(upbeat music) >> Announcer: From San Francisco, it's theCUBE. Covering Accenture Tech Vision 2020. Brought to you by Accenture. >> Hey, welcome back, everybody. Jeff Frick here with theCUBE. We're at the Accenture San Francisco Innovation Hub on the 33rd floor of the Sales Force Tower in downtown San Francisco. It's 2020, the year we know everything with the benefit of hindsight. And what better way to kick off the year than to have the Accenture Tech Vision reveal, which is happening later tonight, so we're really happy to have one of the authors who's really driving the whole thing. He's Michael Blitz, the managing director of the Accenture Tech Vision 2020, a very special edition. Michael, great to see you. >> Hey, thanks for having me. >> Absolutely, so you've been doing this for a while. I think we heard earlier, this thing's been going on for 20 years? >> It is. >> You've been involved for at least the last eight. >> Michael: I think a little bit more than that. >> More than that, so what's kind of the big theme before we get into some of the individual items? >> Yeah, so I mean, I think right now, what we're really talking about is that our real big theme is this: We the digital people. And it's that recognition that says that we've fundamentally changed. When you start looking at yourself and your lives, it's that you've gotten to a point where you're letting your cell phone track you. Your car knows where you are probably better than your spouse does. You're handing your key to Amazon and Walmart so they can deliver packages in your house. And more than that is that actually, we're trying to start to revolve our lives around this technology. I look at my own life, and we just sold our second car, specifically because we know that Uber and Lyft exist to fill that void. >> Right, well you don't have to look much further than phone numbers. How many people remember anybody's phone number anymore, right, 'cause you don't really have to. I think it's the 15th anniversary of Google Maps. >> Michael: Yep. >> This year, and to think of a world without Google Maps, without that kind of instant access to knowledge, is really hard to even fathom. But as you said, we're making trade-offs when we use all these services, and now, some of the costs of those things are being maybe more exposed? Maybe more cute or in your face? I don't know, what would you say? >> Yeah, I mean, I think what's happening now is that what we're realizing is that it's changed our relationship with companies. Is that suddenly we've actually brought them into our lives. And, on one hand, they're offering and have the ability to offer services that you could never really do before. But on the other hand is that, if I'm going to let somebody in my life, suddenly they don't have to just provide me value and this is useful, is that they actually, people are expecting them to retain their values, too. So, how they protect your data, what they're good for the community, for the environment, for society, whether it's sustainable or not. Is that suddenly, whereas people used to only care about what the product you're getting, now how it's built and how your company's being run is starting, it's just starting to become important, too. >> Right, well it's funny, 'cause you used to talk about kind of triple bottom line, shareholders, customers and your employees. And you talked about, really, this kind of fourth line, which is community and really being involved in the community. People care, suddenly you go to conferences where we spend a lot of time all the utensils are now compostable and the forks are compostable. And a lot of the individual packaging stuff is going away. So people do care. >> They do, and there's a fourth and a fifth. It says that your community cares, but your partners do, too. Is that you can't, I'm going to say, downgrade the idea that your B2B folks care is that suddenly, we're finding ourselves tied to these other companies, and not just in a supply chain, but from everything. And so, you're not in this alone in terms of how you're delivering these things. But now it's becoming a matter that says, Well, man, if my partners are going to get pummeled because they're not doing the right thing or they don't have that broad scope, that's going to reflect on me, too. And so, now you're suddenly in this interesting position where all of the things that we suspected were going to happen around digital connecting everybody is just starting to, and I think that's going to have a lot of positive effects. >> Yeah, so one of the things you talked about earlier today, in an earlier presentation was kind of the shift from kind of buyer and seller, seller and consumer, to provider and collaborator. Really kind of reflecting a very different kind of a relationship between the parties as opposed to this one-shot transactional relationship. >> No, and that's right, and it doesn't matter who you're talking about, is that, if you're hiring folks for skills that you're assuming that they're going to learn, that's going to be different in three years, in five years, you're essentially partnering with them in order to take all of you on a journey. When you start talking about governments, is that you're now partnering with regulators. You look at companies like Tesla, who are working on regulations for electric cars, they're working on regulations around battery technology. And you see that this go-it-alone approach isn't what you're doing. Rather, it's becoming much more holistic. >> Right, so we're in the innovation hub, and I think number five of the five is really about innovation today. >> Michael: It is. >> And you guys are driving innovation. And, rest in peace, Clayton Christensen passed away, Innovator's Dilemma, my all-time favorite book. But the thing I love about that book is that smart people making sound decisions based on business logic and taking care of existing customers will always miss discontinuous change. But you guys are really trying to help big companies be innovative. What are some of the things that they should be thinking about, besides, obviously, engaging with Mary and the team here at Innovation Hub? >> Yeah, no, and that's the really interesting thing is that when we talked about innovation, you know, five or even 10 years ago, you were talking about, just: How do I find a new product or a new service to bring to market? And now, that's the minimum stakes. Like, that's what everybody's doing. And I think what we're realizing as we're seeing tech become such a big part is that we all see how it's affecting the world. And a lot of times that things are good is that there's no reason why you wouldn't look at somebody like a Lyft or Uber and say that it's had a lot of positive effects. But from the same standpoint is that, you ask questions of: Is it good for public transit? It is good for city infrastructure? And those are hard questions to ask. And I think where we're really pushing now is that question that says: We've got an entire generation of not-tech companies, but every company that's about to get into this innovation game, and what we want them to do is to look at this not the way that the tech folks did, that says, here's one service or one technology, but rather, look at it holistically that says: How am I actually going to implement this, and what is the real effects that it's going to have on all of these different aspects? >> Right, Law of Unintended Consequences is always a good one. >> Michael: It is. >> And I remember hearing years ago of this concept of curb management. I'm like, Curb management, who ever thought of that? Well, drive up and down in Manhattan when they're delivering groceries or delivering Amazon packages and FedEx packages and UberEats and delivery dog food now. Where is that stuff being staged now that the warehouse has kind of shifted out into the public space? So, you never kind of really know where these things are going to end up. >> No, and I'm not saying that we're going to be able to predict all of it. I think, rather, it's that starting point that says that we're starting to see a big push that says that these things need to be factored and considered. And then, similarly, it's the, if you're working with them up-front, it becomes less of a fault, on a fight of whose fault it is at the end, and it becomes more of a collaboration that says, How much more can we do if we're working with our cities, if we're working with our employees, if we're working with our customers? >> Right, now another follow up, you guys've been talking about this for years, is every company is a tech company or a digital company, depending on how you want to spin that. But as you were talking about it earlier today, in doing so and in converting from products to service, and converting from an ongoing relationship to a one-time transaction, it's not only at that point of touch with a customer, but you've got to make a bunch of fundamental changes back in your own systems to support kind of this changing business model. >> Now, and that's right, and I think this is going to become the big challenge of the generation, is that we've gotten to a point where just using their existing models for how you interact with your customers or how you protect their data or who owns the data, all of these types of things, is that they were designed back when we were doing single applications, and they were loading up on your Windows PC. And where we're at now is that we're starting to ask questions that says, All right, in this new world, what do I have to fundamentally do differently? And sometimes that can be as simple as asking a question that says, you know, there's a consortium of pharma folks who have created a joint way for them to develop all of their search algorithms for new drugs. But they're using block chain, and so they're not actually sharing the data. So they do all the good things, but they're pushing that up. But fundamentally, that's a different way to think about it. You're now creating an entirely new infrastructure because what you're used to is just handing somebody the data, and what they do with the data afterwards is kind of their issue and not yours. And so now we're asking big, new questions to do it. >> Right, another big thing that keeps coming up over and over is trust. And again, we talked a little earlier. But I find this really ironic situation where people don't necessarily trust the companies in terms of the people running the companies and what they're going to do with their data, but they fundamentally trust the technology coming out of the gate and this expectation of: Of course it works, everything works on my mobile phone. But the two are related, but not equal. >> Michael: No, I mean, they're not, I mean, and it's really pushing this idea that says we've been looking at all these, I'm going to say scary headlines, of people not trusting companies for the last number of years, while at the same time, the adoption for the technology has been huge. So there's this dichotomy that's going on in people, where at one point, they like the tech. You know, I think the last stat I saw is that everybody spends up to six-and-a-half hours a day involved on the internet, in their technology. But from the same standpoint is that they worry about who's using it and how and what is going to be done. And I think where we're at is that interesting piece that says we're not worried about a tech lash. We don't think that people are going to stop using technology. Rather, we think it's really this tech clash that says they're not getting the value that they thought out of it, or they're seeing companies that may be using this technologies that don't share the same values that they do, and really, what we think this becomes, is the next opportunity for the next generations of service providers in order to fill that gap. >> Right, yeah, don't forget there was a Friendster and a MySpace before there was a Facebook. >> Yeah, there was. >> So, nothing lasts forever. So, last question before I let you go, it's a busy night. The first one was the I in experience, and I think kind of the user experience doesn't get enough light as to such a defining thing that does move the market if, again, I love to pick on Uber, but the Uber experience compared to walking outside on a rainy day in Manhattan and hoping to hail down a cab is fundamentally different, and I would argue, that it's that technology put together in this user experience that defined this kind of game-changing event, as opposed to it's a bunch of APIs stitching stuff together in the back. >> No, that's right, and I think where we're at right now is that we're about to see the next leap beyond that. Is that, most of the time when we look at the experiences that we're doing today, they're one way. Is that people assume that, Yeah, I have your data, I'm trying to customize. And whether it's an ad or a buying experience or whatever, but they're pushing it as this one-way street, and when we talk about putting the I back in experience, it's that question of the next step to really get people both more engaged as well as to, I'm going to say improve the experience itself, means that it's going to become a partnership. So you're actually going to start looking for input back and forth, and it's sometimes going to be as simple as saying that that ad that they're pushing out is for a product that I've already bought. Or, you know, maybe even just tell me how you knew that that's what I was looking for. But it's sometimes that little things, the back and forth, is how you take something from, what can be a mediocre experience, even potentially a negative one, and really turn it into something that people like. >> Yeah, well, Michael, I'll let you go. I know you got a busy night, we're going to present this. And really thankful to you and the team, and congratulations for coming up with something that's a little bit more provocative than, Cloud's going to be big, or Mobile's going to be big, or Edge is going to be big. So this is great material, and thanks for having us back. Look forward to tonight. >> No, happy to do it, and next year we'll probably do it again. >> [Jeff\ I don't know, we already know everything, it's 2020, what else is unknown? >> Everything's going to change. >> All right, thanks again. (upbeat music)

>>from San Francisco. It's the Cube covering Accenture Tech Vision 20 twenties Brought to you by >>Accenture. >>Hey, welcome back here. Ready? Jeff Frick here with the Cube. We're at the Accenture San Francisco Innovation Hub in the 33rd floor of the Salesforce Tower in downtown San Francisco. It's 2020 the year we know everything with the benefit of hindsight. It what better way to kick off the year than they have the Accenture Tech vision reveal, which is happening later tonight. So we're really happy to have one of the authors who's really driving the whole thing. He's Michael Built the managing director of the Accenture Tech Vision. 2020. A very special edition. Michael, great to see you. Thanks for having me. Absolutely. So you've been doing this for a while? I think we heard earlier. This thing's been going on for 20 years, but you've been involved with at least the last eight a little bit more and more than that. So what's the, uh, what's kind of the big theme before we get into some of the individual? Yeah, So I >>mean, I think right now what we're really talking about is that our real big theme is this ui the digital people? And it's that recognition that says that we fundamentally changed. I mean, when you start looking at yourself in your lives, is that you've gotten to a point where you're letting your cellphone track you. You know your car knows where you are, probably better than your spouse does. You know you're handing your key to all go to Amazon and Wal Marts. They deliver packages. Your help, and more than that, is that actually, we're trying to start to revolve our lives around this technology. You know, I look at my own life and we just sold our second car specifically because we know that uber and lift exists to fill that void, >>right? Well, you don't look much further >>than than phone numbers. How many people remember anybody's phone number anymore? Right, cause you don't really have to. I >>think it's 1/15 anniversary of Google maps this year, and to think of a world without Google Maps without that kind of instant access to knowledge is is really hard to even fathom. But as you said, we're making trade offs when we use all these services and and Now, some of the costs of those things are being maybe more exposed, maybe more cuter in your face. I don't know. What would you say? >>I mean, I think what's happening now is that what we're realizing is that it's changed our relationship with is that suddenly we've actually brought them into our lives. And on one hand they're offering and have the ability to offer services that you could never really do before, you know. But on the other hand is that if I'm gonna let somebody in my life suddenly they don't have to provide. Just provide me value. And this is useful is that they actually irks people expecting them to retained their values to, you know, so how they protect your data. What they're good for the community, for the environment, for society, whether it's sustainable or not, is that suddenly whereas people used to only care about what the products are getting now, how it's built, how your company is being run, it's starting like it's just starting, you know, to become important too, >>right? Well, it's funny cause you used to talk about, you know, kind of triple bottom line shareholders, customers and your employees and you talked about really kind of this fourth line, which is the community and really being involved in the community. People care suddenly go to conferences that we spend >>a lot of time and you know, all the utensils air now compostable and the forks air compostable. And you know, a >>lot of the individual packaging stuff is going away, so people do care. >>They do. And then there's 1/4 and 1/5 that says, the your community cares, you know? But it's also your partners. Do, too, is that you can't you know, I'm going to say downgrade. You know, the idea that you're B two b folks care is that suddenly we're finding ourselves tied to these other companies, and not just in a supply chain, you know, but from everything. And so you're not in this alone in terms of how you're delivering these things. But now it's becoming a data that says the man, if my partners are going to get pummeled because they're not doing the right thing or they don't have that broad scope, is the that's going to reflect on me, too, And so now you're suddenly in this interesting position Where all of the things that we suspected we're gonna happen around digital connecting everybody is just starting to. And I think that's gonna have a lot of positive effects. >>Yep. So one of the things you talked about earlier today, earlier presentation was kind of the shift from kind of buyer and seller seller, consumer to provider and collaborator, Really kind of reflecting a very different kind of a relationship between the parties as opposed to kind of this 11 shot transactional relationship >>now And that's right. And it doesn't matter who you're talking about. This is that, You know, if you're hiring folks, you know, for skills that you're assuming that they're going to learn, you know, that's going to be different in three years and five years. You're essentially partnering with them in order to take all of you on a journey. You know, when you start talking about governments, is that you're now partnering with regulators. You know, you look at companies like Tesla who are working on, you know, regulations for electric cars. They're working on regulations around battery technology. And you see that this go it alone approaches and what you're doing? You know, Rather, it's becoming much more holistic, >>right? So we're in the innovation hub, and I think Number five of the five is really about innovation today. And you guys are driving >>innovation and you know the rest of peace. Clayton Christensen passed away. Innovator's Dilemma. My all Time favorite book The Thing I love about that book is it's smart people. Making sound decisions based on business logic and taking care of existing customers will always miss this continuous change. But you guys are really trying to help companies be innovative. What are some of the things that they that they should be thinking about besides obviously engaging with marrying the team here? And >>that's the really interesting thing is that you know, when we talk about innovation, you know, five or even 10 years ago, you were talking about just how do I find a new product or new service to bring to market? And now that's the minimum stakes like that's what everybody's doing. And I think what we're realizing as we're seeing tech become such a big part is that we all see how it's affecting the world. And a lot of times the things they're good is that there's no reason why you wouldn't look at somebody like a lifter uber and say that it's had a lot of positive effects. But from the same standpoint is that you ask questions of Is it good for public transit? It's good for city infrastructure, and those are hard questions to ask. And I think where we're really pushing now is that question that says We've got an entire generation of not tech companies. But every company that's about to get into this innovation game and what we want them to do is to look at this, not the way that the tech folks did. That says, Here's one service or one technology but rather look at it holistically. That says, How am I actually going to implement this? And what is the real effects that it's gonna have on all of these Different >>lot of unintended consequences is always >>a good, and I remember hearing years ago >>this concept of of curb management, curb management you ever thought of that will drive up and down in Manhattan when they're delivering groceries or delivering Amazon packages and FedEx packages and uber eats and delivery dog food. Now where's that stuff being staged? Now? The warehouses kind of shifted. You got into the public space, so you never kind of really know where these things they're going to end up? >>No. And I'm not saying that we're gonna be able to predict all of it. I think rather it's that starting point that says that, you know, we're starting to see a big push, you know, that says that these things need to be factored in and considered. And then similarly, it's the If you're working with them up front, it becomes less of a fault in a fight of who's fault. It is at the end, and it becomes more of a collaboration that says, How much more can we do if we're working with our cities that we're working with our employees? We're working with >>another follow up. You guys been talking about this for years? Is every company is a tech company or a digital company, depending on how you want to spin that. But as you were talking about earlier today in doing so and then converting from products to services and converting from an ongoing relationship 21 time transaction, it's not only at that point of view touch with a customer, but you've got to make a bunch of fundamental changes back in your own systems to support kind of this changing business >>models. And that's right. And I think this is going >>to become The big challenge of the generation is that we've gotten to a point where just using their existing models for you know how you interact with your customers or how you protect their data or who owns the data. All of these types of things is that they were designed back when we were doing single applications and they were loading up on your windows PC. And where we're at now is that we're starting ask questions that says Alright in this New World order why it's a fundamentally do differently, you know, And, you know, sometimes that could be You know, a simple is asking a question that says, You know, there's a consortium of pharma folks who have created a joint way for them to develop all of their search algorithms for new drugs, but they're using Blockchain, and so they're not actually sharing the data, so they do all the good things but they're pushing that. But fundamentally, that's a different way to think about it. You're not creating an entirely new infrastructure because what you're used to is just handing somebody the data on what they do with the data afterwards. It's kind of their issue and not yours. And so now we're asking big new questions to do it >>right. Another big thing that keeps coming up over and over is trust. And again, we talked little. Really? I find this really ironic situation where people don't necessarily trust the companies in terms of the people running the companies and what they're gonna do with their data. But they fundamentally trust the technology coming out of the gate and this expectation of, of course it works. Everything works on my on my mobile phone, but the two are inter related, but not equal. >>No, I mean, they're >>not. I mean, it's really pushing this idea that says the we've been looking at all of these. I'm going to say scary headlines. People are not trusting companies for the last number of years, while at the same time the adoption for the technology has been huge. But there's this dichotomy that's going on and people were at one point is the they like the tech. I think the last stat I stall is that everybody spends up to six and 1/2 hours a day involved on the Internet in their technology. But from the same standpoint is that they worry about who's using it, how and what it's done. And I think where we're at is that interesting piece that says the we're not worried about a backlash. We don't think that people are going to stop using technology. Rather, we think it's really this tech backlash that says they're not getting the value that they thought out of it, you know? Or they're seeing companies that may be using this, technologies that don't share the same values that they do. And really, what we think this becomes is the next opportunity for the next generations of service providers in order to fill that >>right. Don't forget, there was a Friendster and MySpace before there was a Facebook. Nothing lasts forever. So last question finally goes busy night. The 1st 1 was the eye and experience, and I think you know the kind of the user experience doesn't get enough light as to such a such a defining thing that doesn't move the market again. I lived in an uber right, but the uber experience compared to walking outside on a rainy day in Manhattan and hoping to nail down a cab is fundamentally different. And I would argue that it's that technology put together in this user experience that defined this kind of game changing event as opposed to, You know, it's a bunch of AP I stitch and stuff together in the back. >>That's right. And I think where we're at right now is that we're about to see the next leap. Beyond that is that you know, most of the time when we look at the experiences that we're doing today, they're one way is that people assume that, Yeah, I have your data trying to customize and whether it's a ad or buying experience or whatever. But they're pushing it as this one way street. And when we talk about putting the I back experience, it's that question of the next step to really get people both more engaged as well as to I'm going to say improve the experience. Self means that it's going to become a partnership. So you're actually going to start looking for input back and forth, you know? And it's sometimes it's going to be a simple is saying that that ad that they're pushing out is for a product that I've already bought or, you know, maybe even just tell me how you knew, You know, that that's what I was looking for. But it's sometimes that little things that back and forth is how you take something from, you know, which could be a mediocre experiences, even potentially a negative one and really turned it into something that people like. >>Yeah, well, Michael, I let you go. I know you got a busy night, and we're going to present this and ah, I really think to you and the team And congratulations for coming up with something that's a little bit more provocative than Cloud's Going to be big or mobile is going to be big or edge is going to be big. So this is a great material. And thanks for having us back. Look forward to tonight happening. >>Happy to do it. And, you know, next year will probably do it again. >>So we already know everything is 20. >>20. What else is No, A All right. Thanks again. >>Yeah,

from the Salesforce tower in downtown San Francisco it's the cube covering Accenture tech vision 2019 brought to you by Silicon angle media hey welcome back everybody Jeff Rick here with the cube we're in downtown San Francisco 33rd floor salesforce tower the brand new just open ribbon-cutting ceremony this morning of the Accenture innovation hub and we're here for a very special event it's the Accenture technology vision presentation 2019 they put together four or five trends that we should look at and we're really excited to have our next guest he's an author behind this document he's Michael builts the managing director of Accenture technology vision Michael great to see you again I appreciate you having me back it's a license pace last year was at a little venue but this is this is quite impressive it's hard to beat the tower you get the views and the tech all right so let's jump into it so you've been doing this for a couple years now what jumped out that was special about 2019 I mean I think what's different about 2019 is that everybody realizes that companies are really becoming those digital companies and so people are actually starting to ask about what's next and I think this is really the first time that we've seen not just companies introspectively trying to figure out how to change themselves but really looking for that next step to figure out how they change the way people work the way people live and even people realizing that the things that they're doing are really having an effect on society as a whole I'm sure there's gonna be some CEOs that are gonna say Michael we're already there or looking at the next chapter we're barely getting started it seems like this thing has just got started but already we're kind of seeing second order third order of magnitude changes in how this digital transformation is evolving and I think that's really a result of how effective it's been is that the reason everybody's so interested the reason either excited and honestly even the reason why you see out cries when things go wrong is because we're changing rapidly but it really is having big impacts on you know just about every aspect of our life right so there's a there's a whole lot of meat in this report people can go on you can download it and spend some time reading it but I want to pick one of the topics set that we and that's really this kind of hyper personalization moving to a very different way you know talked about marketing to one and this and that but it was kind of marketing talk before now I can actually do it it is and and I think one reason we're seeing that happen is that we're not the only ones as companies going through this digital transformation you know all of our customers all of our workforce they're going through that digital transformation too and every time you're using an uber every time you're using social media to interact you know with your family and your friends in the world around you every time you invite a smart refrigerator or a piece into your home is that suddenly what's happening is people are cobbling together their own technology identities and these identities are ones that we're really starting to see become powerful ways for how they connect and how they work with businesses in ways they really never done before so we could go for hours and hours but we only have 10 minutes but one of the great topics you talked about earlier today everyone has their own reality and I know I think that first time anyone saw that was maybe in a Facebook feed when I realize wait your Facebook feed doesn't have the same stuff as my Facebook feed and now it's gotten way beyond your Facebook feed and to have these real hyper personalized experiences all along the way no I think that's right and what we're seeing is that we're really shifting from this idea of personalization that says how do I get you into a better category to individualization where it says no no no I'm actually deciding things for you you know I'll give you an example you know Healdsburg excuse me heidelberg hospital in germany is actually working on using digital twins for people so it's essentially a digital representative of an individual and in their case they're using it for things like pacemakers you know everybody's heart is different where a doctor's gonna want to plate those electrical you know probes on there in order to make sure you get the best benefit out of that pacemaker is gonna be different for every person and so instead of having generalized optimized rules actually create the digital twinning to figure out what's gonna be optimized for the actual person that we're doing this so that's really interesting right because we've been hearing about digital twins forever probably GE more than ever in terms of people I've talked to you in terms of create a digital twin for a jet engine you can run all kinds of tests you can but they do it for a person that's pretty interesting so they doing that like on a per patient basis for that for that one visit or are they really kind of taking a more longitudinal look at that these people in terms of managing their health care over time well I think right now they're just taking their first steps and so they're finding key points that says like a particular pacemaker surgery you know we see companies you know like food manufacturers that are trying to figure out whether your genetics is going to dispose you to certain tastes or certain flavors or even certain you know certain health benefits for it but we're still in that first step and I think what's so exciting about it is that you see the benefit that says yeah absolutely having a pacemaker that's built to be it's gonna work and it's gonna be a real benefit to somebody's life but that's just the tip of the iceberg you know we start to ask the question that says what happens when every company can do this what happens when every aspect of my life eventually could be you know catered just to me and that's when we really start thinking about the fact that we're we're headed as a society is towards these personalized realities right right which which begs a really big condition right which is trust it is right so I'm giving you all this data and all you might telling you that I'm going to the store and and what I'm surfing on my phone but now you you know you know a lot more about me and in fact you have a digital twin of me and yet we read everyday that everybody gets hacked their data breaches I think someone here said that the the time from a breach to discovery has gone from 250 days 250 days or something like that so high you know however the company's managed to the trust issue because it's a it's a tough it's a tough environment out there it really is a tough environment but I I think it's one that companies are starting to recognize it's gonna be part of the way they really differential themselves you know is that on one hand you've got the security piece of it that says you just want to make sure that the bad actors in the world the people who really are actively trying to do you harm aren't getting that and that's part of it you know and the reality is is the investments that we're seeing in security are raising every year but I think the harder question that people are starting to deal with is that they're being passed and they're asking their consumers to trust them in very different ways and they have before you know you look at somebody like an auto manufacturer that says they've spent you know the last 40 years making sure that we trust that their cars are reliable you know that's you're gonna be safe inside them and that you're gonna be able to drive these for a certain amount of time or maybe for an extended period you know over the lifespan of that vehicle but now we're pushing people into a comfort zone they're not quite there yet for that says well what happens when that car does know where you are at any point in time right it knows how many passengers there it can infer based off of what parking lot you're in what you're doing there and I think that companies are just now starting to recognize that not it's not new we have healthcare companies and we have financial services that have done this forever but it's new to an auto manufacturer that says that's a new type of trust they have to build and we're just now seeing companies realizing that they're gonna go on a new journey to create that relationship the consumers to build up that trust right the other thing you touched on a little bit earlier today was was kind of a changing responsibility set right and it used to be you know we learned in business school you just optimized to to get max shareholder value and right in and oh yeah you should probably take care of your customers and oh yeah we should I take care of our employees too I really you talked about it going really another step really being evolved in the community you know being a much more kind of active participant and outside kind of the direct sphere of the theater in which you play well I think we have to you know because we've spent and I think a lot of companies have spent so many years just building products you know to do things a little bit better but their deals doing the things that we're doing today you know that that mode that they have is that I have a specific role and yes I'm responsible for mm-hmm you know a good quality product but everything else is something that's out of your purview but what we're talking about now is having that amount of information about you means that I now have to have responsibility to protect that information and even how I share it with with my partners suddenly if I'm actually going to be effective in changing the longevity for how people live or how cities are designed is that it's no longer just about whether that roadwork it's whether or not the city was going to be designed correctly and benefits everybody and what we're I think we're getting to that point that people are realizing that the bigger the opportunity is is the bigger the responsibility is that goes with it and the friction and even some of the negative press that we're seeing happen right now you know in the marketplace is because people hadn't realize they saw the bigger opportunity but they hadn't quite realized that that responsibility is gonna be the way that it's gonna be effectively implemented right well what if you have an opinion because you know there's kind of a whole leadership thing and John talked earlier today when they kick off the center that he wants to help your clients be the disrupter not to disrupt D but what happened is you can t get these accidental no accidental people in tremendous power because of the success of their platforms Mark Zuckerberg to pick one Marc Benioff you know who built this building Jeff Bezos so they didn't necessarily start on that path to put in place these huge social engines that have these big impacts but they're kind of there they are but when you look at any of those examples is that what you realize is that they may not have realized the impact that they were gonna have as a society as a whole but there are opportunities they were chasing were huge is that when you look at the early pieces of Facebook is that they were realizing very early on that they were trying to change the way that people fundamentally communicate and how they create relationships over digital media they knew how big that opportunity was and I think that as we've seen them go through it and we're seeing the hardships that they're having now is that other people are they're not blind to it anymore they know that when you have that amount of opportunity there's automatically going to be ripple effects into everything right and I think what we're about to see is this next generation is not going to be able to get off the hook as easily because it's they can't claim ignorance because we all know these things are hot right so exciting times great great for for you congratulations for getting the report out I'm sure it was nice to hit print on that thing close never go to hit print you know but as we all know is the you know tomorrow is a new day and something else is gonna change and then you know we'll be back here again next year right alright well Michael thanks again for taking a few minutes good luck tonight on the on the presentation always great to catch up since your innovation hub brand-new downtown San Francisco the sales force our thanks for watching we'll see you next time

(clicking) >> Hey, welcome back, everybody, Jeff Frick here with theCUBE. We're at the Accenture Technology Vision event 2018. It's the preview event. The actual report will come out in a couple days. We're excited to be here and get a preview. About 200 some odd people downtown San Francisco and it's exciting times. There's a survey that goes out to thousands of executives, of really what are the big themes for 2018? We're excited to have one of the authors of the survey, Michael Biltz. He's the managing director of Accenture Technology Vision. Michael, great to see you. >> It's great to have you in here. >> So how long have you been doing these Vision-- >> I think I've been doing it for the last 10 years. >> 10 years? >> It's a long, long time. >> So 2018, things are moving, I can't believe we're already 18 years into this new century. What are some of the surprises that came out this year? >> I mean, I think the biggest surprise is how onboard everybody is with the technology transformations we're going through. We've been talking about this need for companies to really become this digital business for so long that it was really surprising that this year, nobody's talking about that. It's all assumed. And so now, companies are really starting to take that bigger look at how they're changing their industry, how they're embedding themselves into peoples' lives, and more and more, they're starting to talk about what are their real responsibilities to society as a whole, if their businesses, their technology, their services are actually going to start changing the way that people live. >> Yes, it's pretty amazing, and also really changing the way people interact with businesses. I mean, it's been happening in banking for a long time, where, you know, kids don't go to branches. They don't even know what a branch is. They hardly know what cash is, much less an ATM, or the neighborhood trusted banker. >> No, and the funny thing is is that it's intentional, is that when we started looking at the survey, what we found was that there was a remarkable shift that big companies, so think Global 2000 companies, they actually believe fundamentally that they are going to be competing based off of trust. And so they know that if they don't have the trust of their employees, the trust of the government, the trust of all of their consumers, is that all the things that they want to do they're not going to be able to do, and so they're really starting to employ this with how they act and interact with everybody. >> Right, it's funny how the market really drives the values, 'cause the other one obviously is increasing diversity, social responsibility. That's really being driven, well hey, it is good business, but it's not so much top down as bottom up not only for the customers, but those same customers that you're trying to employ, as these younger kids are coming into the work force. >> That's right, I mean, everybody's starting to read the label of companies, is that-- >> I love that. >> They're fundamentally actually looking at not just what they're producing, but why they're producing it, what the ripple effects are, and how it's going to affect things at larger, and companies are taking notice. >> That's funny you say, "Read the label." I sat talking to Michelle Dennedy, from Cisco, she's their chief privacy officer. And she was comparing the GDPR to kind of when they enacted labeling on food, right? Before we didn't know what was in the food, we just kind of trusted, suddenly the law goes into effect, there's a lot of things that have to go into place, kind of of a pain in the butt, but, at the end of the day, it's a much better and much more trusted open information flow. >> No, it definitely is, but I think there's a difference between what's happening now, versus what's happening then, is the reason that everybody's so concerned about it now is 'cause it's personal. Is that there are machines in your home that have a potential to listen to you. You cars are making decisions on braking that are going to determine whether you're going to get into accidents, and so, this connection the companies have and they want, to get your data, understand who you are, and push things to your goals, those are the same things that are causing people to really stand up and pay attention, and it goes whoa, I have to actually understand why they're doing this, and what they're going to do with it, and honestly, it's making for not only better products, because they have more information, but it's making for more socially conscious companies. >> Yeah, but it's interesting, right? Because when people start collecting data for a certain purpose, they might not know other uses for that data down the road, so it's kind of a tough situation when you don't really know what the purposes of that data might become. >> No, that's right, but I think that's the real positive note of what we're starting to see, there's obviously going to be bad actors, we're never saying that there are not going to be flaws, or people who are going to do the wrong thing, but we're at this really interesting point that companies know that if they can't get the trust, and the data to make those next set of products, that they're not going to be in business, and so they're policing themselves more than they have in the past. >> Right. There's this kind of interesting thing that's going on with all the automation, 'cause on one hand, it is a much more personal connection that you're going to have with a company. On the other hand, we want to drive as much software automation based on data as we can. If you look at the ad tech market as one of the more mature versions, you're starting to see some impacts of that, where it's kind of crashing into the social, things recently at YouTube, and Facebook, where, a technology platform is suddenly being looked at to have responsibility, has to do some type of monitoring, which then, of course, begs a whole 'nother question, as to, your tomato is my tomato, there's a whole free speech element-- >> Yeah? >> Well, so open that up to a much broader set of interactions, it's going to be interesting times. >> It is, and I think that's where everybody's coming to, is that, on one hand, you have this huge pressure around automation. It says, it's just going to be more efficient to have machines doing a lot of the things that these companies do in scale, but at the same point in time, is that the moment that you automate something, you change it. You change how you do your supply chain, you change how you provide medical care, you change the way the transportation system works, and the problem that people are running into, as companies, is that in order to automate, you have to have the people that are going to be comfortable with the change, that means regulators have to be comfortable with the change, your employees have to be comfortable with the change, and your consumers do too, and so now, that big picture of what you're looking at means that I'm not a product company anymore, I'm not a service company anymore, I'm actually shaping the whole market. >> Yeah, I want to dig into one thing, of your five trends that we're going to be talking about later tonight, and that's the extended reality. 'Cause there's a lot of AR, VR, there's so many Rs, and you guys just went with the big E. Rolls it all into one. >> You got to go broad, it's the end distance, yeah. >> But it's pretty interesting, 'cause there's a bunch of demos downstairs, we just the interview at Baobab Studios, he's trying to drive innovation around move-making and storytelling in VR, but it's really, I think, it's the mix which is really going to see the quickest uptake, and the quickest kind of eye delivery. >> It is, and we're super excited about this trend, fundamentally because, we're at this tipping point right now, is that we're finally getting to a point where you see big companies like GE are using it to rewire turbines, you see folks downstairs that are helping you to build new cars, to sell vehicles, and do a lot of new training things, and all of these things are real, happening now, but they beauty of it is that it's really just that first step to something bigger, where folks are talking about, as you said, what if I'm walking around and I could have any experience or any information at my fingertips, and that's got to big change from everything from education, to healthcare, to just how we live and interact with other people. >> Never-ending opportunity for a century, I don't think. >> No. (Jeff laughs) It is a really good time to be a technology company, and I think that's why we keep pushing every company to do it, is that this is just the beginning, every time we have something new, there's so much new opportunity out there, and there's so much opportunity to really make peoples' lives better, and so you got a potential to have it both ways, make money, and really help people out. >> Alright, Mike, well the autonomous jazz band is getting a little loud-- >> It is-- >> So I'm going to cut you loose and say thanks for taking a minute. >> Thanks for having me. >> Alright, he's Michael, I'm Jeff, you're watching theCUBE for the Accenture Technology Vision 2018. Thanks for watching. (soothing electronic music)