>> from the Cosmopolitan Hotel in Las Vegas, Nevada. It's the Cube covering Cooper inspired 2019. Brought to You by Cooper. >> Welcome to the cue from Cooper inspired 19 at the Cosmopolitan in Las Vegas. I'm Lisa Martin, and I'm very pleased and honored to be joined by Dr Deepak Chopra, world renowned pioneer in integrative medicine and personal transformation. Doctor Chopper. What a pleasure to have you on a huge It's wonderful to be with. So here we are Ready Technology conference. I know you talk a lot of different types of guns, and if we look at technology these days, we can't get up without it, right? It's our alarm clock in the morning. We're listening to podcasts or radio dot Thomas. We're getting ready for work. It's an essential component of our allies, but also something that if you look on the other side, it's bombarding us constantly with opportunities to talk to this person or to buy this or that as an expert in the human brain and consciousness were some of the observations that you've seen where way can really tie together technology to help us be more mindful. >> My first world, you have to realize that technology is our creation in my opinion technologies, actually an aspect of human evolution it's now happening is part of a revolution. It's also an aspect of cultural evolution. So when you say we're constantly bombarded by it, that implies a certain element of victimization by our own creation. So we don't need to do that. You know, technologies neutral. You can hack with it. You can mess up in election with it, you can cause destruction with it. You can increase inflammation in the body with it by sending somebody an emoticon that is upsetting to them. Or you can use technology to heal yourself on. Ultimately heal the ecosystem and the world. So, personally, I am a big fan of technology. If you don't relate to technology, you will become irrelevant. That's a Darwinian principle. Either you adapt and use it or they're not. >> That's a really interesting way of putting it. You're right. If you're not using it and adopting it and being receptive to the positive changes that it can bring in our lives, you will be irrelevant. What are some of your recommendations for people everyday people to be able to use it for just getting more center rather than protect my email. I have attacks. I have to respond to my >> so my push the activity Every days I have technology time, morning and afternoon. Have relationship game. Have meditation time, healthy eating time have playtime, recreation time have slipped out. So whenever you're doing something, you do it with full awareness. Whether it's technology speaking to another person, the most important activity in your life is what you're doing. Right now. The most important person in your life is the one in front of you Right now. Most of one thing to do with technologies to be fully engaged only when you're doing not, otherwise, schedule it. >> I love that. I love that you have all of these great times. A scheduled part of mutes wondered how much of this is psychological about actually controlling yourself? That's sort of common sense, but it's also in this day and age one of the hardest things to do here we are at a conference about business Spend management, where Cooper is talking to their businesses and every industry about you need to have control over your budget over your spend. It's sort of the same thing with technology. How do we actually use it to establish those schedules established that control that allows to take advantage of it also allows us to sit back, relax and enjoy the Now, >> you know, I don't like the word control, obviously. Okay, My word for that is be aware. So be aware of yourself and be aware of the fact that everything that's happening to you in the world is reflection of yourself. So if you find the world insane that question your sanity if you find the world melodramatic, hysterical question, your aspect of melodrama and his Syria, if you find the world centre, it's because your center and so the Boston born thing is self awareness, period >> like that and you're right. That's a >> much more you for Mr Ward, then control awareness. It's It's a more peaceful, I think, More action taking word. So I listened. T you started a podcast series this year. Infinite potential. So I know that you're not only using technology to continue reaching the folks who've been following you for many years, but now a new audience getting to tell stories in a different way. And I heard a two part podcast years where you were talking about a I and so one of the things that I wanted to talk to you about is this deep. So how are you leveraging a I to share your daily reflections, reach a bigger audience and help us become more aware? >> So my personal interest all my life as you mentioned, is well being personal transformation. I'm using deep learning, artificial intelligence, augmented immersive experiences, virtual reality, biological feedback, neuro plasticity, epi, genetics, all as a means for well being and personal transformation. So the future well being is very precise. It's very personalized because no two people react to the same similares, whether it's a diet or a compliment or in a front in the same way artificial intelligence can. If you want, help me know everything about you. Everything, how your mind works, how your emotions work, how your body works and the relationship with that. So one of the things I'm examining right now is 2,000,000 jeans in our body which are not human, which microbial is called the microbe microbiome. It's actually as significant as human genes in determining your state of well being by analyzing the microbiome through artificial intelligence and deep learning. You can killer well being interventions very personally and very predictably and, of course, requiring your participation. You become your own healer of co healer in the sense artificial intelligence for deep leading off gene expression. Not just jeans. Because genes are not now owns their verbs. What are they doing? What are they up to right now? The genes that are responsible for healing active are the genes that are responsible for inflammation or disease Inactive. What most of your audience may not know is that only 5% of genetic mutations that give rise to disease fully penetrate, which means only 5%. Which means the guarantee. The disease. If you have ah Braca gene for breast cancer, you're going to get breast cancer for that. Also, new technologies like Christmas you'll be able to read the barcode of a gene, cut the hunt footed or deleting harmful Julin Jean insert the healthy, and so that will solve that problem. And it's happening very soon. It's in the works, but 95% of illness, even with the genetic mutations that predispose you to a less, are not predictable dependent on your lifestyle. Now it was in the past. You couldn't measure that. Today you can. You can measure sleep. You can measure dream, sleep deep sleep. You can measure exercise. You can measure heart rate variability. You can measure gene expression and you can digitize the whole thing. So with that, we have an amazing new frontier in medicine. The three dimensional model of pharmaceuticals has very limited application, only an acute illness. The future off treatment even will be through technology. So in five years you go to a doctor's office. They might give you a V R session instead of writing a prescription. >> Well, in a lot of advanced technologies are being utilized now in medicine, seeing a doctor virtually through computer, exactly telemedicine being able to treat more people faster. But it's like were in >> the first minute of on there if I >> were in the in the puberty. Yeah, you know, puberty is a time of challenge, and >> true and and >> so were the adolescence of our use of technology is getting richer. >> So when we look at all of the applications for the emerging technologies that you mentioned it so much good that can happen, we can become so much more aware of our own and take don't take control. I know you don't like that word, but take ownership, Influence, Influence Yes, >> if we look at some of the negative consequences of artificial intelligence machine learning. I was fascinated by your podcast with Christopher Whitely and how incredibly potent Cambridge Analytica waas in changing the course of American history. >> And it could ruin democracy. Yes, So we need to have surveillance. We need to have, you know, chords for keeping it secure. Yes. So even these problems, by the way, can be solved by technologies >> they can. It's sort of a catch >> 22 isn't it? >> Yes, but the same time here we are, freely as just consumers. And one of the things that Cooper is talking about is making a purchasing decision, making buying management in business. As easy as it is for us consumers, you know you need something, you go on amazon dot com and there is click to buy. It shows up so quickly you've forgotten what you ordered. It's like your birthday. So there are so many advantages. At the same time, it's creating a lot of challenges with >> this conversation is going to help solve those challenges because the more we have this conversation in social media, in education facilities, even an entertainment, we're writing a new story together. >> And that story is that narrative is so powerful. Yes, absolutely. You're right. It's everything but going back to your word awareness. That's what So money, whatever the causes, really needs to have us that consistent. It's not just saying it a few times here. They're on different media, right? It's not consistent, >> consistent messaging. And in my mind that messaging is one thing. It's been my mission statement for the last 35 years. Way have to accelerate collective consciousness in the direction of a more peaceful, just sustainable, healthier and joyful work. We have to eliminate war. We have to eliminate equal destruction. We have to eliminate to climate change way have the technology to do it. But now we need to harness the collective intelligence, the collective creativity and the collective impulse for love and compassion to technology, and we'll do it. >> I like that. You sound very definitive. We will do it first, though some of those naysayers who don't believe climate change Israel, for example, How do you advise whether it's a government organization for people to start looking at? Use the technology? Look at the data, start being receptive to the fact that changes happening. But we could harness the power of it for so many good application. >> It was in this year's. It's not without arguing with them on. Data helps, but scientific data never changed a broader revolution. You need data. You need science, which you need collective emotional connection. If you don't have that emotional and spiritual connection, if you don't see that the air is your breath. If you don't see that the rivers and waters in the ocean are your circulation. If you don't see that the earth is recycling is your body. If you don't see that what we call the environment is their extended body. You have a personal body and the university body, and if you're not emotionally tied to that, then scientific did does >> such an interesting concept. We just think, Well, the data's there, it shows this. Therefore, it is what you're saying. We have to have an emotional connection. >> Yes, data by itself, science were itself faxed by itself. Don't change the world. But when facts are tied to an emotional story, everything changes. >> So, wrapping things up here, I know that you are working to create a diversion of Dr Deepak Chopra that will live forever that will be able to continue to inspire. Many generations >> have been working on this. It's actually a stealth project, so I can't give details. But I've been working on this for more than a year now, and where we are is I will soon have a version of myself, my mind twin that will know everything that I've ever said. But we'll also through deep learning, continue to learn and we lived for generations are from gone or perhaps eternally and we'll communicate with the world even when I'm physically nor president and because it will be learning as we go along and incorporating everything into my take on what is reality. What is fundamental reality, what is consciousness? It will be much smarter than I am. >> So you think that a I and consciousness are really going to be able Thio merge together to continue to evolve rather than you think about a way I take stated from the past and the present to try to predict the future. But you see them as living some bio symbiotically, eh? I >> do. But we have to be careful here will never have subjective consciousness. Okay? Never. It may replicate insight and intuition and creativity and even vision, but it won't be able to fall in love. >> That's good. I was a little worried about that on >> it will not be able to address experientially what comes from, um, meditation and other reflective enquiries that transcend human thought. So, you know, science is a system of thought, just like mythology, religion, philosophy, theology, our systems of thought. No system of thought can actually access reality till you go to the source of thought, which is consciousness >> source thought. Dr. Deepak Chopra. What a pleasure to have you on the Cube. Thank you so much for joining me this morning. I know you've got to get off your keynote, but it was very much a pleasure. >> Thank you. My pleasure. >> Excellent for Dr Deepak Chopra. I'm Lisa Martin. You're watching the Cube from Cooper inspired 19. Thanks for watching

foreign greetings from San Francisco thecube is live this is our second day of wall-to-wall coverage of VMware Explorer 2022. Lisa Martin and Dave Nicholson here we're going to be talking with some ladies from Rackspace next please welcome Adriana Bustamante VP of strategic alliances and Hannah Deuce director of strategic alliances from Rackspace it's great to have you on the program thank you so much for having us good afternoon good morning is it lunchtime already almost almost yes and it's great to be back in person we were just talking about the keynote yesterday that we were in and it was standing room only people are ready to be back they're ready to be hearing from VMware it's ecosystem its Partners it's Community yes talk to us Adriana about what Rackspace is doing with Dell and VMware particularly in the healthcare space sure no so for us Partnerships are a big foundation to how we operate as a company and um and I have the privilege of doing it for over over 16 years so we've been looking after the dell and VMware part partnership ourselves personally for the last three years but they've been long-standing partners for for us and and how do we go and drive more meaningful joint Solutions together so Rackspace you know been around since since 98 we've seen such an evolution of coming becoming more of this multi-cloud transformation agile Global partner and we have a lot of customers that fall in lots of different verticals from retail to public sector into Healthcare but we started noticing and what we're trying trying to drive as a company is how do we drive more specialized Solutions and because of the pandemic and because of post-pandemic and everyone really trying to to figure out what the new normal is addressing different clients we saw that need increasing and we wanted to Rally together with our most strategic alliances to do more Hannah talk about obviously the the pandemic created such problems for every industry but but Healthcare being front and center it still is talk about some of the challenges that Healthcare organizations are coming to Rackspace going help yeah common theme that we've heard from some of our large providers Healthcare Providers has been helped me do more with less which we're all trying to do as we navigate The New Normal but in that space we found the opportunity to really leverage some of our expertise long-term expertise and that the talent and the resource pool that we had to really help in a some of the challenges that are being faced at a resource shortage Talent shortage and so Rackspace is able to Leverage What what we've done for many many years and really tailor it to the outcomes that Health Care Providers are needing nowadays that more with less Mantra runs across the gamut but a lot of it's been helped me modernize helped me get to that next phase I can't I can't I don't have the resources to DIY it myself anymore I need to figure out a more robust business continuity program and so helping with business continuity Dr you know third copies of just all all this data that's growing so it's not just covered pandemic driven but it's that's definitely driving the the need and the requirement to modernize so much quicker it's interesting that you mentioned rackspace's history and expertise in doing things and moving that forward and leveraging that pivoting focusing on specific environments to create something net new we've seen a lot of that here if you go back 10 years I don't know if that's the perfect date to go back to but if you go back 10 years ago you think about VMware where would we have expected VMware to be in this era of cloud we may have thought of things very very differently differently Rackspace a Pioneer in creating off-premises hey we will do this for you didn't even really call it Cloud at the time right but it was Cloud yeah and so the ability for entities like Rackspace like VMware we had a NetApp talking to us about stuff they're doing in the cloud 10 years ago if you I would say no they'd be they'll be gone they'll be gone so it's really really cool to see Rackspace making this transition and uh you know being aware of everything that's going on and focusing on the best value proposition moving forward I mean am I am I you know do I sound like somebody who would who would fit into the Rackspace culture right now or do I not get it yes you sound like a rocker we'll make you an honorary record that's what we call a Rackspace employees yes you know what we've noticed too and is budgets are moving those decision makers are moving so again 10 years ago just like you said you would be talking to sometimes a completely different Persona than we do than we do today and we've seen a shift more towards that business value we have a really unique ability to bring business and Technical conversations together I did a lot of work in the past of working with a lot of CMO and and digital transformation companies and so helping bring it and business seeing the same and how healthcare because budgets are living in different places and even across the board with Rackspace people are trying to drive more business outcomes business driven Solutions so the technical becomes the back end and really the ingredients to make all of that all of that happen and that's what we're helping to solve and it's a lot it's very fast paced everyone wants to be agile now and so they're leaning on us more and more to drive more services so if you've seen Rackspace evolve we're driving more of that advisement and those transformation service type discussions where where our original history was DNA was very much always embedded in driving a great experience now they're just wanting more from us more services help us how help us figure out the how Adriana comment on the outcomes that you're helping Healthcare organizations achieve as as we as we it's such a relatable tangible topic Healthcare is Right everybody's everybody's got somebody who's sick or you've been sick or whatnot what are some of those outcomes that we can ex that customers can expect to achieve with Rackspace and VMware oh great great question so very much I can't mentioned earlier it's how do I modernize how do I optimize how do I take the biggest advantage of the budgets and the landscape that I have I want to get to the Cloud we need to help our patients and get access to that data is this ready to go into the cloud is this not ready to go into the cloud you know how do we how do we help make sure we're taking care of our patients we're keeping things secure and accessible you know what else do you think is coming up yeah and one specific one uh sequencing genetic sequencing and so we've had this come up from a few different types of providers whether it's medical devices that they may provide to their end clients and an outcome that they're looking for is how do we get how do we leverage um here's rip here's what we do but now we have so many more people we need to give this access to we need them to be able to have access to the sequencing that all of this is doing all of these different entities are doing and the outcome that they're trying to get to to is more collaboration so so that way we can speed up in the face of a pandemic we can speed up those resolutions we could speed up to you know whether it's a vaccine needed or something that's going to address the next thing that might be coming you know um so that's a specific one I've heard that from a handful of different different um clients that that we work with and so trying to give them a Consolidated not trying to we are able to deliver them a Consolidated place that their application and tooling can run in and then all of these other entities can safely and securely access this data to do what they're going to do in their own spaces and then hopefully it helps the betterment of of of us globally like as humans in the healthcare space we all benefit from this so leveraging the technology to really drive a valuable outcome helps us all so so and by the way I like trying to because it conveys the proper level of humility that we all need to bring to this because it's complicated and anybody who looks you in the eye it pretends like they know exactly how to do it you need to run from those people no it is and and look that's where our partners become so significant we we know we're Best in Class for specific things but we rely on our Partnerships with Dell and VMware to bring their expertise to bring their tried and true technology to help us all together collectively deliver something good technology for good technology for good it is inherently good and it's nice when it's used for goodness it's nice when it's yeah yeah talk about security for a second you know we've seen the threat landscape change dramatically obviously nobody wants to be the next breach ransomware becoming a household term it's now a matter of when we get a head not F where has security gone in terms of conversations with customers going help us ensure that what we're doing is delivering data access to the right folks that need it at the right time in real time in a secure fashion no uh that's another good question in hot and burning so you know I think if we think about past conversations it was that nice Insurance offering that seemed like it came at a high cost if you really need it I've never been breached before um I'll get it when I when I need it but exactly to your point it's the win and not the if so what we're finding and also working with a nice ecosystem of Partners as well from anywhere from Akamai to cloudflare to BT it's how do we help ensure that there is the security as Hannah mentioned that we're delivering the right data access to the right people and permissions you know we're able to help meet multitude of compliance and regulations obviously health care and other regulated space as well we look to make sure that from our side of the house from the infrastructure that we have the right building blocks to help them Reach those compliance needs obviously it's a mutual partnership in maintaining that compliance and that we're able to provide guidance and best practices on to make sure that the data is living in a secure place that the people that need access to it get it when they when they need it and monitor those permissions and back to your complexity comment so more and more complex as we are a global global provider so when you start to talk to our teams in the UK and our our you know clients there specializing um kind of that Sovereign Cloud mentality of hey we need to have um we need to have a cloud that is built for the specific needs that reside within Healthcare by region so it's not just even I mean you know we're we're homegrown out of San Antonio Texas so like we know the U.S and have spent time here but we've been Global for many years so we just get down into the into the nitty-gritty to customize what's needed within each region well Hannah is that part of the Rackspace value proposition at large moving forward because frankly look if I if I want if I want something generic I can I can swipe credit card and and fire up some Services sure um moving forward this is something that is going to more characterize the Rackspace experience and I and I understand that the hesitancy to say hey it's complicated it's like I don't want to hear that I want to hear that it's easy it's like well okay we'll make it easy for you yes but it's still complicated is that okay that's the honest that's that's the honest yeah that's why you need help right that's why we need to talk about that because people people have a legitimate question why Rackspace yep and we don't I don't want to put you on the spot but no yeah but why why Rackspace you've talked a little bit about it already but kind of encapsulate it oh gosh so good good question why Rackspace it's because you can stand up [Laughter] well you can you do it there's many different options out there um and if I had a PowerPoint slide I'd show you this like lovely web of options of directions that you could go and what is Rackspace value it's that we come in and simplify it because we've had experience with this this same use case whatever somebody is bringing forward to us is typically something we've dealt with at numerous times and so we're repeating and speeding up the ability to simplify the complex and to deliver something more simplified well it may be complex within us and we're like working to get it done the outcome that we're delivering is is faster it's less expensive than dedicating all the resources yourself to do it and go invest in all of that that we've already built up and then we're able to deliver it in a more simplified manner it's like the duck analogy the feet below the water yes exactly and a lot of expertise as well yes a lot talk a little bit about the solution that that Dell VMware Rackspace are delivering to customers sure so when we think about um Healthcare clouds or Cloud specific to the healthcare industry you know there's some major players within that space that you think epic we'll just use them as an example this can play out with others but we are building out a custom or we have a custom clouds able to host epic and then provide services up through the Epic help application through partnership so that is broadening the the market for us in the sense that we can tailor what the what that end and with that healthcare provider needs uh do they do they have the expertise to manage the application okay you do that and then we will build out a custom fit Cloud for that application oh and you need all the adjacent things that come with it too so then we have reference architecture you know built out already to to tailor to whatever all those other 40 80 90 hundreds of applications that need to come with that and then and then you start to think about Imaging platforms so we have Imaging platforms available for those specific needs whether it's MRIs and things like that and then the long-term retention that's needed with that so all of these pieces that build out a healthcare ecosystem and those needs we've built those we've built those out and provide those two to our clients yesterday VMware was talking about Cloud chaos yes and and it's true you talk about the complexity and Dave talks about it too like acknowledging yes this is a very complex thing to do yeah there's just so many moving parts so many Dynamics so many people involved or lack thereof people they they then talked about kind of this this the goal of getting customers from cloud chaos to Cloud smart how does that message resonate with Rackspace and how are you helping customers get from simplifying the chaos to eventually get to that cloud smart goal so a lot of it I I believe is with the power of our alliances and I was talking about this earlier we really believe in creating those powerful ecosystems and Jay McBain former for Forester analyst talks about you know the people are going to come ahead really are serve as that orchestration layer of bringing everybody together so if you look at all of that cloud chaos and all of the different logos and the webs and which decisions to make you know the ones that can help simplify that bring it all together like we're going to need a little bit of this like baking a cake in some ways we're going to need a little bit of sugar we'll need this technology this technology and whoever is able to put it together in a clean and seamless way and as Hannah said you know we have specific use cases in different verticals Healthcare specifically and talking from the Imaging and the Epic helping them get hospitals and different you know smaller clinics get to the edge so we have all of the building blocks to get them what they need and we can't do that without Partners but we help simplify those outcomes for those customers yep so there's where they're Cloud smart so then they're like I want I want to be agile I want to work on my cost I want to be able to leverage a multi-cloud fashion because some things may may inherently need to be on Azure some things we inherently need to be on VMware how do we make them feel like they still have that modernized platform and Technology but still give the secure and access that they need right yeah we like to think of it as are you multi-cloud by accident or multi-cloud by Design and help you get to that multi-cloud by Design and leveraging the right yeah the right tools the right places and Dell was talking about that just that at Dell Technologies world just a couple months ago that most most organizations are multi-cloud by default not designed are you seeing any customers that are are able or how are you able to help customers go from that we're here by default for whatever reason acquisition growth.oit line of business and go from that default to a more strategic multi-cloud approach yes it takes planning and commitment you know you really need the business leaders and the technical leaders bought in and saying this is what I'm gonna do because it is a journey because exactly right M A is like inherited four different tools you have databases that kind of look similar but they're a little bit different but they serve four different things so at Rackspace we're able to help assess and we sit down with their teams we have very amazing rock star expertise that will come in and sit with the customers and say what are we trying to drive for it let's get a good assessment of the landscape and let's figure out what are you trying to get towards in your journey and looking at what's the best fit for that application from where it is now to where it is where it wants to be because we saw a lot of customers move to the cloud very quickly you know they went Cloud native very fast some of it made sense retailers who had the spikiness that completely made sense we had some customers though that we've seen move certain workloads they've been in the public Cloud now for a couple years but it was a static website it doesn't make as much sense anymore for certain things so we're able to help navigate all of those choices for them so it's interesting you just you just said something sort of offhand about having experts having them come in so if I am a customer and I have some outcome I want to achieve yes the people that I'm going to be talking to from Rackspace or from Rackspace and the people from Rackspace who are going to be working with the actual people who are deploying infrastructure are also Rackspace people so the interesting contrast there between other circumstances oftentimes is you may have a Global Systems integrator with smart people representing what a cloud provider is doing the perception if they try to make people perceive that okay everybody is working in lockstep but often there are disconnects between what the real capabilities are and what's being advertised so is that I mean I I know it's like a leading question it's like softball get your bats out but I mean isn't that an advantage you've got a single you know the saying used to be uh one throat to show now it's one back to pack because it's kind of Contour friendly yeah yeah but talk about that is that a real Advantage it does it really helps us because again this is our our this is our expertise this is where we where we live we're really close to the infrastructure we're great at the advisement on it we can help with those ongoing and day two management and Opera in operations and what it feels like to grow and scale so we lay this out cleanly and and clearly as possible if this is where we're really good we can we can help you in these areas but we do work with system integrators as well and part of our partner Community because they're working on sometimes the bigger overall Transformations and then we're staying look we understand this multi-cloud but it helps us because in the end we're doing that end to end for for them customer knows this is Rackspace and on hand and we we really strive to be very transparent in what it is that we want to drive and outcomes so sometimes at the time where it's like we're gonna talk about a certain new technology Dell might bring some of their Architects to the table we will say here is Dell with us we're doing that actively in the healthcare space today and it's all coming together but you know at the end of the day this is what Rackspace is going to drive and deliver from an end to end and we tap those people when needed so you don't have to worry about picking up the phone to call Dell or VMware so if I had worded the hard-hitting journalist question the right way it would have elicited the same responses that yeah yeah it drives accountability at the end of the day because what we advised on what we said now we got to go deliver yeah and it's it's all the same the same organization driving accountability so from a customer perspective they're engaging Rackspace who will then bring in dell and VMware as needed as we find the solution exactly we have all of the certification I mean the team the team is great on getting all of the certs because we're getting to handling all of the level one level two level three business they know who to call they have their dedicated account teams they have engagement managers that help them Drive what those bigger conversations are and they don't have to worry about the experts because we either have it on hand or we'll pull them in as needed if it's the bat phone we need to call awesome ladies thank you so much for joining Dave and me today talking about what Rackspace is up to in the partner ecosystem space and specifically what you're doing to help Healthcare organizations transform and modernize we appreciate your insights and your thoughts yeah thank you for having us thank you pleasure for our guests and Dave Nicholson I'm Lisa Martin you're watching thecube live from VMware Explorer 2022 we'll be back after a short break foreign [Music]

>>Hi, everyone. And thanks for joining us today for our session on the 2020 Data Drivers Award winners. I'm excited to be here today with you. I'm a lease. Bergeron, vice president, product marketing for snowflake. Thes rewards are intended to recognize companies and individuals for using snowflakes, data cloud to drive innovation and impact in their organizations. Before we start our conversations, I want to quickly congratulate all of our award winners. First in the business awards are data driver of the year is Cisco. Our machine learning master is you Nipper, Our data sharing leader is Rakuten. Our data application of the year is observed and our data for good award goes to door dash for the individual and team awards. We first have the cost. Jane, Chief Digital officer of Paccar. We have a militiamen, director of cybersecurity and data science winning our data science Manager of the Year award at Comcast for a date. A pioneer of the year. We have Faisal KP, who's our senior manager of enterprise data Services at Pizza Hut. And lastly, we have our best data team going to McKesson, led by Jimmy Herff Data and Analytics platform leader Huge congratulations to all of these winners. It was very difficult to pick them amongst amazing set of nominations. So now let's dive into our conversations. We'll start with the data driver of the year. Representing Cisco today is Robbie. I'm a month do director data platform, data and analytics. >>Let me welcome everybody to the wonderful. Within a few years before Cisco used to be a company, you know, in making the decisions partly with the data and partly with the cuts. Because, you know, the data is told in multiple places the trading is not done right and things like that. So we, you know, really understood it. You know what was a challenge in the organism? By then we defined the data strategy on we put in a few plants in place, and it is working very well. But what is more important is basically how we provide the data towards data scientists and the data community in Cisco. I'm making them available in a highly available scalable on the elastic platforms. That's where you know, snowflake came into picture really very well for arrest, along with the other data strategies that we have had in place more importantly, data. Democratization was a key. You know, you along with the simplification, something technologies involved in the past. Our clients need to be worrying, laudable the technologies involved, you know, for example, we used to manage her before we make it. Snowflake Andi Snowflake, in a solve all of these problems for us with the ease on it. Really helping enabling a data data given ordinances in our >>system. In the data sharing leaders category, Rockhampton was our winner. We have mark staying trigger VP of analytics here to share their story. I >>wanna thank Snowflake for the award, and it's an honor to be a today. The ease of use of snowflake has allowed projects to move forward innovation to move forward in a way that it simply couldn't have done on old Duke systems or or or other platforms. And I think the truth the same is true for us on a lot of the similar topics, but also in the data sharing space, data sharing is a part off innovation. Like I think, most of the tech companies we work with certainly are business partners, merchants, but also with a range of other service providers and other technology vendors, um on other companies that we strategically share data with 2 May benefit of their service or thio to allow data modeling or advanced data collaboration or strategic business deals using the data and evaluated with the data on. But I think if you look Greece snowflake, you would see a lot of time and effort money going to just establishing that data connection that often involved substantial investments in technology data pipelines, risk evaluation, hashing, encrypt encryption. Security on what we found with snowflakes sharing functionality is that we can not eliminate those concerns, but that the technology just supports the ability to share data securely easily, quickly in a way that we could never do >>previously. Now we have a really inspiring winner of the data for good award door dash with their Project Dash Initiative here to speak about their work is act shot near Engineering manager >>Thank you sports to snowflake for recognizing us for this initiative. Eso For those of you who don't know, Dash, the logistics technology platform company that connects people with the best in their cities and Project Dash, our flagship social impact program, uses the door dash logistics platform to tackle the challenges like hunger and food waste. It was launched in 2018 on over the first two years in partnership with food recovery organizations, we powered the delivery off over £2 million of surplus food from businesses to hunger relief agencies across the U. S. And Canada. Andi simply do Toko with tremendous need has a much we were ableto power. The delivery often estimated 5.8 million meals to food insecure communities and frontline workers across 48 states on the 3.5 million off. These meals have been delivered since much. We do all of our analysis for our business functions from like product development to skills and social impact in snowflake On the numbers I just provided here actually have come from Snowflake on. We have used it to provide various forms of reporting, tow our government and non profit partners on this snowflake. We can help them understand the impact, analyzed friends and ensure complaints in cases where we are supporting efforts for agencies like FEMA, our USDA onda. Lastly, our team is really excited to be recognized by snowflake for using data for good. It has reminded us to continue doubling down on our commitment to using our product and expertise to partner with communities we operated. Thank you again. >>The winner of the machine Learning Master's word is unit for Energy. Viola Sarcoma Data Innovation leader is here on behalf of unit for >>Hello, everyone, Thanks for having me here. It's really a pleasure. And we were really proud to get this award. It means a lot for you. Nipper. It's huge recognition for our effort since last couple of years assed part of our journey and also a celebration off our success now for you. Newport. It would not be possible to start looking at Advanced Analytics techniques, not having a solid data foundation in place. And that's where we invested a lot in our cloud data platform in the cloud back by snowflake. Having this platform allowed us to employ advanced analytics techniques, combining data from Markit from fundamental data, different other sources of data like weather and extracting new friends, new signals that basically help us to partly or even in some cases fully automate some trading strategy. And we believe this will be really fundamental for for the future off raiding in our company and we will definitely invest in this area in the future. >>Our data application of the year is observed. Observers recognizes the most innovative, data driven application built on Snowflake and representing observed today is their CEO, Jeremy Burton. >>Let me just echo the thanks from the other folks on the coal. I mean snowflakes, separation of storage. Compute. I can't overstate what a really big deal it is. Um, it means that we can ingest in store data. Really? For the price of Amazon s three on board, we're in a category where vendors of historically charged for volume of data ingested. So you can imagine this really represents huge savings. Um, in addition, and maybe on a more technical note, snowflakes, elastic architectures really enables us to direct queries appropriately, based on the complexity of the query. So small queries or simple queries weaken director extra small warehouses and complex queries. We can direct, you know, for Excel. Or I think even a six x l is either there are on its way. The key thing there is that users they're not sitting around waiting for results to appear regardless of the query complexity. So I mean, really? The separation storage compute on the elastic architectures is a really big deal for us. >>Turning to the data Pioneer of the Year Award, I'm excited to be here with Faisal KP, senior manager of Enterprise Data Services from Pizza Hut. >>First of all, thank you, Snowflake, for giving this wonderful person. I think it means a lot for us in terms of validating what we're doing. I think we were one of the earlier adopters of Snowflake. We saw the vision of snowflake, you know, stories. Russell's computer separation on all the goodies, right? Right from back in 2017, I believe what snowflake enabled us is to actually get the scale with very little manpower, which is needed to man the entire system. So on the Super Bowl day, we have, you know, the entire crew literally a boardroom where the right from the CME, most of the CEOs to all the folks will be sitting and watching what is happening in the system. And we have to do a lot of real time analytics during that time. So with snowflake, you know, way used the elasticity of the platform we use, you know, platform you know their solutions, like snow pipe to basically automate the data ingestion coming through various channels, from the commas, from the stores, everything simultaneously. So as soon as the program is done, you know, we can scale scale down to our normal volume, which means we can, you know, way can save a lot. Of course. So definitely it snowflake has been game changer for us in terms of how we provide real time analytics. Our systems are used by thousands off restaurants throughout the country and, you know, by hundreds of franchisees. So the scale is something we have achieved with a lot of ability and success. >>In the category of data science Manager of the Year Award, we have a mission Min, director of cybersecurity and data science at Comcast. >>So thank you for having me and thank you for this wonderful award. So one of the biggest challenges you see in this other security spaces the tremendous amount of data that we have to compute every day to find the gold haystack. So one of the big challenges we overcame with by uniting snowflake was how do we go from like my other counterparts on the panel have said Theo operational overhead of maintaining a large data store and moved to more of results driven and data focused environment. And, you know, part of that journey was really the tremendous leadership. Comcast saying, You know, we want Thio through our day to day lives by relying less on operational work and Maura on answering questions. And so you know, over the last year we've really put Snowflake at the center of our ecosystem, knowing that it's elastic platform and its ability scale infinitely have given us the ability to dream big and use it to drop five cybersecurity. And while it's traditionally used for cybersecurity, we're starting to see the benefits right away and the beauty of the snowflake. Ecos, Miss. We're now able to enable folks that not traditionally have big data skills, but they have standards, sequel skills, and they could still work in the snowflake platform. So, you know, the transition to cloud has been very powerful for us as an organization. But I think the end story, the real takeaways, by moving our secretary operation to the cloud, we're now been able to enable more people and get the results they were looking for. You know, as other people have said fast, people hate to wait. So the scale of snowflake really shines. >>Yeah. Now, let's hear from our data Executive of the year. The Cost. Jane. Chief Digital Officer Packer. >>Thank you very much, Snowflake, for this really incredible recognition and honor of the work we're doing it back. Are we began. The first step in this process was for us to develop an enterprise Great data platform in the cloud capable off managing every aspect of data at scale. This this platform includes snowflake as our analytics data warehouse amongst many other technologies that we used for ingestion of data, data processing, uh, data governance, transactional, uh, needs and others. So this platform, once developed, has really helped us leverage data across the broad pack. Our systems and applications globally very efficiently and is enabling pack are, as a result to enhance every aspect. Selfish business with data. >>Ah, big congratulations again to all of the winners of the 2020 Data Drivers Awards. Thanks so much for joining us for a great conversation. And we hope that you enjoy the rest of the data cloud summit

>>from around the globe. It's the Cube covering >>space and cybersecurity. Symposium 2020 hosted by Cal Poly >>Over On Welcome to this Special virtual conference. The Space and Cybersecurity Symposium 2020 put on by Cal Poly with support from the Cube. I'm John for your host and master of ceremonies. Got a great topic today in this session. Really? The intersection of space and cybersecurity. This topic and this conversation is the cybersecurity workforce development through public and private partnerships. And we've got a great lineup. We have Jeff Armstrong's the president of California Polytechnic State University, also known as Cal Poly Jeffrey. Thanks for jumping on and Bang. Go ahead. The second director of C four s R Division. And he's joining us from the office of the Under Secretary of Defense for the acquisition Sustainment Department of Defense, D O D. And, of course, Steve Jake's executive director, founder, National Security Space Association and managing partner at Bello's. Gentlemen, thank you for joining me for this session. We got an hour conversation. Thanks for coming on. >>Thank you. >>So we got a virtual event here. We've got an hour, have a great conversation and love for you guys do? In opening statement on how you see the development through public and private partnerships around cybersecurity in space, Jeff will start with you. >>Well, thanks very much, John. It's great to be on with all of you. Uh, on behalf Cal Poly Welcome, everyone. Educating the workforce of tomorrow is our mission to Cal Poly. Whether that means traditional undergraduates, master students are increasingly mid career professionals looking toe up, skill or re skill. Our signature pedagogy is learn by doing, which means that our graduates arrive at employers ready Day one with practical skills and experience. We have long thought of ourselves is lucky to be on California's beautiful central Coast. But in recent years, as we have developed closer relationships with Vandenberg Air Force Base, hopefully the future permanent headquarters of the United States Space Command with Vandenberg and other regional partners, we have discovered that our location is even more advantages than we thought. We're just 50 miles away from Vandenberg, a little closer than u C. Santa Barbara, and the base represents the southern border of what we have come to think of as the central coast region. Cal Poly and Vandenberg Air force base have partner to support regional economic development to encourage the development of a commercial spaceport toe advocate for the space Command headquarters coming to Vandenberg and other ventures. These partnerships have been possible because because both parties stand to benefit Vandenberg by securing new streams of revenue, workforce and local supply chain and Cal Poly by helping to grow local jobs for graduates, internship opportunities for students, and research and entrepreneurship opportunities for faculty and staff. Crucially, what's good for Vandenberg Air Force Base and for Cal Poly is also good for the Central Coast and the US, creating new head of household jobs, infrastructure and opportunity. Our goal is that these new jobs bring more diversity and sustainability for the region. This regional economic development has taken on a life of its own, spawning a new nonprofit called Reach, which coordinates development efforts from Vandenberg Air Force Base in the South to camp to Camp Roberts in the North. Another factor that is facilitated our relationship with Vandenberg Air Force Base is that we have some of the same friends. For example, Northrop Grumman has has long been an important defense contractor, an important partner to Cal poly funding scholarships and facilities that have allowed us to stay current with technology in it to attract highly qualified students for whom Cal Poly's costs would otherwise be prohibitive. For almost 20 years north of grimness funded scholarships for Cal Poly students this year, their funding 64 scholarships, some directly in our College of Engineering and most through our Cal Poly Scholars program, Cal Poly Scholars, a support both incoming freshman is transfer students. These air especially important because it allows us to provide additional support and opportunities to a group of students who are mostly first generation, low income and underrepresented and who otherwise might not choose to attend Cal Poly. They also allow us to recruit from partner high schools with large populations of underrepresented minority students, including the Fortune High School in Elk Grove, which we developed a deep and lasting connection. We know that the best work is done by balanced teams that include multiple and diverse perspectives. These scholarships help us achieve that goal, and I'm sure you know Northrop Grumman was recently awarded a very large contract to modernized the U. S. I. C B M Armory with some of the work being done at Vandenberg Air Force Base, thus supporting the local economy and protecting protecting our efforts in space requires partnerships in the digital realm. How Polly is partnered with many private companies, such as AWS. Our partnerships with Amazon Web services has enabled us to train our students with next generation cloud engineering skills, in part through our jointly created digital transformation hub. Another partnership example is among Cal Poly's California Cybersecurity Institute, College of Engineering and the California National Guard. This partnership is focused on preparing a cyber ready workforce by providing faculty and students with a hands on research and learning environment, side by side with military, law enforcement professionals and cyber experts. We also have a long standing partnership with PG and E, most recently focused on workforce development and redevelopment. Many of our graduates do indeed go on to careers in aerospace and defense industry as a rough approximation. More than 4500 Cal Poly graduates list aerospace and defense as their employment sector on linked in, and it's not just our engineers and computer sciences. When I was speaking to our fellow Panelists not too long ago, >>are >>speaking to bang, we learned that Rachel sins, one of our liberal arts arts majors, is working in his office. So shout out to you, Rachel. And then finally, of course, some of our graduates sword extraordinary heights such as Commander Victor Glover, who will be heading to the International space station later this year as I close. All of which is to say that we're deeply committed the workforce, development and redevelopment that we understand the value of public private partnerships and that were eager to find new ways in which to benefit everyone from this further cooperation. So we're committed to the region, the state in the nation and our past efforts in space, cybersecurity and links to our partners at as I indicated, aerospace industry and governmental partners provides a unique position for us to move forward in the interface of space and cybersecurity. Thank you so much, John. >>President, I'm sure thank you very much for the comments and congratulations to Cal Poly for being on the forefront of innovation and really taking a unique progressive. You and wanna tip your hat to you guys over there. Thank you very much for those comments. Appreciate it. Bahng. Department of Defense. Exciting you gotta defend the nation spaces Global. Your opening statement. >>Yes, sir. Thanks, John. Appreciate that day. Thank you, everybody. I'm honored to be this panel along with President Armstrong, Cal Poly in my long longtime friend and colleague Steve Jakes of the National Security Space Association, to discuss a very important topic of cybersecurity workforce development, as President Armstrong alluded to, I'll tell you both of these organizations, Cal Poly and the N S. A have done and continue to do an exceptional job at finding talent, recruiting them in training current and future leaders and technical professionals that we vitally need for our nation's growing space programs. A swell Asare collective National security Earlier today, during Session three high, along with my colleague Chris Hansen discussed space, cyber Security and how the space domain is changing the landscape of future conflicts. I discussed the rapid emergence of commercial space with the proliferations of hundreds, if not thousands, of satellites providing a variety of services, including communications allowing for global Internet connectivity. S one example within the O. D. We continue to look at how we can leverage this opportunity. I'll tell you one of the enabling technologies eyes the use of small satellites, which are inherently cheaper and perhaps more flexible than the traditional bigger systems that we have historically used unemployed for the U. D. Certainly not lost on Me is the fact that Cal Poly Pioneer Cube SATs 2020 some years ago, and they set the standard for the use of these systems today. So they saw the valiant benefit gained way ahead of everybody else, it seems, and Cal Poly's focus on training and education is commendable. I especially impressed by the efforts of another of Steve's I colleague, current CEO Mr Bill Britain, with his high energy push to attract the next generation of innovators. Uh, earlier this year, I had planned on participating in this year's Cyber Innovation Challenge. In June works Cal Poly host California Mill and high school students and challenge them with situations to test their cyber knowledge. I tell you, I wish I had that kind of opportunity when I was a kid. Unfortunately, the pandemic change the plan. Why I truly look forward. Thio feature events such as these Thio participating. Now I want to recognize my good friend Steve Jakes, whom I've known for perhaps too long of a time here over two decades or so, who was in acknowledge space expert and personally, I truly applaud him for having the foresight of years back to form the National Security Space Association to help the entire space enterprise navigate through not only technology but Polly policy issues and challenges and paved the way for operational izing space. Space is our newest horrifying domain. That's not a secret anymore. Uh, and while it is a unique area, it shares a lot of common traits with the other domains such as land, air and sea, obviously all of strategically important to the defense of the United States. In conflict they will need to be. They will all be contested and therefore they all need to be defended. One domain alone will not win future conflicts in a joint operation. We must succeed. All to defending space is critical as critical is defending our other operational domains. Funny space is no longer the sanctuary available only to the government. Increasingly, as I discussed in the previous session, commercial space is taking the lead a lot of different areas, including R and D, A so called new space, so cyber security threat is even more demanding and even more challenging. Three US considers and federal access to and freedom to operate in space vital to advancing security, economic prosperity, prosperity and scientific knowledge of the country. That's making cyberspace an inseparable component. America's financial, social government and political life. We stood up US Space force ah, year ago or so as the newest military service is like the other services. Its mission is to organize, train and equip space forces in order to protect us and allied interest in space and to provide space capabilities to the joint force. Imagine combining that US space force with the U. S. Cyber Command to unify the direction of space and cyberspace operation strengthened U D capabilities and integrate and bolster d o d cyber experience. Now, of course, to enable all of this requires had trained and professional cadre of cyber security experts, combining a good mix of policy as well as high technical skill set much like we're seeing in stem, we need to attract more people to this growing field. Now the D. O. D. Is recognized the importance of the cybersecurity workforce, and we have implemented policies to encourage his growth Back in 2013 the deputy secretary of defense signed the D. O d cyberspace workforce strategy to create a comprehensive, well equipped cyber security team to respond to national security concerns. Now this strategy also created a program that encourages collaboration between the D. O. D and private sector employees. We call this the Cyber Information Technology Exchange program or site up. It's an exchange programs, which is very interesting, in which a private sector employees can naturally work for the D. O. D. In a cyber security position that spans across multiple mission critical areas are important to the d. O. D. A key responsibility of cybersecurity community is military leaders on the related threats and cyber security actions we need to have to defeat these threats. We talk about rapid that position, agile business processes and practices to speed up innovation. Likewise, cybersecurity must keep up with this challenge to cyber security. Needs to be right there with the challenges and changes, and this requires exceptional personnel. We need to attract talent investing the people now to grow a robust cybersecurity, workforce, streets, future. I look forward to the panel discussion, John. Thank you. >>Thank you so much bomb for those comments and you know, new challenges and new opportunities and new possibilities and free freedom Operating space. Critical. Thank you for those comments. Looking forward. Toa chatting further. Steve Jakes, executive director of N. S. S. A Europe opening statement. >>Thank you, John. And echoing bangs thanks to Cal Poly for pulling these this important event together and frankly, for allowing the National Security Space Association be a part of it. Likewise, we on behalf the association delighted and honored Thio be on this panel with President Armstrong along with my friend and colleague Bonneau Glue Mahad Something for you all to know about Bomb. He spent the 1st 20 years of his career in the Air Force doing space programs. He then went into industry for several years and then came back into government to serve. Very few people do that. So bang on behalf of the space community, we thank you for your long life long devotion to service to our nation. We really appreciate that and I also echo a bang shot out to that guy Bill Britain, who has been a long time co conspirator of ours for a long time and you're doing great work there in the cyber program at Cal Poly Bill, keep it up. But professor arms trying to keep a close eye on him. Uh, I would like to offer a little extra context to the great comments made by by President Armstrong and bahng. Uh, in our view, the timing of this conference really could not be any better. Um, we all recently reflected again on that tragic 9 11 surprise attack on our homeland. And it's an appropriate time, we think, to take pause while the percentage of you in the audience here weren't even born or babies then For the most of us, it still feels like yesterday. And moreover, a tragedy like 9 11 has taught us a lot to include to be more vigilant, always keep our collective eyes and ears open to include those quote eyes and ears from space, making sure nothing like this ever happens again. So this conference is a key aspect. Protecting our nation requires we work in a cybersecurity environment at all times. But, you know, the fascinating thing about space systems is we can't see him. No, sir, We see Space launches man there's nothing more invigorating than that. But after launch, they become invisible. So what are they really doing up there? What are they doing to enable our quality of life in the United States and in the world? Well, to illustrate, I'd like to paraphrase elements of an article in Forbes magazine by Bonds and my good friend Chuck Beans. Chuck. It's a space guy, actually had Bonds job a fuse in the Pentagon. He is now chairman and chief strategy officer at York Space Systems, and in his spare time he's chairman of the small satellites. Chuck speaks in words that everyone can understand. So I'd like to give you some of his words out of his article. Uh, they're afraid somewhat. So these are Chuck's words. Let's talk about average Joe and playing Jane. Before heading to the airport for a business trip to New York City, Joe checks the weather forecast informed by Noah's weather satellites to see what pack for the trip. He then calls an uber that space app. Everybody uses it matches riders with drivers via GPS to take into the airport, So Joe has lunch of the airport. Unbeknownst to him, his organic lunch is made with the help of precision farming made possible through optimized irrigation and fertilization, with remote spectral sensing coming from space and GPS on the plane, the pilot navigates around weather, aided by GPS and nose weather satellites. And Joe makes his meeting on time to join his New York colleagues in a video call with a key customer in Singapore made possible by telecommunication satellites. Around to his next meeting, Joe receives notice changing the location of the meeting to another to the other side of town. So he calmly tells Syria to adjust the destination, and his satellite guided Google maps redirects him to the new location. That evening, Joe watches the news broadcast via satellite. The report details a meeting among world leaders discussing the developing crisis in Syria. As it turns out, various forms of quote remotely sensed. Information collected from satellites indicate that yet another band, chemical weapon, may have been used on its own people. Before going to bed, Joe decides to call his parents and congratulate them for their wedding anniversary as they cruise across the Atlantic, made possible again by communications satellites and Joe's parents can enjoy the call without even wondering how it happened the next morning. Back home, Joe's wife, Jane, is involved in a car accident. Her vehicle skids off the road. She's knocked unconscious, but because of her satellite equipped on star system, the crash is detected immediately and first responders show up on the scene. In time, Joe receives the news books. An early trip home sends flowers to his wife as he orders another uber to the airport. Over that 24 hours, Joe and Jane used space system applications for nearly every part of their day. Imagine the consequences if at any point they were somehow denied these services, whether they be by natural causes or a foreign hostility. And each of these satellite applications used in this case were initially developed for military purposes and continue to be, but also have remarkable application on our way of life. Just many people just don't know that. So, ladies and gentlemen, now you know, thanks to chuck beans, well, the United States has a proud heritage being the world's leading space faring nation, dating back to the Eisenhower and Kennedy years. Today we have mature and robust systems operating from space, providing overhead reconnaissance to quote, wash and listen, provide missile warning, communications, positioning, navigation and timing from our GPS system. Much of what you heard in Lieutenant General J. T. Thompson earlier speech. These systems are not only integral to our national security, but also our also to our quality of life is Chuck told us. We simply no longer could live without these systems as a nation and for that matter, as a world. But over the years, adversary like adversaries like China, Russia and other countries have come to realize the value of space systems and are aggressively playing ketchup while also pursuing capabilities that will challenge our systems. As many of you know, in 2000 and seven, China demonstrated it's a set system by actually shooting down is one of its own satellites and has been aggressively developing counter space systems to disrupt hours. So in a heavily congested space environment, our systems are now being contested like never before and will continue to bay well as Bond mentioned, the United States has responded to these changing threats. In addition to adding ways to protect our system, the administration and in Congress recently created the United States Space Force and the operational you United States Space Command, the latter of which you heard President Armstrong and other Californians hope is going to be located. Vandenberg Air Force Base Combined with our intelligence community today, we have focused military and civilian leadership now in space. And that's a very, very good thing. Commence, really. On the industry side, we did create the National Security Space Association devoted solely to supporting the national security Space Enterprise. We're based here in the D C area, but we have arms and legs across the country, and we are loaded with extraordinary talent. In scores of Forman, former government executives, So S s a is joined at the hip with our government customers to serve and to support. We're busy with a multitude of activities underway ranging from a number of thought provoking policy. Papers are recurring space time Webcast supporting Congress's Space Power Caucus and other main serious efforts. Check us out at NSS. A space dot org's One of our strategic priorities in central to today's events is to actively promote and nurture the workforce development. Just like cow calling. We will work with our U. S. Government customers, industry leaders and academia to attract and recruit students to join the space world, whether in government or industry and two assistant mentoring and training as their careers. Progress on that point, we're delighted. Be delighted to be working with Cal Poly as we hopefully will undertake a new pilot program with him very soon. So students stay tuned something I can tell you Space is really cool. While our nation's satellite systems are technical and complex, our nation's government and industry work force is highly diverse, with a combination of engineers, physicists, method and mathematicians, but also with a large non technical expertise as well. Think about how government gets things thes systems designed, manufactured, launching into orbit and operating. They do this via contracts with our aerospace industry, requiring talents across the board from cost estimating cost analysis, budgeting, procurement, legal and many other support. Tasker Integral to the mission. Many thousands of people work in the space workforce tens of billions of dollars every year. This is really cool stuff, no matter what your education background, a great career to be part of. When summary as bang had mentioned Aziz, well, there is a great deal of exciting challenges ahead we will see a new renaissance in space in the years ahead, and in some cases it's already begun. Billionaires like Jeff Bezos, Elon Musk, Sir Richard Richard Branson are in the game, stimulating new ideas in business models, other private investors and start up companies. Space companies are now coming in from all angles. The exponential advancement of technology and microelectronics now allows the potential for a plethora of small SAT systems to possibly replace older satellites the size of a Greyhound bus. It's getting better by the day and central to this conference, cybersecurity is paramount to our nation's critical infrastructure in space. So once again, thanks very much, and I look forward to the further conversation. >>Steve, thank you very much. Space is cool. It's relevant. But it's important, as you pointed out, and you're awesome story about how it impacts our life every day. So I really appreciate that great story. I'm glad you took the time Thio share that you forgot the part about the drone coming over in the crime scene and, you know, mapping it out for you. But that would add that to the story later. Great stuff. My first question is let's get into the conversations because I think this is super important. President Armstrong like you to talk about some of the points that was teased out by Bang and Steve. One in particular is the comment around how military research was important in developing all these capabilities, which is impacting all of our lives. Through that story. It was the military research that has enabled a generation and generation of value for consumers. This is kind of this workforce conversation. There are opportunities now with with research and grants, and this is, ah, funding of innovation that it's highly accelerate. It's happening very quickly. Can you comment on how research and the partnerships to get that funding into the universities is critical? >>Yeah, I really appreciate that And appreciate the comments of my colleagues on it really boils down to me to partnerships, public private partnerships. You mentioned Northrop Grumman, but we have partnerships with Lockie Martin, Boeing, Raytheon Space six JPL, also member of organization called Business Higher Education Forum, which brings together university presidents and CEOs of companies. There's been focused on cybersecurity and data science, and I hope that we can spill into cybersecurity in space but those partnerships in the past have really brought a lot forward at Cal Poly Aziz mentioned we've been involved with Cube set. Uh, we've have some secure work and we want to plan to do more of that in the future. Uh, those partnerships are essential not only for getting the r and d done, but also the students, the faculty, whether masters or undergraduate, can be involved with that work. Uh, they get that real life experience, whether it's on campus or virtually now during Covic or at the location with the partner, whether it may be governmental or our industry. Uh, and then they're even better equipped, uh, to hit the ground running. And of course, we'd love to see even more of our students graduate with clearance so that they could do some of that a secure work as well. So these partnerships are absolutely critical, and it's also in the context of trying to bring the best and the brightest and all demographics of California and the US into this field, uh, to really be successful. So these partnerships are essential, and our goal is to grow them just like I know other colleagues and C. S u and the U C are planning to dio, >>you know, just as my age I've seen I grew up in the eighties, in college and during that systems generation and that the generation before me, they really kind of pioneered the space that spawned the computer revolution. I mean, you look at these key inflection points in our lives. They were really funded through these kinds of real deep research. Bond talk about that because, you know, we're living in an age of cloud. And Bezos was mentioned. Elon Musk. Sir Richard Branson. You got new ideas coming in from the outside. You have an accelerated clock now on terms of the innovation cycles, and so you got to react differently. You guys have programs to go outside >>of >>the Defense Department. How important is this? Because the workforce that air in schools and our folks re skilling are out there and you've been on both sides of the table. So share your thoughts. >>No, thanks, John. Thanks for the opportunity responded. And that's what you hit on the notes back in the eighties, R and D in space especially, was dominated by my government funding. Uh, contracts and so on. But things have changed. As Steve pointed out, A lot of these commercial entities funded by billionaires are coming out of the woodwork funding R and D. So they're taking the lead. So what we can do within the deal, the in government is truly take advantage of the work they've done on. Uh, since they're they're, you know, paving the way to new new approaches and new way of doing things. And I think we can We could certainly learn from that. And leverage off of that saves us money from an R and D standpoint while benefiting from from the product that they deliver, you know, within the O D Talking about workforce development Way have prioritized we have policies now to attract and retain talent. We need I I had the folks do some research and and looks like from a cybersecurity workforce standpoint. A recent study done, I think, last year in 2019 found that the cybersecurity workforce gap in the U. S. Is nearing half a million people, even though it is a growing industry. So the pipeline needs to be strengthened off getting people through, you know, starting young and through college, like assess a professor Armstrong indicated, because we're gonna need them to be in place. Uh, you know, in a period of about maybe a decade or so, Uh, on top of that, of course, is the continuing issue we have with the gap with with stamps students, we can't afford not to have expertise in place to support all the things we're doing within the with the not only deal with the but the commercial side as well. Thank you. >>How's the gap? Get? Get filled. I mean, this is the this is again. You got cybersecurity. I mean, with space. It's a whole another kind of surface area, if you will, in early surface area. But it is. It is an I o t. Device if you think about it. But it does have the same challenges. That's kind of current and and progressive with cybersecurity. Where's the gap Get filled, Steve Or President Armstrong? I mean, how do you solve the problem and address this gap in the workforce? What is some solutions and what approaches do we need to put in place? >>Steve, go ahead. I'll follow up. >>Okay. Thanks. I'll let you correct. May, uh, it's a really good question, and it's the way I would. The way I would approach it is to focus on it holistically and to acknowledge it up front. And it comes with our teaching, etcetera across the board and from from an industry perspective, I mean, we see it. We've gotta have secure systems with everything we do and promoting this and getting students at early ages and mentoring them and throwing internships at them. Eyes is so paramount to the whole the whole cycle, and and that's kind of and it really takes focused attention. And we continue to use the word focus from an NSS, a perspective. We know the challenges that are out there. There are such talented people in the workforce on the government side, but not nearly enough of them. And likewise on industry side. We could use Maura's well, but when you get down to it, you know we can connect dots. You know that the the aspect That's a Professor Armstrong talked about earlier toe where you continue to work partnerships as much as you possibly can. We hope to be a part of that. That network at that ecosystem the will of taking common objectives and working together to kind of make these things happen and to bring the power not just of one or two companies, but our our entire membership to help out >>President >>Trump. Yeah, I would. I would also add it again. It's back to partnerships that I talked about earlier. One of our partners is high schools and schools fortune Margaret Fortune, who worked in a couple of, uh, administrations in California across party lines and education. Their fifth graders all visit Cal Poly and visit our learned by doing lab and you, you've got to get students interested in stem at a early age. We also need the partnerships, the scholarships, the financial aid so the students can graduate with minimal to no debt to really hit the ground running. And that's exacerbated and really stress. Now, with this covert induced recession, California supports higher education at a higher rate than most states in the nation. But that is that has dropped this year or reasons. We all understand, uh, due to Kobe, and so our partnerships, our creativity on making sure that we help those that need the most help financially uh, that's really key, because the gaps air huge eyes. My colleagues indicated, you know, half of half a million jobs and you need to look at the the students that are in the pipeline. We've got to enhance that. Uh, it's the in the placement rates are amazing. Once the students get to a place like Cal Poly or some of our other amazing CSU and UC campuses, uh, placement rates are like 94%. >>Many of our >>engineers, they have jobs lined up a year before they graduate. So it's just gonna take key partnerships working together. Uh, and that continued partnership with government, local, of course, our state of CSU on partners like we have here today, both Stephen Bang So partnerships the thing >>e could add, you know, the collaboration with universities one that we, uh, put a lot of emphasis, and it may not be well known fact, but as an example of national security agencies, uh, National Centers of Academic Excellence in Cyber, the Fast works with over 270 colleges and universities across the United States to educate its 45 future cyber first responders as an example, so that Zatz vibrant and healthy and something that we ought Teoh Teik, banjo >>off. Well, I got the brain trust here on this topic. I want to get your thoughts on this one point. I'd like to define what is a public private partnership because the theme that's coming out of the symposium is the script has been flipped. It's a modern error. Things air accelerated get you got security. So you get all these things kind of happen is a modern approach and you're seeing a digital transformation play out all over the world in business. Andi in the public sector. So >>what is what >>is a modern public private partnership? What does it look like today? Because people are learning differently, Covert has pointed out, which was that we're seeing right now. How people the progressions of knowledge and learning truth. It's all changing. How do you guys view the modern version of public private partnership and some some examples and improve points? Can you can you guys share that? We'll start with the Professor Armstrong. >>Yeah. A zai indicated earlier. We've had on guy could give other examples, but Northup Grumman, uh, they helped us with cyber lab. Many years ago. That is maintained, uh, directly the software, the connection outside its its own unit so that students can learn the hack, they can learn to penetrate defenses, and I know that that has already had some considerations of space. But that's a benefit to both parties. So a good public private partnership has benefits to both entities. Uh, in the common factor for universities with a lot of these partnerships is the is the talent, the talent that is, that is needed, what we've been working on for years of the, you know, that undergraduate or master's or PhD programs. But now it's also spilling into Skilling and re Skilling. As you know, Jobs. Uh, you know, folks were in jobs today that didn't exist two years, three years, five years ago. But it also spills into other aspects that can expand even mawr. We're very fortunate. We have land, there's opportunities. We have one tech part project. We're expanding our tech park. I think we'll see opportunities for that, and it'll it'll be adjusted thio, due to the virtual world that we're all learning more and more about it, which we were in before Cove it. But I also think that that person to person is going to be important. Um, I wanna make sure that I'm driving across the bridge. Or or that that satellites being launched by the engineer that's had at least some in person training, uh, to do that and that experience, especially as a first time freshman coming on a campus, getting that experience expanding and as adult. And we're gonna need those public private partnerships in order to continue to fund those at a level that is at the excellence we need for these stem and engineering fields. >>It's interesting People in technology can work together in these partnerships in a new way. Bank Steve Reaction Thio the modern version of what a public, successful private partnership looks like. >>If I could jump in John, I think, you know, historically, Dodi's has have had, ah, high bar thio, uh, to overcome, if you will, in terms of getting rapid pulling in your company. This is the fault, if you will and not rely heavily in are the usual suspects of vendors and like and I think the deal is done a good job over the last couple of years off trying to reduce the burden on working with us. You know, the Air Force. I think they're pioneering this idea around pitch days where companies come in, do a two hour pitch and immediately notified of a wooden award without having to wait a long time. Thio get feedback on on the quality of the product and so on. So I think we're trying to do our best. Thio strengthen that partnership with companies outside the main group of people that we typically use. >>Steve, any reaction? Comment to add? >>Yeah, I would add a couple of these air. Very excellent thoughts. Uh, it zits about taking a little gamble by coming out of your comfort zone. You know, the world that Bond and Bond lives in and I used to live in in the past has been quite structured. It's really about we know what the threat is. We need to go fix it, will design it says we go make it happen, we'll fly it. Um, life is so much more complicated than that. And so it's it's really to me. I mean, you take you take an example of the pitch days of bond talks about I think I think taking a gamble by attempting to just do a lot of pilot programs, uh, work the trust factor between government folks and the industry folks in academia. Because we are all in this together in a lot of ways, for example. I mean, we just sent the paper to the White House of their requests about, you know, what would we do from a workforce development perspective? And we hope Thio embellish on this over time once the the initiative matures. But we have a piece of it, for example, is the thing we call clear for success getting back Thio Uh, President Armstrong's comments at the collegiate level. You know, high, high, high quality folks are in high demand. So why don't we put together a program they grabbed kids in their their underclass years identifies folks that are interested in doing something like this. Get them scholarships. Um, um, I have a job waiting for them that their contract ID for before they graduate, and when they graduate, they walk with S C I clearance. We believe that could be done so, and that's an example of ways in which the public private partnerships can happen to where you now have a talented kid ready to go on Day one. We think those kind of things can happen. It just gets back down to being focused on specific initiatives, give them giving them a chance and run as many pilot programs as you can like these days. >>That's a great point, E. President. >>I just want to jump in and echo both the bank and Steve's comments. But Steve, that you know your point of, you know, our graduates. We consider them ready Day one. Well, they need to be ready Day one and ready to go secure. We totally support that and and love to follow up offline with you on that. That's that's exciting, uh, and needed very much needed mawr of it. Some of it's happening, but way certainly have been thinking a lot about that and making some plans, >>and that's a great example of good Segway. My next question. This kind of reimagining sees work flows, eyes kind of breaking down the old the old way and bringing in kind of a new way accelerated all kind of new things. There are creative ways to address this workforce issue, and this is the next topic. How can we employ new creative solutions? Because, let's face it, you know, it's not the days of get your engineering degree and and go interview for a job and then get slotted in and get the intern. You know the programs you get you particularly through the system. This is this is multiple disciplines. Cybersecurity points at that. You could be smart and math and have, ah, degree in anthropology and even the best cyber talents on the planet. So this is a new new world. What are some creative approaches that >>you know, we're >>in the workforce >>is quite good, John. One of the things I think that za challenge to us is you know, we got somehow we got me working for with the government, sexy, right? The part of the challenge we have is attracting the right right level of skill sets and personnel. But, you know, we're competing oftentimes with the commercial side, the gaming industry as examples of a big deal. And those are the same talents. We need to support a lot of programs we have in the U. D. So somehow we have to do a better job to Steve's point off, making the work within the U. D within the government something that they would be interested early on. So I tracked him early. I kind of talked about Cal Poly's, uh, challenge program that they were gonna have in June inviting high school kid. We're excited about the whole idea of space and cyber security, and so on those air something. So I think we have to do it. Continue to do what were the course the next several years. >>Awesome. Any other creative approaches that you guys see working or might be on idea, or just a kind of stoked the ideation out their internship. So obviously internships are known, but like there's gotta be new ways. >>I think you can take what Steve was talking about earlier getting students in high school, uh, and aligning them sometimes. Uh, that intern first internship, not just between the freshman sophomore year, but before they inter cal poly per se. And they're they're involved s So I think that's, uh, absolutely key. Getting them involved many other ways. Um, we have an example of of up Skilling a redeveloped work redevelopment here in the Central Coast. PG and e Diablo nuclear plant as going to decommission in around 2020 24. And so we have a ongoing partnership toe work on reposition those employees for for the future. So that's, you know, engineering and beyond. Uh, but think about that just in the manner that you were talking about. So the up skilling and re Skilling uh, on I think that's where you know, we were talking about that Purdue University. Other California universities have been dealing with online programs before cove it and now with co vid uh, so many more faculty or were pushed into that area. There's going to be much more going and talk about workforce development and up Skilling and Re Skilling The amount of training and education of our faculty across the country, uh, in in virtual, uh, and delivery has been huge. So there's always a silver linings in the cloud. >>I want to get your guys thoughts on one final question as we in the in the segment. And we've seen on the commercial side with cloud computing on these highly accelerated environments where you know, SAS business model subscription. That's on the business side. But >>one of The >>things that's clear in this trend is technology, and people work together and technology augments the people components. So I'd love to get your thoughts as we look at the world now we're living in co vid um, Cal Poly. You guys have remote learning Right now. It's a infancy. It's a whole new disruption, if you will, but also an opportunity to enable new ways to collaborate, Right? So if you look at people and technology, can you guys share your view and vision on how communities can be developed? How these digital technologies and people can work together faster to get to the truth or make a discovery higher to build the workforce? These air opportunities? How do you guys view this new digital transformation? >>Well, I think there's there's a huge opportunities and just what we're doing with this symposium. We're filming this on one day, and it's going to stream live, and then the three of us, the four of us, can participate and chat with participants while it's going on. That's amazing. And I appreciate you, John, you bringing that to this this symposium, I think there's more and more that we can do from a Cal poly perspective with our pedagogy. So you know, linked to learn by doing in person will always be important to us. But we see virtual. We see partnerships like this can expand and enhance our ability and minimize the in person time, decrease the time to degree enhanced graduation rate, eliminate opportunity gaps or students that don't have the same advantages. S so I think the technological aspect of this is tremendous. Then on the up Skilling and Re Skilling, where employees air all over, they can be reached virtually then maybe they come to a location or really advanced technology allows them to get hands on virtually, or they come to that location and get it in a hybrid format. Eso I'm I'm very excited about the future and what we can do, and it's gonna be different with every university with every partnership. It's one. Size does not fit all. >>It's so many possibilities. Bond. I could almost imagine a social network that has a verified, you know, secure clearance. I can jump in, have a little cloak of secrecy and collaborate with the d o. D. Possibly in the future. But >>these are the >>kind of kind of crazy ideas that are needed. Are your thoughts on this whole digital transformation cross policy? >>I think technology is gonna be revolutionary here, John. You know, we're focusing lately on what we call digital engineering to quicken the pace off, delivering capability to warfighter. As an example, I think a I machine language all that's gonna have a major play and how we operate in the future. We're embracing five G technologies writing ability Thio zero latency or I o t More automation off the supply chain. That sort of thing, I think, uh, the future ahead of us is is very encouraging. Thing is gonna do a lot for for national defense on certainly the security of the country. >>Steve, your final thoughts. Space systems are systems, and they're connected to other systems that are connected to people. Your thoughts on this digital transformation opportunity >>Such a great question in such a fun, great challenge ahead of us. Um echoing are my colleague's sentiments. I would add to it. You know, a lot of this has I think we should do some focusing on campaigning so that people can feel comfortable to include the Congress to do things a little bit differently. Um, you know, we're not attuned to doing things fast. Uh, but the dramatic You know, the way technology is just going like crazy right now. I think it ties back Thio hoping Thio, convince some of our senior leaders on what I call both sides of the Potomac River that it's worth taking these gamble. We do need to take some of these things very way. And I'm very confident, confident and excited and comfortable. They're just gonna be a great time ahead and all for the better. >>You know, e talk about D. C. Because I'm not a lawyer, and I'm not a political person, but I always say less lawyers, more techies in Congress and Senate. So I was getting job when I say that. Sorry. Presidential. Go ahead. >>Yeah, I know. Just one other point. Uh, and and Steve's alluded to this in bonded as well. I mean, we've got to be less risk averse in these partnerships. That doesn't mean reckless, but we have to be less risk averse. And I would also I have a zoo. You talk about technology. I have to reflect on something that happened in, uh, you both talked a bit about Bill Britton and his impact on Cal Poly and what we're doing. But we were faced a few years ago of replacing a traditional data a data warehouse, data storage data center, and we partner with a W S. And thank goodness we had that in progress on it enhanced our bandwidth on our campus before Cove. It hit on with this partnership with the digital transformation hub. So there is a great example where, uh, we we had that going. That's not something we could have started. Oh, covitz hit. Let's flip that switch. And so we have to be proactive on. We also have thio not be risk averse and do some things differently. Eyes that that is really salvage the experience for for students. Right now, as things are flowing, well, we only have about 12% of our courses in person. Uh, those essential courses, uh, and just grateful for those partnerships that have talked about today. >>Yeah, and it's a shining example of how being agile, continuous operations, these air themes that expand into space and the next workforce needs to be built. Gentlemen, thank you. very much for sharing your insights. I know. Bang, You're gonna go into the defense side of space and your other sessions. Thank you, gentlemen, for your time for great session. Appreciate it. >>Thank you. Thank you. >>Thank you. >>Thank you. Thank you. Thank you all. >>I'm John Furry with the Cube here in Palo Alto, California Covering and hosting with Cal Poly The Space and Cybersecurity Symposium 2020. Thanks for watching.

>> from Boston, Massachusetts. It's the queue covering active eo 2019. Data driven you by activity. >> Welcome back to Boston. Everybody watching the Cube, the leader and on the ground tech coverage money was David wanted here with my co host. A student of John for is also in the house. This is active FiOS data driven 19 conference. They're second year, John. Her stick is here is the co founder and CEO of on shape John. Thanks for coming in the Cube. Great to have you great to be here. So love the cofounder. I always ask your father. Why did you start the company? Well, we found it on shape because >> we saw an opportunity to improve how every product on Earth gets developed. Let people who develop products do it faster, B'more, innovative, and do it through a new generation software platform based in the cloud. That's our vision for on shape, That's why. Okay, >> so that's great. You start with the widened. The what is just new generation software capabilities to build the great products visualized actually create >> way took the power of cloud web and mobile and used it to re implement a lot of the classic tools for product development. Three d cad Data management Workflow Bill of Materials. He's may not mean anything to you, but they mean a lot to product developers, and we believe by by moving in the cloud by rethinking them for the cloud we can give people capabilities they've never had before. >> John, bring us in tight a little bit. So you know, I think I've heard a lot the last few years. It's like, Well, I could just do everything a simulation computer simulation. We can have all these models. They could make their three D printings changing the way I build prototypes. So what's kind of state of the state and in your fields? So >> the state of the Art R field is to model product in three dimensions in the computer before you build it for lots of reasons. For simulation for three D printing, you have to have a CAD model to do it, to see how it'll look, how parts fit together, how much it will cost. Really, every product today is built twice. First, it's built in the computer in three dimensions, is a digital model, then it's built in the real world, and what we're trying to do is make those three D modeling and data management collaboration tools to take them to a whole nother level to turbo charge it, if you will, so that teams can can work together even if they're distribute around the world. They work faster. They don't have to pay a tax to install and Karen feed for these systems. You're very complicated, a whole bunch of other benefits. So we talk about the cloud model >> you're talking about a sass model, a subscription model of different customer experience, all of the above, all of the above. Yeah, it's definitely a sass model we do on Ly SAS Way >> hosted and, uh, Amazon. Eight of us were all in with Amazon. It's a it's a subscription model, and we provide a much better, much more modern, better, more productive experience for the user CIA disrupting the traditional >> cad business. Is that Is that right? I mean more than cat cat Plus because there's no such thing as a cad company anymore. We're essentially disrupting the systems that we built because I've been in this business 30 38 years now. I've been doing this. I feel like I'm about half done. Really, really talking about >> your career. Way to start out. Well, I grew up in Chicago. I went to M I t and majored in mechanical engineering and knew howto program computers. And I go to get an internship in 1981 and they say computers, mechanical injury. You need to work on CAD. And I haven't stopped since, you know, because Because we're not done, you know, still still working here. You would >> have me, right? You can't let your weight go dynamic way before we get off on the M I t. Thing you were part of, you know, quite well known group. And Emmet tell us a little bit >> about what you're talking about. The American society of Mechanical Engineer >> has may I was actually an officer and and as any I know your great great events, but the number 21 comes to >> mind you're talking about the MIT blackjack team? Yes, I was, ah, player on the MIT blackjack team, and it's the team featured in movies, TV shows and all that. Yeah, very exciting thing to be doing while I was working at the cath lab is a grad student, you know, doing pursuing my legitimate career. There is also also, uh, playing blackjack. Okay, so you got to add some color to that. So where is the goal of the M I T. Blackjack team? What did you guys do? The goal of the M I t blackjack team was honestly, to make money using legal means of skill to Teo obtain an edge playing blackjack. And that's what we did using. Guess what? The theme of data which ties into this data driven conference and what active Eo is doing. I wish we had some of the data tools of today. I wish we had those 30 years ago. We could have We could have done even more, but it really was to win money through skill. Okay, so So you you weren't wired. Is that right? I mean, it was all sort of No, at the time, you could not use a computer in the casino. Legally, it was illegal to use a computer, so we didn't use it. We use the computer to train ourselves to analyze data. To give a systems is very common. But in the casino itself, we were just operating with good old, you know, good. This computer. Okay. And this computer would what you would you would you would count cards you would try to predict using your yeah, count cards and predict in card. Very good observation there. Card counting is really essentially prediction. In a sense, it's knowing when the remaining cards to be dealt are favorable to the player. That's the goal card counting and other systems we used. We had some proprietary systems to that were very, very not very well known. But it was all about knowing when you had an edge and when you did betting a lot of money and when you didn't betting less double doubling down on high probability situations, so on, So did that proceed Or did that catalyze like, you know, four decks, eight decks, 12 12 decks or if they were already multiple decks. So I don't think we drove them to have more decks. But we did our team. Really. Some of the systems are team Pioneer did drive some changes in the game, which are somewhat subtle. I could get into it, you know, I don't know how much time we have that they were minor changes that our team drove. The multiple decks were already are already well established. By the time my team came up, how did you guys do you know it was your record? I like to say we won millions of dollars during the time I was associated with the team and pretty pretty consistently won. We didn't win every day or every weekend, but we'd run a project for, say, six months at a time. We called it a bank kind of like a fund, if you will, into no six months periods we never lost. We always won something, sometimes quite a bit, where it was part of your data model understanding of certain casinos where there's certain casinos that were more friendly to your methodology. Yes, certain casinos have either differences in rules or, more commonly, differences in what I just call conditions like, for instance, obviously there's a lot of people betting a lot of money. It's easier to blend in, and that's a good thing for us. It could be there there. Their aggressiveness about trying to find card counters right would vary from casino to casino, those kinds of factors and occasionally minor rule variations to help us out. So you're very welcome at because he knows is that well, I once that welcome, I've actually been been Bardet many facilities tell us about that. Well, you get, you get barred, you get usually quite politely asked toe leave by some big guy, sometimes a big person, but sometimes just just honestly, people who like you will just come over and say, Hey, John, we'd rather you not play blackjack here, you know that. You know, we only played in very upstanding professional kind of facilities, but still, the message was clear. You know, you're not welcome here in Las Vegas. They're allowed to bar you from the premises with no reason given in Las Vegas. It's just the law there in Atlantic City. That was not the law. But in Vegas they could bar you and just say you're not welcome. If you come back, we'll arrest you for trespassing. Yeah, And you really think you said everything you did was legal? You know, we kind of gaming the system, I guess through, you know, displaying well probabilities and playing well. But this interesting soothe casinos. Khun, rig the system, right? They could never lose, but the >> players has ever get a bet against the House. >> How did >> you did you at all apply that experience? Your affinity to data to you know, Let's fast forward to where you are now, so I think I learned a lot of lessons playing blackjack that apply to my career and design software tools. It's solid works my old company and now death. So System, who acquired solid words and nowt on shape I learned about data and rigor, could be very powerful tools to win. I learned that even when everyone you know will tell you you can't win, you still can win. You know that a lot of people told me Black Jack would never work. A lot of people told me solid works. We never worked. A lot of people told me on shape would be impossible to build. And you know, you learn that you can win even when other people tell you, Can't you learn that in the long run is a long time? People usually think of what you know, Black Jack. You have to play thousands of hands to really see the edge come out. So I've learned that in business sometimes. You know, sometimes you'll see something happened. You just say, Just stay the course. Everything's gonna work out, right? I've seen that happen. >> Well, they say in business oftentimes, if people tell you it's impossible, you're probably looking at a >> good thing to work on. Yeah. So what's made it? What? What? What was made it ostensibly impossible. How did you overcome that challenge? You mean, >> uh, on >> shape? Come on, Shake. A lot of people thought that that using cloud based tools to build all the product development tools people need would be impossible. Our software tools in product development were modeling three D objects to the precision of the real world. You know that a laptop computer, a wristwatch, a chair, it has to be perfect. It's an incredibly hard problem. We work with large amounts of data. We work with really complex mathematics, huge computing loads, huge graphic loads, interactive response times. All these things add up to people feeling Oh, well, that would never be possible in the cloud. But we believe the opposite is true. We believe we're going to show the world. And in the future, people say, you know We don't understand how you do it without the cloud because there's so much computing require. >> Yeah, right. It seems you know where we're heavy in the cloud space. And if you were talking about this 10 years ago, I could understand some skepticism in 10 2019. All of those things that you mentioned, if I could spin it up, I could do it faster. I can get the resources I need when I needed a good economics. But that's what the clouds built for, as opposed to having to build out. You know, all of these resource is yourself. So what >> was the what was the big technical challenge? Was it was it? Was it latent? See, was it was tooling. So performance is one of the big technical challenges, As you'd imagine, You know, we deliver with on shape we deliver a full set of tools, including CAD formal release management with work flow. If that makes sense to you. Building materials, configurations, industrial grade used by professional companies, thousands of companies around the world. We do that all in a Web browser on any Mac Windows machine. Chromebook Lennox's computer iPad. I look atyou. I mean, we're using. We run on all these devices where the on ly tools in our industry that will run on all these devices and we do that kind of magic. There's nothing install. I could go and run on shape right here in your browser. You don't need a 40 pound laptop, so no, you don't need a 40 pound laptop you don't need. You don't need to install anything. It runs like the way we took our inspiration from tools like I Work Day and Sales Force and Zen Desk and Nets. Sweet. It's just we have to do three D graphics and heavy duty released management. All these complexities that they didn't necessarily have to do. The other thing that was hard was not only a technical challenge like that, but way had to rethink how workflow would happen, how the tools could be better. We didn't just take the old tools and throw him up in a cloud window, we said, How could we make a better way of doing workflow, release management and collaboration than it's ever been done before? So we had to rethink the user experience in the paradigms of the systems. Well, you know, a lot of talk about the edge and if it's relevant for your business. But there's a lot of concerns about the cloud being able to support the edge. But just listening to you, John, it's It's like, Well, everybody says it's impossible. Maybe it's not impossible, but maybe you can solve the speed of light problem. Any thoughts on that? Well, I think all cloud solutions use edge to some degree. Like if you look at any of the systems. I just mentioned sales for us workday, Google Maps. They're using these devices. I mean, it's it's important that you have a good client device. You have better experience. They don't just do everything in the cloud. They say There, there. To me, they're like a carefully orchestrated symphony that says We'll do these things in the core of the cloud, these things near the engineer, the user, and then these things will do right in the client device. So when you're moving around your Google map or when you're looking this big report and sales force you're using the client to this is what are we have some amazing people on her team, like R. We have the fellow who was CTO of Blade Logic. Robbie Ready. And he explains these concepts to make John Russo from Hey came to us from Verizon. These are people who know about big systems, and they helped me understand how we would distribute these workloads. So there's there's no such thing is something that runs completely in the cloud. It has to send something down. So, uh, talk aboutthe company where you're at, you guys have done several raises. You've got thousands of customers. You maybe want to add a couple of zeros to that over time is what's the aspirations? Yeah, correct. We have 1000. The good news is we have thousands of customer cos designing everything you could imagine. Some things never would everything from drones two. We have a company doing nuclear counter terrorism equipment. Amazing stuff. Way have people doing special purpose electric vehicles. We have toys way, have furniture, everything you'd imagined. So that's very gratifying. You us. But thousands of companies is still a small part of the world. This is a $10,000,000,000 a year market with $100,000,000,000 in market cap and literally millions of users. So we have great aspirations to grow our number of users and to grow our tool set capability. So let's talk to him for a second. So $10,000,000,000 current tam are there. Jason sees emerging with all these things, like three D printing and machine intelligence, that that actually could significantly increase the tam when you break out your binoculars or even your telescope. Yes, there are. Jason sees their increasing the tam through. Like you say, new areas drive us So So obviously someone is doing more additive manufacturing. More generative design. They're goingto have more use for tools like ours. Cos the other thing that I observed, if I can add one, it's my own observations. I think design is becoming a greater component of GDP, if you will, like if you look at how much goods in the world are driven by design value versus a decade or two or when I was a child, you know, I just see this is incredible amount, like products are distinguished by design more and more, and so I think that we'll see growth also through through the growth in design as an element of GDP on >> Jonah. I love that observation actually felt like, you know, my tradition. Engineering education. Yeah, didn't get much. A lot of design thing. It wasn't until I was in industry for years. That had a lot of exposure to that. And it's something that we've seen huge explosion last 10 years. And if you talk about automation versus people, it's like the people that designed that creativity is what's going to drive into the >> absolutely, You know, we just surveyed almost 1000 professionals product development leaders. Honestly, I think we haven't published our results yet, So you're getting it. We're about to publish it online, and we found that top of mind is designed process improvements over any particular technology. Be a machine learning, You know, the machine learning is a school for the product development. How did it manufacturers a tool to develop new products, but ultimately they have to have a great process to be competitive in today's very competitive markets. Well, you've seen the effect of the impact that Apple has had on DH sort of awakening people to know the value of grace. Desire absolutely have to go back to the Sony Walkman. You know what happened when I first saw one, right? That's very interesting design. And then, you know, Dark Ages compared to today, you know, I hate to say it. Not a shot at Sony with Sony Wass was the apple? Yeah, era. And what happened? Did they drop the ball on manufacturing? Was it cost to shoot? No. They lost the design leadership poll position. They lost that ability to create a world in pox. Now it's apple. And it's not just apple. You've got Tesla who has lit up the world with exciting design. You've got Dyson. You know, you've got a lot of companies that air saying, you know, it's all about designing those cos it's not that they're cheaper products, certainly rethinking things, pushing. Yeah, the way you feel when you use these products, the senses. So >> that's what the brand experience is becoming. All right. All right, John, thanks >> so much for coming on. The Cuban sharing your experiences with our audience. Well, thank you for having me. It's been a pleasure, really? Our pleasure. All right, Keep right. Everybody stupid demand. A volonte, John Furry. We've been back active, eo active data driven 19 from Boston. You're watching the Cube. Thanks

>> from our studios in the heart of Silicon Valley. HOLLOWAY ALTO, California It is a cube conversation. >> Hi, and welcome to the Cube studios for another cube conversation where we go in depth with thought leaders driving innovation across the tech industry. I'm your host today, Peter Boris. One of the biggest challenges that every enterprise faces is how best to focus attention on the most important assets that are driving or facilitating that drive the digital business and digital business transformation. There's been a lot of emphasis over the last 50 years in tech on the hardware assets, but increasingly we need to look at the elements of it that are actually creating net new value within a business now, maybe the people, the services and the data that make digital business possible. And that requires that we rethink our approach is to how we actually manage, conceive of and monitor those key assets and is likely to lead to some very interesting unification Tze over the next few years, especially in SEC ups and neck cops now and have that conversation got a great guest today. Sanjay Moon. She is the vice president, product management, that net scout Technologies. Sanjay, welcome to the >> Cube. Thank you, Peter. Thank you. >> So, Sanjay, I said a lot upfront. But before we get into that, tell us a little bit about Net Scout. >> Thank you, Peter, for the introduction. Net Scout is a smart data company. Net Scout has three decades of leadership and innovation in troubleshooting monitoring and securing it based networks. We are deployed in 90% off the Fortune 500 companies and 90% off the top communication service providers. World White. We have 50% market teacher In each of the three segments that we playing. Where is the next biggest competitor? We have has less than 5%. Those three areas are number one network and application performance monitoring for hybrid cloud infrastructure for enterprises, D does and on security for enterprise and service providers and service assurance for service providers, which includes mobile operators, cable providers as well as I speak. Today we operate in 50 plus countries worldwide. We have 25 100 plus employees and 500 plus pattern store credit. >> Impressive story. Let's get right to the issue, though, and how Net scout is actually participating in some of these crucial transformations. I mentioned upfront that one of the biggest challenges that every enterprise has is to focus Maura their attention on those digital assets that are actually driving change and new sources of value named of the data, the services and the devices and the people, the applications or people that use those. So one >> of >> the challenges that we've had is that, ah, focus on devices leads to a focus on certain classes of data that are mainly improved or focus on improving the productivity of devices. Give us a background and how that's what that means. >> Let me in to do the concept of smart data that's that's born out ofthe nets, calibrated with smart data. Next called Pioneer. The leverage off Wired ate our package data three decades back that drives over ingenious portfolio that drives net ops and cloud tops. S i r. Adapt to service intelligence. This is a smart data that comes out ofthe packets with S I smart data. We uniquely converge application and network performance monitoring you are customers Toro visibility across application tears and two and networks and diverse data center locations. >> So just toe pick up on that moving away from a log focus, which is again mainly, Let's improve the productivity of the device. We're moving in a sigh, which is focus on Let's improve the productivity of the connection in the application. >> Absolutely absolute. And we'll talk a little bit more about long. Let's talk about Log and Net flew other sources of data that folks have gravitated towards, which is not there, not there, not authority to by any means. Let's say log data, for example, this log data, you know, as soon as a threat actor, for example, gets access to your systems. The first thing the protector will do is to turn off flogging are doing verse changed the log days, change the cyst, log messaging itself. Let's take a look at net flow data. For example, Net flow data number one Problem is, it's not Doesn't have layers. Seven. Intelligence, innit? Number two. It's not generated by all the devices in the network. For example, the Coyote devices do not generate any kind of flow data, so only data that authoritative and that comes with high fidelity is packet or wire data. That's one element off of smart data that we have the other element of smart data comes from our arbor portfolio. Arbor products are deployed in 400 plus tier one operators, mobile operators and service providers worldwide. And as such, we see 1/3 of the Internet traffic to our strategically located. Sensors in the service provider corps were able to generate another type of smart data that we call Atlas Intelligence feed R A F in sharp air for it. Plus intelligence Feed essentially tracks cyber reputation across domains across joe locations and across user identities. The combination of the A S I smart data that is generated from the core of the hybrid cloud infrastructure. Let's call it intranet and F Smart data that is generated from the Internet Corps gives Net Scout a unique data set combination that's unparalleled in the marketplace and makes us perhaps Lee, one of the food vendors who can drive a consolidated visibility architectures across net ops, cloud ups and second >> Okay, So let's turn that into against very practical things for folks, because what it has historically done is by focusing on individual devices or classes of devices and the data that those devices generate, they end up with a panoply Ah, wide arrangement of security tools that are each good at optimizing those devices with those, he said, they may not necessarily be a forte tive, but it's difficult to weave that into a consolidated, unified SEC ops Net ops overall, not just architecture but platform for performing the work crucial work of sustaining your digital business infrastructure. How does smart data translate into unified operation >> is appoint Peter? Thank you. That's a very good point. So let me give an example and talk about the customers that we have deployed our smart data, our hybrid cloud infrastructure. This is a typical Fortune 500 where we are deployed. Next card is deployed as the hybrid cloud monitoring infrastructure, and the networks in the club cloud upside. Typically, you will see this type of organization has one tool to cover the entire hybrid cloud monitoring infrastructure across their entire portfolio, whether it is on Prem, whether it's in the cloud, whether it's in the core location facility. But when you look at the SEC locks and the security side, the story is completely different. The same organization, the same Enterprise customer, has 25 to 30 different disparate display tools As a matter of fact, analysts are saying today that a typical Fortune 500 the US has 70 disparate security tools. Why is that the case? Why is it that on the net tops and cloud upside, they need 11 tool net scout, for example? But in the second up there, 70 different products. The reason is not only smart data but also smart architecture. So what? We have seen what we have done over the past three decades, We have designed this two tier architecture that generates Margarita. The dear one is our distributed instrumentation of sense of framework, which we call in Finnish Stream or the Stream. This is the distributor sensor framework that is deployed in the hybrid cloud infrastructure that generates the smart data. And then we had the centralized Analytics layer, which is our ingenious platform that essentially correlates data across the hybrid cloud infrastructure and provide customers complete visibility across the portfolio off the data centers. On the second upside, security side security is roughly 1 10 to 15 years old. Security tried to emulate the studio model as well, but the security industry failed. In doing that, nobody could design this distributed sensor instrumentation cost effectively tto make violate our feasible for analytics with the result they migrated to. As you said, this subpar sources of data like CeCe log like net flow. And today they put all the emphasis on the analytics layer with the result. They need one tool for use case or one vendor per use case on the second offside. And that's why you see the two proliferation because they don't have this distributed sensor framework that will make violate our package data feasible for the analytics lately. >> And I want I want to build on something you're saying because, uh, the it's a It's a misperception that all resources and all work of digital business and technology is going to end up in a central crowd location. The cloud really is an architecture form or broad distribution of data and work, which means, ultimately, that if we don't deal with this proliferation security tools now we're going tow. Probably have an even greater explosion in the number of security tools, which will mohr radically diminish or ability to establish new classes of options and digital business. >> Very good point. As a matter of fact, just a couple of years back, the average number of tools was 40 in in a SEC cops portfolio on enterprise has in the U. S. To date 70 it could go 200. But if you look at the risk profile, well, this profile has stayed the same, are in and make mint. Many cases deteriorated, right? What we found is the tool that a number of tools is going up. The cost of breaches going up the third. The number of breaches are going up, and at the same time, the number of analysts is always and Earth. So in short, high investments on the security side failed to reduce risk. So the risk and investment factor both are going in the north bound go, both are going up. So how do you control that? How do you make them come down? The only way? Smart data on a smart platform on a smart analytics later. >> Yeah. Again, let me emphasize this crucial point because it's one of things that we've seen in our conversation with clients is, ah, proliferation of tools. Proliferation of data leads to a proliferation of tasks and response responsibilities within a business, and you end up with more human failures of consequence. So by bringing all these things together, you end up with smarter data, smarter platform, simpler operations, more unified operations and get greater leverage. So so, let's talk then about ultimately, how should a business What's the road map? What's the next two or three things that an enterprise needs to do to start bringing these to start unifying these resources and generating the simplicity so that you open up greater strategic options for how you configure your digital business? >> That's a very good point. So >> two things we talked about already one is smart data relying on smart data, which comes from wide ate our package data. And the second is smart, smart architecture, which comprises of this two tier architecture with distributed instrumentation and centralized analytics. What happens when you do that is the first thing is early warning detection. What we have realized, Peter, is that if you look at the traditional kill chain in Lockheed Martin's kill chain, our miter mortal that people are using now traditional reconnaissance weaponization shin as well as ex filtration, we have seen that if you rely, if you generate analytics based on packet date are smart data, which we do as a net scow. You can detect these phases much earlier than if you rely on device data. Net floor, sis log. So what I call day minus not day zero, but day minus so leveraging the smart data and smart architecture. Er, we're able tto detect these threats or compromises much earlier than a traditional kill chain more than lot of miter models, >> but But again, the reason why is because we're looking at patterns in the traffic. >> We're looking at behavioral patterns in the traffic. That's correct. Let me go little bit more technical, if you will, were looking at transactions at the DNA's level, transactions at the CP level or at the active directly level that happened much earlier than when electoral movement or a reconnaissance is detected. This happens much earlier because we have the smart data, the wide ADA that enables us to do this early warning detection, >> get more visibility to source as opposed to the target. >> That's correct. The second thing that happens with US smart architecture, the two tier architecture is the consolidation of fuse case. We talked about it a little bit, so today if you want in our in our hybrid cloud scenario that we the next card is deployed in Fortune five hundreds. Over the past 23 decades, our customers have moved from private cloud infrastructure. First they had the core righty. Then they moved Private cloud. You know, I am Francisco. Then they moved echolocation clinics and others. And then they moved also to public cloud. All the workloads are migrating and everywhere we did not make any change to our instrumentation there. Can you believe it? No changes You only changes we made was in the analytics layer to take care of the news cases. So with the result, we could consolidate multiple whose case is in the cloud monitoring in tow. One platform, the smart platform that smart data. Now we're building that value into security with the smart platform and smart data that we talked about. So the consolidation of use cases on the security side is the second advantage other than the early warning detection that we talked about. >> So this has got to improve. Detection has got intrude. Management's gonna improve. Forensics. If I got that right, >> made a good point. And forensics we should talk about a little bit more. Perhaps the second set of things that we're doing is we have done is consolidate in the SEC upside forensics and detection. So let me explain that a little bit more. If you look at a typical enterprise today, they use Seymour security information and even management platforms to correlate data from multiple sources. So in the event off a seam alert, off alert generated best SIM platform forensics teams need to determine what happened and what systems were impacted. Essentially the what when, how, where off, the off the alert or the compromise that has been detected today. As we said, security teams are not using packet data at all but foreign. 16. In orderto validate that alert, they need toe access sessions. They need to access packets belonging to that Ellen, but they cannot today because none of the devices none of the security platforms is using violator in the first place. So what the security teams are doing? Forensic analysts. They're leveraging devices like via shark and tracking investigations with spreadsheets. This is delaying the investigation time. As you know today, it's well known that this cause is alert, fatigue and 50% of the alerts that are going to the seam today are disregarded by the security analysts. With the result, the real threats are getting unabated, and enterprises come to know about a security breach from the media rather than from their own IT department. >> Sanjay. So we've had a great conversation talking about how smart data smart platform is going to lead to greater unification of tasks, people, responsibilities and set ups and net tops and some of the it impacts on eh enterprises Overall response stance both from a detection, management and forensic standpoint. So what's going on? Thank you very much for being on the cue. Sanjay Moon. She Thank you. Thank you. And thanks again for joining us for the Cube conversation. We've been Sanjay Moon, she of Net scout technology. I'm Peter Burke's. See you next time

>> Over and welcome to this special cube conversation here in the Palo Alto Studios of Cube. Part of our People. First project with Mayfield Fund and Co creation with Cuban John Very your host. Very special guest. Judy Estrin. She's the CEO of J Labs and author of the book Closing the Innovation Gap. She's also well known for being an Internet entrepreneur. Pioneer worked on the initial TCP IP protocol with Vin Cerf from When the A Stanford Great History Computer Science. You have computer systems in your blood, and now you're mentoring a lot of companies. Author you a lot of work, and you're lending your voice to some cutting edge issues here in Silicon Valley and around the world. Thanks for joining me today for the conversation. >> Thank you. It's fun to be here, >> So I love the fact that you're here. You're a celebrity in the commute computer industry circles. You were there at the beginning, when the computer systems or the Internet were being connected as they built out of stone of the whole system's revolution in the eighties, and the rest is history. Now we have cloud computing, and now we're seeing a whole nother level step function of scale. And so you've kind of seen it all. You've seen all all the waves. Actually, something like make is they have seen some of the ways, but you've seen all of them. The most compelling thing I think that's happening now is the convergence of social science and computer science. Kind of our motto. Silicon Angle. You recently wrote to Post on Medium that that has been kind of trending and going viral. I want to get your perspective on that. And they're They're interesting because they they bring a little bit of computer science called the authoritative Authority Terrian Technology Reclaiming Control far too attention, part one. We go into great detail to lay out some big picture computer industry discussions. What's it all about? What's what's the What's the idea behind these stories? >> So let me back up a little bit in that, a Sze Yu said. And we can go into this if you want. I was very involved in a lot of thie, ah, innovation that happened in the Village Valley in terms of microprocessors, the Internet, networking, everything that laid the foundation for a lot of the things we see today incredible opportunities for my career for problems we solved over the last ten years. Ten, twelve years. Um, I began to see a shift and a shift in the culture and a shift in the way technology was impacting us. And it's not all good or bad. It's that it felt like we were out of balance and that we were becoming shorter and shorter, term focused and actually my book in two thousand eight closing the innovation gap. The main message there is let's not forget about the seeds you plant that all of this comes from because we're reaping the benefit of those seeds. We're not planning new seats and that we were becoming in the Valley in the nation the way we thought about things more and more short term focused and technology was causing some of that and benefitting and not been and at a disadvantage because of that. So that started with my book in two thousand eight and then in twenty fourteen, I think it was I did a Ted talk a Ted X talk called Balancing our Digital Diets, and I was even Mohr concerned that we were out of whack in terms of the consequences of innovation, and I drew an analogy to our food's systems, where so much innovation and creating cheap calories and energy and things like high fructose corn syrup that it took years to realize that, Oh, there's some negative consequences of that innovation. And so that was kind of a warning that, um, we weren't thinking enough about the consequences of at that point. Social media. That was before fake news, and I talked about tweets and how truth that lies went faster than truth, not knowing how bad that situation was going to be and then leading up to the election and after the election. We all know and have all learned now about the impacts of these technologies on our democracy, and I believe on our society and humanity. And I don't think it's just about our election system. I think it's about our psyches and how the technology's air impacting the way we think our fear and anxiety level of our kids and us is adults. So I been talking to people about it and advising, and I finally decided as, uh, I was collaborating with people that I felt that a lot of the awareness was in pockets that we talked about data privacy or we talked about addiction. But these air things were all interrelated, and so I wanted to one ad. My voices is technologists because I think a lot of the people who are writing the building, the awareness and talking about it if you are in government or a journalist's or even a social scientist people, it's really easy to say, Yeah, you say that, but you don't understand. It's more complicated than that. You don't understand the technology. So one, I do understand that technology. So I felt adding my voice as a technologist. But I'm also, uh, just increasingly concerned about what we do about it and that we take a more holistic view. So that's what, what what the pieces are about. And the reason I broke it into two pieces is because they're too long for most people, even the way they are. But the first is to build awareness of the problems which we can dig into it a high level if you want. And then the second is to throw out ideas as we move towards discussing solutions. So let me take a breath because you were goingto jump in, and then I can. >> No, it's just because you're connecting the foundational of technology foundation technology, identifying impact, looking at pockets of awareness and then looking at how it's all kind of coming together when you talk like that The first time I saw O subsystem interrupt us connection so someone could get like a operating system. And I think the society that you're pointing out in the article, the first one intention was there only to relate. And I think that's the key part. I think that's interesting because we run into people all the time when we do our cue broadcasts that have awareness here and don't know what's going on this. So this context that's highly cohesive. But there's no connection, right? So the decoupled right but highly cohesive, That's kind of systems. Architecture concept. So how do we create a robust technology's society system where technology and I think that's a threat that we're seeing this? What I cleaned out of the articles was your kind of raising the flag a little bit to the notion of big picture right system, kind of a foundational, but let's look at consequences and inter relationships, and how can we kind of orchestrate and figure out solutions? So what was the reaction to expand on that concept? Because this is where I was. It was provocative to me, >> right? So I think there are two thought trains that I just went down. One is that one of the problems we have that has been created by technology and technology is suffering from again. It's causing both cause and effect is not enough seats, system thinking and so one issue, which is not just this is not just about social media and not just about a I, but over the last twenty years we've increasingly trained, I think, are, Ah, engineers and computer scientists in Mohr transactional thinking. And as we move quicker and quicker to solve problems, we are not training our leaders or training our technologist to think in terms of systems. And so what I mean by systems is two things that you can break, that any problems have pieces. But those pieces air inter connected. We are interconnected, and that you, if you don't keep those things in mind, then you will not design things in a way, I believe that have the longevity and make the right type decisions. The second is the law of consequences when you have a system, if you do something here, it's going to impact something here. And so that whole notion of taking was thinking through consequences. I'm afraid that we're training people as we are focusing on being more and more agile, moving more and more quickly that it's in technology and in society that we're losing some of that system, thinking >> that they kind of think that's the trade off is always around. Whenever he had systems conversations in the past, but my old systems had on trade offs, we have overhead, so we have more memory. How do we handle things? So this is kind of That's just what happens. You tell about consequence, but >> we don't have all those we I'm older than you. But we started at a time when that we were limited. We were limited by memory. We were limited by processing. We were limited by band with and a different times. As thie industry emerged, the constraints were in different areas. Today, you don't have any of those constraints. And so, if you don't have any of those constraints. You don't get trained in thinking about trade offs and thinking about consequences. So when when we come into just what drove me to write, this one set of things are foundational issues and what I mean by foundational it's it's our relationship to technology. And the fact of the matter is, as a society, um, we put technology on a pedestal, and we have, uh, this is not to be taken out of Cut is not to be taken the extreme of talking about people, but overall, our relationship with technology is a bullying, controlling relationship. That's why I called it authoritarianism. >> Upgrade your iPhone to the new version. >> Well, whether it's as a user that you're giving up your your your authority to all these notifications and to your addiction, whether it is the fact that it is the control with the data, whether it is predictive ai ai algorithms that are reading your unconscious behaviors and telling you what you think, because if it's suggesting what you by putting things in front of you. So there are all of these behaviors that our relationship with technology is not a balanced relationship and you could one. You have a culture where the companies that are that have that power are driving towards. It's a culture of moving fast growth only don't think about the consequences. It's not just the unintended consequences, but it's the consequences of intended use. So the business models and at which we don't need to go into, because I think a lot of other people talk about that all end up with a situation which is unhealthy for us as people and humanity and for us as a society. So you take that part and it is. There's a parallel here, and we should learn from what happened with industrial Ah, the industrial revolution. We want progress. But if we don't pay attention to the harm, the harmful byproducts and trade offs of progress, it's why we have issues with climate. It's why we have plastic in our oceans. It's because you, you judge everything by progresses just growth and industrialization without thinking about well being or the consequences. Well, I believe we now face a similar challenge of digitization, so it's not industrialization. But it's digitalization that has byproducts in a whole number of areas. And so what the the article does is get into those specifics, whether it's data or anxiety, how we think our cognitive abilities, our ability to solve problems, All of those things are byproducts of progress. And so we should debate um, where we what we're willing to give up one last thing. And then I'll have to come in, which is one of the problems with both of these is is humans value convenience. We get addicted to convenience, and if somebody gives us something that is going to make things more convenient, it sure is held to go backward. And that's one of the reasons the combination of measuring our goodness as a country or a CZ. Globalization by economic growth and measuring our personal wellness by convenience, if something is more convenient, were happier. Take those two together, and it makes a dangerous cop combination because then our need for community convenience gets manipulated for continued economic growth. And it doesn't necessarily end up in, Ah, progress from, ah, well being perspective. >> It's interesting point about the digitization, because the digital industrial revolution, when the digital revolution is happening, has consequences. We're seeing them and you point them out in your post Facebook and fake news. There's also the global landscape is the political overlay. There's societal impact. There's not enough scholars that I've been trained in the art of understanding into relationships of technology, and Peg used to be a nerd thing. And now my kids are growing up. Digital natives. Technology is mainstreams, and there it is. Politics. You know, the first hack collection, Some of the control, The first president actually trolled his way. That president, I said that I'm the kid. That was my position. He actually was a successful troll and got everyone he trolled the media and you got the attention. These air new dynamics, This is reality. So is you look forward and bring these ideas, and I want to get your thoughts on ideas on how to bring people together. You've been on a CTO Cisco Systems. I know you've been sleeping on a board. This is a cross pollination opportunity. Bring people together to think about this. How do you do You look at that? How do you view how to take the next steps as a as an industry, as a society and as a global nations? It eventually, because cyber security privacy is becoming polarized. Also on a geography bases in China they have. GPR is hard core there. In Europe, he got Asia. With Chinese. You got America being American. It's kind of complicated as a system architecture thinking. How do you look at this? What is the playing field where the guard rails? What's your thoughts on this? Because it's a hard one, >> right? So it is a hard one and it isn't. It isn't easy to pave out a path that says it's solvable. Um, nor does Climate right now. But you have to believe we're going to figure it out because we have to figure it out. So I think there are a lot of pieces that we need to start with, and then we need to adjust along the way. And, um, one piece is and let me back up. I am not. I don't believe we can leave this up to the industry to solve the incentives and the value systems and the understanding of the issues. The industry is coming from an industry perspective, and you can't also. You also can't leave it just two technologists because technologists have a technology person perspective. I don't believe that you just can have government solve it for a variety of reasons. One is, if it takes a spectrum of things to legislation, tends to be retroactive, not forward looking. And you need to be really careful not to come up with regulation that actually reinforces the status quo as opposed to making something better. But I think we need to. We do need to figure out how to govern in a way that includes all of these things. So once >> it's running, it's clear that watching the Facebook hearing and watching soon dark sky in front of the house. Our current elected officials actually don't even know how the Internet works, so that's one challenge. So you have a shift in its every beat >> and it and it's actually, if you think about the way legislation often gets made one of the problems with our democracy right now, I'm not going to put it in quotes. But I want to put it >> out. >> Is that the influence of money on our democracy means that so often the input toe legislation comes from industry. So whether it's again big tech, big pharma, big Oil, big. That's the way this cycle works in places where we have had successful legislation that industry input, what you need industry input. You just don't want industry to be the on ly input that is balanced with other input. And so we need infrastructure in the world. In the country that has policy ideas, technology. This needs to come from civil society, from the academy from non profits. So you need the same way we have environmental sciences. We need to fund from government, not just industry funded that science. That's number one. And then we need ways to have conversations about influencing companies to do the right thing. Some of it is going to be through legislation some of it is going to be for through pressure. This, in some ways is like tobacco in some ways, like it's like food. In some ways, it's like climate on DH. It's so and an underlying any of this to happen. We need people to understand and to speak up because awareness amongst whether it's individuals, parents, teachers, we need to give people the information to protect themselves and to push back on companies and to rally pushback on government. Because if if there's not an awareness of people are walking around saying, Don't take away my service, don't make this less convenient don't tax my soda. Don't tell me my text messages. That's right, so and I'm not saying taxes of the way. But if there isn't what what I'm focused on is, how do we build awareness? How do we get information out? How do we get companies like yours and others that this becomes part of >> our >> messaging of understanding so we can be talking about I >> think it's, you know back, Teo, The glory days of the TCP epi Internet revolution. He sent a package from here to there. It's a step. Take a first step. I personally listening to you talk feel and I said, It's on The Cuban people know that. You know, my my rap know that I've been pounding this. There's a counter culture in there somewhere. Counter culture's is where action happens, and I think you know, tax regulation and, you know, the current generations inherited. It is what it is we have. You're laying out essentially the current situation. John Markoff wrote a great book, What the door Mail said, talking about how the sixties counterculture influence the computer industry from breaking in for getting computer time for time sharing, too hippy revolution question I have for you put you on the spot. Is Is there a counterculture in your mind? Coming a digital hippie quotes is because I feel it. I feel that that let the air out of the balloon before it pops. Something has to happen and I think has to be a counterculture. I yet yet can't put my finger on it. Maybe it's a digital kind of a revolution, something compelling that says Whoa time out. >> All right? I think we need a couple of counter culture's in that in layers of it, because, um, I think there is going to be or is starting to be a counterculture amongst technologist and the technology industry and entrepreneurs who are some it's still small who are saying, You know what? This chasing unicorns and fastest growth and scale, you know, move faxed and break things. But, um, we want to move fast, but we want to think about whether we're breaking what we're breaking is really dangerous, you know, move fast and break things is fine, but if it's oops, we broke democracy. That isn't something that, uh that is I'm sorry you have to think about and adapt more quickly. So I think there is Are people who are talking about let's talk openly about the harm. Let's not just be tech optimists. Let's understand that it's small, but it's beginning and you're seeing it in a I for instance, the people who are saying Look, were technologists, we want to be responsible. This is a powerful weapon or tool. And let's make sure we think about how we use it. Let me just say one thing, which is, I think we needed another kind of counterculture, which I'm hoping is happing in a number of areas, which is societally saying, You know, we have a slow food movement. Maybe we just need a slow down, a little bit movement. So if you look at mindfulness, if you look at kids who are starting to say, You know what? I want to talk to someone in person, I don't. So we we need some of that counter movement where I'm hoping the pedestal starts to come back. In terms of people looking for real connectivity and not just numbers of connections, >> it's interesting, You know, everything has a symmetrical, responsible thing about it. For every fake news payload and network effect is potentially an opposite reaction of quality network effect. It's interesting, and I don't know where it is, but I think that's got it could be filled, certainly on the economic side, by new entrepreneurial thinking, like one observation I'm making is you know this. Remember, they'll bad boys of tech and he's smiling. Now It's bad gals, too, which is growing still lower numbers. So I think there's gonna be a shift to the good, the good folks right moment. But she's a she's a good entrepreneur. She's not just out there to make a quick buck or hey, mission driven za signal we're seeing. So you start to see a little bit more of a swing to Whoa, hey, let's recognize that it's not about, you know, could Buck or >> so, yes, but between you and I, it's teeny compared to the other forces. So that's what those of us who believe that needs to happen need to continue to >> one of those forces money making. >> I think it's a combination of, Ah, money and how much money, Dr. Celebrity culture, um, the forces, the power that's in place is so strong that it's hard to break through, um, short term thinking, not even being trained. So like so many things in our culture, where you have entrenched power and then you see uprising and you get hope and that's where you need the hope. But, um, we've seen it so often in so many movements, from race to gender, where you think, Oh, that's solved, it's not solved and then you come back in and come back at it. So I just I would argue that there is little bits of it, but it needs fuel. It needs continuity. It it. And the reason I think we need some government regulation is it needs help because it's not gonna >> happen. You should question, you know, some successes that I point out Amazon Web services, Google even having a long game kind of narrative they're always kind of were misunderstood at first. Remember, Google was loud by search is not doing too well. Then the rest is history. Amazon was laughed. Amazon Web services was laughed at. So people who have the long game seemed to be winning in these transitions. And that's kind of what you're getting at. You think long term, the long game. If you think in terms of the long term vision, you then going look at consequences differently. How many people do you run in? The valleys actually think like that. Okay, >> so we're talking about two different things. One is long term thinking, and I do think that apple, Google, Amazon have taken long term thinking's. So there are a good example. But if you look at them, if we look at the big companies in terms of the way they approached the market and competition and their potential negative impacts on overall society, they're part of the power. They're not doing anything to change the systems, to not >> have good and continue to benefit. The rich get richer. >> So there this This is why it's complicated. There are not good guys and bad guys there are. These people are doing this and that. So do I think overall dough? I see more long term thinking. Um, not really. I think that the incentives in the investment community, the incentives in the stock market. The incentives culturally are still very much around shorter term thinking. Not that there aren't any, but >> yeah, I would agree. I mean, it tends to be, you know, Hey, we're crushing it. We're winning, you know? Look at us. Growth hack. I mean, just the languages. Semantics. You look at that. I think it's changed. I think Facebook is, I think, the poster child of short term thinking growth hacks move fast, break stuff and look where they are, you know, they can't actually sustaining and brand outside of Facebook, they have to buy Instagram and these other companies to actually get the kind of growth. But certainly Facebook is dominate on the financial performance, but they're kind of sitting in their situation. I think you know the bro Grammer movement, I think is kind of moving through the white common ear culture of Okay, let's get some entrepreneurship going. Great. Rod. I think that's stabilising. I think we're seeing with cloud really science and thinking for good. That's a positive sign. >> Well, I'm I'm glad to hear that from you, you know, and all >> you're probably going with. >> No, no, no, I'll take that and take that into feeding my hope because I hope, >> well, the movement is classic. Look, we're not gonna tolerate this anymore. I think transparency in my final question to you before you get to some of the more entrepreneur Question says, If you look at the role of community on data, science and connectedness, one of the things about being connected is you got potential potential for collective intelligence. So if you look at data, as I said, networks, what if there was a way to kind of hone that network to get to the truth fast? Esther, something we've been working on here, and I think that's something that, you know changes media. It changes the game. But collective intelligent, the role of the community now becomes a stakeholder and potentially laying out. So his problems and you're part of the Mayfield community was co created this video with roll community, super important people. The rule of the of the person your thoughts on >> so I community is a word that is has takes on a lot of meetings, and the problem is when you mean it one way and use it the other way, the same as data driven. So I think there's at one level which is community and conductivity that has to do with collecting input from lots of sources. And when you talk about investigative journalism or they're in environmental situations or all sorts of areas where the ability to collect information from lots of sources that air interested and analyze that information that is one level of community and connectivity and networking because of people you know which is great, there's another type. When people talk about community, they mean a sense of community in terms of what humans need and what that connectivity is. And most online networks don't give you that level. The online needs to be augmented by, Ah, inter personal understanding. And one of the problems. I think with today's technology is we're fitting humans into bits that technology Khun Support, as opposed to recognizing what are our human needs that we want to hold on to and saying There are some things that are not going to fit into somebody's data set. So in that first type of community than absolutely, I think there's lots of benefits of the cloud and wisdom of the crowd. But if you're talking about humans connecting in people. You don't have the same type of, uh, that that really community online tools can help. But we should never confuse what happens in our online world >> with your final question for, you know, we got We're pushing the time here. Thank you for spending time. First of all, it's great conversation. You've seen the movie with venture capital from the beginning. You know, all the original players seeing what is now just where's that come from? Where are we? What's the state of VC? Then? He hope to the future, they all adding value. How do you see that evolving and where are we with? >> You know, I would. I think venture capital has gone through a lot of different phases. And like so many things, especially those of us who want computers, we liketo lump them all together. They're not altogether. There are some small, Yes, like they field. And the I do think, though, that something shifted in the lead up to the dot com. Ah, and later the burst. And what shifted is venture capitalists. Before that time were company builders. They were the financiers, but they saw themselves with the entrepreneur building companies because of the expansion leading up to two thousand, and the funds grew and the people coming into the field were, they became more bankers and they took more financial supposed to balancing financing and entrepreneurship. It felt like it moved. Maurin toe. This is a private equity play, Um, and I think the dynamic with entrepreneurs and the methodology overall shifted, and I don't know that that's changed Now again, not across the board. I think there are some, uh, those firms that have identified our partners within firms who still very much want Teo filled companies and partner with entrepreneurs. But I think the dynamic shifted, and if you view them as that's what they are, is private equity investors. And don't expect something else. If people need money, that's a good pick. Ones that are the best partner >> is your partner. If you want a banker, go here. If you want Builder, go their key distinction. Judy. Thanks for sharing that insight. We're Judy Estrin. Sea of Jail as author of Closing Innovation. Gabbas Wellman's well known entrepreneur advisor board member formally CTO of Cisco. And again, Great gas. Thanks for coming on I'm John for Herewith. Cube conversation. Part ofmy Mayfield. People first with the Cube. Thanks for watching.

[Announcer]: Live from Orlando, Florida, It's the Cube. Covering ServiceNow Knowledge17. Brought to you by ServiceNow. (electronic music) >> Hi Everybody, we're back in Orlando, Florida. This is The Cube, the leader in live-tech coverage and we are covering ServiceNow Knowledge17, three days of wall-to-wall coverage. My name is Dave Vellante and my co-host, Jeff Fricke. Jeff, our fifth year doing Knowledge. >> Amazing. >> We've talked over the years about ServiceNow extending its platform into the line of business, and one of those areas is HR. We've had a number of guests on the HR and we're pleased to invite Deepak Bharadwaj, who is the general manager of the HR business unit. Great to see you Deepak, thanks for coming on again. >> Thanks Dave, pleasure. >> So off from the keynote this morning, I had tweeted out it was the best IT demo I'd ever seen. No technology, just people with footballs, soccer balls, taking us through an HR example. But, so before we get there, the keynote today. A huge audience, a lot of interest in HR and bringing ServiceNow to HR. >> Yeah, absolutely. I think what we recognized is HR is where a lot of these processes related life events start and then that has implications to many other departments. So, you think about onboarding, off boarding, transfers, relocations, external leave of absence. Almost all of these processes cut across all departments. And the department that gets the biggest workload often times is IT. So, one of the reasons we see all that interest from IT in HR type use cases is because they are at the receiving end of all of that action, if you will, and if we can solve it for IT, we solve it for HR, we are ultimately solving it for the employee and that's what we're all about. So, it's truly exciting to see the interest both in my HR topic keynote yesterday, as well as today. There are slightly different audiences. My topic keynote was more geared towards the HR audience and we actually have a lot of them at the show, which is always encouraging. And today's keynote was more geared towards what we call our IT champions who want to integrate HR to impress the platform and that's absolutely work we like to see as well. >> Yeah, so the momentum in the business is quite good. I know you guys don't break out the numbers specifically for your business unit but you talk about a lot of Pioneer Lightspeed HR customers. You gave some examples. One of the examples you gave was your recent, your personal experience. Everybody can relate to HR, but your recent name change. >> Yup. >> So give us an update, sort of on the business and talk a little bit more about why HR is so critical to ServiceNow. >> I think the opportunity to transform the enterprise is huge with HR, and just looking at the traction that we're seeing from the market place, it's almost the next adjacency after IT where there's just a lot of inefficiency. If you think about our work and lightspeed model, we're really going after unstructured work patterns and guess where the most unstructured work happens today. It's in HR. It's a nice adjacency for us. Plays well with our platform, the core of what we do with service management. And it's a market that's been underserved for years. Customers have told us, "This is what we would like you "to do." And that's how the HR business unit itself was formed, that's why I came here, that's how I got this job. And since then, we've just seen just dramatic traction, especially as the emphasis moves more and more towards making that experience truly consumerized, the service experience for the employee consumerized across all of the departments within the enterprise. So how do you treat your employees just like you would your customers? That's kind of a theme that you see cut across the entire costumer base, and they're really wanting to get on that bandwagon. And ServiceNow is an excellent platform to be accomplishing that. >> It's just so interesting how we see these great successes built in companies recently, just attacking unidentified inefficiency. The Cloud identified just a ridiculously low utilization rate at corporate data centers, and unlocked the value of that efficiency. Uber unlocked the inefficiency of all these cars sitting around not being used. And as you guys have identified, there's so much inefficiency in these unstructured processes that go cross multiple channels. Phone, text, email, Slack, Gerub, pick your favorite thing, they're all over the place. So, it's really this huge value opportunity to grab because it is just grossly inefficient, and almost so inefficient we don't even recognize that there's a much, much better way, until you actually do it in a much, much better way. >> Yeah, no, Jeff, that's absolutely right. So, like you mentioned, there's a technology aspect to this, so, there's just multiple systems, and that leads to inefficiency. And then, when you don't get what you want from the technology, what do you do? You resort to people. And so, for years, HR has dealt with this problem by just throwing more people at it. And the way I like to think about it is we've gone from this era of trying to, essentially, create reincarnations of things that were already automated. So, I come from the HCM space, if you will. Talent management, recruiting, and so, we've taken a recruiting system, and then tried to make that better and better and better. Put it in the cloud, and so on and so forth. And if you look Code HR and some of these other technologies that's what they do, and they do a great job at that. But what we've recognized is, yes, that is obviously important and necessary, but really, like I said earlier, when you have a life event, you are looking for just information, so you can make the choices that you want to be making during that life event. You want step-by-step guidance. You want access to some person, a real person, that can help answer those questions. And when you don't get those types of things, now you're back to unstructured emails and sending text messages to somebody in HR, and that's not their job. Their job is to be helping you with providing strategic support. And so, how can we unlock the utilization, if you will, of those HR professionals, the people, as an asset, within HR, and make them more productive. That's what we're all about. >> And then jump on the latest, greatest trend, which is Cloud, obviously you guys have Cloud application, a little bit of software automation, a little bit data support into that automation, and then, ta-da. Hopefully, it's a whole lot smoother process. >> Yeah, yeah. >> What has to happen for a customer to take advantage of HR within ServiceNow? We had one guest on yesterday that they actually started at HR, but generally, that's not the case, right? Normally, it's an extension of ITSM. So, what's the typical case and what are the prerequisites for customers? >> I think in mind, a couple of things have to happen. One is HR has to be brought in. So, we got a lot of IT champions, which is great, but I encouraged them to go out and to give these HR people a hug, literally. Because they need to understand what the platform can do for HR and how it can unlock that productivity that he just spoke about, Jeff. And HR has to be brought in, they need to be educated on the problem that they have. A lot of times, they don't even recognize that there's a problem, because they've just gotten used to doing things a certain way, and now, there is this revolutionary platform that can help them, so getting them on board, getting that buy in is important. I think the other thing that has to happen is these organizations need to identify very specific set of problems that they want to go after because if you look at the problem set that we can address it's everything from just simple case management all the way to automating business processes like on boarding. You can start wherever you want in that spectrum, but you need to figure out what your priorities are and start there, and if it's case management, that's fine. You figure that out. Now, you can actually measure progress and move from there. If you want to start with on boarding and automating a business process, that's fine, as well. But very often, I find that our customers need some help in trying to identify the priority projects that they can tackle. And that's a blessing and a curse of having such a powerful platform. It can do everything, and often times, it's just getting to the right set of priorities that you want to tackle. >> The flexibility of the platform, like you say, it's a two-sided coin. But I want to ask you a question. You're a software executive, you've been in the business a while. You know one of the complaints of software, historically, is if I have a process that's fossilized, a lot of times when I bring in new software, I have to change that process to adapt to the way in which the software handles it, and that's been a headwind for a lot of adoption. If I have a process that's baked can I just sort of use that within ServiceNow, and apply the existing processes? And is that typically how it happens? Or do customers sit back and say, hey, there's a better way to do this? >> Yeah, I would say, there's probably a mix of the two. There is the where do I start? I have a process, can't I just take that and put it into ServiceNow? And absolutely. That's been happening since ServiceNow has been in its existence. That's the core of what we do, being able to structure work, being able to automate it through workflows, things like that. But oftentimes, what'll happen is then they get the analytics, using performance analytics or reporting solutions, you can now start to look at what's working, what's not, and then make some adjustments. So, for example, with HR, you might start off with, hey, everything is a general inquiry. And so, now you're getting a number of things that are tagged as general inquiries, but then you look at analytics data, and it says, well 30% of those are actually going to the payroll department. So guess what? Now we need to restructure our processes so that we've got some special handling for payroll, because that tends to be a friction point for employees. And that's how our platform can provide that visibility, so you can evolve as your needs evolve and you mature. >> I was going to say, and I'm sure people are wondering, there's other big HCM applications out there. You've worked with some of them. How does the ServiceNow offering suite fix into their existing HR application infrastructure. >> Great question. So, this is probably the number one question that our customers ask us. They're trying to figure out where does ServiceNow start and where do these other applications begin. And I think the answer is it depends. And we want to provide customers with choices. What we are trying to optimize for is that employee service experience. What does that look like, and how do we make it as consumerized as possible? So, there's maybe three broad use cases where these solutions fit in. So, one might be I am within one of these systems. So, let's say I'm doing a performance review within a work day or success factors, and now, I have a question, I'm stuck here. Now, you're in ServiceNow, and you're submitting a case, asking a question, searching a knowledge article, as an example. That's one use case. The second use case is something happened in my life. I'm going to have a baby, or somebody in my family is sick and I need to tend to them. Or I need to relocate an employee from a different country. Where do I even begin? So you start with ServiceNow, potentially. You figure out what you want to do, and then you submit the request, and eventually, you might end up completing a transaction in one of the systems. But what we do is help guide that employee to where they need to be going. And the third one really is the use case we explored this morning, which is around on boarding, off boarding, transfers, how do we take what's happening within those systems, and extend that to all the other department? So, there may be aspects of on boarding, as an example, that's happening in a recruiting system. How do we take that and then extend it into IT and finance and facilities, and so on and so forth. >> Jeff: Great. That's a good question. >> Deepak, can you share with us some early customer experiences, some maybe metrics, proof points? >> Sure, yeah. I actually had a couple of those on the screen this morning so I'll use Sally Beauty as an example. Beauty supply retailer. And they started with the employee relations function, and trying to optimize that. And the challenge they were having is all of the employee relations questions from the field, and they got a number of stores, and all of these associates where sending in these questions and inquiries and complaints, in some cases, to the HR business partner. So, there were regional business partners in each of the regions, and they were getting all of these questions. So, as a result, that HR business partner, who is supposed to be thinking about how to help staff new stores, and just provide more strategic support to the managers, district managers, they are fielding first level questions about employee relations. And so, what they did was they centralized that function, the HR service delivering function, so that there is all these calls go to a central location, and they just had two people, now, manning it, and we did some value calculation with them, and what we recognized is they had saved the equivalent of seven people's worth of time, that could then be repurposed back into something else. So, the centralized the function, the moved work from high cost business partners to lower cost HR support personnel, and each person that you can free up is at least $100,000 a year, fully loaded. And so that math starts to add up pretty fast and pretty quickly. This is just employee relations. You extend that to benefits and payroll, and so on and so forth. You in millions of dollars a year. >> That's a pretty powerful example, and even though they're not getting rid of people, but they're avoiding potentially new hires, and as you say, they're driving new value. Every company we talk to is trying to do some kind of digital transformation. What they don't want to do is route paper. So, is that what you're seeing? Where are they putting the resources that they're saving. What are seeing? Some examples of what customers are doing. >> It's all sorts of things. I think analyzing the data is a big area. Just the data science piece of it. So, if you look at a service center, would you rather be looking at how to reorganize your resources, or would you rather respond via email to all these unstructured queries? Clearly, the former is a much more higher value added work. So that's one area that you see a lot of repurposing. The other that I talk about is how can you improve the quality of service itself. So, instead of you answering questions about my benefits plan, go find me a better benefits plan. Do some research and look at what else it out there. That's where you should be spending time. And the classic one is really around talent. There's just a lot of talent management type activities that need to take place from sourcing, recruiting, managing succession planning processes and thing like that. Again, you should not be telling me how to put a job requisition online, and what pay grade to select and what area to post this in. All of that should be available as some sort of a knowledge-based item. You should be actually going out there and doing your job of sourcing high-quality candidates. So, that's how these things really compliment each other and unlock the potential of the HR team. >> Yeah, spend your time sharpening the sod, not whackin' at the tree, right? >> Exactly. >> I got an automated tree whacker. I can actually focus on where I want to go next. >> All right, real quick, we have limited time here, but the announcements that you're makin' today, we haven't touched on that yet. So, give us the run down. >> What we've done, essentially, is looked at processes that require, and the way we categorize it is these are processes that are usually long running, processes that require action across multiple parties, multiple departments, and they have a specific sequence. So, we looked at that as the baseline, and we said, hey, what fits into this? Because if we could create a structure that models this out in a very easy to configure manner, than what problems could we solve. Obviously we used onboarding as the example of where we wanted to go, but we found out that that model is easily applicable for transfers or off boarding, things like that. And so, what we've done is taken the underlying workflow capabilities off the platforms. Underneath the covers, it's still a workflow that is running but we essentially created a very clean data model on top. The imagery that I use is when you go into these HR, visit any HR customer, if they are going through an exercise of revamping, let's say, their onboarding process, then you'll see a wall with sticky notes, Post-It sticky notes, different colors. And we took that and we said how can we get that into the software, where you'll see phases. There is day, offer stage, pre boarding, week one, month one, and so on and so forth, and each of those stickies, they actually represent activities within the application. So, we've created a model that lets you take that visual imagery and put it in the product, so it's just easy for them, easy for HR to be able to configure this without needing any technical expertise and that's where I think there's a lot of IP. It helps them with change management. It'll help with adoption. And hopefully, it'll bring a true transformation, not just to HR, but across the enterprise. >> Excellent, well, Deepak, thanks very much for coming back in The Cube. It's good to see you again. >> My pleasure, Dave, Jeff. Thank you so much. >> All right, keep it right there, everybody. We'll be back with our next guest. This is The Cube, we're live from Knowledge17, and we'll be right back. (electronic music)

Las Vegas expensing the signal from the noise it's the kue covering you interconnect 2016 brought to you by IBM now your host John hurry and Dave vellante okay welcome back everyone we are live here in Las Vegas this is silicon angles the cube our flagship program when we go out to the events and extract the signal annoys we are at IBM interconnect 2016 it's our fifth year now doing all the IV meds now interconnecting out the cloud show I'm John furrier with my coach Dave vellante our next guest is Eric Herzog vice president of storage and software-defined at IBM welcome back you belong great to see you great thank you very much always loved helping guys out of the cube thank you very much for including us pleasure we are very cognitive today we get cognition going on the cube we have all kinds of real-time we've got api's and notifications or and we're going to stract some insight and predictive and prescriptive analytics from you right first what's going on with storage and software obviously storage right now you're seeing huge change Dell buying EMC which you know a lot about emc IBM buys the weather company two contrasting strategies but Stewart still it's the center of the value proposition we also heard Robert de Blanc say on stage today cheap compute he didn't say cheap storage storage visited it did he didn't say so long about cheap storage okay I stand corrected but you talk about a commoditization of resource still valuable I always said what's wrong with cheap compute want more of it I want more and more compute so storage does he changing the software values their last time we spoke about that what's the update in context to cloud what's the storage equation was a storage angle well for us there's a huge value proposition when both the cognitive side and in the cloud infrastructure side obviously with the tumultuous change in storage both from just where the world is going we believe that you ride the wave a flash and software-defined and that is our mantra as you know one of the industry analyst firms who tracks the numbers we were number one in flash capacity shift and number one in flash units last year are all flash and we've been number one several years in row and software-defined storage so while the storage envelope is changing if you open up that envelope we're writing the change inside that omelet which is flash software to find converged infrastructure with our pure power product and also with our partnership with Cisco on the verses stack that's two years in a row for flash leadership right yes charge same thing with software to bunt well the good thing is well the other guy leads in revenue we believe in a fair price for an outstanding award-winning product line on the software value now the cell where that fits in we had multiple guests on today we had you know Jamie Thomas former GM and storage now thinking a more systems view its horizontally composable infrastructure now our dead loss infrastructure as code how does that change the equation certainly we want storage but now you've got software driving the change where's the wisdom value points there well when you look at the software-defined infrastructure the magic fairy dust is in the software so we can work with our own hardware we can work with our competitors hardware over 300 different raise from our competitors are completely compatible with our software to find solutions for storage and we can use with white box if one of our channel partners our end users would rather have a white box storage bear hard drives from seagate OWD and some some flash and just a wrapper of metal we are software provides the value add for integration into hybrid cloud configurations in the cognitive configurations into the oceans of data and big data and into analytic environments all powered by software-defined storage ok so you've been on less than a year now all right you came on last summer right yes mid year so what nine months roughly yes inland what are the big learnings that you've encountered and then we'll start from there and then we're going to get into result are you going to transfer yeah I think the big learning is the world is evolving and a lot of the customer base hasn't gotten there yet so we're going to take them on that journey with flash software-defined converged infrastructure so we're going to lead that charge we're going to ride the wave not fight the wave sometimes iBM has fought the wave we've changed that in the storage world so we're going to be a leader we're are a leader in flash we're leader and software-defined are converged infrastructure particularly with Cisco had an incredible year last year you know for our first year we had over 250 customers over 400 units sold and while there are others who are bigger in our first year that was one of the best first years in the converging instructor of any vendor and that's the power of our software to find portfolio our flash portfolio and the things we deliver from a storage perspective that helps customers they convert either the software-defined infrastructure or converged infrastructure so that case so that sort of answers the question as to how you're going to deal with immediate it's not unique you got old stuff that's declining you got new stuff that's growing like crazy but still not big enough to offset the decline of the old stuff you got currency headwinds but the there's light at the end of the tunnel in terms of that transformation to those newer architectures is that fair yes absolutely last year if you look whether it was in the channel with our award from computer reseller news as the best enterprise storage provider in the world and that was in the fall of 2015 so when you look at the channel and what they're looking for from their provider unlike the guys in hopkinton in Austin who are merging they didn't win that IBM one that so great solution for our Channel Partner base we've won awards for software-defined for all flash we did very well in the hybrid or a category last year with several product of the Year awards so again yes we have an older installed base one of our big goals this year is to refresh that installed base with software-defined with all flash with a comprehensive family of hybrid raise to make sure that people understand this is where the market is going this is where you need to go to drive cognitive value hybrid cloud value quite honestly it's all about applications workloads and use cases and even though I've done storage for 31 years let's face it most CEOs can't stand storage have to put it in the language that they understand which is software value-add and how it can enhance their ability to meet the business SLA s that the CIO is under pressure from the VP of Operations the VP of Marketing the finance side and of course ultimately the CEO so in this business I've been in the business maybe not 31 years but maybe 35 okay so the product portfolio is very very important one of the criticisms I've had of IBM over the years has been just not enough product innovation coming out great R&D but doesn't hit the pipeline so when you came to see us in Boston you showed us a little you know glimpse of the roadmap and it's very clear that's accelerating I wonder if you could talk about that what can you share with our audience sure we've done it we've done a couple things first of all we have the flash religion we acquired a flash company get started but so did several of our competitors in addition to spending money on that acquisition we've invested over a billion dollars in engineering resources on the flash site software-defined we're spending a billion dollars in that as you know we recently bought the award-winning and market-leading object storage technology with clever safe and we spent money on that so IBM is putting its money where its mouth is its focus is on storage and how storage enhances hybrid clouds cognitive big data analytics and you know deals with these oceans of data that our customers are facing and how do you manage that and how do you make the data more valuable and more productive to the business because that's what about it's not about storage it's about the management that data to optimize our customers business and how we can deliver that with effective cost so clever save was mentioned in the keynote in context to LeBlanc's reference to the digital transport transit of you know new stream the video stuff interesting how he plugged in clever see how it is that relate I mean honestly I know it's a recent acquisition is it's just the objects towards an unstructured data why is clever stay plugged into that kind of portfolio of those four companies you mentioned around you know is when you develop that type of technology you end up with incredible amounts of data and an object store is designed to handle exabytes of capacity and exabytes of information it doesn't necessarily have to be fast for example video surveillance data and all kinds of other data may be hot for a while and one of the values of clever say for example is on our spectrum scale product which is our scale out network attached storage actually will automatically cheer too clever safe we're in a public beta right now our spectrum protect product we've also talked about is going to support clever safe either as an source so you could back it up but more importantly as a target so you could take gobs of data and back it up into a clever safe repository when you've got oceans of data and people are generating exabytes and exabytes of data what you can get with clever safe on premises or in a cloud configuration allows you to handle this extensive data growth cost-effectively and in an easy to manage and configure way about the end where relationship with storage obviously there in an announcement today with IBM EMC recently had an announcement with VMware and VX rail rom and the big debate was I see his hybrid cloud was deposition using their software stack to be a glue and into the hybrid cloud journey but one of the comments that we made note of that we captured on the prowl chat was from Keith Townsend one of our members of our community he wrote it took Netflix seven years to move to the public cloud meaning everything all flash they had one of the first all flesh implementations that Amazon ever rolled out what does that mean for the average VMware customer in this case IBM customer from a product perspective so you got you know your relationship VMware you have this notion of hybrid cloud right it took Netflix seven years there in the cutting edge what does that mean for the average customer this whole notion of using software in storage plugging the hybrid cloud it took them seven years was it 70 years for an average company well you've got to remember that that started a while ago and the move to the hybrid cloud is just accelerated dramatically so our spectrum scale product our spectrum accelerate product our spectrum protect product all are designed for hybrid cloud configurations right this minute they're easy to employ they're easy to use they're all available in softlayer they're also filled with other cloud providers spectrum protect as close to a hundred different msps and csps who provide backup and archive services with award-winning spectrum protect so our specialist families and I've different than it was seven years ago today actually its accelerated easy-to-deploy it's easy to use you have a wide choice of msps and csps to use whether it's soft layer or other providers in the industry and our software-defined storage supports all of that vendor base regardless of whether it's IBM SoftLayer or other cloud providers as well well you could argue to Netflix did it at a time when it was early days right it was near the Pioneer they were they were final trees hack and you know right they're the ones with the arrows in motion tracking chaos monkeys everywhere so so Tommy you guys okay all right sorry John I want to talk about the state of the industry it's a lot of interesting stuff going on even in the business for four decades you understand some of the trends you've seen a lot of the ebb and the flow how would you describe where we're at right now seems like an uncertain time so storage is incredibly tumultuous right now one of the good things about storage it's constantly filled with innovation as you know from my past I've done seven startups thank God five have been acquired so I can wear a Hawaiian shirt they're expensive these days ISA why insurance so every five six years you have a wave of startups of the storage business that's not common in most other segments of the IT market space but in storage it is so you have a constant wave of startups that happens on a normal basis and we're in one of those phases right now at the same time you have massive change in the Tier one vendor base EMC and Dell emerging HP splits into two network appliance which had been an incredibly great company it's fast has now missed their numbers almost eight quarters in Rowan just last week announced they're laying off 1500 people so the world is changing dramatically also the applications workloads and use cases are changing dramatically so you've gone to a cognitive ear you don't have cereal management of data you now have parallel management of data you don't want databases that react or let's say a data warehouse it takes 30 hours to run a report you want the report to run in one so if you will real-time cognitive data availability and ability to analyze that data and that is dramatically changing what startups are out how successful they'll be how the tier 1 vendors are reacting you know for example one of the great things about IBM is we are focused on flash which is the fastest grain storage systems market and software to find which was one of the fastest growing storage software markets and we're leaders in both market spaces so when you open up the envelope of what's inside storage it's a slow growth market three to four percent per year is all it's growing but certain segments are growing rapidly and IBM focuses on those rapid growth segments now but the cloud piece right so you make you guys are talking about clever safe before I was thought that was a cloud acquisition which it was in part right but it's also something that falls into the storage portfolio right and that's because clever safe can be configured in a number of different ways on-premises only cloud only or hybrid configuration we can have an on-premises clever safe configuration talking to a cloud-based configuration so again part of IBM strategy to make sure that from a storage perspective all of our software to find infrastructure and what we acquired with clever safe are designed for hybrid cloud configurations or private cloud configurations or public again our spectrum family is used by hundreds of public cloud service writers to deliver a backup service for example a spectrum protect so the reason my question was this very clearly in effect on that you talked about three percent or whatever you know the the latest numbers are it's flat Marcus gases and flat is flat but the cloud market of course is growing like that from a smaller base but it's clearly having an impact on demand is that a fair statement yeah I think what's happening when you look at it from a storage perspective where you're really having the biggest impact on cloud is in the lower end in the entry space yes the capacity is growing exponentially but whether it's the department level of a giant at global fortune 500 whether it's Herzog's bar and grill or a midsize company when they need a small array a lot of times are going to a public cloud configuration so that low end of the market is shrinking at the same time when you do software-defined if you're one of the tier 1 vendors the storage could come from off-the-shelf hard drives so the values in the software but that also delivers a revenue hit to the vendor base and Ashley when you think about how would you get incredible performance five or six years ago you would have bought an array that was five to eight million dollars best case if not closer to 10 you'd be lucky if you could get 200,000 I ops maybe you could get five milliseconds latency today at an average sale place of 300,000 dollars we can deliver over a million I ops and sub hundred micro center and latency so you don't need to buy your big iron at five eight 10 million you can do it with something for three hundred thousand dollars huge the bottleneck John okay I mean this is back to our kena brian.krall from Apple was on stage another great company leaders in the delivering great value but he made a comment I want to get your reaction to because I know it's a phone analogy but I want to bring into storage if the values and the software and all flash is the bet you guys are making the numbers are impressive in terms of performance in terms of I ops throughput and and cost per puss per megabyte he said you got to get closer to the hardware to write your native apps and he's referring to the iphone software app using Swift and xcode to the hardware so in storage look different how does the software piece take advantage of the hardware and is that built-in is an obstacle the customer because we're seeing this notion of okay take care of it take advantage of the hardware so what was how do you reconcile the we've done some very strong things there so let's take for example our spectrum virtualized software spectrum virtualize allows enterprise class data services across heterogeneous storage environments hours our competitors and anything that's white box over 300 arrays we have taken the spectrum virtualized platform and integrate it into our v nine thousand flash systems all-flash array into our mid tier storwize v7000 and our mid tier storwize v5000 which we just launched last week three new configurations we also have the sand volume controller but what we've done is integrate that spectrum virtualized software which rides a virtual back end of all storage not just our own provides a single way to replicate a single way to snapshot transparent block migration on the fly and integrate that right into flash systems and storwize as a software comes as a hard annick Stauffer comes with it exactly it's built into the size of Jeff managed as a code or estructuras code like an apple programa billion native app to the iphone what does that develop or doing with you guys is it through that software layer or how they could be right i mean the key thing when you look from a DevOps perspective they want to quickly be able to provision storage okay and with things like all the spectrum family and with the gooeys we've implemented into our store wise our XIV and all of our storage products it's very easy to deploy storage you can do it in minutes so whether the DevOps guy does or where the deadlock flight calls the storage guy the bottom line is they can get the storage up and running in a virtual environment a containerized environment in a matter of minutes and from a DevOps perspective that's what they want so we're able to meet the needs of the DevOps guy but also the traditional storage vendor as well don't get one last question for me for the henna we've run out of time they might have one more but I want to get your take on this because it's really been an interesting industry chess game with VCE and VMware and EMC doing the hyper converged x4 star calling it this hyper conversion without Cisco right this is because no longer you mentioned you in partnership with Cisco so VCC and bx rails was talked about last week what's going on with VCE is it still going to be around you see you're taking multiple forms is the increased breadth of solution is going to be multi-vendor what's your in it what you're taking on so you were at IBM cell you have relationship with cisco has that how does that what a customer's deal and what does the customer do because they're like okay who do I so I think there's a couple things that customers to look at first of all there's going to be a transformation VCE as it was originally constructed a partnership with cisco EMC and VMware will not exist after the acquisition this is my theory what will happen this distinctive sorry Cisco is go in there's no luck involved so all happen is those Cisco servers will be transitioned now and dell servers will be tradition did it's exactly what's going to happen so cisco is aware of this and cisco has been engaging with other partners like i mentioned the vs. tak had the best first year of any converged infrastructure in the history within its first year why well in the middle of last year what happened Dell an EMC an announced a merger so a lot of the business partners a lot of the end users there's cause for concern and EMC is already taken Cisco out of a number of configurations and there's a number of things for an end-user to think about one look at the development budgets what was the EMC development budget what's the dell development budget and substantially lower EMC did an outstanding job of acquiring startups with the debt load that's been written about publicly not just in the storage fresh but really in the financial press will be able to afford to buy a bunch of cool startups like EMC used to do the old days hard to say an EMC well I thought of stata domain was a great acquisition for uniting isilon same thing will they be able to continue to do that and like IBM EMC has a pretty good reputation for support and service that's not really reputation of the guys in Austin their reputation is cost-effective rapid delivery not necessarily the best important service the enterprise side people looking for that enterprise-class important service so those the questions that a customer needs to ask at the end user level where a channel partner use a civ as this merger goes for how's it going to impact the roadmap for the future the development expense my support capability those are things that have different models in those two companies so being should see how it pans out unfortunately we're out of time because we could do a whole cube second just on that area thanks for coming by give you the last word what does the digital transformation for the customer of IBM the buyer when they talked to you in the elevator and they say hey what's the storage angle on this digital treasure where the stores fit into my digital transformation what's the what's the bumper sticker what's the value proposition well the key thing digital transformation is a different sort of data it's been data for years and years and years data has to sit on storage the better the storage is your better the digital environment is the faster it is things like flash systems or our spectrum scale for cognitive the better that date is going to be so the digital era is powered by storage underneath it's like the foundation of a home good foundation great home good foundation great digital data great foundation the cube day one here more foundational coverage tomorrow the cube conversation will continue tomorrow day two we had more interviews today but tomorrow a lot of big names the biggest names in tech most powerful people here IBM interconnect is the cube we right back with more coverage here on day ones wrap up after the short break