(gentle music) >> Narrator: From around the globe, it's theCUBE with digital coverage of AnsibleFest 2020 brought to you by Red Hat. >> Hey, welcome back everybody. Jeff Frick here with theCUBE. Welcome back to our continuous coverage of AnsibleFest 2020. We're not in person this year, as everybody knows, but we're back covering the event. We're excited to be here and really our next guest we've had him on a lot of times. He's super insightful coming right off the keynote, driving into some really interesting topics that we're excited to get into. It's Chris Wright, he's the Chief Technology Officer of Red Hat Chris, great to see you. >> Hey, great to see you. Thanks for having me on. >> Absolutely. So let's jump into it. I mean, you covered so many topics in your keynote. The first one though, that just jumps off the page, right, is automation and really rethinking automation. You know, and I remember talking to a product manager at a hyperscaler many months ago, and he talked about the process of them mapping out their growth and trying to figure out how are they going to support it in their own data center. And he just basically figured out, we cannot do this at scale without automation. So I think the hyperscaler has been doing it, but really it's kind of a new approach for enterprises to incorporate new and more automation in what they do every day. >> It's a fundamental part of scaling. And I think we've learned over time that one we need programming interfaces on everything. So that's a critical part of beginning of the automation journey. So now you have a programmatic way to interact with all the things out there. But the other piece is just creating really confidence in knowing that when you're automating and you're taking tasks away from humans which are actually error prone and typing on the keyboard is not always the greatest way to get things done. The confidence that those automation scripts or playbooks are going to do the right things at the right time. And so, creating really a business and a mindset around infusing automation everything you do is a pretty big journey for the enterprise >> Right. And that's one of the topics you talked about as well. And you know it comes up all the time with digital transformation or software development. This kind of shift the focus from, you know, kind of it's a destination to it's a journey. And you talked very specifically that you need to think about automation as a journey and as a process and even a language, and really bake it into as many processes as you possibly can. I'm sure that shocks a lot of people and probably scares them but really that's the only way to achieve these types of scales that we're seeing out there. >> Well, I think so. And part of what I was trying to highlight is the notion that a business is filled with people with domain expertise. So everybody brings something to the table. You're a business analyst, you understand the business part of what you're providing. You're the technologist. You really understand the technology. There's a partner ecosystem coming in with a critical parts of the technology stack. And when you want to bring this all together, you need to have a common way to communicate. And the... What I was really trying to point out is a language for communication across all those different cross functional parts of your business is critical. Number one, and number two, that language can actually be an automation language. And so, choosing that language wisely obviously we're talking to AnsibleFest. So we're going to be talking a lot about Ansible in this context. Treating that language wisely is part of how you build the end to end sort of internalized view of what automation means to your business. >> Right. I wrote down a bunch of quotes that you talked about, you know, Ansible is the language of automation, and automation should be a primary communication language. Again, very different kind of language that we don't hear. Now, it's more than a tool but a process a constant process and should be an embedded component of any organization. So, I mean, you're really talking about automation as a first class citizen, not kind of this last thing for the most advanced or potentially last thing for the most simple things where we can apply this process, but really needs to be a fundamental core of the way you think about everything that you do. Really a very different way to think about things and probably really appropriate, you know, as we come out of 2020 in this kind of new world where, you know, everyone like distributed teams, well now you have distributed teams. And so, you know, the forcing function on better tooling, that's really wrapped in better culture has never been greater than we're seeing today. >> I completely agree with that. And that domain expertise, I think we understand well in certain areas. So for example, application developers, they rely on one another. So, you maybe as an application developer consuming a service from somebody else in your microservices architecture, and so you're dependent on that other engineering team's domain expertise. Maybe that's even the database service, and you're not a database DBA or an engineer that really builds schemas for databases. So we kind of get that notion of encapsulating domain expertise in the building and delivering about applications that notion the CICD pipeline, which itself is automating how you build and deliver applications, that notion of encapsulating domain expertise across a series of different functions in your business can go much broader than just building and delivering the application. It's running your business. And that's where it becomes fundamental. It becomes a process. That's the journey, you know, not the end state, but it's the... And it's not the destination, it's the journey that matters. And I've seen some really interesting ways that people actually work on this and try to approach it from the, "How do you change your mindset?" Here's one example that I thought was really unique. I was speaking with a customer who quite literally automated their existing process, and what they did was automate everything from generating the emails to the PDFs, which would then be shared as basically printed out documents for how they walked through business change when they're making a change in their product. And the reason they did that was not because that was the most efficient model at all. It was... That was the way they could get the teams comfortable with automation. If it produced the same artifacts that they were already used to, then it created confidence and then they could sort of evolve the model to streamline it because printing out a piece of paper to review it is not going to be the efficient way to (indistinct) change your business. >> Well, just to follow up on that, right? Cause I think what would probably scares a lot of people about automation, one is exception handling and can you get all the Edge cases in the use cases? So in the one you just talked about, how do they deal with that? And then I think the other one is just simply control. Do I feel confident enough that I can get the automation to a place that I'm comfortable to hand over control? And I'm just curious in that case you just outlined how do they deal with kind of those two factors? >> Well, they always enabled a human checkpoint, so especially in the beginning. So it was sort of trust but verify that model and over time you can look at the things that you really understand well and start with those and the things that have more kind of gray zones, where the exceptions may be the rule or maybe the critical part of the decision making process. Those can be sort of flagged as needs real kind of human intervention. And that's a way to sort of evolve and iterate and not start off with the notion that everything has to be automated. You can do it piecemeal and grow over time and you'll build confidence and you'll understand how to flag those exceptions, where you actually need to change your process itself because you may have bottlenecks that don't really make sense for the business anymore and where you can incorporate the exception handling into the automation essentially. >> Right, that's great. Thank you for sharing that example. I want to shift gears a little bit cause another big topic that you covered in your keynote that we talk about all the time on theCUBE is Edge. So everybody knows what a data center is, everybody knows what a public cloud is, you know lots of conversations around hybrid cloud and multicloud, et cetera, et cetera, et cetera. But this new thing is Edge and I think people talk about Edge in kind of an esoteric way, but I think you just nailed it. I mean you just nailed it very simply, moving the compute to where the data is collected and or consumed. You know I thought that was super elegant, but what you didn't get into on all the complexity is what means. I mean data centers are our pristine environments that they're very, very controlled, the environment's controlled, the network is controlled, the security is controlled and you have the vision of an Edge device and the one everyone always likes to use let's say like a wind farm. Those things are out in crazy harsh conditions and then there's still this balancing act as to what information does get stored and processed and used and then what does have to go back to the data center because it's not a substitute for the data center it's really an extension of the data center or maybe the data center is actually an extension of the Edge. Maybe that's a better way to think of it but we've had all these devices out there, now suddenly we're connecting them and bringing them into a network and add a control. And I just thought the Edge represents such a big shift in the way we're going to see compute change probably as fundamental I would imagine as the cloud shift has been. >> I believe it is, I absolutely believe it's as big a change in the industry as the cloud has been. The cloud really created scale, it created automation, programmatic interfaces to infrastructure and higher level services. But it also was built around a premise of centralization. I mean clouds themselves are distributed and so you can create availability zones and resilient applications, but there's still a sense of centralization. Edge is really embracing the notion that data production is kind of only up into the right and the way to scale processing that data and turning that data into insights and information that's valuable for our business is to bring compute closer to data. Not really a new concept, but the scale at which it's happening is what's really changing how we think about building infrastructure and building the support behind all that processing and it's that scale that requires automation. Because you're just not going to be able to manage thousands or tens of thousands or in certain scenarios even millions of devices without putting automation at the forefront. It's critical. >> Right. And we can't talk about Edge without talking about 5G and I laugh every time I'm watching football on Sundays and they have the 5G commercials on talking about my handset that I can order my food to get delivered faster at my house like completely missing the point. 5G is about machine to machine communication and the scale and the speed and the volume of machine to machine is so fundamentally different than humans talking voice to voice. And that's really this big drivers to instrument as you said, all these machines, all these devices there's already been sensors on them forever but now the ability to actually connect them and pull them into this network and start to use the data and control the machines is a huge shift in the way things are going to happen going forward. >> A couple of things that are important in there. Number one, that data production and sensors and bringing computer closer to data, what that represents is bringing the digital world and the physical world closer together. We'll experience that at a personal level with how we communicate we're already distributed in today's environment and the ways we can augment our human connections through a digital medium are really going to be important to how we maintain our human connections. And then on the enterprise side, we're building this infrastructure in 5G that when you think about it from a consumer point of view and ordering your pizza faster it really isn't the right way to think about it. Couple of key characteristics of 5G. Greater bandwidth, so you can just push more package to the network. Lower latency, so you're closer to the data and higher connection density and more reliable connections. And that kind of combination of characteristics make it really valuable for enterprise businesses. You can bring your data and compute close together you have these highly reliable and dense connections that allow for device proliferation and that's the piece that's really changing where the world's going. I like to think of it in a really simple way which is, 4G and the cloud and the smartphone created a world that today we take for granted, 10 years ago we really couldn't imagine what it looked like. 5G, device proliferation and Edge computing today is building the footprint for what we can't really imagine what we will be taking for granted in 10 years from now. So we're at this great kind of change inflection point in the industry. >> I have to always take a moment to call out (indistinct). I think it's the most underappreciated law and it's been stolen by other people and repackage many ways, but it's basically we overestimate the impact of these things in the short term and we way, way, way, way, kind of underestimate the impact in the longterm and I think your story in they keynote about once we had digital phones and smartphones, we don't even think twice about looking at a map and where are we and where is a store close buy-in are they open and is there a review? I mean the infrastructure to put that together kind of an API based economy which is pulling together all these bits and pieces the stupid relay expectation of performance and how fast that information is going to be delivered to me. I think we still take it for granted, as you said I think it's like magic and we never thought of all the different applications of these interconnected apps enabled by and always on device that's always connected and knows where we are it's a huge change. And as you say that when we think about 5G, 10 years from now, oh my goodness, where are we going to be? >> It's hard to imagine? It really is hard to imagine and I think that's okay. And what we're doing today is introducing everything that we need to help businesses evolve, take advantage of that and that scale of the Edge is a fundamental characteristic of the Edge. And so automating to manage that scale is the only way you're going to be successful and extending what we've learned in the data center, how to the Edge using the same tools, the things we already understand really is a great way to evolve a business. And that's where that common language and the discussions that I was trying to generate around Ansible as a great tool, but it's not just the tool, it's the whole process, the mindset. The culture changed the way you change how you operate your business that's going to allow us to take advantage of the future where my clothes are full of sensors and you can look through a video camera and tell immediately that I'm happy with this conversation. That's a very different kind of augmented reality than we have today and maybe it's a bad example but it's hard to imagine really what it will be like. >> So, Chris, I just want to close on a slight shift. We've been talking a lot about technology, but you talk about culture all the time and really it's about the people and I think a number of times in the keynote you reinforced this is about people and culture. And I just had InaMarie Johnson on the Chief Diversity Officer from Zendesk and she said culture eats strategy for breakfast. Great line. So I wonder if you can talk about the culture because it's very different and you've seen it in opensource from Red Hat for a long time really a shifting culture around opensource the shifting culture around DevOps and continuous delivery and change is a good thing, not a bad thing and we want to be able to change our code frequently and push out new features. So again, as you think of automation and culture, what kind of comes to mind and what should people be thinking about when they think about the people and less about the technology? >> Well, there's a couple of things. Some I'll reinforce what we already touched on which is the notion of creating confidence in the automation. So there's an element of trust associated with that and that's more maybe trusting the technology. So when you're automating something you've already got a process, you already understand how something works, it's turning that something into an automated script or playbook in the Ansible context and trusting that it's going to do the right thing. There's another important part of trust which is getting more to the people part. And I've learned this a lot from open source communities collaboration and communities are fundamentally built around trust and human trust relationships. And the change in process, trusting not only that the tools are going to the right job but that people are really assuming good intent and working with or trying to build for the right outcomes for your business. I think that's a really important part of the overall picture. And then finally that trust is extended to knowing that that change for the business isn't going to compromise your job. So thinking differently about what is your job? Is your job to do the repetitive task or is your job to free up your time from that repetitive task to think more creatively about value you can bring to the business. And that's where I think it's really challenging for organizations to make changes because you build a personal identity around the jobs that you do and making changes to those personal identities really gets to the core of who you are as a person. And that's why I think it's so complicated. The tools almost start the easy part, it's the process changes and the cultural changes, the mindset changes behind that which is difficult but more powerful in the end. >> Well, I think people process tools the tech is always the easy part relative to culture and people in changing the way people do things and as you said, who their identity is, how they get kind of wrapped into what they do and what they think their value is and who they are. So to free them up from that that's a really important point. Well, Chris, I always love having you on, thank you for coming on again, sharing your insight, great keynote. And give your the last word about AnsibleFest 2020. What are you looking forward to take away from this little show? >> Well, number one, my personal hope is that the conversation that I was trying to sort of ignite through the keynote is an opportunity for the community to see where Ansible fits in the Edge and automation and helping really the industry at large scale. And that key part of bringing a common language to help change how we communicate internally is the message I was hoping to impart on the AnsibleFest Community. And so hopefully we can take that broader and appreciate the time here to really amplify some of those messages. >> All right, great. Well, thanks a lot Chris and have a great day. >> Thanks Jeff, thank you. >> All right. He's Chris, I'm Jeff you're watching theCUBE and our ongoing coverage of AnsibleFest 2020. Thanks for watching we'll see you next time. (gentle music)

>> Narrator: From around the globe, it's theCube. With digital coverage of AnsibleFest 2020. Brought to you by Red Hat. (twinkly music) >> Hey, welcome back, everybody. Jeff Frick here with theCube. Welcome back to our continuous coverage of AnsibleFest 2020. We're not in-person this year, as everybody knows, but we're back covering the event. We're excited to be here, and really our next guest... We've had him on a lot of times. He's super insightful. Coming right off the keynote, diving into some really interesting topics that we're excited to get into, and it's Chris Wright. He's the chief technology officer of Red Hat. Chris, great to see you. >> Hey, great to see you. Thanks for having me on. >> Absolutely. So let's jump into it. I mean, you covered so many topics in your keynote. The first one though, that just jumps off the page, right, is automation, and really rethinking automation. And I remember talking to a product manager at a hyperscaler many moons ago, and he talked about the process of them mapping out their growth and trying to figure out how they were going to support it in their own data center. And he just basically figured out we cannot do this at scale without automation. So I think the hyperscalers have been doing it, but really it's kind of a new approach for enterprises to incorporate new, and more, automation into what they do every day. >> It's a fundamental part of scaling, and I think we've learned over time that, one, we need programming interfaces on everything. So that's a critical part of beginning of the automation journey, so now you have a programmatic way to interact with all the things out there. But the other piece is just creating, really, confidence in knowing that when you're automating and you're taking tasks away from humans, which are actually error-prone, and typing on a keyboard is not always the greatest way to get things done, the confidence that those automation scripts, or playbooks, are going to do the right things at the right time. And so creating, really, a business and a mindset around infusing automation into everything you do is a pretty big journey for the enterprise. >> Right. And that's one of the topics you talked about as well, and it comes up all the time with digital transformation or software development; this kind of shift the focus from kind of it's a destination to it's a journey. And you talked very specifically that you need to think about automation as a journey, and as a process, and even a language, and really bake it into as many processes as you possibly can. I'm sure that shocks a lot of people and probably scares them, but really that's the only way to achieve the types of scales that we're seeing out there. >> Well, I think so. And part of what I was trying to highlight is the notion that a business is filled with people with domain expertise. So everybody brings something to the table. You're a business analyst. You understand the business part of what you're providing. You're the technologist. You really understand the technology. There's a partner ecosystem coming in with a critical parts of the technology stack. When you want to bring this all together, you need to have a common way to communicate. What I was really trying to point out is a language for communication across all those different cross-functional parts of your business is critical, number one, and number two, that language can actually be an automation language. And so choosing that language wisely... Obviously, we're talking at AnsibleFest, so we're going to be talking a lot about Ansible in this context. Choosing that language wisely is part of how you build the end-to-end sort of internalized view of what automation means to your business. >> Right. I mean, I wrote down a bunch of quotes that you talked about. "Ansible is the language of automation, and automation should be a primary communication language." Again, very different kind of language that we don't hear. And that it's "more than a tool, but a process, a constant process, and should be an embedded component of any organization." So I mean, you're really talking about automation as a first class citizen, not kind of this last thing for the most advanced, or potentially last thing for the most simple things where we can apply this process, but really needs to be a fundamental core of the way you think about everything that you do. Really a very different way to think about things, and probably really appropriate as we come out of 2020 in this kind of new world where everyone liked distributed teams. Well, now you have distributed teams, and so the forcing function on better tooling that's really wrapped in better culture has never been greater than we're seeing today. >> I completely agree with that. That domain expertise I think we understand well in certain areas. So for example, application developers, they rely on one another. So you're, maybe as an application developer, consuming a service from somebody else in your microservices architecture, and so you're dependent on that other engineering team's domain expertise. Maybe that's even the database service, and you're not a database, a DBA, or an engineer that really builds schemas for databases. We kind of get that notion of encapsulating domain expertise in the building and delivering of applications. That notion, the CI/CD pipeline, which itself is automating how you build and deliver applications, that notion of encapsulating domain expertise across a series of different functions in your business can go much broader than just building and delivering the application. It's running your business. And that's where it becomes fundamental. It becomes a process that's the journey. Not the end state. And it's not the destination. It's the journey that matters. And I've seen some really interesting ways that people actually work on this and try to approach it from the "how do you change your mindset?" Here's one example that I thought was really unique. I was speaking with a customer who quite literally automated their existing process, and what they did was automate everything from generating the emails to the PDFs, which would then be shared as basically printed out documents for how they walked through business change when they're making a change in their product. And the reason they did that was not because that was the most efficient model at all. It was that was the way they could get the teams comfortable with automation. If it produced the same artifacts that they were already used to, then it created confidence, and then they could sort of evolve the model to streamline it, because printing out a piece of paper to review, it is not going to be the efficient way to make changes in your business. >> Well, just to follow up on that, right, cause I think what probably scares a lot of people about automation... One is exception handling, right? And can you get all the edge cases in the use case. So in the one you just talked about, how do they deal with that? And then I think the other one is just simply control. Do I feel confident enough that I can get the automation to a place that I'm comfortable to hand over control? And I'm just curious, in that case you just outlined, how do they deal with kind of those two factors? >> Well, they always enabled a human checkpoint. Especially in the beginning. So it was sort of "trust but verify" that model, and over time you can look at the things that you really understand well and start with those, and the things that have more kind of gray zones, where the exceptions may be the rule, or may be the critical part of the decision making process, those can be sort of flagged as "needs real kind of human intervention," and that's a way to sort of evolve, and iterate, and not start off with the notion that everything has to be automated. You can do it piecemeal and grow over time, and you'll build confidence, and you'll understand where... How to flag those exceptions, where you actually need to change your process itself, because you may have bottlenecks that don't really make sense for the business anymore, and where you can incorporate the exception handling into the automation, essentially. >> Right. That's great. Thank you for sharing that example. I want to shift gears a little bit, cause another big topic that you covered in your keynote that we talk about all the time on theCube is edge, right? So everybody knows what a data center is. Everybody knows what a public cloud is. Lots of conversations around hybrid cloud and multi cloud, et cetera, et cetera, et cetera... But this new thing is edge, and I think people talk about edge in kind of an esoteric way, but I think you just nailed it. I mean, you just nailed it. It's very simply moving the compute to where the data is collected and/or consumed. I thought that was super elegant, but what you didn't get into on all the complexity is what that means, right? I mean, data centers are pristine environments that... They're very, very controlled. The environment's controlled. The network is controlled. The security is controlled, and you have the vision of an edge device. And the one everyone always likes to use is say like a wind farm, right? Those things are out in crazy harsh conditions, and then there's still this balancing act as to what information does get stored, and processed, and used, and then what does have to go back to the data center, because it's not a substitute for the data center. It's really an extension of the data center, or maybe the data center is actually an extension of the edge. Maybe that's a better way to think of it, but we've had all these devices out there. Now, suddenly we're connecting them and bringing them into a network and adding control. And I just thought the edge represents such a big shift in the way we're going to see compute change. Probably as fundamental, I would imagine, as the cloud shift has been. >> I believe it is. I absolutely believe it's as big a change in the industry as the cloud has been. The cloud really created scale. It created automation, programmatic interfaces to infrastructure and higher level services. But it also was built around a premise of centralization. I mean, clouds themselves are distributed, and so you can create availability zones and resilient applications, but there's still a sense of centralization. Edge is really embracing the notion that data production is kind of only up and to the right, and the way to scale, processing that data, and turning that data into insights and information that's valuable for a business, is to bring compute closer to data. It's not really a new concept, but the scale at which it's happening is what's really changing how we think about building infrastructure and building the support behind all that processing. And it's that scale that requires automation, because you're just not going to be able to manage thousands, or tens of thousands, or in certain scenarios even millions of devices, without putting automation at the forefront. It's critical. >> Right. And we can't talk about edge without talking about 5G, and I laugh every time I'm watching football on Sundays and they have the 5G commercials on talking about my handset, that I can order my food to get delivered faster at my house, completely missing the point, right? 5G's about machine-to-machine communication, and the scale, and the speed, and the volume of machine-to-machine is so fundamentally different than humans talking voice-to-voice. And that's really this big driver to instrument, as you said, all these machines, all these devices. There's been sensors on them forever, but now the ability to actually connect them, and pull them into this network, and start to use the data, and control the machines is a huge shift in the way things are going to happen going forward. >> Well, it's a couple of things that are important in there. Number one, that data production, and sensors, and bringing compute closer to data, what that represents is bringing the digital world and the physical world closer together. We'll experience that at a personal level with how we communicate. We're already distributed in today's environment, and the ways we can augment our human connections through a digital medium are really going to be important to how we maintain our human connections. And then on the enterprise side, we're building this infrastructure in 5G that when you think about it from a consumer point of view and ordering your pizza faster, it really isn't the right way to think about it. Couple of key characteristics of 5G: greater bandwidth, so you can just push more packets through the network; lower latency, so you're closer to the data; and higher connection density and more reliable connections, and that kind of combination of characteristics make it really valuable for enterprise businesses. You can bring your data and compute close together. You have these highly reliable and dense connections that allow for device proliferation, and that's the piece that's really changing where the world's going. I like to think of it in a really simple way, which is 4G, and the cloud, and the smartphone created a world that today we take for granted. 10 years ago, we really couldn't imagine what it looked like. >> 5G- >> Jeff: Like tomorrow... Excuse me. >> Device proliferation, and edge computing today is building the footprint for what we can't really imagine what we will be taking for granted in 10 years from now. So we're at this great kind of change in inflection point in the industry. >> Yeah. I have to always take a moment to call out a Amara's law. I think it's the most underappreciated law. It's been stolen by other people and repackaged many ways, but it's basically we overestimate the impact of these things in the short term, and we way, way, way, way kind of underestimate the impact in the longterm. And I think your story in they keynote about once you had digital phones and smartphones, we don't even think twice about looking at a map, and where are we, and where's a store close by, and are they open, and is there a review? I mean, the infrastructure to put that together, kind of an API-based economy, which is pulling together all these bits and pieces... (scoffs) The stupid rely... Expectation, right, of performance, and how fast that information's going to be delivered to me. I think we so take it for granted. As you say, I think it's like magic, and we never thought of all the different applications of these interconnected apps enabled by an always-on device that's always connected and knows where we are. It is a huge change, and as you say that when we think about 5G... (chuckling) 10 years from now. Oh, my goodness. Where are we going to be? >> It's hard to imagine? I mean, it really is hard to imagine, and I think that's okay. And what we're doing today is introducing everything that we need to help businesses evolve. Take advantage of that. And that scale of the edge is... It's a fundamental characteristic of the edge, and so automating to manage that scale is the only way you're going to be successful, and extending what we've learned in the data center out to the edge using the same tools, the things we already understand, really is a great way to evolve a business. And that's where that common language and the discussions that I was trying to generate around Ansible as a great tool. But it's not just the tool, it's the whole process, the mindset, the culture change, the way you change how you operate your business that's going to allow us to take advantage of the future where my clothes are full of sensors and you can look through a video camera and tell immediately that I'm happy with this conversation. That's a very different kind of augmented reality than we have today. Maybe it's a bad example, but it's hard to imagine really what it'll be like. >> So Chris, I just want to close on a slight shift, right? We've been talking a lot about technology, but you talk about culture all the time, and really, it's about the people. And I think a number of times in the keynote you reinforced this is about people and culture. And I just had I'm InaMarie Johnson on, the chief diversity officer from Zendesk. And she said culture eats strategy for breakfast. Great line. So I wondered if you can talk about the culture, because it's very different and you've seen it in opensource from Red Hat for a long time, really, a shift in culture around opensource, the shift in culture around devops, and continuous delivery, and "change is a good thing, not a bad thing," and we want to be able to change our code frequently and push out new features. So again, as you think of automation and culture, what kind of comes to mind, and what should people be thinking about when they think about the people and less about the technology? >> Well, there's a couple of things. I'll reinforce what we already touched on, which is the notion of creating confidence in the automation. There's an element of trust associated with that, and that's more maybe trusting the technology. So when you're automating something, you've already got a process. You already understand how something works. It's turning that something into an automated script, or playbook in the Ansible context, and trusting that it's going to do the right thing. There's another important part of trust, which is getting more to the people part, and I've learned this a lot from opensource communities. Collaboration and communities are fundamentally built around trust, and human trust relationships, and the change in process, trusting not only that the tools are going to do the right job, but the people are really... Assuming good intent, and working with they're trying to build for the right outcomes for your business, I think that's a really important part of the overall picture. And then finally, that trust is extended to knowing that that change for the business isn't going to compromise your job, right? So thinking differently about what is your job. Is your job to do the repetitive task, or is your job to free up your time from that repetitive task to think more creatively about value you can bring to the business? That's where I think it's really challenging for organizations to make changes because you build a personal identity around the jobs that you do, and making changes to those personal identities really gets to the core of who you are as a person. That's why I think it's so complicated. The tools almost are the easy part. It's the process changes and the cultural changes, the mindset changes behind that which is difficult, but more powerful in the end. >> Yeah. Yeah. Well, I think people, process, tools... The tech is always the easy part relative to culture, and people, and changing the way people do things, and as you said, who their identity is, how they get kind of wrapped into what they do, and what they think their value is, and who they are. So to free them up from that, that's a really important point. Well, Chris, I always love having you on. Thank you for coming on again, sharing your insight. Great keynote, and give me the last word about AnsibleFest 2020. What are you looking forward to take away from this little show? >> Well, number one, my personal hope is that the conversation that I was trying to sort of ignite through the keynote is an opportunity for the community to see where Ansible fits in the edge and automation, and helping, really the industry at large, scale. And that key part of bringing a common language to help change how we communicate internally is the message I was hoping to impart on the AnsibleFest community, and so hopefully we can take that broader. Appreciate the time here to really amplify some of those messages. >> All right. Great. Well, thanks a lot, Chris, and have a great day. >> Thanks, Jeff. Thank you. >> All right. He's Chris. I'm Jeff. You're watching theCube, and our ongoing coverage of AnsibleFest 2020. Thanks for watching. We'll see you next time. (twinkly music)

>> Announcer: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is theCUBE conversation. >> Hey, welcome back everybody Jeff Frick here with the cube. This is a special week it's Grace Hopper week, and Grace Hopper is the best name in tech conferences. The celebration of women in computing, and we've been going there for years we're not there this year, but one of the themes that comes up over and over at Grace Hopper is women and girls need to see women in positions that they can envision themselves being in someday. That is a really important piece of the whole diversity conversation is can I see people that I can role model after and I just want to bring up something from a couple years back from 2016 when we were there, we were there with Mimi Valdez, Christina Deoja and Dr. Jeanette Epps, Dr. Jeanette Epps is the astronaut on the right. They were there talking about "The Hidden Figures" movie. If you remember it came out 2016, it was about Katherine Johnson and all the black women working at NASA. They got no credit for doing all the math that basically keep all the astronauts safe and they made a terrific movie about it. And Janet is going up on the very first Blue Origin Space Mission Next year. This was announced a couple of months ago, so again, phenomenal leadership, black lady astronaut, going to go into space and really provide a face for a lot of young girls that want to get into that and its clearly a great STEM opportunity. So we're excited to have four terrific women today that well also are the leaders that the younger women can look up to and follow their career. So we're excited to have them so we're just going to go around. We got four terrific guests, our first one is Annabel Chang, She is the Head of State Policy and Government Regulations at Waymo. Annabel great to see you, where are you coming in from today? >> from San Francisco >> Jeff: Awesome. Next up is Inamarie Johnson. She is the Chief People and Diversity Officer for Zendesk Inamarie, great to see you. Where are you calling in from today? >> Great to be here. I am calling in from Palos Verdes the state >> Jeff: awesome >> in Southern California. >> Jeff: Some of the benefits of a virtual sometimes we can, we couldn't do that without the power of the internet. And next up is Jennifer Cabalquinto she is the Chief Financial Officer of the Golden State Warriors. Jennifer, great to see you Where are you coming in from today? >> Well, I wish I was coming in from the Chase Center in San Francisco but I'm actually calling in from Santa Cruz California today. >> Jeff: Right, It's good to see you and you can surf a lot better down there. So that's probably not all bad. And finally to round out our panelists, Kate Hogan, she is the COO of North America for Accenture. Kate, great to see you as well. Where are you coming in from today? >> Well, it's good to see you too. I am coming in from the office actually in San Jose. >> Jeff: From the office in San Jose. All right, So let's get into it . You guys are all very senior, you've been doing this for a long time. We're in a kind of a crazy period of time in terms of diversity with all the kind of social unrest that's happening. So let's talk about some of your first your journeys and I want to start with you Annabel. You're a lawyer you got into lawyering. You did lawyering with Diane Feinstein, kind of some politics, and also the city of San Francisco. And then you made this move over to tech. Talk about that decision and what went into that decision and how did you get into tech? 'cause we know part of the problem with diversity is a pipeline problem. You came over from the law side of the house. >> Yes, and to be honest politics and the law are pretty homogenous. So when I made the move to tech, it was still a lot of the same, but what I knew is that I could be an attorney anywhere from Omaha Nebraska to Miami Florida. But what I couldn't do was work for a disruptive company, potentially a unicorn. And I seized that opportunity and (indistinct) Lyft early on before Ride Hailing and Ride Sharing was even a thing. So it was an exciting opportunity. And I joined right at the exact moment that made myself really meaningful in the organization. And I'm hoping that I'm doing the same thing right now at Waymo. >> Great, Inamarie you've come from one of my favorite stories I like to talk about from the old school Clorox great product management. I always like to joke that Silicon Valley needs a pipeline back to Cincinnati and Proctor and Gamble to get good product managers out here. You were in the classic, right? You were there, you were at Honeywell Plantronics, and then you jumped over to tech. Tell us a little bit about that move. Cause I'm sure selling Clorox is a lot different than selling the terrific service that you guys provide at Zendesk. I'm always happy when I see Zendesk in my customer service return email, I know I'm going to get taken care of. >> Oh wow, that's great. We love customers like you., so thank you for that. My journey is you're right from a fortune 50 sort of more portfolio type company into tech. And I think one of the reasons is because when tech is starting out and that's what Zendesk was a few five years back or so very much an early stage growth company, two things are top of mind, one, how do we become more global? And how do we make sure that we can go up market and attract enterprise grade customers? And so my experience having only been in those types of companies was very interesting for a startup. And what was interesting for me is I got to live in a world where there were great growth targets and numbers, things I had never seen. And the agility, the speed, the head plus heart really resonated with my background. So super glad to be in tech, but you're right. It's a little different than a consumer products. >> Right, and then Jennifer, you're in a completely different world, right? So you worked for the Golden State Warriors, which everybody knows is an NBA team, but I don't know that everyone knows really how progressive the Warriors are beyond just basketball in terms of the new Chase Center, all the different events that you guys put on it. And really the leadership there has decided we really want to be an entertainment company of which the Golden State Warrior basketball team has a very, very important piece, you've come from the entertainment industry. So that's probably how they found you, but you're in the financial role. You've always been in the financial role, not traditionally thought about as a lot of women in terms of a proportion of total people in that. So tell us a little bit about your experience being in finance, in entertainment, and then making this kind of hop over to, I guess Uber entertainment. I don't know even how you would classify the warriors. >> Sports entertainment, live entertainment. Yeah, it's interesting when the Warriors opportunity came up, I naturally said well no, I don't have any sports background. And it's something that we women tend to do, right? We self edit and we want to check every box before we think that we're qualified. And the reality is my background is in entertainment and the Warriors were looking to build their own venue, which has been a very large construction project. I was the CFO at Universal Studios Hollywood. And what do we do there? We build large attractions, which are just large construction projects and we're in the entertainment business. And so that sort of B to C was a natural sort of transition for me going from where I was with Universal Studios over to the Warriors. I think a finance career is such a great career for women. And I think we're finding more and more women entering it. It is one that you sort of understand your hills and valleys, you know when you're going to be busy and so you can kind of schedule around that. I think it's really... it provides that you have a seat at the table. And so I think it's a career choice that I think is becoming more and more available to women certainly more now than it was when I first started. >> Yeah, It's interesting cause I think a lot of people think of women naturally in human resources roles. My wife was a head of human resources back in the day, or a lot of marketing, but not necessarily on the finance side. And then Kate go over to you. You're one of the rare birds you've been at Accenture  for over 20 years. So you must like airplanes and travel to stay there that long. But doing a little homework for this, I saw a really interesting piece of you talking about your boss challenging you to ask for more work, to ask for a new opportunity. And I thought that was really insightful that you, you picked up on that like Oh, I guess it's incumbent on me to ask for more, not necessarily wait for that to be given to me, it sounds like a really seminal moment in your career. >> It was important but before I tell you that story, because it was an important moment of my career and probably something that a lot of the women here on the panel here can relate to as well. You mentioned airplanes and it made me think of my dad. My father was in the air force and I remember him telling stories when I was little about his career change from the air force into a career in telecommunications. So technology for me growing up Jeff was, it was kind of part of the dinner table. I mean it was just a conversation that was constantly ongoing in our house. And I also, as a young girl, I loved playing video games. We had a Tandy computer down in the basement and I remember spending too many hours playing video games down there. And so for me my history and my really at a young age, my experience and curiosity around tech was there. And so maybe that's, what's fueling my inspiration to stay at Accenture for as long as I have. And you're right It's been two decades, which feels tremendous, but I've had the chance to work across a bunch of different industries, but you're right. I mean, during that time and I relate with what Jennifer said in terms of self editing, right? Women do this and I'm no exception, I did this. And I do remember I'm a mentor and a sponsor of mine who called me up when I'm kind of I was at a pivotal moment in my career and he said you know Kate, I've been waiting for you to call me and tell me you want this job. And I never even thought about it. I mean I just never thought that I'd be a candidate for the job and let alone somebody waiting for me to kind of make the phone call. I haven't made that mistake again, (laughing) but I like to believe I learned from it, but it was an important lesson. >> It's such a great lesson and women are often accused of being a little bit too passive and not necessarily looking out for in salary negotiations or looking for that promotion or kind of stepping up to take the crappy job because that's another thing we hear over and over from successful people is that some point in their career, they took that job that nobody else wanted. They took that challenge that really enabled them to take a different path and really a different Ascension. And I'm just curious if there's any stories on that or in terms of a leader or a mentor, whether it was in the career, somebody that you either knew or didn't know that was someone that you got kind of strength from kind of climbing through your own, kind of career progression. Will go to you first Annabel. >> I actually would love to talk about the salary negotiations piece because I have a group of friends about that we've been to meeting together once a month for the last six years now. And one of the things that we committed to being very transparent with each other about was salary negotiations and signing bonuses and all of the hard topics that you kind of don't want to talk about as a manager and the women that I'm in this group with span all types of different industries. And I've learned so much from them, from my different job transitions about understanding the signing bonus, understanding equity, which is totally foreign to me coming from law and politics. And that was one of the most impactful tools that I've ever had was a group of people that I could be open with talking about salary negotiations and talking about how to really manage equity. Those are totally foreign to me up until this group of women really connected me to these topics and gave me some of that expertise. So that is something I strongly encourage is that if you haven't openly talked about salary negotiations before you should begin to do so. >> It begs the question, how was the sensitivity between the person that was making a lot of money and the person that wasn't? And how did you kind of work through that as a group for the greater good of everyone? >> Yeah, I think what's really eye opening is that for example, We had friends who were friends who were on tech, we had friends who were actually the entrepreneurs starting their own businesses or law firm, associates, law firm partners, people in PR, so we understood that there was going to be differences within industry and frankly in scale, but it was understanding even the tools, whether I think the most interesting one would be signing bonus, right? Because up until a few years ago, recruiters could ask you what you made and how do you avoid that question? How do you anchor yourself to a lower salary range or avoid that happening? I didn't know this, I didn't know how to do that. And a couple of women that had been in more senior negotiations shared ways to make sure that I was pinning myself to a higher salary range that I wanted to be in. >> That's great. That's a great story and really important to like say pin. it's a lot of logistical details, right? You just need to learn the techniques like any other skill. Inamarie, I wonder if you've got a story to share here. >> Sure. I just want to say, I love the example that you just gave because it's something I'm super passionate about, which is transparency and trust. Then I think that we're building that every day into all of our people processes. So sure, talk about sign on bonuses, talk about pay parody because that is the landscape. But a quick story for me, I would say is all about stepping into uncertainty. And when I coach younger professionals of course women, I often talk about, don't be afraid to step into the role where all of the answers are not vetted down because at the end of the day, you can influence what those answers are. I still remember when Honeywell asked me to leave the comfort of California and to come to the East coast to New Jersey and bring my family. And I was doing well in my career. I didn't feel like I needed to do that, but I was willing after some coaching to step into that uncertainty. And it was one of the best pivotal moment in my career. I didn't always know who I was going to work with. I didn't know the challenges and scope I would take on, but those were some of the biggest learning experiences and opportunities and it made me a better executive. So that's always my coaching, like go where the answers aren't quite vetted down because you can influence that as a leader. >> That's great, I mean, Beth Comstock former vice chair at GE, one of her keynotes I saw had a great line, get comfortable with being uncomfortable. And I think that its a really good kind of message, especially in the time we're living in with accelerated change. But I'm curious, Inamarie was the person that got you to take that commitment. Would you consider that a sponsor, a mentor, was it a boss? Was it maybe somebody not at work, your spouse or a friend that said go for it. What kind of pushed you over the edge to take that? >> It's a great question. It was actually the boss I was going to work for. He was the CHRO, and he said something that was so important to me that I've often said it to others. And he said trust me, he's like I know you don't have all the answers, I know we don't have this role all figured out, I know you're going to move your family, but if you trust me, there is a ton of learning on the other side of this. And sometimes that's the best thing a boss can do is say we will go on this journey together. I will help you figure it out. So it was a boss, but I think it was that trust and that willingness for him to stand and go alongside of me that made me pick up my family and be willing to move across the country. And we stayed five years and really, I am not the same executive because of that experience. >> Right, that's a great story, Jennifer, I want to go to you, you work for two owners that are so progressive and I remember when Joe Lacob came on the floor a few years back and was booed aggressively coming into a franchise that hadn't seen success in a very long time, making really aggressive moves in terms of personnel, both at the coaches and the players level, the GM level. But he had a vision and he stuck to it. And the net net was tremendous success. I wonder if you can share any of the stories, for you coming into that organization and being able to feel kind of that level of potential success and really kind of the vision and also really a focus on execution to make the vision real cause vision without execution doesn't really mean much. If you could share some stories of working for somebody like Joe Lacob, who's so visionary but also executes so very, very effectively. >> Yeah, Joe is, well I have the honor of working for Joe, for Rick Welts to who's our president. Who's living legend with the NBA with Peter Guber. Our leadership at the Warriors are truly visionary and they set audacious targets. And I would say from a story the most recent is, right now what we're living through today. And I will say Joe will not accept that we are not having games with fans. I agree he is so committed to trying to solve for this and he has really put the organization sort of on his back cause we're all like well, what do we do? And he has just refused to settle and is looking down every path as to how do we ensure the safety of our fans, the safety of our players, but how do we get back to live entertainment? And this is like a daily mantra and now the entire organization is so focused on this and it is because of his vision. And I think you need leaders like that who can set audacious goals, who can think beyond what's happening today and really energize the entire organization. And that's really what he's done. And when I talked to my peers and other teams in there they're talking about trying to close out their season or do these things. And they're like well, we're talking about, how do we open the building? And we're going to have fans, we're going to do this. And they look at me and they're like, what are you talking about? And I said, well we are so fortunate. We have leadership that just is not going to settle. Like they are just always looking to get out of whatever it is that's happening and fix it. So Joe is so committed His background, he's an epidemiologist major I think. Can you imagine how unique a background that is and how timely. And so his knowledge of just around the pandemic and how the virus is spread. And I mean it's phenomenal to watch him work and leverage sort of his business acumen, his science acumen and really think through how do we solve this. Its amazing. >> The other thing thing that you had said before is that you basically intentionally told people that they need to rethink their jobs, right? You didn't necessarily want to give them permission to get you told them we need to rethink their jobs. And it's a really interesting approach when the main business is just not happening, right? There's just no people coming through the door and paying for tickets and buying beers and hotdogs. It's a really interesting talk. And I'm curious, kind of what was the reception from the people like hey, you're the boss, you just figure it out or were they like hey, this is terrific that he pressed me to come up with some good ideas. >> Yeah, I think when all of this happened, we were resolved to make sure that our workforce is safe and that they had the tools that they needed to get through their day. But then we really challenged them with re imagining what the next normal is. Because when we come out of this, we want to be ahead of everybody else. And that comes again from the vision that Joe set, that we're going to use this time to make ourselves better internally because we have the time. I mean, we had been racing towards opening Chase Center and not having time to pause. Now let's use this time to really rethink how we're doing business. What can we do better? And I think it's really reinvigorated teams to really think and innovate in their own areas because you can innovate anything, right?. We're innovating how you pay payables, we're all innovating, we're rethinking the fan experience and queuing and lines and all of these things because now we have the time that it's really something that top down we want to come out of this stronger. >> Right, that's great. Kate I'll go to you, Julie Sweet, I'm a big fan of Julie Sweet. we went to the same school so go go Claremont. But she's been super aggressive lately on a lot of these things, there was a get to... I think it's called Getting to 50 50 by 25 initiative, a formal initiative with very specific goals and objectives. And then there was a recent thing in terms of doing some stuff in New York with retraining. And then as you said, military being close to your heart, a real specific military recruiting process, that's formal and in place. And when you see that type of leadership and formal programs put in place not just words, really encouraging, really inspirational, and that's how you actually get stuff done as you get even the consulting businesses, if you can't measure it, you can't improve it. >> Yeah Jeff, you're exactly right. And as Jennifer was talking, Julie is exactly who I was thinking about in my mind as well, because I think it takes strong leadership and courage to set bold bold goals, right? And you talked about a few of those bold goals and Julie has certainly been at the forefront of that. One of the goals we set in 2018 actually was as you said to achieve essentially a gender balance workforce. So 50% men, 50% women by 2025, I mean, that's ambitious for any company, but for us at the time we were 400,000 people. They were 500, 6,000 globally. So when you set a goal like that, it's a bold goal and it's a bold vision. And we have over 40% today, We're well on our path to get to 50%, I think by 2025. And I was really proud to share that goal in front of a group of 200 clients the day that it came out, it's a proud moment. And I think it takes leaders like Julie and many others by the way that are also setting bold goals, not just in my company to turn the dial here on gender equality in the workforce, but it's not just about gender equality. You mentioned something I think it's probably at as, or more important right now. And that's the fact that at least our leadership has taken a Stand, a pretty bold stand against social injustice and racism, >> Right which is... >> And so through that we've made some very transparent goals in North America in terms of the recruitment and retention of our black African American, Hispanic American, Latinex communities. We've set a goal to increase those populations in our workforce by 60% by 2025. And we're requiring mandatory training for all of our people to be able to identify and speak up against racism. Again, it takes courage and it takes a voice. And I think it takes setting bold goals to make a change and these are changes we're committed to. >> Right, that's terrific. I mean, we started the conversation with Grace Hopper, they put out an index for companies that don't have their own kind of internal measure to do surveys again so you can get kind of longitudinal studies over time and see how you're improving Inamarie, I want to go to you on the social justice thing. I mean, you've talked a lot about values and culture. It's a huge part of what you say. And I think that the quote that you use, if I can steal it is " no culture eats strategy for breakfast" and with the social injustice. I mean, you came out with special values just about what Zendesk is doing on social injustice. And I thought I was actually looking up just your regular core mission and value statement. And this is what came up on my Google search. So I wanted to A, you published this in a blog in June, taking a really proactive stand. And I think you mentioned something before that, but then you're kind of stuck in this role as a mind reader. I wonder if you can share a little bit of your thoughts of taking a proactive stand and what Zendesk is doing both you personally, as well as a company in supporting this. And then what did you say as a binder Cause I think these are difficult kind of uncharted waters on one hand, on the other hand, a lot of people say, hello, this has been going on forever. You guys are just now seeing cellphone footage of madness. >> Yeah Wow, there's a lot in there. Let me go to the mind reader comments, cause people are probably like, what is that about? My point was last December, November timing. I've been the Chief People Officer for about two years And I decided that it really was time with support from my CEO that Zendesk have a Chief Diversity Officer sitting in at the top of the company, really putting a face to a lot of the efforts we were doing. And so the mind reader part comes in little did I know how important that stance would become, in the may June Timing? So I joked that, it almost felt like I could have been a mind reader, but as to what have we done, a couple of things I would call out that I think are really aligned with who we are as a company because our culture is highly threaded with the concept of empathy it's been there from our beginning. We have always tried to be a company that walks in the shoes of our customers. So in may with the death of George Floyd and the world kind of snapping and all of the racial injustice, what we said is we wanted to not stay silent. And so most of my postings and points of view were that as a company, we would take a stand both internally and externally and we would also partner with other companies and organizations that are doing the big work. And I think that is the humble part of it, we can't do it all at Zendesk, we can't write all the wrongs, but we can be in partnership and service with other organizations. So we used funding and we supported those organizations and partnerships. The other thing that I would say we did that was super important along that empathy is that we posted space for our employees to come together and talk about the hurt and the pain and the experiences that were going on during those times and we called those empathy circles. And what I loved is initially, it was through our mosaic community, which is what we call our Brown and black and persons of color employee resource group. But it grew into something bigger. We ended up doing five of these empathy circles around the globe and as leadership, what we were there to do is to listen and stand as an ally and support. And the stories were life changing. And the stories really talked about a number of injustice and racism aspects that are happening around the world. And so we are committed to that journey, we will continue to support our employees, we will continue to partner and we're doing a number of the things that have been mentioned. But those empathy circles, I think were definitely a turning point for us as an organization. >> That's great, and people need it right? They need a place to talk and they also need a place to listen if it's not their experience and to be empathetic, if you just have no data or no knowledge of something, you need to be educated So that is phenomenal. I want to go to you Jennifer. Cause obviously the NBA has been very, very progressive on this topic both as a league, and then of course the Warriors. We were joking before. I mean, I don't think Steph Curry has ever had a verbal misstep in the history of his time in the NBA, the guy so eloquent and so well-spoken, but I wonder if you can share kind of inside the inner circle in terms of the conversations, that the NBA enabled right. For everything from the jerseys and going out on marches and then also from the team level, how did that kind of come down and what's of the perception inside the building? >> Sure, obviously I'm so proud to be part of a league that is as progressive and has given voice and loud, all the teams, all the athletes to express how they feel, The Warriors have always been committed to creating a diverse and equitable workplace and being part of a diverse and equitable community. I mean that's something that we've always said, but I think the situation really allowed us, over the summer to come up with a real formal response, aligning ourselves with the Black Lives Matter movement in a really meaningful way, but also in a way that allows us to iterate because as you say, it's evolving and we're learning. So we created or discussed four pillars that we wanted to work around. And that was really around wallet, heart, beat, and then tongue or voice. And Wallet is really around putting our money where our mouth is, right? And supporting organizations and groups that aligned with the values that we were trying to move forward. Heart is around engaging our employees and our fan base really, right? And so during this time we actually launched our employee resource groups for the first time and really excited and energized about what that's doing for our workforce. This is about promoting real action, civic engagement, advocacy work in the community and what we've always been really focused in a community, but this really hones it around areas that we can all rally around, right? So registration and we're really focused on supporting the election day results in terms of like having our facilities open to all the electorate. So we're going to have our San Francisco arena be a ballot drop off, our Oakland facilities is a polling site, Santa Cruz site is also a polling location, So really promoting sort of that civic engagement and causing people to really take action. heart is all around being inclusive and developing that culture that we think is really reflective of the community. And voice is really amplifying and celebrating one, the ideas, the (indistinct) want to put forth in the community, but really understanding everybody's culture and really just providing and using the platform really to provide a basis in which as our players, like Steph Curry and the rest want to share their own experiences. we have a platform that can't be matched by any pedigree, right? I mean, it's the Warriors. So I think really getting focused and rallying around these pillars, and then we can iterate and continue to grow as we define the things that we want to get involved in. >> That's terrific. So I have like pages and pages and pages of notes and could probably do this for hours and hours, but unfortunately we don't have that much time we have to wrap. So what I want to do is give you each of you the last word again as we know from this problem, right? It's not necessarily a pipeline problem, it's really a retention problem. We hear that all the time from Girls in Code and Girls in Tech. So what I'd like you to do just to wrap is just a couple of two or three sentences to a 25 year old, a young woman sitting across from you having coffee socially distanced about what you would tell her early in the career, not in college but kind of early on, what would the be the two or three sentences that you would share with that person across the table and Annabel, we'll start with you. >> Yeah, I will have to make a pitch for transportation. So in transportation only 15% of the workforce is made up of women. And so my advice would be that there are these fields, there are these opportunities where you can make a massive impact on the future of how people move or how they consume things or how they interact with the world around them. And my hope is that being at Waymo, with our self driving car technology, that we are going to change the world. And I am one of the initial people in this group to help make that happen. And one thing that I would add is women spend almost an hour a day, shuttling their kids around, and we will give you back that time one day with our self driving cars so that I'm a mom. And I know that that is going to be incredibly powerful on our daily lives. >> Jeff: That's great. Kate, I think I might know what you're already going to say, but well maybe you have something else you wanted to say too. >> I don't know, It'll be interesting. Like if I was sitting across the table from a 25 year old right now I would say a couple of things first I'd say look intentionally for a company that has an inclusive culture. Intentionally seek out the company that has an inclusive culture, because we know that companies that have inclusive cultures retain women in tech longer. And the companies that can build inclusive cultures will retain women in tech, double, double the amount that they are today in the next 10 years. That means we could put another 1.4 million women in tech and keep them in tech by 2030. So I'd really encourage them to look for that. I'd encouraged them to look for companies that have support network and reinforcements for their success, and to obviously find a Waymo car so that they can not have to worry where kids are on for an hour when you're parenting in a few years. >> Jeff: I love the intentional, it's such a great word. Inamarie, >> I'd like to imagine that I'm sitting across from a 25 year old woman of color. And what I would say is be authentically you and know that you belong in the organization that you are seeking and you were there because you have a unique perspective and a voice that needs to be heard. And don't try to be anything that you're not, be who you are and bring that voice and that perspective, because the company will be a better company, the management team will be a better management team, the workforce will be a better workforce when you belong, thrive and share that voice. >> I love that, I love that. That's why you're the Chief People Officer and not Human Resources Officer, cause people are not resources like steel and cars and this and that. All right, Jennifer, will go to you for the wrap. >> Oh my gosh, I can't follow that. But yes, I would say advocate for yourself and know your value. I think really understanding what you're worth and being willing to fight for that is critical. And I think it's something that women need to do more. >> Awesome, well again, I wish we could go all day, but I will let you get back to your very, very busy day jobs. Thank you for participating and sharing your insight. I think it's super helpful. And there and as we said at the beginning, there's no better example for young girls and young women than to see people like you in leadership roles and to hear your voices. So thank you for sharing. >> Thank you. >> All right. >> Thank you. >> Okay thank you. >> Thank you >> All right, so that was our diversity panel. I hope you enjoyed it, I sure did. I'm looking forward to chapter two. We'll get it scheduled as soon as we can. Thanks for watching. We'll see you next time. (upbeat music)