>> live from Anaheim, California. It's the queue covering nutanix dot next twenty nineteen. Brought to you by Nutanix. >> Welcome back, everyone to the cubes. Live coverage of new tannic dot Next. I'm your host. Rebecca Night, along with my co host, John Furrier, were joined by two guests for the segment. We have Julie O'Brien. She is the senior vice president of corporate marketing. Welcome, Julie. Thank you. And we have Michelle Taylor Smith, the senior director of corporate social responsibility, here in Nutanix. Thank you so much for coming on the Cube. >> Thanks for having us >> sown over sixty five hundred attendees. There were twenty thousand people who were live streaming. The key note. You have a huge audience. Congratulations on the show. What are you hoping? Attendees cut. Come away with an customers and partners who are here. What are you What is sort of the big message that you want people to come away with? >> Yeah, so I mean, this year for us, it's our tenth anniversary as a company, and we are so humbled and honored to have all of these customers and partners on the journey with us. So a big part of the show is just to say thank you for being an early builder, believer and dreamer with us, and the best is yet to come. So lots of innovation happen ng and H. C I. And really trying to show people how we convey the right partner for them as they're moving to the hybrid cloud >> D. Rogers on earlier talking about this his journey as well. And it's interesting. Just a few years ago, you were still raising money. You won't even public now your public ten years old, but there's still the entrepreneurial energy s you know, he calls it the billion dollar start up, and there's now competition. So game is on scene successes out. There's not, like, hidden in plain sight like it was just just a few years ago. You guys have doing great. Congratulations. >> Thank you. And >> now you have competition. You had loyal customers. What's next? What's the What's the big strategy and how you guys build on that momentum? What do you guys thinking about? >> Oh boy, I would say, you know, as we look at the customer journey, right state, Step one is really about modernizing your data center, and that is our sweet spot. That's where Nutanix started as a company. H c I Ray. Step two is really about How do we help customers take all that goodness what they see with the public cloud and bring that into their own private cloud. We call that an enterprise cloud and then really the next step of the journey. But a customer may already be there. Today is how to Weybridge. Multiple clouds, right and multiple clouds to customers. Could be it could be the edge, which might be an eye ot application. It could be a remote office brand shop is. So what that cloud strategy looks like for people could be very different, depending what vertical there in what industry there in. So I would say what to watch for us. And what's next is we're all headed with this next generation of many clouds, not just one. >> And you guys have a monster net promoter score, which is a score that measures loyalty. And if your customs would promote it to their peers, it's like ninety. It's like a monster's. >> It's been over ninety on average for the last five years now, which is no easy feat, and you know, we tell customers all the time. Keep us hungry. Keep us honest, right? Tell us how we're doing. And we want to keep that score high too. Because that's a great reflection of you know, how they're valuing the relationship. Not just the product, but what happens after you buy the product. So, yeah, we know, as we evolve the portfolio going from just HC ay, tio multiple products that will get harder. So we've got to start to figure out How do we bring in Sameh I Some, uh, maybe machine learning so that when you call in and you might be a flow customer and Rebecca might be in a static customer And we know how to row you to the right person the right time, which is really nice. As you know, when you call support, you want to get somebody right there who's not saying Hold on. They passed you too, Michelle. Michelle saying Hold on. Let me pass. You too, John. Right? You want an expert? I'm gonna carry you all the way through. And hopefully you heard some great stories this morning. Some of our early customers who have shared that what it's meant for them. >> So delighting customers is obviously your top priority. But but Nutanix is doing a lot of other kind of good, good in the world. I want to bring you into the conversation a little. Michelle, tell us about the heart initiative. >> Absolutely. So I've been with Nutanix for a little over six and a half years now, and this spirit of giving and caring has been with the company, actually still run channel marketing. Um, but it's been with that, though the whole time that I've been there. But about three years ago, Julie actually asked if I wanted to start dot heart or sexually start RCS o R program, which became dot heart. And it's an amazing way of giving back. In fact, last year it got incorporated officially into our values of hungry, humble and honest, done with heart. And so it absolutely is part just intrinsic in the company s. So what we do is, uh we're very conscious and aware of diversity. And so we put a lot of effort towards helping women and underrepresented groups for sue their love of technology. >> And this is also sort of ah, maybe a sub theme of the show is is that inclusion and that element to it. So talk about some of theseventies that you're having particularly to help bring up women in tech and also under upper underrepresented minorities. >> Absolutely doing it well, what he talking about, what we're doing in the booth and I could talk about the women's lunch. Yeah, absolutely. Eso one of things we are doing. So women, Onda, underrepresented groups and actually people just starting their careers don't have the same network that people with established careers have. And so what we were doing in our booth this time is for collecting career advice. And so, in effect, what we're doing is we're bringing the advice to people because they don't necessarily have the same networks to go out and ask for every piece of advice that we get. We're going to donate five dollars to an organization called Ignite, which helps high school girls become aware of and pursue careers in stem. So it's it's been great so far. I love when people come up there and there, you know, what are you doing? And all of sudden you start telling them they're like a well, they should do this and write it down. And so we're actually we have a wall. People write down their advice and we put it up on the wall. And then after the event, we're going to collect it and start putting it into a blogged. And then we also have, Ah, Twitter program that we're doing or Twitter initiative that we're doing right now that once a week, we send out some of the advice and get people tio chime in and add more advice. So it's It's been a lot of fun, >> yes, and then every dot Next for the past few, we've been doing a women in tech lunch. And so I know one of your guest speakers later today is going to be Doctor Ayana Harward, uh, from Georgia Tech on Robotics. So she's actually going to be sharing some of her thoughts on mentorship at the women's lunch. We also have a longtime Nutanix friend and adviser, Harvard Business School professor Deepak Mk Ultra, who, uh is very much focused on the art of negotiation to solve conflicts, and he's going to be talking about how to do things like how do you negotiate a salary increase some of those sweaty palm conversations that you need to have a CZ. You're moving through your career, so those are two of our speakers, and then we also have two sponsors that are also gonna be spending some time, too, from Veritas >> gas and W W t. So >> So I want to I want to put you two both on the spot. You're both women in technology, and we know about from the unfortunate headlines about just the bro culture that exists in technology. And we also know about the dearth of women leaders in this industry in this industry that is shaping our social, political, economic lives in such important ways today. So what? What is some career advice that you're going to put up there on the high? Would you what would What would you say to a young woman who is entering this field? I have got so much to say. How much time >> do we have? I think one thing that I've learned along the way sometimes, you know, women tend to be very heads down. If I do a great job, someone will notice, and I will move forward and and sometimes we're not comfortable with popping our heads up on DH, helping to market a little bit about what we have done and making sure that people see the goodness right and that might not feel right. Or it might feel like you're overly marketing yourself. But I think being able to articulate what you want and why you deserve it, er is so important. And don't view it is shooting your own horn. View it as an opportunity to share how you're contributing and where you want to see that path forward. And just don't be afraid to ask which what you want, what your ultimate >> goals are. Um, Mind falls into a principle of nutanix, which is get comfortable being uncomfortable and basically, if if you get an opportunity, go for it on day. I'll be very candid when Julie offered me this role and she said, Do you want to do CSR? I thought it meant customer service rep, and I'm like, I don't want to do it at all And, uh and then she said, Oh, no, it's it's social responsibility and I still thought I had no idea what it wass and the fact that you know Julian team. We're willing to take a chance on me doing it. But the fact of just going absolutely out of my comfort zone learning something new, trying something new on DH, just just going for it was great. And I would tell people to do that all the time and it'LL just it'LL teach you so much more even about the roles that you know about just going and doing something different will teach you so much more about yourself and about other roles so great of us way >> also hear about mentoring and paying it forward. Yes. What do you guys do there? Because a lot of younger generations coming into the workforce who don't have the scar, tissue or experience the networks are now starting to establish. This is an opportunity. >> It is a big opportunity. So Wendy Pfeiffer, who's our CIA, sits on the board of Girls in Tech, so we're very involved there. She is so warm and so uh, open about helping to keep pass on what she's learned a lot on the way to. I think anyone that you run into Nutanix is very honored and humbled to be approached as a mentor. Their number women that I mentor inside of Nutanix as well as outside of nutanix lining. It's so important to help people understand what you've learned, whether good or bad along the way, Right, because just like we're learning here dot Next with your conversations, what have you done? What have you tried? Um, you need that in in your progression and your career to know if there's anything that >> you know, I would Two things I would add is one is nobody got to where they are in their career without somebody helping them along the way. And so there's a big discussion now, which is actually what Dr Howard is going to talk about that goes beyond mentorship to sponsorship. And so how do you how do you actually help push people forward, um, and and help them in their careers? And then the other thing, too, is I was listening to something the other day. It was a really interesting conversation that before, um, there were ways that people could oppress other people in in society. And what they're saying now today, people are, is helping to oppress different groups is the fact of who you help and So when you think about who you can help think about outside of your friend's kids or you know someone, who else can you help there that wouldn't normally have access to somebody like you or somebody like, you know, in your circle or whatever, and And that's hugely helpful and without just helping the same group continue to progress generation after generation, >> paying it forward to different on >> expanding the next athletics. Exactly. So this is a hugely competitive industry, and I know that Nutanix cannot hire sales and marketing people fast enough to What are you doing? I was going to ask you, though, how do you market nutanix to prospective applicants? What is? I mean? You just talked about the ability to reinvent yourself as an employee, which is something that so many people are looking for in a long career, doing different things, being in different fields and really getting to experience other things. But what are the other? What sort of the unique selling points for for nutanix that you try to take on new people >> s o. The culture, I think, is so differentiating overall. So Michelle mentioned, you know, hungry, humble, honest with heart on. So it's our job in marketing. Teo also help our recruiting teams get that message out and not just show people. These are the words, but actually give them great stories. Michelle just put together a Superfund campaign. I don't know if it's in the >> wild yet. It's it's hitting, probably next week. This one is sitting. It >> was actually it's featuring real NUTANIX employees sharing their feelings about being at nutanix thie initial passes, all still shots. But you can actually see the fun that people are having from all ages. You know, genders. It's a really diverse fund set of actual employees. So it's really you know, in this day and age, you could get a job anywhere, right? But where is that job going to make you feel excited to get out of bed every morning? Right? And I firmly believe that's the culture that we haven't nutanix and >> way gotta. Yeah, another, I would add to that is, um, it's it's dubbed internally Is the You campaign, and it's about you matter. So how you can get, go get a job anywhere, but are you oftentimes gonna go get stuck in a corner and you're going to sit there in code, you're gonna go sit there and do that or you're working on one piece of one feature of this at Nutanix. You actually have opportunities to work on big, bold projects experience, uh, contributing and honestly mattering as as an individual, which I think is huge. And you're not just a number. >> Well, Julian Michelle, thank you both. So much for coming on the Cube. That was really, really fun. Time talking, Teo. >> Yeah. Thanks for having us. >> Thank you very much. >> I'm Rebecca Knight. For John. For her. We will have so much more from nutanix dot Next coming up in just a little bit.

>>Hey everyone. Hello from Las Vegas. Lisa Martin here with you, and I'm on the show floor at Reinvent. But we have a very special program series that the Cube has been doing called Women of the Cloud. It's brought to you by aws and I'm so pleased to have an excellent panel of women leaders in technology and in cloud to talk about their tactical recommendations for you, what they see as found, where they've helped organizations be successful with cloud. Please welcome my three guests, Tara Kapor, president and Chief Revenue Officer, consulting and Digital Transformations, NTT Data. We have Rachel Mu, aws, head of North America, partner sales from aws, and Jimmy Barnes joins us as well, managing director, investment banking engineering at Goldman Sachs. It is so great to have you guys on this power panel. I love it. Thank you for joining me. >>Thank >>You. Let's start with you. Give us a little bit of, of your background at NTT Data and I, and I understand NTT has a big focus on women in technology and in stem. Talk to us a little bit about that and then we'll go around the table. >>Perfect, thank you. Thank you. So brand new role for me at Entity Data. I started three months back and it's a fascinating company. We are about 22 billion in size. We work across industries on multiple innovative use cases. So we are doing a ton of work on edge analytics in the cloud, and that's where we are here with aws. We are also doing a ton of work on the private 5G that we are rolling out and essentially building out industry-wide use cases across financial services, manufacturing, tech, et cetera. Lots of women identity. We essentially have women run cloud program today. We have a gal called Nore Hanson who is our practice leader for cloud. We have Matine who's Latifa, who's our AWS cloud leader. We have Molly Ward who leads up a solutions on the cloud. We have an amazing lady in Mona who leads up our marketing programs. So a fantastic plethora of diverse women driving amazing work identity on cloud. >>That's outstanding to hear because it's one of those things that you can't be what you can't see. Right. We all talk about that. Rachel, talk a little bit about your role and some of the focus that AWS has. I know they're big customer obsession, I'm sure obsessed with other things as well. >>Sure. So Rachel Muir, pleased to be here again. I think this will be my third time. So a big fan of the Cube. I'm fortunate enough to lead our North America partner and channel business, and I'll tell you, I've been at AWS for a little under two years, and honestly, it's been probably the best two years of my career. Just in terms of where the cloud is, where it's headed, the business outcomes that we can deliver with our customers and with our partners is absolutely remarkable. We get to, you know, make the impossible possible every day. So I'm, I'm thrilled to be here and I'm thrilled to, to be part of this inaugural Women of the Cloud panel. >>Oh, I'm prepared to have all three of you. One of the things that feedback, kind of pivoting off what, Rachel, one of the things that you said that one of our guests, some of several of our guests have said is that coming out of Adams keynote this morning, it just seems limitless what AWS can do and I love that it gives me kind of chills what they can do with cloud computing and technology, with its ecosystem of partners with its customers like Goldman Sachs. Jimmy, talk to us a little bit about you, your role at Goldman Sachs. You know, we think of Goldman Sachs is a, is a huge financial institution, but it's also a technology company. >>Yeah. I mean, since the age of 15 I've been super passionate about how we can use technology to transform business and simplify modernized business processes. And it's, I'm so thrilled that I have the opportunity to do that at Goldman Sachs as an engineer. I recently moved about two years ago into the investment banking business and it's, you know, it's best in class, one of the top companies in terms of mergers and acquisitions, IPOs, et cetera. But what surprised me is how technology enables all the businesses across the board. Right? And I get to be leading the digital platform for building out the digital platform for in the investment banking business where we're modernizing and transforming existing businesses. These are not new businesses. It's like sometimes I liken it to trying to change the train while it's moving, right? These are existing businesses, but now we get to modernize and transform on the cloud. Right. Not just efficiency for the business by efficiency for technologists as >>Well. Right, right. Sticking with you, Jimmy. I wanna understand, so you've been, you've been interested in tech since you were young. I only got into tech and accidentally as an adult. I'm curious about your career path, but talk to us about that. What are some of the recommendations that you would have for other women who might be looking at, I wanna be in technology, but I wanna work for some of the big companies and they don't think about the Goldman Sachs or some of the other companies like Walmart that are absolutely technology driven. What's your advice for those women who want to grow their career? >>I also, growing up, I was, I was interested in various things. I, I loved doing hair. I used to do my own hair and I used to do hair for other students at school and I was also interested in running an entertainment company. And I used actually go around performing and singing and dancing with a group of friends, especially at church. But what amazed me is when I landed my first job at a real estate agent and everything was being done manually on paper, I was like, wow, technology can bring transformation anywhere and everywhere. And so whilst I have a myriad of interest, there's so many ways that technology can be applied. There's so many different types of disciplines within technology. It's not, there's hands on, like I'm colder, I like to code, but they're product managers, there are business analysts, there are infrastructure specialist. They're a security specialist. And I think it's about pursuing your passion, right? Pursuing your passion and identifying which aspects of technology peak your interest. And then diving in. >>Love that. Diving in. Rachel, you're shaking your head. You definitely are in alignment with a lot of what >>Duties I am. So, you know, interesting enough, I actually started my career as a civil engineer and eventually made it into, into technology. So very similar. I saw in, you know, heavy highway construction how manual some of these processes were. And mind you, this was before the cloud. And I sat down and wrote a little computer program to automate a lot of these manual tasks. And for me it was about simplification of the customer journey and really figuring out how do you deliver value. You know, on fast forward, say 20 plus years, here I am with AWS who has got this amazing cloud platform with over 200 services. And when I think about what we do in tech, from business transformation to modernizing to helping customers think about how do they create new business models, I've really found, I've really found my sweet spot, and I'll say for anyone who wants to get into tech or even switch careers, there's just a couple words of advice that I have. And it's really two words, just start. >>Yes, >>That's it. Just start. Because sometimes later becomes never. And you know, fuel your passion, be curious, think about new things. Yes. And just >>Start, I love that. Just start, you should get t-shirts made with that. Tell me a little bit about some of your recommendations. Obviously just start is great when follow your passion. What would you say to those out there looking to plan the letter? >>So, you know, my, my story's a little bit like jus because I did not want to be in tech. You know, I wanted an easy life. I did well in school and I wanted to actually be an air hostess. And when I broke that to my father, you know, the standard Indian person, now he did, he, you know, he wanted me to go in and be an engineer. Okay? So I was actually push into computer engineering, graduated. But then really two things today, right? When I look back, really two pieces, two areas I believe, which are really important for success. One is, you know, we need to be competent. And the second is we need to be confident, right? Yes, yes. It's so much easier to be competent because a lot of us diverse women, diverse people tend to over rotate on knowing their technical skills, right? Knowing technical skills important, but you need to know how to potentially apply those to business, right? Be able to define a business roi. And I see Julie nodding because she wants people to come in and give her a business ROI for programs that you're executing at Goldman Sachs. I presume the more difficult part though is confidence. >>Absolutely. It's so hard, especially when, when we're younger, we don't know. Raise your hand because I guarantee you either half the people in the, in the room or on the zoom these days weren't listening or have the same question and are too afraid to ask because they don't have the confidence. That's right. Give me, let's pivot on confidence for a minute, Jim, and let's go back to how would you advise your younger self to find your confidence? >>That's, that's a tough one because I feel like even this older self is still finding exercise to, to be real. But I think it's about, I would say it's not praise. I think it's about praising yourself, like recognizing your accomplishments. When I think about my younger self, I think I, I like to focus more on what I didn't do or what I didn't accomplish, instead of majoring and focusing on all the accomplishments and the achievements and reminding myself of those day after day after day. And I think it's about celebrating your wins. >>I love that. Celebrating your wins. Do you agree, Rachel? >>I do. Here's the hard part, and I look around this table of amazing business leaders and I can guarantee that every single one of us sometime this year woke up and said, oh my gosh, I don't know how to do that. Oh >>Yeah. But >>What we haven't followed that by is, I don't know how to do that yet. Right. And here's the other thing I would tell my younger self is there will be days where every single one of us falls apart. There will be days when we feel like we failed at work. There will be days when you feel like you failed as a parent or you failed as a spouse. There'll be days where you have a kid in the middle of target screaming and crying while you're trying to close a big business deal and you just like, oh my gosh, is this really my life? But what I would tell my younger self is, look, the crying, the chaos, the second guessing yourself, the successes, every single one of those are milestones. And it's triumphant, it's tragic, but every single thing that we have been through is fiercely worthwhile. And it's what got us >>Here. Absolutely. Absolutely. Think of all the trials and tribulations and six and Zacks that got you to this table right now. Yep. So Terry, you brought up confidence. How would you advise the women out there won't say you're gonna know stuff. The women out there now that are watching those that are watching right there. Hi. How would you advise them to really find their, their ability to praise themselves, recognize all of the trials and the tribulations as milestones as Rachel said, and really give themselves a seat at the table, raise their hand regardless of who else is in the room? >>You know, it's a, it's a more complex question just because confidence stems from courage, right? Confidence also stems from the belief that you're going to be treated fairly right now in an organization for you to be treated fairly. You need to have, be surrounded by supporters that are going to promote your voice. And very often women don't invest enough in building that support system around them. Yeah. Right. We have mentors, and mentors are great because they come in and they advise us and they'll tell us what we need to go out and do. We really need a team of sponsors Yes. Who come in and support us in the moment in the business. Give us the informal channel because very often we are not plugged into the informal channel, right. So we don't get those special projects or assignments or even opportunities to prove that we can do the tough task. Yeah. So, you know, my, my advice would be to go out and build a network of sponsors. Yes. And if you don't have one, be a sponsor for someone else. That's right. I love that. Great way to win sponsorship is by extending it todos. >>And sometimes too, it's about, honestly, I didn't even know the difference between a mentor and a sponsor until a few years ago. And I started thinking, who are I? And then I started realizing who they were. That's right. And some of the conversations that we've had on the cube about women in technology, women of the cloud with some of the women leaders have said, build, and this is kind of like, sort of what you were saying, build your own personal board of directors. Yeah. And that, oh, it gives me chills. It's just, it's so important for, for not just women, but anybody, for everybody. But it's so important to do that. And if you, you think about LinkedIn as an example, you have a network, it's there, utilize it, figure out who your mentors are, who your sponsors are, who are gonna help you land the next thing, start building that reputation. But having that board of directors that you can kind of answer to or have some accountability towards, I think is hugely very >>Important. Yeah. >>Very important. I think, you know, just for, just for those that are listening, a really important distinction for me was mentors are people that you have that help you with, Hey, here's the situation that you were just in. They advise you on the situation. Sponsors are the people that stick up for you when you're not in the room to them. Right. Sponsors are the ones that say, Hey, I think so and so not only needs to have a seat at the table, but they need to build the table. And that's a really important delineation. Yeah. Between mentors and sponsors. And everybody's gotta have a sponsor both within their company and outside of their company. Someone that's advocating for them on their behalf when they don't even know it. Yeah. Yeah. >>I love that you said that. Build the table. It reminds me of a quote that I heard from Will I am, I know, very random. It was a podcast he did with Oprah Winfrey on ai. He's very into ai and I was doing a panel on ai, so I was doing a lot of research and he said, similar for Rachel to build the table, don't wait for a door to open. You go build a door. And I just thought, God, that is such brilliant advice. It is. It's hard to do. It is. Especially when, you know, the four of us in this room, there's a lot of women around here, but we are in an environment where we are the minority women of color are also the minority. What do you guys think where tech is in terms of de and I and really focusing on De and I as as really a very focused strategic initiative. Turner, what do you think? >>So, you know, I just, I, I spoke earlier about the women that we have at Entity Data, right? We have a fabulous team of women. And joining this team has been a moment of revelation for me coming in. I think to promote dni, we all need to start giving back, right? Yes. So today, I would love to announce that we at Entity would like to welcome all of you out there. You know, folks that have diverse ideas, you know, ISV, partners with diverse solutions, thought leaders out there who want to contribute into the ecosystem, right? Customers out there who want to work with companies that are socially responsible, right? We want to work with all of you, come back, reach out to us and be a part of the ecosystem because we can build this together, right? AWS has an amazing platform that gives us an opportunity to do things differently. Yes. Right. Entity data is building a women powered cloud team. And I want to really extend that out to everyone else to be a part this ecosystem, >>But a fantastic opportunity. You know, when we talk about diversity and inclusion and equity, it needs to be intentional for organization. It sounds very intentional at ntt. I know that that intention is definitely there at AWS as well. What are your thoughts on where tech is with respect to diversity? Even thought diversity? Because a lot of times we tend to go to our comfort zones. We do. And so we tend to start creating these circles of kind of like, you know, think tanks and they think alike people to go outside of that comfort zone. It's part of building the table, of building the, is the table and getting people from outside your comfort zone to come in and bring in diverse thought. Because can you imagine the potential of technology if we have true thought diversity in an organization? >>Right? It's, it's incredible. So one of the things that I always share with my team is we've got the opportunity to really change the outcome, right? As you know, you talked about Will I am I'm gonna talk about Bono from you too, right? One of, one of his favorite quotes is, we are the people we've been waiting for. Oh, I love that. And when you think about that, that is us. There is no one else that's gonna change the outcome and continue to deliver some of the business outcomes and the innovation that we are if we don't continue to raise our hand and we don't continue to, to inspire the next generation of leaders to do the same thing. And what I've found is when you start openly sharing what your innovation ideas are or how you're leveraging your engineering background, your stories and your successes, and, and frankly, some of your failures become the inspiration for someone you might not even know. Absolutely. And that's the, you know, that's the key. You're right. Inclusion, diversity, equity and accessibility, yes. Have to be at the forefront of every business decision. And I think too often companies think that, you know, inclusion, diversity, equity and accessibility is one thing, and business outcomes are another. And they're not. No, they are one in the same. You can't build business outcomes without also focusing on inclusion, diversity, equity, accessibility. That's the deliberate piece. >>And, and it has to be deliberate. Jimmy, I wanna ask you, we only have a couple of minutes left, but you're a woman in tech, you're a woman of color. What was that like for you? You, you were very intentional knowing when you were quite young. Yeah. What you wanted to do, but how have you navigated that? Because I can't imagine that was easy. >>It wasn't. I remember, I always tell the story and the, the two things that I really wanted to emphasize today when I thought about this panel is rep representation matters and showing up matters, right? And there's a statement, there's a flow, I don't know who it's attributed to, but be the change you want to see. And I remember walking through the doors of Goldman Sachs 15 years ago and not seeing a black female engineer leader, right? And at that point in time, I had a choice. I could be like, oh, there's no one look like, there's no one that looks like me. I don't belong here. Or I could do what I actually did and say, well, I'm gonna be that person. >>Good, >>Right? I'm going to be the chain. I'm going to show up and I am going to have a seat at the table so that other people behind me can also have a seat at the table. And I think that I've had the privilege to work for a company who has been inclusive, who has had the right support system, the right structures in place, so that I can be that person who is the first black woman tech fellow at Goldman Sachs, who is one of the first black females to be promoted up the rank as a, from analysts to managing director at the company. You know, that was not just because I determined that I belong here, but because the company ensure that I felt that I belong. >>Right. >>That's a great point. They ensure that you felt that. Yeah. You need to be able to feel that. Last question, we've only got about a minute left. 2023 is just around the corner. What comes to your mind, Jimmy will stick with you as you head into the new year. >>Sorry, can you repeat >>What comes to mind priorities for 2023 that you're excited about? >>I'm excited about the democratization of data. Yeah. I'm excited about a lot of the announcements today and I, I think there is a, a huge shift going on with this whole concept of marketplaces and data exchanges and data sharing. And I think both internally and externally, people are coming together more. Companies are coming together more to really de democratize and make data available. And data is power. But a lot of our businesses are running, running on insights, right? And we need to bring that data together and I'm really excited about the trends that's going on in cloud, in technology to actually bring the data sets together. >>Touro, what are you most excited about as we head to 2023? >>I think I'm really excited about the possibilities that entity data has right here, right now, city of Las Vegas, we've actually rolled out a smart city project. So saving citizens life, using data edge analytics, machine learning, being able to predict adverse incidents before they happen, and then being able to take remediation action, right? So that's technology actually working in real time to give us tangible results. We also sponsor the Incar races. Lots of work happening there in delivering amazing customer experience across the platform to millions of users real time. So I think I'm just excited about technology coming together, but while that's happening, I think we really need to be mindful at this time that we don't push our planet into per right. We need to be sustainable, we need to be responsible. >>Absolutely. Rachel, take us out. What are you most excited about going into 2023? >>So, you know, there are so many trends that are, that we could talk about, but I'll tell you at aws, you know, we're big. We, we impact the world. So we've gotta be really thoughtful and humble about what it is that we do. So for me, what I'm most excited about is, you know, one of our leadership principles is about, you know, with what broad responsibility brings, you know, you've got to impact sustainability and many of those other things. And for me, I think it's about waking up every day for our customers, for our partners, and for the younger generations. And being better, doing better, and making better for this planet and for, you know, the future generations to come. So >>I think your tag line just start applies to all of that. It does. It has been an absolute pleasure. And then really an honor to talk to you on the program. Thank you all for joining me, sharing your experiences, sharing what you've accomplished, your recommendations for those others who might be our same generation or older or younger. All really beautiful advice. Thank you so much for your time and your insights. We appreciate it. >>Thank you. Thank you. >>For my guests, I'm Lisa Martin. You're watching The Cube, the leader in live enterprise and emerging tech coverage. Thanks for watching.

>>Hey everyone. Welcome back to the queue of Lisa Martin with Dave Valante and we're live in Vegas. This is snowflake summit, 22, their fourth annual event. A lot of people here, a lot of news, a lot to unpack so far, and this is only day, day one. We've got two guests here with us to talk about, uh, cyber security, a very important topic, please welcome Omar singer the head of cyber security strategy at snowflake and Julie Chilo VP of security at Guild education. Welcome. Thank >>You. Thank you >>For having all of >>Our favorite topics. Yeah. Oh >>One. It's not boring. >>You know this much and you have so much more to learn now. So here >>We go. Cybersecurity is, is not to say it's boring. Not boring is an understatement. Yeah. Omar, I wanna start with you so much news coming out today. Talk to us about what's new with cybersecurity. Workload is snowflakes. Flywheel of innovation just seems to be getting bigger and faster. >>Yeah. Yeah. Well, well, I'll tell you it's been a long road to get to where we are today. Um, my initial role at snowflake was to lead security engineering. So I've actually been using snowflake as the home for security data, basically from day one. And we saw that it worked, it worked really well. And we started hearing from customers that they were dealing with some of the same challenges that we faced as an internal security team. And we decided as snowflake that we wanna bring the benefits of the data cloud to cyber security teams at all of our customers. And that's what the workload is all about. >>Talk to us about the, the voice of the customer. Obviously we saw a lot of customer stories heard your customer. We're gonna be talking about Guild education in a minute, but in the voice of the customer, in terms of being influential, obviously you were an internal customer drinking that champagne like this tastes really good. This is better of the Flaco <laugh>, but how is the voice of the customer influential in terms of the, the cybersecurity workload, as we've seen the threat landscape change so much in the last two years alone? >>Sure, sure. And you know, security, it's a really hard problem. We like to think of it as a data problem. And when you start thinking about it, that way snowflake is re very relevant for it. But many security teams don't yet think about their challenge as a data challenge. And so they're struggling with a very fragmented data landscape. The facts are all over the place and they're not able to ask the kind of questions that they need to understand. Where are my risks? How are the bad guys gonna try to get into my network? And they can't reflect that to leadership to everybody that really cares about cyber security. This is a board level concern today without the unified data and without the analytics. Um, they really can't do any of that. And, and yeah, representing the customer is, is a big part of what I do. And we have great customers like, like Julie, who's been kind of with us on this journey. She's, she's a part of the movement. I mean, Julie, what, what has it been like, uh, for, for you? >>Oh, it's been, uh, it's been game changer for, for Guild for sure. When we first, uh, started, I didn't one, I didn't know this was a concept <laugh> so when I first started talking O me and, um, snowflake, uh, I had just heard through the grapevine that, that you could do, like, this was a thing you could use the data, you could get everything you needed in one place. And, um, it's been game changing for my team. Uh, we, we were in many different security tools. They were all isolated, siloed, and we're now able to move everything into one, uh, one area, uh, and get we're getting close to the one pane of glass, which I, um, I just heard was a mythical concept for >>Security for >>A long time. Yeah. For a long time. Um, so it's, uh, it's just been amazing and it's, uh, brought us closer to our data ops team. So I'm here this week, uh, with somebody from data ops, actually, that's awesome to help us out. >>So can you describe that further? I'm I'm, I'm, I'm amazed and skeptical the, the, the I'm imagining, you know, the Optiv chart that says eight, 8 million security tools on there, are you actually able, uh, describe how you're able to consolidate your tooling? >>So, one of, one of the biggest problem, one of the biggest problems we were facing initially was our SIM, um, the security incident and event management tool could not take anything from our DevSecOps tools. And so any security that we had in a developer pipeline was really isolated to that tool, and we could never get it into a SIM Sims just aren't meant they're not built to handle that they're built to handle, um, not, not really old school networks and, and data center traffic and everything I have is in the cloud. And so we were really, I, everything was isolated. So with snowflake, what we do is we, um, worked with our data ops team. We can move things from, um, like our, our scanning tools for, for the developer pipelines into snowflake. We can use then correlate different things such as, from like eight year ADP. Like if a, do you have somebody pushing code to production who's out on vacation, you can actually do that correlation with snowflake that was never available before. These are things we could never do before. And we're able to, um, just do correlations. You could not get in that you cannot get in a SIM. >>Why couldn't I just throw those into any old, you know, run of the mill cloud data warehouse? >>Well, you know, it's not just the scale, it's the complexity of the data. I think snowflake how we have the, the sche on read and then all of the kind of things that make snowflake really good for other departments turns out, works really well for security. And it's the ecosystem too. Nobody else has this ecosystem approach. You know, you heard on the keynote today that snowflake is the, this disrupting, um, the, the software application development, right? All, all that kind of focus. The tool consolidation doesn't need to mean that you only have one tool you can actually have best of breed, choose the tool you want. As long as the data's consolidated, you're not building more silos. And that's what our partners are doing. They're separating the application from the data. They're bringing the work to the data, and that's what you hear here. So Julie's team can still choose to use a variety of tools that get the job done, but all those tools are working off of the single source of truth. And that, that is unique to what snowflake >>Can enable. So we, we are Reiss. Uh, we should have asked you about Guild education, explain your, your, your organization. >>Oh, what does Guild do? Uh, so we're a late stage startup. Uh, we manage education as a benefit for, for large companies. So we, we house data from very large organizations with like their workforce and, and help students help, help their workforce go back to school. >>Okay. So unpacking some of the things you said, schema on Reed, but not necessarily no schema on, right. It's a little different, right. Because you're ingesting. Yeah. And then you're determining the scheme on read that's right. Right. Okay. So that makes it simple and fast for zoom, but you get data in and then you figure it out, bringing work to data. Can we just double click on that a little bit? Cuz I think when I think about that, we've heard terms like over the years bring compute to the data. That's what Hadoop was supposed to do. And it didn't, you know, it was like, everything was mm-hmm <affirmative> shoved. So what do you mean by that? How, how, what, what actually does that >>Mean? Yeah. So if you think about the traditional SAS solution, the vendor needed to invest in a data center and to have a data platform that would be scalable and robust because their service dependent on it and they couldn't trust that the customer would have that kind of data platform on the customer's side. What Snowflake's data cloud has done has democratized the data platform. So now you have startups to fortune 500 S the vendors, the customers, they're all uneven footing when it comes to the data platform. So now the vendors can say, bring your own snowflake. Why not? You know, and they can focus on building the best application to solve the real challenges that security teams have. But by the way, not only cybersecurity, we see this and for example, the, um, customer data space as well. So we're seeing more and more kind of SaaS industries seeing this approach and the applications are gonna come yeah. To the data platform of choice, uh, for the practitioner. >>Julie, can we talk about some of the outcomes that Guild education has achieved so far by working with this solution in terms of, we look at the threat landscape and how it's changed so much the last couple of years and how it's a matter of if, or sorry, when not, if I get hit with an attack, how, what are some of the key outcomes that a snowflake partnership and technology has enabled you to achieve? >>So the, the biggest one, again, it's around the Def sec ops program, um, where you see so many attacks these days happening in the code base. So you really have to be careful with your, your pipeline where the code's getting moved through, who has access, who can move code into production. Um, and these are so the, like if you're using GitHub or, um, like using a scanning tool called snake, they're, they're separate, like they're completely separate the only way that we can see who's moving code into production, or if there was a vulnerability or somebody turned off, the security tool is to move these logs, this data into snowflake, uh, and our engineering teams were already using snowflake. Uh, so that made it, that was an easy transition for us. I didn't have to go out and convince another team to support us somewhere else, but a great example where we were, we're seeing great, um, savings, not only in people time, but, but for security, um, we were having problems or the security or the <laugh>, the engineers were turning off our secure codes scanner. >>And we didn't find out until a little bit later. Uh, oh yeah. Yeah. So found out we, my team, we had a team, we spent about 160 hours going through a thousand pole requests manually. And I said, no, no more go find the go figure out where this data exists. We put it in a snowflake and we can create an automatic, uh, ping to the security team saying, Hey, they turned off the, the scanner, go check and see what, why did the scanner get turned off? So it's an immediate response from my team instead of finding out two months later. And this is just, isn't something you can do right now. That's you can't set it up. So, um, makes it so easy. Ping goes to slack. We can go to the, immediately to the engineering team and say, why did you >>Using using automation? >>Yeah. Did you, did you turn this off? Why did you turn it off? Get an exception in so one, it like helps with compliance, so we're not messing up our SOC two audit. Uh, and then two, from a security perspective, we are able to, to trust, but verify, um, which is a big part of the DevSecOps landscape, where they need code to move into production. They need a scan to run in under five minutes. My team can't be there to scan, you know, 10, like 10 times a day or a hundred times a day. So we have to automate all of that and then just get information as it comes in. >>Is it accurate to say that, um, you're not like shutting off your tools, you're just taking advantage of them and compressing the time to get value out of them or are you actually reducing the tool sets? >>No, we don't. Well, no, we, our goal wasn't to reduce the tool set. I mean, we did actually get rid of the SIM we were using. Uh, so we were partnering with one of, um, uh, snowflakes partners, um, >>Because yeah, but you still have a SIM, >>We still have it. It's just minimized what goes to the SIM, because most of what I care about, isn't actually going to a SIM. Yeah. It's all the other pieces that are in a cloud because we use all like, we're, we're a hundred percent in the cloud. I don't have servers, I don't have firewalls. We don't have routes routers or switches. So all the things I care about live in a cloud somewhere. And, and I want that information. And so a lot of times, um, especially when it comes to the engineering tools, they were already sending the information to snowflake or they're also interested. And so we're partnering like it's, we're doubling up on the use of the >>Data. Okay. And you couldn't get that outta your SIM. Maybe you're asking your SIM to do too much, or it just didn't deliver. >>No systems are built on search engines. You know, they don't, >>They, they can't do it. >>You kind of knew what you were looking for and you say, Hey, where did I see this? Where did I see that? Very different from data analytics and the kinds of question that security teams really want to ask. These are emergent properties. You need context, you need sequel, you need Python. That's how you ask the questions that security teams really want to ask the legacy Sims. They don't let you ask that kind of question. They weren't built with that in mind. And they're so expensive that by moving off of them, to this approach, you kind of pay for all these other solutions that, that then you can bring on. >>That seems to make the, what you just said. There was brilliant. It seems to make the customer conversation quite easy if they're saying, well, why should I replace my SIM? It's doing just fine. You just nailed it with, with what you said there. >>So, yeah. And we're, and we're seeing that happen extensively. And I'm excited that we have customers here at summit talking about their experience, moving off of a legacy SIM where the security team was off to the side, away from the rest of the company to a unified approach, the SIM and the other security solutions working on top of the snowflake and a collaboration between security and the data >>Team. So what does your security ecosystem look like? You've got SIM partners. Do you have identity access partners, endpoint partner. Absolutely. >>Describe that compliance automation ass. Yeah. We hear about companies really struggling to meet all the compliance requirements. Well, if all the data's already centralized, then I can kind of prove to my auditors and not just once a quarter, but once a day, I can make sure that all the environment is in compliance with whatever standard I have. So we see a lot of that cloud security is another big one because there's just 10 times more things happening in the cloud environment than in the data center. Everything is so heavily instrumented. And so we see cloud security solutions as significant as well. And the identity space, the list goes on and on. We do see the future being the entire security program uses connected applications with a single source of truth in the company's snowflake. And >>Would you say centralized, you, you it's logically centralized, right? I mean, it's virtually centralized, right? It's not, >>Well, that's >>Not shoved into one container, right? >>I mean, it's right. Well, that's the beauty of the data cloud, right? We, everybody that's on the data cloud is able to collaborate. And so whether it's in the same account or table or database, you know, that's really besides the point because all of the platform investments that snowflake is making on cross region, cross cloud collaboration means that once it's in snowflake, then it is unified and can be used together. But >>I think people misunderstand that sometimes. And BEWA made this point, uh, as the Christian about the global nature of, of snowflake and it's globally distributed, but it's logically a data cloud. >>Yeah. I like to call it one big database in the sky. You know, that's how I explain to security teams that are kind of new to the concept, but >>It's not, it's could be a lot of little databases, but it, but having the same framework, the same governance structure, the same security >>You're right. I think that's how it's achieved is what you're describing. You know, I think from the outcome, what the security team needs to know is that when there's some breach hitting the headline and they need to go to their leadership and say, I can assure you, we were not affected. They can be confident in that answer because they have access to the data, wherever it is in the world, they have access to ask you the questions they need to ask. >>And that confidence is critical. These days as that threat landscape just continues to change. Thank you both so much for joining us. Thank you. Talking about from a cyber security perspective, some of the things that are new, new at snowflake, what you guys are doing at Guild education and how you're really transforming the organization with the data cloud, we appreciate your insights. Thank you for having us. Thank you. Thanks you guys for our guests and Dave ante. I'm Lisa Martin. You're watching the queue live from Las Vegas on the show floor of snowflake summit 22. We'll be right back with our next guest.

>>The cube is back at Vemo 2022. I was happy to be live. Dave ante, Dave Nicholson and Dave Russell three Daves. Dave is the vice president of enterprise strategy at Veeam. Great to see you again, my friend. Thanks for coming >>On. Uh, it's always a pleasure. And Dave, I can remember your name. I can't remember >>Your name as well. <laugh> so wow. How many years has it been now? I mean, add on COVID is four years now. >>Yeah, well, three, three solid three. Yeah, Fallon blue. Uh, last year, Miami little secret. We're gonna go there again next year. >>Okay, so you joined Veeam >>Three. Oh, me four. Yeah, >>Yeah, yeah. Four is four, right? Okay. Wow. >>Um, time flies, man. >>Interesting. What your background, former analyst analyze your time at Veeam and the market and the changes in the customer base. What, what have you seen? What are the big takeaways? Learnings? >>Yeah. You know, what's amazing to me is we've done a lot more research now, ourselves, right? So things that we intuitively thought, things that we experienced by talking to customers, and of course our partners, we can now actually prove. So what I love is that we take the exact same product and we go down market up market. We go across geographies, we go different verticals and we can sell that same exact product to all constituencies because the differences between them are not that great. If it was the three Dave company or the 3m company, what you're looking for is reliable recovery, ease of use those things just transcend. And I think there used to be a time when we thought enterprise means something very different than mid-market than does SMB. And certainly your go to market plans are that way, but not the product plans. >>So the ransomware study, we had Jay buff on earlier, we were talking about it and we just barely scratched the surface. But how were you able to get people to converse with you in such detail? Was it, are you using phone surveys? Are you, are, are you doing web surveys? Are you doing a combination? Deep >>Dives? Yeah. So it was web based and it was anonymous on both ends, meaning no one knew VE was asking the questions. And also we made the promise that none of your data is ever gonna get out, not even to say a large petroleum company, right. Everything is completely anonymized. And we were able to screen people out very effectively, a lot of screener questions to make sure we're dealing with the right person. And then we do some data integrity checking on the back end. But it's amazing if you give people an opportunity, they're actually very willing to tell you about their experience as long as there's no sort of ramification about putting the company or themselves at risk. >>So when I was at IDC, we did a lot of surveys, tons of surveys. I'm sure you did a lot of surveys at Gartner. And we would look at vendor surveys like, eh, well, this kind of the questions are rigged or it's really self-serving. I don't sense that in your surveys, you you've, you've always, you've still got that independent analyst gene. Is that, I mean, it's gotta be, is it by design? Is it just happen that ransomware is a topic that just sort of lends itself to that. Maybe you could talk about your philosophy there. >>Yeah. Well, two part answer really, because it's definitely by design. We, we really want the information. I mean, we're using this to fuel or inform our understanding of the market, what we should build next, what we should message next. So we really want the right data. So we gotta ask the right questions. So Jason, our colleague, Julie, myself, we work really hard on trying to make sure we're not leading the witness down a certain path. We're not trying to prove our own thesis. We're trying to understand what the market really is thinking. And when it comes to ransomware, we wanna know what we don't know, meaning we found a few surprises along the way. A lot of it was confirmational, but that's okay too. As long as you can back that up, cuz then it's not just Avenger's opinion. Of course, a vendor that says that they can help you do something has data that says, they think you uni have a problem with this, but now we can actually point to it and have a more interesting kind of partnership conversation about if you are like 1000 other enterprises globally, this may be what you're seeing. >>And there are no wrong answers there. Meaning even if they say that is absolutely not what we're seeing. Great. Let's have that conversation that's specific to you. But if you're not sure where to start, we've got a whole pool of data to help guide that conversation. >>Yeah. Shout out to Julie Webb does a great job. She's a real pro and yes. And, and really makes sure that, like you say, you want the real, real answers. So what were some of the things that you were excited about or to learn about? Um, in the survey again, we, we touched just barely touched on it in 15 minutes with Jason, but what, what's your take? Well, >>Two that I'd love to point out. I mean, unfortunately Jason probably mentioned this one, you know, only 19% answered when we said, did you pay the ransom? And only 19% said, no, I didn't pay the ransom. And I was a hundred percent successful in my recovery. You know, we're in Vegas, one out of five odds. That's not good. Right? That's a go out of business spot. That's not the kind of 80 20 you want to hear. That's not exactly exactly. Now more concerning to me is 5% said no ransom was asked for. And you know, my phrase on that is that's, that's an arson event. It's not an extortion event. Right. I just came to do harm. That's really troubling. Now there's a huge percentage there that said we paid the ransom about 24% said we paid the ransom and we still couldn't restore the data. So if you add up that 24 in that five, that 29%, that was really scary to me. >>Yeah. So you had the 19%. Okay. That's scary enough. But then you had the wrecking ball, right? Ah, we're just gonna, it's like the mayhem commercial. Yes. Yeah. See ya. Right. Okay. So <laugh>, that's, that's wild. So we've heard a lot about, um, ransomware. The thing that interests me is, and we've had a big dose of ransomware as analysts in these last, you know, 12, 18 months and more. But, but, but it's really escalated. Yeah. Seems like, and by the way, you're sharing this data, which is amazing. Right. So I actually want to dig in and steal some of the, the data. I think that's cool. Right? Definitely. You gave us a URL this morning. Um, so, but you, your philosophy is to share the data. So everybody sees it, your customers, your prospects, your competitors, but your philosophy is to why, why are you sharing that data? Why don't you just keep it to yourself and do it quietly with customers? >>Yeah. You know, I think this is such a significant event. No one vendor's gonna solve it all. Realistically, we may be tied for number one in market share statistically speaking, but we have 12.5%. Right. So we're not gonna be able to do greater good if we're keeping that to ourselves. And it's really a notion of this awareness level, just having the conversation and having that more open, even if it's not us, I think is gonna be beneficial. It speaks to the value of backup and why backup is still relevant this day and age. >>I dunno if you're comfortable answering this, but I'll ask anyway, when you were a Gartner analyst, did you get asked about ransomware a lot? >>No. >>Very rarely or never. >>Almost never. Yeah. And that was four years ago. Literally. Like it >>Was a thing back then, right? I mean it wasn't of course prominent, but it was, it was, I guess it wasn't that >>20 16, 20 17, you know, it's, it's interesting because at a couple of levels you have the, um, the willingness of participants to share their stories, which is a classic example of people coming together to fight a common fo. Yeah, yeah. Right. In the best of times, that's what happens. And now you're sharing that information out. One of the reasons why some would argue we've gotten to this place is because day zero exploits have been stockpiled and they haven't been shared. So you go to, you know, you go, you go through the lineage that gets you to not pet cat as an example. Yes. And where did it come from? Hey, it was something that we knew about. Uh, but we didn't share it. Right. We waited until it happened because maybe we thought we could use it in, in some way. It's, it's an, it's an interesting philosophical question. I, I don't know. I don't know. I don't know where, if that's, uh, the third, it's the one, the third rail you don't want to touch, but basically we're, we are, I guess we're just left to sort through whatever, whatever we have to sort through in that regard. But it is interesting left to industry's own devices. It's sharing an openness. >>Yeah. You know, it's, I almost think it's like open source code. Right? I mean, the promise there is together, we can all do something better. And I think that's true with this ransomware research and the rest of the research we do too. We we've freely put it out there. I mean, you can download the link, no problem. Right. And go see the report. We're fine with that. You know, we think it actually is very beneficial. I remember a long time ago, it was actually Sam Adams that said, uh, you know, Hey, there's a lot of craft brewers out there now, you know, is, are you as a craft brewery now? Successful? Are you worried about that? No. We want every craft brewery to be successful because it creates a better awareness. Well, an availability market, it's still Boston reference. >>What did another Boston reference? Yes. Thank you, >>Boston. And what <laugh>. >>Yeah. So, you know, I, I, I feel like we've seen these milestone, you know, watershed events in, in security. I mean, stucks net sort of yeah. Informed us what's possible with nation states, even though it's highly likely that us and Israel were, were behind that, uh, the, the solar winds hack people are still worried about. Yes. Okay. What's next. Even, even something now. And so everybody's now on high alert even, I don't know how close you guys followed it, but the, the, uh, the Okta, uh, uh, breach, which was a fairly benign incident. And technically it was, was very, very limited and very narrow in scope. But CISOs that I talked to were like, we are really paranoid that there's another shoe to drop. What do we do? So the, the awareness is way, way off the charts. It begs the question. What's next. Can you, can you envision, can you stay ahead? It's so hard to stay ahead of the bad guys, but, but how are you thinking about that? What this isn't the end of it from your standpoint? >>No, it's not. And unfortunately it's because there's money to be made, right? And the barrier to entry is relatively low. It's like hiring a Hitman. You know, you don't actually have to even carry out the bad act yourself and get your own hands dirty. And so it's not gonna end, but it it's really security is everyone's responsibility. Veeam is not really a full time security company, but we play a role in that whole ecosystem. And even if you're not in the data center as an employee of a company, you have a role to play in security. You know, don't click that link, lock the door behind you, that type of thing. So how do you stay ahead of it? I think you just continually keep putting a focus on it. It's like performance. You're never gonna be done. There's always something to tune and to work on, but that can be overwhelming. So the positive I try to tell someone is to your point, Dave, look, a lot of these vulnerabilities were known for quite some time. If you were just current on your patch levels, this could have been prevented, right? You could have closed that window. So the thing that I often say is if you can't do everything and probably none of us can do something and then repeat, do it again, try to get a little bit better every period of time. Whether that's every day, every quarter, what case may be, do what you can. >>Yeah. So ransomware obviously very lucrative. So your job is to increase the denominator. So the ROI is lower, right? And that's a, that's a constant game, right? >>Absolutely. It is a crime of opportunity. It's indiscriminate. And oftentimes non-targeted now there are state sponsored events to your point, but largely it's like the fishermen casting the net out into the ocean. No idea with certainty, what's gonna come back. So I'm just gonna keep trying and trying and trying our goal is to basically you wanna be the house on the neighborhood that looks the least inviting. >>We've talked about this. I mean, any, anyone can be a, a, a ransomware as to go in the dark web, ransomware's a service. Oh, I gotta, I can put a stick into a server and a way I go and I get some Bitcoin right. For it. So, so that's, so, so organizations really have to take this seriously. I think they are. Um, well you tell me, I mean, in your discussions with, with, with customers, >>It's changed. Yeah. You know, I would say 18 months ago, there was a subset of customers out there saying vendors, crying Wolf, you know, you're trying to scare us into making a purchase decision or move off of something that we're working with. Now. I think that's almost inverted. Now what we see is people are saying, look, my boss or my boss's boss's boss, and the security team are knocking on my door asking, what are we gonna do? What's our response? You know, how prepared are we? What kind of things do we have in place? What does our backup practice do to support ransomware? The good news though, going back to the awareness side is I feel like we're evangelizing this a little less as an industry. Meaning the security team is well aware of the role that proper backup and availability can play. That was not true. A handful of years ago. >>Well, that's the other thing too, is that your study showed the closer the practitioner was to the problem. Yes. The more problems there were, that's an awareness thing. Yes. That's not a, that's not, oh, just those guys had visibility. I wanna ask you cuz you've You understand from an application view, right. There's only so much Veeam can do. Um, and then the customer has to have processes in place that go beyond just the, the backup and recovery technology. So, so from an application perspective, what are you advising customers where you leave off and they really have to take over this notion of shared responsibility is really extending beyond cloud security. >>Yeah. Uh, the model that I like is interestingly enough, what we see with Caston in the Kubernetes space. Mm-hmm <affirmative> is there, we're selling into two different constituencies, potentially. It's the infrastructure team that they're worried about disaster recovery. They're worried about backup, but it's the app dev DevOps team. Hey, we're worried about creating the application. So we're spending a lot of focus with the casting group to say, great, go after that shift, left crowd, talk to them about a data availability, disaster recovery, by the way you get data movement or migration for free with that. So migration, maybe what you're first interested in on day one. But by doing that, by having this kind of capability, you're actually protecting yourself from day two issues as well. >>Yeah. So Let's see. Um, what haven't we hit on in this study? There was so much data in there. Uh, is that URL, is that some, a private thing that you guys shared >>Or is it no. Absolutely. >>Can, can you share the >>URL? Yeah, absolutely. It's V E E so V two E period am so V with the period between the E and the a forward slash RW 22. So ransomware 22 is the research project. >>So go there, you download the zip file, you get all the graphics. Um, I I'm gonna dig into it, uh, maybe as early as this, this Friday or this weekend, like to sort of expose that, uh it's you guys obviously want this, I think you're right. It's it's it's awareness needs to go up to solve this problem. You know, I don't know if it's ever solvable, but the only approach is to collaborate. Right. So I, I dunno if you're gonna collaborate with your head-to-head competitors, but you're certainly happy to share the data I've seen Dave, some competitors have pivoted from data protection or even data management to security. Yes. I see. I wonder if I could run a premise by, I see that as an adjacency to your business, but not sort of throwing you into the security bucket. What are your thoughts on that? >>Yeah. You know, certainly respect everything other competitors are doing, you know, and some are getting very, you know, making some good noise and getting picked up on that. However, we're unapologetically a backup company. Mm-hmm, <affirmative>, we're a backup company. First. We're worried about security. We're worried about, you know, data reuse and supporting shift, left types of things, but we're not gonna apologize for being in the backup availability business, not, not at all. However, there's a role that we can play. Having said that that we're a role. We're a component. If you're in the secondary storage market, like backup or archiving. And you're trying to imply that you're going to help prevent or even head off issues on the primary storage side. That might be a little bit of a stretch. Now, hopefully that can happen that we can go get better as an industry on that. >>But fundamentally we're about ensuring that you're recoverable with reliability and speed when you need it. Whether we're no matter what the issue is, because we like to say ransomware is a disaster. Unfortunately there's other kind of disasters that happen as well. Power failures still happen. Natural issues still occur, et cetera. So all these things have to be accounted for. You know, one of our survey, um, data points basically said all the things that take down a server that you didn't plan on. It's basically humans at the top human error, someone accidentally deleted something and then malicious humans, someone actually came after you, but there's a dozen other things that happened too. So you've gotta prepare for all of that. So I guess what I would end up with saying is you remember back in the centralized data centers, especially the mainframe days, people would say, we're worried about the smoking hole or the smoking crater event. Yeah. Yeah. The probability of a plane crashing into your data bunker was relatively low. That was when it got all the discussion though, what was happening every single day is somebody accidentally deleted a file. And so you need to account on both ends of the spectrum. So we don't wanna over rotate. And we also, we don't want to signal to 450,000 beam customers around the world that we're abandoning you that were not about backup. That's still our core >>Effort. No, it's pretty straightforward. You're just telling people to back up in a way that gives them a certain amount of mitigation yes. Or protection in the event that something happens. And no, I don't remember anything about mainframe. He does though though, much older than me >>EF SMS. So I even know what it stands for. Count key data don't even get me started. So, and, and it wasn't thank you for that answer. I didn't mean to sort of a set up question, but it was more of a strategy question and I wish wish I could put on your analyst hat because I, I feel, I'll just say it. I feel as though it's a move to try to get a tailwind. Maybe it's a valuation play. I don't know. But I, I, it resonated with me three years ago when everybody was talking data management and nobody knew what that meant. Data management. I'm like Oracle. >>Right. >>And now it's starting to become a little bit more clear. Um, but Danny Allen stuff and said, it's all about the backup. I think that was one of his keynote messages. So that really resonated with me cuz he said, yeah, it starts with backup and recovery. And that's what, what matters most to these customers. So really was a strategy question. Now maybe it does have valuation impact. Maybe there's a big market there that can be consolidated. You know, uh, we, this morning in the analyst session, we heard about your new CEO's objectives of, you know, grabbing more market share. So, and that's, that's an adjacency. So it's gonna be interesting to see how that plays out far too many security vendors. As, as we know, the backup and recovery space is getting more crowded and that is maybe causing people to sort of shift. I don't know, whatever right. Or left, I guess, shift. Right. I'm not sure, but um, it's gonna be really interesting to watch because this has now become a really hot space after, you know, it's been some really interesting momentum in certain pockets, but now it's everywhere it's coming ubiquitous. So I'll give you the last word Dave on, uh, day one, VEON 20, 22. >>Yeah. Well boy, so many things I could say to kind of land the plane on, but we're just glad to be back in person. It's been three years since we've had a live event in those three years, we've gone from 300,000 customers to 450,000 customers. The release cadence, even in the pandemic has been the greatest in the company's history in 2020, 2021, there's only about three dozen software only companies that have hit a billion dollars and we're one of them. And that, you know, that mission is why hasn't changed and that's why we wanna stay consistent. One of the things Danny always likes to say is, you know, we keep telling the same story because we're not wanting to deviate off of that story and there's more work to be done. And to honors point, you know, Hey, if you have ambitious goals, you're gonna have to look at spreading your wings out a little bit wider, but we're never gonna abandon being a backup. Well, >>It's, it's clear to me, Dave on was not brought in to keep you steady at a billion. I think he's got a site set on five and then who knows what's next? Dave Russell, thanks so much for coming back in the cube. Great to >>See always a pleasure. Thank you. >>All right. That's a wrap for Dave one. Dave ante and Dave Nicholson will be backed tomorrow with a full day of coverage. Check out Silicon angle.com for all the news, uh, youtube.com/silicon angle. You can get these videos. They're all, you know, flying up Wiki bond.com for some of the research in this space. We'll see you tomorrow.

(upbeat music) >> Hey everyone. Welcome back to theCUBE's coverage of Coupa Inspire 2022. We are in Las Vegas at the beautiful Cosmopolitan hotel. I'm your host, Lisa Martin. Brian McKillips joins me next, a managing director at Accenture. Brian, it's great to have you on the program. >> Thanks for having me, I'm glad to be here. >> So you have an interesting, you lead a lot of stuff at Accenture and I want to read this off, so I get it right. You lead the intelligent platform services strategy and the industry and functions platform group. Talk to me about those responsibilities. >> Yeah, so the intelligent platform services is the place in the business where we have kind of our large software partners, SAP, Oracle, Microsoft, Workday, Salesforce and Adobe. And we kind of think of ourselves as kind of the engine that powers industry and functional solutions, right? And the way Accenture's gone to market over the last couple of years has been kind of bringing together our breadth of experience all the way from strategy, all the way through operations and these big technology transformations are at the core of that. So that's what we do in intelligent platform services. And we recently launched this what we call the industry and functions platforms group because we realized there's a lot of strategic partners that are critical for us to be have a strong practice around, COUPA being one of them, you know in the supply chain and sourcing and procurement space so that we could create a home to be able to deliver these solutions globally and at scale. So I lead both kind of the strategy across all of IPS and then the new industry and functions platform group. >> Got it. All right. So you're here to talk to me about composable technology. First of all, define that for the audience so they understand what you're talking about. >> Yeah, you bet. So, you know, at Accenture, we're talking a lot about this is the age of compressed transformation, meaning, you know, change is only going to speed up and the need to change and so our clients are really struggling with not only kind of moving fast but that pressure around having to change as dynamics around the world change. So in the age of compressed transformation, we were really talking about how our clients should be kind of reorienting the way they think about their tech stack. And because, you know, historically a lot of us grew up in kind of monolithic implementations with, you know one software provider. But today it's really about composing technology to create new industry, new ways to solve industry problems, functional processes, customer experiences, right? And so composable technology we think about it in three parts. One is a cloud foundation that is, you know, the hyperscalers are a critical part of that. Secondly, our digital core and these are the kind of the historic software packages at the center of a lot of the industry and functional business processes. So you think about SAP and Oracle and Salesforce and things like that. But then around that digital core you have composable elements to be able to plug in. And that could be things like other software packages but it's also kind of industry IP or you know, edge devices, you know think IOT, think smart appliances, think and when you put, pull all those things together you need to be able to not only configure it once but configure and reconfigure as the dynamics of the marketplace change. >> So composable technology isn't necessarily new but has the pandemic been an accelerator of some of the things that you're seeing now in terms of why it's important, what's different about it now as being a foundation for competitive differentiation? >> Yeah, for sure. And it's, you know, I, anybody who's in technology say, you know, you tell them about this idea, they're like, well this isn't new, we've had service oriented architectures for 20 years. >> Right. >> You know, we've been talking about integrating things forever, but the you know, much like we all five to seven years ago we knew that we'd be using our phones to pay for pretty much everything but the tech hadn't caught up, right. Not every restaurant or store that you went to had the point of sale set up, right. So we all kind of knew that was coming. And the same thing has kind of happened around this idea of about composable technology and the three things that are new are one is that the cloud foundation is here, right. >> Yes. >> Where, you know, you now have not only kind of hyperscale high speed compute in at the core you actually have at the edge as well. And the same thing with high speed network, you know you have Starlink, you have 5G rolling out. So you have that cloud foundation that really wasn't there before. The second thing that's happening is the posture of a lot of the ecosystem, major ecosystem players has changed, right. And this started, you know when Satya Nadella took over Microsoft where Microsoft was very much a kind of a closed environment. >> Right. >> Where Satya under his leadership has really kind of changed the posture of being able to integrate into that. And we've seen that really pretty much across the entire landscape. And then lastly, it's become, you know, cheaper and, you know, quicker to be able to integrate with platforms like MuleSoft and others where there's kind of full scale integration platforms. So those are, those are the kind of the things that are new that allows for composable technology to be here in the real world. >> So it's something that's tangible, it's real organizations need to be on this bandwagon I imagine or they're going to be left behind. Gartner had some interesting stats that your team sent over and they were talking about these stats that were very compelling in terms of a seismic shift which always, you hear seismic living in California I think earthquakes, but something substantial. And they said, this seismic shift is going to happen by 2023. And I thought, hang on, that's less than a year away. >> Yeah. >> And they talked about by 2023, organizations that have adopted an intelligent composable approach will outpace competition 80% in the speed of new feature implementation. So if an organization hasn't started on that now is it too late? >> I would say not necessarily too late but they need to look for ways to change their disposition, right. And one of the ways that we've been helping clients do this is through pre-integrated solutions, right. So you know, in the past, the motion would be we would work with a client, they would work with our kind of strategists and consultants and say, what does the the future of supply chain look like for example. And if the client liked it, they would say, okay, I love it, what do I do next? Right. Then there would be another consulting engagement, another consulting engagement and then there would be a blueprint and architecture and at some point there was an implementation and a run. We've actually said we're investing heavily with our ecosystem partners to be able to pre-integrate solutions. So when that supply chain strategist says this is what the post COVID supply chain should look like and the client says, I love it what do I do next, that strategist can turn around and say, well, we've got a pre-integrated solution with SAP at the core sitting on a Microsoft Azure stack integrated with Coupa, wrapped with AI and machine learning and we can drop that and configure it for an environment. So that's how we're working with clients who are in that position that really need to kind of change their disposition is to bring these pre-integrated solutions and drop them in. >> Where are your conversations at the C- Suite level? Because this is, I hear many things in what you just said. Part of it is change management, which is very challenging. There's, people are very resistant to that. >> Brian: Yeah. >> One of the things that we've learned in the last two years is if it's going to come it's going to come but where are your conversations within that executive suite in terms of getting buy-in and going this is the direction we have to go in. >> Brian: Yeah. >> Because our business needs to be not just survive but thrive. >> Yeah. Yeah. These are, I mean, there are certainly of course in kind of traditional channels of tech whether it's, you know, the CIO or the CTO, but increasingly we're seeing this is a CEO discussion and, you know, our CEO Julie Sweet, is very, very market pacing and is having top to top conversations talking about compressed transformation, talking about composable technology because it's no longer just a, you know, a back office function as you know, right. I mean, this is really core to how companies you know, are, change their business models, make money, right. And it's a constant evolution. And that's why we talk about that kind of configuring and reconfiguring, it's not just coming in, implementing once, run it for five years and then when it's time to upgrade, we come back. >> No. >> We really want to be the partner with our clients to basically move in and, you know, across the patch whether it's specific industry processes, specific functional processes, specific customer experiences, we want to be the partner that is constantly tuning and configuring and reconfiguring and composing these solutions from across the ecosystem. >> And helping those businesses in any industry evolve as you talked about this compressed timeline, compressed transformation, such an interesting way of describing it but it's really true, it's what we've been living the last couple of years. >> Brian: Yeah. And so I want to get into Accenture's technology vision. You touched on this a little bit but there was some stats that your team provided that I thought were really, really interesting, a survey that Accenture did, 77% of executives, and we were just talking about the C-suite, state that their tech architecture is becoming critical to the overall success of the organization. So that awareness is there for sure en masse. Another thing that, stat that was interesting was 90% of business and IT execs agree that to be agile we always talk about agility, right, be resilient, organizations need to fast forward this digital transformation at the core. There's that compressed transformation. >> Brian: Yeah. >> Those are very high numbers. >> Brian: Yeah. >> In terms of where organizations say we see where we need to be. What's the vision at Accenture to help organizations get there fast? >> Yeah. Well, I think it's, you know, the thing that came to mind as you were talking is that we have, you know, major clients that have had this had in the, you know consumer packaged goods and apparel space that have had one way that they've done business is directly through retailers, you know, for pretty much their whole existence. Suddenly they need to shift to a direct to consumer model both in terms of marketing, in terms of commerce and that's not, you know, you don't just flip a switch in the back office and, you know, call IT and say hey, hey, can you change around a few things? It's actually shifting the entire core, it touches everything, it touches point of sale, it touches the customer experience, it touches supply chain, it touches employee experience even, right. >> Yeah. >> And so that's why I think it's so important for, you know technology leaders and business leaders to continue to kind of integrate themselves more tightly. >> Yes. >> To be able to make these business model transformations not just, you know, the tech that supports things. >> It's essential. >> Yeah. >> You know, we often in so many shows, Brian, we talk about alignment of business and technology, but it's not trivial. >> Yeah, yeah. >> It's absolutely fundamental to the success of every organization. And they've got to do so and as you said, I'm going to use your, your word, the compressed transformation. >> Yeah. >> A compressed timeframe. So talk to me about some customer examples where you really feel that Accenture and Coupa have helped this organization transform its supply chain to be able to be, use composable technology. >> Brian: Yeah. >> To be a leader in its industry. >> Yeah. Well, one example of that is a major industrial client that we have that has global operations across the world. And they're on a journey to kind of upgrade their digital core ERP that they've been on for a long time. And that's a multi-year journey. But at, you know, today they have needs for sourcing and procurement solutions in specific geographies around the world like Japan, for example. So what we've been able to do and it's a relatively simple example but quickly work with the client and Coupa to identify the right Coupa solution that's born in the cloud that has a great kind of user experience and implement that quickly as well as integrated it into the digital core, right. So they're not separate things. And it becomes part of that architecture, right. It just starts to kind of show the flexibility of when you have, when you come with a kind of composable technology point of view, the way we can help our clients do that. And in some other cases it's even more, you know, more cutting edge. So think about a utilities client, for example that has IOT sensors on their wires and when the, when that wire swings too far they say something's wrong. Automatically it goes back to the digital core cuts a ticket and finds the closest worker. >> Lisa: Okay. >> To then dispatch. The worker then can put on their hollow lens, for example and climb the pole and get directions on how to solve the problem right then and there, right? That's another example of you know, multiple systems, edge devices things coming together in order to create that. And it's only going to get faster, you know, with the metaverse. >> Lisa: Right. >> You know, with web 3.0 coming, with blockchain becoming more and more mainstream, companies need to be thinking about in this age of compressed transformation how to do that composable technology that you can figure and reconfigure. >> Do you think that we're in an age of compressed transformation or is that how it's going to be going forward given the global climate the last two years? >> Yeah. It's definitely going to be that way going forward over the next, you know, probably for the large part of the, the remainder of our career. I mean, we're, our CTO, Paul Daugherty, talks about us being an mega cycle, right? There's so many things changing. And even without these externalities of, you know, political issues and pandemics, you know, the introduction of AI and machine learning, a lot of these technologies I just mentioned, it's, the change is happening in every industry, in every, you know kind of area of the marketplace and in a way that's, you know, that's really exciting, right. And we get to help our clients be able to kind of solve those things not just once, but continually >> There's a tremendous amount of opportunity that's come from compressed transformation, right. A lot of opportunity, a lot of potential. What are some of the things that you're looking forward to say in the next year, as we talked about some of those business and lines of business and IT folks understand we've got to move in this direction. What excites you about the potential that you have to help these organizations really transform? >> Yeah, well, I think, I mean, the, we just came out with our new tech vision which is about the metaverse. And I think that the things that excite me are there's brand new ways like we've lived in a world where transactions take place in a very predictable way with local currencies through a single channel. And that was, that's been sort of fixed for a long time. The fundamentals of the economy or actually in the marketplace are starting to change in terms of how do we transact with things like cryptocurrencies, things like non fungible tokens, you know, all these things that we didn't, you know, they weren't, even the metaverse these were not main line words, even six you know, months ago, 12 months ago. >> Lisa: Right, right. >> Now these things, you know, every it seems like every month there's something new that is, you know, seismic to use your word that is shifting the fundamentals of the marketplace. And I think that's what's really exciting. I mean, that's where, I mean, it's probably one of the most exciting times to be in business, be in the marketplace. It certainly has a lot of challenges. >> Lisa: Yes. >> But, you know, I think we're really about using, you know, the promise of technology to unlock human ingenuity and this is a great time to be able to unlock that human ingenuity. >> And that's such a great alignment with Coupa. I was just in the keynote and there was an Accenture video, Julie Sweet was talking to some other folks about that. Great alignment in the partnership. Brian, thank you for joining me talking about composable technology, what's new, why and the potential that organizations and every business have to use it to unlock competitive advantages. >> Brian: Yeah. >> We appreciate your insights and your time. >> You bet. Pleasure to be here. >> All right. With Brian McKillips, I'm Lisa Martin. You're watching theCUBEe from Coupa Inspire 2022. (upbeat music)

>>Hi, everyone. Welcome back to the cubes coverage of splunk.com, virtual 2021. I'm John Ford, your host of the cube. We're here with Teresa Carlson, special guests cube alumni. Who's now the president and chief growth officer of Splunk. Teresa, welcome back to the queue. >>So glad you're here with us >>As the president of Splunk. Great to see you. Great to see you. So we've had many conversations in the queue. When you were the chief of public sector of Amazon web services, you grew that business significantly over the years. We've documented on the cube and we've talked about I've written about it. Um, now Splunk, it feels a lot like AWS was back in LA a couple of years ago, where you have this amazing product everyone's using. They don't lose customers. They're getting customers they're in the middle of the security thing, which you know a lot about, and they have this large enterprise base growing. It's just a minute. Grazer leaning in Splunk is, seems to be going to the next level. >>Totally. Well, you nailed it. I would say we're definitely in a scale mode at this point at Splunk. And also to your point, our customers are so loyal to us and we're seeing actually customers with more than a million dollars doubling their spend almost with us. Uh, it's pretty cool. And now we have this cloud portfolio, which is one of my jobs, as you know, I love, I've got my cloud shirt on. I've been believer in cloud. I'm a real believer. You know, I saw the transformational effects of cloud in real time, over 11 years and bringing that here even more to utilize that in our security and observability spaces is quite phenomenal. And then you see again in a much more, uh, set of segmented workloads, how customers take advantage of this. And of course today, like no other John security is just top of mind. It's always been you and I talked earlier about how security kind of evolved over the years and public sector led some of that over time. And then commercial industry say, you know, wow, that today it's, I mean, it's more than top of mind for not just every enterprise organization and government entity, but it's also every board out there. It's something that we think about internal threat, external threat. How do we manage it? How do we get the data around it to understand it? And then how do we take action on it? >>I seen you up on stage as a senior leader here at Splunk, um, at the virtual venue at a great keynote was a lot of news. And we'll get into that in a second, but I want to ask you, knowing you personally and covering you over the years of Amazon web services, you've been a fierce competitor. Okay. But you also have been a great people, person, people loved working for you, Splunk, is it the same? We've been covering them just as long as we cover an ADFS. The culture seemed to fit because Splunk is kind of competitive, but they're kind of quiet, competitive culture. Yeah. Interesting. Tell us about, tell us about your experience. >>Well, and I think we can, yeah, we can do it in our own Spanky way. I'm learning new it's six minutes today that I've been as blind quiches and believable that I've been here this long already, but, uh, Splunk has a very quirky culture, which I led. They have a lot of fan. They have a big following and I'm so sorry that everyone couldn't attend in person, but the virtual social media feeds are off the charts. I mean, I'm just, I'm having so much fencing high already. They come together. It's a real community, but, uh, yeah, on the competition front, here's what reminds me so much about my old world is that I always love that when somebody wakes up and realizes that it's a huge industry and they want to participate. And that's kind of what happened when I was at AWS and now it's blank. >>I'm like, Hey, all these companies are waking up and saying, data's this real thing. It's like a $90 billion plus industry and growing, and then data with security. Hello, are you kidding me? So I feel like really that's kind of what's happened. And Splunk has such a unique set of tools and solutions that just work, they work. And that's what customers, I have heard that statement from customers and partners so much that it just works. And the other thing that's pretty unique about us, I would say John is our ability to navigate between an on-prem world and a cloud world in a unique set of areas like IOT, edge computing. So wherever customer's data is multiple clouds, we're able to take advantage of that for the customer. So they make the choice of where that data comes from and they use the splint tooling then to be able to get those insights and information >>Well, great to have you on the Cuban grid, that's swung to have you, and they're going to be lucky to have you going to do a lot stuff, knowing you and knowing the Splunk community and the team here. A great team. Now talking about the announcements, look at what's going on. Obviously security is still in everything. Yep. A couple of things, rebranding of the partner versus sends a huge message of the ecosystem. You know, that movie you've seen that movie before, um, digital journey for customer success. Again, they have tons of customers that have been with them from beginning and new customers, but they've got to go government action going on here. Whereas you know, a lot about the government logging in monetization program. >>Yeah. Well, as you know, the government, uh, you got 11, but they do continually come up with N fended mandates. And my government customers always have said, oh my gosh, I've got another unfunded mandate. So we're really helping them at that because yes, while it's infested in this budget this year, as it states, they know how important it is. And I do think this initiative is something that is going to have a waterfall effect into the commercial industries. Also just like a lot of these things do and around security, uh, but it's important that we help our government customer made as best as they can. So we've come up with, I think, a very unique offering that they can take advantage of for Splunk and we're going to be out there helping them every way. And, and hopefully John L also helped them learn more about cross governmental, what they're doing and how they can understand from their logs and metrics even more about how to protect. Yes. >>One of the things that we've talked about before in the past, but how cloud-scale, and as creates ecosystems, Amazon VMware, you seeing all these ecosystems that have been thriving for, for decades, Splunk has an ecosystem developing very, very fast. Their partners are, are loyal and they're making money with them. And they're being delivered solutions as data becomes the new enablement. How do you see the role of the partners that growing? How do you see them evolving over time? >>Well, let me just tell you, I'm, I'm a real believer in the partner community. I mean, firsthand over the years, my time at Microsoft at AWS, I saw it as an unbelievable force multiplier to your business. And I mean that, and they do things that you don't even think of. I, you know, I'm always amazed at partners. I'm like, oh, you're using the tool for that. Wow. So while we are broadly good, we're, we're very good at what we do, but we cannot understand every horizontal or vertical industry out there. And the reason it's important to have partners, they can take you to places that you never dreamed. And for us, if you look at the categories, we need our CSP or cloud service providers to be able to really help us make sure that we take advantage of the cloud platforms that are out there and our primary, we AWS, and then Google cloud. >>Uh, and then after that we work, we work with both those a migration. You saw Steve Schmidt today. Good friend of mine love Steve. And the work we're doing. And you saw, we were one of the first migration partners with AWS. You'll see us continue that program. We'll work together to continue to look for security services jointly that we can offer. And we're a customer of theirs. They're a customer of ours. It makes a good partnership. And then additionally, you have, uh, you have your MSPs, right? Your managed service providers. And today we talked about blue buoyant who had multiples, and these are partners out there that have a unique offering for me, generally managed security or observability in the marketplace. They take the Splunk toolkit, they add to it and they have it off, offered out to their customers. Um, and then you have your largest size like Accenture. I'm so excited about that. First of all, led Julie Sweet. She's an amazing CEO and leader. Uh, and w in what they're doing with this, they've been a long-standing partner of ours, but now they've actually made us part of their, one of their 11 business groups. So it's Accenture plus Splunk, and now they'll take us into all of their industries together. So it's huge. And, you know, >>Does that mean cause, cause this is a business deal. This isn't just like a, you know, some sort of deal where you guys saying we're going together. This is a specific division. >>That's right. That's right. So they have a leaven partners that they work with. AWS is one of them. SAP's one of them. Uh, IBM's one of them, Salesforce, I believe is one of them. And they have, they have experts at Accenture that can go into customers to implement tools and services for customers at the enterprise level. And so they have selected. Splunk is one of those business partners that you heard Paul today talk about. We already have 400 customers together and growing, we will expand that, but it's a joint effort of both go-to-market selling and technical resources that will deliver. But for Splunk, again, it's back to that horizontal and vertical slicing where they can take us into security practice that they have chosen. Splunk is one of their security offerings and it's important that we really support them. But also in the splint, a partner verse, we're going to do some new things. >>John, if I just first take and talk about it, we've had a great partner program, but now we're going to Korea's credits, uh, technology, architecture, tooling support, uh, getting in, you know, to certify themselves, to be pro serve ready for those migrations and modernizations. But also really what we heard from a lot of them is they need more training and education remaster to understand our new cloud offerings. And that makes sense. So it's more digital and more cloud oriented with these partners. And then guess what they would love for us to talk about how great they are and we should. So when we get them out there that helps our customers really understand the offerings they have in the marketplace >>At Brooke honeymoon was saying she didn't do a lot more listening and they're working on this next level partner verse. I found that really interesting, all sorts of Katie beyond key. I talked with she's the SVP of customer success, something you're I know you're obsessed about. You always work backwards from the customers as the AWS way. How do you view customer stuff? Because you have a lot of different customers, you have diverse customers. What's important. What are you going to keep Katie's on top of this, but what's your view. >>We ha we do have a lot of different customers. However, we have a concentration of the largest, most important and influential customers in the world. So our customer base is very large enterprise oriented, multiple departments within that enterprise take advantage of Splunk. We work with 90 to the 100 fortune 100 companies, and we've worked with them for a long time. And like I said, we're continuing to see them use more of splice, not less as blank. And the way that that happens is, and I hear from him, I sit and talk to him and they're like, now we're using Splunk in these multiple departments and we need to bring it all together at the enterprise level for the C-suite to look at it. Now, I know it sounds a little strange John, but that's changed a bit over the years. And that is because, you know, if you look at big spenders at an enterprise, he spends a lot of money because they need to at dev, you know, uh, security, right. Security infrastructure, and they need to monitor all that. They need to understand it, but guess what they want, understand it now at the corporate level. And they need it at the CIO, they need at the Cisco level for threat analysis. And then now boards want more and more that information they want to roll up of what's happening. So we're seeing a trend where the C-suite, the senior executives really are much more interested in Splunk. It used to be very departmental. >>I'll throw another wrench in the equation. There is one developers want shifting left. They want real time data security policy in the development, CDC at pipelining. So another problem. Yeah. >>Yeah. And developers lever tools. And again, they're, they're another unique group I should totally talk about. That takes your tools to another level and really fears that ways within their customer set to take advantage of the tooling. >>He's a great to see you. Congratulations on a new opportunity here. And the leadership at Splunk, um, really perfectly poised to take the growth of the cloud. That's. So I have to ask you, what's your mission? What's your mission for the next year as you come on? You're six months in what's the, >>Well, for us, here's blankets, continuing to scale, really listening to our customers and partners. It sounds, I don't want it to sound like a cliche. We really are spending time listening and working back, Sean and I are working. He's their president of technology products and technology. He and I are working very closely to look at features and functionality that we need to be talking about. Uh, it is about taking advantage of the partner community in a way to support them, to help again, get us into new areas of the business. And then lastly, continue to make sure that we have the training and education for customers directly because our tools and technologies are evolving. And if I've learned anything over the last 11 years is cloud is a step change for a lot of customers and they're still hybrid. So it's important that we meet them where they are, but help them get over that bridge so that they have that full digital journey. So that's what you're going to see me focused on. I'm super excited. >>I was talking with Claire, the CMO just before you leave, I want to get your reaction. This event went virtual the last minute. It became a studio here in Silicon valley. You're a media company now Splunk. Yeah. >>It's like it. I mean, it is amazing what we accomplished today. Uh, I, you know, I don't want to pre give numbers, but we had way, way over 20,000 today, online and, uh, growing. So the numbers we're still looking at, but it was unbelievable. And we had, I think we had had like 22,000 registered and we even got more. So people joined in, they stay, they watched the keynote, there were out narrow specialty sessions. And I all agree, like it was pretty cool. It was a step change because we were thinking about doing it in person. We took a pulse and we said, you know, we think we can actually do a better job this year because of COVID steel. If we do it all virtually and it turned out and we have you, so look at this, you're like, we have you here. And I love your cool backdrop here, John. Yeah. >>Well, you guys do a great job. You guys are a media company. Now you're telling your own stories direct. There's a lot of stories to tell. Thank you for coming on the cube. Great to see you >>Again. John's great to see you because the >>Cubes coverage here at.com 2021 virtual I'm John for your host of the cube. Thanks for watching.

>>From the Bellagio hotel in Las Vegas, it's the queue covering UI path forward for brought to you by UI path. >>We'll go back to the cubes coverage of UI paths forward for big customer event. You know, this company has always bucked the trend and they're doing it again. They're having a live event, physical event. There are customers here, partners, technologists. I'm here with Lisa Martin, my co-host for the show. And we're going to talk about testing. It's a new market for UI path. If anybody knows anything about testing, it's kind of this mundane, repetitive process ripe for automation geared vice-chairs. Here's the senior vice president of testing products at UI path and Matt Elisa. Who's the product marketing lead at UI path. Gents. Welcome to the cube. Thanks for coming on. Thanks for having us feminists. Explain to us how you guys think about testing both from an internal perspective and how you're going to market. >>Yeah, well, testing has been around for a long time, right? 25 years or so when, when I came to UI pass, the first thing I looked at was like, how do our customers test RPA? And it's quite interesting. We did a survey actually with 1500 people and, uh, 27% said that they wouldn't test at all. And I thought that's really interesting. RPA is a business critical software that runs in your production environment and you probably have to test. So we came up with this idea that we create the test suite we're using, you know, proven technology from UI pass. And, and we built this offering and brought this into the market for RPA testing and for application testing. So we do both. And of course we use it internally as well. I mean, that will be, you know, eat your own dog food or drink your own champagne, I guess. Yeah. >>Well, think about it. If you, if you automate, if you, if there's an ROI to automate a process, there's gotta be an ROI to verify that it's going to work before it goes into production too. And so it's amazing that a lot of companies are not doing this and they're doing it manually, um, today. >>So, so, but so, but parts of testing have been automated, haven't they with regression testing. So can, can you guys take us through kind of the before and after and how you're approaching it versus the traditional way? >>Yeah, absolutely. I mean, like I said, testing is not new, right? Um, but still when you look at the customers, they're not out to meeting more than I would say, 30, 40% of the manual tests. So still a lot of Stan manually, which I think, and we talked about this right manual testing is the, the original RPA. It's a tedious, repetitive tasks that you should not do manually. Right? And so what we are trying to bring in is now we're talking about this new role, it's called a digital tester. The digital tester is an empowered. We could call a manual tester, who's able to build automation and we believe that this will truly increase the automation, even in the existing testing market. And it's going to be, I don't want to use the word game-changer, but it's gonna change. Uh, the way testing is done. Yeah. >>And we're, we're applying, um, all the capabilities of UI path and delivering those testers, just like we would for HR team or a, or a, a finance and accounting team. But testing even has they understand this more, they've been doing this for 20 years. They understand automation and we're going to get them things like process mining so they can figure out what tests they need to run from production data. We're going to give them task mining so they can make more human-like tests test. Exactly. Like I used to be a tester, uh, and I ran a test team. And what I used to do is I have to go out to a warehouse and I'd have to go watch people as they entered orders, to make sure I was testing it the right way. So they would like click. We usually thought they were clicking things, whether you're using hotkeys, that's just an example of what they were doing. But now we can do task, task mining to get that remotely, pull that data in and do tests and make more realistic tests. >>How much of the there's so much potential there? I think you were saying that only 27% are actually doing testing. So there's so much opportunity. I'm curious, where are your conversations within the customer organization? We know that automation is a board level investor topic. Where are you? Where are those discussions with the testing folks, the RPA folks, helping them come together? >>Well, that's interesting. The question we typically, on the IP side, we talked to the cos by the people that are professionally developing those RPAs, but very easily, we get introduced to the test side of the house. And then usually there's a joint meeting where the test people are there, the RPA people are there. And that's why we are talking about this is going to convert somehow, right? They are in different departments today. But if you think about it, if five years down the road, maybe 10 years, they might be an automation discipline for the entire enterprise. So if that answered your question about, >>Yeah, >>Yeah. And we have a customer coming presenting this afternoon, Chipola and they're gonna be talking about how they, both of the teams are using a test teams and the RPA teams. And they built a reusable component library that, so when they built RPA team built their automations, they put them in a reusable library and the test team is able to recreate their tests much faster, reusing about 70% of the components. And so when the, when you think of automation, they're thinking about automating the application, not automating a process or a test so that people can use those like Lego blocks and build it if they're doing so, they could even, even it automation, if they wanted to start doing it, automation, they could pull those components out and use those. >>This is game changing is quality because so often, because in this day and age of agile, it's like move fast and break things. A lot of things break. And when we heard this morning in the keynotes, how you guys are pushing code like a couple of times a week, I mean, it's just a constant. And then you do two big releases. Okay. I get, I get it for the on-prem. But when you're pushing code that fast, you don't have time to test everything. There's a lot of stuff that's unknown. And so to the extent that you can compress all those checkboxes, now I can focus on the really important things that sometimes are architectural. How do you expect applying RPA to testing is going to affect the quality? Or maybe you got some examples. Chipotle. You just mentioned what, >>First of all, I mean, when you say we pushing code like bi-weekly or so, right. We're talking about continuous development. That's what it's called. Right? It's agile. You have sprint cycles, you continue to bring new code, new code, new code, and you test all the increments with it. So it's not that you building up a huge backlog for the testing on the RPA side. What I see is that there will be a transformation about the process, how they develop RPA at the moment. It's still done very much, I would say, in a waterfall issue, which is agree, >>A big bang waterfall. >>Yeah. It will transition. We already have partners that apply agile methodologies to their actually RPA development. And that's going to change that. >>Okay. So it's not so it's quality for those that are in testing obviously, but, but it's, but for the waterfall guys, it's, it's compressing the time to value. Oh yeah. That's going to be the big key. Yeah. That's really where it's coming. >>But he said his Chipotle is, was able to reuse 70% of the automation components. Right. That's huge. I mean, you have to think about it. 70% can be reused from testing to RPA and vice versa. That's a huge acceleration. Also on the IPA side, you can automate more processes faster. If you have components that you can trust. >>So you were a tester. Yeah. So you were a cost center. Yes, exactly. >>Unnecessary. What's the budget. >>So could you think RPA and automation can flip that mindset? Yes, >>Totally. And that's one of the things we want to do is we want to turn testing from a cost center to a value center, give testers a new career paths, even because really testers before all you could do is you could be more technical. Maybe you become a developer or you could be a manager, but you couldn't really become like an automation architect or a senior automation person. And now we're giving them a whole different career path to go down. So it's really exciting >>Because I know when I came out of college, I had a job offer and I wanted to be a developer, a programmer. We call them back then. And the only job I could get was as a tester. And I was like, oh, this is miserable. I'm not doing this, but there's a, there was a growth path there. They were like, Hey, do this for two or three years, maybe five years. I was like, forget it. I'm going into sales and marketing. But so what's the, what's the growth path today for the tester. And how do you see this >>Changing? So you want to go, you want to, I can take that one. No, you take it. I mean, I did it, so really it's, I mean, we're going to be giving these guys, the testing market has been kind of not innovating for years and years and years. And so we're going to be giving these guys some new tools to make them more powerful, make even the cause. Testing is a kind of a practice that is, you know, like, like you said, you didn't like testing. I didn't like testing either. Actually I hate testing. So I automated it. Right. So, um, and so that was the first thing I did. And so I think we're going to give these guys some new tools, some ways to grow their career and some ways to be even better testers, but like, like, like we talked about process mining, test mining, like maybe they're maybe they're testing the wrong things. Maybe they're not testing, you know, maybe, you know, there, cause there's kind of this test, everything mentality where we need to test everything and the whole release instead of like focusing in on what changed. And so I think we'll be able to help them really focus on the testing and the quality to make it more efficient as well. However, >>So T to defend the testers, right test is a very skilled people. Yes. They know their business, they know what to test and how to test in a way that nobody else knows that it's something we sometimes underestimate. They are not developers, so they don't write code or they don't build automations typically. But if we can equip them with tools that they can build out information, you have the brain and the muscle together, you know what I mean? You don't have to delegate the automation to some, whatever team that is maybe outsourced even you can do it. In-house and I think to some extent, that was also the story of Chipotle, right? Yeah. Yeah. They were in sourcing again because they're building their own >>And it saved them time because they have deal is handoffs, you know, to an external third party to do the testing for them. And so they pulled it all in made things much more streamlined and efficient. How >>Is that? It seems like a big cultural shift within any type of organization in any industry we're using as an example here, how does UI path help facilitate that cultural shift? Cause that's big and we're talking about really reducing, um, or speeding time to value. >>Right. Right. And it is a lot of the agile methodology is like, we're starting. So it's kind of like, we're going back in time, you know, and we're teaching these people, you know, the RPA community, all of the things that we learned from software development. Right. And so we're going to bring applying that to this. And so all those agile mindset, the th the agile values, you know, those are the things that are going to help them kind of come together. And that's one of the things that Julie talked about is one of the things is they had a kind of agile mindset, a can-do attitude that pulled them together. >>I think one thing that will really helps with changing the culture is empowering the people. If you give them the tools that they can do, they will do, and that will change the culture. I don't think it can come from top down. It needs to come from within and from the people. And that's what we see also with RPA, by the way, is adopted on department level and D build automations. And then at some point it becomes maybe an enterprise wide initiative, right. But somebody in HR had this idea and started >>The other thing too, is Matt, you mentioned this, you could go to a third party. So what years ago? In the early two thousands, we had a software company. We would use a company called agile on. They were us. I don't know if you ever heard of them. They're basically, we're a job shop. And we would throw our code over the very waterfall, throw the code over the fence. It was a black box and it was very asynchronous. And it would come back, you know, weeks later. And they say, I fix this, fix this, but we didn't have the analytics we didn't have. There was no transparency. Had we had that. We would have maybe come up with new ideas or a way to improve it because we knew the product way better. And so if you can bring that, in-house now you've got much better visibility. So what, what analytics are analytics a piece of this? >>Is that something that is so, I mean, I'll give you an example, SAP systems, right? When you have SAP systems, customers apply transports like five or 10 a day. Every transport can change the system in a way that you might break the automation. We have the possibility to actually not only understand what's going on in this system with process mining, but we also have the possibility to do change, impact, money, and change impact. Mining tells me with every process, every transport I apply, what has changed, and we can pinpoint the test cases that you need to run. So instead of running a thousand test cases, every time we pinpoint 50 of them and you know exactly what has changed. Yeah. >>That's right. Cause a lot of times you don't know what you don't know. And you're saying the machine is basically saying focus on these areas that are going to give you the biggest, that's kind of Amdahl's law, isn't it focus on the areas that are going to get the most return. Yeah. So this is a new business for UI path. You guys are targeting this as a market segment. Can you tell us more about that? >>We joined about two years ago. It takes some time to build something, right. There was a lot of proven technology there. And then we lounged, uh, I think it wasn't July last year, which was more like a, uh, private lounge. We, we didn't make much noise around it and it's gaining a lot of traction. So it's several hundred customers have already jumped on their test bandwagon, if you can call it this way. And yeah, this, this year we were pushing full speed into the testing market as well, because we see the benefits that customers get when they use both like the story from Chipotle. It has other customers like Cisco and, and more, when you hear the stories, what they were able to achieve. I mean, that's a no-brainer I think for any customer who wants to improve the automation. Yeah. >>Well, and also we're taking production grade automation and giving it to the testers and we're giving them this advanced AI so they can automate things. They weren't able to automate before, like Citrix virtual virtualized machines, point of sale systems, like 12 layer, any other business would have, they can automate all those things now that they couldn't do before, as well as everything else. And then they can also the testing tools, they talked about fragmentation this morning. That's another problem is there's a tool for mobile. There's a tool for this. There's a tool for API APIs. You have all these tools, you have to learn all these languages. We're going to give them one. They can learn and use and apply to all their technologies. And it's easy to use and it's easy to use. Yeah. >>That's kind of been the mantra of UI path for very long time, easy to use making, making RPA simple. We've got 8,000 plus customers. You mentioned a few of them. We're going to have some of them on the program this week. How do you expect good question for you that stat that you mentioned from that survey in the very beginning of our conversation, how do you expect that needle to move in the next year? Because we're seeing so much acceleration because of the pandemic. >>That's a really good question because the questions that we had in the, after we had the first hundred, right? The values didn't change that much. So we have now 1500 and you would assume that is pretty stable from the data. It didn't change that much. So we're still at 27% that are not testing. And that's what we see as our mission. We want to change that no customer that has more than, I dunno, five processes in production should not like not test that's crazy and we can help. And that's our mission. So, but the data is not changing. That's the interesting part. >>I know, I know we're out of time, but, but we're how do you price this? Is it a, is it a set? Is it a subscription? Is it a usage based model? How, how do you, >>It's fully included in the UI pass tool suite. So it means it's on the cloud and on-prem the pricing is the same. We are using this. There >>It is. Yeah. >>It's the same components. Like, like we're using studio for automation, we're using orchestrator, but we're using robots. We have cloud test manager on prem test manager. It's just a part of the >>Value, add that you're putting into the platform. Yeah, yeah, >>Exactly. Yeah. There are components that are priced. Yes. But I mean, it's part of the platform, how it is delivered. >>Yeah. So I paid for that module and you turn it on and use it. So it's a subscription. It could be an annual term if I want multi-year term. I can do that. Exactly. Good. Great guys. Thanks so much for coming on the Cuban and good luck with this. Thank you. Great, great innovations. Okay. Keep it right there at Dave Volante for Lisa Martin, we'll be back with our coverage of UI path forward for, from the Bellagio in Las Vegas. Keep it right there.

>>From the Bellagio hotel in Las Vegas, it's the cube covering UI path forward for brought to you by UI path. >>We'll go back to the cubes coverage of UI paths forward for big customer event. You know, this company has always bucked the trend and they're doing it again. They're having a live event, physical event. There are customers here, partners, technologists. I'm here with Lisa Martin, my co-host for the show. And we're going to talk about testing. It's a new market for UI path. If anybody knows anything about testing, it's kind of this mundane, repetitive process ripe for automation geared vice-chairs. Here's the senior vice president of testing products at UI path and Matt Elisa. Who's the product marketing lead at UI path. Gents. Welcome to the cube. Thanks for coming on. Thanks for having a feminist Likert. Explain to us how you guys think about testing both from an internal perspective and how you're going to market. >>Yeah, well, testing has been around for a long time, right? 20 twenty-five years or so when, when I came to UI pass, the first thing I looked at was like, how do our customers test RPA? And it's quite interesting. We did a survey actually with 1500 people and, uh, 27% said that they wouldn't test at all. And I thought that's really interesting. RPA is a business critical software that runs in your production environment and you probably have to test. So we came up with this idea that we create the test suite. We're using, you know, proven technology from UI pass. And, and we built this offering and brought us into market for RPA testing in for application testing. So we do both. And of course we use it internally as well. I mean, that will be, you know, eat your own dog food or drink your own champagne, I guess. So >>I want to think about it. If you, if you automate, if you, if there's an ROI to automate a process, there's gotta be an ROI to verify that it's going to work before it goes into production too. And so it's amazing that a lot of companies are not doing this and they're doing it manually, um, today. >>So, so, but so, but parts of testing have been automated, haven't they with regression testing. So can, can you guys take us through kind of the before and after and how you're approaching it versus the traditional? >>Yeah, absolutely. I mean, like I said, testing is not new, right? Um, but still when you look at the customers, they're not out to meeting more than I would say, 30, 40% of the manual tests. So still a lot of Stan manually, which I think, and we talked about this right manual testing is the, the original RPA. It's a tedious, repetitive tasks that you should not do manually. Right? And so what we are trying to bring in is now we're talking about this new role it's called the digital tester. The digital tester is an empowered. We could call a manual tester, who's able to build automation and we believe that this will truly increase the automation, even in the existing testing market. And it's going to be, I don't want to use the word game changer, but it's going change. Uh, the way testing is done. Yeah. >>And we're, we're applying, um, all the capabilities of UI path and delivering those to testers, just like we would for HR team or a, or a, a finance and accounting team. But testing even has they understand this more, they've been doing this for 20 years. They understand automation and we're going to give them things like process mining so they can figure out what tests they need to run from production data. We're going to give them task mining so they can make more human-like tests test. Exactly. Like I used to be a tester and I ran a test team. And what I used to do is I have to go out to a warehouse and I'd have to go watch people as they entered orders, to make sure I was testing it the right way. So they would like click. We usually thought they were clicking things, but they were using hotkeys. That's just an example of what they were doing. But now we can do task task mining to get that remotely, pull that data in and do tests and make more realistic tests. >>So much of the there's so much potential there. I think you were saying that only 27% are actually doing testing. So there's so much opportunity. I'm curious, where are your conversations within the customer organization? We know that automation is a board level investor topic. Where are you? Where are those discussions with the testing folks, the RPA folks, helping them come together? >>Well, that's interesting. The question, uh, we typically on the IPS, have we talked to the cos, right? The people that are professionally developing those RPAs, but very easily, we get introduced to the test side of the house. And then usually there's a joint meeting where the test people are there, the RPA people are there. And that's why we are talking about this is going to convert somehow, right? The are in different departments today. But if you think about it, five years down the road, maybe 10 years, they might be at an automation discipline for the entire enterprise. So if that answered your question about, >>Yeah. >>Going to require a cultural shift. Yeah. And we have a customer coming presenting this afternoon. and they're gonna be talking about how they, both of the teams are using a test teams and the RPA teams. And they built a reusable component library that, so when they built RPA team built their automations, they put them in a reusable library and the test team is able to recreate their test much faster reusing about 70% of the components. And so when the, when you think of automation, they're thinking about automating the application, not automating a process or a test so that people can use those like Lego blocks and build it if they're doing so, they could even, even it automation, if they wanted to start with an it automation, they could pull those components out and use those. >>I think this is game changing is quality because so often, because in this day and age of agile, it's like move fast and break things. A lot of things break. And when we heard this morning in the keynotes, how you guys are pushing code like a couple of times a week, I mean, it's just a constant. And then you do two big releases. Okay. I get, I get it for the on-prem. But when you're pushing code that fast, you don't have time to test everything. There's a lot of stuff that's unknown. And so to the extent that you can compress all those check boxes, now I can focus on the really important things that sometimes are architectural. How do you expect applying RPA to testing is going to affect the quality? Or maybe you've got some examples. Chipotle, you just mentioned, >>First of all, I mean, when you say we pushing code like bi-weekly or so, right. We're talking about continuous development. That's what it's called. Right? It's agile. You have sprint cycles, you continue to bring new code, new code, new code, and you test all the increments with it. So it's not that you building up a huge backlog for the testing on the IPA side. What I see is that there will be a transformation about the process, how they develop RPA at the moment. It's still done very much, I would say, in a waterfall way, which is agree. A big bang waterfall. Yeah. It will transition. We already have partners that apply agile methodologies to their actually RPA development. And that's going to change that. >>Okay. So it's not so it's quality for those that are in testing obviously, but, but it's, but for the waterfall guys, it's, it's compressing the time to value. Oh yeah. That's going to be the big key. That's really worth. >>I mean, what he said is Chipotle is, was able to reuse 70% of the automation components. Right. That's huge. I mean, you have to think about it. 70% can be reused from testing to RPA and vice versa. That's a huge acceleration. Also on the RPA side, you can automate more processes faster. If you have components that you can trust. >>So you were a tester. Yeah. So you were a cost center. Yes, exactly. >>Unnecessary. What's the budget. >>So could you think RPA and automation can flip that mindset? >>Yeah, totally. And that's one of the things we want to do is we want to turn testing from a cost center to a value center, give testers a new career paths, even because really testers before all you could do is you could be more technical. Maybe you become a developer or you can be a manager, but you couldn't really become like an automation architect or a senior automation person. And now we're giving them a whole different career path to go down. So it's really exciting. >>'cause I know when I came out of college, I had a job offer and I wanted to be a developer, a programmer. We called them back then. And the only job I could get was as a tester. And I was like, oh, this is miserable. I'm not doing this, but there's a, there was, there's a growth path there. They were like, Hey, do this for two or three years, maybe five years. I was like, forget it. I'm going into sales and marketing. But so what's the, what's the growth path today for the tester. And how do you see this changing? >>So you want to go, you want to, I can take that one. No, you take it. So that's a really, yeah. I mean, I did it, so really it's, I mean, we're going to be giving these guys, the testing market has been kind of not innovating for years and years and years. And so we're going to be giving these guys some new tools to make them more powerful, make even the cause. Testing is a kind of a practice that is, you know, like, like you said, you, you didn't like testing. I didn't like testing either. Actually I hate testing. So I automated it. So, um, and so that was the first thing I did. And so I think we're going to give these guys some new tools, some ways to grow their career and some ways to be even better testers, but like, like, like we've talked about process mining, test mining, like maybe they're maybe they're testing the wrong things. Maybe they're not testing, you know, maybe, you know, there, cause there's kind of this test, everything mentality we're we need to test everything and the whole release instead of like focusing in on what changed. And so I think we'll be able to help them really focus on the testing and the quality to make it more efficient as well. >>Go ahead. So do to defend the testers, right? Test is a very skilled people. Yes. They know their business, they know what to test and how to test in a way that nobody else knows that it's something we sometimes underestimate. They are not developers so that they don't write code and they don't build automations typically. But if we can equip them with tools that they can build out information, you have the brain and the muscle together, you know what I mean? You don't have to delegate the automation to some, whatever team that is maybe outsourced even you can do it. In-house and I think to some extent, that was also the story of Portland sourcing again, because they're building their own automation. Yeah. >>And it saved them time because they have deal is handoffs, you know, to an external third party to do the testing for them. And so they pulled it all in made things much more streamlined and efficient. How >>Is that? It seems like a big cultural shift within any type of organization in any industry we're using Chipola as an example here, how does your path help facilitate that cultural shift? Because that's big and we're talking about really reducing, um, or speeding time to value. >>Right. Right. And it is a lot of the agile methodologies like we're starting. So it's kind of like, we're going back in time, you know, and we're teaching these people, you know, the RPA community, all of the things that we learned from software development. Right. And so we're going to be applying that to this. And so all those agile mindset, the th the agile values, you know, those are the things that are going to help them kind of come together. And that's one of the things that Julie talked about is one of the things is they had a, kind of an agile mindset, a can-do attitude that pulled them down. >>And I think one thing that will really helps with changing the culture is empowering the people. If you give them the tools that they can do, they will do, and that will change the culture. I don't think it can come from top down. It needs to come from within and from the people. And that's what we see also with RPA, by the way, is adopted on department level and D build automations. And then at some point it becomes maybe an enterprise wide initiative, right. But somebody in HR had this idea and started >>The other thing too, is Matt, you mentioned this you'd go to a third party. So years ago in the early two thousands, we had a software company. We would use a company called agile on. They were, so I don't know if you ever heard of them. They're basically, we're a job shop. And we would throw our code over the very waterfall, throw the code over the fence. It was a black box and it was very asynchronous. And it would come back, you know, weeks later. And they say, oh, I fixed this, fixed this, but we didn't have the analytics we didn't have. There was no transparency had we had that. We would have maybe come up with new ideas or have way to improve it because we knew the product way better. And so if you can bring that, in-house now you've got much better visibility. So what, what analytics are our analytics a piece of this? And is that something? Yeah. >>Yeah. So, I mean, they'll give you an example, SAP systems, right? When you have SAP systems, customers apply transports like five or 10 a day. Every transport can change the system in a way that you might break the automation. We have the possibility to actually not only understand what's going on in this system with process mining, but we also have the possibility to do change, impact, money, and change impact. Mining tells me with every process, every transport I apply, what has changed, and we can pinpoint the test cases that you need to run. So instead of running a thousand test cases, every time we pinpoint 50 of them and you know exactly what has changed. Yeah. >>That's right. Because a lot of times you don't know what you don't know. And you're saying the machine is basically saying focus on these areas that are going to give you the biggest, that's kind of Amdahl's law. Isn't it focus on the areas that going to get the most return. Yeah. So this is a new business for UI path. You guys are targeting this as a market segment. Can you tell us more about that? >>We joined about two years ago. It takes some time to build something, right. There was a lot of proven technology there. And then we lounged, uh, I think it wasn't July last year, which was more like a private lounge. We, we didn't make much noise around it and it's gaining a lot of traction. So it's several hundred customers have already jumped on that test bandwagon, if you can call it this way. And yeah, this, this year we are pushing full speed into the testing market as well, because we see the benefits that customers get when they use both like the story from Chipotle. It has other customers like Cisco and, and more, when you hear the stories, what they were able to achieve. I mean, that's a no-brainer I think for any customer who wants to improve the automation. Yeah. >>Well, and also we're taking production grade automation and giving it to the testers and we're giving them this advanced AI so they can automate things. They weren't able to automate before, like Citrix virtual virtualized machines, point of sale systems, like 12 layer, any other business would have, they can automate all those things now that they couldn't do before, as well as everything else. And then they can also the testing tools, they talked about fragmentation this morning. That's another problem is there's a tool for mobile. There's a tool for this. There's a tool for API APIs and you have all these tools. You have to learn all these languages. We're going to give them one that they can learn and use and apply to all their technologies. And it's easy to use and it's easy to use. Yeah. >>That's kind of been the mantra of UiPath for very long time, easy to use making, making RPA simple. We've got 8,000 plus customers. You mentioned a few of them. We're going to have some of them on the program this week. How do you expect good question for you that stat that you mentioned from that survey in the very beginning of our conversation, how do you expect that needle to move in the next year? Because we're seeing so much acceleration because of the pandemic. >>A really good question, because the questions that we had in the beginning after we had the first hundred, right? The values didn't change that much. So we have now 1500 and you would assume that is pretty stable from the data. It didn't change that much. So we're still at 27% that are not testing. And that's what we see as our mission. We want to change that no customer that has more than, I dunno, five processes in production should not like not test that's crazy and we can help. And that's our mission. So, but the data is not changing. That's the interesting part. >>And I know, I know we're out of time, but, but we're how do you price this? Is it a, is it a set? Is it a subscription? Is it a usage based model? How >>It's fully included in the UI pass tool suite. So it means it's on the cloud and on-prem the pricing is the same. We are using this. There it is. Yeah. It's the same components. Like, like we're using studio for automation, we're using orchestrator, but we're using robots. We have cloud test manager on prem test manager. It's just a part of the, >>So it's a value add that you're putting into the platform. Yeah, yeah, exactly. >>Yeah. Th there are components that are priced. Yes. But I mean, it's part of the platform, how, >>But it's a module. So I paid for that module and you turn it on and then they can use it. So it's a subscription. It could be an annual term if I want multi-year term, I can do that. Exactly. Good. Great guys. Thanks so much for coming on the Cuban and good luck with this. Thank you. Great, great innovations. Okay. Keep it right there at Dave Volante for Lisa Martin, we'll be back with our coverage of UI path forward for, from the Bellagio in Las Vegas. Keep it right there.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 Special coverage sponsored by AWS Worldwide Public sector Welcome back to the cubes coverage. This is the Cube virtual in our coverage of AWS reinvent with special coverage of the worldwide public sector day. I'm your host, John Firrea. We are the Cube, and I'm joined by Trayvon's hyper scaler partner. Leave with Red Hat. Trey, Welcome to the Cube. >>Thank you. Great to be here, John. Very happy to be at my first virtual reinvent, but probably my third in a row reinvented itself. >>You know, it's super exciting and usually were in person, as you mentioned. But the Cube virtual your virtual. We gotta do it virtual this year, but the game is still the same. It's about learning is about getting updates on what's relevant for customers with the pandemic. A lot of things have been highlighted, and this has been the big fun of reinvent because you mentioned three years. This is our eighth year. We've been there every year since the since the except for the first year, but you just look at the growth right, but it's still the same cadence of more news, more announcements, more higher level services, you know, with with open shift We've been following that with kubernetes and containers Service meshes. You're seeing micro services. All this coming together around open source and public sector is the main benefit of that. Right now, if you look at most interviews that I've done, the mandate for change in public sector is multifold in every vertical education to military, right. So So there's a need to get off your butt and get going with cloud if you're in public sector, um, tell us more about Red hat and the partnership around public sector, because I think that's really what we want to dig into. >>Absolutely. And there definitely have been, uh, changes this year that have inspired innovation. Uh, Red hat native us have been on a path for innovation for quite a while. Red hat in working with the open source community and taking an iterative approach to what we call upstream first, which is essentially, uh, to develop, uh, in the open source communities to mature those into enterprise grade products and then thio iterative Lee, take those findings back to the open source community. So Red Hat and eight of us have had a long history of collaboration. Starting all the way back in 2007 with Red Hat Enterprise Linux being available within the AWS console continue on to things like AWS Quick starts, which are reference architectures for how to deploy products that you're managing yourself on then, More recently, recent being the last say, four years, Uh, Thio offer a open shift managed service within a W s. And now continuing that with a joint offering that's gonna be forthcoming. That's the Red had open shift service on AWS, which will be the first native offering and joint offering with a W s by A by a third party such as ourselves. So there's a history of innovation there in a history of collaboration, and I think we'll talk a little bit later on in the interview specifically about how that relates to public sector and their unique needs. >>Yeah, well, let's just get in there. What are the some of the unique needs? Because there's value in your partnership with AWS. You laid out a bunch of those services, so certainly there's customers that are in need. What specific requirements are there. Can you tell us how Red Hat and A W s work together to meet these challenges? >>Sure. So the public sector group is composed of many organizations and agencies both. When I think of public sector, I think of the federal civilian space. I think about the D. O. D uh, the state and local and education. All of those elements of public sector have different needs. But there are some standards that are very pervasive in the public sector, things like Phipps and how you articulate your compliance with particular validated cryptographic modules or with how you express a control statement using something like the uh minus 853 which is critically important for cloud service offerings. And so those are some of the things that Red Hat native us have a heritage of working together on also providing deep explanations for those organizations and their mission so that they can comfortably move into the cloud, do digital transformation by taking applications that maybe on Prem today and having the confidence to move those into the cloud with security and compliance at the forefront. So when I think about the overall mission of government and then the threats to that mission, whether they be state actors, you know, individuals there are serious. They're serious solutions that have been developed both in the open source community to provide greater visibility into security. And there are things that the government has done to kind of create frameworks for compliance. And those are things that we work with, uh, in the open. So we have, ah, process that we call Compliance is code which can be found both inside of repositories like git Hub. But also on our website, where we articulate how our products actually work with those compliance frameworks, uh, the cryptographic a while authorizations and some of the certifications for technology that the government's put forward. >>So if it's compliance, is code like infrastructure is code, which is Dev Ops. What do you call it? Gov. Dev Ops or Gove ops Compliant ops. It's kind of get a little Dev ops vibe there. I mean, this is a really real question. I mean, you're talking about making compliance, automated. This is what Dev ops is all about, right? And this is this is kind of where it's going. How do you how do you expand more on that? Take a minute to explain. >>Sure. So it's a red hat. Over the last 20 plus years has been doing things that are now called Dev Ops or Dev SEC ops any number of combinations of those words. But the reality is that we've worked in in things like small teams. We've worked to make things like micro services, where you have a very well defined and discreet service that could be scaled up and then that's been incorporated into our products. But not only that, we release those things back Thio the open source community to make the broader Linux platform, for example, the broader kubernetes platform to make those things, uh stronger onto also get more visibility to some of those security items. So that there is a level of trust that you can have in the software supply chain is being created not only with ease, but the things that the customers of building based on these solutions. >>Yeah, that's a good point. Trust and all that compliance is, too. But also when you have that trust, now you have a product you wanna actually deploy it or have customers consume it. Um, it hasn't always been easy trade and cover. You got Fed ramp. I mean, I talked to Teresa cross about this all the time at a W s. You know, there's all kinds of, you know, things. You got hoops you gotta jump through. How are you guys making that? Easier, Because again, that's another concern you got. You guys got a great channel. You got the upstream. First, you've got the open source. Um, you know, enterprises certainly do great. And now you're doing great in public sector. How you guys making it easier for partners to on Ram Pinto. All these Fed programs? >>Yeah. So what I think about the application transformation that organizations are going through we have, especially in the open shift environment. We have what we call the operator framework, which allows operational knowledge to be used as code on. That's gonna be a kind of a running theme for us, but to be able to do these things as code, uh, whether it's things like our compliance operator, which allow you to do testing of a production environment, uh, testing of operational elements of your infrastructure to be able to test them for compliance is Phipps enabled our cryptographic libraries being used, and at what levels are they being used by simply the operating system where they're being used in the kubernetes environment? Are they even being used toe access AWS services? So one of the big things that is important for redhead customers that are moving into the cloud is the depth at which we can leverage the cloud provider services such as the AWS services, but also bring new application services that the customer may be familiar with on Prem, bring those into the environment and then be able to test. So you trust. But you verify on you provide that visibility and ultimately that accountability to the customer that is interested in using your solution in the cloud. And that's what one of those success criterias is gonna bay. >>Yeah, and speed to is a big theme. We're hearing speed agility. I mean, Julie has been talked about all time with Dev ops deficit cops, and you know all these ops automation, but speed deployment. This brings up to the point about we kind of teed up a little bit of the top of the interview, but there's been a big year for disruption, pandemic uncertainty, polarized political environment. Geopolitical. You got stuff in space congestion contention. There you got the edge of the network exploding. So we all new paradigm shifting going on everywhere, right? So, you know, and all the all the turmoil pandemic specifically has been driving a lot of change. How has all this disruption accelerated the public sector cloud journey? Because we were talking earlier, You know, the public sector and didn't have a big I T budget that was never super funded. Like enterprises, they're not flush with cash on board. The motivation was to kind of go slow. Not anymore. Sure anymore, >>I think. Ah, lot of organizations have drawn inspiration from those factors, right? So you have these factors that say that you have a limited budget on that necessity brings out the innovation right, And the especially for government organizations, the the the spirit of the innovation is something that runs deep in the culture. And when faced with those kinds of things, they actually rise to the occasion. And so I think about things like the US Navy's compiled to combat 24 program which were part of and that program is leveraging things like automation, dep, SEC ops and the agile methods to create new capabilities and new software on, as the program name says, it's compiled to combat in 24 hours. So the idea is that you can have software that is created a new capability deployed and in theater, uh, within a short period of time. That's very agile, and it's also ah, very innovative thing, and that's all leveraging red hats portfolio of products. But it's also their vision that and their methodology to actually bring that toe life. So we're very fortunate and very glad to be a part of that and continue to iterating that that way. >>It's nice to be on the road map of the product requirements that are needed now. They're never because the speed is super important and the role of data and all the things that you're doing and open source drives that trade Great to have you on sharing your insight. What? Just a personal question. Hyper scale partner leaders, your title. What does that mean? It means you're going to hyper scales. You're hyper scale who your partner is. Just take a minute to explain what you do it. It's fascinating. It >>definitely means that I'm hyper scale 100% thea Other thing It means we view the cloud service providers as hyper scale er's right. They have capacity on demand pay As you go this very elastic nature to what they do, they offer infrastructure a za service that you can then use for the foundations of your solutions. So as a hyper scale partner leader, what I do is I worked very closely with the AWS team. I actually super long story short. I came from a W S after spending about three years there, so understand it pretty well on, uh, in this particular case, I am working with them to bring the whole portfolio of red hat products, uh, not only onto the cloud for customers to consume in a self directed manner, but also as we build out more of these managed services across application services A i m l A Z you mentioned with things like co vid, uh, there are discrete examples of things like business process, management decision making, that air used in hospitals and inside of, uh, places within the government. You know, uh, that are really wrestling with these decisions. So I'm very pleased with, you know, the relationship that we have with a W s. They're great partner. It's a great opportunity to talk. Especially now it reinvent So these are all really good things and really excited Thio be the hyper scale partner leader. >>That's great that you have that they had the DNA from the best. You know how to do the working backwards stuff. You know, the cultures, both technical cultures. So very customer centric. So nice fit. Thank you for sharing that. And thanks for the insight into, uh, reinvent and red hat. Thank you. >>All right, that was great to be here and look forward to learning a lot. This reinvent >>great. We'll see on the interwebs throughout the next couple of weeks. Trayvon's hyper scale partner manager Really putting in the cloud to Red Hat and customers and public sector. This is our special coverage of the public sector day here at reinvent and ongoing coverage Cube virtual throughout the next couple weeks. John, for your host. Thanks for watching. Yeah,

>>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cubes coverage of the Accenture executive summit. Part of AWS reinvent. I'm your host Rebecca Knight. Today we're welcoming back to Cuba alum. We have Kishor Dirk. He is the Accenture senior managing director first global services lead. Welcome back to the show Kishore. >>Thank you very much. If I go through it again, >>Do it again. And, uh, Tristin moral horse set. He is the managing director, Accenture cloud first North American crows. Welcome back to you to trust in >>Rebecca. >>Exactly. Even in this virtual format, it is good to see your faces. Um, today we're going to be talking about my nav and green cloud advisor capability. Kishor I want to start with you. So my nav is a platform that is really celebrating its first year in existence. Uh, November, 2019 is when Accenture introduced it. Uh, but it's, it has new relevance in light of this global pandemic that we are all enduring and suffering through. Tell us a little bit about the miner platform, what it is. >>Sure, Rebecca, you know, he lost it and now we're 2019 and, uh, you know, he does that cloud platform to help our clients navigate the complexity of cloud and cloud decisions and to make it faster and obviously innovate in the cloud, uh, you know, with the increased relevance and all the, especially over the last few months with the impact of COVID crisis and exhibition of digital transformation, you know, we are seeing the transformation or the acceleration to cloud much faster. This platform that you're talking about has enabled hundred and 40 clients globally across different industries to identify the right cloud solution, navigate the complexity, provide a boat specific solution simulate for our clients to meet the strategy business needs. And the plants are loving it. >>I want to go to you now trust and tell us a little bit about how my nav works and how it helps companies make good cloud choices. >>Yeah, so Rebecca, we, and we've talked about cloud is, is more than just infrastructure and that's what mine app tries to solve for it. It really looks at a variety of variables, including infrastructure operating model and fundamentally what clients' business outcomes. Um, uh, our clients are, are looking for and identify as the optimal solution for what they need. And we assign this to accelerate. We mentioned, uh, the pandemic, one of the big focus now is to accelerate. And so we worked through a three-step process. The first is scanning and assessing our client's infrastructure, their data landscape, their application. Second, we use our automated, um, artificial intelligence engine to interact with. We have a wide variety and library of, uh, collective plant expertise. >>And we look to recommend what is the enterprise architecture and solution. And then third, before we aligned with our clients, we look to simulate and test this scaled up model. And this simulation gives our clients a way to see what cloud is going to look like, feel like and how it's going to transform their business before they go there. >>So tell us a little bit about that in real life. Now as a company, so many of people are working remotely having to collaborate, uh, not in real life. How is that helping them right now, Justin? >>So, um, the, the pandemic has put a tremendous strain on systems, uh, because of the demand on those systems. And so we talk about resiliency. We also now need to collaborate across data across people. Um, I think all of us are calling from a variety of different places where our last year we were all at the cube itself. Um, and, and cloud technologies such as teams, zoom that we're we're leveraging now has fundamentally accelerated and clients are looking to onboard this for their capabilities. They're trying to accelerate their journey. They realized that now the cloud is what is going to become important for them to differentiate. Once we come out of the pandemic and the ability to collaborate with their employees, their partners, and their clients through these systems is becoming a true business differentiator for our clients. >>Sure. I want to talk with you now about my NABS multiple capabilities, um, and helping clients design and navigate their cloud journeys. Tell us a little bit about the green cloud advisor capability and its significance, particularly as so many companies are thinking more deeply and thoughtfully about sustainability. >>Yes. So since the launch of my NAB, we continue to enhance capabilities for our clients. One of the significant, uh, capabilities that we have enabled is the being our advisor today. You know, Rebecca, a lot of the businesses are more environmentally aware and are expanding efforts to decrease power consumption, uh, and obviously carbon emissions and, uh, and run a sustainable operations across every aspect of the enterprise. Uh, as a result, you're seeing an increasing trend in adoption of energy, efficient infrastructure in the global market. And one of the things that we did, a lot of research we found out is that there's an ability to influence our client's carbon footprint through a better cloud solution. And that's what being entered by that brings to us, uh, in, in terms of a lot of the client connotation that you're seeing in Europe, North America and others. Lot of our clients are accelerating to a green cloud strategy to unlock beta financial, societal and environmental benefit, uh, through obviously cloud-based circular, operational, sustainable products and services. That is something that we are enhancing my now. And we are having active planning discussions at this point of time. >>So Tristan, tell us a little bit about how this capability helps clients make greener decisions. >>Yeah. Um, well, let's start about the investments from the cloud providers in renewable and sustainable energy. Um, they have most of the hyperscalers today, um, have been investing significantly on data centers that are run or renewable energy, some incredibly creative constructs on the, how, how to do that. And sustainability is there for a key, um, key item of importance for the hyperscalers and also for our clients who now are looking for sustainable energy. And it turns out this marriage is now possible. I can, we marry the, the green capabilities of the cloud providers with a sustainability agenda of our clients. And so what we look in the way the mind works is it looks at industry benchmarks and evaluates our current clients, um, capabilities and carpet footprint leveraging their existing data centers. We then look to model from an end-to-end perspective, how the, their journey to the cloud leveraging sustainable and, um, and data centers with renewable energy. We look at how their solution will look like and, and quantify carbon tax credits, um, improve a green index score and provide quantifiable, um, green cloud capabilities and measurable outcomes to our clients, shareholders, stakeholders, clients, and customers. Um, and our green plot advisers sustainability solutions already been implemented at three clients. And in many cases in two cases has helped them reduce the carbon footprint by up to 400% to migration from their existing data center to green cloud. Very, very important. Right. >>That is remarkable. Now tell us a little bit about the kinds of clients. Is this, is this more interesting to clients in Europe? Would you say that it's catching on in the United States? Where, what is the breakdown that you're seeing right now? >>Uh, sustainability is becoming such a global agenda and we're seeing our clients, um, uh, tie this and put this at board level, um, uh, agenda and requirements across the globe. Um, Europe has specific constraints around data sovereignty, right where they need their data in country, but from a green, a sustainability agenda, we see clients across all our markets, North America, Europe, and our growth markets adopt this. And we have seen case studies in all three markets. >>Kishor I want to bring you back into the conversation. Talk a little bit about how up ties into Accenture's cloud first strategy, your Accenture's CEO, Julie Sweet has talked about post COVID leadership requiring every business to become a cloud first business. Tell us a little bit about how this ethos is in Accenture and how you're sort of looking outward with it too. >>So Rebecca mine is the launch pad, uh, to a cloud first transformation for our clients. Uh, Accenture see you or Julie Sweet, uh, shared the Accenture cloud first and our substantial investment demonstrate our commitment and is delivering greater value for our clients when they need it the most. And with the digital transformation requiring cloud at scale, you know, we're seeing that in the post COVID leadership, it requires that every business should become a cloud business. And my nap helps them get there by evaluating the cloud landscape, navigating the complexity, modeling architecting and simulating an optimal cloud solution for our clients. And as Justin was sharing a greener cloud. >>So Tristan, talk a little bit more about some of the real life use cases in terms of what are we, what are clients seeing? What are the results that they're having? >>Yes. Thank you, Rebecca. I would say two key things right around my neck. The first is the iterative process. Clients don't want to wait, um, until they get started, they want to get started and see what their journey is going to look like. And the second is fundamental acceleration, dependent make, as we talked about, has accelerated the need to move to cloud very quickly. And my nav is there to do that. So how do we do that? First is generating the business cases. Clients need to know in many cases that they have a business case by business case, we talk about the financial benefits, as well as the business outcomes, the green, green clot impact sustainability impacts with minus we can build initial recommendations using a basic understanding of her environment and benchmarks in weeks versus months with indicative value savings in the millions of dollars arranges. >>So for example, very recently, we worked with a global oil and gas company, and in only two weeks, we're able to provide an indicative savings for $27 million over five years. This enabled the client to get started, knowing that there is a business case benefit and then iterate on it. And this iteration is, I would say the second point that is particularly important with my nav that we've seen in bank, the clients, which is, um, any journey starts with an understanding of what is the application landscape and what are we trying to do with those, these initial assessments that used to take six to eight weeks are now taking anywhere from two to four weeks. So we're seeing a 40 to 50% reduction in the initial assessment, which gets clients started in their journey. And then finally we've had discussions with all of the hyperscalers to help partner with Accenture and leverage mine after prepared their detailed business case module as they're going clients. And as they're accelerating the client's journey, so real results, real acceleration. And is there a journey? Do I have a business case and furthermore accelerating the journey once we are by giving the ability to work in iterative approach. >>I mean, it sounds as though that the company that clients and and employees are sort of saying, this is an amazing time savings look at what I can do here in, in so much in a condensed amount of time, but in terms of getting everyone on board, one of the things we talked about last time we met, uh, Tristan was just how much, uh, how one of the obstacles is getting people to sign on and the new technologies and new platforms. Those are often the obstacles and struggles that companies face. Have you found that at all? Or what is sort of the feedback that you're getting from people? >>Yeah. Sorry. Yes. We clearly, there are always obstacles to a cloud journey. If there weren't obstacles, all our clients would be, uh, already fully in the cloud. What man I gives the ability is to navigate through those, to start quickly. And then as we identify obstacles, we can simulate what things are going to look like. We can continue with certain parts of the journey while we deal with that obstacle. And it's a fundamental accelerator. Whereas in the past one obstacle would prevent a class from starting. We can now start to address the obstacles one at a time while continuing and accelerating the classroom. That is the fundamental difference. >>Uh Kishor I want to give you the final word here. Tell us a little bit about what is next for Accenture might have and what we'll be discussing next year at the Accenture executive summit >>Sort of echo, we are continuously evolving with our client needs and reinventing, reinventing for the future. For my advisor, our plan is to help our clients reduce carbon footprint and again, migrate to a greener cloud. Uh, and additionally, we're looking at, you know, two capabilities, uh, which includes sovereign cloud advisor, uh, with clients, especially in, in Europe and others are under pressure to meet stringent data norms that Chris was talking about and the sovereignty advisor health organization to create an architecture cloud architecture that complies with the green. Uh, I would say the data sound-bitey norms that is out there. The other element is around data to cloud. We are seeing massive migration, uh, for, uh, for a lot of the data to cloud. And there's a lot of migration hurdles that come within that. Uh, we have expanded mine app to support assessment capabilities, uh, for, uh, assessing applications, infrastructure, but also covering the entire state, including data and the code level to determine the right cloud solution. So we are, we are pushing the boundaries on what mine app can do with mine. And we have created the ability to take the guesswork out of cloud, navigate the complexity. We are rolling risk costs, and we are, you know, achieving client's strategic business objectives while building a sustainable alerts with being cloud. Any >>Platform that can take some of the guesswork out of the future. I am I'm on board with thank you so much, Kristin and Kishore. This has been a great conversation. Thank you, Rebecca, stay tuned for more of the cubes coverage of the Accenture executive summit. I'm Rebecca Knight.

>>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome to cube three 60 fives coverage of the Accenture executive summit. Part of AWS reinvent. I'm your host Rebecca Knight. Today we are joined by a cube alum, Karthik, Lorraine. He is Accenture senior managing director and lead Accenture cloud. First, welcome back to the show Karthik. >>Thank you. Thanks for having me here. >>Always a pleasure. So I want to talk to you. You are an industry veteran, you've been in Silicon Valley for decades. Um, I want to hear from your perspective what the impact of the COVID-19 pandemic has been, what are you hearing from clients? What are they struggling with? What are their challenges that they're facing day to day? >>I think, um, COVID-19 is being a eye-opener from, you know, various facets, you know, um, first and foremost, it's a, it's a hell, um, situation that everybody's facing, which is not just, uh, highest economic bearings to it. It has enterprise, um, an organization with bedding to it. And most importantly, it's very personal to people, um, because they themselves and their friends, family near and dear ones are going through this challenge, uh, from various different dimension. But putting that aside, when you come to it from an organization enterprise standpoint, it has changed everything well, the behavior of organizations coming together, working in their campuses, working with each other as friends, family, and, uh, um, near and dear colleagues, all of them are operating differently. So that's what big change to get things done in a completely different way, from how they used to get things done. >>Number two, a lot of things that were planned for normal scenarios, like their global supply chain, how they interact with their client customers, how they go innovate with their partners on how that employees contribute to the success of an organization at all changed. And there are no data models that give them a hint of something like this for them to be prepared for this. So we are seeing organizations, um, that have adapted to this reasonably okay, and are, you know, launching to innovate faster in this. And there are organizations that have started with struggling, but are continuing to struggle. And the gap between the leaders and legs are widening. So this is creating opportunities in a different way for the leaders, um, with a lot of pivot their business, but it's also creating significant challenge for the lag guides, uh, as we defined in our future systems research that we did a year ago, uh, and those organizations are struggling further. So the gap is actually widening. >>So you just talked about the widening gap. I've talked about the tremendous uncertainty that so many companies, even the ones who have adapted reasonably well, uh, in this, in this time, talk a little bit about Accenture cloud first and why, why now? >>I think it's a great question. Um, we believe that for many of our clients COVID-19 has turned, uh, cloud from an experimentation aspiration to an origin mandate. What I mean by that is everybody has been doing something on the other end cloud. There's no company that says we don't believe in cloud are, we don't want to do cloud. It was how much they did in cloud. And they were experimenting. They were doing the new things in cloud, but they were operating a lot of their core business outside the cloud or not in the cloud. Those organizations have struggled to operate in this new normal, in a remote fashion, as well as, uh, their ability to pivot to all the changes the pandemic has brought to them. But on the other hand, the organizations that had a solid foundation in cloud were able to collect faster and not actually gone into the stage of innovating faster and driving a new behavior in the market, new behavior within their organization. >>So we are seeing that spend to make is actually fast-forwarded something that we always believed was going to happen. This, uh, uh, moving to cloud over the next decade is fast forward it to happen in the next three to five years. And it's created this moment where it's a once in an era, really replatforming of businesses in the cloud that we are going to see. And we see this moment as a cloud first moment where organizations will use cloud as the, the, the canvas and the foundation with which they're going to reimagine their business after they were born in the cloud. Uh, and this requires a whole new strategy. Uh, and as Accenture, we are getting a lot in cloud, but we thought that this is the moment where we bring all of that, gave him a piece together because we need a strategy for addressing, moving to cloud are embracing cloud in a holistic fashion. And that's what Accenture cloud first brings together a holistic strategy, a team that's 70,000 plus people that's coming together with rich cloud skills, but investing to tie in all the various capabilities of cloud to Delaware, that holistic strategy to our clients. So I want you to >>Delve into a little bit more about what this strategy actually entails. I mean, it's clearly about embracing change and being willing to experiment and having capabilities to innovate. Can you tell us a little bit more about what this strategy entails? >>Yeah. The reason why we say that as a need for strategy is like I said, cloud is not new. There's almost every customer client is doing something with the cloud, but all of them have taken different approaches to cloud and different boundaries to cloud. Some organizations say, I just need to consolidate my multiple data centers to a small data center footprint and move the nest to cloud. Certain other organizations say that well, I'm going to move certain workloads to cloud. Certain other organizations said, well, I'm going to build this Greenfield application or workload in cloud. Certain other said, um, I'm going to use the power of AI ML in the cloud to analyze my data and drive insights. But a cloud first strategy is all of this tied with the corporate strategy of the organization with an industry specific cloud journey to say, if in this current industry, if I were to be reborn in the cloud, would I do it in the exact same passion that I did in the past, which means that the products and services that they offer need to be the matching, how they interact with that customers and partners need to be revisited, how they bird and operate their IP systems need to be the, imagine how they unearthed the data from all of the systems under which they attract need to be liberated so that you could drive insights of cloud. >>First strategy hands is a corporate wide strategy, and it's a C-suite responsibility. It doesn't take the ownership away from the CIO or CIO, but the CIO is, and CDI was felt that it was just their problem and they were to solve it. And everyone as being a customer, now, the center of gravity is elevated to it becoming a C-suite agenda on everybody's agenda, where probably the CDI is the instrument to execute that that's a holistic cloud-first strategy >>And it, and it's a strategy, but the way you're describing it, it sounds like it's also a mindset and an approach, as you were saying, this idea of being reborn in the cloud. So now how do I think about things? How do I communicate? How do I collaborate? How do I get done? What I need to get done. Talk a little bit about how this has changed, the way you support your clients and how Accenture cloud first is changing your approach to cloud services. >>Wonderful. Um, you know, I did not color one very important aspect in my previous question, but that's exactly what you just asked me now, which is to do all of this. I talked about all of the variables, uh, an organization or an enterprise is going to go through, but the good part is they have one constant. And what is that? That is their employees, uh, because you do, the employees are able to embrace this change. If they are able to, uh, change them, says, pivot them says retool and train themselves to be able to operate in this new cloud. First one, the ability to reimagine every function of the business would be happening at speed. And cloud first approach is to do all of this at speed, because innovation is deadly proposed there, do the rate of probability on experimentation. You need to experiment a lot for any kind of experimentation. >>There's a probability of success. Organizations need to have an ability and a mechanism for them to be able to innovate faster for which they need to experiment a lot, the more the experiment and the lower cost at which they experiment is going to help them experiment a lot. And they experiment demic speed, fail fast, succeed more. And hence, they're going to be able to operate this at speed. So the cloud-first mindset is all about speed. I'm helping the clients fast track that innovation journey, and this is going to happen. Like I said, across the enterprise and every function across every department, I'm the agent of this change is going to be the employees or weapon, race, this change through new skills and new grueling and new mindset that they need to adapt to. >>So Karthik what you're describing it, it sounds so exciting. And yet for a pandemic wary workforce, that's been working remotely that may be dealing with uncertainty if for their kid's school and for so many other aspects of their life, it sounds hard. So how are you helping your clients, employees get onboard with this? And because the change management is, is often the hardest part. >>Yeah, I think it's, again, a great question. A bottle has only so much capacity. Something got to come off for something else to go in. That's what you're saying is absolutely right. And that is again, the power of cloud. The reason why cloud is such a fundamental breakthrough technology and capability for us to succeed in this era, because it helps in various forms. What we talked so far is the power of innovation that can create, but cloud can also simplify the life of the employees in an enterprise. There are several activities and tasks that people do in managing that complex infrastructure, complex ID landscape. They used to do certain jobs and activities in a very difficult underground about with cloud has simplified. And democratised a lot of these activities. So that things which had to be done in the past, like managing the complexity of the infrastructure, keeping them up all the time, managing the, um, the obsolescence of the capabilities and technologies and infrastructure, all of that could be offloaded to the cloud. >>So that the time that is available for all of these employees can be used to further innovate. Every organization is going to spend almost the same amount of money, but rather than spending activities, by looking at the rear view mirror on keeping the lights on, they're going to spend more money, more time, more energy, and spend their skills on things that are going to add value to their organization. Because you, every innovation that an enterprise can give to their end customer need not come from that enterprise. The word of platform economy is about democratising innovation. And the power of cloud is to get all of these capabilities from outside the four walls of the enterprise, >>It will add value to the organization, but I would imagine also add value to that employee's life because that employee, the employee will be more engaged in his or her job and therefore bring more excitement and energy into her, his or her day-to-day activities too. >>Absolutely. Absolutely. And this is, this is a normal evolution we would have seen everybody would have seen in their lives, that they keep moving up the value chain of what activities that, uh, gets performed buying by those individuals. And this is, um, you know, no more true than how the United States, uh, as an economy has operated where, um, this is the power of a powerhouse of innovation, where the work that's done inside the country keeps moving up to value chain. And, um, us leverage is the global economy for a lot of things that is required to power the United States and that global economic, uh, phenomenon is very proof for an enterprise as well. There are things that an enterprise needs to do them soon. There are things an employee needs to do themselves. Um, but there are things that they could leverage from the external innovation and the power of innovation that is coming from technologies like cloud. >>So at Accenture, you have long, long, deep Stan, sorry, you have deep and long-standing relationships with many cloud service providers, including AWS. How does the Accenture cloud first strategy, how does it affect your relationships with those providers? >>Yeah, we have great relationships with cloud providers like AWS. And in fact, in the cloud world, it was one of the first, um, capability that we started about years ago, uh, when we started developing these capabilities. But five years ago, we hit a very important milestone where the two organizations came together and said that we are forging a pharma partnership with joint investments to build this partnership. And we named that as a Accenture, AWS business group ABG, uh, where we co-invest and brought skills together and develop solutions. And we will continue to do that. And through that investment, we've also made several acquisitions that you would have seen in the recent times, like, uh, an invoice and gecko that we made acquisitions in in Europe. But now we're taking this to the next level. What we are saying is two cloud first and the $3 billion investment that we are bringing in, uh, through cloud-first. >>We are going to make specific investment to create unique joint solution and landing zones foundation, um, cloud packs with which clients can accelerate their innovation or their journey to cloud first. And one great example is what we are doing with Takeda, uh, billable, pharmaceutical giant, um, between we've signed a five-year partnership. And it was out in the media just a month ago or so, where we are, the two organizations are coming together. We have created a partnership as a power of three partnership, where the three organizations are jointly hoarding hats and taking responsibility for the innovation and the leadership position that Takeda wants to get to with this. We are going to simplify their operating model and organization by providing and flexibility. We're going to provide a lot more insights. Tequila has a 230 year old organization. Imagine the amount of trapped data and intelligence that is there. >>How about bringing all of that together with the power of AWS and Accenture and Takeda to drive more customer insights, um, come up with breakthrough R and D uh, accelerate clinical trials and improve the patient experience using AI ML and edge technologies. So all of these things that we will do through this partnership with joined investment from Accenture cloud first, as well as partner like AWS, so that Takeda can realize their gain. And, uh, their senior actually made a statement that five years from now, every ticket an employee will have an AI assistant. That's going to make that beginner employee move up the value chain on how they contribute and add value to the future of tequila with the AI assistant, making them even more equipped and smarter than what they could be otherwise. >>So, one last question to close this out here. What is your future vision for, for Accenture cloud first? What are we going to be talking about at next year's Accenture executive summit? Yeah, the future >>Is going to be, um, evolving, but the part that is exciting to me, and this is, uh, uh, a fundamental belief that we are entering a new era of industrial revolution from industry first, second, and third industry. The third happened probably 20 years ago with the advent of Silicon and computers and all of that stuff that happened here in the Silicon Valley. I think the fourth industrial revolution is going to be in the cross section of, uh, physical, digital and biological boundaries. And there's a great article, um, in one economic forum that people, uh, your audience can Google and read about it. Uh, but the reason why this is very, very important is we are seeing a disturbing phenomenon that over the last 10 years are seeing a Blackwing of the, um, labor productivity and innovation, which has dropped to about 2.1%. When you see that kind of phenomenon over that longer period of time, there has to be breakthrough innovation that needs to happen to come out of this barrier and get to the next, you know, base camp, as I would call it to further this productivity, um, lack that we are seeing, and that is going to happen in the intersection of the physical, digital and biological boundaries. >>And I think cloud is going to be the connective tissue between all of these three, to be able to provide that where it's the edge, especially is good to come closer to the human lives. It's going to come from cloud. Yeah. Pick totally in your mind, you can think about cloud as central, either in a private cloud, in a data center or in a public cloud, you know, everywhere. But when you think about edge, it's going to be far reaching and coming close to where we live and maybe work and very, um, get entertained and so on and so forth. And there's good to be, uh, intervention in a positive way in the field of medicine, in the field of entertainment, in the field of, um, manufacturing in the field of, um, you know, mobility. When I say mobility, human mobility, people, transportation, and so on and so forth with all of this stuff, cloud is going to be the connective tissue and the vision of cloud first is going to be, uh, you know, blowing through this big change that is going to happen. And the evolution that is going to happen where, you know, the human grace of mankind, um, our person kind of being very gender neutral in today's world. Um, go first needs to be that beacon of, uh, creating the next generation vision for enterprises to take advantage of that kind of an exciting future. And that's why it, Accenture, are we saying that there'll be change as our, as our purpose? >>I genuinely believe that cloud first is going to be the forefront of that change agenda, both for Accenture as well as for the rest of the work. >>Excellent. Let there be changed. Indeed. Thank you so much for joining us Karthik. A pleasure I'm Rebecca Knight stay tuned for more of Q3 60 fives coverage of the Accenture executive summit >>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cube virtual and our coverage of the Accenture executive summit. Part of AWS reinvent 2020. I'm your host Rebecca Knight. Today, we are talking about the power of three. And what happens when you bring together the scientific, how of a global bias biopharmaceutical powerhouse in Takeda, a leading cloud services provider in AWS, and Accenture's ability to innovate, execute, and deliver innovation. Joining me to talk about these things. We have Aaron, sorry. Arjan Beatty. He is the senior managing director and chairman of Accenture's diamonds leadership council. Welcome Arjun. Thank you, Karl hick. He is the chief digital and information officer at Takeda. >>What is your bigger, thank you, Rebecca >>And Brian Beau Han global director and head of the Accenture AWS business group at Amazon web services. Thanks so much for coming on. Thank you. So, as I said, we're talking today about this relationship between, uh, your three organizations. Carl, I want to talk with you. I know you're at the beginning of your cloud journey. What was the compelling reason? Why w why, why move to the cloud and why now? >>Yeah, no, thank you for the question. So, you know, as a biopharmaceutical leader, we're committed to bringing better health and a brighter future to our patients. We're doing that by translating science into some really innovative and life transporting therapies, but throughout, you know, we believe that there's a responsible use of technology, of data and of innovation. And those three ingredients are really key to helping us deliver on that promise. And so, you know, while I think a I'll call it, this cloud journey is already always been a part of our strategy. Um, and we've made some pretty steady progress over the last years with a number of I'll call it diverse approaches to the digital and AI. We just weren't seeing the impact at scale that we wanted to see. Um, and I think that, you know, there's a, there's a need ultimately to, you know, accelerate and broaden that shift. >>And, you know, we were commenting on this earlier, but there's, you know, it's been highlighted by a number of factors. One of those has been certainly a number of the acquisitions we've made Shire, uh, being the most pressing example, uh, but also the global pandemic, both of those highlight the need for us to move faster, um, at the speed of cloud, ultimately. Uh, and so we started thinking outside of the box because it was taking us too long and we decided to leverage the strategic partner model. Uh, and it's giving us a chance to think about our challenges very differently. We call this the power of three, uh, and ultimately our focus is singularly on our patients. I mean, they're waiting for us. We need to get there faster. It can take years. And so I think that there is a focus on innovation at a rapid speed, so we can move ultimately from treating conditions to keeping people healthy. >>So as you are embarking on this journey, what are some of the insights you want to share about, about what you're seeing so far? >>Yeah, no, it's a great question. So, I mean, look, maybe right before I highlight some of the key insights, uh, I would say that, you know, with cloud now as the, as a launchpad for innovation, you know, our vision all along has been that in less than 10 years, we want every single to kid, uh, the associate or employee to be empowered by an AI assistant. And I think that, you know, that's going to help us make faster, better decisions. That'll help us, uh, fundamentally deliver transformative therapies and better experiences to, to that ecosystem, to our patients, to physicians, to payers, et cetera, much faster than we previously thought possible. Um, and I think that technologies like cloud and edge computing together with a very powerful I'll call it data fabric is going to help us to create this, this real-time, uh, I'll call it the digital ecosystem. >>The data has to flow ultimately seamlessly between our patients and providers or partners or researchers, et cetera. Uh, and so we've been thinking about this, uh, I'll call it weekly, call up sort of this pyramid, um, that helps us describe our vision. Uh, and a lot of it has to do with ultimately modernizing the foundation, modernizing and rearchitecting, the platforms that drive the company, uh, heightening our focus on data, which means that there's an accelerated shift towards, uh, enterprise data platforms and digital products. And then ultimately, uh, uh, uh, you know, really an engine for innovation sitting at the very top. Um, and so I think with that, you know, there's a few different, I'll call it insights that, you know, are quickly kind of come zooming into focus. I would say one is this need to collaborate very differently. Um, you know, not only internally, but you know, how do we define ultimately, and build a connected digital ecosystem with the right partners and technologies externally? >>I think the second component that maybe people don't think as much about, but, you know, I find critically important is for us to find ways of really transforming our culture. We have to unlock talent and shift the culture certainly as a large biopharmaceutical very differently. And then lastly, you've touched on it already, which is, you know, innovation at the speed of cloud. How do we re-imagine that? You know, how do ideas go from getting tested in months to kind of getting tested in days? You know, how do we collaborate very differently? Uh, and so I think those are three, uh, perhaps of the larger I'll call it, uh, insights that, you know, the three of us are spending a lot of time thinking about right now. >>So Arjun, I want to bring you into this conversation a little bit. Let's, let's delve into those a bit. Talk first about the collaboration, uh, that Carl was referencing there. How, how have you seen that? It is enabling, uh, colleagues and teams to communicate differently and interact in new and different ways? Uh, both internally and externally, as Carl said, >>No, thank you for that. And, um, I've got to give call a lot of credit because as we started to think about this journey, it was clear. It was a bold ambition was, uh, something that, you know, we had all to do differently. And so the concept of the power of three that Carl has constructed has become a label for us as a way to think about what are we going to do to collectively drive this journey forward. And to me, the unique ways of collaboration means three things. The first one is that, um, what is expected is that the three parties are going to come together and it's more than just the sum of our resources. And by that, I mean that we have to bring all of ourselves, all of our collective capabilities, as an example, Amazon has amazing supply chain capabilities. They're one of the best at supply chain. >>So in addition to resources, when we have supply chain innovations, uh, that's something that they're bringing in addition to just, uh, talent and assets, similarly for Accenture, right? We do a lot, uh, in the talent space. So how do we bring our thinking as to how we apply best practices for talent to this partnership? So, um, as we think about this, so that's, that's the first one, the second one is about shared success very early on in this partnership, we started to build some foundations and actually develop seven principles that all of us would look at as the basis for this success shared success model. And we continue to hold that sort of in the forefront, as we think about this collaboration. And maybe the third thing I would say is this one team mindset. So whether it's the three of our CEOs that get together every couple of months to think about, uh, this partnership, or it is the governance model that Carl has put together, which has all three parties in the governance and every level of leadership, we always think about this as a collective group so that we can keep that front and center. >>And what I think ultimately has enabled us to do is it's allowed us to move at speed, be more flexible. And ultimately all we're looking at the target the same way, the North side, the same way, >>Brian, about you, what have you observed and what are you thinking about in terms of how this is helping teams collaborate differently? Yeah, >>Absolutely. And RJ made some, some great points there. And I think if you really think about what he's talking about, it's that, that diversity of talent, diversity of skill and viewpoint and even culture, right? And so we see that in the power of three. And then I think if we drill down into what we see at Takeda and frankly Takeda was, was really, I think, pretty visionary and on their way here, right. And taking this kind of cross-functional approach and applying it to how they operate day to day. So moving from a more functional view of the world to more of a product oriented view of the world, right? So when you think about we're going to be organized around a product or a service or a capability that we're going to provide to our customers or our patients or donors in this case, it implies a different structure all to altogether and a different way of thinking, right? >>Because now you've got technical people and business experts and marketing experts all working together in this is sort of cross collaboration. And what's great about that is it's really the only way to succeed with cloud, right? Because the old ways of thinking where you've got application people and infrastructure, people in business, people is suboptimal, right? Because we can all access this tool as these capabilities and the best way to do that. Isn't across kind of a cross collaborative way. And so this is product oriented mindset. It's a keto was already on. I think it's allowed us to move faster. >>Carl, I want to go back to this idea of unlocking talent and culture. And this is something that both Brian and Arjun have talked about too. People are an essential part of their, at the heart of your organization. How will their experience of work change and how are you helping re-imagine and reinforce a strong organizational culture, particularly at this time when so many people are working remotely. >>Yeah. It's a great question. And it's something that, you know, I think we all have to think a lot about, I mean, I think, um, you know, driving this, this color, this, this digital and data kind of capability building, uh, it takes a lot of, a lot of thinking. So, I mean, there's a few different elements in terms of how we're tackling this one is we're recognizing, and it's not just for the technology organization or for those actors that, that we're innovating with, but it's really across all of the Qaeda where we're working through ways of raising what I'll call the overall digital leaders literacy of the organization, you know, what are the, you know, what are the skills that are needed almost at a baseline level, even for a global bio-pharmaceutical company and how do we deploy, I'll call it those learning resources very broadly. >>And then secondly, I think that, you know, we're, we're very clear that there's a number of areas where there are very specialized skills that are needed. Uh, my organization is one of those. And so, you know, we're fostering ways in which, you know, we're very kind of quickly kind of creating, uh, avenues excitement for, for associates in that space. So one example specifically, as we use, you know, during these, uh, very much sort of remote, uh, sort of days, we, we use what we call global it meet days, and we set a day aside every single month and this last Friday, um, you know, we, we create during that time, it's time for personal development. Um, and we provide active seminars and training on things like, you know, robotic process automation, data analytics cloud, uh, in this last month we've been doing this for months and months now, but in his last month, more than 50% of my organization participated, and there's this huge positive shift, both in terms of access and excitement about really harnessing those new skills and being able to apply them. >>Uh, and so I think that that's, you know, one, one element that can be considered. And then thirdly, um, of course every organization has to work on how do you prioritize talent, acquisition and management and competencies that you can't rescale? I mean, there are just some new capabilities that we don't have. And so there's a large focus that I have with our executive team and our CEO and thinking through those critical roles that we need to activate in order to kind of, to, to build on this, uh, this business led cloud transformation. And lastly, probably the hardest one, but the one that I'm most jazzed about is really this focus on changing the mindsets and behaviors. Um, and I think there, you know, this is where the power of three is, is really, uh, kind of coming together nicely. I mean, we're working on things like, you know, how do we create this patient obsessed curiosity, um, and really kind of unlock innovation with a real, kind of a growth mindset. >>Uh, and the level of curiosity that's needed, not to just continue to do the same things, but to really challenge the status quo. So that's one big area of focus we're having the agility to act just faster. I mean, to worry less, I guess I would say about kind of the standard chain of command, but how do you make more speedy, more courageous decisions? And this is places where we can emulate the way that a partner like AWS works, or how do we collaborate across the number of boundaries, you know, and I think, uh, Arjun spoke eloquently to a number of partnerships that we can build. So we can break down some of these barriers and use these networks, um, whether it's within our own internal ecosystem or externally to help, to create value faster. So a lot of energy around ways of working and we'll have to check back in, but I mean, we're early in on this mindset and behavioral shift, um, but a lot of good early momentum. >>Carl you've given me a good segue to talk to Brian about innovation, because you said a lot of the things that I was the customer obsession and this idea of innovating much more quickly. Obviously now the world has its eyes on drug development, and we've all learned a lot about it, uh, in the past few months and accelerating drug development is all, uh, is of great interest to all of us. Brian, how does a transformation like this help a company's ability to become more agile and more innovative and at a quicker speed to, >>Yeah, no, absolutely. And I think some of the things that Carl talked about just now are critical to that, right? I think where sometimes folks fall short is they think, you know, we're going to roll out the technology and the is going to be the silver bullet where in fact it is the culture, it is, is the talent. And it's the focus on that. That's going to be, you know, the determinant of success. And I will say, you know, in this power of three arrangement and Carl talked a little bit about the pyramid, um, talent and culture and that change, and that kind of thinking about that has been a first-class citizen since the very beginning, right. That absolutely is critical for, for being there. Um, and so that's been, that's been key. And so we think about innovation at Amazon and AWS and Chrome mentioned some of the things that, you know, a partner like AWS brings to the table is we talk a lot about builders, right? >>So we're kind of obsessive about builders. Um, and, and we meet what we mean by that is we, we, at Amazon, we hire for builders, we cultivate builders and we like to talk to our customers about it as well. And it also implies a different mindset, right? When you're a builder, you have that, that curiosity, you have that ownership, you have that stake and whatever I'm creating, I'm going to be a co-owner of this product or this service, right. Getting back to that kind of product oriented mindset. And it's not just the technical people or the it people who are builders. It is also the business people as, as Carl talked about. Right. So when we start thinking about, um, innovation again, where we see folks kind of get into a little bit of, uh, innovation, pilot paralysis, is that you can focus on the technology, but if you're not focusing on the talent and the culture and the processes and the mechanisms, you're going to be putting out technology, but you're not going to have an organization that's ready to take it and scale it and accelerate it. >>Right. And so that's, that's been absolutely critical. So just a couple of things we've been doing with, with the Qaeda and Decatur has really been leading the way is, think about a mechanism and a process. And it's really been working backward from the customer, right? In this case, again, the patient and the donor. And that was an easy one because the key value of Decatur is to be a patient focused bio-pharmaceutical right. So that was embedded in their DNA. So that working back from that, that patient, that donor was a key part of that process. And that's really deep in our DNA as well and Accentures. And so we were able to bring that together. The other one is, is, is getting used to experimenting and even perhaps failing, right. And being able to iterate and fail fast and experiment and understanding that, you know, some decisions, what we call it at Amazon are two two-way doors, meaning you can go through that door, not like what you see and turn around and go back. And cloud really helps there because the costs of experimenting and the cost of failure is so much lower than it's ever been. You can do it much faster and the implications are so much less. So just a couple of things that we've been really driving, uh, with Decatur around innovation, that's been really critical. >>Carl, where are you already seeing signs of success? Yeah, no, it's a great question. And so we chose, you know, uh, with our focus on, on innovation to try to unleash maybe the power of data digital in, uh, in focusing on what I call sort of a nave. And so we chose our, our, our plasma derived therapy business, um, and you know, the plasma-derived therapy business unit, it develops critical life-saving therapies for patients with rare and complex diseases. Um, but what we're doing is by bringing kind of our energy together, we're focusing on creating, I'll call it state of the art digitally connected donation centers. And we're really modernizing, you know, the, the, the donor experience right now, we're trying to, uh, improve also I'll call it the overall plasma collection process. And so we've, uh, selected a number of alcohol at a very high-speed pilots that we're working through right now, specifically in this, in this area. And we're seeing really great results already. Um, and so that's, that's one specific area of focus >>Arjun. I want you to close this out here. Any ideas, any best practices advice you would have for other pharmaceutical companies that are, that are at the early stage of their cloud journey for me? Yes. >>Yeah, no, I was breaking up a bit. No, I think they, um, the key is what's sort of been great for me to see is that when people think about cloud, you know, you always think about infrastructure technology. The reality is that the cloud is really the true enabler for innovation and innovating at scale. And, and if you think about that, right, in all the components that you need, that ultimately that's where the value is for the company, right? Because yes, you're going to get some cost synergies and that's great, but the true value is in how do we transform the organization in the case of the Qaeda and the life sciences clients, right. We're trying to take a 14 year process of research and development that takes billions of dollars and compress that, right. Tremendous amounts of innovation opportunity. You think about the commercial aspect, lots of innovation can come there. The plasma derived therapy is a great example of how we're going to really innovate to change the trajectory of that business. So I think innovation is at the heart of what most organizations need to do. And the formula, the cocktail that the Qaeda has constructed with this Fuji program really has all the ingredients, um, that are required for that success. >>Great. Well, thank you so much. Arjun, Brian and Carl was really an enlightening conversation. >>Yeah, it's been fun. Thanks Rebecca. >>Thank you for tuning into the cube virtuals coverage of the Accenture executive summit from around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. Welcome everyone to the cubes of Accenture >>Executive summit here at AWS reinvent. I'm your host Rebecca Knight for this segment? We have two guests. First. We have Helen Davis. She is the senior director of cloud platform services, assistant director for it and digital for the West Midlands police. Thanks so much for coming on the show, Helen, And we also have Matthew lb. He is Accenture health and public service associate director and West Midlands police account lead. Thanks so much for coming on the show. Matthew, thank you for having us. So we are going to be talking about delivering data-driven insights to the West Midlands police force. Helen, I want to start with you. Can you tell us a little bit about the West Midlands police force? How big is the force and also what were some of the challenges that you were grappling with prior to this initiative? >>Yes, certainly. So Westerners police is the second largest police force in the UK, outside of the metropolitan police in London. Um, we have an excessive, um, 11,000 people work at Westminster police serving communities, um, through, across the Midlands region. So geographically, we're quite a big area as well, as well as, um, being population, um, density, having that as a, at a high level. Um, so the reason we sort of embarked on the data-driven insights platform and it, which was a huge change for us was for a number of reasons. Um, namely we had a lot of disparate data, um, which was spread across a range of legacy systems that were many, many years old, um, with some duplication of, um, what was being captured and no single view for offices or, um, support staff. Um, some of the access was limited. You have to be in a, in an actual police building on a desktop computer to access it. Um, other information could only reach officers on the frontline through a telephone call back to one of our enabling services where they would do a manual checkup, um, look at the information, then call the offices back, um, and tell them what they needed to know. So it was a very long laborious process and not very efficient. Um, and we certainly weren't exploiting the data that we had in a very productive way. >>So it sounds like as you're describing and an old clunky system that needed a technological, uh, reimagination, so what was the main motivation for, for doing, for making this shift? >>It was really, um, about making us more efficient and more effective in how we do how we do business. So, um, you know, certainly as a, as an it leader and sort of my operational colleagues, we recognize the benefits, um, that data analytics could bring in, uh, in a policing environment, not something that was, um, really done in the UK at time. You know, we have a lot of data, so we're very data rich and the information that we have, but we needed to turn it into information that was actionable. So that's where we started looking for, um, technology partners and, um, suppliers to help us and sort of help us really with what's the art of the possible, you know, this hasn't been done before. So what could we do in this space that's appropriate for policing >>Helen? I love that idea. What is the art of the possible, can you tell us a little bit about why you chose AWS? >>I think really, you know, as with all things and when we're procuring a partner in the public sector that, you know, there are many rules and regulations quite rightly as you would expect that to be because we're spending public money. So we have to be very, very careful and, um, it's, it's a long process and we have to be open to public scrutiny. So, um, we sort of look to everything, everything that was available as part of that process, but we recognize the benefits that tide would provide in this space because, you know, without moving to a cloud environment, we would literally be replacing something that was legacy with something that was a bit more modern. Um, that's not what we wanted to do. Our ambition was far greater than that. So I think, um, in terms of AWS, really, it was around scalability, interoperability, you know, disaster things like the disaster recovery service, the fact that we can scale up and down quickly, we call it dialing up and dialing back. Um, you know, it's it's page go. So it just sort of ticked all the boxes for us. And then we went through the full procurement process, fortunately, um, it came out on top for us. So we were, we were able to move forward, but it just sort of had everything that we were looking for in that space. >>Matthew, I want to bring you into the conversation a little bit here. How are you working with the wet with the West Midlands police, sorry, and helping them implement this cloud first journey? >>Yeah, so I guess, um, by January the West Midlands police started, um, pay for five years ago now. So, um, we set up a partnership with the force I, and you to operate operation the way that was very different to a traditional supplier relationship. Um, secretary that the data difference insights program is, is one of many that we've been working with less neutral on, um, over the last five years. Um, as having said already, um, cloud gave a number of, uh, advantages certainly from a big data perspective and the things that that enabled us today, um, I'm from an Accenture perspective that allowed us to bring in a number of the different themes that we have say cloud themes, security teams, um, interacted from a design perspective, as well as more traditional services that people would associate with the country. >>So much of this is about embracing comprehensive change to experiment, innovate, and try different things. Matthew, how, how do you help an entity like West Midlands police think differently when they are, there are these ways of doing things that people are used to, how do you help them think about what is the art of the possible, as Helen said, >>There's a few things for that, you know, what's being critical is trying to co-create solutions together. Yeah. There's no point just turning up with, um, what we think is the right answer, try and say, um, collectively work through, um, the issues that the forest are seeing the outcomes they're looking to achieve rather than simply focusing on the long list of requirements I think was critical and then being really open to working together to create the right solution. Um, rather than just, you know, trying to pick something off the shelf that maybe doesn't fit the forces requirements in the way that it should to, right. It's not always a one size fits all. Obviously, you know, today what we thought was critical is making sure that we're creating something that met the forces needs, um, in terms of the outcomes they're looking to achieve the financial envelopes that were available, um, and how we can deliver those in a, uh, iterative agile way, um, rather than spending years and years, um, working towards an outcome, um, that is going to outdate before you even get that. >>How, how are things different? What kinds of business functions and processes have been re-imagined in, in light of this change and this shift >>It's, it's actually unrecognizable now, um, in certain areas of the business as it was before. So to give you a little bit of context, when we, um, started working with essentially century AWS on the data driven insights program, it was very much around providing, um, what was called locally, a wizzy tool for our intelligence analysts to interrogate data, look at data, you know, decide whether they could do anything predictive with it. And it was very much sort of a back office function to sort of tidy things up for us and make us a bit better in that, in that area or a lot better in that area. And it was rolled out to a number of offices, a small number on the front line. Um, I'm really, it was, um, in line with a mobility strategy that we, hardware officers were getting new smartphones for the first time, um, to do sort of a lot of things on, on, um, policing apps and things like that to again, to avoid them, having to keep driving back to police stations, et cetera. >>And the pilot was so successful. Every officer now has access to this data, um, on their mobile devices. So it literally went from a handful of people in an office somewhere using it to do sort of clever whizzbang things to, um, every officer in the force, being able to access that level of data at their fingertips literally. So what they would touch we've done before is if they needed to check and address or check, uh, details of an individual, um, just as one example, they would either have to, in many cases, go back to a police station to look it up themselves on a desktop computer. Well, they would have to make a call back to, um, a centralized function and speak to an operator, relay the questions either, wait for the answer or wait for a call back with the answer when those people are doing the data interrogation manually. >>So the biggest change for us is the self-service nature of the data we now have available. So officers can do it themselves on their phone, wherever they might be. So the efficiency savings, um, from that point of view are immense. And I think just parallel to that is the quality of our data because we had a lot of data, but just because you've got a lot of data and a lot of information doesn't mean it's big data and it's valuable necessarily. Um, so again, it was having the single source of truth as we, as we call it. So you know, that when you are completing those safe searches and getting the responses back, that it is the most accurate information we hold. And also you're getting it back within minutes as opposed to, you know, half an hour, an hour or a drive back to the station. So it's making officers more efficient and it's also making them safer. The more efficient they are, the more time they have to spend, um, out with the public doing what they, you know, we all should be doing. >>And have you seen that kind of return on investment because what you were just describing with all the steps that we'd needed to be taken in prior to this to verify and address say, and those are precious seconds when someone's life is on the line in, in sort of in the course of everyday police work. >>Absolutely. Yeah, absolutely. It's difficult to put a price on it. It's difficult to quantify. Um, but all the, you know, the minutes here and that certainly add up to a significant amount of efficiency savings, and we've certainly been able to demonstrate the officers are spending less time up police stations as a result and more time out on the front line. Also they're safer because they can get information about what may or may not be and address what may or may not have occurred in an area before very, very quickly without having to wait. >>Matthew, I want to hear your observations of working so closely with this West Midlands police. Have you noticed anything about changes in its culture and its operating model in how police officers interact with one another? Have you seen any changes since this technology change, >>Um, unique about the West new misplaces, the buy-in from the top, it depend on the chief and his exact team. And Helen is the leader from an IOT perspective. Um, the entire force is bought in. So what is a significant change program? Uh, uh, not trickles three. Um, everyone in the organization, um, change is difficult. Um, and there's a lot of time effort. That's been put into bake, the technical delivery and the business change and adoption aspects around each of the projects. Um, but you can see the step change that it's making in each aspect to the organization, uh, and where that's putting West Midlands police as a leader in, um, technology I'm policing in the UK. And I think globally, >>And this is a question for both of you because Matthew, as you said, change is difficult and there is always a certain intransigence in workplaces about this is just the way we've always done things and we're used to this and don't try to get us, don't try to get us to do anything new here. It works. How do you get the buy-in that you need to, to do this kind of digital transformation? >>I think it, it would be wrong to say it was easy. Um, um, we also have to bear in mind that this was one program in a five year program. So there was a lot of change going on, um, both internally for some of our back office functions, as well as front tie, uh, frontline offices. So with DDI in particular, I think the stat change occurred when people could see what it could do for them. You know, we had lots of workshops and seminars where we all talk about, you know, big data and it's going to be great and it's data analytics and it's transformational, you know, and quite rightly people that are very busy doing a day job that not necessarily technologists in the main and, you know, are particularly interested quite rightly so in what we are not dealing with the cloud, you know? >>And it was like, yeah, okay. It's one more thing. And then when they started to see on that, on their phones and what teams could do, that's when it started to sell itself. And I think that's when we started to see, you know, to see the stack change, you know, and, and if we, if we have any issues now it's literally, you know, our help desks in meltdown. Cause everyone's like, well, we call it manage without this anymore. And I think that speaks for itself. So it doesn't happen overnight. It's sort of incremental changes and then that's a step change in attitude. And when they see it working and they see the benefits, they want to use it more. And that's how it's become fundamental to our policing by itself, really without much selling >>Matthew, Helen just made a compelling case for how to get buy in. Have you discovered any other best practices when you are trying to get everyone on board for this kind of thing? >>So we've, um, we've used a lot of the traditional techniques, things around comms and engagement. We've also used things like, um, the 30 day challenge and nudge theory around how can we gradually encourage people to use things? Um, I think there's a point where all of this around, how do we just keep it simple and keep it user centric from an end user perspective? I think DDI is a great example of where the, the technology is incredibly complex. The solution itself is, um, you know, extremely large and, um, has been very difficult to, um, get delivered. But at the heart of it is a very simple front end for the user to encourage it and take that complexity away from them. Uh, I think that's been critical through the whole piece of video. >>One final word from Helen. I want to hear, where do you go from here? What is the longterm vision? I know that this made productivity, >>Um, productivity savings equivalent to 154 full-time officers. Uh, what's next, I think really it's around, um, exploiting what we've got. Um, I use the phrase quite a lot, dialing it up, which drives my technical architects crazy, but because it's apparently not that simple, but, um, you know, we've, we've been through significant change in the last five years and we are still continuing to batch all of those changes into everyday, um, operational policing. But what we need to see now is we need to exploit and build on the investments that we've made, um, in terms of data and claims specifically, the next step really is about expanding our pool of data and our functions. Um, so that, you know, we keep getting better and better, um, at this, um, the more we do, the more data we have, the more refined we can be, the more precise we are with all of our actions. >>Um, you know, we're always being expected to, again, look after the public purse and do more for less. And I think this is certainly an and our cloud journey and cloud first by design, which is where we are now, um, is helping us to be future-proofed. So for us, it's very much an investment. And I see now that we have good at embedded in operational policing for me, this is the start of our journey, not the end. So it's really exciting to see where we can go from here. Exciting times. Indeed. Thank you so much. And Matthew for joining us, I really appreciate it. And you are watching the cube stay tuned for more of the cubes coverage of the AWS reinvent Accenture executive summit. I'm Rebecca Knight from around the globe with digital coverage, >>AWS reinvent executive summit, 2020, sponsored by Accenture and AWS. Everyone. Welcome to the cube virtual coverage of the executive summit at AWS reinvent 2020 virtual. This is the cube virtual. We can't be there in person like we are every year we have to be remote. This executive summit is with special programming supported by Accenture where the cube virtual I'm your host John for a year, we had a great panel here called uncloud first digital transformation from some experts, Stuart driver, the director of it and infrastructure and operates at lion Australia, Douglas Regan, managing director, client account lead at lion for Accenture as a deep Islam associate director application development lead for Accenture gentlemen, thanks for coming on the cube virtual that's a mouthful, all that digital, but the bottom line it's cloud transformation. This is a journey that you guys have been on together for over 10 years to be really a digital company. Now, some things have happened in the past year that kind of brings all this together. This is about the next generation organization. So I want to ask Stuart you first, if you can talk about this transformation at lion has undertaken some of the challenges and opportunities and how this year in particular has brought it together because you, you know, COVID has been the accelerant of digital transformation. Well, if you're 10 years in, I'm sure you're there. You're in the, uh, uh, on that wave right now. Take a minute to explain this transformation journey. >>Yeah, sure. So number of years back, we, we looked at kind of our infrastructure and our landscape. I'm trying to figure out where we wanted to go next. And we were very analog based, um, and stuck in the old it groove of, you know, capital refresh, um, struggling to transform, struggling to get to a digital platform and we needed to change it up so that we could, uh, become very different business to the one that we were back then. Um, obviously cloud is an accelerant to that and we had a number of initiatives that needed a platform to build on. And a cloud infrastructure was the way that we started to do that. So we went through a number of transformation programs that we didn't want to do that in the old world. We wanted to do it in a new world. So for us, it was partnering up with a, you know, great organizations that can take you on the journey and, uh, you know, start to deliver a bit by bit incremental progress, uh, to get to the, uh, I guess the promise land. >>Um, we're not, uh, not all the way there, but to where we're a long way along. And then when you get to some of the challenges like we've had this year, um, it makes all of the hard work worthwhile because you can actually change pretty quickly, um, provide capacity and, uh, and increase your environments and, you know, do the things that you need to do in a much more dynamic way than we would have been able to previously where we might've been waiting for the hardware vendors, et cetera, to deliver capacity for us this year, it's been a pretty strong year from an it perspective and delivering for the business needs, >>Forget the Douglas. I want to just real quick and redirect to you and say, you know, for all the people who said, Oh yeah, you got to jump on cloud, get in early, you know, a lot of naysayers like, well, wait till to mature a little bit. Really, if you got in early and you paying your dues, if you will taking that medicine with the cloud, you're really kind of peaking at the right time. Is that true? Is that one of the benefits that comes out of this getting in the cloud, >>John, this has been an unprecedented year, right. And, um, you know, Australia, we had to live through Bush fires and then we had covert and, and then we actually had to deliver a, um, a project I'm very know transformational product project, completely remote. And then we also had had some, some cyber challenges, which is public as well. And I don't think if we weren't moved into and enabled through the cloud would have been able to achieve that this year. It would have been much different. It would have been very difficult to do the fact that we were able to work and partner with Amazon through this year, which is unprecedented and actually come out the other end and we've delivered a brand new digital capability across the entire business. Um, it wouldn't >>Have been impossible if we could, I guess, stayed in the old world. The fact that we moved into the new Naval by the Navy allowed us to work in this unprecedented gear >>Just quick. What's your personal view on this? Because I've been saying on the Cuban reporting, necessity's the mother of all invention and the word agility has been kicked around as kind of a cliche, Oh, it'd be agile. You know, we're gonna get to Sydney. You get a minute on specifically, but from your perspective, uh, Douglas, what does that mean to you? Because there is benefits there for being agile. And >>I mean, I think as Stuart mentioned writing, and a lot of these things we try to do and, you know, typically, you know, hardware capabilities of the last to be told and, and always the only critical path to be done. You know, we really didn't have that in this case, what we were doing with our projects in our deployments, right. We were able to move quickly able to make decisions in line with the business and really get things going, right. So you, a lot of times in a traditional world, you have these inhibitors, you have these critical path, it takes weeks and months to get things done as opposed to hours and days. And it truly allowed us to, we had to VJ things, move things. And, you know, we were able to do that in this environment with AWS to support and the fact that we can kind of turn things off and on as quickly as we need it. Yeah. >>Cloud-scale is great for speed. So DECA got, Gardez get your thoughts on this cloud first mission, you know, it, you know, the dev ops worlds, they saw this early, that jumping in there, they saw the, the, the agility. Now the theme this year is modern applications with the COVID pandemic pressure, there's real business pressure to make that happen. How did you guys learn to get there fast? And what specifically did you guys do at Accenture and how did it all come together? Can you take us inside kind of how it played out? >>All right. So we started off with us and we work with lions experts and, uh, the lost knowledge that allowed reconstructive being had. Um, we then applied our journey group cloud strategy basically revolves around the seven Oz and, and, uh, you know, the deep peaking steps from our perspective, uh, assessing the current bottom, setting up the new cloud in modern. And as we go modernizing and, and migrating these applications to the cloud now, you know, one of the things that, uh, no we did not along this journey was that, you know, you can have the best plans, but bottom of that, we were dealing with, we often than not have to make changes. Uh, what a lot of agility and also work with a lot of collaboration with the, uh, Lyon team, as well as, uh, uh, AWS. I think the key thing for me was being able to really bring it all together. It's not just, uh, you know, essentially mobilize all of us. >>What were some of the learnings real quick, your journey there? >>So I think perspective the key learnings around that, you know, uh, you know, what, when we look back at, uh, the, the infrastructure that was that we were trying to migrate over to the cloud, a lot of the documentation, et cetera, was not, uh, available. We were having to, uh, figure out a lot of things on the fly. Now that really required us to have, uh, uh, people with deep expertise who could go into those environments and, and work out, uh, you know, the best ways to, to migrate the workloads to the cloud. Uh, I think, you know, the, the biggest thing for me was making Jovi had on that real SMEs across the board globally, that we could leverage across various technologies, uh, uh, and, and, and, you know, that would really work in our collaborative and agile environment would line >>Just do what I got to ask you. How did you address your approach to the cloud and what was your experience? >>Yeah, for me, it's around getting the foundations right. To start with and then building on them. Um, so, you know, you've got to have your, your process and you're going to have your, your kind of your infrastructure there and your blueprints ready. Um, AWS do a great job of that, right. Getting the foundations right. And then building upon it, and then, you know, partnering with Accenture allows you to do that very successfully. Um, I think, um, you know, the one thing that was probably surprising to us when we started down this journey and kind of, after we got a long way down, the track of looking backwards is actually how much you can just turn off. Right? So a lot of stuff that you, uh, you get left with a legacy in your environment, and when you start to work through it with the types of people that civic just mentioned, you know, the technical expertise working with the business, um, you can really rationalize your environment and, uh, um, you know, cloud is a good opportunity to do that, to drive that legacy out. >>Um, so you know, a few things there, the other thing is, um, you've got to try and figure out the benefits that you're going to get out of moving here. So there's no point just taking something that is not delivering a huge amount of value in the traditional world, moving it into the cloud, and guess what it's going to deliver the same limited amount of value. So you've got to transform it, and you've got to make sure that you build it for the future and understand exactly what you're trying to gain out of it. So again, you need a strong collaboration. You need a good partners to work with, and you need good engagement from the business as well, because the kind of, uh, you know, digital transformation, cloud transformation, isn't really an it project, I guess, fundamentally it is at the core, but it's a business project that you've got to get the whole business aligned on. You've got to make sure that your investment streams are appropriate and that you're able to understand the benefits and the value that you're going to drive back towards the business. >>Let's do it. If you don't mind me asking what was some of the obstacles encountered or learnings, um, that might've differed from the expectation we all been there, Hey, you know, we're going to change the world. Here's the sales pitch, here's the outcome. And then obviously things happen, you know, you learn legacy, okay. Let's put some containerization around that cloud native, um, all that rational. You're talking about what are, and you're going to have obstacles. That's how you learn. That's how perfection has developed. How, what obstacles did you come up with and how are they different from your expectations going in? >>Yeah, they're probably no different from other people that have gone down the same journey. If I'm totally honest, the, you know, 70 or 80% of what you do is relative music, because they're a known quantity, it's relatively modern architectures and infrastructures, and you can, you know, upgrade, migrate, move them into the cloud, whatever it is, rehost, replatform, rearchitect, whatever it is you want to do, it's the other stuff, right? It's the stuff that always gets left behind. And that's the challenge. It's, it's getting that last bit over the line and making sure that you haven't invested in the future while still carrying all of your legacy costs and complexity within your environment. So, um, to be quite honest, that's probably taken longer and, and has been more of a challenge than we thought it would be. Um, the other piece I touched on earlier on in terms of what was surprising was actually how much of your environment is actually not needed anymore. >>When you start to put a critical eye across it and understand, um, uh, ask the tough questions and start to understand exactly what, what it is you're trying to achieve. So if you ask a part of a business, do they still need this application or this service a hundred percent of the time, they'll say yes, until you start to lay out to them, okay, now I'm going to cost you this to migrate it or this, to run it in the future. And, you know, here's your ongoing costs and, you know, et cetera, et cetera. And then, uh, for a significant amount of those answers, you get a different response when you start to layer on the true value of it. So you start to flush out those hidden costs within the business, and you start to make some critical decisions as a company based on, uh, based on that. So that was a little tougher than we first thought and probably broader than we thought there was more of that than we anticipated, which actually resulted in a much cleaner environment post and post migration. Yeah. >>Well, expression, if it moves automated, you know, it's kind of a joke on government, how they want to tax everything, you know, you want to automate, that's a key thing in cloud, and you've got to discover those opportunities to create value, uh, Stuart and Siddique. Mainly if you can weigh in on this love to know the percentage of total cloud that you have now, versus when you started, because as you start to uncover whether it's by design for purpose, or you discover opportunities to innovate, like you guys have, I'm sure it kind of, you took on some territory inside Lyon, what percentage of cloud now versus >>Yeah. At the start, it was minimal, right. You know, close to zero, right. Single and single digits. Right. It was mainly SAS environments that we had, uh, sitting in cloud when we, uh, when we started, um, Doug mentioned earlier a really significant transformation project that we've undertaken recently gone live on a multi-year one. Um, you know, that's all stood up on AWS and is a significant portion of our environment, um, in terms of what we can move to cloud. Uh, we're probably at about 80 or 90% now. And the balanced bit is, um, legacy infrastructure that is just gonna retire as we go through the cycle rather than migrate to the cloud. Um, so we are significantly cloud-based and, uh, you know, we're reaping the benefits of it in a year, like 2020, and makes you glad that you did all of the hard yards in the previous years when you start business challenges, trying out as, >>So do you get any common reaction to the cloud percentage penetration? >>Sorry, I didn't, I didn't catch that, but I, all I was going to say was, I think it's like the typical 80 20 rule, right? We, we, we worked really hard in the, you know, I think 2018, 19 to get 80% off the, uh, application onto the cloud. And over the last year is the 20% that we have been migrating. And Stuart said, right. A lot of it is also, that's going to be your diet. And I think our next big step is going to be obviously, you know, the icing on the cake, which is to decommission all of these apps as well. Right. So, you know, to get the real benefits out of, uh, out of the whole conservation program from a, uh, from a reduction of CapEx, OPEX perspective, >>Douglas and Stuart, can you guys talk about the decision around the clouds because you guys have had success with AWS? Why AWS how's that decision made? Can you guys give some insight into some of those things? >>I can, I can start, start off. I think back when the decision was made and it was, it was a while back, um, you know, there was some clear advantages of moving relay, Ws, a lot of alignment with some of the significant projects and, uh, the trend, that particular one big transformation project that we've alluded to as well. Um, you know, we needed some, um, some very robust and, um, just future proof and, and proven technology. And AWS gave that to us. We needed a lot of those blueprints to help us move down the path. We didn't want to reinvent everything. So, um, you know, having a lot of that legwork done for us and AWS gives you that, right. And particularly when you partner up with, uh, with a company like Accenture as well, you get combinations of technology and the, the skills and the knowledge to, to move you forward in that direction side. Um, you know, for us, it was a, uh, uh, it was a decision based on, you know, best of breed, um, you know, looking forward and, and trying to predict the future needs and, and, and kind of the environmental that we might need. Um, and, you know, partnering up with organizations that can then take you on the journey >>Just to build on that. So obviously, you know, lines like an antivirus, but, you know, we knew it was a very good choice given the, um, >>Uh, skills and the capability that we had, as well as the assets and tools we had to get the most out of an AWS. And obviously our CEO globally just made an announcement about a huge investment that we're making in cloud. Um, but you know, we've, we've worked very well with AWS. We've done some joint workshops and joint investments, um, some joint POC. So yeah, w we have a very good working relationship, AWS, and I think, um, one incident to reflect upon whether it's cyber it's and again, where we actually jointly, you know, dove in with, um, with Amazon and some of their security experts and our experts. And we're able to actually work through that with mine quite successful. So, um, you know, really good behaviors as an organization, but also really good capabilities. >>Yeah. As you guys, your essential cloud outcomes, research shown, it's the cycle of innovation with the cloud, that's creating a lot of benefits, knowing what you guys know now, looking back certainly COVID has impacted a lot of people kind of going through the same process, knowing what you guys know now, would you advocate people to jump on this transformation journey? If so, how, and what tweaks they make, which changes, what would you advise? >>I might take that one to start with. Um, I hate to think where we would have been when, uh, COVID kicked off here in Australia and, you know, we were all sent home, literally were at work on the Friday, and then over the weekend. And then Monday, we were told not to come back into the office and all of a sudden, um, our capacity in terms of remote access and I quadrupled, or more four, five X, what we had on the Friday we needed on the Monday. And we were able to stand that up during the day Monday into Tuesday, because we were cloud-based and, uh, you know, we just spun up your instances and, uh, you know, sort of our licensing, et cetera. And, and we had all of our people working remotely, um, within, uh, you know, effectively one business day. Um, I know peers of mine in other organizations and industries that are relying on kind of a traditional wise and getting hardware, et cetera, that were weeks and months before they could get the right hardware to be able to deliver to their user base. >>So, um, you know, one example where you're able to scale and, uh, uh, get, uh, get value out of this platform beyond probably what was anticipated at the time you talk about, um, you know, less this, the, and all of these kinds of things. And you can also think of a few scenarios, but real world ones where you're getting your business back up and running in that period of time is, is just phenomenal. There's other stuff, right? There's these programs that we've rolled out, you do your sizing, um, and in the traditional world, you would just go out and buy more servers than you need. And, you know, probably never realize the full value of those, you know, the capability of those servers over the life cycle of them. Whereas, you know, in a cloud world, you put in what you think is right. And if it's not right, you pump it up a little bit when, when all of your metrics and so on telling you that you need to bump it up and conversely Scarlett down at the same rate. So for us with the types of challenges and programs and, uh, uh, and just business need, that's come at as this year, uh, we wouldn't have been able to do it without a strong cloud base, uh, to, uh, to move forward with >>Yeah, Douglas, one of the things that I talked to, a lot of people on the right side of history who have been on the right wave with cloud, with the pandemic, and they're happy, they're like, and they're humble. Like, well, we're just lucky, you know, luck is preparation meets opportunity. And this is really about you guys getting in early and being prepared and readiness. This is kind of important as people realize, then you gotta be ready. I mean, it's not just, you don't get lucky by being in the right place, the right time. And there were a lot of companies were on the wrong side of history here who might get washed away. This is a second >>I think, to echo and kind of build on what Stewart said. I think that the reason that we've had success and I guess the momentum is we, we didn't just do it in isolation within it and technology. It was actually linked to broader business changes, you know, creating basically a digital platform for the entire business, moving the business, where are they going to be able to come back stronger after COVID, when they're actually set up for growth, um, and actually allows, you know, a line new achievements, growth objectives, and also its ambitions as far as what he wants to do, uh, with growth in whatever they may do as acquiring other companies and moving into different markets and launching new product. So we've actually done it in a way that there's, you know, real and direct business benefit, uh, that actually enables line to grow >>General. I really appreciate you coming. I have one final question. If you can wrap up here, uh, Stuart and Douglas, you don't mind waiting, and what's the priorities for the future. What's next for lion and a century >>Christmas holidays, I'll start Christmas holidays. And I spent a third year and then a, and then a reset, obviously, right? So, um, you know, it's, it's figuring out, uh, transform what we've already transformed, if that makes sense. So God, a huge proportion of our services sitting in the cloud. Um, but we know we're not done even with the stuff that is in there. We need to take those next steps. We need more and more automation and orchestration. We need to, um, our environment, there's more future growth. We need to be able to work with the business and understand what's coming at them so that we can, um, you know, build that into, into our environment. So again, it's really transformation on top of transformation is the way that I'll describe it. And it's really an open book, right? Once you get it in and you've got the capabilities and the evolving tool sets that AWS continue to bring to the market base, um, you know, working with the partners to, to figure out how we unlock that value, um, you know, drive our costs down our efficiency, uh, all of those kind of, you know, standard metrics. >>Um, but you know, we're looking for the next things to transform and show value back out to our customer base, um, that, uh, that we continue to, you know, sell our products to and work with and understand how we can better meet their needs. Yeah, I think just to echo that, I think it's really leveraging this and then digital capability they have and getting the most out of that investment. And then I think it's also moving to, >>Uh, and adopting more new ways of working as far as, you know, the state of the business. Um, it's getting up the speed of the market is changing. So being able to launch and do things quickly and also, um, competitive and efficient operating costs, uh, now that they're in the cloud, right. So I think it's really leveraging the most out of a platform and then, you know, being efficient in launching things. So putting the, with the business, >>Cedric, any word from you on your priorities by UC this year and folding. >>Yeah. So, uh, just going to say like e-learning squares, right for me were around, you know, just journey. This is a journey to the cloud, right. And, uh, you know, as well dug into sort of Saturday, it's getting all, you know, different parts of the organization along the journey business to ID to your, uh, product windows, et cetera. Right. And it takes time with this stuff, but, uh, uh, you know, you gotta get started on it and, you know, once we, once we finish off, uh, it's the realization of the benefits now that, you know, I'm looking forward? I think for, from Alliance perspective, it's, it is, uh, you know, once we migrate all the workloads to the cloud, it is leveraging, uh, all stack drive. And as I think Stewart said earlier, uh, with, uh, you know, the latest and greatest stuff that AWS it's basically working to see how we can really, uh, achieve more better operational excellence, uh, from a, uh, from a cloud perspective. >>Well, Stewart, thanks for coming on with a century and sharing your environment and what's going on and your journey you're on the right wave. Did the work you were in that it's all coming together with faster, congratulations for your success, and really appreciate Douglas with Steve for coming on as well from Accenture. Thank you for coming on. Thanks, John. Okay. Just the cubes coverage of executive summit at AWS reinvent. This is where all the thought leaders share their best practices, their journeys, and of course, special programming with the center and the cube. I'm Sean ferry, your host, thanks for watching From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cube virtuals coverage of the Accenture executive summit. Part of AWS reinvent 2020. I'm your host Rebecca Knight. We are talking today about reinventing the energy data platform. We have two guests joining us. First. We have Johan Krebbers. He is the GM digital emerging technologies and VP of it. Innovation at shell. Thank you so much for coming on the show. Johan you're welcome. And next we have Liz Dennett. She is the lead solution architect for O S D U on AWS. Thank you so much, Liz. You'll be. So I want to start our conversation by talking about OSD. You like so many great innovations. It started with a problem Johan. What was the problem you were trying to solve at shell? >>Yeah, the ethical back a couple of years, we started summer 2017, where we had a meeting with the deg, the gas exploration in shell, and the main problem they had. Of course, they got lots of lots of data, but are unable to find the right data. They need to work from once the day, this was scattered in is scattered my boss kind of Emirates all over the place and turned them into real, probably tried to solve is how that person working exploration could find their proper date, not just a day of loss of date. You really needed that we did probably talked about is summer 2017. We said, okay. The only way ABC is moving forward is to start pulling that data into a single data platform. And that, that was at the time that we called it as the, you, the subsurface data universe in there was about the shell name was so in, in January, 2018, we started a project with Amazon to start grating a freaking that building, that Stu environment that the, that universe, so that single data level to put all your exploration and Wells data into that single environment that was intent and every cent, um, already in March of that same year, we said, well, from Michele point of view, we will be far better off if we could make this an industry solution and not just a shelf solution, because Shelby, Shelby, if you can make this industry solution, but people are developing applications for it. >>It also is far better than for shell to say we haven't shell special solution because we don't make money out of how we start a day that we can make money out of, if you have access to the data, we can explore the data. So storing the data we should do as efficiently possibly can. So in March, we reached out to about eight or nine other large, uh, I gas operators, like the economics, like the totals, like the chefs of this world and say, Hey, we inshallah doing this. Do you want to join this effort? And to our surprise, they all said, yes. And then in September, 2018, we had our kickoff meeting with your open group where we said, we said, okay, if you want to work together, lots of other companies, we also need to look at, okay, how, how we organize that, or is that if you started working with lots of large companies, you need to have some legal framework around some framework around it. So that's why we went to the open group and said, okay, let's, let's form the ODU forum as we call it the time. So it's September, 2080, where I did a Galleria in Houston, but the kick off meeting for the OT four with about 10 members at the time. So there's just over two years ago, we started an exercise for me called ODU, kicked it off. Uh, and so that's really then we'll be coming from and how we got there. Also >>The origin story. Um, well, so what digging a little deeper there? What were some of the things you were trying to achieve with the OSD? >>Well, a couple of things we've tried to achieve with OSU, um, first is really separating data from applications. And what is the, what is the biggest problem we have in the subsurface space that the data and applications are all interlinked or tied together. And if you have them and a new company coming along and say, I have this new application and has access to the data that is not possible because the data often interlinked with the application. So the first thing we did is really breaking the link between the application, the data as those levels, the first thing we did, secondly, put all the data to a single data platform, take the silos out what was happening in the subsurface space. And they got all the data in what we call silos in small little islands out there. So we're trying to do is first break the link to great, great. >>They put the data in a single data bathroom, and a third part who does standard layer. On top of that, it's an API layer on top of the, a platform. So we could create an ecosystem out of companies to start developing soft applications on top of dev data platform across you might have a data platform, but you're only successful. If you have a rich ecosystem of people start developing applications on top of that. And then you can explore today, like small companies, last company, university, you name it, we're getting after create an ecosystem out here. So the three things, whereas was first break the link between application data, just break it and put data at the center and also make sure that data, this data structure would not be managed by one company. It would only be met. It will be managed the data structures by the OT forum. Secondly, then the data of single data platform certainly has an API layer on top and then create an ecosystem. Really go for people, say, please start developing applications because now you have access to the data. I've got the data no longer linked to somebody whose application was all freely available for an API layer. That was, that was all September, 2018, more or less. >>And to bring you in here a little bit, can you talk a little bit about some of the imperatives from the AWS standpoint in terms of what you were trying to achieve with this? Yeah, absolutely. And this whole thing is Johan said started with a challenge that was really brought out at shell. The challenges that geo-scientists spend up to 70% of their time looking for data, I'm a geologist I've spent more than 70% of my time trying to find data in these silos. And from there, instead of just figuring out how we could address that one problem, we worked together to really understand the root cause of these challenges and working backwards from that use case OSU and OSU on AWS has really enabled customers to create solutions that span, not just this in particular problem, but can really scale to be inclusive of the entire energy chain and deliver value from these use cases to the energy industry and beyond. Thank you, Lee, uh, Johann. So talk a little bit about Accenture's cloud first approach and how it has, uh, helped shell work faster and better with speed. >>Well, of course, access a cloud first approach only works together in an Amazon environment, AWS environment. So we really look at, at, at, at Accenture and others altogether helping shell in this space. Now the combination of the two is what we're really looking at, uh, where access of course can be, this is not a student who that environment operates, support knowledge to an environment. And of course, Amazon would be doing that to today's environment that underpinning, uh, services, et cetera. So, uh, we would expect a combination, a lot of goods when we started rolling out and put in production, the old you are three and bubble because we are anus. Then when the release feed comes to the market in Q1 next year of ODU, when he started going to Audi production inside shell, but as the first release, which is ready for prime time production across an enterprise will be released one just before Christmas, last year when he's still in may of this year. But release three is the first release we want to use for full scale production deployment inside shell, and also all the operators around the world. And there is what Amazon, sorry. Um, extensive can play a role in the ongoing, in the, in deployment building up, but also support environment. >>So one of the other things that we talk a lot about here on the cube is sustainability. And this is a big imperative at so many organizations around the world in particular energy companies. How does this move to OSD you, uh, help organizations become, how is this a greener solution for companies? >>Well, firstly make it, it's a great solution because you start making a much more efficient use of your resources, which is, which is already an important one. The second thing they're doing is also, we started with ODU in the oil and gas space with the expert development space. We've grown, uh OTU but in our strategy of growth, OSU now also do an alternative energy sociology. We'll all start supporting next year. Things like solar farms, wind farms, uh, the, the dermatomal environment hydration. So it becomes an and, and an open energy data platform, not just for the, for the, I want to get into steam that's for new industry, any type of energy industry. So our focus is to create, bring that data of all those various energy data sources together into a single data platform. You're going to use AI and other technology on top of that to exploit the data, to meet again in a single data platform. >>Liz, I want to ask you about security because security is, is, is such a big concern when it comes to how secure is the data on OSD you, um, actually, can I talk, can I do a follow up on the sustainability talking? Oh, absolutely. By all means. I mean, I want to interject though security is absolutely our top priority. I don't mean to move away from that, but with sustainability, in addition to the benefits of the OSU data platform, when a company moves from on-prem to the cloud, they're also able to leverage the benefits of scale. Now, AWS is committed to running our business in the most environmentally friendly way possible. And our scale allows us to achieve higher resource utilization and energy efficiency than a typical on-prem data center. Now, a recent study by four 51 research found that AWS is infrastructure is 3.6 times more energy efficient than the median of surveyed enterprise data centers. Two thirds of that advantage is due to higher server utilization and a more energy efficient server population. But when you factor in the carbon intensity of consumed electricity and renewable energy purchases, four 51 found that AWS performs the same task with an 88% lower carbon footprint. Now that's just another way that AWS and OSU are working to support our customers is they seek to better understand their workflows and make their legacy businesses less carbon intensive. >>That's that's those are those statistics are incredible. Do you want to talk a little bit now about security? Absolutely. And security will always be AWS is top priority. In fact, AWS has been architected to be the most flexible and secure cloud computing environment available today. Our core infrastructure is built to satisfy. There are the security requirements for the military global banks and other high sensitivity organizations. And in fact, AWS uses the same secure hardware and software to build and operate each of our regions. So that customers benefit from the only commercial cloud that's had hits service offerings and associated supply chain vetted and deemed secure enough for top secret workloads. That's backed by a deep set of cloud security tools with more than 200 security compliance and governmental service and key features as well as an ecosystem of partners like Accenture, that can really help our customers to make sure that their environments for their data meet and or exceed their security requirements. Johann, I want you to talk a little bit about how OSD you can be used today. Does it only handle subsurface data >>And today it's hundreds of servers or Wells data. We got to add to that production around the middle of next year. That means that the whole upstate business. So we've got, if you look at MC, obviously this goes from exploration all the way to production. You've been at the into to a single data platform. So production will be added the round Q3 of next year. Then it principal, we have a difficult, the elder data that single environment, and we want to extended them to other data sources or energy sources like solar farms, wheat farms, uh, hydrogen hydro at San Francisco. We want to add a whore or a list of other day. >>And he saw a student and B all the data together into a single data club. So we move from an fallen guest, a data platform to an energy data platform. That's really what our objective is because the whole industry we've looked at, I've looked at our company companies all moving in that same direction of quantity, of course are very strong at all, I guess, but also increase the, got into all the other energy sources like, like solar, like wind, like, like the hydrogen, et cetera. So we, we move exactly the same method that, that, that the whole OSU can really support at home. And as a spectrum of energy sources, of course, >>And Liz and Johan. I want you to close us out here by just giving us a look into your crystal balls and talking about the five and 10 year plan for OSD. You we'll start with you, Liz. What do you, what do you see as the future holding for this platform? Um, honestly, the incredibly cool thing about working at AWS is you never know where the innovation and the journey is going to take you. I personally am looking forward to work with our customers, wherever their OSU journeys, take them, whether it's enabling new energy solutions or continuing to expand, to support use cases throughout the energy value chain and beyond, but really looking forward to continuing to partner as we innovate to slay tomorrow's challenges. >>Yeah. First, nobody can look that far ahead, any more nowadays, especially 10 years mean now, who knows what happens in 10 years, but if you look what our whole objective is that really in the next five years owes you will become the key backbone for energy companies for storing your data. You are efficient intelligence and optimize the whole supply energy supply chain in this world out there. >>Rubbers Liz Dennett. Thank you so much for coming on the cube virtual, >>Thank you, >>Rebecca nights, stay tuned for more of our coverage of the Accenture executive summit >>Around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cubes coverage of the Accenture executive summit. Part of AWS reinvent. I'm your host Rebecca Knight today we're welcoming back to Kubila. We have Kishor Dirk. He is the Accenture senior managing director cloud first global services lead. Welcome back to the show >>Kishore. Thank you very much. >>Nice to meet again. And, uh, Tristin moral horse set. He is the managing director, Accenture cloud first North American growth. Welcome back to YouTube. >>Great to be back in. Great to see you again, Rebecca. >>Exactly. Even in this virtual format, it is good to see your faces. Um, today we're going to be talking about my nav and green cloud advisor >>Capability. Kishor I want to start with you. So my NAB is a platform that is really celebrating its first year in existence. Uh, November, 2019 is when Accenture introduced it. Uh, but it's, it has new relevance in light of this global pandemic that we are all enduring and suffering through. Tell us a little bit about the miner platform, what it is. >>Sure, Rebecca, you know, we lost it and now 2019 and, uh, you know, it is a cloud platform to help our clients navigate the complexity of cloud and cloud decisions and to make it faster and obviously innovate in the cloud, uh, you know, with the increased relevance and all the, especially over the last few months with the impact of COVID crisis and exhibition of digital transformation, you know, we are seeing the transformation of the acceleration to cloud much faster. This platform that you're talking about has enabled hundred and 40 clients globally across different industries. You identify the right cloud solution, navigate the complexity, provide a cloud specific solution simulate for our clients to meet the strategy business needs and the clients are loving it. >>I want to go to you now trust and tell us a little bit about how my nav works and how it helps companies make good cloud choices. >>Yeah. So Rebecca we've talked about cloud is, is more than just infrastructure and that's what mine app tries to solve for. It really looks at a variety of variables, including infrastructure operating model and fundamentally what clients business outcomes, um, uh, our clients are, are looking for and, and identify as the optimal solution for what they need. And we design this to accelerate and we mentioned the pandemic. One of the big focus now is to accelerate. And so we worked through a three-step process. The first is scanning and assessing our client's infrastructure, their data landscape, their application. Second, we use our automated artificial intelligence engine to interact with. We have a wide variety and library of, uh, collective plot expertise. And we look to recommend what is the enterprise architecture and solution. And then third, before we aligned with our clients, we look to simulate and test this scaled up model. And the simulation gives our clients a wait to see what cloud is going to look like, feel like and how it's going to transform their business before they go there. >>Tell us a little bit about that in real life. Now as a company, so many of people are working remotely having to collaborate, uh, not in real life. How is that helping them right now? >>So, um, the, the pandemic has put a tremendous strain on systems, uh, because of the demand on those systems. And so we talk about resiliency. We also now need to collaborate across data across people. Um, I think all of us are calling from a variety of different places where our last year we were all at the cube itself. Um, and, and cloud technologies such as teams, zoom that we're we're leveraging now has fundamentally accelerated and clients are looking to onboard this for their capabilities. They're trying to accelerate their journey. They realize that now the cloud is what is going to become important for them to differentiate. Once we come out of the pandemic and the ability to collaborate with their employees, their partners, and their clients through these systems is becoming a true business differentiator for our clients. >>Sure. I want to talk with you now about my NABS multiple capabilities, um, and helping clients design and navigate their cloud journeys. Tell us a little bit about the green cloud advisor capability and its significance, particularly as so many companies are thinking more deeply and thoughtfully about sustainability. >>Yes. So since the launch of my NAB, we continue to enhance capabilities for our clients. One of the significant, uh, capabilities that we have enabled is the brain trust advisor today. You know, Rebecca, a lot of the businesses are more environmentally aware and are expanding efforts to decrease power consumption, uh, and obviously carbon emissions and, uh, and run a sustainable operations across every aspect of the enterprise. Uh, as a result, you're seeing an increasing trend in adoption of energy, efficient infrastructure in the global market. And one of the things that we did, a lot of research we found out is that there's an ability to influence our client's carbon footprint through a better cloud solution. And that's what we entered by brings to us, uh, in, in terms of a lot of the client connotation that you're seeing in Europe, North America and others, lot of our clients are accelerating to a green cloud strategy to unlock beta financial, societal and environmental benefit, uh, through obviously cloud-based circular, operational and sustainable products and services. That is something that, uh, we are enhancing my now and we are having active client discussions at this point of time. >>So Tristan, tell us a little bit about how this capability helps clients make greener. >>Yeah. Um, well, let's start about the investments from the cloud providers in renewable and sustainable energy. Um, they have most of the hyperscalers today, um, have been investing significantly on data centers that are run or renewable energy, some incredibly creative constructs on the how to do that. And sustainability is therefore a key, um, key item of importance for the hyperscalers and also for our clients who now are looking for sustainable energy. And it turns out this marriage is now possible. I can, we marry the, the green capabilities of the cloud providers with a sustainability agenda of our clients. And so what we look into way the mine EF works is it looks at industry benchmarks and evaluates our current clients, um, capabilities and carpet footprint leveraging their existing data centers. We then look to model from an end-to-end perspective, how the, their journey to the cloud leveraging sustainable and, um, and data centers with renewable energy. We look at how their solution will look like and, and quantify carbon tax credits, um, improve a green index score and provide quantifiable, um, green cloud capabilities and measurable outcomes to our clients, shareholders, stakeholders, clients, and customers, um, and our green plot advisors, sustainability solutions already been implemented at three clients. And in many cases in two cases has helped them reduce the carbon footprint by up to 400% through migration from their existing data center to green club. Very, very important. Yeah, >>That is remarkable. Now tell us a little bit about the kinds of clients. Is this, is this more interesting to clients in Europe? Would you say that it's catching on in the United States where we're at? What is the breakdown that you're seeing right now? >>Sustainability is becoming such a global agenda and we're seeing our clients, um, uh, tie this and put this at board level, um, uh, agenda and requirements across the globe. Um, Europe has specific constraints around data sovereignty, right, where they need their data in country, but from a green, a sustainability agenda, we see clients across all our markets, North America, Europe, and our growth markets adopt this. And we have seen case studies in all three markets >>Kisha. I want to bring you back into the conversation. Talk a little bit about how mine up ties into Accenture's cloud first strategy, your Accenture's CEO, Julie Sweet has talked about post COVID leadership requiring every business to become a cloud first business. Tell us a little bit about how this ethos is in Accenture and how you're sort of looking outward with it too. >>So Rebecca mine is the launch pad, uh, to a cloud first transformation for our clients. Uh, Accenture, see you, uh, Julie Sweet, uh, shared the Accenture cloud first and our substantial investment demonstrate our commitment and is delivering data value for our clients when they need it the most. And with the district transformation requiring cloud at scale, you know, we're seeing that in the post COVID leadership, it requires that every business should become a cloud business. And my nap helps them get there by evaluating the cloud landscape, navigating the complexity, modeling architecting and simulating an optimal cloud solution for our clients. And as Justin was sharing a greener cloud, Tristan, talk a little >>Bit more about some of the real life use cases in terms of what are we, what are clients seeing? What are the results? >>Yes, thank you, Rebecca. I would say two key things right around my now the first is the iterative process. Clients don't want to wait, um, until they get started, they want to get started and see what their journey is going to look like. And the second is fundamental acceleration, dependent make, as we talked about, has accelerated the need to move to cloud very quickly. And my nav is there to do that. So how do we do that? First is generating the business cases. Clients need to know in many cases that they have a business case by business case, we talk about the financial benefits, as well as the business outcomes, the green green cloud impact sustainability impacts with minus we can build initial recommendations using a basic understanding of their environment and benchmarks in weeks versus months with indicative value savings in the millions of dollars arranges. >>So for example, very recently, we worked with a global oil and gas company, and in only two weeks, we're able to provide an indicative savings for $27 million over five years. This enabled the client to get started, knowing that there is a business case benefit and then iterate on it. And this iteration is, I would say the second point that is particularly important with my nav that we've seen in bank, the clients, which is, um, any journey starts with an understanding of what is the application landscape and what are we trying to do with those, these initial assessments that used to take six to eight weeks are now taking anywhere from two to four weeks. So we're seeing a 40 to 50% reduction in the initial assessment, which gets clients started in their journey. And then finally we've had discussions with all of the hyperscalers to help partner with Accenture and leverage mine after prepared their detailed business case module as they're going to clients. And as they're accelerating the client's journey, so real results, real acceleration. And is there a journey? Do I have a business case and furthermore accelerating the journey once we are by giving the ability to work in an iterative approach, >>It sounds as though that the company that clients and and employees are sort of saying, this is an amazing time savings look at what I can do here in, in so much in a condensed amount of time, but in terms of getting everyone on board, one of the things we talked about last time we met, uh, Tristin was just how much, uh, how one of the obstacles is getting people to sign on and the new technologies and new platforms. Those are often the obstacles and struggles that companies face. Have you found that at all? Or what is sort of the feedback that you're getting from? >>Yeah. Sorry. Yes. We clearly, there are always obstacles to a con journey. If there weren't obstacles, all our clients would be already fully in the cloud. What man I gives the ability is to navigate through those, to start quickly. And then as we identify obstacles, we can simulate what things are going to look like. We can continue with certain parts of the journey while we deal with that obstacle. And it's a fundamental accelerator. Whereas in the past one, obstacle would prevent a class from starting. We can now start to address the obstacles one at a time while continuing and accelerating the contrary. That is the fundamental difference. Kishor I want to give you the final word here. Tell us a little bit about what is next for Accenture might have and what we'll be discussing next year at the Accenture executive summit >>Sort of echo, we are continuously evolving with our client needs and reinventing, reinventing for the future. For my advisor, our plan is to help our clients reduce carbon footprint and again, migrate to a green cloud. Uh, and additionally, we're looking at, you know, two capabilities, uh, which include sovereign cloud advisor, uh, with clients, especially in, in Europe and others are under pressure to meet stringent data norms that Kristen was talking about. And the sovereign cloud advisor health organization to create an architecture cloud architecture that complies with the green. Uh, I would say the data sound-bitey norms that is out there. The other element is around data to cloud. We are seeing massive migration, uh, for, uh, for a lot of the data to cloud. And there's a lot of migration hurdles that come within that. Uh, we have expanded mine app to support assessment capabilities, uh, for, uh, assessing applications, infrastructure, but also covering the entire state, including data and the code level to determine the right cloud solution. So we are, we are pushing the boundaries on what might have can do with mine. And we have created the ability to take the guesswork out of cloud, navigate the complexity. We are rolling risks costs, and we are achieving clients strategy, business objectives, while building a sustainable lots with being cloud, >>Any platform that can take some of the guesswork out of the future. I'm I'm on board with. Thank you so much, Kristin and Kishore. This has been a great conversation. Thank you, Rebecca. Thank you, Rebecca. Stay tuned for more of the cubes coverage of the Accenture executive summit. I'm Rebecca Knight. >>Yeah, Yeah.

>> Announcer: From around the globe, It's theCUBE with digital coverage of Accenture Executive Summit brought to you by Accenture. >> Welcome everyone to theCUBEs coverage of the Accenture Executive Summit part of AWS reinvent, I'm your host Rebecca Knight. Today we're welcoming back two CUBE alum, We have Kishore Durg, he is the Accenture Senior Managing Director, Cloud First Global Services Lead. Welcome back to the show Kishore. >> Thank you very much Rebecca, nice to meet again. >> Nice to meet you again, and Tristan Morel L'Horset, he is the Managing Director Accenture Cloud First North American Crows, welcome back to you Tristan. >> Great to be back and great to see you again, Rebecca. >> Exactly, even in this virtual format, it is good to see your faces. Today we're going to be talking about myNav and Green Cloud Advisor Capability. Kishore I want to start with you. So myNav is a platform that is really celebrating its first year in existence, November, 2019 is when Accenture introduced it, but it has new relevance in light of this global pandemic that we are all enduring and suffering through. Tell us a little bit about the myNav platform, what it is? >> Sure, Rebecca, we lost it and now what, 2019 and its a does that cloud platform to help our clients navigate the complexity of cloud and cloud decisions and to make it faster and obviously innovating the cloud. With the increased relevance and all the especially over the last few months with the impact of COVID crisis and exhibition of digital transformation, we are seeing the transformation or the acceleration to cloud much faster. This platform that we're talking about has enabled 140 clients globally across different industries to identify the right cloud solution, navigate the complexity, provide a cloud specific solution, simulate what our clients to meet the strategy business needs, and the plant are loving it. >> I want to go to you now Tristan, tell us a little bit about how myNav works and how it helps companies make good cloud choices. >> Yeah, so Rebecca, we've talked about cloud is more than just infrastructure and that's what myNav tries to solve for it. It really looks at a variety of variables, including infrastructure, operating model and fundamentally what clients' business outcomes our clients are looking for, and identify as the optimal solution for what they need and we designed this to accelerate, and we mentioned the pandemic, one of the big focus now is to accelerate. And so we worked through a three-step process. The first is scanning and assessing our client's infrastructure, their data landscape, their application. Second, we use our automated artificial intelligence engine to interact with... We have a wide variety and library of collective plan expertise, and we look to recommend what is the enterprise architecture and solution. And then third, before we aligned with our clients, we look to simulate and test this scaled up model, and this simulation gives our clients a way to see what cloud is going to look like, feel like and how it's going to transform their business before they go there. >> So tell us a little bit about that in real life now as a company so many of people are working remotely having to collaborate not in real life, How is that helping them right now, Tristan? >> So the pandemic has put a tremendous strain on systems because of the demand on those systems and so we talk about resiliency, we also now need to collaborate across data across people, I think all of us are calling from a variety of different places where last year we were all at theCUBE itself, and cloud technologies such as teams, Zoom that we're leveraging now has fundamentally accelerated and clients are looking to on board this for their capabilities, they're trying to accelerate their journey, they realize that now the cloud is what is going to become important for them to differentiate once we come out of the pandemic and the ability to collaborate with their employees, their partners, and their clients through these systems is becoming a true business differentiator for our clients. >> Kishore, I want to talk with you now about myNav multiple capabilities and helping clients design and navigate their cloud journeys. Tell us a little bit about the green cloud advisor capability and its significance particularly as so many companies are thinking more deeply and thoughtfully about sustainability. >> Yes, so since the launch of myNav, we continue to enhance capabilities for our clients. One of the significant capabilities that we have enabled is the lead cloud advisor. Today Rebecca a lot of the businesses are more environmentally aware and are expanding efforts to decrease power consumption and obviously carbon emissions and run a sustainable operations across every aspect of the enterprise. As a result, you're seeing an increasing trend in adoption of energy efficient infrastructure in the global market. And one of the things that we did a lot of research we found out is that there's an ability to influence our client's carbon footprint through a better cloud solution and that's what being green cloud advisor brings to us. In terms of a lot of the client connotation that we're seeing in Europe, North America and others, lot of our clients are accelerating to a green cloud strategy to unlock greater financial, societal and environmental benefit through obviously cloud-based circular operational and sustainable products and services. That is something that we are enhancing myNav and we're having active client discussions at these point of tome. >> So Tristan, tell us a little bit about how this capability helps clients make greener decisions? >> Yeah, well, let's start about the investments from the cloud providers in renewable and sustainable energy. They have... Most of the hyperscalers today, have been investing significantly on data centers that are run on renewable energy, some incredibly creative constructs on how to do that. And sustainability is there for a key item of importance for the hyperscalers and also for our clients who now are looking for sustainable energy. And it turns out this marriage is now possible, I can we re-marry the green capabilities of the cloud providers with a sustainability agenda of our clients. And so what we look into way the myNav works is it looks at industry benchmarks and evaluates our current clients capabilities and carbon footprint leveraging their existing data centers. We then look to model from an end-to-end perspective, how their journey to the cloud leveraging sustainable and data centers with renewable energy, we look at how their solution will look like and quantify carbon tax credits improve a green index score and provide quantifiable green cloud capabilities and measurable outcomes to our clients shareholders, stakeholders, clients, and customers. And our green plot advisor's sustainability solutions already been implemented at three clients, and in many cases in two cases has helped them reduce the carbon footprint by up to 400% to migration from their existing data center to a green cloud, very, very important item. >> That is remarkable. Now tell us a little bit about the kinds of clients, is this more interesting to clients in Europe? Would you say that it's catching on in the United States? what is the breakdown that you're seeing right now? >> Sustainability has becoming such a global agenda and we're seeing our clients tie this and put this at board level agenda and requirements across the globe. Europe has specific constraints around data sovereignty, where they need their data in country, but from a green a sustainability agenda we see clients across all our markets, North America, Europe, and our growth markets adopt this and we have seen case studies in all three markets. >> Kishore, I want to bring you back into the conversation, talk a little bit about how myNav ties into Accenture's cloud first strategy, your Accenture's CEO, Julie Sweet has talked about post COVID leadership requiring every business to become a cloud first business. Tell us a little bit about how this ethos is in Accenture and how you're sort of looking outward with it too? >> So Rebecca myNav is the launch pad to a cloud first transformation for our clients. Accenture, CEO Julie Sweet shared the Accenture cloud first and our substantial investment demonstrate our commitment and is delivering data value for our clients when they need it the most. And with the digital transformation requiring cloud at scale we're seeing that in the post COVID leadership it requires that every business should become a cloud business, and myNav helps them get there by evaluating the cloud landscape, navigating the complexity, modeling architecting and simulating an optimal cloud solution for our clients and as Tristan was sharing a greener cloud. >> So Tristan talk a little bit more about some of the real life use cases in terms of what are clients seeing? What are the results that they're having? >> Yes, thank you Rebecca. I would say two key things around myNav. the first is the iterative process, clients don't want to wait until they get started, they want to get started and see what their journey is going to look like. And the second is fundamental acceleration, the pandemic as we talked about has accelerated the need to move to cloud very quickly and myNav is there to do that. So how do we do that? First is generating the business cases. Clients need to know in many cases that they have a business case, and by business case we talk about the financial benefits as well as the business outcomes, the green cloud of impact sustainability on the impact. With myNav we can build initial recommendations using a basic understanding of their environment and benchmarks in weeks versus months with indicative value savings and the millions of dollars arranges. So for example very recently we worked with a global oil and gas company, and in only two weeks, we're able to provide an indicative savings worth $27 million over five years. This enabled the client to get started, knowing that there is a business case benefit and then iterate on it. And this iteration is, I would say the second point that is particularly important with myNav that we've seen in Bangalore clients, which is any journey starts with an understanding of what is the application landscape and what are we trying to do with those. These initial assessments that used to take six to eight weeks are now taking anywhere from two to four weeks. So we're seeing a 40 to 50% reduction in the initial assessment, which gets clients started in their journey. And then finally we've had discussions with all of the hyperscalers to help partner with Accenture and leverage myNav to prepared their detailed business case module as they're going to clients and as they're accelerating the client's journey. So real results, real acceleration and is there a journey? Do I have a business case? And furthermore accelerating the journey once we are by giving the ability to work in an iterative approach. >> I mean, it sounds as though the company that clients and employees are sort of saying, this is an amazing time savings look at what I can do here in a condensed amount of time, but in terms of getting everyone on board, one of the things we talked about last time we met Tristan was just how much... One of the obstacles is getting people to sign on and the new technologies and new platforms, those are often the obstacles and struggles that companies face. Have you found that at all? Or what is sort of the feedback that you're getting from employees? >> Yes, clearly there are always obstacles to a cloud journey. If there were an obstacles all our clients would be already fully in the cloud. Well, myNav gives the ability is to navigate through those to start quickly, and then as we identify obstacles we can simulate what things are going to look like, we can continue with certain parts of the journey while we deal with that obstacle, and it's a fundamental accelerator, whereas in the past one obstacle would prevent a client from starting, we can now start to address the obstacles one at a time while continuing and accelerating the client journey, that is the fundamental difference. >> Kishore, I want to give you the final word here, tell us a little bit about what is next for Accenture myNav and what we'll be discussing next year at the Accenture Executive Summit >> Sort of echo, we are continuously evolving with our client needs and reinventing for the future. For myNav SaaS green cloud advisor our plan is to help our clients reduce carbon footprint and again migrate to our greener cloud. And additionally, we're looking at two capabilities which includes sovereign cloud advisor with clients especially in Europe and others are under pressure to meet stringent data norms that Kristan was talking about, and the sovereignty advisor health organization to create an cloud architecture that complies with the green, I would say the data sovereignty norms that is out there. The other element is around data to cloud, we are seeing massive migration for a lot of the data to cloud, and there's a lot of migration hurdles that come within that, we have expanded myNav to support assessment capabilities for assessing applications, infrastructure, but also covering the entire estate, including data and the code level to determine the right cloud solution. So we are pushing the boundaries on what myNav can do, with myNav we have created the ability to take the guesswork out of cloud, navigate the complexity, we are lowering risks costs, and we are achieving client's strategic business objectives while building a sustainable lots with green cloud. >> Any platform that can take some of the guesswork out of the future I'm on board with. Thank you so much, Kristan and Kishore, this has been a great conference. >> Thank you Rebecca. >> Thank you Rebecca. >> Stay tuned for more of theCUBEs coverage of the Accenture Executive Summit, I'm Rebecca ca Knight. (upbeat music)

>>From around the globe. It's the cube presenting, accelerating automation with dev net brought to you by Cisco, >>Everybody Jeffery here with the Q we're in our Palo Alto studio with ongoing coverage of Cisco dev net create we've been covering dev net create for a number of years. I think since the very first show and Susie, we and the team really built, uh, a practice built a company, built a lot of momentum around software in the Cisco ecosystem and getting devs really to start to build applications and drive kind of the whole software defined networking thing forward. And a big part of that is partners and working with partners and, and developing solutions and, you know, using brain power. That's outside of the four walls of Cisco. So we're excited to have, uh, our next guest, uh, a partner for someone is Brad Hoss. He is the engineering director for dev ops at Presidio, Brad. Great to see you. >>Hey Jeff, great to be here, >>Julie and joining him is Chuck Stickney. Chuck is the business development architect for Cisco dev net partners, and he has been driving a whole lot of partner activity for a very long period of time. Chuck, great to see you. >>Thanks Jeff. Great to be here and looking forward to this conversation. >>So let's, let's start with you Chuck, because I think, um, you know, you're leading this kind of partner effort and, and, you know, software defined, networking has been talked about for a long time and you know, it's really seems to be maturing and software defined everything right. Has been taking over, especially with, with virtualization and moving the flexibility and the customer program ability customability in software and Mo and taking some of that off the hardware. Talk about, you know, the programs that you guys are putting together and how important it is to have partners to kind of move this whole thing forward, versus just worrying about people that have Cisco badges. >>Yeah, Jeff, absolutely. So along this whole journey of dev net where we're, we're trying to leverage that customization and innovation built on top of our Cisco platforms, most of Cisco's business is transacted through partners. And what we hear from our customers and our partners is they want to, our customers want a way to be able to identify, does this partner have the capabilities and the skills necessary to help me go down this automation journey? I'm trying to do, do a new implementation. I want to automate that. How can I find a partner to, to get there? And then we have some of our partners that have been building these practices going along this step, in that journey with us for the last six years, they really want to say, Hey, how can I differentiate myself against my competitors and give an edge to my customers to show them that, yes, I have these capabilities. I've built a business practice. I have technology, I have technologists that really understand this capability and they have the double net certifications to prove it, help me be able to differentiate myself throughout our ecosystem. So that's really what our Danette partner specialization is all about. Right. >>It's great. And Brad, you're certainly one of those partners and I want to get your perspective because partners are oftentimes a little bit closer to the customer cause you've got your kind of own set of customers that you're building solutions and just reflect on, we know what happened, uh, back in March 15th, when basically everybody was told to go home and you can't go to work. So, you know, there's all the memes and social media about who, you know, who pushed forward your digital transformation, the CEO, the CMO, or COVID. And we all know what the answer is, whatever you can share some information as to what happened then, and really for your business and your customers, and then reflect now we're six months into it, six months plus, and, and you know, this new normal is going to continue for a while. How's the customer attitudes kind of changed now that they're kind of buckled down past the light switch moment and really we need to put in place some foundation to carry forward for a very long time, potentially. >>Yeah, it's really quite interesting actually, you know, when code first hit, we got a lot of requests to help with automation of provisioning, our customers and the whole digital transformation got really put on hold for a little bit there. And I'd say it became more of, of the workplace transformation. So we were quickly, uh, you know, migrating customers to, you know, new typologies where instead of the, the, you know, users sitting in those offices, they were sitting at home and we had to get them connected rapidly in, uh, we, we didn't have a lot of success there in those beginning months with, you know, using automation and programmability, um, building, you know, provisioning portals for our customers to get up and running really fast. Um, and that, that was what it looked like in those early days. And then over time, I'd say that the asks from our customers has started to transition a little bit. >>You know, now they're asking, you know, how can I take advantage of the technology to, you know, look at my offices in a different way, you know, for example, you know, how many people are coming in and out of those locations, you know, what's the usage of my conference rooms. Um, are there, uh, are there, um, situations where I can use that information? Like how many people are in the building in a, at a certain point in time and make real estate decisions on that, you know, like, do I even need this office anymore? So, so the conversations have really changed in, in, in ways that you couldn't have imagined before March. Right. >>Right. And I wonder with, with you Chuck, in terms of the Cisco point of view, I mean, the network is amazing. It had had, COVID struck five years ago, 10 years ago, 15 years ago, you know, clearly there's a lot of industries that are suffering badly entertainment, um, restaurant, business, transportation, they, you know, hospitality, but for those of us in kind of the information industry, the switch was pretty easy. Um, you know, and, and the network enables the whole thing. And so I wonder if, you know, kind of from your perspective as, as you know, the importance of the network, the importance of security and the ability now to move to this new normal very quickly from a networking perspective. And then on top of that, having, you know, dev net with, with the software defined on top, you guys were pretty much in a good space as good as space as you could be given this new challenge thrown at you. >>Yeah, Jeff, we completely agree with that. Uh, Cisco has always pushed the idea that the network is transformational. The network is the foundation, and as our customers have really adopted that message, it is enabled that idea for the knowledge workers to be able to continue on. So, uh, for myself, I've, I've worked for home the entire time I've been at Cisco. So the last 13 years, this is, you know, the, the change to the normalcy is I never get on a plane anymore, but my day to day functions are still the same. And it's built because of the capabilities that we have with the network. I think the transition that we've seen in the industry, as far as kind of moving to that application type of economy, as we go to microservices, as we go to a higher dependency upon cloud, those things have really enabled the world really to be able to better respond to this, to this COVID situation. And I think it's helped to, to justify the investments that our customers have made, as well as what our partners have been, being able to do to deliver on that multicloud capability, to take those applications, get them closer to the end user instead of sitting in a common data center and then making it more applicable to, to users wherever they may be, not just inside of that traditional four walls. >>Right. Right. It's interesting that Brad, you, you made a comment on another interview. I was watching getting ready for this one in terms of, uh, applications now being first class citizens was, was what you said. And it's kind of interesting coming from an infrastructure point of view, where before it was, you know, what do I have and what can I build on it now, I really it's the infrastructure that responds back to the application. And even though you guys are both in the business of, of networking and infrastructure, it's still this recognition that apps first is the way to go, because that gives people a competitive advantage, that it gives them the ability to react in the marketplace and to innovate and move faster. So, you know, it's, it's a really interesting twist to be able to support an application first, by having a software defined in a more programmable infrastructure stack. >>Yeah, no doubt. And, you know, I think that the whole push to cloud was really interesting in the early days, it was like, Hey, we're going to change our applications to be cloud first. You know? And then I think the terminology changed over time, um, to more cloud native. So when we, when we look at what cloud has done over the past five years with customers moving, you know, their, their assets into the cloud in the early days that we were all looking at it just like another data center, but what it's really become is place to host >>Your applications. So when we talk about cloud migrations with our customers now, we're, we're no longer talking about the assets per se. We're talking about the applications and what, what do those applications look like? And even what defines an application right now, especially with the whole move to cloud native and microservices in the automation that helps make that all happen with infrastructure as code. You're now able to bundle the infrastructure with those applications together as a single unit. So when you define that application, as infrastructure, as code the application in the definition of what those software assets for the infrastructure are, all are wrapped together and you've got change control, version control, um, and it's all automated, you know, it's, it's a beautiful thing. And I think it's something that we've all kind of hoped would happen. You know, when I look back at the early definitions of software defined networking, I think everybody was trying to figure it out and they didn't really fully understand what that meant now that we can actually define what that network infrastructure could look like as it's, as it's wrapped around that application in a code template, maybe that's Terraform or Ansible, whatever that might be, whatever method or tool that you're using to, to bring it all together. >>It's, it's, you know, it's really interesting now, I think, I think we've gotten to the point where it's starting to make a lot more sense than, you know, those early days of SDN, uh we're out, you know, it was, was it a controller or is it the new version of SNMP? You know, now it makes sense it's actually something tangible. >>Right, right. But still check, as you said, right. There's still a lot of API APIs and there's still a lot of component pieces to these applications that are all run off the network that all have to fit, uh, that have to fit together. You know, we cover PagerDuty summit and you know, their whole thing is trying to find out where the, where the problems are within the very few microseconds that you have before the customer abandoned their shopping cart or whatever the particular application. So again, the network infrastructure and the program ability super important. But I wonder if you could speak to the automation because there's just too much stuff going on for individual people to keep track of, and they shouldn't be keeping track of it because they need to be focusing on the important stuff, not this increasing amount of bandwidth and traffic going through the network. >>Yeah, absolutely. Jeff said the bandwidth that's necessary in order to support everybody working from home to support this video conference. I mean, we, we used to do this sitting face to face. Now we're doing this over the internet. The amount of people necessary to, to be able to facilitate that type of traffic. If we're doing it the way we did 10 years ago, we would not scale it's automation. That makes that possible. That allows us to look up >>The ability to do that automatic provisional provisioning. Now that we're in microservices now that everything is cloud native, we have the ability to better, to better adjust to and adapt to changes that happen with the infrastructure below hand. So if something goes wrong, we can very quickly spend something up to take that load off where, you know, traditionally it was open up a ticket. Let me get someone in there, let me fix it. Now it's instantaneously identify the solution, go to my playbook, figure out exactly what solution I need to deploy and put that out there. And the network engineering team, the infrastructure engineering team, they just simply need to get notified that this happened. And as long as there's traceability, in a point that Brad made, as far as you being able to go through here doing the automation of the documentation side of it. >>I know when I was a network engineer, one of the last things we ever did was documentation. But now that we have the API is from the infrastructure. And then the ability to tie that into other systems like an IP address management or a change control, or a trouble ticketing system, that whole idea of I made an infrastructure change. And now I can automatically do that documentation update and record. I know who did it. I know when they did it and I know what they did, and I know what the test results were even five years ago, that was fantasy land. Now, today that's just the new normal, that's just how we all operate. >>Right. Right, right. So I want to get your take on the other >>Hybrid cloud, multi cloud >>Public cloud. You know, as, as I think you said Brad, when public cloud first came out, there was kind of this, this rush into, we're going to throw everything in there then for, for, for different reasons. People decided maybe that's not the best, the best solution, but really it's horses for courses. Right. And, and I think it was pretty interesting that, that you guys are all supporting the customers that are trying to figure out where they're going to put their workloads. And Oh, by the way, that might not be a static place, right. It might be moving around based on, you know, maybe I do my initial dev and, and, and Amazon. And then when I go into production, maybe I want to move it into my data center. And then maybe I'm having a big promotion or something I want to flex capability. So from, from your perspective and helping customers work through this, cause still, there's a lot of opinions about what is multicloud, what is hybrid cloud and you know, it's horses for courses. How are you helping people navigate that? And what does having programmable infrastructure enable you to do for helping customers kind of sort through, you know, everybody talks about their journey. I think there's still kind of bumbling down, bumbling down paths, trying to find new things, what works, what doesn't work. And I think it's still really early days and trying to mesh all this stuff together. Yeah, >>Yeah. No doubt. It is still early days. And you know, I, I, I go back to it being application centric because you know, being able to understand that application, when you move to the cloud, it may not look like what it used to look like when you, when you move it over there and you may be breaking parts off of it. Some of them might be running on a platform as a service while other pieces of it are running as infrastructure as a service. And some of it might still be in your data center. Those >>Are becoming much more complex than they used to be because we're breaking them apart into different services. Those services could live all over the place. So with automation, we really gain the power of being able to combine those things. As I mentioned earlier, those resources, wherever they are, can be defined in that infrastructure as code and automation. But you know, the side from provisioning, I think we focus a lot about provisioning. When we talk about automation, we also have these amazing capabilities on, on the side of operations too. Like we've got streaming telemetry in the ability to gain insights into what's going on in ways that we didn't have before, or at least in the, in, you know, in the early days of monitoring software, right? You knew exactly what that device was, where it was. It probably had a friendly name, like maybe it was, uh, something from the Hobbit right now. >>You've got things coming up and spinning and spinning up and spinning down, moving all over the place. And that thing you used to know what that was. Now, you have to quickly figure out where it went. So the observability factor is a huge thing that I think everybody should be paying attention to attention, to moving forward with regards to when you're moving things to the cloud or even to other data centers or, you know, in your premise, I'm breaking that into microservices. You really need to understand what's going on in the, you know, programmability and API APIs and, you know, yang models are tied into streaming telemetry. Now there's just so many great things coming out of this, you know, and it's all like a data structure that, that people who are going down this path and the dev net path, they're learning these data structures and being able to rationalize and make sense of them. Once you understand that, then all of these things come together, whether it's cloud or a router or switch, um, Amazon, you know, it doesn't matter. You're, you're all speaking a common language, which is that data structure. >>That's great. Check. I want to shift gears a little bit. Cause there was something that you said in another interview when I was getting ready for this one about, about Deb, not really opening up a whole different class of partners for Cisco, um, as, as really more of a software, a software lead versus kind of the traditional networking lead. I wonder if you can put a little more color on that. Um, because clearly as you said, partners are super important. It's your primary go to market and, and Presidios, I'm sure the best partner that you have in the whole world that's and you know, you said there's some, there's some non traditional people that would not ever be a Cisco partner that suddenly you guys are playing with because of really the software lead. >>Yeah. Jeff that's exactly right. So as we've been >>Talking to folks with dev nets and whether it'd be at one of the Cisco live events in the dev net zone or at the prior dev net create events, we'll have, we'll have people come up to us who Cisco today views us as a customer because they're not in our partner ecosystem. They want to be able to deliver these capabilities to our customers, but they have no interest in being in the resell market. This, what we're doing with the dev net specialization gives us the ability to bring those partners into the ecosystem, share them with our extremely large dev net community so they can get access to those, to those potential customers. But also it allows us to do partner to partner type of integration. So Brad and Presidio, they built a fantastic networking. They always have the fantastic networking business, but they built this fantastic automation business that's there, but they may come into a con into a scenario where it's working with a vertical or working with the technology piece, that they may not have an automation practice for. We can leverage some of these software specific partners to come in there and do a joint, go to markets where, so they can go where that traditional channel partner can leverage their deep Cisco knowledge in those customer relationships that they have and bring in that software partner almost as a subcontractor to help them deliver that additional business value. On top of that traditional stack, that brings us to this business outcomes of the customers are looking for and a much faster fashion and a much more collaborative fashion. >>That's terrific. Well, again, it's a, it's, it's unfortunate that we can't be in person. I mean, the, the Cisco DevNet shows, you know, they're still small, they're still intimate. There's still a lot of, uh, information sharing and you know, great to see you. And like I said, we've been at the computers museum, I think the last couple of years and in, in San Francisco. So I look forward to a time that we can actually be together. I hope maybe, maybe for next year's event, but, uh, thank you very much for stopping by and sharing the information. Really appreciate it. Happy to be here. All right. Thanks a lot. That's Brad and Chuck. I'm Jeff. You're watching Cisco dev net live coverage on the cube. Thanks for watching. We'll see you next time.

>> 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)