'll help our customers every stage of that journey. >> We often talk about the difference between the business and a digital business is the way in which a digital business uses data. So in thinking about the way in which you as a digital practitioner use data, how is that evolving, how is that changing? >> Well let's use one real example in our services business. We have an internal capability we call Support Assist. It is analyzing billions and billions of events every single day with all of our connected devices. And it's understanding the use cases how it's being used, what's working, what's not working, develop themes and semantics, and so we actually build better products and services, because of that data. Now this is a traditional call center, connected devise, break-fix business, support business, that is being completely digitized. >> A little of all from phone homes. (laughter) >> A little bit. (laughter) >> I want to ask you Howard, you've been a accomplished leader for many, many years, digital leadership. We talked earlier with Pat, CEOs are trying to figure out, how do I get digital right? How do they get digital right? Who's leading the digital charge within your customer base. >> Well, as I mentioned before, you saw it on stage with our trailblazer and innovator awards, we literally have hundreds and thousands of customers all around the world that are embracing. And what it means to really be digital is to get in with the technology practitioners, the data scientist, the people that understand what technology can do, embedded in the business, but it's getting the business, embedded in IT and technology. It's no more setting the requirements and throwing it over the wall and waiting a few months to get requirement documents back and the waterfall project in your two years later, and then the customer says, "Well that's not what I asked for." Or the markets change or the customers move. And so it's really building these balanced teams now where the business in the technology and the product owners are really getting together and saying, "What we need to do? "Let's go get it out there in the marketplace "and lets iterate, fast fail, learn quickly," that's what digital means. >> How has has Dell EMC consulting evolved, changed, in this digital era? >> Yeah, that's a great point. We've had a consulting business for a while but what we've done is focus them around our transformation journeys. We call it our three by three by one matrix. So we're focused on three specific offers in each of our IT transformation, digital transformation and workforce transformation. So three core offerings, you can IT transformation in Hybrid Cloud is an example or workforces collaboration. We of course embed security all throughout all three of those and then we have a transformation program office. So we focus down on 12 markets around the world, those three disciplines, hyper focus where we have great expertise and then we leverage our partner ecosystem beyond that. >> So that's a simpler approach than-- >> Howard: It is. >> what you need, we can we can do it. Which really was never your business anyway, but you kind of bled into that a littl&e bit. >> Yeah, well this gets back to re-examining what we're really good at. And what we wanted to focus on was that strategic guidance in technology expertise around our products and technologies, how we do that best, how we integrate into other ecosystems and then leverage the partners for the rest. >> Howard, one of the things that we heard from Alison this morning is people are bit skeptical as to how much the technology can help. I know one thing that your group helps a lot on is the career tracks. How do we move from being an admin of the silo to working closer with the business, being an architect or moving there. What are you see on your customers' journey from a career stand of point? >> That's a great point, cause one of the things we do focus on in our consulting practices, technology is necessary but woefully insufficient. You also have to transform people, process and operating model. That doesn't just mean structure, but the way that people operate within the business and within technology. And we've seen a huge increase in requirement for the transformation of people and process. This is where our education services teams come in, not just training about product and technology technology, but the accreditations, the certifications, around cloud, around data science, around what does it really mean to do analytics in an AI, ML world? And were seeing a tremendous trajectory in that. >> And the data model is changing. You maybe have a lot of backend systems around Oracle or SAP, but it doesn't necessarily tell the story of what's really happening in the field or closer to the customer. Do you discern a difference between those customers who, sorry, "get digital" and maybe those that are not as advanced in terms of the way they treat data closer to the customer? >> Well I think we're all learning. And this is really that notion of the systems of engagement because the data analytics are no longer just in the core or just at the edge, it's distributed data, and distributed data analytics and figuring out where the processing power needs to be to do the right set of analytics, for the right data set for the purposes needed at that time. And were all learning through that and it'll be different depending on the use case. >> What's your sense of let's talk about disruption a little bit. Everybody talks about it, but I'd like to put some substance behind it. It seems like every industry has its own disruption scenario. Some industries, music, certainly publishing, now taxis, hotels, have been highly disrupted. Others, banking, other financial services, insurance, healthcare, not so much disrupted yet. >> But it's coming, it's happening in different flavors at different paces, look at what FinTech's doing. Goldman Sachs getting into retail bank with Marcus, have built ground-up digital bank from the ground up. Look, every business in every industry is going to be disrupted at some level, and it's all about understanding your customer better, addressing those needs faster, learning quicker than the competition of what works for customers, what needs to change for customers and actually finding those value points even before the customers realize it themselves. And we've seen this in industry after industry and yeah, some of the big heavy infrastructure industries might take a little bit longer, but it's common to all of us. >> Wow, we agree, there is no industry that's safe, which implies that there's going to be new winners and some losers. >> And this is the opportunity for all of us, embrace! And have the courage of your conviction to go try new things. Not everything's going to work. The best hitters in baseball never bat a thousand, they don't even bat over 500, we need to do better in that business for sure, but you're not going to bat a thousand. And in fact if all you do, is if everything you did work perfectly, you're not trying enough stuff. >> Howard, we here so much about the change that's happening here, internally while change just went on. You were critically involved in all of the integration pieces. How do you help the teams inside embrace change, be aware of it, knowing that there's going to be some ups and downs, how does the cultural help? >> Well, first of all in the technology industry, we're the bastion of lots of change and disruption for many years. Other industries are going to be going through what we've been going through for decades, right? And so first of all it takes a certain kind of person to be in this business already, so they understand change is the new normal. But the more important thing we can do is have clear vision and strategy. What were trying to accomplish for our customers, we're very clear about what we measure our customer NPS, RT member MPS, our relative market performance, which then leads to our financials. We have we call Strategy Cascade, where we're very clear of our purpose which you heard Michael talk about, developing the technologies that drive human progress, our strategy to become the essential infrastructure company for today's application and the cloud-native era that we're entering, and then what are the key things were doing and what does every team member inside of our company do? And there's only two kinds of team members we have at Dell, those who serve our customers directly and those who serve, those who serve our customer. >> So Dell Technologies World, first ever? >> First-ever. >> Obviously a lot of synergies with previous Dell EMC World, EMC World at the root6 of this, Dell World brought in, but what what what should we expect here, what are the learnings, what are the things you want your customers to take away? >> Well you've seen a progression since we've come together, we refer to it as better together. It's important that we understand that we have businesses, technologies and brands. They operate at different rhythms, some of them have different business models, some of them have different ecosystems, some of our platform versus product. And so that's the reason why we got the structure we do, but our customers are better off when we're better together. And so what Dell Technologies World is meant to show is, the power of all of our capabilities. Not every customer will use everything, but those that want that full end-to-end experience, we want to learn, how we could deliver that better. >> You guys use that as a competitive advantage. >> We do. >> I mean granted, if you're a one product company and you got what's perceived as the best widget, you're going to sell some. But you guys of change the way in which you compete (giggles) the cross-selling that were seeing, obviously VMware is a huge piece of that, your security businesses, you mentioned Pivotal earlier, >> And we do it in a way that is open at every level. So it's not something that the customer, that we require them to go a certain way. Cause you think about a typical stackable hybrid cloud, PCF with PKS, on VMware Cloud foundation, running on Dell infrastructure underneath, secured by RSA and Secure Works, maybe delivered as a cloud by Virtue Stream. Those are all choices. And customers can make different choices at different levels with open interfaces and open APIs, but we do believe customers that are looking for more integrated solutions, we are better together. >> Well I think your secret is you're having fun, I mean it shows, Howard. You've gone through so many transformations, such as successful exec and have a great friend of theCube so thank you so much-- >> My pleasure, thank you. Great to see you, and thank you everybody. >> Alright, keep it right there everybody, we'll be back, with our next guest. We're live from Dell Technologies World, 2018 in Vegas. Be right back. (digital music)

>> Narrator: Live from Las Vegas, it's the Cube, covering Dell EMC World 2017. Brought to you by Dell EMC. >> Okay, welcome back, everyone. We are here live, this is the Cube coverage of Dell EMC World 2017. I got to get used to that, I'm used to saying EMC World, but this is Dell EMC World, the first year officially as the Dell EMC World, a continuation of our eight years of live coverage, proud coverage with the cube and I'm joined with Paul Gillan, my co-host this week for three wall-to-wall coverage days and our next guest has been on every year that Cube has been in existence, Howard Elias is the president of Dell Services and IT, a good friend of the Cube and senior executive at Dell Technologies and Dell EMC. Howard, great to see you. >> Hey, great to be back. >> You've seen every corner of EMC over the years, you have so much experience and you've been really the captain in holding the wheel on the transaction at close eight months ago, in September of the Dell Technologies, now Dell EMC company, really smooth considering what could've gone wrong, you kind of stayed away from all the icebergs, but yet it feels good. I haven't heard any real horror stories at all, I heard all positive things, the story is great, I just tweeted pretty much my take on the story. Win, consolidate to pre-existing traditional IT, and then have a growth strategy around cloud-native, convert infrastructure, good story. Okay, how is it going? >> You know what, and thank you for that. First of all, great to be with both of you and it's just going great. And I do want to make sure I co-captain the integration together with my great friend and colleague, Rory Read. But really we had the great benefit of Joe and Michael kind of setting the stage. We've talked before on the Cube about the industrial logic of the deal, but frankly, the team has come together in a phenomenal way. We are aligned, we are operating as one company. You've heard Michael and David both talk about better together today, we'll hear more about that from Jeff and Pat and others over the next couple of days. And look, for all of the things that could've gone wrong in a very large combination like this, they went right instead. And the best proof of that is our customers. Our customers are buying more from us, the conversations are richer, they are more strategic, they are more in-depth and they're rooting for us and we're rooting for them. >> Dave and I would sometimes be critical of the EMC, but you guys never really had a bad strategy, you never really stayed out, you never went outside your swim lane with respect to services and what you do. Pure storage, get the arrays, get the software to find a data-center in there, but now with the acquisition, I got to ask, the question is, the portfolio of deliverables that you guys now have and Michael kind of strutting on stage, kind of proud of his new families, he says, the brotherhood or however he puts it, you've got a lot more at your disposal, more in your bag if you will, for services. Especially VMware and NSX doing extremely well. We're going to have Pat as guest here tomorrow. Not a lot of pressure yet to have that cloud story completely baked, multi-cloud is a nice placeholder, but you have a lot more. Talk about where that new growth is coming from in the services. >> Well, specifically on cloud I would say, by the way, and we talk about this a lot, cloud is not a place of computing, it's a style of computing, it's the new way all computing is done and I would say we're a great leader in providing all of that capability in a hybrid fashion, a multi-cloud world. Look, much more on that later, but you said it, we've always believed that where we've been, technology and IT is a means to an end and we're now all about helping our customers with the broadest portfolio in the industry, across those four main transformations, digital, IT, workplace, and security. It's really the story about helping a customer become more digital, become more agile, become more flexible and really in addition to those systems of record that they've been working on for a number of years and we've been helping them, it's really those systems of engagements and the systems of insight that really give that end-to-end view in this new world. >> Howard, I want to ask you, I want to go back to the acquisition briefly because I'm a Massachusets guy as are you-- >> Yes. >> You went through, you were digital during the Compaq acquisition, Compaq or the HP acquisition, both deals that I think we could say generously did not go very well. >> Howard: Yeah. >> What did you learn from that experience that you brought to this integration? >> I'll tell you, and this is really one of the things about what went right. A lot of it is based on experience, you know, what you learn to do right is learning what not to do wrong the next time, and I was engaged in some of those, certainly didn't lead those, but I was engaged with them. But look, we had a lot of things going for us. Joe and Michael completely aligned, business colleagues, respectful friendship over a number of years. Dell and EMC had a strong partnership for a better round of a decade, so we already learned how to work well together. And in the cultures, we understood the way each-other worked. The industrial logic of the deal, the complementary technology portfolio, complementary market and customer segments, the ability to now have scale in a world where scale matters, where customers are looking to drive out cost, efficiency and agility. And look, what Rory and I did is we applied all of those lessons learned. We picked our best people, pulled them out and put them full time on the job. We had rigorous cadence, regular face-to-face meetings with Michael and Joe all the way throughout, kept everybody informed and it's just come together extremely well. >> All right, how about the services you were doing, first talk about the hard news you're announcing at the show and then specifically talk about the digital transformation. Not to put a damper on your messaging, but we're kind of bored with digital transforming, we want to get some meat on the bone. And I like the quote on stage, digital transformation is about IT transformation, I think that's where your bullseye is. So, hard news and then where's the meat on the bone with respect to the IT transformation that's part of that digital transfer? >> Well, first of all, hopefully you won't get too tired 'cause digital transformation is the mantra for a long time to come. We're in the early days, and by the way, to us, digital transformation is really business transformation. It's becoming more software-defined, it's becoming closer to your customers, it's understanding your customers' needs many times before they even know they need it and that's that whole real-time insight analytic AI, machine-learning, all of that is going to be happening. So, we're on that mission big time. And in terms of services, we've described a three-phase journey that will take a couple of years. Phase one, we talked about collaboration where the teams were coming together, learning each other, systems, processes, tools being different, so collaborate, operate as one in front of the customer. We're in phase two right now, integration. We're starting to bring, we have already brought the teams together, but for example, at this show we're announcing bringing all of our services under the marketing umbrella of pro-support and pro-deploy. There are still different systems and tools and entitlement, but we're going to start to bring together that integration where ultimately, systems processing tools come together and that gets to the third phase of unification. And so it's a journey. But throughout that journey we are protecting the value we deliver our customers. Those customers that are used to the service that they get today, the way it's delivered, the people that are delivering it, we are not changing that as we bring our customers along the journey. >> You mentioned a number of times, analytics and the importance of understanding the customer better. Dell EMC does not really have a play in that area, there is no software component that addresses that market, is that a market that you think you would like to address directly or would you do that through partners? >> We actually do that today both directly and through partners, really Pivotal being a key part of the overall Dell Technologies portfolio, we actually have a big data, digital transformation practice as part of our consulting. If you think about our consulting organization where we help in IT transformation, digital transformation, workforce transformation, we work with our customers and partners on security as well. Pivotal is the key part, but we also work with many others and in fact, one of the offerings we're announcing here at the show today is an IOT assessment service. So, something to really work again from base infrastructure because you think about edge, to core, to cloud, how to make sure you aggregate the data, do the real-time analytics as opposed to the edge, and then trend data more and the core and long-time archival in the cloud. >> At that point, I want to ask you about the cloud strategy because everyone in the press, what's your cloud strategy, what's your cloud... I think you guys have a good play. I think the cloud strategy, multi-cloud is legit and hybrid cloud is real, a 100% real. Multi-cloud is still not ready for prime time for a lot of other reasons, but you guys are doing something in the cloud, with disaster recovery and some storage stuff. Take us through the sequence, because you said, it's early innings, I would agree. What are the sequence or the order of operations in terms of the kinds of services that go to the cloud first? >> Well, in terms of what application are services? >> You guys are working with customer zone, what are the customers doing with respect to, what are they going to the cloud for, first with respect to Dell, Dell EMC? >> Again, it gets back to, cloud is not a place. We're not moving things to a cloud, we're actually, all applications, all workloads, all services and processes are becoming cloud-enabled. Whether that's helping the customer in their data center, with the private cloud, a hybrid cloud hosted by a partner or on public cloud and you said it. We actually, with our services organization, we'll actually sit down with the customer, we'll look at their entire application and workload portfolio. We run it through filters of economics, service level, security and performance and from there we build a roadmap with the customer. Which types of workloads make sense in your own private cloud, which do you want to host in a virtue-stream cloud or a partner's cloud or which do you want to do in the public cloud? How about data protection? Do you want to protect the data in the cloud, to the cloud, from the cloud? All of those are conversations we take our customers through and we have many, many, many, not just dozens now, hundreds of examples where we are working with customers on implementing their hybrid cloud strategy. >> Paul, before you go, I've got a question, but I got a question from the crowd, the crowd is watching, thank you for sending the questions on crowdchat.net/dellemcworld. Can they deliver integrated services for on Prime? Reasons people go to the cloud. So, one of the reasons is integration end-to-end. How are you guys delivering some of those integrated services on Prime? Because that's where it started. >> It is starting there and we actually do both, operational services, residency-based services, but also manage services. Again, both directly and with partners based on where we've got capabilities and skills and geography and verticals. We work with our customers to deliver again that continuum. Many customers have the skills to do it themselves, most customers do not. And they want us to augment their skills, again, whether it's operational-residency services or a full-fledged manage service for cloud. >> As the head of services, I want to ask you about the, kind of the odd timing, you came on in September, in November, Dell sold off large part of its services business, business and former Perot systems to AT&T, what was the thinking there? Should we think of that part of the services business as being completely different from that which you-- >> Extremely different. And I Know we get some questions on this, so thanks for asking, it is great to clarify it. The Dell Services Organization, the old former Perot business that Dell had acquired was really more outsourcing, IT outsourcing, some BPO, some APO. Work that we really did not want to continue doing in the new company going forward. Our services are closer to the technology, technology-enablement services, to help the adoption and consumption of our technology and we really work with a broad ecosystem of partners to deliver the more outsourced services, APO and BPO. So, it's very clean from that set, we actually did not divest any of our technology services at all, and in fact, we're investing more. >> That's consistent with what HP did with Point Next, similar kind of, they had the EDS kind of thing, completely orthogonal to your operations, is what you're saying? >> Right and we've got such a phenomenal partner ecosystem that do this very well, each and every day, and all kinds of customer verticals and all kinds of geographies, they really have scale and we do this together with them. >> Okay, tough question, I'll put you on the spot, Howard, but I know you can handle it, if you could go back and get a mulligan from last year at the integration, what mulligan would you take, what would you tweak and change with the integration? >> You know, I'll tell you, I'm actually asked that question a lot and I'm not sure I would change anything. Look, let's face it, did everything go perfect? Nothing ever does. Are there some things that we go bump in the night occasionally? But all the big stuff, if I focus on the major stuff, right, in terms of the company structure, the operating model, the organizational structure of the company, the alignment of the goal to market, the alignment of the services, the product roadmaps and the portfolio, all of that went about as well as it could be expected. >> Talk about the momentum, VMware, I was just commenting in my opening, has a bigger market cap than actually HPE, just on the standalone basis. VMware is central in your services, you mentioned clouds, the great cloud play, recent deal with Amazon Web Services, how are you guys looking forward now? And if you could add some color to the conversations you're having with customers? So, you get a lot of things at your disposal, I'm trying to understand the top areas that customers are engaging you guys are, with respect to the VMware and this cloud-native shift in NSX. >> Actually, the big conversations are exactly that, in three dimensions. One is working with both Pivotal and VMware on the paths and layers, right, so they want to see that platform in place, they want to see the agility, the flexibility, the cloud-native essentials that are necessary to develop and deploy these new applications. By the way, also refactoring existing applications that they're deciding to keep into a more cloud-native world. Second is automation. How do I automate the IT infrastructure? Yeah, I'll modernize it, I'll go all flash, I'll go scalable, but how do I pull the labor cost out and be able to take that labor into more creative, innovative areas of my company, but I want to automate IT. And then, third is to make sure that the cost-effectiveness and the resiliency of that infrastructure is top-notch and world-class. Those are the conversations. The CIOs today, their job is getting more and more tough, they need to pull cost out, they have to have agility and flexibility. Oh, by the way, the systems can never go down and I want that new IOT thing, I want that new data analytic thing, I want that new machine-learning thing, so give me that agility and flexibility and creativity going forward. And those are the conversations we're having every day. >> Howard, as a guy who sort of oversaw this consolidation of these two companies, you have a chance to do something I think no two big companies have ever done before which is successfully merge. We were thinking earlier about, is there a precedent for a merger of this size that actually worked out and we couldn't think of one. >> Howard: Certainly not in IT. >> Not in IT, right, exactly. What makes you think this one will be different, other than the fact you're running it? >> I'm running services and IT now, I help put the playbook together. Look, the senior leadership team is now running it. And that's why we're going to continue to win, because of our relentless focus on customers, we all spend a tremendous amount of time understanding what our customers are doing, what more they want us to do, the feedback from our customers. We spend almost as much time with our partners as well. But this leadership team is on the mission. And it's about creating the essential infrastructure company for the next great era of IT, the industrial revolution where we know that companies need to transform in all those dimensions we talk about. And our leadership team, and we're just actually going through our next, we call Tell Dell Survey, where we also get feedback from our team members, from our employees and our measurements are clear. We measure ourself on customer MPS, our team-member employee MPS, our relative market share performance, are we gaining share or are we not and then all of that will deliver the financials that we all look for. And we are all aligned on that. >> Howard, you also oversee the Dell IT program, this is proven IT program. What is that about? I heard some buzz about that. >> Yeah, so this started several years ago where a lot of customers would say, "So, you want me to buy..." (sound cuts out) So we actually (sound cuts out). Things that work. (sound cuts out) >> Cooking up in... (sound cuts out) >> They have to. Witness richness of our portfolio because (sound cuts out). >> Howard, thank you for coming. Consecutive year, it's been a great journey for all. In fact, I remember the (sound cuts out). A 160 billion dollar market that's true private cloud, so you guys remember one in that as well, Dell EMC, great to see you and congratulations on a very successful transaction and hope to see more updates along the way. >> You got it, great to see you, thank you very much. >> All right, this is the Cube live coverage from Dell EMC World 2017, I'm John Furrier with Paul Gillan, we'll be right back with more coverage, stay with us.

>> Live from Las Vegas, it's theCUBE! Covering Dell Technologies World 2019. Brought to you by Dell Technologies and its ecosystem partners. >> Hello everyone, welcome to theCUBE's live coverage here in Las Vegas for Dell Technologies World 2019. I'm John Furrier, Stu Miniman, Dave Vellante. Day two of three days of wall-to-wall coverage. We got two sets called theCube Cannon. We've got the Cannon of Content, interviews all day long, out at night at the analyst briefings, meet-ups, receptions, talking to all the executives at Dell Technologies VMware and across the industry. Stu, Dave, today is product announcements on the keynotes. Yesterday was the grand vision with Michael Dell and the big reveal on the Microsoft partnership with Satya Nadella's surprise visit onstage, unveiling new Azure-VMware integrations with Dell Technologies. Dell announced the Dell Cloud, which is a little bit of Virtustream, but they're trying to position this cloud, I guess it's a cloud if you want to call it a single cloud of glass. Dave, single pane in the glass with a variety of other things, unified workspace and some other things. This is Dell trying to be a supplier end-to-end. This is the pitch from Dell Technologies. We'll be talking to Michael Dell, also Pat Gelsinger, the CO of VMware. Dave, were you impressed, were you shocked, were you surprised with yesterday's big news and as the products start coming online here, what's your analysis? >> Well yesterday, John, was all about the big strategic vision, Michael Dell laying out check for good and then the linchpin of Dell strategy which of course is VMware for cloud, multicloud, hybrid cloud, kind of VMware everywhere. I was surprised that Satya Nadella flew down from Seattle and was here on stage in person. Didn't come in from the big screen. So I thought that was pretty impressive. You had the three power players up on stage. Today of course was all about the products. Both Dell and EMC have always been very practical in terms of their engineering. Stu, you used to work there. Their R&D is a lot of D. It's sort of incremental product improvements to keep the customers happy, to keep ahead of the competition, to keep the lifecycle going. They had like 10 announcements today. I can go through 'em real quick if you want, but they range from new laptops to talking about new branding on servers, new storage devices. You had PowerProtect which is their new rebranded backup and data protection and data manage portfolio, an area where Dell EMC has been behind. So lots of announcements. Another kind of mega launch tradition and again, a lot of incremental but important tactical improvements to the product line. >> Last year, what we heard from Jeff Clarke is they're looking to simplify that portfolio. Back in the EMC days, it was oh my gosh, look at the breadth of this. Every category, they had two or three offerings and you know, the stated goal is to simplify that and that means most categories are going to get one product. It's interesting. You talk about networking just got rebranded with that Power branding. I kind of said there there's marketing behind it. If you know what that product is because it's the Power brand and they put it out there. So you know, PowerMax, has been their tiered storage. They had a good update for Unity. It's Unity XT. Doesn't have a power name yet so maybe there's still some dry powder left in the product portfolio there, but they're making progress going through this 'cause these things don't happen overnight. It's great to spin up the clouds, but in the storage world, customers, they trust, they have the code, they test it out. So going to new generations, making that change, does take time but you've seen that progress. The tail end of that integration between Dell and EMC on the product side. >> Stu, what's your analysis of the products so far 'cause again like Dave said, it's a slew of announcements. What's resonating, what's popping out, what's boiling up to the surface? >> Yeah so look, the area that I spent so much time on, John, that hyper-converged infrastructure. If you look at a lot of the pieces underneath it all, it's VxRail. One of the things we've had a little bit of a challenge squinting through is oh wait, there's this managed service stack, it's VxRail underneath. Oh wait I've taken the appliance and I put VCF. Oh that's VxRail and then I've got this other, it's like I see three or four solutions and I'm like is it all just VxRail with like a VMware stack on top of it? But it's how do I package it, what applications live on it, how is it consumed, manage service, op ex, cap ex. So they've got that a little bit of complexity when VxRail itself is you know, dirt simple and really there so they're making progress on the cloud piece. Dell is the leader in hyper-converged. I'll point out, you don't hear anybody talking about Nutanix here, but Dell still has a partnership on the XC Core. They're going to sell a lot of Dell servers into Nutanix environment so I expect you'll still have the Nutanix show. John you're going to be at that next week. They're still going to talk about Dell. I'm sure you'll talk to Dheeraj. Yes they made a partnership with HP, but that does not kill the relationship with Nutanix just like Microsoft, heck. I'm going to see Satya Nadella on stage at Red Hat Summit next week and you're like oh well VMware and Red Hat. Red Hat's here. Red Hat's a Dell-ready partner. If you want to put open shift on top of their stack, they can do that so hardware and software, everybody's got their pieces, everybody's got their pieces, everybody competes a lot, but they partner across the board. IBM Global Services is here. There's so many companies here. Dell's a broad company, deep partnerships. The question I have is Pat Gelsinger was just on stage saying that this SDDC will be the building block for the future. I said kudos to them. They've got it on AWS, they've got it announced with Azure, we announced it with Google, but that is not necessarily the end state. VMware is a piece of the puzzle. I don't know if VMware will be the leader in multicloud management. vCenter was the leader in virtualization management so how much of that will there or do I get an Amazon and then start moving some stuff over? Do I get to Azure and start modernizing my environment so that I don't need to pay VMware and I don't need virtualization. VMware and Dell are going to containerize everything so in the future, are they containerware, you know? That's the competition kind of post-it note. They are VMware at their core. VMware is centra of the strategy and there's still some work to go, but they're making some good progress. >> I want to get your thoughts, guys, on the role VMware is playing here at the show. Normally they're here, usually they're here, but this year it seems to be much more smoother integration of talking points, messaging, product integrations. The show's got a good beat to it. Pretty packed, but the role of VMware, Dave, Stu, what's your reaction and thoughts? We've seen them dance all the time. Obviously VMware, Dave as you pointed out yesterday, a big part of the valuation of Dell Technologies, but what's your observation on the presence of VMware here at Dell Technologies World? >> I mean I've said many times that this company and I said this about EMC, it's kind of a boring company without VMware. You put VMware in the mix and all of a sudden, it becomes very strategic and very interesting from a lot of standpoints. Certainly from a financial standpoint. Remember, the Class V transaction that took Dell public was the result of an $11 billion dividend because of VMware. They took VMware's cash and they said okay, we're going to give nine billion to the shareholders. Without VMware, that wouldn't have happened. As well, the multicloud strategy, the underpinning of that multicloud strategy is VMWare. What strikes me, John and Stu, is that the cultural change. You had Dell, you had EMC. They said ah yeah the companies are compatible, but they're different companies. They maybe had shared kind of goals and values, but they had different cultures and really in a short timeframe, Michael Dell and his team have put these two companies together and they have aligned in a big way. I mean they are basically saying VMware and Dell, boom. That's how we're going to market and you know, Pat's coming on later today and I'm sure he'll say hey we love NetApp, we love HBE, we love IBM, but it's clear what the preferred partnership is. >> Dave, when the acquisition happened, there was talks of synergies and we were like oh where are they going to cut everything? If I look around here, they've got the seven logos of the primary companies. It's Dell, Dell EMC, Pivotal, RSA, Secureworks, Virtustream and VMware. They're one company. Michael Dell will go on calls for any of them. Friends of mine at Pivotal says you talk to Michael quite a bit. You know, he's out there. We talked about it yesterday. Dell and VMware are closer and tighter aligned than EMC and VMware ever were. Now on the one hand, EMC kept them separate because the growth of virtualization required that. Today in this cloud environment, it's a different world and it's matured so VMware, sure, there's still work on HP and IBM and all this other stuff, but Dell leads that move as you said, Dave. >> John, you're big on culture. This is a founder culture. What's your take on what Michael Dell has accomplished and how does it stand to compare with sort of other great cultural transformations that you've seen? >> Well I think HBE is a great example of a culture that split, was uncharged there. We know what happened there and I think they're hurting, they're losing talent and they're not winning in categories across the board like Dell is. I think Michael Dell, the founder-led approach that he's having 'cause he told us years ago, if you guys remember, here on the record, also privately that I'm going to take this off the table with EMC and I'm going to do all these things. We're going to execute. So he brought his execution mojo and ecos of Dell and become Dell Technologies, as Stu pointed out, a portfolio of multiple companies under one umbrella and he brought the execution discipline and this is a theme, Dave. Last night at the analysts reception, as I was talking to other analysts and talking to some of the execs, both from VMware and Dell Technologies, that the execution performance across the board both on product integration, which was a weak spot as you know, is getting better, the business performance discipline. We're going to have the CFO on here to talk more about it, they're executing. Howard Elias is going to be on this afternoon. He called this three years ago when he was talking about the integration that they saw synergies, they saw opportunities and they were going to unpack those. They stayed relentless on that. So I think this is a great example of keeping the founders around for all the VC-backed companies. You're thinking about getting rid of founders. Never let a founder leave a company. They bring the vision, they bring also some guts and grit and they bring a perspective and you can put great talent and team around that, that attract and retain great executives like Michael's done and he's poaching HPE, other companies and pulling talent in 'cause they're executing. They pay well, it's a great place to work according to the statistics. So again, this is all because of the founder and if the founder's not around, you have all the fiefdoms and the policists who kick in and then it becomes kind of sideways. So that's kind of what I see other companies that don't have founders around and HP lost their founders obviously and then the culture kind of went a little bit sideways. So they're trying to get back in the game, seeing them go back to their roots. We'll see how they do. We don't do that show anymore and again we don't have a lot of visibility into what HP's doing but we do know, Dave, that they do not have a lot of the pieces on the board that Dell does. So if you want to have an end-to-end operating model, and you're missing key value activities of an end-to-end value chain, that's going to be hard to automate, it's hard to be a performant, it's going to be hard to be successful. So I think Dell is showing the playbook of how to be horizontally scalable operationally and offer perspectives and data-driven specialism in any industry in any vertical. >> Yeah Dave, if I can just on the cultural piece 'cause it's really interesting. You talked about EMC, East Coast hard driving versus VMware, software, Silicon Valley company. While they're working together, a lot of it, you know, I talk to VMware people and they're like well it's great the Dell force is just selling our stuff. It's not like I'm having storage shoved down my throat or we have to have our arms twisted. It's the product portfolio that they're selling, the vSAN, NSX, the management software suite and those pieces, things like SD-WAN, there's some good synergies there. So the product portfolio is a nice fit that just jointly go out to market that they just really line up well together and Dell's a very different cultural beast than EMC was. >> Well again, staying on culture for a moment, when I discussed with some of the folks that I know out of Hopkinton the narrative early on was oh Dell's ruining EMC, tearing it apart and so forth. When you talk to people today, they say, you know what, it was painful. Dell came in and said okay, you're going to be accountable, really had an accountability culture, but now they've come out the other side, the narrative is it was the right thing to do. Jeff Clarke came in and sort of forced this alignment. There's like no question about it. People, this is a guy who you know, his calendar's set for the year. People know where he's going to be, what meeting he's going to have, what's expected and they're prepared and it seems to be taking hold. I mean if a $90 billion company that's growing at 14% in revenues, in profitable revenues, that's quite astounding when you think about it and I think it's a big result of the speed at which Dell has brought in its operating model to the broader EMC and transformed itself. It's quite amazing. >> Awesome show, guys. We've got clips out there on the #DellTechWorld on Twitter. We've got a lot of videos. We've got two sets here, three days of wall-to-wall coverage. Final word on this intro for day two, guys. Thoughts on the show? It's not a boring show. It's a lot of activities, a lot of things. They've got an Alienware eSports gaming studio which I think is totally badass. A lot of kind of cool things here. It's not the glitz and glam that we've seen in other EMC Worlds before or Dell Worlds, but it's meat and potatoes and it's got a spring to its step here. I feel it's not, it feels good. That's my takeaway. >> Well the big theme is hybrid cloud and multicloud. Jon Rowe as we were leaving the room today that we were early with that multicloud. Thanks for everybody else in the industry for hopping on board. The reality is the first time I heard the sort of hybrid cloud was called private cloud. Chuck Hollis wrote a blog back in the mid to late 2000s. Now I will make an observation in the customers that I talk to. Multicloud is not thus far, has not thus far has been a deliberate strategy. In my opinion, it's been the outcropping of multivendor, shadow IT, lines of business and I think the corner office is saying hold on, we need to reign this in, we need to have a better understanding of what our cloud strategy is, build a platform that is hybrid and sure, multicloud, to build our digital transformation. We need IT to basically help us build this out to make sure we comply with the corporate edicts and that's what's happening. It is early days. There's a long way to go. >> Yeah, as Dave, as you know, I sat right down the hallway from Chuck Hollis when he wrote that piece and I went and I called up Chuck and I was like hey Chuck, this sure sounds like my next generation virtual data center stuff that I joined the CTO office to work on and he's like yeah, yeah, new marketing branding and I wrote a piece, exactly what you said, Dave, on Wikibon.com, hybrid and multicloud were a bunch of pieces, you know. It's not a cohesive strategy. The management's not there. We're starting to see maturation. Some of the point products, you know, developed really fast. When we talk about VMware on AWS, that happened really fast. I heard if you stop by the VMware booth here at the show, they're showing outposts and I said is a diagram? No, no, I've got customers in production running this. I'm like hold on, I need to hear about this. Outpost in production? But that strategy as you said, hybrid and multicloud, we're starting to get there, starting to pull it together. David Foyer wrote a phenomenal piece about hybridcloud taxonomy. We've spent a lot of time on the research side. Really what does the industry need to do, how should customers think about all of the layers? You know, data and networking and all of these components to help make not just a bunch of pieces but actually drive innovation and help be better than the sum of its parts. >> Well ironic followup on that post, the Chuck Hollis post was around they called it the private cloud and it was all about homogeneity and now multicloud is everything but homogeneous. Outpost, however, is. Same hardware, same software, same control plane, same data plane so interesting juxtaposition. >> We'll see Amazon Outpost. Guys, go to SiliconAngle.com, Wikibon.com. Great hybridcloud, multicloud analysis coverage and news. And some of the headlines hitting the net here. Dell Technologies makes VMware linchpin of hybrid cloud, data center as a service, end user strategies from Zdnet. eWEEK, Dell makes major hybrid cloud push. Obviously great analysis, guys, right on the number. Day two, CUBE coverage here in Las Vegas. I'm John Furrier, Dave Vellante, Stu Miniman. We've got two sets. Rebecca Knight, Lisa Martin and more. Stay tuned for more coverage of day two after the short break. (upbeat music)

>> Live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Welcome back to Las Vegas. Lisa Martin with too many man, You're watching The Cube Life from Del Technology. World twenty nineteen were here with about fifteen thousand other people, about four thousand Del Technologies Partners. But how? And now for the first time, we're pleased to welcome the CEO of Virtus Dream. Rory Reid Worry. It's great to have you joining student me on the Cube today. >> It is Lisa. It's a pleasure and riel honor to be on the show today. >> So this morning's Kino we were talking before we went live starts with lots of energy news announcements, partnerships, collaboration, walking, you. You're in industry veteran, which will dig into, I'm sure during the segment. >> Thirty five years. >> Thirty five years. That's >> amazing. Thirty five years is how old tells going tto be tthe when the next week. >> Thirty five years. >> That's a magic number. Congratulations. Thank you Virtus Dream. Talk to us about the integration you lead those efforts. Massive acquisition. What's going on now? What's exciting? You >> Well, I think it's kind of amazing what happened in the integration. This is the largest Tak integration in the world. Sixty seven billion dollars. Shortly after Del goes private, they're going to acquire Delhi, M. C, I, E, M, C and V M, where the huge undertaking thousands of people work on it less than ten months from the time it was announced. October of fifteen. It goes live on September seven sixteen. That's amazing, and our customers reacted and are partners in a just a kn amazing way. It's almost like it didn't happen. You know, I'm biased. I think it went really well. But look at the numbers. Look at the reaction in the marketplace. The growth, the synergy, the revenue, the kinds of impact. And then you see today at Del Adele Technology World. Michael does a keynote. He talked about the impact. Karen comes up and talks about giving back and the work that we're doing around Pathetic and printing three D and artificial intelligence based your limbs. I If you're not fired up about that, you can't get energized. And then you top that off with just a GN amazing discussion about the partnership between VM wear and Del Technologies on the Del Cloud And then the work that we're doing with Microsoft and Satya comes on stage with Michael and >> Pie. I >> mean, this is a power pack woman, and we put this company just three years ago together and look at the kind of impact its house in the industry. Amazing, just amazing. >> So worry. Yeah, I think Jeff Clarke said it well this morning. He said, If you're into technology and can't get excited by what's going on, you know, May maybe you're you know, it's kind of you know, my words. Maybe you're not in the right space. You've got a few of the interesting pieces of the Del Technologies family they talk about. You know, the massive acquisition of DMC with V M. Where Purchase dream Not such a small acquisition itself. Over a billion dollars, one point two billion dollars to billion dollars. And, you know, I remember back Bhumi wasn't out that long ago either, for you know, it was less than a billion dollars, but it was a >> ***. *** is an amazing set of technology. I know you're going tohave Chris McNab on later today. Chris and I have worked on what he called the gloomy acceleration plan the last two years. Way with that team have put in a strategy around taking advantage of just an amazing set of technology. Boo Mi's cloud integration software, I believe, is the absolute best on the planet and the work that we've done. We've doubled that business in the last eighteen months. We've added probably a billion dollars of market valuation they've reached. They add thousands of customers every quarter to that portfolio, the reach and touch and how that's going to drive the way data and applications talk in the cloud era. It's just at the beginning of the impact there. And then you look at a company like Virtus Dream. It's the leader in mission Critical application Work loads on the cloud. This is a company born on the cloud. It's based on the cloud nine years ago. It's the one hand to shake. Customers choose us with their most important applications and data because they need to know that it's gonna work and that we have the experience to Planet Tau migrated, optimize it and bring it to the cloud to cloud of fire and that were the single hand to shake. What's different about us is we have an eye *** way had the infrastructure as a service. We have a software stack with extreme software. Take time. I get fired up about Bloomie's technology Virtus Stream Extreme software. Amazing. And then on top of that, you layer on a white glove said of application and professional services. Very cool. But what was the coolest? Where some of the announcements today and how we're playing with its all of'Em went bare VM were based on, uh, Virtus Dream. And when they announced the partnership with Azure and the idea of V M wear work, clothes on Azure that's actually running will be running and running on. And we've been working with Microsoft and IBM where a virtuous string and it's and then and then you know >> when you say it's running on Virtue Stream, Is it your data centers? Is it part of the soft? Oh no, The >> data, the data centers air all Adger. It's using our software and our technology team have built that said, a technology that we've been in partnership for months with Microsoft and IBM, where to create this offering as one of the Cloud Service partners foundational. It's pretty foundation and you know it. But at the end of a think about del technology is one in the ingredient brand. Sure, that's foundational. This is a company built for the next ten years. Del Technologies. And the impact it's gonna have in the industry is just beginning. Where is it going to go? You saw it this morning in the Kino. Michael has some big, big ideas, >> so worry. A lot of times we look at things in the industry and people is like, Oh, it's binary. It's public cloud or Private Cloud. I've worked with a lot of service providers, and when you look at the world multi cloud, it's really more of an end in putting. That is together. Many of the service providers that air You know where I am seeing her del partners before you know, three or four years ago Oh my gosh, A ws and Microsoft. Well, okay. A partner a little like us off, But Amazons, the enemy. And today it's well, I have our stuff and I'm partnering and I probably have connections between them. Help us. Paint is toe where virtue stream fits into this. You know this spectrum today? >> Your stew. You're on the right point about multi cloud. We just did a press release today at a virtuous stream where we partnered with Forrester. We do, ah, whole industry study on the cloud and the future of the cloud multi cloud ninety seven percent of customers. We spoke to that force or spoke to have a multi cloud strategy for their mission. Critical applications at eighty nine percent of them plan to increase their spend on multi cloud mission critical activities. How we play in that space is that we're the trusted player we've done over eighteen hundred ASAP migration. Where an epic health care leader go talk to Novaya. They asked them how it's gone on Virtus Dreams Cloud amazing set of mission critical capability. But what we're taking is there's this infrastructure is a service in the software stack on the services that software stack is extreme. What we want to do is enable that software stack to manage data and applications in a private environment, a public environment on Prem, and it's all based on the M where so it ties directly into Jeff and Pat's announcement This morning, where they talked about Veum, where being a platform and how they're going to create the Del Cloud on that platform. Virtus Dream is one of the destinations for mission critical workload, but because it's based on VM, where technology it seamlessly begins to integrate across that and allows us to manage data and applications linking our extreme software with the BM, where capabilities that allowed that data and the AP eyes to exchange data and flow freely in a multi cloud world, ninety seven percent of the customers and the forest to research we just released are going to go multi cloud for mission critical, not just based. This's for their most critical applications data >> so future your energy is outstanding in your enthusiasm for this. What are some of the early reactions that customers air having to some of this exciting, groundbreaking news that's coming out today? What do your expectations? >> Well, you know, I spent time with customers, uh, every week and we talk about it, but I've actually talked to customers this day today about it. They found the energy, the passion that the technology that was introduced this morning was sort of game changing because to Stu's point, they are going in a multi cloud era and they know it's going to be multi cloud. And there's going to be on Prem public private. It's gonna link altogether. They need the technology trusted advisors that can work with them, not with a single answer. That only fits one way. Adele Technologies. You want to run on Prem? We have those capabilities you want to run on public count. We have those technologies you want to run in a hybrid kind of solution or a private cloud. We're going to create the ability with these announcements today, tow link it together and create the ability to do it seamlessly, efficiently, productively, cost effectively that allows Our customers too dramatically transformed their business to take them on that digital transformation to disrupt their industries and win. Because when our customers win, we win. That's what we do. Adelle Technologies, we and able our customers to win, and it's all about the customers every single day. You talked about the integration when Michael said every day when we were doing the integration, he said on every decision. When we were building the company, we basically built a new company level by level, he said. The guiding principle that every decision is customer in How does this matter of the customer? How does it make a difference for the customer? And I think we live that everyday. There's fifty fifteen thousand of our closest friends here in Las Vegas there, pretty excited to be here. And why did they take that time? Because we're one of their trusted partners on their digital transformation journey. That's not a bad place to be. If you can't get excited about that, >> Yeah, I'm Rory in the wrong industry. It was amazing to me how fast that immigration work happened. We talked to Howard Elias a bunch along the journey. I'm glad we finally get to you, get you on the record for >> Howard's in the Be's and Guy. What an awesome partner. >> And so you know, one of them's dried. It's ten months is you know, if this thing had taken twenty four months, so much of the industry would have changed by the time from when you went into when you went out. So I guess How do you how do you look at kind of those massive waves versus you know where you need to be with products today in the market and where customers are because you know the danger. You say I want to listen to the customers. Well, you get the old saying if you ask customers they wanted, you know Ah, faster buggy. You know how right you are so right, You make sure you're, you know, hitting that next wave and keeping up with it. I look at you know, all the pieces you have of the puzzle that is the family and in different places along the spectrum. >> Well, I think there's, you know, there's value in the diversity of thought, right, and we talk about on Workforce. But it's a business. The idea that Del technologies is this group of businesses and all these experiences coming together and the interactions with customers from the smallest mom and pop shops farms toe all the way to the most Jake Ganic industry. Transformational companies. You were exposed to a lot of things, and with the kind of forty, one hundred and forty thousand professionals working together and with Michael's vision and the El Tee's vision, there's an ability to see that future, and he is always looking at the future. It's interesting. I worked for a lot of interesting people, but you know, Michael's ability to Teo understand data and of you, he said. It's about having a big year, right? Your ears be twice the size of your mouth. I mean, you gotta listen. And I seriously think he must have a tree of Keebler elves creating data and information. I've never seen so much someone with more data and information. And he he listens. He values the input. He's quick to make a decision, but the team rot rallies around that idea. How can we find that future? And if we make a mistake, let's fix it fast. Let's learn really quick. Make that decision, learn quickly, adjust and capture the opportunity. And it's all about speed and what matters to the customer. I've seen it firsthand. I've been here four years. I spent twenty three years at IBM. I spent five years in Lenovo as their CEO and president. I was CEO and president of Advanced Micro Devices. It's amazing environment where you create a place where technological leaders come every day to solve the most difficult solutions with the founder of the company. That's one of the industry icons, and it's just an amazing privilege and honor to be part of it. And I think you feel that from every person you talk to, that's part of Del Technologies. I am being part of that. Integration was one of the most proudest experiences of my life, and you know what we did way never ran it as an integration office. We kept the decisions with the line with the business, and we had a rapid pays to get through it and decided, and we learned quickly and we adjusted as we went. It wasn't perfect, but it wass pretty close. It's pretty close and I'm bias. I got it. I buy just But it was good. It was good. It was really a great thing. And Howard, amazing guy. But it was because people believed in the vision and they all work together. And when people work together, you can grow, do amazing and great thing. >> You're right. It's all about the people >> it is >> or it's been such a pleasure. Having you on the cute this afternoon was to me. I wish we had more time because I know we can keep talking about it. You're gonna have to come back >> anytime. You like me. It was a pleasure. And thank you so much for taking time to speak to me when you talk to boo me this afternoon, make sure you get into that technology's world. Vast cloud integration platform >> you got. All right, guys. Thank you. Thank you. First to Minuteman. I'm Lisa Martin. You're watching the Cube live from Day one of our double sat coverage of Del technology World twenty nineteen. Thanks for watching.

>> Narrator: Live from Las Vegas, its theCUBE. Covering Dell EMC World 2017, brought to you by Dell EMC. >> Welcome back everyone, we are here live in Las Vegas for a wrap up on day three of three days of wall-to-wall coverage with theCUBE coverage at Dell EMC World, our eighth year covering EMC World Now, first year covering Dell EMC World. It's part of the big story of Dell and EMC combining entities, forming Dell Technologies, all those brands. I'm John Furrier with SiliconANGLE. My co-hosts this week, Paul Gillin and Keith Townsend, CTO Advisor. Guys, great week, I thought I'd be wrecked at this point. But, I mean, a lot of energy here but we heard every story. We heard all the commentary, we heard the EMC people trotting in, about their customer references. We hear the executives on message. Bottom line, let's translate it for everybody. (laughing) All the messaging, pretty tight. >> Yes. >> All singing the same songs. My take away real quickly on messaging, they want to portray that this is all good. Everything's fine. No icebergs ahead. We are going to help customers try to move from speeds to feeds, a bigger message. Not getting there yet. Still speeds and feeds. 14 (mumbles), 14G, that's kind of the high level, thoughts? >> This company wants to dominate. I mean, what we heard again and again these last few days is number one, number one. They want to own the top market share in every market in which they play, and they have a broad array of products to do that. They have a huge mix of products, maybe too many products, but with some overlap, but that's okay, but they clearly are trying to blanket or carpet bomb those markets where they think they can win. Interestingly, there are some markets like big data, like software or cloud infrastructure where they are choosing not to be a big player, and that's okay too. It means they are focused. >> John: Keith, your thoughts. >> So, again, I agree with you, tight marketing. They wanted to get out this message. I think if the present analysts get together at the beginning, they emphasized 310 analysts, from analysts and press, from all over the world. They get out the message. They get these guys and gals in here to cover that message that Dell Technologies, Dell EMC, is the leader in this space. You know what? When big mergers like this happen, I can't think of one that happened well. They are usually rocky to begin with. We haven't seen those rocks at the beginning. We haven't see that at the show. It seems like the messaging has been consistent, the customers more or less get it, and that we can't detect the chinks in the armor, so I think they did a great job of getting that out there, and portraying the stress of the brand, and throughout the show. It was a great show for them. >> They have a good story. Their story better together, obviously that's the whole theme. My impression is, in weaving through all the messaging, is generally, authentically the people are pretty happy with it. I think EMC people have been trying to break out of this, we're a storage company, you know, and I won't say they had a little bit of VMware envy, but VM World events were always different than the EMC World, so those culture clashes weren't necessarily too divergent, but different. You had storage guys, and you had VMware developers, right, so I think EMC was always trying to break out and be bigger, and just couldn't get there. Dell wanted to be more enterprise, right, so I think the two together actually is better, in my opinion. Now will it work? I still think your post is still open. They merged for the right reasons, but look it, they're not done. They got a boat-load of work to do. >> I think they're aware, to Keith's point, they are aware that history is against them, that mega mergers don't work, never have worked in this industry, and so that creates a lot of pressure to make this one work, and the good thing about that for both companies is that they're aware of what went wrong in the past. I mean, we had Howard Elias on this show the first day. Howard Elias went through two of the worst tech mega mergers in history with Compaq Digital and HP Compaq, knows where a lot of those landmines are, so they seemed hyper aware of getting everyone on message, getting everyone talking positively about synergy, and as you said John, the language was consistent from the start. >> Alright, I want to ask you guys a pointed question on that point cause it kind of brings out the next question. Management team, do they have the chops, because, to your point, history's against them, okay? We sat down with Michael Dell, founder, lead entrepreneur, still at the helm. He's a billionaire. They're private, so no shot clock on the public markets. Marius Haas, he's a pro. Howard Elias, a pro. Goulden, he does his thing. On and on and on. I think they got a pretty deep bench. I mean, your thoughts guys? >> So, let's think about that. How many bad mergers has EMC gone through? Data domain >> Paul: Home run. >> Incredible. >> Paul: Home run. >> Home run. >> Paul: DSSD. >> DSSD, well, not so much, but that wasn't really that big of a merger. >> They kind of cleaned that up pretty quickly. >> Yeah, they did, what doesn't work they get it out quick, so great management team understands the complexities of mergers. VMware merger, or acquisition, probably one of the best in the history of tech, so the management team has the chops to understand where the value is added, extract that value, and expand it. >> That's a great point. And they know when to leave stuff alone too. >> John: Yeah, engineering lead but they're also, because we heard Jeff Boudreau on talking about the storage challenges. He's like, we know what to do, we took the lumps trying to, late to the game on Flash, we're not going to be late to the game in these other areas, and he is very hyper focused. But the other thing that we didn't talk about is that EMC has just been an impeccably, credible sales organization. They know how to sell, they know how to motivate sales people. They know how to tell the tell the enterprise sales motion, which is the biggest challenge in today's industry. Every company I talked to, startup to growing IPO is we need better enterprise sales. Look at Google. Look what they're doing in the cloud. They are struggling because they have great tech and horrid sales people. They are hiring young people doing phone work. Enterprise sales is a tricky game. >> Arguably the best enterprise sales force on the planet was EMC. I mean, these are the guys who would get on a plane at midnight, would charter a plane at midnight, to get to the customer's site to fix a problem, and no other company does it like that, and Dell has a lot to learn from that. If Dell can really take that knowledge and that culture and absorb it into their own enterprise sales force, they are going to have huge opportunity with their server division. >> I want to take a minute just to thank our sponsors for their awesome CUBE coverage. You guys did great. Dell EMC, Toshiba, Virtustream, Cisco, Dato, Nutanix, Druva, and VMware. Thanks to your support, we had two CUBEs covering VM World, 20 plus videos a day, for 3 straight days. All that's on youtube.com/siliconangle. Of course, siliconangle.com for all the journalism and reporting. Wikibon.com for all the great research, and also a shoutout to Keith at @CTOAdvisor. Check him out on Twitter, always part of the conversation, super influential. Guys, great job this week. Just high level marks. My take away? Hyper converge, big time focus on these guys. VMware is the glue, Hybrid Cloud, and they're defensively using Pivotal to hold the line on Amazon, so thoughts on that point? I see you rolling your eyes. >> I just got out with James Watters, the SVP within that business unit. Pivotal is a key part of this. You know Michael has stressed on theCUBE, on Twitter, how important Pivotal is to their long term success. One of Dell's challenges, Dell EMC's, and this is not just Dell EMC, it's infrastructure companies throughout the landscape, is getting out of that conversation with their VP of infrastructure, getting into the offices of the CIOs, COs, CMO, and having these business conversations, and it's going to take a Pivotal type of solution to get that done. I thought Michael made a very great point that that white glove services, that's basically their service organization, is basically the older EMC services organization that's used to getting on a flight, solving the problem. Whatever the original statement at work was, they are willing to tear that up, and get down, get dirty, and get that done. They need to translate that >> The question for you then is this, without Pivotal, they have no play for the app developers? >> Keith: None. >> Amazon would mop that up and they'd have no positions, so I would say it is certainly a placeholder, a good one, I'm not going to deny that. The question is how big is that market for them. Can they get there, can they hold the line on Pivotal and bring in some resources and cavalry to keep that going, thoughts? >> This is where VMware comes into play. VMware has the relationship with the software layer at least, and they have a great story to tell. They need to get in front of the right people and tell that story, that CrossCloud story of being able to develop using CF and then move that to any cloud using NSX. Great story, but John, to your point, they have to get into the right rooms and have the right conversations, >> Yeah. >> Keith: That's a tough thing to do. >> I also got to give them some time. I mean, this merger happened eight months ago. I think it's pretty remarkable what they have pulled off here in such a short time, and to think about the developers are probably not their first priority right now. >> Alright, so we are going to do the metadata segment of our wrap up, which I just made up since it's such a good name, metadata, in the spirit of surveillance. What metadata can you pull out of your interviews, guys, that's a tea leaf that we could read and just nuance points, I'll start. Pat Gelsinger talked about Pivotal sharing, in between the conversations kind of weaved in, yeah, we had to spin out Pivotal, but I could almost see it in his eyes, he didn't say it specifically, but he's like, we shouldn't have sold it, right? And they had to because he said he had to work on the foundational stuff, get NSX done, get that right, but you can almost see that now as, I'd like to bring that back in, although a separate company. To me, I find that a very interesting data point, that that actually makes a lot of sense to your point about VMware. That might be an interesting combination. Why take Pivotal public, roll it into VMware. >> Yeah, I think that is going to be a interesting space to watch over the next few months. VMware and Pivotal have started to once again come back together with solutions. This NSX, CrossCloud talk makes it very compelling. It's hard to predict Dell EMC being relevant long term. They understand the value short term. They have a short rope to take advantage of this cross selling between the Dell and EMC customer. They can grow this business, get revenue short term, but there will be a cliff where they need to make that transition. Cisco is trying to make that transition into a services company, a software company, and it's hard to turn down one knob and turn the other one up. We'll see if Pat, Michael Dell, and the team have the chops to get it done. >> Cisco has to endure the public markets while they are doing that, which is one advantage Dell has. >> Data point that you can extract that you take away from this? >> Synergy, synergy. I mean when two companies this big come together, you're looking at a lot of product line overlap. I came out of this, though, thinking that there really isn't that much product line overlap. You've got a company that's strong in the mid market, with the small companies, a company that's strong in the enterprise, storage, servers, not a lot of overlap there. The big question for me, so I think the synergy question is this merger makes sense from that perspective, and the big question is software, what are they going to do with those software assets, and to your point, the future is going to be, software defined everything, and that's not a story they're telling yet. >> Keith, extracted insight that you observed that was notable that you kind of picked out of the pile of the interviews. Anything notable to you? Something obscure that made you go, wow I didn't know that, oh that's a good piece of the puzzle to put together. >> You know what, just the scale of, you look at the merger, 57 billion dollars, and on paper you are like, okay that's interesting, but a lot of the numbers coming out, you know, we talked to the senior VP of marketing and he says, you know, my guys are making bank, actually that's to paraphrase him. You said that John, that they are making bank, and one of the things that I worried about was the culture, the sales culture between Dell and EMC. Dell sales culture, very web based, very, you know I had a Dell rep and there was not an awful lot of value add, EMC >> Paul: Value add. >> The value add, and those guys earned their money, and bringing those two together and making sure that customers don't miss a beat and still get that EMC value, but Dell is able to maintain that same cost structure, I thought that was a really complicated thing to do. It seems like they are executing really well on that, and I thought from a customer's perspective, you want your supplier to make money and you want it to not be too disruptive, but you know, you want to see some value. >> Great point, that was one of highlights of my take aways, Marius Haas' interview around sales and comp and structure. They are used to a lot of bank, those sales guys, and now it's like, hey we're going to give you a haircut, what? I was about to make a million dollars on commissions this year. >> This merger will not work unless the sales organization is in sync. >> Other notables for me, just that jumped out at me, that kind of made me go, that amplifies a point, that's memorable is Michael Dell's interview hits home the point of entrepreneur founder, lead guy, and there's only three left in the industry, Ellison, Dell, and Bezos, in my mind that are billionaires that are actively, not mailing it in, they are actively driving their business, have a great ethos and culture that is creating durability. I find that the key point for me, that was a moment. I think he does sell Pivotal a little too much, which gives me a little red flag, like hmm, why is he pushing Pivotal so much, what is he hiding, but that's a different story. Michael Dell, founder. Gelsinger shared some personal commentary around his personal life. 2016 was the hardest year of his life. >> Keith: That was a mean story. >> Personal and business. Almost got fired. Remember last year? >> Yeah. >> Pat Gelsinger, you're fired. So, he had a tough year, now he's kicking ass, taking names, evaluation's on the rise. That jumped out at me. And finally, the little nuance in this merger is the alliance opportunity. Dell had the Intel, wintel, Microsoft relationships from day one, that history, Intel was on stage. EMC's had it, but not at the deep level that Dell did. So I see the alliance teams really grooving here, so that's going to impact channel marketing, SIs. I think you are going to see a massive power base, to your scale point, around alliances in the industry, the ecosystem. It's either going to blow up big or blow up bad. Either way its high octane power, Intel. >> Keith: It is a big bet. >> It's a big bet. Those are my points. Anything that jumped out at you, final thoughts, interviews? >> Jeff Townsend threw off an interesting statistic, 70% of the traffic on the internet will be video by 2020. I never heard that one before, but that has some pretty interesting implications for how infrastructure has to manage it. >> Yeah, great for our business. We're doing video right now. Keith, anything that jumped out at you, anything else? >> The scale of this show compared to, I've been at Dell World, I've been to EMC World. The energy is different here. I can say that for sure, from the EMC Worlds and the Dell Worlds that I've been at. Customers, I think, are wide eyed. I've been to plenty of VM World's. It doesn't quite have the flavor of a VM World, but I think customers are starting to understand the scale of Dell EMC, the entire portfolio. You walk the show floor, you're like, wow I didn't know >> John: The relevance has increased. >> Just little bits of this larger Dell technologies that customers are picking up on, that they're keying on that there's value there. >> The 800 pound gorilla, the very relevant impact, people are taking notice. >> If you are a one product Dell customer or a one product EMC customer and you are coming to the show for the first time, I think you're a little bit wowed. >> Alright, guys, great job. Keith, great to have you host theCUBE. Great job, as always. Really appreciate you bringing the commentary to theCUBE. Great stuff. >> Always great being here. >> Paul, great editorial, great insight, great questions. Great to work with you guys. Great to the team. Thanks to our sponsors. Go to siliconangle.com, wikibon.com, and go to youtube.com/siliconeangle and check out all the videos and the playlists, more coverage, great. Thanks for watching our special coverage of Dell EMC World 2017. See you next time.