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Chris Grusz & Matthew Polly | AWS re:Invent 2020


 

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020. Special coverage sponsored by AWS Global Partner Network Welcome to the Cubes. Live coverage of AWS reinvent 2020. I'm Lisa Martin. I've got two guests joining me. Next. Chris Gru's director of Business development, AWS Marketplace Service catalog and Control Tower at AWS. Chris, welcome. >>Thank you. Welcome. Good to see you. >>Likewise. And Matthew Polly is an alumni of the Cube. He is back VP of worldwide business development alliances and channels at Crowdstrike Matthew, Welcome toe. Welcome back. >>Great to be here. Lisa, Thanks for having me. >>And I see you're in your garage, your f one car in the background. Very jealous. So we're gonna be talking a little bit about not f one today, but about what's going on. Some of the the news that's coming from the partner Keynote. So, Chris, let's start with you. What's going on? The AWS marketplace news and also give our audience a real good understanding of what the marketplace is. >>Yeah, sure. So So AWS marketplace is actually an eight year old service within the AWS family, and and our charter is really providing a fine by deploy and manage experience for third party software. And so what our organization does. We work with my issues like Crowdstrike, and we really try to get them to package up their software in that same consumption format that other customers are buying AWS services. It's already the best service already. Those customers are used to buying services like Red Shift, and that's three and a consumption format, and they want to be able to buy third party software in that same manner. And so that's really been our charter since we were launched eight years ago. We've had a lot of great mo mentum since our launch. We now have over 8000 listings available in the catalog, and we have over 1.5 million subscriptions going through the catalog. One of things that we announced earlier today is that we are up to 300,000 active customers. That's actually up from 260,000, which is our previous numbers. So we continue to see really good momentum in terms of adoption, from both our eyes, community publishing listings and then from our customers that are actually buying out of the catalog. We work on all types of formats of software, so we provide machine images in an Amazon machine image format. But we also published and make available SAS products, container products and algorithms and models to run in things like our sage maker environment. And then, as of this morning in the Global Partner Summit, we announced the ability to sell professional services through eight of this marketplace as well. >>So lots of expansion, lots of growth. I'd love to get Chris your take on this expansion into offering professional services. What does that mean? And how have your 300,000 plus customers been influential in that? >>Yeah. And so what we've seen is marketplaces evolved is the transaction sizes have actually gone up dramatically. A couple years ago we launched a feature called Private Offers, which allows eyes views to do a negotiated subscription, submit that to an AWS customer and that they accept that goes right on their bill. We've seen very good adoption that we've got thousands of private offers now going through the system and what we found when the transaction sizes started to grow. Both our eyes V s that we're using the platform, as well as the consulting partners that are partners with US through Amazon Partner Network. They typically attached services to those transactions So pure and eyes V you might wanna package on something like an installation service training services. Or it could just be a bespoke statement of work that goes along with your technology and then on the consulting partner side. Resellers want to attach those same type of services to the software that they re sell, and up until this morning we weren't able to do that. And so it provided a lot of friction to our customers or buyers because what they had to do is they actually had to bottom line those transactions, or they had to do those transactions outside of marketplace. And And that wasn't a good experience for either RSV community or restore community or customers. So now, with this launch, we could actually allow customers to buy those services from those Eyes v partners and those resellers. By virtue of doing that to marketplace and basically how it works. It's similar to our private offer experience. They just submit a private offer to that customer. They could upload a statement of work. And if that customer accept, it goes directly on their AWS bill and they did. This marketplace takes care of all the collection, and the building that goes goes along with that transaction. And so we're really excited about this. We had over 100 launch partners that we're ready to go as of this morning, and we think this is gonna be a great feature, is gonna get a lot of adoption. Crowdstrike, which is a company that Matthews with is one of our launch partners for that feature. And so we just think this is gonna be a game changer for us on a number of levels. It's really gonna open up the type of transactions that we can now do to market place. >>Well, you mentioned Ah, good f word frictionless. That's something that every business really aims to do to make that experience just as seamless as possible. So Matthew talk to us about crowdstrike being part of its professional services, launched the opportunities that that opens up for the marketplace, customers and your customers? >>Sure. So just a quick background on crowdstrike were an endpoint protection cybersecurity company that has historically been protecting laptops desktops on premise, uh, devices from from breaches, basically identifying indications of attack or indications of compromise that that may surface on those end points. We do that by having agents run on those devices and point back to our massive body of data that runs in the cloud A W s. In fact, and so collecting tons and tons of data petabytes upon petabytes of data, literally trillions of events per week were able to easily identify and apply machine learning and artificial intelligence, Um, to that corpus of data to be able to identify when there is adversary activity on those devices. Now we've gone through a bit of a digital transformation ourselves, and we're looking at now. Not only, or we have launched products here recently, that not only protect those on premise devices like the desktops, laptops and on premise servers, but also protect workloads that are running in the cloud E C. Two instances, or RDS instances. What have you in in AWS? Or we've also launched what crowdstrike calls are Falcon Horizon product, which is a cloud security posture management product to be able to give people visibility into configurations that may create risk for their cloud environments. And we've been leveraging marketplace for about two years now. Um, it's been a fantastic opportunity for us to really leverage that frictionless sales motion that Chris talked about reducing sale cycles for us and for our channel partners. We have a number of our channel partners that leverage the CPP Oh capability within within the AWS marketplace toe actually transact business with their customers. It's been a It's been a fantastic, um you know, mechanism for for crowdstrike, for our partners and for our customers. Um, you know, we've been part of the enterprise contract scenarios where we don't have to go through that process of negotiating an end user license contract. We've signed up for the enterprise contract. Many of our customers have signed up for that enterprise contracts with reduces the legal iterations to get a transaction done. So that's been fantastic. And what we're doing now with the you know, the professional services offering is we're standing up a few of our professional services, Um, you know, offerings on the AWS marketplace so that our customers and our channel partners can actually transact business through the AWS marketplace toe, acquire those particular professional services offerings. And the one that I think is most interesting is a kind of cloud security assessment where our professional services team will go in and actually evaluate our their configurations. Are there unmanaged, um, you know, accounts running in AWS or what have you that could represent a security risk and make recommendations about how to improve the overall security posture of that cloud environment, leveraging something like crowd strikes Falcon Horizon, as I mentioned earlier, or our cloud workload protection offering. So it >>really >>is about streamlining the procurement, offering them. You know, the ability to thio, offering customers the ability to acquire through the AWS marketplace, whether that's the crowdstrike product or the Crowdstrike service offerings. >>So, Matthew, I imagine given this year that we're all not sitting together face to face in Las Vegas. The events of this year have also brought a lot of challenges from a security perspective. We've seen Ransomware going up dramatically, but also in this massive pitot to work working remotely. I can imagine your customers big opportunity for Crowdstrike to help them when endpoints just scattered. So in terms of that, as well as the impact with what you're doing with AWS marketplace seems like a great opportunity to provide your customers with faster access to ensuring that they can guarantee the security off their all of their data, which is business critical. >>Yeah, 100%. So the kind of global pandemic and work from anywhere has driven demand for crowd strikes capabilities in two ways. Number one people leaving the office and going home. There's a proliferation of physical devices, laptops for people to actually work from home, which obviously need to be protected. And a lot of times these were people that were working from home for the first time. You know, no longer within the protection of the, you know, the corporate network. Maybe they're using a VPN or what have you? But they needed the added protection of an endpoint protection capability like crowd strikes. And the second is a lot of this digital transformation has been accelerated. We've had a few customers tell us they had a three year plan for for their their digital transformation, and a lot of that is moving on. Premise service involves moving on premise servers to the cloud, and they've had to accelerate that two months or even even weeks in cases. And that's driving. You know, huge demand for understanding how to ensure there maintaining the proper security posture for those cloud environments. So speed is key right now, making sure that you're protected and transacting those those you know, those those sale cycles quickly leveraging native US marketplace all is accelerating. >>Yes, speaking of that acceleration and we've talked about that a lot. Matthew. This acceleration of digital transformation years now crammed into months. Chris, let's wrap with you in light of that acceleration, how has that affected positively? The AWS marketplace Bringing in professional services, allowing your customers to have much more available to them, to transact directly and and in a frictionless way, when speed is so critical? >>Yeah, I mean what it really leads to. It just gives us more selection, right? So if you take a step back and you think about the you know, the infamous Amazon fire, well, one of the key components of what makes a fine we'll go a selection. And there was a lot of solutions that we had. We just couldn't sell through marketplace without having some kind of services attach. While there's a lot of products that you could just point, click and go. There are a lot of technology. Do you need to? Some have some kind of hand holding And so, you know, by virtue launching services, this actually opens up the amateur in terms of selection that we could bring into the catalog. One of things that we've been focused on as a late is bringing in business applications as an example. And a lot of times a business application might need services to go on, actually wrap around that solution cell and, you know, be part of that implementation. And so that's the other great thing about this is it's going to give us more selection, and that's just gonna let our customers buy more and more products out of this market place. But do that in this very easy format, where it literally just lets them put these transactions directly on the AWS bill. So we think it's gonna be a great you know, not only for movie deals faster but also providing more solutions to our customers and just giving a better selection experience of AWS customer >>and being able to do that all remotely, which is these days is table stakes. Chris. Matthew, Thank you so much for joining me today. Talking about what's new with the Amazon marketplace. What you guys are doing with professional services and crowdstrike. We appreciate your time. >>Yep. Thank you. Thanks. Lisa. Yep. >>From my guests. I'm Lisa Martin. You're watching the cubes. Live coverage of aws reinvent 2020.

Published Date : Dec 4 2020

SUMMARY :

It's the Cube with digital Good to see you. He is back VP of worldwide Great to be here. Some of the the news that's coming from the partner Keynote. And then, as of this morning in the Global Partner Summit, we announced the ability to sell professional I'd love to get Chris your take on And so we just think this is gonna be a game changer That's something that every business really aims to We have a number of our channel partners that leverage the You know, the ability to thio, but also in this massive pitot to work working remotely. And a lot of times these were people that were working from home for the first time. to transact directly and and in a frictionless way, when speed is so critical? And a lot of times a business application might need services to go on, actually wrap around and being able to do that all remotely, which is these days is table stakes. Live coverage of aws reinvent 2020.

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Anant Adya & Saju Sankarankutty, Infosys | HPE Discover 2022


 

>>the Cube presents H p E discover 2022. Brought to you by H P E. >>Okay, we're back at HPD. Discovered 2022 This is Day Three. We're kind of in the mid point of day three. John Furry and Dave Volonte Wall to wall coverage. I think there are 14th hp slash hp Discover we've sort of documented the history of the company over the last decade. Plus, I'm not a is here is executive vice president at Infosys and Cejudo. Sankaran Kutty is the CEO and vice president of Infosys. Infosys doing some amazing work in the field with clients. Guys, Thanks for coming on the Cube. Thank >>you for the opportunity. >>Yeah, absolutely so. Digital transformation. It's all the buzz word kind of pre pandemic. It was sort of Yeah, you know, we'll get there a lot of lip service to it. Some Some started the journey and then, of course, pandemic. If you weren't digital business, you are out of business. What are the trends that you're seeing now that we're exiting the isolation economy? >>Yeah, um, again, as you rightly called out pre pandemic, it was all about using sort of you know innovation at scale as one of the levers for digital transformation. But if you look at now, post Pandemic, one of the things that we see it's a big trend is at a broad level, right? Digital transformation is not about cost. Take out. Uh, it's all about growth, right? So essentially, uh, like, uh, what we hear from most of the CEO s and most of the customers and most of the executives in the tech company, Digital transformation should be used for business growth. And essentially, it means three things that we see three trends in that space. One is how can you build better products and solutions as part of your transformation strategy? How can you basically use digital transformation to expand into new markets and new new territories and new regions? And the third is, how can you better the experience for your customers? Right. So I think that is broadly what we see as, uh, some other things. And essentially, if you have better customer experience, they will buy more. If you expand into new markets, your revenue will increase. If you actually build better products and solutions, consumers will buy it right, so It's basically like a sort of an economy that goes hand in hand. So I would say the trend is clearly going towards business growth than anything else when it comes to the, >>you know, follow up on that. We had I d. C on yesterday and they were sharing with some of their high level numbers. We've looked at this and and and it seems like I t spending is pretty consistent despite the fact that, for example, you know, the to see the consumer businesses sort of tanking right now. Are you seeing any pullback or any evidence that people are pulling the reins back on the digital transformation Or they just going because if they don't keep keep moving fast, they're gonna fall behind. What are you seeing there? Absolutely. >>In fact, you know what? What we call them as the secular headwinds, right? I mean, if you look at the headwinds here, we see digital transformation is in the minds of everybody, every customer, right. So while there are budget constraints, where are all these macro tailwinds as we call with respect to inflation, with respect to what's happening with Russia and Ukraine with respect to everything that's happening with respect to supply chain right. I think we see some of those tail headwinds. But essentially, digital transformation is not stopping. Everybody is going after that because essentially they want to be relevant in the market. And if they want to be relevant in the market, they have to transform. And if they have to transform, they have to adopt digital transformation. >>Basically, there's no hiding anymore. You know, hiding and you can't hide the projects and give lip service because there's evidence of what the consequences are. And it can be quantified. Yes, you go out of business, you lose money. You mentioned some of the the cost takeouts growth is yes. So I got given the trends and the headwinds and the tail winds. What are you guys seeing as the pattern of companies that came out of the pandemic with growth? And what's going on with that growth driver? What are the elements that are powering companies to grow? Is that machine learning? Is that cloud scales and integration? What are some of the key areas that's given that extra up into the right? >>Yes, I I would say there are six technologies that are defining how growth is being enabled, right? So I think we call it as cloud ai edge five g, Iot and of course, everything to do with a And so these are six technologies that are powering digital transformation. And, uh, one of the things that we are saying is more and more customers are now coming and saying that we want to use these six technologies to drive business outcomes. Uh, for example, uh, we have a very large oil and gas customer of ours who says that, you know, we want to basically use cloud as a lever to Dr Decarbonization. E S G is such a big initiative for everybody in the SGS in the minds of everybody. So their outcome of using technology is to drive decarbonization. And they don't make sure that, you know, they achieve the goals of E. S G. Right There is another customer of ours in the retail space. They are saying we want to use cloud to drive experience for our employees. So I would say that you know, there is pretty much, you know, all these drivers which are helping not just growing their business, but also bettering the experience and meeting some of the organisation goals that they have set up with respect to cloud. So I would say Cloud is playing a big role in every digital transformation initiative of the company. >>How do you spend your time? What's the role of the CEO inside of a large organisation like Infosys? >>So, um, one is in terms of bringing in an outside in view of how technology is making an impact to our customers. And I'm looking at How do we actually start liberating some of these technologies in building solutions, you know, which can actually drive value for our customers? That's one of the focus areas. You know what I do? Um, And if you look at some of the trends, you know what we have seen in the past years as well as what we're seeing now? Uh, there's been a huge spend around cloud which is happening with our customers and predominantly around the cloud Native application development, leveraging some of the services. What's available from the cloud providers like eh? I am l in Hyoty. Um, and and there's also a new trend. You know what we are seeing off late now, which is, um, in terms of improving the experience overall experience liberating some of the technologies, like technologies like block, block, chain as well as we are, we are right, and and this is actually creating new set of solutions. Um, new demands, you know, for our customers in terms of leveraging technologies like matadors leveraging technologies like factory photo. Um, and these are all opportunities for us to build solutions, you know, which can, you know, improve the time to market for our customers in terms of adopting some of these things. Because there has been a huge focus on the improved end user experience or improve experience improved, uh, productivity of, uh, employees, you know, which is which has been a focus. Uh, post pandemic. Right? You know, it has been something which is happening pre pandemic, but it's been accelerated Post pandemic. So this is giving an opportunity for for my role right now in terms of liberating these technologies, building solutions, building value propositions, taking it to our customers, working with partners and then trying to see how we can have this tightly integrated with partners like HP E in this case, and then take it jointly to the market and and find out you know, what's what's the best we can actually give back to our customers? >>You know, you guys have been we've been following you guys for for a long, long time. You've seen many cycles, uh, in the industry. Um, and what's interesting to get your reaction to what we're seeing? A lot of acceleration points, whether it's cloud needed applications. But one is the software business is no longer there. It's open source now, but cloud scale integrations, new hybrid environment kind of brings and changes the game, so there's definitely software plentiful. You guys are doing a lot of stuff with the software. How are customers integrated? Because seeing more and more customers participating in the open source community uh, so what? Red hat's done. They're transforming the open shift. So as cloud native applications come in and get scale and open source software, cloud scale performance and integrations are big. You guys agree with that? >>Absolutely. Absolutely. So if you if you look at it, um, right from the way we can't socialise those solutions, um, open source is something What we have embedded big way right into the solution. Footprint. What we have one is, uh, the ability for us to scale the second is the ability for us to bring in a level of portability, right? And the third is, uh, ensuring that there is absolutely no locking into something. What we're building. We're seeing this this being resonated by our customers to because one is they want to build a child and scalable applications. Uh, it's something where the whole, I would say, the whole dependency on the large software stacks. Uh, you know, the large software providers is likely diminishing now, right? Uh, it's all about how can I simplify my application portfolio Liberating some of the open source technologies. Um, how can I deploy them on a multi cloud world liberating open standards so that I'm not locked into any of these providers? Um, how can I build cloud native applications, which can actually enable portability? And how can I work with providers who doesn't have a lock in, you know, into their solutions, >>And security is gonna be embedded in everything. Absolutely. >>So security is, uh, emperor, right from, uh, design phase. Right? You know, we call it a secure by design And that's something What? We drive for our customers right from our solutions as well as for developing their own solutions >>as opposed to secure by bolt on after the fact. What is the cobalt go to market strategy? How does that affect or how you do business within the HP ecosystem? Absolutely. >>I think you know what we did in, uh, in 2000 and 20. We were the first ones, uh, to come out with an integrated cloud brand called Cobalt. So essentially, our thought process was to make sure that, you know, we talk one consistent language with the customer. There is a consistent narrative. There is a consistent value proposition that we take right. So, essentially, if you look at the Cobalt gold market, it is based on three pillars. The first pillar is all about technology solutions. Getting out of data centres migrating were close to cloud E r. P on Cloud Cloud, Native Development, legacy modernisation. So we'll continue to do that because that's the most important pillar. And that's where our bread and butter businesses right. The second pillar is, uh, more and more customers are asking industry cloud. So what are you specifically doing for my industry. So, for example, if you look at banking, uh, they would say we are focused on Modernising our payment systems. We want to reduce the financial risk that we have because of anti money laundering and those kind of solutions that they're expecting. They want to better the security portion. And of course, they want to improve the experience, right? So they are asking for each of these imperatives that we have in banking. What are some of those specific industry solutions that you are bringing to the table? Right. So that's the second pillar of our global go to market. And the third pillar of our go to market as soon as I was saying is looking at what we call us Horizon three offerings, whether it is metal wars, whether it is 13.0, whether it is looking at something else that will come in the future. And how do we build those solutions which can become mainstream the next 18 to 24 months? So that's essentially the global >>market. That's interesting. Okay, so take the banking example where you've got a core app, it's probably on Prem, and it's not gonna have somebody shoved into the cloud necessarily. But they have to do things like anti money, money laundering and know your ky. See? How are they handling that? Are they building micro services? Are you building for them microservices layers around that that actually might be in the cloud or cloud Native on Prem and Greenway. How is that? How are customers Modernising? >>Absolutely brilliant question. In fact, what we have done is, uh, as part of cobalt, we have something called a reference. Architecture are basically a blueprint. So if you go to a bank and you're engaging a banking executive, uh, the language that we speak with them is not about, uh, private cloud or public cloud or AWS or HP or zero, right? I mean, we talk the language that they understand, which is the banking language. So we take this reference architecture, and we say here is what your core architecture should look like. And, as you rightly called out, there is K. I see there is retail banking. There is anti money laundering. There is security experience. Uh, there are some kpi s and those kind of things banking a PSR open banking as we call, How do we actually bring our solutions, which we have built on open source and something that are specific to cloud and something that our cloud neutral and that's what we take them. So we built this array of solutions around each of those reference architectures that we take to our customers. >>Final question for you guys. How are you guys leveraging the H, P E and new Green Lake and all the new stuff they got here to accelerate the customers journey to edge the cloud? >>So I would say it on three areas right now. This is one is Obviously we are working very closely with HP in terms of taking out solutions jointly to the market and, um, leveraging the whole green late model and providing what I call it as a hyper scale of like experience for our customers in a hybrid, multi cloud world. That's the first thing. The second thing is Onion talked about the cobalt, right? It's an important, I would say, an offering from, uh, you know and offering around cloud from our side. So what we've done is we've closely integrated the assets. You know what I was referring to what we have in our cobalt, uh, under other Kobold umbrella very closely with the HP ecosystem, right? You know, it can be tools like the Emphasis Polly Cloud Platform or the Emphasis pollinate platform very tightly integrated with the HP stack, so that we could actually offer the value proposition right across the value chain. The thought of you know we have actually taken the industry period, like what again mentioned right in terms of rather than talking about a public cloud or a private cloud solution or an edge computing solution. We actually talk about what exactly are the problem statements? What is there in manufacturing today? Or it's there in financial industries today? Or or it's in a bank today or whatever it's relevant to the industry. That's an industry people. So we talk right from an industry problem and and and and and and build that industry, industry people solutions, leveraging the assets, what we have in the and the framework that we have within the couple, plus the integrated solutions. What we bring along with HB. That's that's Those are the three things, what we do along with >>it and that that industry pieces do. There's a whole data layer emerging those industries learning cos they're building their own clouds. Look, working with companies like you because they want to monetise. That's a big part of their digital strategy, guys. Thanks so much for coming on the cue. Thank you. Appreciate your time. Thank >>you. Thank you very much. Really appreciate. >>Thank you. Thank you for watching John and I will be back. John Ferrier, Development at HPD Discovered 2022. You're watching the queue? >>Yeah. >>Mm.

Published Date : Jun 30 2022

SUMMARY :

Brought to you by H P E. Sankaran Kutty is the CEO and vice president of What are the trends that you're seeing now that we're And the third is, how can you better the experience for your customers? the fact that, for example, you know, the to see the consumer businesses sort of tanking right now. I mean, if you look at the headwinds here, What are you guys seeing as the pattern of companies that came out of the pandemic with growth? So I would say that you know, there is pretty much, the market and and find out you know, what's what's the best we can actually give back to our customers? You know, you guys have been we've been following you guys for for a long, long time. So if you if you look at it, um, right from the way we can't socialise And security is gonna be embedded in everything. You know, we call it a secure by design And that's something What? What is the cobalt go to So that's the second pillar of our global go to market. around that that actually might be in the cloud or cloud Native on Prem and Greenway. So if you go to a bank How are you guys leveraging the H, P E and new Green Lake and all the new stuff they That's that's Those are the three things, what we do along with Look, working with companies like you because Thank you very much. Thank you for watching John and I will be back.

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2021 035 Uma Lakshmipathy and Saju Sankarankutty V4


 

>>Welcome to the cubes coverage of HP discover 2021. I'm your host lisa martin. I've got a couple of guests with me here from emphasis. Alumni Yuma lacks empathy. Is back. Senior vice president and regional head of EMEA emphasis Yuma. It's great to see you welcome back to the program. >>Yeah. Hi Liza. It's great to be back for discover 2021. It's been a great opportunity to meet with a lot of our stakeholders and hp. >>Excellent. We're gonna dig into that. And so do Cutie is here as well. The CTO Cloud Advisory, VP hybrid cloud engineering platforms and automation at emphasis Sergey Welcome to the program. >>Thank you lisa. It's a pleasure to be in the program is my first time but I really enjoy it. Well >>Welcome. Welcome. So the next 15 minutes or so we're gonna unpack a survey that was just done as we know cloud has catalyzed a lot in the last year. One of those being cloud adoption. Talk to us about some of the things that you've seen as more and more enterprises are moving workloads to cloud. How is a hybrid cloud enabling businesses to grow, enabling them to actually have a competitive edge? >>Uh lisa if you uh if you look at the pre covid scenario and what there are many, many clients which actually made a significant move into cloud, but there were many few, a few of the companies who didn't really take a mature uh cloud adoption. But those companies which actually did the adoption, we see that have taken a big step with the help of the when the covid hit them because they were able to be very resilient, but at the same time they were able to the cloud adoption really help them to improve their business profits. Uh When we did this cloud reader survey across all the geography is we didn't get across the U. S. The latin, the issue pacific the email markets. And when we looked at uh what our clients and enterprises were able to recover and get all of this whole cloud adoption. We've got a number of 414 billions of profits that the enterprises can make by using this cloud adoption. And that's what we saw in this survey that we did with our clients. >>Yeah, that's huge. Enterprises the survey found can add up to you said 414 billion and that new profits annually through effective cloud adoption and sticking with you for a second. What does emphasis described as effective cloud adoption? >>When we look at cloud adoption, we have enterprises who started shifting workloads which are very comfortable for them. And then uh then they started to take the more mature understanding of moving workloads which were very critical to the business. So when we look at effective, it is a combination of both the ones that were very easy to go to the cloud, the ones that made business is able to bring in new applications and new, go to markets uh, to their segments to their clients. But then it is also about taking some of those legacy world clothes and making a choice the right choice to take it by transforming those applications and environments uh, into the cloud direction. And that's what we call as effective. It's just not the easy ones, but also those complex and legacy rebuild ones that that effectively goes on to transform itself into a new way for the for their clients and for the experience of the users. >>It's a big changes coming, big opportunities. We see, we've talked about this for many times more and more companies moving to multi cloud arrangements for a variety of reasons. What have been some of the things that emphasis has experienced and what are some of your viewpoints on a multi cloud? >>Thank you, lisa. So, um, if you look around right, you know, hybrid cloud has been the new normal. Right? And um and if you look at it, private cloud is becoming an essential component for hosting applications. You know, uh you know, when you look at it, it's more about applications which have low latency requirements, you know, it has regulatory requirements or it has a static demand of infrastructure. Now, what emphasis has done in this space is is that, you know, we have um we have developed a framework which we call it as a right loud solution framework and this is focused on implementing a hybrid multi cloud leveraging an in house developed tools and frameworks as well as platforms along with our strategic Puerto rico system, that is our biggest contribution onto the hybrid multi cloud world. Now, the foundation of our framework is emphasis Polly cloud platform. It's a unified multi cloud management platform. It can provision, it can orchestrate, it can also manage the cloud deployment across multiple of the environment. It can be a private, it can be public or it can be on the edge. Now, apart from all of these things, it also offers features and functionality is very similar to the hyper scholars and either it can be in terms of the user experience or it can be in a commercial model or a technology stack or it can be reports or it can be persona based user experience and integration with multiple systems. It brings all of these functionalities seamlessly across the multiple hybrid ecosystem. That's the biggest contribution from emphasis in this space. >>Got it. Okay. As we see the just clear growth of multi cloud in every industry. Talk to us about what the cloud radar survey uncovered with respective you mentioned that big number, the correlation between cloud transformation and profitable growth for enterprises across any industry. >>So I did mention about it uh lisa in in the previous question as well. When we looked at when we look at enterprises trying to take the cloud adoption, the big benefits for the enterprises do happen when they crossed that uh layer of moving a significant part of their existing legacy in a very transformed new world. And that brings in the new way of working for their customers for their end users and internally as well for their various stakeholders. And that I think is creating a cost structure for them, which is very, very optimal from where they were. But at the same time, it is enabling their ecosystem of of users and customers to come and operate in a very seamless fashion. And that is the biggest advantage of uh boosting profits for them at the same time, cutting costs within the, within the internal stakeholders. So at one stage you're optimizing your cost at another stage, you're bringing in the easiness for your clients to operate on, which is actually creating that enlarged profit boost. >>I'm sticking with you for a second. If we unpack that growth, that business profit growth opportunity that you the survey uncovered, Are we talking about things like faster time to market, increasing scale? What are some of the things underneath that hood? >>So, if you if you look at uh traditionally cloud was considered uh the enabler for quick, faster time to market. But now cloud has become the central theme for resilience. If you look at the covid pandemic, uh, those, those enterprises which were already cloud enabled, we're able to resiliently and sustain their business and grow their businesses. So as economy started opening up, if I can talk about an automotive client who is today enriching businesses out of china because they have the first economy that has opened up after the pandemic. So you see a lot of enablement for those enterprises which have already taken the cloud journey. And if you look at Today, enterprises are in somewhere around 17-18% of of cloud adopt mint and if they can take that to the 40%, that's when they will see that kind of boosted profits. And we can clearly see about $400 plus billion dollars of profits that enterprises can make. >>All right, so let's talk to you for a second. If we look at some of the survey results, the acceleration that is expected to be seen by in the next year of enterprises moving so many more workloads to cloud. You talked about hybrid cloud. Talk to me about how the experience of working with HP in creating joint solution suites is going to help the customers facilitate and drive that transformation. >>Thank you lisa. So if you look at H P E, H P E comes with a fine set of technology and commercial constructs, you know, that complements our right cloud framework and they offer the solutions. The whole sort of a lot of solutions offer private cloud as a service which is a major component of our right club framework. Either it is a continuous service with HP is is immoral data platform on HP hardware or video as a service based on a compose Herbal and Converse infrastructure or H. P. S cloud built on HPC cloud, build on Cray systems and all of them commercially supported with an H. P. S. Green leg offering makes it very attractive for our customers. Now, these integrations have helped us in providing a very similar metering and billing along with the chargeback solutions, very much in line with what is being provided by Hyper scholars. Apart from this, we also work very closely with H. P. E to create a very compelling sourcing strategy for driving hybrid cloud driven digital transformation while taking cost out and protecting the existing investments through various financial models for our customers, helping them in terms of transforming their digital estate in the, in the new cloud world. >>And um, I want to get your perspective as well. The HP emphasis partnership talk to me about that being a win win for your clients in every industry. >>So actually uh Visa is a great question and this probably is my third uh cube interview and I've told this previously as well in my previous interviews as well, the relationship between emphasis and hedge P is very very strategy and it's it's very very top down driven. And today we've seen very high transformative opportunities that two organizations have come together and we won't call it win win, but we call it a win win win, which is essentially win for HPV win for emphasis, but even for the clients as well. So if you look at some of the engagements that we have jointly done, everything has been transformative. I can talk about uh energy client where we've done a huge which will be D I uh engagement with them, where we have been able to take them very uh seamlessly when the covid pandemic hit them so that there are significant part of their right to users but be able to operate from their residences. I can talk about a great story about how we had enabled Green Lake for a wind energy company. Uh and how that Green Lake capability help the customer to migrate the application seamlessly uh to a hybrid cloud. And there are so many examples of similar scale and size when we look at clients in the manufacturing space and the automobile sector, where we've really done work very closely with HP across all regions and all geography is uh to make this what I would call a win win win partnership. >>I like that when when when who wouldn't want that. One more question for you talk to me about the next, as we talked about some of those survey results and I think folks can find that survey the cloud radar survey on the emphasis dot com website. I found it on the homepage there. But looking at how much Transformation is expected in the next 12 months or so, what are some of the things that we can expect from emphasis on H. P. E. to help drive and catalyze that growth that you expect to see in the next 12 months? >>Yeah. And I was talking to you before this interview and you said that yes, we gotta look at this. And I was feeling very happy that you have the opportunity to look at the side. And you said that look there's an opportunity to also make to continuously provide feedback. And we're very happy for clients to come in and look at it and do provide us the feedback. This is a constant learning for us. We have a big learning company Uh and when it comes to uh the next 12 months of agenda, I think the pipeline is very robust for both us and the hp. In terms of the way we want to take proactive transformational opportunities to the to our clients create a value differentiation on the hybrid cloud for them. And uh clearly uh this this survey clearly came back to reflect back to us that our strategy that we've done together as partners is the right strategy because there is a significant headroom for growth uh in the cloud space uh for both emphasis and H. B. >>Excellent. Well gentlemen, thank you for joining me today, talking to me about what emphasis and HP are doing together, unpacking some of the significant insights that the cloud radar survey has uncovered. We appreciate your time. >>Thank you lisa. Thank you. Thank you for giving us this opportunity. >>Absolutely. For election Soju. I'm lisa martin. You're watching the cubes coverage of HP discover 2021. Yeah, yeah.

Published Date : Jun 15 2021

SUMMARY :

It's great to see you welcome back to the program. It's been a great opportunity to meet with a lot of our stakeholders to the program. It's a pleasure to be in the program is my first time but I really enjoy it. So the next 15 minutes or so we're gonna unpack a survey the cloud adoption really help them to improve their business profits. Enterprises the survey found can add up to you said 414 and for the experience of the users. What have been some of the things that And um and if you look at it, private cloud is becoming an essential Talk to us about what the cloud radar survey uncovered with respective you mentioned that big number, And that is the biggest advantage of uh that you the survey uncovered, Are we talking about things like faster time to market, the enabler for quick, faster time to market. the acceleration that is expected to be seen by in the next year of enterprises moving So if you look at H P E, H P E comes with a fine The HP emphasis partnership talk to me about that that Green Lake capability help the customer to migrate the application that growth that you expect to see in the next 12 months? And I was feeling very happy that you have the opportunity to look at the side. Well gentlemen, thank you for joining me today, talking to me about what emphasis and HP are doing together, Thank you for giving us this opportunity. Yeah,

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Hillery Hunter, IBM Cloud


 

>>From around the globe. It's the cube presenting cube on cloud brought to you by Silicon angle. >>Welcome back to coupon cloud I'm Paul Gillan enterprise editor of Silicon angle. You know, as we look ahead at what is in store for the cloud this year, one of the intriguing possibilities that has emerged is the rise of vertical clouds. IBM has been a leader in this area with its launch in late 19 of the IBM financial services cloud. That's a services ready public cloud with exceptional security, as well as Polly, a policy framework for certifying compliance and services from the IBM subsidiary. Promintory now with the IBM financial services cloud, uh, that has been a major focus of our next guest, Hillary Hunter. She is the vice president and CTO of IBM cloud and IBM fellow and a veteran of, I believe, three previous appearances on the cube. Am I right Hillary? >>Yep. Sounds about right. Great to be back here today. >>Thanks for joining us. So let's start with getting an update on the IBM financial services cloud. What progress have you made in signing up customers and your ecosystem of partners? >>Yeah, you know, we've made really significant progress, uh, progress in advancing the IBM cloud for financial services since we last talked, you know, and, and we're really at that place of establishing a trusted platform for the industry, just in, you know, some specifics in addition to bank of America, which we had talked about as our us anchor partner for the program. Um, we've announced several global banks, um, that are partnering with us for the global expansion of the program, including BNP party, you know, which is one of Europe's largest banks. Um, more than 70 ASVs are signed up with us now as part of the program and adopting IBM cloud for financial services, this level of sort of ecosystem is, is exciting because it means that, you know, banks will have the opportunity to, to transform what they're doing, but do so in a way, which is driven by security and compliance, um, so that they can be confident in those deployments on IBM cloud for financial services. >>We also released the IBM cloud policy framework for financial services. This is both the sort of security and compliance posture of the environment, as well as, you know, guidance on controls, reference architectures automation to help people on board. And so both ISBNs and banks now are able to, um, onboard to this environment and offer their wares and deploy their workloads. So it's a really exciting state for us on the program. And we're really in a place where there'll be, you know, an ongoing cadence of, you know, additional releases and announcements of additional partnerships and clients. So it's an exciting time in the program. >>Uh, one of the distinctive features I think of this, uh, of this launch is that you're working actively with your customers. They're working with you on building policy frameworks, as well as I imagined the features that you're offering on the cloud. How do you orchestrate all of these different customers and get them involved and actually co-development >>Yeah. You know, it's the ecosystem conversation and the partnership conversation are two of the fundamental aspects of the program. Like you said, this isn't, you know, just us sitting off in a bubble, inventing the future. Um, you know, we're working internally with partners, uh, within IBM like IBM Promintory, um, which is a consultancy that has deep, deep regulatory expertise and in jurisdictions globally with IBM security services. And then with these individual partners and banks and clients, one of the ways that we bring everything together is through our councils. So our council, our cloud council for financial services, um, it's where we have global systemically important financial institutions partnered with us and, and working together with one another. And, and that covers, you know, CIO is it covers chief security officers, risk officers, et cetera. Um, so we have some formality around how we work with, um, all of these partners, uh, really as a body and as a group. >>And what have you learned from this experience? I mean, if you were to go into the, uh, into other vertical clouds, what have been the lessons >>Ecosystem is so important, right? It's as I look at this space, I see that, you know, everyone has an existing business, they have a platform they're running, they have clients they're trying to service. Um, but those, the software providers into this space are looking themselves to transform their they're looking to transform from being a software vendors, to being SAS providers, the banks and financial institutions themselves are looking to transform from working on their own premises to benefit from the Alaska city and the scale and the optionality of, you know, that being in public cloud provides. So there's a lot of, um, parties themselves that are trying to transform and a lot of vendors into the financial space that are looking to transform. And in that time of a lot of change ecosystem is, is absolutely key. And so, um, the ISE and SAS providers, you know, providing their wares on the cloud for financial services is, is really just as important as those financial services institutions so that everyone can make that transition together. Um, and so that banks that are looking to digitally transform can, can leverage partners that are really at the forefront of that change in that innovation and in platforms for the industry. >>Would you say that there are, is this the first of many, I mean, are there going to be other vertical financial or other vertical IBM clouds or is the range of industries that really need that kind of specificity limited? >>I think it's, it's actually not limited, you know, though, I will say that within the space of industries that are heavily regulated, there's obviously a deeper need for sort of specific cloud embodiments and cloud implementation. So regulated industries like insurance, like telco healthcare, et cetera. Um, these are the ones I think, where there's the greatest opportunity to do verticals that are specific to industry. Um, but you know, as we look at this, this is absolutely part of an IBM cloud strategy to deliver industry specific clouds. And, and, and this comes from our decades of expertise, right? Even in financial services, being able to leverage, you know, those other entities within IBM that I mentioned, right. You know, our, our regulatory, um, background with companies, you know, having helped them address regulatory needs for specific industries, and then translating that into cloud and cloud technologies. Right. And, and then coming up from the other side, you know, in terms of the technologies themselves, we've partnered with key industries, um, to deliver security and data protection and cryptography technologies and such on premises. And we're contextualizing that now for cloud and public cloud deployments. And so it kind of brings together the pieces of decades of expertise and platforms and technology and regulations and contextualizes it into cloud. And I absolutely think that's, you know, an opportunity for, for other industries as well. >>Can you give us a bit of a preview? I mean, do you have specific industries in mind? Is there a time? >>Yeah, so, so, uh, late last year we did announce a second industry specific cloud initiative and that was IBM cloud for telco. So we have in that ecosystem now over 40 partners that are announced, that are working with IBM and with red hat, especially with, um, clients and partners that are looking to help with that transition into 5g and increasing use of IOT. 5g is really this disruptive opportunity for that industry. And, and also just for many other different types of companies and institutions that are looking to deploy with more efficiency, better operational efficiency, deploy with AI capabilities, really being able to do things that like cellular network edge, um, and the places that they're doing business using IOT devices and 5g will enable much of that to really transform and flourish. So a couple of the partners, initially, in addition to that ecosystem that I mentioned in cloud for telco, um, you know, we've got Samsung working with us, Nokia ATNT, et cetera. Um, and so, you know, these, these partnerships and, and capabilities around network edge, um, and specific capabilities in cloud for telco, um, are sort of that second, you know, public announcement that we've made around industry specific cloud, >>As far as your competitive position is concerned. I mean, are, are you taking away business from your competitors when you partner with these, these telcos and these banks, or is this an entirely new line of business that was not previously in the cloud? >>Yeah. You know, these are really, I think in, by and large new opportunities as we look at, you know, for example, how we as customers expect to engage with, um, you know, our bank, right. You know, we are looking to increasingly engage with a bank in a digital way, use our applications, use mobile devices. We're looking for, you know, individual bank outlets, uh, branch outlets of, of a banking institution to be increasingly smart, to service our needs, you know, more quickly, et cetera. Um, and so as we look at, you know, 5g and telco edge, it's about delivery of sort of smarter capabilities and such. I think much of it really is about in this digital transformation space about, you know, creating new capabilities, creating new experiences, creating new ways of engagement, um, and engagement and an opportunity to customize and personalize. Um, I think most of those are sort of new experiences and new capabilities for most companies. >>So speak about IBM's positioning right now. I mean, you're not one of the big three cloud providers to, to become one. Uh, but you do have as a big cloud business and, uh, you've, you've got the verticals, you've got the multi-cloud, uh, I know IBM is big, has been a big champion of multi-cloud. I mean, how is IBM distinctively positioned in the cloud market right now? >>Yeah. You know, we are all in, on hybrid cloud and AI. And if you listened to our CEO and chairman, you'll hear that it is a really consistent message. And he, since he came into his role as, as our CEO, um, so being all in, on hybrid cloud and AI, you know, we really are looking to help our clients transform into holistic cloud architecture. Right? So, so when I say all in, on hybrid cloud, I mean that, you know, it's, there's been a lot of sort of, I jokingly say random acts of cloud usage, right? People have ended up using cloud because there's some SAS function that they want, or some particular line of business has been highly motivated to pursue some service on a particular cloud. And hybrid cloud is really about taking a step back, having a holistic architecture for cloud consumption. And in that sense, you know, uh, clouds, uh, are IBM's partners. >>Um, and we're really looking to enable our clients to have consistency in their deployments to consolidate across their it estate and across their cloud deployments so that they can have, um, a common platform, so they can have efficiency in how their developers to like capabilities. So they can deploy more quickly with security and compliance patterns and have oversight over everything that's going on in a consistent way that really enables them to have that velocity in their business. And so when we then, you know, positioned things like industry cloud, we're leveraging IBM specific technologies to deliver differentiated capabilities and data privacy, data protection, security compliance, where these industries in public cloud. Yes. But it's in the context of helping our clients overall across all the different things. Some of which may not need all of that data privacy or, or, or be leveraging particular SAS content we're looking to help them really have cloud architecture have a holistic conversation across hybrid cloud. Um, and yet to still be able to choose particular cloud deployments on our cloud for industries, um, that enables data protection and policy for the most sensitive and, and enterprise grade things that they're looking to do at the core of their business. >>So speaking of hybrid hybrid cloud, I mean the major cloud providers, Amazon, Microsoft, Google, Oracle, and other one all have on premises offerings right now. Uh, several of them are working with telcos to expand their reach out into, uh, into co-location and into telecom, uh, data centers. Uh, all of these things were to enable is this distributed cloud fabric kind of a hybrid cloud fabric what's, IBM's play in this area. Uh, do you have a similar strategy or is it different? >>I really think, and I think you maybe wanted to get a little bit into sort of, you know, trends and predictions here in this conversation and, and, and, you know, we, we absolutely see that need for distributed cloud for cloud to really kind of be alive in all the places where it needs to be in, in all the places that someone is doing business and in a consistent way across cloud environments, um, to be one of those major trends, that's emerging as a really hot conversation. We have introduced IBM cloud satellite, um, that is IBM's hybrid cloud as a service platform, um, and enables our clients to leverage, um, uh, OpenShift and Kubernetes environments, developer tooling, uh, consistency in a cloud catalog, visibility and control over all their resources, um, across different environments. And to be able to run end, to end with consistency from on-premises to edge to different public cloud providers. >>Um, and this is absolutely something that across industries, but, you know, within also those industries that we're focused on in particular, um, that we're seeing a lot of interesting conversations emerge because if cloud is sort of everywhere, if cloud is distributed and can be on premises and in public cloud, it enables this consistency in this parody, um, really that sort of brings together that, that seamlessness, not just the random acts cloud usage, right? I mean, it means that using cloud, um, can be something that, that drives, you know, speed of release of new product. It means that you can deliver more capability and functionality into, you know, a retail outlet where you're doing business or a banking, you know, brick and mortar location. Um, you can have, you know, AI for it ops and understand what's going on across those different environments and ensure things are kept secure and patched and updated, and you're responding to incidents in efficient ways. Um, and so really having a consistent cloud environment and a distributed cloud environment across different locations, um, it's really key to leveraging the promises of what everyone had originally hoped to get out of out of cloud computing. >>Of course, one of IBM's distinctive, uh, advantages of this area is you've got a huge hardware install base out there. I mean, how do all those three 60 mainframes figuring it out, figure into this, >>Um, with the OpenShift capabilities in our Clara operations with red hat in this area, we are able to actually help our clients leverage Kubernetes and Linux and all those things, even on the mainframe. So across the mainframe family, the IBM power family, um, you know, where folks may also have AIX or IBMI deployments, people can now do Lennox, they can do open shifts, they can do Coopernetti's. Um, and we have core technologies that enable that really to be stitched together. And I think that's one of the unique perspectives that IBM has in this whole conversation about hybrid cloud. Um, there are many different definitions of hybrid cloud, but we really view it as stretching from the traditional enterprise. It, like you said, there's a lot of it out there and being able to also incorporate OpenShift and Kubernetes in a common cloud platform, um, on traditional enterprise, it on private cloud, on fresh deployments, on private cloud, Amazon public cloud, that really is the whole it estate. So when we talk about hybrid cloud, when we talk about distributed cloud, really talking about the entirety of VIT state, not just sort of new deployments of, of SAS or something like that. >>So as someone who's on the front lines of, you know, what customers are asking about cloud, do you see customer the questions that they're asking changing? Are they, are they their decision criteria changing for how they choose a cloud provider? >>Yeah. You know, I think that, um, there's definitely a lot more conversation, especially in this current era where there's an accelerated rate of cloud adoption. Um, there's a lot more conversation around things like security, um, data protection, data, privacy, being able to run in an environment that you trust, not just is it a cloud and what does it do, but can I trust it? Do I understand how my data is protected, how my workloads are secured? Um, you know, that's really why we started cloud for financial services because that industry shepherds such vital data, right? So the reason that they are highly regulated is because of the importance of what they are stewarding very important data and financial information. Um, so, you know, we began there with the cloud for regulated industries there with, with financial services, but I see that across all industries, I was participating on a panel, um, that was, uh, with a bunch of CEOs. >>And I was there interviewing some CEOs who were from a much more sort of consumer facing and also from, from foods industry, et cetera. And their conversation was exactly the same as I have with many other clients, which is that their cloud choices, their efficiency and cloud deployment now are largely driven by the ability to get to a secure posture and the ability to demonstrate their, to their internal security and risk teams that they understand their data protection, data, privacy posture. So we are seeing lots of pickup and, and conversation opportunity around confidential competing specifically. Um, and you know, that's really about enabling, uh, our clients to have full authority and privacy in their computing, in their code and their data, even when running in a cloud environment. And so I do see a shift everyone's more concerned about security, and I think we have great technologies and we've been working with core partners to establish and harden and, and create, um, generations of technology that can really answer those questions. >>I have to ask you about that term confidential computing. I haven't heard that before. What, what does that involve? >>Yeah. You know, it's, it is a buzzword to watch out here for an in 2021. So confidential computing means being able to run in an environment where there are others in a, in a cloud computing environment, for example, um, but still have full privacy and authority over what you're doing. So you are effectively in an enclave, uh, imagine yourself sort of protected and secured. And so our confidential competing technologies, um, we're actually on basically our fourth generation of, of, of the hardware and software technologies to create that strong degree of isolation. Um, this enables us to deliver a really rich portfolio. Um, frankly, the, the, the richest portfolio in the industry of actuals services delivered, um, using confidential, competing and secure enclaves. And so we can enable our customers to solution things in a way, for example, where their data, you know, can not even be visible to our cloud operators or where they, uh, retain, you know, full control over, you know, a database and have full privacy as they're running in that environment. Um, these are really great, um, you know, considerations, but they impact everything from health care financial services. Uh, we have other partners and clients who are working to protect consumer data, um, you know, through these means et cetera. And so, um, across different industries, everyone's really looking at this topic of data, privacy, data protection. Um, and so we have a whole suite and whole family of confidential competing based, uh, services that we're able to offer to, uh, offer those assurances and that privacy to them in their cloud competing. >>I do have to ask you about the multi-cloud because this is a topic of constant debate in the industry of whether customers want to move shift workloads across multiple clouds to protect themselves from lock-in. I mean, is that a fantasy? Is that real? Is that a too restrictive? Uh, this has been a key part of IBM strategy is enabling the multi-cloud. How do you see customer attitudes developing right now? How do they want to use multiple clouds or in fact, do they, are they, are they, uh, concentrating perhaps more of their workloads in one or two? >>Yeah. You know, we believe vendor locking goes against the true spirit of hybrid cloud, right. Um, that desire to have consistency across environments, um, that desire to, uh, and the business need to have, you know, continuity and resiliency and operations, et cetera. Um, and so I do see this as a really important topic, um, from the perspective of, you know, managing environments, I think in multi-cloud, um, I think folks are starting to realize that multicloud isn't necessarily a strategy. It's a reality. Um, people have deployments in lots of different cloud environments, um, that happened somewhat organically in many cases. And so the key question is how to then get to visibility and control over those resources. Um, I think kind of two of the, the, the core topics in that are multicloud management, um, you know, being able to understand, you know, clusters and virtual machines and other things that are deployed across different environments and manage them with a common set of policies, for example. >>Um, and then in addition to multicloud management, um, I, for it, operations is another really important topic in, in multi-cloud being able to respond to incidents, understand and analyze and leverage AI, um, for what's going on for understanding what's going on across those environments, um, is another really core topic. And then as you said, you know, distributed cloud is a means of getting that consistency, having a common, you know, control and deployment plane across those different environments, um, can help it not just be sort of accidental usage of multiple cloud environments, but very intentional deployment based on the needs of particular workloads to the environment that they're best suited to. Um, and, and that's really what you want to aim for. Um, not that multi-cloud is necessarily, um, you know, uh, uh, I guess I would say is, is it is a, um, it is a complexity that is manageable, um, through these, you know, new types of technologies and multicloud management and such like that, and cloud >>Well, uh, Hillary TIS, the season for predictions is January, uh, everyone's prognostic table of what the future will look like. What do you think are going to be the main trend lines in cloud this year? Yeah, >>You know, I, I sort of sprinkled a few in there as we were talking, but I really do think that, um, the conversation around hybrid cloud number one, how to have an open innovation ecosystem for cloud, where, um, you have a consistency across environments, you know, not just random acts of cloud usage, but intentional and holistic architecture. Um, I really see that as the transition to sort of the second wave of, of cloud adoption. Um, and then secondly, as we were talking earlier about security, right, everyone is wondering about data policy and data privacy. Um, we've always taken a strong stance that, you know, our client's data is, is, is their data. We are not going to be using their data to, you know, further develop our, um, you know, AI services on our cloud or something. Um, we have deployed technologies and confidential computing that enabled them to keep full control over their keys so that, you know, even our caught operators center have access to data, um, competing in secure enclaves, where they have a strong degree of isolation and full privacy and authority over their workload. >>I really think, you know, these two topics open and secure hybrid computing and with consistency across environments, but distributed cloud technology. Um, and secondly, security, I think these are really important topics for 2021, and they may seem a little bit obvious, but I think it's important as people look at this to look for technologies that are multiple generations into this journey, right. Um, you know, partner with, um, folks who, um, are, you know, committed, uh, very clearly to an open ecosystem and open source innovation on the one hand. Um, and secondly, you know, um, when we talk about security and data protection, you want to know that that provider is several generations into that journey. Um, you know, so you really know that that technology has been vetted out is that production scale and has the stable basis. And so I think this is the year when folks are transitioning from cloud adoption, uh, to consistency in cloud and security and privacy in cloud >>Final question. And it has nothing to do with cloud. You're an IBM fellow. And I see that term, uh, turn up occasionally with other other people I've spoken to from IBM, what is it? IBM fellow, how do you become one and what right. Privileges and responsibilities as an entail. >>Yeah. You know, it's an exciting opportunity to be an IBM fellow. There's about a hundred active IBM fellows, um, right now. Um, so there aren't too many of us, but there is a small community of us. Um, IBM fellow is IBM's highest technical designation within our technical population. Um, so I do have a role within our cloud business. Um, but as one of our technical leaders, um, get to interact with the other fellows, um, you know, work on strategy for IBM in technology overall as a company. Um, and I also get to sort of be a trusted advisor to many of our clients. And so, um, I get to with CTOs and CEOs and VP of application development, um, you know, kind of, kind of profiles and VP of, of it and things like that, um, in our different clients and really help them wrestle through those struggles, um, of, you know, future it transformation. >>And so, um, you know, part of what I enjoy most about sort of the role and, and the fellow role is, is being able to kind of be that trusted advisor to many of our clients. There's been so much change in this last year for everyone. Um, and being able to, you know, also, you know, help our technical population through that, you know, in various means and then help our clients, um, through all of that change and really being able to take and grasp onto the opportunities, um, that this last year has had in the way that we work has changed. And the way that companies are looking to deliver capabilities has changed. Um, so that's, for me, the exciting part of, of the role, >>Or you're wondering a hundred then, and you do a great job of articulating the IBM strategy and also the, uh, the cloud landscape, Hillary Hunter, VP and CTO, excuse me, CTO of IBM cloud. Thank you so much for joining us today on Cuban cloud. >>Thanks so much for having me. It was a pleasure. >>I'm Paul Gillan stick with us.

Published Date : Jan 18 2021

SUMMARY :

on cloud brought to you by Silicon angle. that has emerged is the rise of vertical clouds. Great to be back here today. What progress have you made in signing up customers and your ecosystem of partners? the industry, just in, you know, some specifics in addition to bank of America, which we had talked about as And we're really in a place where there'll be, you know, an ongoing cadence of, you know, additional releases and announcements They're working with you on building policy frameworks, as well as I imagined the features And, and that covers, you know, CIO is it covers chief And so, um, the ISE and SAS providers, you know, providing their wares on And I absolutely think that's, you know, an opportunity for, Um, and so, you know, these, these partnerships and, and capabilities around network edge, I mean, are, are you taking away business from your competitors Um, and so as we look at, you know, 5g and telco edge, Uh, but you do have as a big cloud business and, So, so when I say all in, on hybrid cloud, I mean that, you know, it's, there's been a lot of sort of, And so when we then, you know, positioned things like industry cloud, we're leveraging IBM specific Uh, do you have a similar strategy or is it different? in this conversation and, and, and, you know, we, we absolutely see that need for distributed cloud for cloud Um, and this is absolutely something that across industries, but, you know, within also those industries I mean, how do all those three 60 mainframes figuring it out, figure into this, um, you know, where folks may also have AIX or IBMI deployments, people can now do Lennox, Um, you know, that's really why we started cloud for financial services because that industry shepherds Um, and you know, that's really about enabling, I have to ask you about that term confidential computing. Um, these are really great, um, you know, considerations, I do have to ask you about the multi-cloud because this is a topic of constant debate in the industry of whether customers that are multicloud management, um, you know, being able to understand, Um, not that multi-cloud is necessarily, um, you know, uh, What do you think are going to be the main trend Um, we've always taken a strong stance that, you know, our client's data is, Um, and secondly, you know, um, when we talk about security and data protection, And I see that term, uh, turn up occasionally with other other people I've spoken to from IBM, um, get to interact with the other fellows, um, you know, work on strategy for IBM Um, and being able to, you know, also, you know, Thank you so much for joining us today on Cuban cloud. Thanks so much for having me.

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Max Peterson, AWS | AWS Public Sector Online Summit


 

>>from around the globe. It's >>the Q with digital coverage of AWS Public sector online brought to you by Amazon Web services. Hello. I'm John for a host of the Cube. We're here covering A W. S s international public sector virtual event. We have a great guest. The star of the program is Max Peterson, Good friend of the Cube. Also Vice President of A W s International for Public Sector Max. Great to see you. Thanks for coming on this virtual remote interview. Cuban interview. Hey, >>John. Great to be back on the Cube, even if it is virtual >>well, you know, we're not face to face. We have to go virtual. So the cube virtual, you've got to public sector summit. Virtual. Um, this is the time of the year where normally we'd be out on the road in Bahrain, Japan, Asia, Pacific Europe. We'd be out on the summits talking to all the guests and presenting that the update on public sector. But we have to do it remotely. Um, a little bit of trade off. The good news is with cove it for at least you guys. It's a global media network. And with these remote interviews. Uh, public sector is seeing a lot more global activity, and that's what I want to get your thoughts on. What is the business update internationally for public sector? I'm sure that with CO over the pandemic, you're seeing a lot of activity. How is the public sector business doing internationally? >>John, You know, you mentioned one of the silver linings of a pretty bad situation with the Koven pandemic. And that's been that it has meant that people have to be resourceful. Governments have to be resourceful on DSO. There's been a tremendous amount of innovation people have gotten used to now using modern cloud technology to support remote work and remote war learning. Um, out of necessity, we've had to figure out how do we deliver far greater health care services using digital technology, telemedicine, digital social care, uh, chime rooms? Uh, it really, in a nutshell, has been a tough six months for people, but a relative relatively busy six months for innovation. And for i t for the public sector customers, >>you know, I did an interview a few months ago for one of the award programs in Canada. Um, with the center had a customer on disk customers. The classic customer, a Amazon. You know, I'm not sure we do it all internally. He deployed A W S Connect in literally days that saved the lives of many of his countrymen and women by getting the entitlement checks out. And he was a glowing endorsement because, he said, with Cove in 19 they were crippled. He said they will. They stood up a call center and literally he was converted. That's just one example again. That's Canada of the kind of solutions that you guys air, enabling with Cloud to quickly respond to the crisis, to use technology to solve other technology problems and also business problems. Can you give an example on the international front of where you're seeing some activity? Because this seems to be the same pattern we're seeing, People who have used in the cloud we cube virtual. Will there be no Cuba's wasn't for our cloud implementations, but this is, um, obvious, but I want to call it out. It's important. Can you share some examples of people internationally using the cloud to get and respond to the to the cove in 19 pandemic in delivering services? >>Yeah, In fact, John, we're focusing a lot on that at the public sector summit online that comes up here in October. Um, a couple of quick examples. In fact, one of the top learnings is speed matters. And so we have Eve Curry from Australia, who talks about social and health care and how they were able to get a complete digital suite up and running for supporting 5000 elderly patients and over 3000 employees in less than a week, and that included getting up and running a video conferencing and tele consultation capability using AWS chime. It involved getting up and running collaboration space for the remote workers using work work docks. And it involves setting up a complete call center on the cloud, using Amazon time and literally that was done in less than a week. Another example, really ambitious example, which again is a testament to the innovation and, uh, the capability, the capability that AWS brings to customers. I'm in India. They had a number of tele medicine applications. They were available for a fee, but they didn't have a universal way to reach the vast population in India. And so when the pandemic hit three organization that was responsible for the public health component was challenged to get a no cost tele consultation hella medicine system up and running for outpatient services that could scale to reach a billion people. Um, they did that in 19 days. They got the system up and running Now hasn't gotten to a billion people online at one time. But there right now, doing 6000 consultations a day with about 4000 doctors, and they're headed toward 100,000 consultations today. Eso just to your point, speed and scale. We're seeing it across the board from from our public sector customers. >>You know, it's just mind boggling just to kind of pinch myself from it in 19 days. It's crazy, right? I mean, crazy fast If you throw back to the eighties and nineties when I broke into the business, you know, young gun client server was all the rage back then. And if you wanted to do, like a big apt upon an oracle s a p, whatever it was years, it was months just to do planning. E mean, I mean, think about the telemedicine example 19 days. That's huge. I mean, just the scale is just off the charts. So So I mean, even if you're not a believer in cloud I don't feel should be should just go home and retire at this point because it's just obvious. Uh, the question I wanna ask you specifically because Theresa brought this up on my last interview with her. And I wanna ask you the same question is, what is AWS doing specifically to help customers? I know customers are helping themselves. You mentioned that. What are you guys doing? Toe? Accelerate this. How are you helping of you guys changed a little bit. Can you just share what you guys specifically doing to help customers pivot toe not only solving it, but having a growth strategy behind it? >>Yeah, John, that's a great question. Some of the things that we're doing our long standing programs and so customers from day one have had a need for skills and workforce development. We keep on doubling down on those programs. Things like a W s academy aws educate our restart programs in different countries. So number one is we continue to help customers double down on getting the right cloud skills to enable the digital workforce. The second thing, in fact, if I can, for just amendment, um, there is actually a section of the public sector online called the New Workforce, which talks about both the digital skills that are required and then also some of the remote working skills that we need to help folks with. So So workforce is a big one. Um, the second one. Yeah, and I'm super excited about this because we've opened up the opportunity, form or customers around the globe to participate in our city on the Cloud Challenge Onda That gives a great opportunity to showcase and highlight the innovation of public sector customers and, you know, win some AWS credits and technical assistance to help them build their programs. But I think one of the most the things I'm most proud about in the last 6 to 9 months was when the when this pandemic struck and we listen to our customers about what they needed. We came out with something called the AWS Diagnostic Development Initiative, and that was a program specifically aimed at providing technical assistance. Um, a ws cloud credits all to researchers to help them, um, tackle the tough questions that need to be answered to help us deal with and then hopefully resolve the pandemic. >>So on the international front, like I said earlier in the open, we would've been in Bahrain. That's a new region, only a couple of years old, Obviously the historic, um this, um, geopolitical things happening there, opening things up, that's been a very successful region. This is the playbook. Can you just give us an update on some of the successes in the different regions by rain and then a pack and other areas? What? Some of the highlights? >>Sure, John, One of the things that I think it's super exciting is that all of these customers are developing new capabilities right now. Um, one example from Egypt. Uh, they had to get literally an entire student population back to school. When the pandemic hit on DSO. They quickly pivoted to bringing a online learning management system or LMS up on the cloud on AWS. Um, and they have been able to continue to teach classes, literally to millions of students there. We've seen that same sort of distance learning online education across the globe. Another example would be when countries needed to figure out how to beam or effective in that sort of time tested, contact tracing process. So So when ah person has been found to have the the flu or the illness the subject illness, um, they typically have a lot of manual contact tracers that have to try to identify kind of where that person's been and see if they can. Then, um, helped to control the spread of whatever the diseases Kobe 19. In this case, um, we put together with governments across the world with a W s partners across the world again in very fast order, automated systems to help governments manage this, um, Singapore is a super example. India's a massively scaled example, but we did it in countries of across the globe, and we did it by working with them and the partners there to specifically respond to their needs. So everybody's case, while similar at a high level, you know, was unique in the way that they had to implement it. >>And it's been a great, great ride international us with co vid. You guys have ah current situation. You guys are providing benefits and I'll see the cloud itself for the customer to build those modern APS. The question I wanna ask you, Max, as an executive at eight of yourself. So you've been in the industry, Um, with public sector pre covert, it's, you know, it's before Cove. And there's after Govind is gonna be kind of like that demarcation line in the society. Um, it has become a global thing. I just did an event with Cal Poly was mentioned before we came on, um, small little symposium that would have been, you know, face to face. But because we did it virtually it's now global reinvents coming up. That's gonna be essentially virtual. So it's gonna be more global, less physical, space to face. Everything is introduced, no boundaries. So how >>does that >>impact? How do you How do you guys, How do you look at that? Because it impacts you, I guess a little bit because there's no boundaries, >>right? You know, John, I think this plays into what we're talking about in terms of people and governments and organizations getting used to new ways of working on de so some of our new workforce development is based around that, not just the digital skills in the cloud skills a couple of the things that we've recognized by the way, Um, it's different, but done well, there's new benefits. And so so one of the things that we've seen is where people employ chime, for instance, Uh, video conferencing solution or solutions from our partners like Zoom and others. Onda people have been able to actually be Maurin touch, for instance, with elder care. Um, there were a number of countries that introduced shielding. That meant that people couldn't physically go and visit their moms and dads. Um and so what we've seen is a number of systems on care organizations that have responded andare helping thing the elderly, uh, to use this new tech on. But it's really actually, uh, heartwarming, uh, to see those connections happen again, even in this virtual world. And the interesting thing is, you can actually step up the frequency on DSO. You don't have to be there physically, but you can be there, Andi and interact and support with the number of these thes tools. I think one of the other big learnings that we've seen for many organizations and just about every public sector group has toe work with, um uh, their constituents on the phone. Of course, we've got physical offices, you know, whether it's a hospital or a outpatient center or a social care center. Um, but you always have to have a way to work on phones. What's happened during the Cove in 19 Pandemic is there's been a surge is where information needed to get out to citizens or where citizens literally rushed the phone lines to be able to get the most current information back. Andi, the legacy called systems have been completely overwhelmed, their inadequate. And we've seen customers launch the online call center in the cloud piece, using Amazon connect as their starting point. But then, you know, continuously innovating. And so starting to use things like Lex to be able to deliver a chat box function, Um, in the in the US, for example, one of our partners, Smartronix, was able to automate the welfare and social care systems for a number of different states to the point now where 90 plus percent of those calls get initially handled, satisfied using a chat bots, which frees up agents the deal, you know, with the more difficult inbound calls that they get. >>I gotta ask you, where do we go from here? What's next for these organizations? Post Covad World. You know, if we're sitting at a cocktail party was sitting down having dinner or where he talking remotely here, how would you? How would you explain to me what's what's next? Where do we go from here? And how do organizations take that next post co vid recovery and growth? What's your take? >>And John? I think that's a fantastic question to ask. Let me tell you what we learn from our customers every day because we see them try and do new things. If I had to take my sort of crystal ball, I think we're in version one of figuring out How do we work in this new environment? I think there's a couple of key things that we're going to see. Number one. Um, resilience and continuity of service is not gonna be optional. Everybody is coming to expect that government care, not for profits. Education is going to be able to seamlessly continue to deliver the core services irrespective of these world events or emergencies on B C customers. Now you know, really getting that right. It used to take. You talked about it? Um, heck, you couldn't get a system up and running in 19 days. You'd be lucky if you cut a purchase order in 19 days and citizens and constituents that aren't going to accept that anymore, right? That's one big, uh, change that I think is with us. And we'll keep on driving cloud adoption. I think the next one is how do we start putting the pieces together in ways that make some of this invisible and an example? Um, you know, kind of starts with that with that example in the US with partner that was building systems to help, uh, welfare and social care call centers operate smoother. But if you think about the range of AWS services and the building blocks that customers have, we'll find customers starting to create that virtual experience in aversion to dot away where they tie the contact center into chat box and into transcription. Like, for instance, being able to have a conversation with the parents and using comprehend medical actually get a medically accurate transcription. So the doctor can focus on that patient interaction and not on actually data captured, right, and then if that patient asks. Well, g Doc, could you give me more information about, you know, X y z, uh, medication, or about what a course of treatment sounds like? Instead of tying up the doctors time, you could go and use a tool like Amazon Polly to then go text to speech and give all of that further rich information to that citizen. Um e think some of them things. Same scenarios, right? How do we go from this? This very fast version one dot response to a a mawr immersive, less tech evident capability that strings these things together that to meet kind of unique use cases or unique needs. >>Yeah, I think that's totally right. I think you know the 19 days. Yeah, I'm blown away by that. But I think you know, we thought about agility. That was a cloud term. Being more agile with your code business. Agility has come on the scene and then with business agility you have I call I call business latency. Andi, you went from years to months, months, two days. And I think now, as you get into the decks versions, it's days, two hours, hours, two minutes, hours two seconds Because when you look at the scale of the cloud some of things we were talking what's going on? Space force and globally around with space Leighton See, technically and business late and see this is the new dynamic and it's gonna be automation. Ai these air. This is the new reality. I think co vid points that out. Uh, what's your reaction to that? And give a final message to the AWS international community out there on on how to get through this and what you guys are doing? >>Yeah, John, I think your observation is you know that increasingly, uh, there needs to be a connectedness between the services that thes public sector customers deliver on dso Um, that connectedness can be in terms of making sure that a citizen who eyes on their life journey doesn't need to continuously explain to government where they're at. But rather, government learns how to create secure, scalable data stores so that so that they understand the journey of the citizen and can provide help through that journey. Eso it becomes mawr citizen centric. I think another example is in the entire healthcare arena where what we have found is that the ability thio to securely collaborate on very complex problems and complex data sets? Uh, like like genomes, um is increasingly important on DSO. I think what you'll find is you'll find we're seeing it today, right? With customers like, uh, Genomics England and the UK Bio Bank were there, in fact, creating these secure collaboration spaces so that the best researchers can work against these very important data sets in a secure, yet trusted collaboration environment. So I think we're seeing much more of that on I would say The third thing that we're probably learning from our customers is just how important that skills and workforce pieces. Um, with the accelerated pace, we continue to see pressure on smart skills, and resource is that our customers need. Fortunately, we've got a great global partner ecosystem, Um, but you'll see us continuing to push that forward as a zone agenda that will help customers with eso. I guess my parting comment would be how could it not be? I hope that the customers that attend the summit are from all over the world. I hope they find something that's useful to them in pursuing their mission and in their journey to the cloud. And John, I just This is always a pleasure to join the Cube. Thanks very much for the time today. Thank >>you, Max. Great. Call out. Just I'll call it out. One more time to amplify the learnings in the workforce development starting younger and younger. The path to get proficiency is quickly. You could be a cloud computing cybersecurity application, modern application development, all hot areas. Uh, the new playbook is cloud. It's all there online. And, of course, Max. Global footprint with the regions, the world has changed, and it's gonna be pretty busy. Time for you. We'll be covering it. Thanks for coming on. >>That's great. Thanks, John. >>Okay, I'm John. Free with the Cube. You're watching any of US? Public sector summit, The international online event. I'm John. Hard to keep your host. Thank you for watching

Published Date : Oct 20 2020

SUMMARY :

from around the globe. brought to you by Amazon Web services. We'd be out on the summits talking to all the guests and presenting that the update on public And for i t for the public sector customers, the cloud to get and respond to the to the cove in 19 pandemic in delivering services? the capability that AWS brings to customers. Uh, the question I wanna ask you specifically because in our city on the Cloud Challenge Onda That gives a great opportunity to showcase So on the international front, like I said earlier in the open, we would've been in Bahrain. and the partners there to specifically respond to their needs. You guys are providing benefits and I'll see the cloud itself for the customer to build those modern APS. And the interesting thing is, you can actually step up the How would you explain to me what's what's next? I think that's a fantastic question to ask. Agility has come on the scene and then with business agility you have I call I call business latency. have found is that the ability thio to securely One more time to amplify the learnings in the workforce development That's great. Hard to keep your host.

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Armstrong and Guhamad and Jacques V2


 

>>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.

Published Date : Oct 1 2020

SUMMARY :

It's the Cube space and cybersecurity. We have Jeff Armstrong's the president of California Polytechnic in space, Jeff will start with you. We know that the best work is done by balanced teams that include multiple and diverse perspectives. speaking to bang, we learned that Rachel sins, one of our liberal arts arts majors, on the forefront of innovation and really taking a unique progressive. of the National Security Space Association, to discuss a very important topic of Thank you so much bomb for those comments and you know, new challenges and new opportunities and new possibilities of the space community, we thank you for your long life long devotion to service to the drone coming over in the crime scene and, you know, mapping it out for you. Yeah, I really appreciate that And appreciate the comments of my colleagues on clock now on terms of the innovation cycles, and so you got to react differently. Because the workforce that air in schools and our folks re So the pipeline needs to be strengthened But it does have the same challenges. Steve, go ahead. the aspect That's a Professor Armstrong talked about earlier toe where you continue to work Once the students get to a place like Cal Poly or some of our other amazing Uh, and that continued partnership is the script has been flipped. How people the progressions of knowledge and learning truth. that is needed, what we've been working on for years of the, you know, Thio the modern version of what a public, successful private partnership looks like. This is the fault, if you will and not rely heavily in are the usual suspects for example, is the thing we call clear for success getting back Thio Uh, that and and love to follow up offline with you on that. You know the programs you get you particularly through We need to support a lot of programs we have in the U. D. So somehow we have to do a better idea, or just a kind of stoked the ideation out their internship. in the manner that you were talking about. And we've seen on the commercial side with cloud computing on these highly accelerated environments where you know, So I'd love to get your thoughts as we look at the world now we're living in co vid um, decrease the time to degree enhanced graduation rate, eliminate opportunity you know, secure clearance. kind of kind of crazy ideas that are needed. certainly the security of the country. and they're connected to other systems that are connected to people. that people can feel comfortable to include the Congress to do things a little bit differently. So I Eyes that that is really salvage the experience for Bang, You're gonna go into the defense side of Thank you. Thank you all. I'm John Furry with the Cube here in Palo Alto, California Covering and hosting with Cal

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SPARKs: Succinct Parallelizable Arguments of Knowledge


 

>>Hello, everyone. Welcome to Entities Summit. My name is Ellen Komarovsky and I will talk about sparks So simple realizable arguments of knowledge. This talk is based on the joint work No, me, Frank, Cody, Freytag and Raphael past. Let me start by telling you what's the same documents are that's the same argument is a special type of interactive protocol between the prove prove er and the verifier who share some instance X, >>which is allegedly in some language. And the goal of the protocol is for the proper toe convince the very far that access indeed in the language for completeness, the guarantees that their guarantees that if X is indeed in the language, the verifier will in the end of the protocol indeed be convinced. On the other hand, for sadness we require that if X is not in the language, that no matter what the proper does, as long as it is bounded to run in polynomial time, the verifier will not be convinced. There is a stronger notion of sadness called an argument of knowledge, which says that the only way for the approval to continue the verifier is by knowing some witness there is a mathematical way to formalize this notion, but I will not get into it for efficiency. And what makes this protocol succinct is that we require the very far is running time and communication complexity between the program, the verifier Toby, both mounted by some political written function in T, where T is the time to verify the empty statement. In terms of the proof is running time, we don't require anything except that it's, for example, in normality. The goal of this work is to improve this polygonal overhead of the prove er, to explain why this is an important task. Let me give you a motivating example, which is just the concept of delegation of computation. So considering some small device, like a laptop or smartphone, that we used to perform some complicated computation which it cannot do. Since it is a big device, it wishes to delegate the computation to some service or cloud to perform the computation for it. Since the small device does not fully trust the service, it may want to ask the device the service to also issue a proof for correctness of the computation. And the problem is that if the proof it takes much more time than just performing the computation. It's not clear that this is something that will be useful in practice thinking. Think off an overhead, which is square of the time it takes to perform the computation. This will become, very quickly a very big number or very, very large delay for generating the We're not the >>first to study this problem. It has been studied for several decades, and at least from a theoretical point of view, the problem is almost solved or essentially solved. We have constructions off argument systems is great overhead, just bottle of arrhythmic multiplicity of overhead. This is obtained by combining efficient disappears. Together with Killian's arguments is there's a >>huge open problem in complexity. Theory of constructing PCP is with constant over namely, running just in linear time in the running, in the running time off just running the computation. But we argued that even if we had such a PCP and the constant was great, let's say it was just too. This would already be too much, because if you delegate the computation to takes a month toe complete, then waiting another month just for the proof might not be so reasonable. There is a solution in the literature for this problem in what we call using what we call a reliable PCP medicine. And I'll show that there is a recipe construction that has the following very useful property. Once you perform the computation itself without the just the computation and write down the computation to blow, then there is the way to generate every simple off the PCP in just only logarithmic time. So this means that you can, in parallel after computing the function itself, you can empire led, compute the whole PCP in just falling over it. Next time this gives you this gives us a great argument system with just t plus Polly locked parallel time instead of three times for luck tea time. But for this we need about the process service, which is prohibitively large. This is where sparks come in. We introduced the notion, or the paradigm off, computing the proof in part to the computation, not after the computation is done slightly more formally. What spark is it's just a succinct argument of knowledge, like what we said before, with the very fired and communication of Leslie being small but now we also require approval for which is super efficient. Namely, it can be paralyzed able. And it has to finish the proof together with the computation in Time T plus volatility, which essentially the best you can hope for. And we want to prefer to do so only with political rhythmic number off processors. You can also extend the definition to handling computations, which are to begin with a paralyze herbal. But I will not touch upon this. In the stock, you can see the paper. For the >>girls, we have two main results. The first main result is the construction of an interactive spark. It's just four rounds, and it is assumes Onley collisions is not hash functions. The second result is a non interactive spark. This result also assumes career resistant hash functions and in addition, the existence off any snark and namely succinct, non interactive argument of college that does not have to be a super efficient in terms of programming time. Slightly more generally, the two theories follow from >>combined framework, which takes essentially any argument of knowledge and turns it into a spark by assuming on a collision system, hash functions and maybe the multi behind the construction could be viewed as a trade off between computation time and process. Source. Winston. She ate theorem one using Killings protocol, which is an argument of knowledge, which is a four round argument of knowledge. And we insensate you're into using its not which is an argument knowledge. Just by definition, let me tell you what are the main ideas underlying our construction before telling you to control the ideas. Let me make some simplifying assumptions. The first assumption I will only be talking about the non interactive regime. The second example assumption is that I'm going to assume snark, which is a non interactive 16 argument of knowledge. And then we'll assume that's not the snark which is super efficient. So it will consumed other time to t for computation that takes 20 so almost what we want, but just not yet, not not yet there. I will assume that the computation that we want to perform a sequential and additionally I will assume that the computation has no >>space, namely its ah, or it has very low space. So think about the sequential computation, which MM doesn't have a lot of space or even zero for the for the time being, I would like to discuss how to simplify, how to remove this simplifying assumptions. So the starting idea is based on two works off a nettle and duckling. It'll from a couple of years ago. And here's how it works. So >>remember, we want toe performative time. Computation generated proof and we need to finish roughly by time. T. So the idea is to run half of the computation, which is what we can afford because we have a snark that can generate a proof in additional to over two steps so we can run the complete half of the computation and prove that half of the computation all in time T. And the idea is that now we can recursive Lee computer improve the rest of the computation in Parliament. Here's how it looks like. So you run half of the computation, started proof, and then you run a quarter of the remaining half of the remaining computation, which is a quarter of the original one, and prove it. And in parallel again, you take another eighth of the computation, which is one half of what's left and so on. And so forth. As you can see, that eventually will finish the whole computation. And you only need something like logarithmic Lee. Many parallel processors and the communication complexity and verifies running time only grow by algorithmic >>factor. So this is the main idea. Let's go back to the simplifying assumptions we have. So the first one was that I'm only gonna talk about the new interactive regime. You have to believe me that the same ideas extend to the interactive case, which is a little bit more massive with notation. But the ideas extent so I will not talk about it anymore. The second assumption I had was that I have a super efficient start, so it had over had two T >>40 time computation again. You have to believe me that if you work out the math, then the ideas extend to starts with quasi linear overhead. Namely, starts that working time tee times, Polly locked e and then the result extends to any snark because of a result because of a previous work will be tense. Kettle, who showed that a snark with the proof it runs in polynomial time can be generically translated into a snark where the programs in quasi linear with quasi linear overhead. So this gives a result from any stark not only from pretty efficient starts. The last bullet was about the fact that we're dealing with only with sequential Ram computations. And again, you have to believe me that the ideas can be extended toe tyrants And the last assumption which is the focus of this work is how to get rid of the small space assumption. This is what I'm gonna be talking next. Let's see what goes wrong. If the if the computation has space, remember what we did in the previous. In a couple of slides ago, the construction was toe perform. Half of the computation prove it and then half of the remaining computation prove it. And >>so on. If you write down the statement that each of these proofs proofs, it's something like that a machine m on input X executed for some number of steps starting from some state ended at some other state. And if you notice the statement itself depends on the space of the computation, well and therefore, if the space of the computation is nontrivial, the statements are large and therefore the communication will be large and therefore the very fire will have toe be running time, proportional to the space and so on. So we don't even get a saint argument if we do it. Neighborly. Here's a solution for this problem. You can say, Well, you don't have to include the space in the whole space. In the statement, you can include only a digest of the space. Think about some hash function of the space. So indeed, you can modify the statement to not include the space, but only a digest. And now the statement will be a little bit more complicated. It will be that there exists some initial state end state such that there hush is consistent with digest in the statement. And if you run the machine M for K state and for K steps starting from the initial space, you end up with the final space. So this is great. It indeed solves the communication complexity problem in the very far complexity problem. But notice that from the proof for site, we didn't actually do anything because we just move, pushed the complexity in tow. The weakness. So the proof is running. Time is still very large with this solution. Yeah. Our final solution, if in a very high level, is to compress the witness. So instead of using the whole space is the witness. We will be using the computation itself in the computation that we ran as the witness. So now the statement will be off the same form, so it will still be. It will still consist off to digests and machine. But now the the witness will be not the whole state. But it will be the case steps that we performed. Namely, it will be that there exists case steps that I performed such that if I run >>the machine m on this case steps and I started with a digest and I just start and I applied this case steps on the digest. I will end up with the Final Digest. In order to implement this, we need some sort off a nap. Datable digest. This is not really hard, not so hard to obtain because you could just do something like a miracle tree. It's not hard to see that you can add the locations in the medical tree quite efficiently. But the problem is that we need toe toe to compute those updates. Not only not only we need toe be ableto update the hash browns, the hush or the largest which don't also be able to compute the updates in parallel to the computation. And to this end, we introduce a variant of Merkle trees and show how to perform all of those updates level by level in the in the Merkel tree in a pipeline in fashion. So namely, we push the updates off the digest in toe the Merkel tree, one after the other without waiting for the previous ones to end. And here we're using the tree structure off Merkle trees. So that's all I'm gonna say about the protocol. I'm just gonna end with showing you how the final protocol looks like We run case steps of computations. Okay, one steps of computation and we compute the K updates for those case steps in violent the computation. So every time we run a step of computation, we also update start an update off our digest. And once we are finished computing all the updates, we can start running a proof using those updates as witness and were forcibly continuing this way as a conclusion this results with the spark namely 1/16 argument system with the proof is running Time t plus for you Look, team and no times and all we need is something like quality of arrhythmic number of processors. E would like to mention that this is a theoretical result and by no means should be should be taken as a za practical thing that should be implemented. But I think that it is important to work on it. And there is a lot of interesting questions on how to make this really practical and useful. So with that, I'm gonna end and thank you so much for inviting me and enjoy the sandwich.

Published Date : Sep 24 2020

SUMMARY :

protocol between the prove prove er and the verifier who share some instance X, In terms of the proof is running time, we don't require anything except that it's, for example, first to study this problem. extend the definition to handling computations, which are to begin with a and in addition, the existence off any snark and namely succinct, is that I'm going to assume snark, which is a non interactive 16 argument So the starting idea is based on two works off a nettle and duckling. remaining half of the remaining computation, which is a quarter of the original one, and prove But the ideas extent so I will not talk about it anymore. out the math, then the ideas extend to starts with quasi linear overhead. But notice that from the proof for site, we didn't actually do anything because we just But the problem is that we need toe toe to compute those updates.

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Stuti Deshpande, AWS | Smart Data Marketplaces


 

>> Announcer: From around the globe it's theCUBE with digital coverage of smart data marketplaces brought to you by Io Tahoe. >> Hi everybody, this is Dave Vellante. And welcome back. We've been talking about smart data. We've been hearing Io Tahoe talk about putting data to work and keep heart of building great data outcomes is the Cloud of course, and also Cloud native tooling. Stuti Deshpande is here. She's a partner solutions architect for Amazon Web Services and an expert in this area. Stuti, great to see you. Thanks so much for coming on theCUBE. >> Thank you so much for having me here. >> You're very welcome. So let's talk a little bit about Amazon. I mean, you have been on this machine learning journey for quite sometime. Take us through how this whole evolution has occurred in technology over the period of time. Since the Cloud really has been evolving. >> Amazon in itself is a company, an example of a company that has gotten through a multi year machine learning transformation to become the machine learning driven company that you see today. They have been improvising on original personalization model using robotics to all different women's centers, developing a forecasting system to predict the customer needs and improvising on that and reading customer expectations on convenience, fast delivery and speed, from developing natural language processing technology for end user infraction, to developing a groundbreaking technology such as Prime Air jobs to give packages to the customers. So our goal at Amazon With Services is to take this rich expertise and experience with machine learning technology across Amazon, and to work with thousands of customers and partners to handle this powerful technology into the hands of developers or data engineers of all levels. >> Great. So, okay. So if I'm a customer or a partner of AWS, give me the sales pitch on why I should choose you for machine learning. What are the benefits that I'm going to get specifically from AWS? >> Well, there are three main reasons why partners choose us. First and foremost, we provide the broadest and the deepest set of machine learning and AI services and features for your business. The velocity at which we innovate is truly unmatched. Over the last year, we launched 200 different services and features. So not only our pace is accelerating, but we provide fully managed services to our customers and partners who can easily build sophisticated AI driven applications and utilizing those fully managed services began build and train and deploy machine learning models, which is both valuable and differentiating. Secondly, we can accelerate the adoption of machine learning. So as I mentioned about fully managed services for machine learning, we have Amazon SageMaker. So SageMaker is a fully managed service that are any developer of any level or a data scientist can utilize to build complex machine learning, algorithms and models and deploy that at scale with very less effort and a very less cost. Before SageMaker, it used to take so much of time and expertise and specialization to build all these extensive models, but SageMaker, you can literally build any complex models within just a time of days or weeks. So to increase it option, AWS has acceleration programs just in a solution maps. And we also have education and training programs such as DeepRacer, which are enforces on enforcement learning and Embark, which actually help organization to adopt machine learning very readily. And we also support three major frameworks such as TensorFlow five charge, or they have separate teams who are dedicated to just focus on all these frameworks and improve the support of these frameworks for a wide variety of workloads. And finaly, we provide the most comprehensive platform that is optimized for machine learning. So when you think about machine learning, you need to have a data store where you can store your training sets, your test sets, which is highly reliable, highly scalable, and secure data store. Most of our customers want to store all of their data and any kind of data into a centralized repository that can be treated at the central source of fraud. And in this case from the Amazon Esri data store to build and endurance machine learning workflow. So we believe that we provide this capability of having the most comprehensive platform to build the machine learning workflow from internally. >> Great. Thank you for that. So I wanted, my next question is, this is a complicated situation for a lot of customers. You know, having the technology is one thing, but adoption is sort of everything. So I wonder if you could paint a picture for us and help us understand, how you're helping customers think about machine learning, thinking about that journey and maybe give us the context of what the ecosystem looks like? >> Sure. If someone can put up the belt, I would like to provide a picture representation of how AWS and fusion machine learning as three layers of stack. And moving on to next bill, I can talk about the bottom there. And bottom there as you can see over this screen, it's basically for advanced technologists advanced data scientists who are machine learning practitioners who work at the framework level. 90% of data scientists use multiple frameworks because multiple frameworks are adjusted and are suitable for multiple and different kinds of workloads. So at this layer, we provide support for all of the different types of frameworks. And the bottom layer is only for the advanced scientists and developers who are actually actually want to build, train and deploy these machine learning models by themselves and moving onto the next level, which is the middle layer. This layer is only suited for non-experts. So here we have SageMaker where it provides a fully managed service there you can build, tune, train and deploy your machine learning models at a very low cost and with very minimal efforts and at a higher scale, it removes all the complexity, heavy lifting and guesswork from this stage of machine learning and Amazon SageMaker has been the scene that will change. Many of our customers are actually standardizing on top off Amazon SageMaker. And then I'm moving on to the next layer, which is the top most layer. We call this as AI services because this may make the human recognition. So all of the services mentioned here such as Amazon Rekognition, which is basically a deep learning service optimized for image and video analysis. And then we have Amazon Polly, which can do the text to speech conversion and so on and so forth. So these are the AI services that can be embedded into the application so that the end user or the end customer can build AI driven applications. >> Love it. Okay. So you've got the experts at the bottom with the frameworks, the hardcore data scientists, you kind of get the self driving machine learning in the middle, and then you have all the ingredients. I'm like an AI chef or a machine learning chef. I can pull in vision, speech, chatbots, fraud detection, and sort of compile my own solutions that's cool. We hear a lot about SageMaker studio. I wonder if you could tell us a little bit more, can we double click a little bit on SageMaker? That seems to be a pretty important component of that stack that you just showed us. >> I think that was an absolutely very great summarization of all the different layers of machine unexpected. So thank you for providing the gist of that. Of course, I'll be really happy to talk about Amazon SageMaker because most of our customers are actually standardizing on top of SageMaker. That is spoken about how machine learning traditionally has so many complications and it's very complex and expensive and I traded process, which makes it even harder because they don't know integrated tools or if you do the traditional machine learning all kind of deployment, there are no integrated tools for the entire workflow process and deployment. And that is where SageMaker comes into the picture. SageMaker removes all the heaviness thing and complexities from each step of the deployment of machine learning workflow, how it solves our challenges by providing all of the different components that are optimized for every stage of the workflow into one single tool set. So that models get to production faster and with much less effort and at a lower cost. We really continue to add important (indistinct) leading to Amazon SageMaker. I think last year we announced 50 cubic litres in this far SageMaker being improvised it's features and functionalities. And I would love to call out a couple of those here, SageMaker notebooks, which are just one thing, the prominent notebooks that comes along with easy two instances, I'm sorry for quoting Jarvin here is Amazon Elastic Compute Instances. So you just need to have a one thing deployment and you have the entire SageMaker Notebook Interface, along with the Elastic Compute Instances running that gives you the faster time to production. If you're a machine, if you are a data scientist or a data engineer who worked extensively for machine learning, you must be aware about building training datasets is really complex. So there we have on his own ground truth, that is only for building machine learning training data sets, which can reduce your labeling cost by 70%. And if you perform machine learning and other model technology in general, there are some workflows where you need to do inferences. So there we have inference, Elastic Inference Incense, which you can reduce the cost by 75% by adding a little GP acceleration. Or you can reduce the cost by adding managed squad training, utilizing easy to spot instances. So there are multiple ways that you can reduce the costs and there are multiple ways there you can improvise and speed up your machine, learning deployment and workflow. >> So one of the things I love about, I mean, I'm a prime member who is not right. I love to shop at Amazon. And what I like about it is the consumer experience. It kind of helps me find things that maybe I wasn't aware of, maybe based on other patterns that are going on in the buying community with people that are similar. If I want to find a good book. It's always gives me great reviews and recommendations. So I'm wondering if that applies to sort of the tech world and machine learning, are you seeing any patterns emerge across the various use cases, you have such scale? What can you tell us about that? >> Sure. One of the battles that we have seen all the time is to build scalable layer for any kind of use case. So as I spoke before that as much, I'm really looking to put their data into a single set of depository where they have the single source of truth. So storing of data and any kind of data at any velocity into a single source of would actually help them build models who run on these data and get useful insights out of it. So when you speak about an entry and workflow, using Amazon SageMaker along bigger, scalable analytical tool is actually what we have seen as one of the factors where they can perform some analysis using Amazon SageMaker and build predictive models to say samples, if you want to take a healthcare use case. So they can build a predictive model that can victimize the readmissions of using Amazon SageMaker. So what I mean, to say is, by not moving data around and connecting different services to the same set of source of data, that's tumor avoid creating copies of data, which is very crucial when you are having training data set and test data sets with Amazon SageMaker. And it is highly important to consider this. So the pattern that we have seen is to utilize a central source of depository of data, which could be Amazon Extra. In this scenario, scalable analytical layer along with SageMaker. I would have to code at Intuit for a success story over here. I'm using sandwich, a Amazon SageMaker Intuit had reviews the machine learning deployment time by 90%. So I'm quoting here from six months to one week. And if you think about a healthcare industry, there hadn't been a shift from reactive to predictive care. So utilizing predictive models to accelerate research and discovery of new drugs and new treatments. And you've also observed that nurses were supported by AI tools increase their, their productivity has increased by 50%. I would like to say that one of our customers are really diving deep into the AWS portfolio of machine learning and AI services and including transcribed medical, where they are able to provide some insights so that their customers are getting benefits from them. Most of their customers are healthcare providers and they are able to give some into insights so that they can create some more personalized and improvise patient care. So there you have the end user benefits as well. One of the patterns that I have, I can speak about and what we have seen as well, appearing a predictive model with real time integration into healthcare records will actually help their healthcare provider customers for informed decision making and improvising the personalized patient care. >> That's a great example, several there. And I appreciate that. I mean, healthcare is one of those industries that is just so right for technology ingestion and transformation, that is a great example of how the cloud has really enabled really. I mean, I'm talking about major changes in healthcare with proactive versus reactive. We're talking about lower costs, better health, longer lives is really inspiring to see that evolve. We're going to watch it over the next several years. I wonder if we could close in the marketplace. I've had the pleasure of interviewing Dave McCann, a number of times. He and his team have built just an awesome capability for Amazon and its ecosystem. What about the data products, whether it's SageMaker or other data products in the marketplace, what can you tell us? >> Sure. Either of this market visits are interesting thing. So let me first talk about the AWS marketplace of what, AWS marketplace you can browse and search for hundreds of machine learning algorithms and machine learning, modern packages in a broad range of categories that this company provision, fixed analysis, voice answers, email, video, and it says predictive models and so on and so forth. And all of these models and algorithms can be deployed to a Jupiter notebook, which comes as part of the SageMaker that form. And you can integrate all of these different models and algorithms into our fully managed service, which is Amazon SageMaker to Jupiter notebooks, Sage maker, STK, and even command as well. And this experience is followed by either of those marketplace catalog and API. So you get the same benefits as any other marketplace products, the just seamless deployments and consolidate it. So you get the same benefits as the products and the invest marketplace for your machine learning algorithms and model packages. And this is really important because these can be darkly integrated into our SageMaker platform. And I don't even be honest about the data products as well. And I'm really happy to provide and code one of the example over here in the interest of cooler times and because we are in unprecedented times over here we collaborated with our partners to provide some data products. And one of them is data hub by tablet view that gives you the time series data of phases and depth data gathered from multiple trusted sources. And this is to provide better and informed knowledge so that everyone who was utilizing this product can make some informed decisions and help the community at the end. >> I love it. I love this concept of being able to access the data, algorithms, tooling. And it's not just about the data, it's being able to do something with the data and that we've been talking about injecting intelligence into those data marketplaces. That's what we mean by smart data marketplaces. Stuti Deshpande, thanks so much for coming to theCUBES here, sharing your knowledge and tell us a little bit about AWS. There's a pleasure having you. >> It's my pleasure too. Thank you so much for having me here. >> You're very welcome. And thank you for watching. Keep it right there. We will be right back right after this short break. (soft orchestral music)

Published Date : Sep 17 2020

SUMMARY :

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Stuti Deshpande, AWS | Smart Data Marketplaces


 

>> Announcer: From around the globe it's theCUBE with digital coverage of smart data marketplaces brought to you by Io Tahoe. >> Hi everybody, this is Dave Vellante. And welcome back. We've been talking about smart data. We've been hearing Io Tahoe talk about putting data to work and keep heart of building great data outcomes is the Cloud of course, and also Cloud native tooling. Stuti Deshpande is here. She's a partner solutions architect for Amazon Web Services and an expert in this area. Stuti, great to see you. Thanks so much for coming on theCUBE. >> Thank you so much for having me here. >> You're very welcome. So let's talk a little bit about Amazon. I mean, you have been on this machine learning journey for quite sometime. Take us through how this whole evolution has occurred in technology over the period of time. Since the Cloud really has been evolving. >> Amazon in itself is a company, an example of a company that has gotten through a multi year machine learning transformation to become the machine learning driven company that you see today. They have been improvising on original personalization model using robotics to all different women's centers, developing a forecasting system to predict the customer needs and improvising on that and reading customer expectations on convenience, fast delivery and speed, from developing natural language processing technology for end user infraction, to developing a groundbreaking technology such as Prime Air jobs to give packages to the customers. So our goal at Amazon With Services is to take this rich expertise and experience with machine learning technology across Amazon, and to work with thousands of customers and partners to handle this powerful technology into the hands of developers or data engineers of all levels. >> Great. So, okay. So if I'm a customer or a partner of AWS, give me the sales pitch on why I should choose you for machine learning. What are the benefits that I'm going to get specifically from AWS? >> Well, there are three main reasons why partners choose us. First and foremost, we provide the broadest and the deepest set of machine learning and AI services and features for your business. The velocity at which we innovate is truly unmatched. Over the last year, we launched 200 different services and features. So not only our pace is accelerating, but we provide fully managed services to our customers and partners who can easily build sophisticated AI driven applications and utilizing those fully managed services began build and train and deploy machine learning models, which is both valuable and differentiating. Secondly, we can accelerate the adoption of machine learning. So as I mentioned about fully managed services for machine learning, we have Amazon SageMaker. So SageMaker is a fully managed service that are any developer of any level or a data scientist can utilize to build complex machine learning, algorithms and models and deploy that at scale with very less effort and a very less cost. Before SageMaker, it used to take so much of time and expertise and specialization to build all these extensive models, but SageMaker, you can literally build any complex models within just a time of days or weeks. So to increase it option, AWS has acceleration programs just in a solution maps. And we also have education and training programs such as DeepRacer, which are enforces on enforcement learning and Embark, which actually help organization to adopt machine learning very readily. And we also support three major frameworks that just tensive no charge, or they have separate teams who are dedicated to just focus on all these frameworks and improve the support of these frameworks for a wide variety of workloads. And finaly, we provide the most comprehensive platform that is optimized for machine learning. So when you think about machine learning, you need to have a data store where you can store your training sets, your test sets, which is highly reliable, highly scalable, and secure data store. Most of our customers want to store all of their data and any kind of data into a centralized repository that can be treated at the central source of fraud. And in this case from the Amazon Esri data store to build and endurance machine learning workflow. So we believe that we provide this capability of having the most comprehensive platform to build the machine learning workflow from internally. >> Great. Thank you for that. So I wanted, my next question is, this is a complicated situation for a lot of customers. You know, having the technology is one thing, but adoption is sort of everything. So I wonder if you could paint a picture for us and help us understand, how you're helping customers think about machine learning, thinking about that journey and maybe give us the context of what the ecosystem looks like? >> Sure. If someone can put up the belt, I would like to provide a picture representation of how AWS and fusion machine learning as three layers of stack. And moving on to next bill, I can talk about the bottom there. And bottom there as you can see over this screen, it's basically for advanced technologists advanced data scientists who are machine learning practitioners who work at the framework level. 90% of data scientists use multiple frameworks because multiple frameworks are adjusted and are suitable for multiple and different kinds of workloads. So at this layer, we provide support for all of the different types of frameworks. And the bottom layer is only for the advanced scientists and developers who are actually actually want to build, train and deploy these machine learning models by themselves and moving onto the next level, which is the middle layer. This layer is only suited for non-experts. So here we have seen Jamaica where it provides a fully managed service there you can build, tune, train and deploy your machine learning models at a very low cost and with very minimal efforts and at a higher scale, it removes all the complexity, having a thing and guess guesswork from this stage of machine learning and Amazon SageMaker has been the scene that will change. Many of our customers are actually standardizing on top off Amazon SageMaker. And then I'm moving on to the next layer, which is the top most layer. We call this as AI services because this may make the human recognition. So all of the services mentioned here such as Amazon Rekognition, which is basically a deep learning service optimized for image and video analysis. And then we have Amazon Polly, which can do the text to speech from Russian and so on and so forth. So these are the AI services that can be embedded into the application so that the end user or the end customer can build AI driven applications. >> Love it. Okay. So you've got the experts at the bottom with the frameworks, the hardcore data scientists, you kind of get the self driving machine learning in the middle, and then you have all the ingredients. I'm like an AI chef or a machine learning chef. I can pull in vision, speech, chatbots, fraud detection, and sort of compile my own solutions that's cool. We hear a lot about SageMaker studio. I wonder if you could tell us a little bit more, can we double click a little bit on SageMaker? That seems to be a pretty important component of that stack that you just showed us. >> I think that was an absolutely very great summarization of all the different layers of machine unexpected. So thank you for providing the gist of that. Of course, I'll be really happy to talk about Amazon SageMaker because most of our customers are actually standardizing on top of SageMaker. That is spoken about how machine learning traditionally has so many complications and it's very complex and expensive and I traded process, which makes it even harder because they don't know integrated tools or if you do the traditional machine learning all kind of deployment, there are no integrated tools for the entire workflow process and deployment. And that is where SageMaker comes into the picture. SageMaker removes all the heaviness thing and complexities from each step of the deployment of machine learning workflow, how it solves our challenges by providing all of the different components that are optimized for every stage of the workflow into one single tool set. So that models get to production faster and with much less effort and at a lower cost. We really continue to add important (indistinct) leading to Amazon SageMaker. I think last year we announced 50 cubic litres in this far SageMaker being improvised it's features and functionalities. And I would love to call out a couple of those here, SageMaker notebooks, which are just one thing, the prominent notebooks that comes along with easy two instances, I'm sorry for quoting Jarvin here is Amazon Elastic Compute Instances. So you just need to have a one thing deployment and you have the entire SageMaker Notebook Interface, along with the Elastic Compute Instances running that gives you the faster time to production. If you're a machine, if you are a data scientist or a data engineer who worked extensively for machine learning, you must be aware about building training datasets is really complex. So there we have on his own ground truth, that is only for building machine learning training data sets, which can reduce your labeling cost by 70%. And if you perform machine learning and other model technology in general, there are some workflows where you need to do inferences. So there we have inference, Elastic Inference Incense, which you can reduce the cost by 75% by adding a little GP acceleration. Or you can reduce the cost by adding managed squad training, utilizing easy to spot instances. So there are multiple ways that you can reduce the costs and there are multiple ways there you can improvise and speed up your machine, learning deployment and workflow. >> So one of the things I love about, I mean, I'm a prime member who is not right. I love to shop at Amazon. And what I like about it is the consumer experience. It kind of helps me find things that maybe I wasn't aware of, maybe based on other patterns that are going on in the buying community with people that are similar. If I want to find a good book. It's always gives me great reviews and recommendations. So I'm wondering if that applies to sort of the tech world and machine learning, are you seeing any patterns emerge across the various use cases, you have such scale? What can you tell us about that? >> Sure. One of the battles that we have seen all the time is to build scalable layer for any kind of use case. So as I spoke before that as much, I'm really looking to put their data into a single set of depository where they have the single source of truth. So storing of data and any kind of data at any velocity into a single source of would actually help them build models who run on these data and get useful insights out of it. So when you speak about an entry and workflow, using Amazon SageMaker along bigger, scalable analytical tool is actually what we have seen as one of the factors where they can perform some analysis using Amazon SageMaker and build predictive models to say samples, if you want to take a healthcare use case. So they can build a predictive model that can victimize the readmissions of using Amazon SageMaker. So what I mean, to say is, by not moving data around and connecting different services to the same set of source of data, that's tumor avoid creating copies of data, which is very crucial when you are having training data set and test data sets with Amazon SageMaker. And it is highly important to consider this. So the pattern that we have seen is to utilize a central source of depository of data, which could be Amazon Extra. In this scenario, scalable analytical layer along with SageMaker. I would have to code at Intuit for a success story over here. I'm using sandwich, a Amazon SageMaker Intuit had reviews the machine learning deployment time by 90%. So I'm quoting here from six months to one week. And if you think about a healthcare industry, there hadn't been a shift from reactive to predictive care. So utilizing predictive models to accelerate research and discovery of new drugs and new treatments. And you've also observed that nurses were supported by AI tools increase their, their productivity has increased by 50%. I would like to say that one of our customers are really diving deep into the AWS portfolio of machine learning and AI services and including transcribed medical, where they are able to provide some insights so that their customers are getting benefits from them. Most of their customers are healthcare providers and they are able to give some into insights so that they can create some more personalized and improvise patient care. So there you have the end user benefits as well. One of the patterns that I have, I can speak about and what we have seen as well, appearing a predictive model with real time integration into healthcare records will actually help their healthcare provider customers for informed decision making and improvising the personalized patient care. >> That's a great example, several there. And I appreciate that. I mean, healthcare is one of those industries that is just so right for technology ingestion and transformation, that is a great example of how the cloud has really enabled really. I mean, I'm talking about major changes in healthcare with proactive versus reactive. We're talking about lower costs, better health, longer lives is really inspiring to see that evolve. We're going to watch it over the next several years. I wonder if we could close in the marketplace. I've had the pleasure of interviewing Dave McCann, a number of times. He and his team have built just an awesome capability for Amazon and its ecosystem. What about the data products, whether it's SageMaker or other data products in the marketplace, what can you tell us? >> Sure. Either of this market visits are interesting thing. So let me first talk about the AWS marketplace of what, AWS marketplace you can browse and search for hundreds of machine learning algorithms and machine learning, modern packages in a broad range of categories that this company provision, fixed analysis, voice answers, email, video, and it says predictive models and so on and so forth. And all of these models and algorithms can be deployed to a Jupiter notebook, which comes as part of the SageMaker that form. And you can integrate all of these different models and algorithms into our fully managed service, which is Amazon SageMaker to Jupiter notebooks, Sage maker, STK, and even command as well. And this experience is followed by either of those marketplace catalog and API. So you get the same benefits as any other marketplace products, the just seamless deployments and consolidate it. So you get the same benefits as the products and the invest marketplace for your machine learning algorithms and model packages. And this is really important because these can be darkly integrated into our SageMaker platform. And I don't even be honest about the data products as well. And I'm really happy to provide and code one of the example over here in the interest of cooler times and because we are in unprecedented times over here we collaborated with our partners to provide some data products. And one of them is data hub by tablet view that gives you the time series data of phases and depth data gathered from multiple trusted sources. And this is to provide better and informed knowledge so that everyone who was utilizing this product can make some informed decisions and help the community at the end. >> I love it. I love this concept of being able to access the data, algorithms, tooling. And it's not just about the data, it's being able to do something with the data and that we've been talking about injecting intelligence into those data marketplaces. That's what we mean by smart data marketplaces. Stuti Deshpande, thanks so much for coming to theCUBES here, sharing your knowledge and tell us a little bit about AWS. There's a pleasure having you. >> It's my pleasure too. Thank you so much for having me here. >> You're very welcome. And thank you for watching. Keep it right there. We will be right back right after this short break. (soft orchestral music)

Published Date : Sep 3 2020

SUMMARY :

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Aparna Sinha and Pali Bhat | Google Cloud Next OnAir '20


 

>>from around the globe. It's the Cube covering Google Cloud. Next on Air 20. Hi, I'm Stew Minimum And and this is the Cube's coverage of Google Cloud next 20 on air, Of course. Last year we were all in person in San Francisco. This year it's an online experience. It's actually spanning many weeks and this week when we're releasing the Cube interviews, talking about application modernization, happy to welcome back program two of our Cube alumni. Chris Well, I've got Aparna Sinha, Uh, who is the director of product management, and joining her is Pali Bhat, who's the vice president of product and design, both with Google Cloud Poly. Welcome back. Thanks so much for joining us. >>Thank you. Good to be here. >>Well, so it goes without saying it. That 2020 has had quite a lot of changes. Really affect it. Start with you. You know, obviously there's been a lot of discussion is what is the impact of the global pandemic? The ripple in the economy on cloud. So I would love to hear a little bit. You know what you're hearing from your customers. What? That impact has been on on you and your business. >>Yes to thank thank you for asking as I look at our customers, what's been most inspiring for me to see is how organizations and the people in those organizations are coming together to help each other during this unprecedented event. And one of the things I wanted to highlight is, as we all adjust to this sort of new normal, there are two things that I keep seeing across every one of our customers. Better operation efficiency, with the focus on cost saving is something that's a business imperative and has drawn urgency. And the second bit is an increased focus on agility and business innovation. In the current atmosphere, where digital has truly become gone from being one of the channels being D channel, we're seeing our customers respond by being more innovative and reaching their customers in the way that they want to be rich. And that's been, for me personally, very inspiring to see. And we turned on Google Cloud to be a part of helping our customers in this journey in terms of our business itself. We're seeing tremendous momentum around our organization business because it plays directly into these two business imperatives around operational efficiency, cost saving and, of course, business innovation and agility. In Q two of 2020 we saw more than 100,000 companies use our application modernization platform across G ke and those cloud functions Cloud Run and our developers tools. So we've been, uh, just tagged with the response of how customers are using our tools in order to help them run their businesses, operate more efficiently and be more innovative on behalf of their customers. So we're seeing customers use everything from building mission critical applications who then securing, migrating and then operating our services. And we've also seen that customers get tremendous benefits. We've seen up to a 35% increase simply by using our own migration tools. And we've also seen it up to 75% improvement to all of the automation and re platform ing that they can do with our monetization platform. That's been incredible. What I do want to do. Those have a partner chime in on some of the complexity that these customers are seeing and how we're going about trying to address that >>Yes, eso to help our customers with the application modernization journey. Google Cloud really offers three highly differentiated capabilities. Us to the first one is really providing a consistent development and operations experience, and this is really important because you want the same experience, regardless of whether you're running natively in Google Cloud or you're running across clouds or you're running hybrid or you're running at the edge. And I think this is a truly unique differentiator off what we offer. Secondly, we really give customers and their developers industry leading guidance. And this is particularly important because there's a set of best practices on how you do development, how you run these applications, how you operate them in production for high reliability, a exceptional security staff, the stature and for the maximum developer efficiency on. And we provide the platform and the tooling to do that so that it can be customized to it's specific customers needs and their specific place on that modernization journey. And then the third thing on and I think this is incredibly important as well is that we would ride a data driven approach, a data driven optimization and benchmarking approach so that we can tell you where you are with regard to best practice and then help you move towards best practice, no matter where you're starting. >>Yeah, well, thank you, Aparna and Polly definitely resonates with what we're hearing. You know, customers need to be data driven. And then there's the imperative Now that digital movement Pali last year at the show, of course, Antos was, you know, really the talk of the conference years gone by. We know things move really fast, so if you could, you know, probably don't have time to get all of the news, but share with us the updates what differentiated this year along from a new standpoint, >>Yeah, So we've got tremendous set off improvements to the platform. And one of the things that I wanted to just share was that our customers as they actually migrate on to onto the cloud and begin the modernization journeys in their digital transformation programs. What we're seeing over and over is those customers that start with the platform as opposed to an individual application, are set up for success in the future. The platform, of course, is an tos where your application modernization journey begins. In terms of updates, we're gonna share a series off updates in block post, etcetera. I just want to highlight a few. We're sharing their availability off Antos for their middle swathe things that our customers have been asking about. And now our customers get to run on those on Prem and at the edge without the need for a hyper visor. What this does is helps organizations minimize unnecessary overhead and ultimately unlock all of the new cloud and edge use case. The second bit is we're not in the GF our speech to text on prem capability, but this is our first hybrid AI capability. So customers like Iron Mountain get to use hybrid AI, so they have full control of the infrastructure and have control off their data so they can implement data residency and compliance while still leveraging all of Google Cloud AI capabilities. Third services identity again. This extends existing identity solutions so that you can seamlessly work on and those workloads again. This is going to be generally available for on premise customers and better for Antos on AWS, and you're going to see more and more customers be able to leverage their existing identity investments while still getting the consistency that Anton's provides across environments. In the last one that I like to highlight is on those attached clusters, which lets customers bring any kubernetes conforming cluster on Toronto's and still take advantage of the advanced capabilities that until provides like declarative configurations and service automation. So one of the customers I just want to call out is Cold just built it. Entire hybrid cloud strategy on Anton's Day began with the platform first, and now we're seeing a record number of customers on Cold Start camaraderie. Take advantage of Mantel's tempting. With Macquarie Bank played, there's a number of use cases. I am particularly excited about major league baseball. I'm a big fan of baseball, and Major League Baseball is now using and those for 2020 season and all of the stadium across, trusting a large amount of data and gives them the capability to get those capabilities in stadiums very, really acceptable. All of those >>Okay, quick, quick. Follow up on that and those attached clusters because it was one of the questions I had last year. Google Cloud has partnerships with VM Ware for what they're doing. You know, Red Hat and Pivotal also is part of the VM Ware families, and they have their own kubernetes offering. So should I be thinking of this as a management capability that's similar to like what? What Andrew does Or maybe as your arca, Or is it just a kind of interoperability piece? How do we understand how these multiple kubernetes fit together? >>Yeah. So what we've done with Antos has really taken the approach that we need to help our customers are made and manage the infrastructure to specifically what Antos attach clusters gives our customers is they can have any kubernetes cluster as long as it's kubernetes conformance, they can benefit from all of the things that we provide in terms of automation. One of the challenges, of course, is you know, those two is configuring these very, very large instances in walls. A lot of handcrafting today we can provide declarative configuration. So you automate all of that. So think of this as configures code I think of this is infrastructure scored management scored. We're providing that service automation layer on top of any kubernetes conforming cluster with an tools. >>Great. Alright, uh, it's at modernization weeks, so Ah, partner, maybe bring us in aside. You were talking about your customers and what their what they're doing to modernize what's new that they should be aware of this year. >>Yeah, so So, First of all, you know, our mission is really to accelerate innovation in every organization through making their developers more productive as well as automating their operations. And this is something that is resonating even more in these times. Specifically, I think the biggest news that we have is really around, how we're going to help companies get started with the application modernization so that they can maximize the impact of their modernization efforts. And to do this, we're introducing what we're calling. The Google Cloud Application Modernization program or a Google camp for short on Google Camp has three pieces. It has an assessment, which is really data driven and fact based. It's a baseline assessment that helps organizations understand where they are in terms of their maturity with application modernization. Secondly, we give them a blueprint. This is something that is, is it encapsulates a specific set of best practices, proven best practices from development to security to operations, and it's something that they can put into practice and implement immediately. These practices, they cover the entire application lifecycle from writing the code to the See I CD to running it and operating it for maximum reliability and security. And then the third aspect, of course, is the application platform. And this is a modern platform, but also extremely extensible. And, as you know, it spans across clouds on this enables organizations to build, run and secure and, of course, manage both legacy as well as new applications. And the good news, of course, here is you know, this is a time tested platform. It's something that we use internally as well. For our Cloud ML services are being query omni service capability as well as for apogee, hot hybrid and many more at over time. So with the Google campus really covered all aspects of the application lifecycle. And we think it's extremely important for enterprises to have this capability. >>Yeah, so a party when you talk about the extent ability, I would expect that Google Cloud Run is one of the options there to help give us a bridge to get to server list. If that's where customers looking to my right on >>that, that's rights to the camp program provides is holistic, and it brings together many of our capabilities. So Cloud Code Cloud See I CD Cloud Run, which is our server less offering and also includes G ki e and and those best practices. Because customers for their applications, they're usually using multiple platforms. Now, in the case of Cloud Run, in particular, I want to highlight that there's been a lot of interest in the serverless capability during this last few months. In particular, I think, disproportionate amount of interest and server lists on container Native. In fact, according to the CNC F 2020 State of Cloud Native Development Report, you might have seen that, you know, they noted that 2.7 million cloud native developers are using kubernetes and four million are using serverless architectures or cloud functions, and that about 60% of back and developers are now using containers. So this just points to the the usage that was happening already and is now really disproportionately accelerated. In our case, you know, we've we've worked with several customers at the New York State Department and Media Market. Saturn are two that are really excellent stories with the New York State Department. They had a unemployment claims crisis. There was a lot. Ah, volume. That was difficult for their application to handle. And so we worked with them to re architect their application as a set of micro services on Google Cloud on our public sector team of teamed up with them to roll out a new unemployment website in record time. That website was able to handle the 1600% increase in Web traffic compared to a typical week. And this is very much do, too, the dev ops tooling that we provided and we worked with them on and then with Media market Saturn. This is really an excellent example in EMEA based example of a retailer that was able to achieve an eight X increase in speed as well as a 40% cost reduction. And these are really important metrics in these times in particular because for a retailer in the Cove in 19 crisis, to be able to bring new applications and new features to the hands of their customers is ultimately something that impacts their business is extremely valuable. >>Yeah, you think you bring up a really great point of partner when I traditionally think of application modernization. Maybe I've been in the space to long. But it is. Simplicity is not. The first thing that comes to mind is probably pointed out right now. There's an imperative people need to move fast, so I want to throw it out to both of you. How is Google's trying to make sure that, you know, in these uncertain times that customers can move fast and that with all these technology options that it could be just a little bit simpler? >>Yeah, I think I just, uh you know, start off by saying the first thing we've done is build all of our services from the ground up with automation, simplicity and agility in mind. So we've designed for development teams and operations teams be able to take these solutions and get productive with them right away. In addition, we understand that some of our largest customers actually need dedicated program where they can actually assess where they are and then map out a plan for incremental improvement so they can get on their journey to application modernization. But do it with the highest our way. And that was Google camp that apartment talked about ultimately at Google Cloud. Our mission, of course, is to accelerate innovation. Every organization toe hold developer velocity improvements, but also giving them the operation automation that we talked about with that application modernization platform. So we're very excited to be able to do this with every organization. >>Great. Well, Aparna, I'll let you have the final word Is the application modernization week here at Google Cloud. Next online, you can have the final take away for customers. >>Well, thank you, cio. You know, we are extremely passionate about developers on. We want to make sure that it is easy for anyone, anywhere to be able to get started with development as well as to have a path to, uh, accelerated path to production for their applications. So some of what we've done in terms of simplicity, which, as you said is extremely important in this environment, is to really make it easy to get started on. Some of the announcements are around build packs and the integration of cloud code are plug ins to the development environment directly into our serverless environment. And that's the type of thing that gets me excited. And I think I'm very passionate about that because it's something that applies to everyone. Uh, you know, regardless of where they are or what type of person they are, they can get started with development. And that can be a path to economic renewal and growth not just for companies, but for individuals. And that's a mission that we're extremely passionate about. Google Cloud >>Apartment Poly Thank you so much for sharing all the updates. Congratulations to the team. And definitely great to hear about how you're helping customers in these challenging times. >>Thank you for having us on. >>Thank you. So great to see you again. >>Alright. Stay tuned for more coverage from stew minimum and, as always, Thank you for watching the Cube. Yeah, yeah.

Published Date : Aug 25 2020

SUMMARY :

happy to welcome back program two of our Cube alumni. Good to be here. That impact has been on on you and your business. And one of the things I wanted to highlight is, as we all adjust to this Yes, eso to help our customers with the application modernization You know, customers need to be data driven. And one of the things that I wanted to just share was that our customers as they I be thinking of this as a management capability that's similar to like what? all of the things that we provide in terms of automation. what they're doing to modernize what's new that they should be aware of this year. And the good news, of course, here is you know, this is a time tested platform. Run is one of the options there to help give us a bridge to get to server list. in particular because for a retailer in the Cove in 19 crisis, to be able to bring new applications Maybe I've been in the space to long. done is build all of our services from the ground up with automation, Next online, you can have the final take away for customers. around build packs and the integration of cloud code are plug ins to the development environment And definitely great to hear about how you're helping customers in these challenging times. So great to see you again. Stay tuned for more coverage from stew minimum and, as always, Thank you for watching the Cube.

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Nicholas Gerasimatos, Red Hat | Microsoft Ignite 2019


 

>>live from Orlando, Florida It's the cue covering Microsoft Ignite Brought to you by Cho He City >>Welcome back, everyone. And welcome to the cubes live coverage of Microsoft Ignite Here in Orlando, I'm your host, Rebecca Night, along with my co host Stew Minimum. We're joined by Nicholas Djerassi. Moto's He is a cloud computing evangelist at Red Hat. Thank you so much for coming on the Cube. It's a pleasure. Thank you. So tell us a little bit about what you do at Red Hat. >>So I work with a lot of red, have partners really trying to foster the ecosystem and build red have products and solutions that can actually be deployable, repeatable for different customers. So different verticals. Financial health care doesn't really matter. For the most part, I try and just focus on cloud computing and really just evangelizing a lot of our technologies that we have. >>Okay, so So what are the kinds of things you're doing here at ignite? >>So I've been spending a lot of time actually working with some of the partners, like a center IBM. We've been doing a bunch of different webinars a little bit of hands on workshops that kind of educating people about distributed computing edge computing on dhe some of the technologies that we've been working along with Microsoft. So, uh, co engineering of sequel server The man is service offering that we're doing with open shift, which is our enterprise great kubernetes platform along many other >>different things. So So, Nicholas, you know, it's been a couple of years now that we've gotten over some of the gas. Wait. Microsoft has not said that, you know, we're killing the penguins, you know, off on the side. I was in Boston for Red Hat Summit. Tatiana Della's up on stage there, you know, Red hat. You know he's not hiding at the show. So bring us inside. You know where customers deployments are happening where engineering efforts are working together. You know, we know we've been hearing for years red hats in all of the clouds and partnering all of the merit. So what? What, you know, different or special, about the Microsoft relationship? >>I mean, honestly, I think the relationship is just evolving and growing because our customers were asking for it right there, going towards hybrid and multi cloud type of strategies. They want to be able to take advantage of, you know, running rail within their own data. Centers were running rails specifically on top of Microsoft Azure, but they're also looking at other club service providers. I think it's gonna be mandated eventually at some point in time where customers are gonna start looking at diversification when it comes to running applications, wherever it makes sense, taking advantage of different you know, cloud end of service is different providers. So we've been getting a lot of time like understanding what their needs are and then trying to build the engineering to actually address those needs. I think a lot of that has really come from the co engineering that we have going on. So we have a red head engineer sitting alongside bikers, off engineers, spending a lot of time building things like the Windows distraction layer wsl things along those lines, All >>right, so I'll be a Q Khan in a couple of weeks and kubernetes still, a lot of people don't really understand where it fits Way have been saying in a Cuban eight is gonna be baked into every platform. Red hat, of course, is not really a major contributor but has a lot of customers on open shift. We had Microsoft, you know, this week, talking about as your arc is in preview. But you know, they're they're the David Taunton who does partnership, Engagement says. You know, this does not mean that we will not continue to partner with open shift in the best place to run open shift is on azure. It's the most secure. It's the best. So help us understand his toe. You know where this fits In the overall discussion of that multi hybrid cloud that we were talking about earlier. I >>think everybody wants kind of a single pane of glass for manageability. They want ability to actually look and see where their infrastructure is being deployed. One of the pitfalls of moving to the cloud is the fact that it's so easy to spend a resource is that a lot of times we lose track of where these resource is. Our or individuals leave companies, and when they leave, cos they leave behind a lot of leftover items and instances, and that becomes really costly over a period of time. Maybe not so bad if you have, you know, 100 or 500 instances. But when you talk to some of these enterprise customers that are running 110,000 instances and spending millions of dollars a month, it could get very costly. And not only that, but it could also be a security risk is well, >>so let's talk about security. What kinds of conversations are you having with regard to security and data protection at this conference? >>So you know, one of the biggest things that we've had a lot of customers asking about his redhead insights so ready in sizes away it's a smart management application that actually ties into looking at either workloads or configuration management. It could actually tell you if you have a drift. So, for example, let's say you install sequel server on well, and you miss configure it. You leave the admin account running on it, it can actually alert you and make recommendations for remediation. Or maybe in general, you're using you know, S E. Lennox is disabled. The things along those lines so insights can actually look into, uh, the operating system or the applications and tell you if there's miss configurations all right, >>a lot of discussion about developers here, You know, day to keynote was all about, you know, AP Dev And, like Sathya have been a lot of time talking about the citizen developer. Seems like that would be an intersection between what red hats doing in and Microsoft. >>Um, so I would say, you know, we're obviously very developer first focused right when we built things like Open Shift Way kind of. We're thinking about developers. Before you were thinking about operations, and later on, we actually had to build more of the operations aspects into it. Now, like, for example, in open shift, there's two different portals. There's one for the developer Focus and one for the I T admin focus with operations groups because they want to see what's going on. Developers don't really care specifically about seeing the distraction of where things are. They just want to deploy their code, get it out the door as quickly as they can, and they're really just not too concerned about the infrastructure component pieces. But all of these developers, they want to be ableto right there, applications right there code and deploy it essentially anywhere and everywhere and having the easiest process and We're really just trying to make that as simple as possible, like visual studio plug ins that we have for open shift, you know, Eclipse G and other things. So really, I mean, Red has always been very developer focused first, >>so does that seeing Microsoft Satya Nadella up on the stage talking about this developer first attitude that Microsoft is really embracing the developer. And, as you said at development for all that does seem like a bit of a cultural shift for Microsoft much more aligned with the red hat way and sort of open source. So are you talking about that within without your cut with your colleagues? That red hat, about the change that you've seen the evolution of Microsoft? >>Absolutely. I mean, if you look at, like Microsoft, the contributions that they're putting towards, like kubernetes or even contribution towards open shift, it's It's amazing, right? I mean, it's like the company's gonna complete 1 80 from the way that they used to be. There's so much more open the acquisition of Like Get Hub, for example, all these different changes, it's it's amazing. He's done amazing things with the company. I can't say enough positive things about all the wonderful things that he's done. So >>all right, so Nicholas Red Hat has an interesting position in the marketplace because you do partner with all of the clouds on the environment. While IBM is now the parent owner of Red Hat and they have a cloud, your customers touch all of them. I'm not gonna ask you to competitively analyze them. But when you're talking to customers that are choosing Azure, is there anything that calling out as to why they're choosing Microsoft where you know they have, you know, a advantage of the marketplace or what is drawing customers to them on then? Of course, redhead. With that, >>I think Microsoft is more advanced when it comes to artificial intelligence and machine learning. A, I and ML and computing. I think they're light years ahead of everyone else at this point in time. I think you know, Amazon and Google are kind of playing a little bit of catch up there, Um, and it's showing right. If you look at the power platform, for example, customers are embracing that. It's just it's fantastic looking at a lot of the changes that they've implemented and I think it's very complimentary toe the way that people are starting to build their applications. Moving towards distributed infrastructures, Micro Service's and then obviously cloud native service is as well >>in terms of the future will be. We are really just scratching the surface when it comes to to the cloud. What do you see 5 10 years from now in terms of growth rates and also in terms of the ways in which companies are using the cloud. >>So I kind of like Thio equate it towards, like, the progression that we've had with cars. I know it sounds so simple, but, you know, we went from steam engine to regular piston engines, and now we've gotten to a point where we have electric cars and there's gonna be self driving cars. I think we're gonna get to a point where code is gonna be autonomous in a sense, right self correcting ability to actually just write code and deploy it. Not really having to worry about that entire infrastructure layer. Everybody's calling it server lists. There's always gonna be a server per se, but I think we're gonna have a point where next 5 to 10 years that all of that is gonna be completely abstracted away. It's just gonna be focused on writing the code and machine learning is gonna help us actually evolve that code and make it run faster and make it run better. We're already seeing huge benefits. And when it comes to machine learning and the big data analytics and things on those lines, it's just natural progression. All right, >>love, you know what's top of mine from the customers that you're talking to Earth event. Any new learning is that you've had or, you know, things that have kind of caught your attention. >>I think the biggest thing, honestly, is really been them. The multi cloud Polly Cloud methodology that everybody seems to be embracing. It seems like every customer I'm talking to is looking at trying to avoid that vendor lock and per se, but still have that flexibility to deploy their applications wherever and still utilize cloud Native Service's without actually specifically having to, you know, go completely open source >>and one of the challenges there is every cloud. I need different skills to be able to do them. If I'm deploying it, it's the people and being able to do that. You know, we all lived through that era of trying to do multi vendor, and often it was challenges. So have we learned from what we've done in the past? Can multi cloud actually be more valuable to a company than the sum of its parts? >>I think so. And I think that's the reason why I, like Microsoft, is investing in art. For example, I think those methodologies way No multi clouds, tough. It's never gonna be easy. And so these companies need to start building in developing platforms for it. There needs to be be great if there were standard AP ice and such right, but they're never gonna do something along those lines. But I think the investments that they're putting forth now are gonna make Multiplied and Polly Cloud a lot easier in the future. And I think customers are asking for it. Customers ask for it, they're gonna build it. >>What does this mean for the workforce, though? In in terms of the kinds of candidates that cos they're going to hire because, as we said, it does require different skills and and different capabilities. So how what's your advice to the young computer scientists coming up in terms of what they should be learning. And then also, how do you think companies are making sensible of this? >>So I know from a company respectable. It's challenging a lot of companies. Especially, for example, I was talking to a very large financial institution, and they were saying that their biggest issue right now is hiring talented people to deal with Micro Service's kubernetes. Any time to hire someone, they end up getting poached by the big cloud companies. So you know, it's one of those things where people are gonna have to start diversifying their talents and look at the future. So I mean, obviously, Micro Service's are here. They're gonna continue to be here. I would say people should invest in that. But also look a server Lis, you know, I definitely think serverless these days towards the future. And then when it comes to like learning skills of multi club, I think cloud competing, that's just the number one growing in general. >>So since you didn't bring up server Lis, you know, today I hear serverless and most customers that I talked to that means a W s number two in the space probably is Microsoft, but there's efforts in to try to help, you know, give a little bit of open source and standardization there. Where's Red Hat? Stand on this. What do you see? What from Microsoft? What are you hearing from customers? >>Were heavily contribute all the different, you know, projects, trying to make server lists like easier to use and not so much specific vendors, Right? So whether that's, you know, Apache, spar or whatever you want to consider it to be, were trying to invest. Invest in those different types of technologies. I think the main issue we serve earless right now is we still don't really know how to utilize it effectively. And it's still kind of this gray area in a sense, right? It's cutting edge, bleeding edge emerging technologies. And it's just, in my opinion, it's not perfectly ready for prime time. But I think that's specifically because there's just not enough people that are actually invested in it. This point in time. So >>So what are you gonna take back with you when you head back to Phoenix from from this conference? What are the things that have sparked your interest the most. >>Gosh, I live, I would probably have to say, Really digging in deep on the Ark announcement. I think that's the thing that I'm most interested in, understanding how how we can actually contribute to that and maybe make that plug double for things like open Shift. You know, whether it's open shift on premise, open shit, running in the cloud on another, Well, architecture's, you know, things like insights. Being able to plug into that, I really see us trying to work with Microsoft to start building those things. >>Well, Nicholas, thank you so much for coming on. The cubit was really fabulous conversation. Thank you. I'm Rebecca Knight for Sue minimum. Stay tuned for more of the cubes. Live coverage from Microsoft ignite.

Published Date : Nov 6 2019

SUMMARY :

So tell us a little bit about what you do at Red Hat. For the most part, I try and just focus on cloud computing and really just evangelizing a lot of our technologies that computing edge computing on dhe some of the technologies that we've been working along with Microsoft. we're killing the penguins, you know, off on the side. taking advantage of different you know, cloud end of service is different providers. We had Microsoft, you know, this week, talking about as your arc is in is the fact that it's so easy to spend a resource is that a lot of times we lose track of where these resource is. What kinds of conversations are you having with regard to security So you know, one of the biggest things that we've had a lot of customers asking about his redhead insights so ready you know, AP Dev And, like Sathya have been a lot of time talking about the citizen developer. like visual studio plug ins that we have for open shift, you know, Eclipse G and other things. So are you talking about that within I mean, if you look at, like Microsoft, the contributions that they're putting towards, all right, so Nicholas Red Hat has an interesting position in the marketplace because you do partner with all of the clouds I think you know, Amazon and Google are kind of playing a little bit of catch up there, We are really just scratching the surface when it comes to to I know it sounds so simple, but, you know, we went from steam engine to regular piston engines, love, you know what's top of mine from the customers that you're talking to Earth event. Native Service's without actually specifically having to, you know, go completely open If I'm deploying it, it's the people and being able to do that. And I think that's the reason why I, like Microsoft, is investing in art. In in terms of the kinds of candidates that cos they're going to hire because, So you know, but there's efforts in to try to help, you know, give a little bit of open Were heavily contribute all the different, you know, projects, trying to make server lists like easier So what are you gonna take back with you when you head back to Phoenix from from this conference? open shit, running in the cloud on another, Well, architecture's, you know, things like insights. Well, Nicholas, thank you so much for coming on.

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Ken Eisner, Director, AWS | AWS Public Sector Summit 2019


 

>> live from Washington, D. C. It's the Cube covering a ws public sector summit by Amazon Web services. >> Welcome back, everyone to our nation's capital. We are the Cube. We are live at A W s Public Sector summit. I'm your host Rebecca Night, along with my co host, John Farrier. We're joined by Ken Eisner Director Worldwide Educational programs at a WS Thanks so much for coming on the show >> you for having me. >> So tell our viewers a little bit. About what? What you do as the director of educational programs. Sure, I head >> up a program called a Ws Educate a ws educate is Amazon's global initiative to provide students and teachers around the world with the resource is that they need really to propel students into this awesome field of cloud computing. We launched it back in May of 2,015 and we did it to fill this demand. If we look at it today, what kind of right in the midst of this fourth industrial revolution is changing the means of production obviously in the digital on cloud space, But it's also creating this new worker class all around. Yeah, the cloud Advanced services like machine learning I robotics, I ot and so on. And if you looked at the employer demand, um, Cloud computing has been the number one linked in skill for the past four years in a row. We look at cloud computing. We kind of divide into four families. Software development, cloud architecture, the data world, you know, like machine learning I data science, business intelligence and Alex and then the middle school opportunities like technical customer support, age and cybersecurity, which can range all the way from middle school of Ph. D. But yet the timeto hire these people has grown up dramatically. Glass door as study of companies over there platform between two thousand 92 1,050 18 and show that the timeto higher had increased by 80%. Yet just think about that we talk about I mean, this conference is all about innovation. If you don't have builders, if you don't have innovators, how the heck Kenya Kenya innovate? >> Can I gotta ask you, Andy, just to have known him for over eight years and reporting on him and covering it was on when when everyone didn't understand yet what it was. Now everyone kind of does our congratulations and success. But to see him on stage, talk passionately about education. Yeah, mean and knowing Andy means it's kind of boiled up because he's very reserved, very conservative guy, pragmatic. But for him to be overtly projecting, his opinion around education, which was really yeah, pretty critical means something's going on. This is a huge issue not just in politics, riel, state, local areas where education, where >> the root of income inequality it's it's a lot of. >> There's a lot of challenges. People just aren't ready for these new types of jobs that are coming out that >> pay well, by the way. And this is Elliott >> of him out there that are unfilled for the first time, there are more jobs unfilled than there are candidates for them. You're solving this problem. Tell us what's going on in Amazon. Why the fewer what's going on with all this? Why everyone's so jacked up >> a great point. I, Andy, I think, said that education is at a crisis point today and really talked about that racial inequality piece way. Timeto hire people in the software development space Cloud architecture um technical called cloud Support Age. It's incredibly long so that it's just creating excess costs into the system, but were so passionate, like if you look at going to the cloud, Amazon wants to disrupt areas where we do not see that progress happening. Education is an area that's in vast need for disruption. There are people were doing amazing stuff. We've heard from Cal Poly. We've heard from Yeah, Arizona State. Carnegie Mellon. There's Joseph Alan at North Northeastern. >> People are >> doing great stuff. We're looking at you some places that are doing dual enrollment programs between high school and community in college and higher ed. But we're not moving fast enough, but you guys >> are provided with educate your program. This is people can walk in the front door without any kind of going through gatekeepers or any kind of getting college. This is straight up from the front, or they could be dropouts that could be post college re Skilling. Whatever it is, they could walk in the front door and get skilled up through educators that correct, >> we send people the ws educate dot com. All you need is some element of being in school activity, or you won't be going back from Re Skilling perspective and you came free access into resource is whether your student teacher get free access into content. That's map two jobs, because again, would you people warm from the education way? All want enlightenment contributors to sai all important, But >> really they >> want careers and all the stats gallop ransom good stats about both what, yet students and what industry wants. They want them to be aligned to jobs. And we're seeing that there's a man >> my master was specifically If I'm unemployed and I want to work, what can I do? I walk into you, You can go >> right on and we can you sign up, we'll give you access to these online cloud. Career pathways will give you micro credentials so we can bad you credential you against you We belong something on Samarian Robo maker. So individual services and full pathways. >> So this a >> direct door for someone unemployed We're going to get some work and a high paying job, >> right? Right. Absolutely. >> We and we also >> give you free access into a ws because we know that hands on practice doing real world applications is just vital. So we >> will do that end. By the way, at the end of >> this, we have a job board Amazon customer In part of our job, we're all saying >> these air >> jobs are super high in demand. You can apply to get a job as an intern or as a full time. Are you through our job? >> This is what people don't know about Rebecca. The war is not out there, and this is the people. Some of the problems. This is a solution >> exactly, but I actually want to get drilled down a little bit. This initiative is not just for grown ups. It's it's for Kimmie. This is for you. Kid starts in kindergarten, So I'm really interested to hear what you're doing and how you're thinking about really starting with the little kids and particularly underrepresented minorities and women who are not. There were also under representative in the in the cloud industry how you're thinking expansively about getting more of those people into these jacks. And actually, it's still >> Day one within all y'all way started with Way started with 18 and older because we saw that as the Keith the key lever into that audience and start with computer science but we've expanded greatly. Our wee last year reinvent, We introduced pathways for students 14 over and cloud literacy materials such as a cloud inventor, Cloud Explorer and Cloud Builder. Back to really get at those young audiences. We've introduced dual enrollment stuff that happens between high school community college or high school in higher ed, and we're working on partnerships with scratch First Robotics Project lead the way that introduced, whether it's blocked based coding, robotics were finding robotics is such a huge door opener again, not just for technically and >> get into it absolutely, because it's hands on >> stuff is relevant. They weren't relevant stuff that they can touch that. They can feel that they can open their browser, make something happen, build a mobile application. But they also want tohave pathways into the future. They want to see something that they can. Eventually you'll wind up in and a ws the cloud just makes it real, because you, Khun do real worlds stuff from a browser by working with the first robot. Biotics are using scratch toe develop Ai ai extensions in recognition and Lex and Polly and so on. So we've entered into partnerships with him right toe. Open up those doors and create that long term engagement and pipe on into the high demand jobs of tomorrow. >> What do you do in terms of the colleges that you mentioned and you mention Northeastern and Cal Poly Arizona State? What? What are you seeing? Is the most exciting innovations there. >> Yes. So, first of all, we happen to be it. We're in over 24 100 institutions around the world. We actually, by the way, began in the U. S. And was 65% us. Now it's actually 35% US 65% outside. We're in 200 countries and territories around the world. But institutions such as the doing amazing stuff Polo chow at a Georgia Tech. Things that he's doing with visual ization on top of a ws is absolutely amazing. We launched a cloud Ambassador program to reward and recognize the top faculty from around the world. They're truly doing amazing stuff, but even more, we're seeing the output from students. There was a student, Alfredo Cologne. He was lived in Puerto Rico, devastated by Hurricane Maria. So lost his, you know, economic mobility came to Florida and started taking classes at local schools. He found a ws educate and just dove headlong into it. Did eight Pathways and then applied for a job in Dev Ops at Universal Studios and received a job. He is one of my favorite evangelists, but and it's not just that higher ed. We found community college students. We launched a duel enrolment with between Santa Monica College and Roosevelt High School in Los Angeles, focusing again a majority minority students, largely Hispanic, in that community. Um, and Michael Brown, you finish the cloud computing certificate, applied for an internship, a mission clouds so again a partner of ours and became a God. Hey, guys, internship And they start a whole program around. So not only were seeing your excitement out of the institutions, which we are, but we're also seeing Simon. Our students and businesses all want to get involved in this hiring brigade. >> Can I gotta ask. We're learning so much about Amazon would cover him for a long time. You know all the key buzzwords. Yeah, raise the bar all these terms working backwards. So >> tell us about what's your >> working backwards plan? Because you have a great mission and we applaud. I think it's a super critical. I think it's so under promoted. I think we'll do our best to kind of promote. It's really valuable to society and getting people their jobs. Yeah, but it's a great opportunity, you know, itself. But what's your goal? What's your What's your objective? How you gonna get there, What your priorities, What do you what do you what do you need >> to wear? A pure educational workforce? And today our job is to work backwards from employers and this cloud opportunity, >> the thing that we >> care about our customers still remains or student on DH. So we want to give excessive mobility to students into these fields in cloud computing, not just today and tomorrow. That requires a lot that requires machine lurking in the algorithm that you that changed the learning objectives you based on career, so content maps to thes careers, and we're gonna be working with educational institutions on that recruited does. Recruiting doesn't do an effective job at matching students into jobs. >> Are we >> looking at all of just the elite institutions as signals for that? That's a big >> students are your customer and customer, but older in support systems that that support you, right? Like Cal Poly and others to me. >> Luli. We've also got governments. So we were down in Louisiana just some last month, and Governor Bel Edwards said, We're going to state why with a WS educates cloud degree program across all of their community college system across the University of Louisiana State system and into K 12 because we believe in those long term pathways. Never before have governors have ministers of country were being with the Ministry of Education for Singapore in Indonesia, and we're working deep into India. Never had they been more aligned toe workforce development. It creates huge unrest. We've seen this in Spain and Greece we see in the U. S. But it's also this economic imperative, and Andy is right. Education is at a crisis. Education is not solving the needs of all their constituents, but also industries to blame. We haven't been deeply partnered with education. That partnership is such a huge part of >> this structural things of involved in the educational system. It's Lanier's Internets nonlinear got progressions air differently. This is an opportunity because I think if the it's just like competition, Hey, if the U. S Department of Education not get their act together. People aren't going to go to school. I mean, Peter Thiel, another political spectrums, was paying people not to go to college when I was a little different radical view Andy over here saying, Look at it. That's why you >> see the >> data points starting to boil up. I see some of my younger son's friends all saying questioning right what they could get on YouTube. What's accessible now, Thinking Lor, You can learn about anything digitally now. This is totally People are starting to realize that I might not need to be in college or I might not need to be learning this. I can go direct >> and we pay lip >> service to lifelong education if you end. If you terminally end education at X year, well, you know what's what's hap happening with the rest of your life? We need to be lifelong learners. And, yes, we need to have off ramps and the on ramps throughout our education. Thie. Other thing is, it's not just skill, it's the skills are important, and we need to have people were certified in various a ws skills and come but we also need to focus on those competencies. Education does a good job around critical decision making skills and stuff like, um, collaboration. But >> do they really >> do a good job at inventing? Simplified? >> Do they teach kids >> to fam? Are we walking kids to >> social emotional, you know? >> Absolutely. Are we teaching? Were kids have tio think big to move >> fast and have that bias for action? >> I think that I want to have fun doing it way. Alright, well, so fun having you on the show. A great conversation. >> Thank you. I appreciate it. >> I'm Rebecca Knight for John. For your you are watching the cube. Stay tuned.

Published Date : Jun 12 2019

SUMMARY :

live from Washington, D. C. It's the Cube covering We are the Cube. What you do as the director of educational programs. 1,050 18 and show that the timeto higher had increased But for him to be overtly projecting, There's a lot of challenges. And this is Elliott Why the fewer what's it's just creating excess costs into the system, but were so passionate, We're looking at you some places that are doing dual enrollment programs This is people can walk in the front door without any and you came free access into resource is whether your student teacher get free access into They want them to be aligned to jobs. right on and we can you sign up, we'll give you access to these online cloud. Absolutely. give you free access into a ws because we know that hands on practice doing By the way, at the end of Are you through our job? Some of the problems. This initiative is not just for grown ups. the key lever into that audience and start with computer science but we've expanded term engagement and pipe on into the high demand jobs of tomorrow. What do you do in terms of the colleges that you mentioned and you mention Northeastern and Cal Poly Arizona State? Um, and Michael Brown, you finish the cloud computing certificate, raise the bar all these terms working backwards. Yeah, but it's a great opportunity, you know, itself. that you that changed the learning objectives you based on career, Like Cal Poly and others to me. Education is not solving the needs of all their constituents, Hey, if the U. S Department of Education not get their act together. need to be in college or I might not need to be learning this. service to lifelong education if you end. Were kids have tio think big to move Alright, well, so fun having you on the show. I appreciate it. For your you are watching the cube.

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theCUBE Insights with Corey Quinn, The Duckbill Group | Google Cloud Next 2019


 

>> fly from San Francisco. It's the Cube covering Google Cloud next nineteen Tio by Google Cloud and its ecosystem partners. >> Okay, welcome back, everyone here. Live Cube coverage in San Francisco for Google Clouds Conference call Google Next twenty nineteen. Hashtag Google next nineteen. I'm John for us to meet him in and Dave along with a special Cuban sites. Guess Cory Quinn, Cloud a calm said Duck Bill Group will also be filling in as a host on the Cube at a variety of Cloud native shows. Corey, welcome back to the Cube. Good to see you again. Thanks for coming >> on. Great to see me again. Thank you for having me >> and still you looking beautiful. Brilliant is always Dave. You're handsome. Okay, we're here in the Cube, breaking it down our guys. Seriously, let's let's let's wrap this up real quick. And then we'LL get into some of the fun conversations around some of the observations. But Day one's over. Clearly, Anthos is not just the rebrand. Although the CMO clearly talked about how wow has done that, they want to add more stuff into it. So that's the big topic here. We saw the migration tool and those migrate and then a lot of sun apogee here. AP eyes thoughts on Day one. >> Yes, eso John Anthos. I'm still trying to squint through it a little bit, and it's it's more than just Cooper Netease. We know that Google has a strong position, and being the open cloud is they've been saying for a couple of years. But you know what? Air these services who? The partners, How is this different from the, You know, dozens of Cooper, Nettie says. Solutions that are out there. So there's great buzz here at the show, Really good attendance here. A lot of really smart people. So we expect that coming off Google show So good start Day one. It was really excited to dig with you on some of the answers stuff as well as some of the surveillance pieces, which I've got some commentary on >> our partner and Chan sent a lot of time on the state. Duggan Cory, I know you've been putting in your ear the ground. What's happening? What do you see what he reporting? What have you collected? The >> I think one of the biggest things that I'm seeing in this entire conference to date has been almost a mind shift change. I mean, this is conferences called Google Next, and for a long time that's been one of the biggest problems. They're focusing on what's next rather than what is today, and they're inventing the future to almost at the expense of the present. I think the big messaging today was both about reassuring enterprises that yes, they're serious about this and also building a narrative where there now talking about coming at this from a position of being able to embrace customers where they are and speak their language? I think that that's transformative for Google. And it's something I don't think that we've seen them do seriously, at least not for very long. >> Dave. We've been talking about this all the time. Do they have the enterprise? Charles. We've been following the new team. When Diane Greene came in here to put the pieces together, it was a tough job. She had. They put the pieces together. But as Cory's pointing out, some one's like they're growing up now, saying Okay, we gotta realize that customers matter, not just addict attack or the future. This has been an Amazon playbook, customer, customer, customer and build a product. Customers. It seems to be your thoughts on this. >> Well, so I think Corey made a good point is they're always looking at the future. And if you want to get beyond search male and maps, I got to solve a problem today. And I'm not sure exactly like you said Stew. What problem Anthos is solving. I think it may still be a little early for this multi cloud management, but I think it is coming, you know, look, to think about how Amazon talks. Well, we're gonna eliminate heavy lifting. Microsoft clearly is got a software, a state that they could help you connect, you know, Oracle. Same. Same who? Google. It's always been about the tech and the future, and they're starting to get there, but still about to me, the tech and the future. >> It's a tragic Corey. I remember. I believe you were quoted in ah. News article recently is that Amazon listens to customers and Google historically talks to customers and tells them this is the way you should be doing it with a new Google. Now, >> I don't know. I don't think you change anything. Is biggest Google overnight. I think that there's a long story tradition of the Google engineer being the smartest person in the room. Just ask them. I'm kidding. You won't have to ask them. They're going to tell you on prompted. And I think that has to change because fundamentally addressing developers is a great way of building traction. It's a great way of getting to where they tend to be. But developers generally do not sign fifty million dollar deals. Well, more than once anyway. >> Well, this is a good point. This pretty customer attraction, which I think they've shown chops for the work they're doing that cnc f with continued open source. Great. But then when you got to go support the open source when you got to start putting lays together, this is where you start to get into procurement. Some requirements operations, security, a whole new level of grinding it out. I mean, the enterprise is a grind it out game. Google now has to go down that road stew. Dave, Corey, do you think they're ready? You think they're ready to grind it out? >> Way talked about in our kickoff this morning. Partnerships are critical and they had a bunch of really good ones up on stage this morning. You know, Cisco, VM wear some good ones to hang your hat on. You know, I would like to see more from an application standpoint as to where they sent him then they But you >> know, there's no question. I mean, I think there's an emphatic yes. Why? Because they got the global scale. They got the world's biggest cloud. They get a ton of dough. You know, we always say, though the best tech doesn't always win, and that's true. But usually the best tech runs out of money or they give up. You know, I don't see that happening in, >> Well, it's in the >> midterm or even semi long term for Google. So So I do think they have the chops to grind it out. >> I mean, I think they have attack. I've always said that love some of their tech, but they try to force Google Tech down the enterprise throats over the years. And I think Diane Green realized that that was the start of seeing real product management shop start to come in some of the work that they know they gotta get down and dirty on But to me it's a story that matters. The story has to be there. I think we're starting to see here, at least from my observation story of customers. So get in salt, create value, think this whole positioning of we want to be the open cloud where they say, Oh, you want to negotiate your contracts Don't want lock in You want developer productivity and you want operations I think it's a smart play by Google Stew. I think that's a good move. And again there, the dark horse in this. They don't have a lot to lose by going changing the game, changing the rules. Amazon, certainly in the lead, has a lot to lose, but they're so far ahead. Google just kind of catch up pretty quickly if they make the right moves. >> T K is making a lot of the right moves, but there's only so much it can be done so quickly. When you wind up in a story like we're seeing right now with customers who are taking workloads and haven't really been touched in there on from environments since nineteen ninety eight and they're migrating them into a GP environment and GPS formal deprecation Policy says We'LL give you one year's notice before turning anything off once it goes, g et. That's no time at all For an enterprise. Wait, we might have to move again. Absolutely not. It's still a language >> A C enterprise's years just to figure out Should we move? And where do we dio >> exactly their enterprise to go out of business and some of their divisions wouldn't know for five >> years. So is Google. What's what's the reaction when you press them on this, >> uh, usually starts with well, actually, And then they breathe and they reach for a whiteboard to show me exactly why I'm wrong. And then I lose interest and wander off, at which point they realized, Wow, you have no attention span for anything. Would you like to work here? And so far no dice, but we'LL see. >> So that's it. Well, that's a good business model, right? I think. Still your reaction to that? I mean, yeah, I read that they support rail For what? A deck like zillions of years. Right. This is what an example of how an enterprise needs to behave. >> Well, right, John Thie question we've had for a number of years is, you know, can cos b'more googly on DH. You know, the message here seems to be more. We're going to meet you where we are. We're going to be able to work with you on that. But there's some of those underlying things that Cory brings out that that need to change here. So that's a big change for Google. >> So what is the story that we heard from from Thomas carrying today? He said, Hybrid cloud Mina multi cloud, consistent framework with standard infrastructure in a platform to secure and manage data across the enterprise. Okay, sounds good. A lot of work to be done there. If you think about I mean, look at Amazon hybrid guard. If you announce outposts doesn't shift till later this year, it's a one small slice. There's got to be partnerships. There's gotta be an ecosystem to deliver on those three components of the vision on the story, and I say there's a lot of work to be done there now. What I do like about it is I do think that that multi cloud is a problem. I don't think thus far from most enterprises, it's a strategy I think it's if in multi vendor and so it will become a problem. The question I have is who's going to be in the best position to solve that problem? And you pointed out today still, well, Google has got VM wears a partner. Sisko is a partner. Red Hat as a partner. You know, IBM and Red Hat sort of lining up on that. Maybe service now tries to get into that game, but it's a wide open space. It's jump ball. >> Yeah, it's interesting. One of the things that I worry a little about and, you know, love. Corey's opinion on this is, you know, Google. Absolutely. If you talk about the container space, clear leadership, you know, first time I heard about containers, Google was front and center. They're leading this Cooper Netease march, but communities isn't magic, and even their server lis move movement. John and I interviewed Polly today, and it's very much, you know, Kay Native, we're going to take your containers and Goober Netease and extended service. That's not what I hear from you know, customers that I talked to today that are doing survivalists according what? What? What? What's your take there. >> I think that you sort of see almost the same problem emerging both with that narrative and the current multi cloud approach. It's It's not the fact that I can take this arbitrary code and Ronit anywhere that makes something server. Lis. We have a restaurant to run code or a raspberry pie or a burning dumpster with enterprise logo on the side of it that does. That isn't what's interesting. That isn't what delivers value to customers. It's the event model for starters, and I think right now that's not quite there. A lot of stuff. It's been announced and is coming out as we speak. And various block Post is still http endpoint activated, which means that you're not quite to an event model separately. What we're seeing with Anthos and the current approach to multicloud is you can deploy this to any cloud provider you'd like. Well, yes, in so far is a cloud provider to you is a bunch of disc, a pile of VMs and a network, and that's about it. That's not a cloud in the modern sense that is effectively outsourcing your data center and you'll find it runs on money pretty quickly. Once you start down that path, it's the higher level services, these renovations. >> This brings up a good point and that I think what I'm seeing and this is what I think, A lot of people, it's very aspirational. Views on Google People love Google. They love. They know about Google and they hope that they're as good as Amazon tomorrow. And let's just face it, Amazon is way out front. So I think this expectations for Google that are a little bit to hide. I think what I'm hearing the executives, at least the positive side would be. They understand where they are. I mean, the fact that we're not home on edge and I ot and all these other things, it means that they're still in foundational mode, in my opinion. So I mean, think about it. They're just getting their act together, building that foundational things. So I think they're cautious because we're not hearing about the eye ot. We're not hearing about some of the more advanced challenges that the enterprise is air. Having heard a little bit about from the sigh from a group that came on about data migration, Sata, Gata so OK, they got database at the Big Cloud. Big table, Big queer. OK, great stuff. Ml So data, certainly in their wheelhouse. But outside of that, I mean they're still foundational. So >> tomorrow's product day, though. So you know he may be here more there. I'm surprised they didn't hear more about machine intelligence. Give it. No, they talked about a little bit. But this company is the leader in a >> way. Maybe that's part of the issue. And I think that there is no question that when you want something far future that looks like robots from space Bill, you go to Google. You know that. I think there's a lot less of an awareness that Okay, I just need a bunch of the EMS to run somewhere, and I feel like that is more or less. It's a story of today, >> and you know Google. I mean, like their story. You know, I love the code cloud code, cloud run, cloud building. They have all the right. Like Jeff Bob's like linguistic that gets my attention. You get is kind of like it feels like it feels like they're really close. It's getting so >> far away. Cultures also extremely hard. You have a bunch of execs that have just shown up from Oracle seemingly yesterday in these terms, and there's a lot of knee jerk reactions of, Oh, Google is now taking on a bunch of Oracle approaches, like hiring sales people and talking to customers. That's not a bad thing. Meanwhile, the executives who come Teo out of Oracle after decades there and are now working at Google. We're having to adjust to a more rapid pace of innovation to this new world in which they have customers that don't actively hate. Um, and it's turning into a very different story for everyone involved. I'm curious to see what comes out of it, but it's still very much earlier, >> and I think they could build fast. Like you said, they like Google's. The parties like him. What they don't like about Google is responsiveness and being, you know, the white gloves they need. They need to have that kind of service ability. >> And Google also, by having a single overarching brand in the term of the word Google is their consumer efforts do wind up playing into people's perception of through the clouds like yes, we want Google to listen to us? No, not through our thermostats. >> Well, they got a lot of Regis developing. They got the footprint. Guys, great job student. Final comments. >> I mean, just you talk about the customer you've heard there was. You know, my comment. My comment on Twitter this morning that got the most reaction is you no question to retail or why are you choosing Google Cloud? Answer is, you're not Amazon, and you know, the long and short being the alternative to a leader in the market today. Not a bad thing. So Google has, you know, a good position at the market. They we always knew that they had great tak es o >> Also thing on that comments do is that I think in watching Google, I think I personally in critical of what they need to do more obviously. But they know their people are doing the work. I mean, you've got to grind it out to me. This is a grind it out game. It's on ly early. You gotta get the discipline up there. They got the right product management type chops and there Can they get those things done that Thomas Curry and, um, it's Avery can bring to the table and kind of shed the Oracle and put the New Jersey on and fight the battle with the new Google Way. That's going to be the tell Signe. >> Well, the hard part for me is it. So it's hard to measure. You see some logo's. You don't know what they're really buy. I mean, with them is on, you know, it's it's infrastructures of service. Microsoft. Okay, I'm not sure. How much is there Oracle? Clearly not sure, you know, etcetera. But so lookit Proof was talking to customers, right? Huh? How much they're actually adopting this stuff for riel Business problems. >> Yeah, not multi cloud if your infrastructure runs on a different cloud provider. But you're using g sweet. I mean that that's not really what people think of when they say multi cloud. But that is what analysts chalk it up as something >> it's a battle at least accomplishes lining up. You got Amazon, Microsoft, Google lying it up. It's the cube coverage wrapping it up with the team here day one of three days of wall to wall coverage. Stay with us. Go to the cube dot net the check out all the video silken angle dot com. We have a special report and a lot of constant flowing there, and we're back with more coverage tomorrow day, too. Thanks for watching.

Published Date : Apr 10 2019

SUMMARY :

It's the Cube covering Good to see you again. Thank you for having me Clearly, Anthos is not just the rebrand. It was really excited to dig with you on some of the answers stuff as well as some of the surveillance What have you collected? I think one of the biggest things that I'm seeing in this entire conference to date has been almost a mind matter, not just addict attack or the future. It's always been about the tech and the future, and they're starting to talks to customers and tells them this is the way you should be doing it with a new Google. And I think that has to change because fundamentally You think they're ready to grind it out? to where they sent him then they But you I mean, I think there's an emphatic yes. So So I do think they have the chops to grind And I think Diane Green realized that that was the start of seeing T K is making a lot of the right moves, but there's only so much it can be done so quickly. What's what's the reaction when you press them on this, And then I lose interest and wander off, at which point they realized, Wow, you have no attention span for anything. to that? We're going to be able to work with you on that. And you pointed out today still, well, Google has got VM wears One of the things that I worry a little about and, you know, love. and the current approach to multicloud is you can deploy this to any cloud provider I mean, the fact that we're not home on edge and I ot and all these other things, it means that they're still in foundational mode, So you know he may be here more there. And I think that there is no question that when you want something far future that looks You know, I love the code cloud code, cloud run, I'm curious to see what comes out of it, but it's still very much earlier, What they don't like about Google is responsiveness and being, you know, And Google also, by having a single overarching brand in the term of the word Google is their consumer They got the footprint. I mean, just you talk about the customer you've heard there was. and put the New Jersey on and fight the battle with the new Google Way. I mean, with them is on, you know, it's it's infrastructures of service. I mean that that's not really what people think of when they say multi cloud. It's the cube coverage wrapping it up with the team here day one of three days of wall to wall coverage.

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Pali Bhat, Google Cloud | Google Cloud Next 2019


 

live from San Francisco it's the cube covering Google cloud next 19 taught to you by Google cloud and its ecosystem partners hello everyone welcome back to the cubes live coverage here in San Francisco the Moscone Center for the Google clouds conference is called Google next 2019 I'm Chevrolet my costume in omim de Ville ante is also here doing interviews our next guest is probably Bob who's the VP of product and design for server lists at Google probably great to see you thanks for coming on thank you for having me so you'd be a you're the VP of Product you got the keys to the kingdom on the roadmap you're seeing all the announcements obviously server lists cloud run was announced cloud code was mentioned on stage that's going to come out tomorrow so code build run this is DevOps this is actually happening yeah you know what super exciting is that we've we're finally solving the problem for customers and taking a customer centric view of this I'll start off with a little bit of the journey we took to get here right as we were talking to customers they kept coming back to three things that they wanted from us the first thing they wanted was agility they understand that you know cloud could give them great cost savings but they also wanted to be able to move faster and innovate right the second bit they wanted was having the flexibility to be hybrid and multi-cloud super important especially to our largest customers and then the third piece was they've really struggled with his journey to cloud and they wanted our partnership to make it a much more seamless and non-deceptive journey so as we talk to them about these three things right we came back to the drawing board and said hey what are the products that we can build to make their journey to be more cloud native and more agile much more seamless and future-proofed that much better right so we came back to the drawing board and came up with three products that you talked about this now the first was we looked at developers and their journeys and we said look they're building in traditional ideas like IntelliJ or vs code optimized for local development right and they're not writing a lick of Yama they're right for kubernetes and we said okay how can we take those environments and help those development teams build cloud native apps really really easily so really just turbocharging their cloud native development so bill cloud code which extends their local ids and lets them deploy to remote clusters so they can get full debugging full deployment building its integrated in the cloud build and they get the full kubernetes a development environment right in place so cloud build was released earlier you got enhancements of that so news the hard news here is enhancements to cloud build cloud code as new announce here yeah cloud run announced today that's right so this is the new this is the new hard news that's right so bottom line what does it mean for a developer so like I didn't enterprise so I'm a cio I'm a site C so I'm gonna be putting all my eggs in the cloud basket I've still gonna run the on Prem day is gonna be critical to my strategy it's this early day set up time or are you guys thinking it's more about the setup or more the life cycle of CI CD pipelining all the way to application deployment a great question John so I think where we are in this journey is that enterprises have started off with something that's the most basic cloud ready workloads that have been lifted and shifted we now see the next wave of workloads this is the 80% of workloads that are still on premise we see them start to get cloud ready and cloud native and the way that their enterprises are gonna do that is by building on top of the standards we've created like kubernetes and sto and key native and what cloud cold and build and run and of course Anthes that we talked off this morning as well these are great managed solutions from Google fully managed solutions from Google that let you get cloud native fast all right Polly wonder if you can help us you know spin through I see a disconnect in the market so you know Google showed great leadership in the container space and of course kubernetes we came out of Google and when I look at like cloud run okay it's helping to connect that and Kay native to kubernetes in service when I talk to a lot of the developers and service it's not the infrastructure moving up the stack it's they didn't want to even think about it it's right built in the cloud that's right I focus on the application I don't even think about that so I've got this big gap as to you know on premises forget it I don't never want to touch it or think about it and you know the one of the reasons you know there's the term server list would put it to the side but now if I need one is this environment I don't want to think about it and we know hybrid is a reality but there's this big disconnect as to what kind of developer are you or you a DevOps person that came from an infrastructure background or are you just building apps today yeah yeah yeah we're definitely seeing that from our customers right so one thing that we hear all the time is developers don't want to just not think about infrastructure they actually want the managed service and the platform they're building on to think about the infrastructure and optimize it for them so it's not this program will infrastructure it it's cloud run programming the infrastructure for you so you don't have to do it and I think increasingly you're gonna see products like cloud run and anthos and cloud code let developers focus just on code because that's what they want to do right I don't ever seen a developer say I really want to write a Yama file or I want to set up more configuration parameters right so I think we're gonna get to the place where you have developers being able to focus on cold and all of the rest of this being taken care of by platforms like code and run and anthos automation becomes key I mean Jennifer Lynn's demo I thought was very game-changing because she made the comment developers can focus on their code and agility not access permissions and all the configuration management that goes on under the you guys gonna provide that in an automatic programmable way we're gonna believe he is and she kind of teased out service missions so service missions kind of point in the future which is app developers are gonna still need to be aware of maybe not aware of what cloud run how to manage those sirs as they come stand up and get pulled down dynamically yeah how do you view that because this has become a gonna become complex is that gonna be automated is that where cloud run comes in you expand on this whole impact of service meshes because that's the next level that's right that's right so if you think about key native it's built on kubernetes and it forms the kind of triad with sto as well right and what a product like cloud run does is it lets you not have to think about that because at the end of the day we don't want developers to have to think about K native what cloud run is it takes care of the K native portability and compatibility for you and all you do is focus on the code itself right so ultimately we want developers to focus on their applications but I will say this right we do care about another important constituent which is all of those folks who've already got an apps built out there can those workloads be serviced as well and that's part of the problem we're trying to solve it that's an operational thing all right so let's take a step back here so server list actually fanfare has been great we're seeing a lot of traction people are enamored by it because functions as a service has been very compelling whether it's retail managing you know that spiked loads and becomes we see some some use cases where it's like you know really an amazing thing where is it limiting what is the next level growth for server list where do you see you mention workloads and we see people deploying functions and being happy with it are there limitations with serverless how does it go to the next level can you take a minute to describe the current state of server lists and what's coming around the corner now so great question the first thing I'll say is that there's a ton of developers who come up to us every day and tell us cloud functions is awesome right and they really like functions as a service they like the event-driven approach to it they like the service full approach but several is provides love the programming model that's great but there's an another large contingent of developers who tell us look this is super constraining for what I want to do I don't get to choose the libraries I want you're forcing me into a particular programming model can you give me more flexibility and what they see every day is the flexibility that containers provide especially on kubernetes right and what we've tried to do with cloud run is try to bridge those worlds where you get all of the flexibility that you want right that you get with containers but then combine it with what what you really want with the operational model which is service right so you pay only for what you use and of course you get the agility of service as well now one thing that we've noticed heard some great stories about this is a customer of ours Veolia which is one of the early adopters of cloud run and they've been partnering with us we thank them for it they are running a complex workload you talked about retail what Veolia does is they're large French multinational they do energy water and environmental services these are things that need to be highly reliable very complex and these are workloads that have existed for ages right and what viola is doing is using cloud run to run that complex workload but in a service in a service full way running in a service fashion all right take a minute explain what's a complex workload for your definition what is a simple workload because guys again we love functions Stu and I always talk about how great it is but what's that what's the D mark line when when does something become complex by your standards where you guys are addressing they could think describe the characteristics of a complex workload so the first thing is does the workload require flexibility right meaning are their custom workloads sometimes even legacies C++ or C applications do they need to pull that functionality in as well right do they need to pull random artifacts from across the enterprise to combine it and sometimes these are things that have been built over 20 years ago they're really critical mission critical pieces of software that need to be able to trigger and run right and can we actually take that flexibility but also combine in with a highly reliable environment right so were close like New Orleans there is no downtime right they need to be up 24 by 7 for 365 days of the year right so that flexibility plus that level of reliability is what we look at when we look at complexes so you're getting into complex systems where you got some code may be written in a mainframe COBOL in C++ we mentioned that was my jamm what kind of old dating myself but that was state-of-the-art back in the 90s so I'm running an agile job maybe of standing up cloud native but I need a use software and data from a system that's where is that where the container piece comes that ku burning it on either kubernetes but cloud run also supports docker so let's say you're running it in a docker container all you need is a docker container image and we can host that workload on program yeah Polly help us understand where where Google kind of what what's the same one what's different compared to the other service offerings out there just what I've heard feedback the last year or two is you know the great thing about server list is it's really easy to get started I've talked to marketing people that have no coding background that you know can get off and running it but doing complex mission-critical stuff yeah like we understand you know there is no magic wand NIT no silver bullet to make it easy but you know what do you see as Google's role in in this broader marketplace and you know where does open-source fit into that too yeah yeah so first I'll start off by saying there's a whole host of functions that are running on cloud functions which are relatively lightweight simple targeted event-driven functions those work great where we see us really making a difference for our customers is in two ways the first is get these more complex workloads that are currently running in a container whether it's a docker container our and or on gke for that matter and bring the agility of service to those workloads so it's the first thing it's something that we think is very unique because combining containers with serverless the second bit really is the open approach we've taken right built on top of K native key native as you know has a number of partners so one of the cool demos that you'll see during during Google Cloud next is you'll see a workload being shifted from cloud run on gke to the IBM cloud IBM is one of our partners 4k native without a single line of code and that flexibility is something that I think customers really decided talk about the business pen and some of the benefits at the business level in a developer level at the operations level can you hit those three points yeah of serverless silikal server less on those three sectors what's the benefits yep so we talked about the benefits for developers for developers it's simply about agility focus on your own code don't worry about Gamal don't worry about ki native you don't have to worry about any of that we'll take care of it for you the second benefit that I'll talk about is again this is just a benefit for the CIO which is hey we're gonna give you the flexibility and the openness so you can have portability of your workloads across whatever and why are you environment you want whether it's on tram or in a cloud whether it's Google or another cloud that's the second benefit the third bit is all of the operational benefits of service one of the things you'll see us do and continue to commit to do is we'll bill you to the hundredth of a millisecond right and so you'll continue to get that with all of the resiliency you expect of Google infrastructure security also pretty much baked in as well security is big then there's a fully managed offering from Google and so you'll get security compliance policies all Big Data of course we watched the keynote and we watch every word from Koreans giving Diane green a little tip of the hat which was nice signal a lot of class a great respect for that but jennifer lynn said something i want to get your reaction to she was kind of talking about her thing doing a great demo he changing and when she said this would allow you to negotiate better contracts okay that might have been a slip of the tongue your reaction that that implied to me I took that and say whoa that means leverage shifts to the customer your thoughts and that kind of maybe a slip of the tongue but if you're saying that I couldn't have options and choice yes Janice pardon this is what customers want and at Google what we're focused on is giving customers what they want and one of the things that customers are worried about today is lock-in and especially in the server this area because the current offerings are so proprietary customers are worried about it because they want server lists for all the benefits offers that we talked about here but they do want that flexibility and that's what we negotiate actually we know Oracle is very strict on their cloud this is going to give customers the choice is the saying that's whoa you want a license renewal yeah that's what you're getting out here so Polly you talked about choice and flexibility you know kubernetes gives some of that concern with serverless is if I look at a sure if I look at AWS if I look at Kay native you know those three aren't the same I talked there there's a small start-up called trigger mesh that's getting Kay native to work with AWS lambda but do you see a future is there you know I've talked to the CMC F I've looked at some of the various pieces that you know serverless isn't just something that I'm baked into a cloud yeah look I think we've seen extraordinary momentum around Kay native it's very similar to what we had seen when in the early days of kubernetes this huge amount of ecosystem interest and so we'll see continued innovation where you'll see work load portability come to service and I'm confident in that because of all of the momentum we were seeing around Canada so we're committed at Google to K native and its success so you'll see us continue to innovate yeah talk about open source open source becomes a very strategic part you can Shin kubernetes which you guys were the that have the DNA the founding fathers of kubernetes now teams on the team went to vmware someone have Microsoft some stay within Google containers certainly we see what you guys have done when four against four J but open source still this fear of open source I mean I don't mean it in a way that it's going to be inhibited and primitive but support making sure s LA's work latency microservice is going to be involved you mentioned k- yeah so as open source accelerates the time then value for the code that also triggers this op side of the serviceability and reliability and support what's your thoughts on that how are you guys how do you see the industry supporting that that critical piece of the puzzle yeah could not be more critical right for customers to be able to adopt this because the number one thing that we need to do for customers is give them a managed offering that lets them not have to worry about security lets them not have to worry about compliance lets them not have to worry about policies or identity etc right bake all of that into the managed service and then the second operational bit is which is as important this goes to what Thomas talked about at the very end of his keynote which is the open source announcement is we want to make it simple for customers to adopt it will be supported by Google and the partner you'll get unified billing unified support and one person to call when you have a problem yeah Polly we're at an interesting point in open source today because they're they want to get your opinion as a product person and your relationship with open source because you know there's a certain cloud out there it's they're gonna give you open source as a managed service but you have some of the companies that are making like open source databases changing their policies to try to fight against just being you know taken over by somehow the big players how does Google react to that yeah for us the approach is all about partnership because we think together we can better serve customers needs and best serve them and so our approach has always been about partnership so whether it's kubernetes or key native or the larger manage store manager open source offerings that we talked about earlier in the keynote we want to bring all of these together so we can serve customers so you're gonna see us continue to like support the open source equals because we believe that innovation is absolutely critical to helping our customers really start innovated in be agile final question I know we're tight on time I want to get this in because you know I see a lot of positive I've come out of the show there's been some critical analysis around you've got to build up salespeople and all the field stuff which is you guys are well aware of but one of the things that was kind of teased out in the open source announcement was the role of Google having their own ecosystem Asli the C & C has been a big tailwind for Google you guys been a big part of that ecosystem as a cloud commercial provider and with these kinds of server list you're going to have an ecosystem starting to develop kind of a thousand flowers blooming pun intended so how do you see that in your area because this is going to be super important partnering ecosystem support yeah which is you know developer traction distribution of software integration opportunities that's why in monetization all kind of come together your thoughts huge hugely critical for us and that's something that we've been focused on we have a rich ecosystem of partners for service we're gonna continue to build it out across all of the different pieces you need one of the things we didn't talk much about was our entire operational stack monitoring logging all of those pieces right we need to bring all of those together along with all of our partners we have a big partnership with the likes of data dog right number of others so we're gonna continue to partner with the entire ecosystem so we can go solve the problems that they have are you guys gonna show them the white space where they can play is gonna be part of the strategy yeah so it's gonna be across the board you'll see us continue to support the key native ecosystem tremendously and like lean into that and we're already excited to see all the different offerings that are exist on key native same thing with kubernetes we're gonna continue to like press hard we've got on the operational side we've got an offering called open census it's got lots of traction again just open monitoring of applications so we're gonna continue to do that across the board yeah probably great to have you on vice president of product and design got the keys to the kingdom right here he's the who's running the show for the server list really the key part of how kubernetes really intersects old and new to create the next generation applications thanks for joining us and sharing the insight I'm Jeff forest do many men here live coverage Google next more coverage after this short break

Published Date : Apr 9 2019

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Harry Moseley, Zoom Video Communications | Enterprise Connect 2019


 

>> Live from Orlando, Florida its theCUBE covering Enterprise Connect 2019. Brought to you by Five9. >> Hello from Orlando, Lisa Martin with Stu Miniman theCUBE. We are live, day three at Enterprise Connect 2019. We have been in Five9's booth all week and we're very excited to welcome to the program for the first time Harry Moseley the CIO of Zoom Video Communications. Harry thanks so much for joining Stu and me on The CUBE today. >> Lisa, Stu its a pleasure to be here, thank you for having me. >> And you're a hall of famer, you have been inducted into the CIO Magazine's hall of fame and recognized as one of the world's top 100 CIO's be Computer World >> Yes that's right >> So we're in the presence of a VIP >> (chuckles) Well thank you for that it's, as I say its all credit back to the wonderful people that have supported me throughout my career. And I've worked with some amazing people and leaders and, who have supported me and the visions that I've created for their organizations. And so, I understand its about me but it's also about the great teams that I've worked with in my past. I can't make this stuff up, yep. >> Harry, we love talking to CIO's especially one with such a distinguished career as yours 'cause the role of CIO has gone through a lot of changes. IT has gone through a lot of changes. You know we've been doing this program for nine years. Remember reading Nick Carr's IT, does IT matter? And you know, we believe IT matters more than ever Not just IT, the business, the relationship maybe give us a little more of your view point as to the role of the CIO and technology, at a show like this. We hear about the CMO and the business and IT all working together. >> Yeah so its actually, in my opinion, there's never been a better time to be a CIO, irrespective of the company you are in, whether its a tech company like where I'm, you know Zoom Video Communications or any one of the prior companies I worked for, professional services, financial services. But even when you think about it like trucking, You think about trucking as an industry, you think about trucking as a company, its like it was a very sort of brick and mortars? But now its all about digital, right? A friend of mine runs a shipping container company and to think that they load five miles of wagons every day. And so I said to him, "how long does it take to load a wagon on a truck?" "It takes four minutes, and you know what Harry, "we're working that down to three. "And that'll increase our revenue by 20 to 25 percent.' And so its just fantastic. And the pace of change, you know it's just growing exponentially. It's just fascinating, the things that we can actually do today we only dreamed about them a year ago. And you think about it sort of' I can't wait to be back here next year, 'cause we're going to just lift the roof off this place in terms of the capabilities. And so its fantastic, yeah it's just absolutely fantastic. >> So looking at, a lot of us know Zoom for video conferencing and different things like that, but you said something very interesting in your fireside chat this morning that I hadn't thought about, and that is when, either going from audio to video, when you're on a video chat you really can't or shouldn't multi-task. So in terms of capturing peoples attention, enabling meetings to happen maybe more on time, faster, more productive. Thought that was an interesting realization, I thought, you're right. >> It just clicks, it just works. You know mobile, you know when I go back to my you know sort of' going back and again, thank you for the recognition from the key note. But when I go back earlier in my career it's like dialing that number, dialing that ten digit number, misdialing that number, what happened? I got to' hang up, I got to' get a dial tone, I got to' dial the numbers again. Now I'm like two minutes late and I know I'm late more often than I'd like, but when its late because of something like that, that's frustrating. That's really frustrating. And so the notion that you can just click on your mobile device, you can click on your laptop, I have no stress anymore, in joining meetings anywhere. I love telling the story about how I had a client meeting, I was in O'Hare Airport and I joined the client prospect meeting. I joined the prospect meeting on my phone using the free wifi service at O'Hare Airport. Put up my virtual background on my phone I just showed you this Stu, with our logo shared the content off of my phone 18 minutes into this 30 minutes call, the person I was talking to, the CIO for this firm called a halt to the meeting. This is what exactly what happened. Enough, I've heard enough. (announcement in background) >> Keep going. >> Keep going, okay. Enough, I didn't know what enough meant. And so I was a little spooked by that if you will. He goes, "you're on a phone, you're in O'Hare Airport, "you've got a virtual background, "you're sharing content, its all flawless. "Its like this is an amazing experience "that we can't get from all the technology "investment we've done in this space "for our company. "So guys, enough. "We're starting a proof of concept on Monday. "No more discussions about it. "Harry, looking forward to being a business partner." >> Does it get better than that? >> It doesn't get better than that. Its like you know, you hop through security, you get on a plane, and its cruisin' all the way home. >> Yeah I mean Harry, I do have to say, you know disclaimer, we are Zoom customers I'm actually a Zoom admin and its that simplicity that you've built into it is the experience, makes it easy. >> And then when you, and Stu, sorry to interrupt you but I got really excited about this stuff as you can tell. But, and then you look at the enterprise. So you're admin? You get into the enterprise management portal and its like Stu, I had a really bad experience. Oh let me look that up, oh yeah, okay. Where were you? You know, I was in outer Mongolia Ah okay, about five minutes into the call you had some packet loss, its like yeah it wasn't. But it still maintains the connection, right? So you can actually, so our Enterprise Management Portal is awesome. >> Yeah so that actually where I was going with the question, is you know I remember back, I actually worked for Lucent right after they spun out from AT&T. And we had videos talking about pervasive video everywhere, in my home in the business. Feels like we're almost there but still even when I have a team get together my folks that live in Silicon Valley, their connectivity's awful. You know when they have their, and its like oh well my computer or my phone don't have the cycles to be able to run. Maybe we have to turn off some of the video Are we getting there, will 5G solve some of these issues? Will the next generation of phones and computers keep up with it? Because it's, I'm sure you can guess we're big fans of video. It's a lot of what we do. >> Because video is the new voice, right. We like video. If I can only hear you and I can't see you, then when I make a statement I can't see you nodding. If I say something you like, you nod. So we get that concurrency of the experience Again it comes back Stu, where were we a year ago? The capabilities we had, where will we be a year from today? Whether its AI, whether its the power in the device in front of us whether its the network, you know, 5G is becoming a reality. It's going to take some time to get there but you've got sort of great technologies and capabilities, that you know, you look at the introduction of our real-time transcription services. I mean how cool is that? I'm sure there's lots of questions, so lots of people would ask about that real-time transcription in terms of, well what's next? I'm not going to talk about what's next. But as they say in life, watch this space. >> Yeah, just you made some announcements at the show with some partners I actually believe Otter AI is one of the ones you mentioned there. I got a demo of their thing, real time, a little bit of AI built in there. Can you talk about some of those partnerships? >> Yeah so we have great, we love our partnerships right? Whether its on the AI space, with Apple and Siri and Amazon and Otter. We also love our partnerships with Questron and Logitek and HP, and Polly of course. Again its the notion of, we have terrific software. You guys realize that, right? Its terrific software, proprietary QOS proprietary capabilities, its like its a fantastic experience every time on our software. These partners have great technologies too. But they're more on the hardware side, we are software engineers at our core. As Andreson said, I think it was about ten years go, "software is the easing thing in the world "so you take terrific software "you imbed it in terrific hardware "with terrific partners and what happens "is you get exceptional experiences." And that's what we want to deliver to people. So its not about the technology, its about the people. Its about making people happy, making easy, taking stress off the table. You go to the meeting, you light it up, you share the content, you record it, you can watch it later, its just terrific. >> So the people, the experiences you about we've been hearing that thematically for the last three days. As we know as consumers, the consumer behavior is driving so much of this change that has to happen, for companies to not just digitally transform, but to be competitive. We're in Five9's booth and they've mentioned they've got five billion minutes of recorded customer conversations. You guys can record, but its not just about the recording of the voice and the video and the transcription. Tell us about what you're doing to enable the context, so that the data and the recordings have much more value. >> Yeah so , I mean its the notion of being able to sort of rewind and replay. I'll give you another example if I may. Coming out of an office in Palo Alto jumped in the Uber, going back to San Jose for a client meeting. I'm a New Yorker as we talked about a few minutes ago and, I don't know the traffic patterns in Southern, in the Valley. And its about 5:00 o'clock, 5:15. San Jose meetings 5:45. Normally it would be fine, but its rush hour, what do I know about rush hour? I know a lot more now than then. I realize I'm not going to be able to make it on time. Put up the client logo, virtual background on the phone, in the Uber, client gets on the call, Harry where are you? I'm in the back of an Uber. Again, the same sort of experience. Then he asks the question, "well with this recording capability, "can I watch it at 35,000 feet?" Of course you can. And that was it. That was the magic moment for this particular client, because he said "I'm client facing all the time. "I don't get it in time, "I don't always make my management meetings "so I won't have to ask my colleagues what happened "and get their interpretation of the meeting. "I can actually watch the meeting "when I'm at 35,000 feet on a plane, going to Europe." So that's what this is all about. >> Alright, well Harry obviously this space excites you a bunch. Can you bring us back a little bit? This brought you out of retirement and the chase, the space is changing so fast. We come a year from now, what kind of things do we think we'll be talking about, and what's going to keep you excited going forward? >> So lets talk about the first part first and then sort of' break it into two. So yes I had a fantastic career and I retired and so when I met Eric and I met the leadership team at Zoom and I dug into the technology and I understood sort of' A, the culture of the company which is amazing. When I understood the product capability and how this was built as video first, and how we would have this maniacal focus if you will on sort of being a software company at our core. And how it was all about the people. That was sort of a very big part of my decision. So that was one. Two is, look we have a labor shortage right? We can't hire enough people, we can't hire the people, we have more jobs than we have people. So and so, retaining talent is really important. Giving them the technology and the studies that have been done, if you make an investment in the technology, that helps with retention. That helps with profit. It helps with, product innovation. So investment in the people. And the ability to collaborate. It's very hard to work if you don't collaborate, right? It just makes it really, very lumpy if you will. So the ability to collaborate locally, nationally, and globally, and people say, well what's collaborating locally? It's kind of like we can just walk down the corridor. Yeah, well if you're in two different buildings how do you get there? And then it gives us, a foot of snow between you, its makes it really hard. So collaborating locally, nationally, and globally is super important. So you put all that together that was the, what convinced me to say okay you know what, retirement, we're just going to put a pause button on that. And we're going to gave some fun over here. And that really has been, so I've, over a year now and its been absolutely amazing. So yes, big advances. What's in the the future? I think the future, you know there's been a lot of discussion around AI. We hear that its like, all the time. And we've seen from a variety of different providers this week in terms of their, their thoughts around how they're going to leverage AI. Its not about the technology, its about the end of the its about the user experience. And you look at the things that we started to do, we talked about real-time transcriptions a few moments ago, you look at the partnership that we have with Linkedin where you can hover over the name and their Linkinin profile pops up. You're going to see this, I just see this as an exponential change in these abilities. Because you have these building blocks today that you can grow on an exponential basis. So, the world is our oyster, is how I fundamentally think about it. And the art of the possible is now possible, And so lets, I think the future is going to' be absolutely amazing. Who would have, sorry Lisa, who would have thought a year ago, you could get on a plane using facial recognition? Let me just throw that out there. I mean, that's pretty amazing. Who would have thought a year ago that when you rent a car, you can just look at the camera on the way out and you're approved to go? Who would have thought that? >> So with that speed I'm curious to get your take on how Zoom is facilitating adoption. You mentioned some great customers examples where your engagement with them via Zoom Video Conference basically sold the POC in and of itself, with you at an airport >> That's a great questions. >> I guess O'Hare has pretty good wifi. >> What's that? >> O'Hare has pretty good wifi. >> A little choppy but, but it worked. >> It worked. >> Because of our great software, yeah. >> There you go, but in terms of adoption so as customers understand, alright our consumers are so demanding, we have to be able to react, and facilitate collaboration internally and externally. How, what are some of the tools and the techniques that Zoom delivers to enable those guys and gals to go I get it, I'm going to use it, And I'm actually going to actually use it successfully? >> This is a question, I don't know how many clients, CIOs, CTOs, C suite execs I talk to, and they all say, they all ask me similar sorts of questions. Like we're not a video first culture. Its like video, its kind of like we're a phone culture. And then I, so I throw that right back at them and I say and why is that? Because we don't have a good video platform. Aha. Now, when you have good video, when it just works when its easy, when its seamless, when its platform agnostic. IOS, Andriod, Mac, Windows, Linux, VDI, web. When you have this sort of, this platform when you're agnostic to the platform, and its a consistent high quality experience, you use it. So its the notion of, Lisa, it's the notion of would we rather get into a room and, would we rather get into a room and have a face to face meeting? Absolutely. So why would you get on a call and not like to see the people you're talking to. You like to see the people. Why, because its a video first. >> Unless its just one of those meetings that's on my calender and I didn't want to be there and I'm not going to listen. But I totally agree with you Harry. So, another hot button topic that I think we're at the center of here and that I'm sure you have an opinion on. Remote workers. So we watched some really big companies I think really got back in the dialogue a coupla' years ago when Yahoo was like okay, everybody's got to' come in work for us and we've seen some very large public companies that said you need to be in your workforce. and as I said, I'm sure you've got some pretty strong opinions on this >> I don't know what's going on here, quite honestly Stu but its like I think you're reading my brain because these are things I love talking about. So yeah, its. Sorry repeat the question? >> Remote workers. >> Remote workers, yeah. So first of all, I was at an event recently we talked about remote work. We didn't like the term. Its a distributed workforce. >> Yes. Because if you say you're a remote worker its kind like, that doesn't give you that warm feeling of being part of the organization. So we call it, so we said, we should drop calling people remote workers and we should call them a distributed work force. So that's one. Two is, I'm in New york, I'm in Orlando, I'm in Chicago, I'm in Atlanta, I'm in Denver. I'm on planes, I'm in an Uber. I don't feel disconnected at all. Why? Because I can see my colleagues, and its immersive. They share content with me. I'm walking down Park Avenue and I've got my phone and they're sharing content and I'm zooming in and I can see them and I can hear them and I'm giving feedback and I'm marking up on my phone, as I'm walking. So I don't feel, and then when I go to, its fascinating, and then I go to San Jose and I'm walking around the office and I'm seeing people physically. It doesn't feel like I haven't seen them, its really funny. I was in San Jose last week, Wednesday and Thursday in San Jose, took the red-eye back. Hate the red-eye but, I don't like flying during the day, I think it's inefficient, a waste of time. Took the red-eye back, now I'm on calls Friday morning from my office at home with my green screen, Zoom background and everybody's got, it's like I'm talking to the same people I was talking to yesterday but they were in the flesh, now they're on video. It's like Harry where are you, why didn't you come to the room? Well I'm back in New York. It's just just that simple, yep. >> That simple and really it sounds like Harry, what Zoom is delivering is a cultural transformation for some of these newer or older companies who, there is no reason not to be a video culture. We thank you so much for taking some time >> Thank you, thank you >> To stop by theCUBE and chat with Stu and me about all of the exciting things that brought you back into tech. and I'm excited to dial up how I'm using Zoom. >> Well we can take five minutes after this and I can show you some cool tricks >> Wow, from the CIO himself. Harry Moseley, thank you so much for your time. >> Thank you, thank you >> Great to have you on the program. For Stu Miniman, I'm Lisa Martin and you're watching theCUBE (upbeat tune)

Published Date : Mar 20 2019

SUMMARY :

Brought to you by Five9. the CIO of Zoom Video Communications. thank you for having me. (chuckles) Well thank you for that And you know, we believe IT matters more than ever And the pace of change, you know but you said something very interesting And so the notion that you can just click And so I was a little spooked by that if you will. and its cruisin' all the way home. I'm actually a Zoom admin and its that simplicity But, and then you look at the enterprise. with the question, is you know I remember back, I can't see you nodding. I actually believe Otter AI is one of the ones So its not about the technology, its about the people. So the people, the experiences you about jumped in the Uber, going back to San Jose and what's going to keep you excited going forward? and how we would have this maniacal focus if you will in and of itself, with you at an airport And I'm actually going to actually use it successfully? and its a consistent high quality experience, you use it. and that I'm sure you have an opinion on. Sorry repeat the question? We didn't like the term. its kind like, that doesn't give you that warm feeling We thank you so much for taking some time that brought you back into tech. Harry Moseley, thank you so much for your time. Great to have you on the program.

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Keynote Analysis | Enterprise Connect 2019


 

>> Live from Orlando, Florida It's the Cube covering Enterprise Connect. Twenty nineteen. Brought to you by five nine. >> Yeah, good afternoon. Welcome to Orlando, Florida The Cube is here at Enterprise Connect. Twenty ninety nine. Lisa Martin with my co host to Minuteman Stew and I have been Here's starting on Day two stew. Good afternoon, >> Lisa. Great to see Yeah. Day two of three. Enterprise Connect. >> It's not that sunny >> here in the Sunshine State, but the nice thing about the Gaylord is it's a nice controlled environment. Walk by. I saw the alligator for bid. They've got nice planning. They've got I love in the atrium there. There's great branding of thie E c. Nineteen. Everybody's taken photos of it. I saw some drone footage in the keynote this morning showing some of the setting here. So >> it's a It's a nice >> event way said sixty five hundred intended, which is nice. It's not one of these, you know, twenty thirty thousand. You're just buried by people toe big Expo Hall. But, you know, you could really get to talk to some people and enjoy the size of the show. >> Yeah, I agree. The size is great. It does no pun intended. Facilitate that collaboration and communication. You mentioned a number of attendees about one hundred forty vendors, and you can hear the noise behind soon. MIAs were in the ex ball in the booth of five nine and lots of conversations going on. This is an event that I find very interesting state because we talk about the contact center were all consumers every day. And we talked about this with a lot of our guests yesterday that the customer experience is absolutely table stakes for an organization, that it's essential to deliver an Omni Channel customer experience meeting with the consumer wherever they want to be and also facilitating a connected conversation so that if a shot is initiated and then the consumer goes to social or makes a phone call, that problem resolution is actually moving forward before we get into. Today's key knows a couple of really interesting things that you and I learned yesterday with some of the guests that we had on when we were talking with Blair Pleasant. One of the things that she and five nine uncovered with some research is that an employee's satisfaction was lower on the ratings for a lot of corporate decision makers, which was surprising from a collab and communications perspective that if employees, especially those agents on the front line, are having some challenges, it's going to be directly relating Tio customer Lifetime Value. >> Yeah, it was a little bit surprising, you know, if you think about just in general, you know, often the admin is not the key focus there. It's I need to get business outcomes. I need to get R. A Y. You know what I care about is, you know, how is my customer doing? But at the end of the day, you talk about the contact centers. If I don't have an agent that's engaged, really, how is that conversation going to go with the customer? So they need to think about that, You know? How will the technology help them do their job? Better help them game mastery faster? There were some things that I saw really parallel toe conversation we're having about cloud in general, which is, you know, there's lots of technologies out there, but it's often it's not the technology issue it is, you know, the organization and the people issue in the keynote this morning there was a big customer panel and that was definitely something we heard. I love one of the customers actually said We're going to make all these changes And they had the Don't panic towels, which, of course, harkens back to The Hitchhiker's Guide to the Galaxy S O. You know, we know things are going to change. There might be some things you need to work through. But don't worry, we're there to help on. We will get through this and at the end, it should be better. >> No, I like that. You brought that up. I love that Tabal. Don't panic because, you know, we were talking yesterday a lot about the customer experience, the expectations of this rising, empowered consumer also the agent experience. But then, of course, there's the internal collaboration that's essential to all of this. And as I think, the gentleman that you're referring to was from Continental G talking about Hey, we don't have all the answers. But adoption of these tools internally is critical, but it's also a cultural sort of stepwise process. I thought that was very cool, that they actually were very transparent with their people. We identify this is not going to be smooth sailing, but it's an essential part of our business growth. >> Yeah, I tell you, it was really interesting. Listen, the panel there was one of the companies up there. They're pretty large and they said, Look, we're going to standardize on a single tool and everybody's going to get on board. And I actually bristled a little bit when I heard that because, you know, the engineering group versus the marketing group versus you know, the Contact Centre. There's certain things that they need to be able to collaborate. But thing like, you know, one tool to rule them all. You know, it sounds a little bit tough out there. Yes, there needs to be some standardization, but, you know, we see that in the cloud world. You know, it turns out customers are using multiple clouds out there because there should be a main one that we focus on. But if I need a best of breed piece for here, or if there's ah, feature functionality, they can't get elsewhere. I need tohave that, and we see that at this show there's just such a diverse ecosystem meant, and there's one hundred forty there's people that make device. There's all these software pieces, there's some big hubs. And then there are all the ancillary things that help plug and enhance and do this because there is some great innovation going on here. Some cool software, things that we're hoping toe, you know, take everything from, you know, White Board and voice two speech and globalization to the next phase. >> Yeah, that was very interesting. Especially the Microsoft teams demo. That Lori writing team this morning, The panel Now that you talked about, there were seven, uh, customers from a variety of industries. Kurtz was their continental. We mentioned, I think, paychecks. I'm curious to get your thoughts on when they were talking about their plans to migrate to cloud, all in some percentage, considering the numbers that we heard yesterday stew in terms of the cloud penetration for the contact center market, what were your thoughts? They're about those things. All in Depends on what makes sense. >> Yeah, It reminds me of what we were talking about in the public loud discussion two years ago. Way No cloud is growing at a very fast pace. Look at our friend here at five. Nine they were growing at a much faster pace, then the contact center. Overall, I believe they're growing somewhere twenty five percent as opposed The industry as a whole is growing at about nine percent. So we understand that cloud is growing faster than the market overall. And it was one of moderated. The panel said that today is about a third, a third, a third on premises hybrid in public and where that kind of steady state will be. I think it's still too early to tell in this industry, just as it is in cloud overall. But absolutely I burst a little bit when it's like, Well, you will never do this one this way. Well, you know, never is not something that we like to say in it because you never know when when that will be possible. You know, my background I worked on virtual ization, started out in test Devon. It reached a point where really there was no technical reasons that it couldn't do it when he rolled. The really large companies will never use cloud for it. Really. Who is better it scaling and updating and making sure you can manage an environment then those hyper scale players. You know, Microsoft got a big present here. You don't ask him. Like her soft customer. Uh oh. You're running off his three sixty five. You're living on Azure. What version of that are you running? And do you have the latest security patch as opposed to? If I have a Windows desktop and I'm not doing up a weight, have I done my patron? If I Donald this stuff and you amplify that by thousands of you know of agents and Contact Center, we know that Cloud has certain speed, agility and being up to get new features and updates in there that I just can't do nearly as well if it is something that I am installing and having to maintain myself or with a service organization, >> right? And so we talked yesterday with the number of guests about what are some of the imperatives to move to cloud in the end, the sum of the non obvious ones cost obviously, is one that we talk about all the time rights to it. Any show that we're at, but also the opportunity for businesses to leverage the burgeoning power of a I. Of course, every show we go Teo Isa Buzzword Machine learning. And of course, the cloud provides the opportunity for there to be more data to train the machines to be better at context and her overall. And, of course, internal communications. >> Right. And something that I like to hear at this show is start talking about a PC compatibility. You talk about the partnerships that are going on, It is not one software stack we're talking about platforms. We're talking about how integrations can happen so that if somebody has the cool new thing that does, you know, a real time engagement better than what I had before. Well, I could probably plug that in, and it's going to work on my platform. You know, everybody here talks about Well, whether you're, you know, a web, acts of Microsoft teams a zoom shop O r. You know any of those various environment, other? Everybody's working across those environments. We've had some standardisation here s O so that whichever one I've chosen, I'm not locked into one environment. And you know, I can help modernized the pieces as a need and take advantage of those new innovations when they come >> Absolutely all right. So, stew, you're a man on the street last night. Tell us some of the interesting things that you heard in some of the folks that you met Way. >> It's interesting. We think we talked about it in our open yesterday. There are a number of companies that have been around for a while And what are they doing today? What is their focus? And couple of companies have done rebranding. So the big party there was a line and I managed to get myself in. Is Polly So Polly has rebranded? Of course it was Polycom and Plantronics coming together. How many times we hear it on the keynote stage that they mentioned that everywhere you go, they're branding is there, So look kudos to their branding and messaging team. We're going to have their CEO on the programme tomorrow, but, you know, you know, the CEO talked about, you know, their new logo. It's like the meaning behind it. Of course, Polly means many, but there's three piece, and if you look at it, it looks like the iconic conference phone. So, you know the room was in there. Everybody is enjoying the appetizers and the open bar. But, you know, there was people, people, no polycom. I'm back in our conference room. We've got one of those speaker phones in there in the nineties. I usedto, you know, sell their conference phones in their video conferencing When I worked for was now a via but was lucid at the time. So there's a lot of intersections. Thie. Other thing I've really found is it feels like everybody here, you know, at one point in their career either work for Cisco or worked for, you know, the Lucent family. You know, of course, T back in the day had the whole telecom space, but it is like many other shows. We go to a rather interconnected community here on DH. You know, we'd guess on It's like, Oh, yeah, Cisco, Skype. And now at five nines. Yeah, it is friendly. You don't see some of the, you know, some of the places we go There's bitter rivalries between, you know, key competitors, and yeah, while you know, all the contact centers don't love, you know that they're there. Brothers and sisters, a two competitors there. Chances are they've worked with half the people there on, you know, Sometimes the future will be working with again. So it's it's a it's a good atmosphere. The people I've talked to really enjoy coming to the show, a Zoe said at the top. >> And this show has evolved over the last night. We were talking about yesterday twenty eight, twenty nine years, starting out as being called PBX and then re branding to Voice Con and then in about twenty eleven to Enterprise Connect. And it was interesting that because the word innovation comes up all the time, as does evolution of communications and collaborations. But when the king it was his kicked off this morning they talked about This is the biggest ever enterprise connect that they've had. So you can feel and you can hear it behind us the momentum, the excitement he talked about. There's a lot of cover artery here. There's a lot of two degrees of separation and tech, but the opportunities for every business, whether yours selling a small particles service on the Amazon marketplace or you're a big a global enterprise, the opportunity to connect and deliver a superior a competitive advantage to your customer experience. This table stakes these days if you don't have that opportunity. Those capabilities. There's going to be something that's going to come and replace you in a heartbeat. >> Yeah, absolutely. At least I have a background in space. But there were places where our walk Drano said, Wow, there's applicability for our business. I mean, we use a number of the collaboration Sweets, You know, I mentioned, I've got I've got maps for, you know, not just the Google sweet, but all the collaboration tools on there's technology that I'm like Gucci. I want to understand that a lot of them are downloaded an app. You can start using them for free. And then there's a Freeman model and and others arm or enterprise licenses on. It's been interesting to watch some of that dynamic as to, you know, it is the pricing. Is Mohr built for the mobile and cloud world than the traditional? You know, I'm going to buy boxes and have a huge capital expense up front. So >> what do you think if you look back to your early days in the call center when you were just a young pup, how much easier your job have been? If you had had some of the capabilities that we're talking about >> now least I wish, you know, back in the nineties, you know, if I just had linked in alone, I could have supercharged s o much of what I did. But all these other tools, right? Putting at my fingertips information. It was like, you know, Lisa tell you date myself in the nineties and taking a call where everybody that works in the call center You knew the area code of every single environment that it didn't tell you where it wass you would be like, Oh, yeah, I, too want to hide in New York. How you doing? You could be whether you're saying good morning or good afternoon based on what part it was like. Oh, wait, I'm talking Arizona. They don't follow daylight savings time. We'd remember all that stuff today. There's too many exchanges. Everybody takes their phone numbers wherever they go. S o it was It was a smaller country back then. But in the other hand, the technology is actually going to give us the opportunity to be ableto imbue that allow humans to focus on the empathy and connectedness that today's digital age sometimes tries to tear away from us. >> Exactly. We need that empathy in that connectedness. So, stew, we have a great program today. Stick around. We've got some folks from Selah Jin we've got. It's now on the programme within communications Fuse. Tetra VX five nine, of course. And there in that little and zoom this afternoon. Yes, thank you. Five O'Clock for student a man. I'm Lisa Martin. You're watching the Cube.

Published Date : Mar 19 2019

SUMMARY :

Brought to you by five nine. Welcome to Orlando, Florida The Cube is here at Enterprise Day two of three. I saw some drone footage in the keynote this morning showing some of the setting here. But, you know, you could really get to talk to some people and enjoy the size of the show. You mentioned a number of attendees about one hundred forty vendors, and you can hear the noise behind I need to get R. A Y. You know what I care about is, you know, how is my customer doing? Don't panic because, you know, we were talking yesterday And I actually bristled a little bit when I heard that because, you know, the engineering group versus the marketing The panel Now that you talked about, there were seven, uh, never is not something that we like to say in it because you never know when And of course, the cloud provides the opportunity for there to be more happen so that if somebody has the cool new thing that does, you know, a real time engagement that you heard in some of the folks that you met Way. We're going to have their CEO on the programme tomorrow, but, you know, you know, There's going to be something that's going to come and replace you in a heartbeat. on. It's been interesting to watch some of that dynamic as to, you know, it is the pricing. now least I wish, you know, back in the nineties, you know, if I just had linked in alone, It's now on the programme within communications

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Jace Moreno, Microsoft | Enterprise Connect 2019


 

>> Live from Orlando, Florida, it's theCUBE, covering Enterprise Connect 2019. Brought to you by Five9. >> Hi, welcome back to theCUBE's coverage of Enterprise Connect 2019. I'm Lisa Martin with my co-host for the week Stu Miniman, we are in Five9's booth here at this event, excited to welcome to theCUBE for the first time Jace Moreno, Microsoft Teams Developer Platform Lead from Microsoft, Jace, welcome to theCUBE. >> Thank you for having me, it's a pleasure. >> So we're excited that you're here because you are on the main stage tomorrow morning with Lori Wright. But talk to us about Microsoft Teams. You've been with Microsoft for awhile now, about 10 months with Teams. Talk to us about this tool for collaboration that companies can use from 10 people in a meeting to 10,000? >> Yeah, you'll hear us tomorrow. The phrase we're coining is an intelligent workplace for everyone, right? And I think for a long time, we've been perceived as an organization who builds tools, a lot of times with the Enterprise Knowledge Worker, the whole goal is to dispel that. There's multiple people out there, millions of people who are frontline workers, whatever you want to call 'em but the folks that are interfacing with your actual customers. And so we need to make sure that we are developing tools that are for them. But overall as I look at the product and what we've delivered, it's about bringing you one single place to go to for collaboration, right? So and that is bringing together your tools, whether or not Microsoft built them into one experience and then process these in workflows around them. >> So do you find that in terms of traction that the, like the enterprises and maybe the more senior generations that have been working with Microsoft tools for a long time get it or I mean, 'cause I can imagine there's kind of a cultural gap there with, whether it's a large enterprise like a Microsoft or maybe a smaller organization, There are people in this modern workforce that have very different perspectives, different cultures. How can Teams help to maybe break down some of those barriers and really be a platform for innovation? >> That's a great question. I think we've been battling that cultural, digital clash for a long time to be fair. I think it really comes out with Teams, though. Because it is an entirely different way of working. It's not just chat anymore, right? It's collaboration. It's bringing together all of these experiences and so I think there's a maturity curve for some of our average users to be fair. We're already seeing that curve take off as we speak. But what I often give advice to customers and to partners, I call 'em superpowers but you got to find that one reason that really gets people over the line because we get asked all the time, "Hey, everybody loves it "but we want to get 'em to use this as the one tool, "the one place that I go so I know that everything "I send in our organization goes to that single place. "How do I deliver that?" And I go, "Just give 'em a reason." That's what it comes down to honestly and I genuinely see that with organizations. We're seeing incredible examples of organizations leveraging partner integrations where it's bringing out their culture rather than them trying to evolve it, if that makes sense. >> So Jace, I'm glad you brought up the partners there and when I hear developer platform, all right, bring us inside a little bit. Everything API compatible, when people think about developers, there have been developers in the Microsoft space. .NET's got its great ecosystem there but what is it like to be in the Microsoft ecosystem here in 2019? >> It's a fun place to be. I will say, I've even stopped using the term developer when I say platform though to be fair because, and the reason I bring this up, what we've actually built allows a lot of IT professionals to build as well on Teams. PowerShell Scripts as an example is a huge opportunity for customers. Frankly, I've never written a line of code in my life and I built a bot for Teams. So it's pretty amazing what we're enabling but when we look at a lot of what partners are building, it's where are they seeing opportunities in the marketplace? So Five9 as an example with customer care, great opportunity there where we can extend the capabilities that a contact center as an example might need inside of Teams if they want to explore that. >> I love, I actually got to interview Jeffrey Snover at Microsoft Ignite last year who of course created PowerShell and he was like more excited now than he was when it was created quite a long time ago. So when I look around this platform, tell us some of the partners that you're working with. I saw some of the early notes that things like Zoom, and gosh you know, talk about some of the partners you're working with. >> So one thing I'll touch on too that I don't know if I fully answered your last question is what I'm hearing from our partners who have built on Teams and I'll touch on which ones in a second, we call it the extensibility of our platform but quite literally what it means is they are, we are allowing partners to allow their solutions to render in different ways inside of Teams and what we're hearing from partners, I had a conversation with Disco the other day as an example, so they built a, I'm not doing them a service by explaining it like this but it's a kudos bot essentially that they've delivered and it's actually bringing out that culture. But they told us the beauty of the Teams platform is that they don't only show up as a bot to the end users, they actually, we've offered them other ways to interact with the end user, so whatever's more comfortable for me inside of team, and my interaction with that solution, it's easy for them to have that correspondence. But in terms of top partnerships that we're looking at, we've had some incredible integrations built recently. ADP just launched theirs pretty recently to check payroll and build sort of a time off process flow if you will, with the bot. Polly's been a great one from day one. We have integrations with partners like Atlassian for a DevOps tool, so Jira and Confluence Cloud, Trello for project management, I could go on forever but we have over 250 in the store right now and that is growing very rapidly. This is what we spend most of our time on. So the initial focus was what are the tools out there that most people need to get their job done every day? That's where we'll start and now we're really evolving that and we're seeing some incredible things being built as we speak. >> So Jace, being at Enterprise Connect, this is an event where it's been around for a long time and has evolved quite considerably as Enterprise Communication and Collaborations has but one of things that when I was doing research to prep for the show that I'm reading is that the customer experience is table stakes. It's make or break. But some of the recommendations that when a company is, whether it's within a business unit buying software and services or at the corporate level, the customer has to have a seat there so that the decision is being made. Are we implementing tools and technologies and services that are actually going to delight our customers, not just retain them but drive customer lifetime value? In your role, where are some of Microsoft's customers in terms of helping to evolve the evolution of the platform? >> That's a great question, I'm really glad you asked it. It's been fun in my role because what we're seeing is a lot of customers who have taken the platform and built integrations to their tools. So think outside of productivity for a second, think IT support, think employee resources, they're building those integrations and they're leveraging those as a way to drive that organic broad adoption inside of their companies. Because they don't want to do the IT force anymore, they want people to love it like you said and naturally take to it and so I keep coming back to that, I call it superpowers, again it might be a ridiculous term but it's those superpowers you deliver to your people that allow them to get their work done better, get them to love that product and to your point, not want to ever leave it 'cause you can get a majority of your work done every day in that place. So we've seen some really cool ones. A couple examples that we just shared recently, Dentsu's a great one, so they have a three person Change Management Team for a 50,000 person global organization, okay? Three people, got to scale that right? Can't do that one on one training and so they initially took Teams and integrated it into their current website, internet, internal portals to essentially create a chatbot that helped people learn how to use the technology they delivered. Now they're taken that one step further because they saw such great success and they're going to different centers of excellence inside the organization saying, "Hey, do you want to get on board? "Because we'd like to make this the bot "that you interact with as an employee of Dentsu." So it's just incredible but it's driving again that adoption they're seeing, leveraging some of the simple stuff that we have on the platform. Does that answer your question? >> Yes very well, thank you. >> So when I look at some of the macro trends about communication, where I've heard some great success stories is internally just being able to collaborate with some of my internal people, Teams has done really well. Collaborating between various organizations still seems to have more challenges. Can you just bring us a little bit of insight as to why I hear great success stories there and not negatives on Teams but just it's still challenging if I have multiple organizations? We all understand even just doing a conference call or heck, a video call between lots of different companies still in 2019's a challenge. >> Yeah look, I mean I'll give you a couple answers here. We are young, I mean it's two years old as a product. So the momentum's been incredible but I'm not going to sit here and tell you we don't have things to work on, we absolutely do. What I will say though, take Enterprise Connect for example, we actually have a Teams team for Enterprise Connect. There's, I actually checked this morning, there's 181 people in that team and a majority of them are guests, so external users, So vendors that we work with to help us plan this conference and bring it all together and a lot of that has been seamless. Yes, there are little things here or there that we're working on but in that respect it's been pretty incredible. I constantly am using it with external parties and I find though, I don't necessarily know if the challenge is in the interface itself, I think it ends up becoming this opportunity to really educate people on this new way of working. And so going back to our partners again, we're sitting here with Five9, but that becomes critical. How do we work better with these organizations who we have mutual customers with to create that experience together, right? And bring again, superpowers to the users. >> What about a security as a superpower? Where is that in these conversations? >> I mean everything we build has a layer of security. I actually just got out of a meeting, you'll see, we've got an announcement around this tomorrow. So I can't blow it unfortunately but the bottom, the foundation and core of everything that we do will be security focused, absolutely. >> All right, so I went to the Microsoft show last year, AI is also one of those things besides security. AI's infused anywhere, so where does AI fit into the whole Teams story? >> The way we see it, I look at this in a couple angles. So most people get onto Teams and it's kind of chat and collab at first, right? Not always the case but a lot of organizations do that. Then it goes to meetings then I think, and you'll see a lot of this cool stuff tomorrow, we're doing it on AI but it's how then do you proactively start delivering better experiences to your end users? So I think of things that we're looking at right now is taking data, and sending those as an example to your IT admins about giving them insight into how users are leveraging Teams. How do you improve that experience for them? So again, you drive that natural broad adoption but kind of assist them a little bit along the way. So tons of great examples around the board. I'm not sure if that fully answers your question but just the sky's the limit. I think of some other things we're looking at though, you'll see a lot coming in the form of transcription, translation, those services that really create inclusiveness which is a big focus for us. Again back to that point earlier, it's the intelligent workplace for everyone. We want to be able to provide services with our partnerships that can really reach anybody in the business world, right? And even in the consumer world in some sense. >> Well Jace, thanks so much for joining Stu and me on the program this afternoon. We're looking forward to hearing your keynote in the morning and sharing with us some of the excitement and things that are happening and announcements we're going to hear from Microsoft Teams tomorrow. >> My pleasure. Thank you so much for having me, appreciate it. >> Our pleasure, fFor Stu Miniman, I'm Lisa Martin. You're watching theCUBE's coverage of day one, Enterprise Connect 2019 from Orlando. Stick around, Stu and I will be right back with our next guest. (upbeat electronic jingle)

Published Date : Mar 19 2019

SUMMARY :

Brought to you by Five9. excited to welcome to theCUBE for the first time But talk to us about Microsoft Teams. So and that is bringing together your tools, So do you find that in terms of traction that the, and I genuinely see that with organizations. like to be in the Microsoft ecosystem here in 2019? and the reason I bring this up, what we've actually built I love, I actually got to interview Jeffrey Snover at that most people need to get their job done every day? that are actually going to delight our customers, that allow them to get their work done better, is internally just being able to and a lot of that has been seamless. the foundation and core of everything that we do AI fit into the whole Teams story? that can really reach anybody in the business world, right? We're looking forward to hearing your keynote Thank you so much for having me, appreciate it. right back with our next guest.

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Roger Barga, AWS | AWS re:Invent 2018


 

>>From Las Vegas, it's the cube covering AWS reinvent 2018 brought to you by Amazon web services entails their ecosystem partners. >>Okay. Welcome back everybody to the cube live in Las Vegas for AWS Amazon web services reinvent 2018 upshot four with David, Dave, our sixth year covering AWS reinvent. We EV except for the first year we weren't there, but certainly it's been fun to watch the massive, massive rive of the wave of the cloud and Amazon's discipline and execution. Our next guest is Roger Barga, general manager, robotics and autonomous services for Amazon web services. Great to have you thank you for joining us. It's great to be here today. So a lot of stuff to talk about this, Amazon's got like this cult personality, or they do cool things. Uh, they innovate as well as they take care of the basic cloud needs more compute, better networking, more storage, or the core engine, uh, robotics, autonomous, you think of cars, you think of future flying drones, maybe in the future. >>What's going on? What are you, what are you working on? I think it mentioned explain what your job is and what you're doing at Amazon. I think it's super important. We actually look at robots as being anything that census computes and acts, and that opens up such a wide range of the definition of robot from a washing machine to escape the system to the robots. We think of actually that's the full spectrum is what we're trying to address. And we've announced a new service called AWS robo maker. It is designed to support the end to end application development life cycle for building intelligent robot, deploying it to one 10 hundreds, thousands of robots out in the field, monitoring them. We are really addressing the developer need on how to build and scale and run a robotics business. You know, what really resonates with me and, uh, with you guys at Andy's keynote this morning was he used the word builder a lot of times, um, tool for the right job. >>I think that really connects with the culture that we're seeing in the world today. Maker fair started it out. Robotics clubs in high schools were probably at an all time high in terms of interests. It's not just a nerdy geek thing. It's actually kind of mainstream. People are attracted to rabbis. People have wearables. So you're seeing a world where technology and robotics are colliding. So this kind of falls into the new kind of persona developers that's out there. Who's building a robotic stuff. It used to be some like special group of people. Not anymore. Explain how you guys are going after the developers with this. Okay. So it is very focused on the developer. And we started talking to our internal customers who are building robots. We started talking to external customers, building robots to really understand the struggles that they had and have to face. >>And you actually realized that the roboticists tend to actually are deepened hardware, drivers, actuators, sensors, and they are forced to be software engineers at the same time, because there's just not ready-made software and they have to go roll their own tooling. So we're actually providing them with the tools so they can actually focus on the hardware and the innovation that goes on there, or adding the intelligence to the robot to carry out the more meaningful task. And again, we've had conversations with companies that are, that are building small appliances that basically they think of as a robot, a dishwasher that has sensors, they've actually sense how the water flow is going the temperature and then take action all the way to our group. That's actually putting a robot in the space station to take photographs all over underwater robots, air robots, and the drones. So those deed came in robotic competitions, right? >>You're familiar with those, right? It was all high school kids. And there's always a hardware team, which is kind of clear. And then the software team, which always struggled. So I'm envisioning these guys are now going to be using robo maker as part of that team. So if I understand it, the mission is kind of develop secure, deploy, and manage robotic apps. That's really what you guys are a little bit more also, please. So we've actually bundled in our cloud service for machine learning, for analytics and for monitoring. And so now with Amazon Polly and Amazon Lex integration, you can talk to your robot, your robot can respond to you. We can stream the video off the robot through Kinesis, video streams and send it to recognition. So the robot can actually see, you'll be able to see what your robot is seeing, run it through recognition. >>You can identify what it's, what it's seeing and be able to tell it, go to the refrigerator. And it knows where the refrigerator is something else we have done. I think it's interesting to share with you is that we've actually working with something called the robot operating system, which is the most commonly used open source software framework for robotics ROS. Um, we have contributed all of our cloud extensions as open source to the community. And we're also technical steering committee members for Ross two, which is the next generation of Ross. We like to think of it as a commercial grade version of Ross, the Linux for robots. And we're also contributing open source to that as well, because what you'll find is this is what developers are using and reusing. So if you have a sensor or an actuator for a robot you'd like to use, you're probably going to find ross' package already out there to actually drive that sensor or drive that actuator that you can use. >>And now you see new ones for our cloud services that you can turn monitoring on machine learning services on as well. So you contribute to open source community you're so that's going to accelerate the adoption. So you're also making it easier. I want you to explain how you guys are working to do that because if this kind of continues on this track is going to remove some of the blockers or the barriers to get into this and that's to get the applications up and running, which should have a impact on like fleet management to, you know, anything. I mean, that's really the problem statement here. Isn't it, it really isn't, it's really what our mission is. We're always looking at developers and how we can accelerate them and make them more productive. Let's say the three of us wanted to go off and build a robotics application. >>We'd have to make sure that the environment and all of our machines are the same, because you might have a DLL, a different DLL or a different package, which means when we deploy to the robot, we're breaking it. We're not consistent. We actually offer a cloud development environment for robotics. With one click off the AWS management console. You can choose the operating system that you'd like to deploy to your robot. It'll download it. It'll configure that for you. It'll create scalable storage to store the artifacts. As we build our robot and try different algorithms out it'll provision compute for, to compile our, our robot application. We even have pre-built applications to get you started and you have access to all the ROS packages. And so within minutes we could it be up and working together, writing a robotics application. That's just part of it though. >>So again, I talked about the cloud service extensions, but simulation is such a huge thing because we may not even have a robot bill yet. And we want to simulate our robot. We offer pre-built worlds like a room in a house or a retail store or a racetrack for the race car that you heard about today. And you can drop your robot in these environments and test it. You can turn a physics model on and say, my robots carrying 500 pounds simulate. When you're happy with it, then you can deploy that over the air to your actual robot and the simulation. You can actually run hundreds of them in parallel, faster than wall clock time. So it's literally, we could actually do a thousand simulation hours, probably in 15 or 20 minutes to test our robot and all this compute, you spin up a supercomputer, basically bring it all together. >>You mentioned the formula. One thing, that's interesting. What insights can come into this. And I want to get down to the intelligence piece because when I met Andy, I just wrote an article yesterday on Forbes with my, on my interview with him, he made a comment. I want to add to the conversation. He said, the clouds are the brains on premise as their environment. So robots will deep rains. So talk about the connection to the AWS. Yes. So that's a key part, right? It connects to the, they got a lot of brains. So you got a lot of opportunities to connect services. What kinds of services do you envision connecting to the robots? Okay. So what was announced today with the race car it's at that car is actually trained in robo maker through simulation, through reinforcement learning. And so hundreds of simulations of the car, trying to go around the track, all that information is being fed to SageMaker, which is using its reinforcement learning to actually build an algorithm, a better algorithm, and then pulling it back to the car and trying it over and over again. >>That's how you actually train the car and you see that beautiful partitioning with the cloud, big compute, reinforcement learning, large datasets. The car wants you to deploy the machine learning model to the car. It can actually continue to set up signals for more information. So as the car is being used for racing, you're still learning. It's still updating the model. So again, this beautiful part, how's that how's that data flow. So you have data coming off the car, you send it back up to the cloud, you then that's where the heavy modeling occurs. And then you push it back down. The small machine learning model, back down, we have Kinesis data streams. We also have IOT MQTT messages. We can send back up to the cloud and you really start to see the role of the cloud. When we have hundreds of devices out, each one might make a mistake every once in a while, but collectively you're getting a large training set for returning a model and pushing it back down. >>It's where deep learning really adds value, too. It really is. And you mentioned adding more personality to it before we came on camera robot, you saw, this is really kind of where it's going to really kind of make it personalized. It, it is. And in fact, Leah, it's this it's a robot that's made by by robot care systems, excuse me, robot care services. And Leah is an intelligent robotic Walker. Absolutely brilliant. The elderly and disabled canal live more independent, more agile lives. Um, it has 72 sensors since compute act. It figures out what the user is trying to do. The user now can actually interact with it with voice through our Amazon Polly and Amazon's Lex integrations. So with the walkers across the room, the user can say, Leah, come to me and Leah will actually motor over to the user user can get on. >>Leah will sense that it's carrying load and it can say, Leah, let's go to the front door and Leah will start moving our way to the front door. That's just so natural. And that's the impact of real life impact of that. People who live alone, could it be diabetes or maybe something as they get sick robot could be tied into a health meter. I mean, this is kind of real world scenarios that aren't far away. No they're happening now. It's happening right now. And again, you're starting to see the value that robots are going to bring to our lives. And again, robotics has to have such hard problems to solve with the hardware and that algorithm, the writing. We really don't want the other work to have to be a burden for them. We really want to simplify that. So I'll talk about the CHAM, the total market adjustability here, because the F the formula one, the developers, I get that Jennifer's I get the formula one. Is there a market for robots? Who's doing it. Where is it? Is, is it embryonic and early? Is it, how's this forming you in your mind? Um, marketplace, as we've looked at this, we have been amazed at all the places we're finding robots. Again, we see robots underwater. We see drones in the air. We see robotic arms and factories. We see them in education. I have yet to see an area where a robot can assist or carry out tasks to help humans. How about doing interviews? >>Yeah. We're not gonna be replaced yet. Although we have >>Robot on the cube one, despite the fact that we'd like to think how advanced robots are, you can't replace humans, not the NR, the mobility, our intelligence or personality. So if the number of things robots could do keeps getting, >>Yeah, it wasn't, it wasn't that long ago, robots couldn't climb stairs. >>That's right. That's right. Amazing. Let's talk about your goals for the year. What are you trying to do with the, with the service? Um, and what can people expect to see coming from AWS? We're definitely going to be listening to our customers now that we've launched and we're working backwards to actually add features that they tell us. They'd like to see. We're really pleased that we've got a partnership with first robotics. We want to work with with first, actually bring our service to allow students and learners of all ages to learn robotics. We have an education and research program with about 25 universities with more signing on as well. They're very interested in using the service for teaching robotics and for education and research as well. So I really want to, we really want to push hard there's because we think robotics has a great future. >>It's going to help our lives. And we think robo makers, the way that they're going to do, I can tell you from my four living in Palo Alto, which is again, a different zip code than middle America, robotics is hot. People like robotics. They like to play with the robotics. And it has now it's software democratization tools and frameworks. You don't need to be a rocket scientist to code sheet language. Yeah. Yeah. That's I think the power of our service is that basically the developers no longer limited to the code. They write in the software. They can hardware that can put on their robot that can take advantage of cloud services, glue them together and start building a robot. Well, we are very interested in covering, uh, what goes on with your area and certainly want to know more about how the community's developing. Certainly the open source I think, is going to be a very big part of your plan. We agree. We're committed. Roger. Thanks for coming on. Great insight, robo maker. One of the top announcements is a great demo on the keynote, uh, from, uh, the formula one, uh, spokesperson. I think the executive great demo that I think is worth watching. Congratulations on the success or cube coverage here. No robots here. We're live coverage. Re-invent 2018. We right back.

Published Date : Nov 28 2018

SUMMARY :

brought to you by Amazon web services entails their ecosystem Great to have you thank you for joining us. We are really addressing the developer need on how to build We started talking to external customers, building robots to really understand the struggles or adding the intelligence to the robot to carry out the more meaningful task. So the robot can actually see, you'll be able to see what your robot is seeing, run it through recognition. I think it's interesting to share with you is So you contribute to open source community you're so that's going to accelerate the adoption. We even have pre-built applications to get you started over the air to your actual robot and the simulation. So talk about the connection to the AWS. We can send back up to the cloud and you really start to see the role of the cloud. to it before we came on camera robot, you saw, this is really kind of where it's going to really kind of make it personalized. robotics has to have such hard problems to solve with the hardware and that algorithm, Although we have Robot on the cube one, despite the fact that we'd like to think how advanced robots are, you can't replace humans, We're definitely going to be listening to our customers now that we've launched and we're working backwards to actually Certainly the open source I think, is going to be a very big part

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Hardik Bhatt, Amazon Web Services | AWS Public Sector Summit 2018


 

(techno music) >> Live, from Washington DC, it's theCUBE. Covering AWS Public Sector Summit, 2018. Brought to you by Amazon Web Services and its ecosystem partners. >> Okay, welcome back, everyone, this is the live CUBE coverage here in Washington DC for AWS Public Sector Summit 2018. This is the, kind of like the reinvent for Public Sector. I'm John Furrier, f my co-host Stu Miniman, our next guest is Hardik Bhatt, Smart Cities Vertical Lead for Amazon Web Services, been a former CIO, knows the state and local governments cold. This is a very key area around Internet of Things and technology with cloud, because smart cities have to do not only technology roll outs for some of the new capabilities, but all manage some of the societal changes, like self-driving cars and a variety of other things, from instrumenting sensors and traffic lights and video cam ... I mean, this is a little, just a little ... Welcome to theCUBE. >> Thank you very much, John. Good to see you, Stu, good morning. Looking forward to having a great conversation. >> So, smart cities obviously is really hot, but we love it, because it brings life, and work, life, and play together, because we all live in towns, and we live in cities, and the cities provide services to the residents, transportation, sidewalks, and things that we take for granted in the analog world. Now there's a whole digital set of services coming big time. So, are they prepared? (laughs) It used to be buy a mainframe, then move it to a minicomputer, get a Local Area Network, buy some PCs, buy some network tablets, now the cloud's here. What's your assessment of the smart cities landscape for state and local governments? Because it really is something that's on the front burner, in terms of figuring it out. What's the architecture? Lot of questions. What's your, what's the state of the union, if you will, for-- >> You know it has been, like, how the governments have been for many years, right? Governments exist so that they can provide better services, they can provide better quality of life, they can create an environment where businesses thrive, jobs can be created, education can be given, and you can build a workforce and talent, et cetera. And smart cities is just, I'd say, a trend where, you know, you're using multitudes of technology to kind of help the government get its mission accomplished in a smoother, faster, better, cheaper manner. And a lot of times, I've seen, because how smart cities movement started a decade ago, we kind of compare smart cities with the Internet of Things or the sensors, but smart cities is much more than just the IoT, or the Internet of Things, I mean if you're talking about creating a new stream of data that is real-time, whether coming in from sensors, coming from video, you already as a government, I used to be a CIO for the City of Chicago, we used petabytes of data that was already sitting in my data center, and then there's also this whole third-party data. So smart cities is a lot about how do you as a city are aggregating this different sources of data and then making some action from it, so that ultimately, going back to the city's priorities, you are giving better public safety, or you're providing better public health, or you're providing better education or you're providing, better providing government services. So that's what we are seeing. Our customers are, when we say smart cities, they jump right into, "What problems are you solving?" And that, to me, is the core for Amazon, core for Amazon Web Services. We want to know our customers' problems and then work backwards to solve them. >> What are some of the problems right now that are low-hanging fruit? Because obviously it's an evolution. You set the architecture up, but ultimately governments would love to have some revenue coming in from businesses. You mention that. Education is certainly there. What are some of the challenges there? Is it pre-existing stuff, or is it new opportunities? What are some of the trends you're seeing for use cases? It is actually both pre-existing stuff that they are trying to solve, as well the new stuff, the new opportunities that are getting created, because the technology is much different than what it used to be 10 years ago. The cloud, especially, is creating a lot more new opportunities, because of the nimbleness it brings, the agility it brings. So, in transportation side, we are seeing on one hand, multiple departments, multi-jurisdictional, so state transportation department, as well as a local transportation department, working together to create kind of a virtual information sharing environment or a virtual command center, so that they can detect an accident, a traffic incident, much quicker and respond to that, because now they can aggregate this data. And they're also now adding to that some public safety information. So whether it is a police department, fire department, EMS, so that they can address that incident quickly and then not only clear the traffic and clear the congestion, or reduce the congestion time, but they can also address the, any public safety issue that may have arisen out of that incident that has happened. So, the Department of Transportation, the USDOT, through the Federal Highway Administration, has been giving out $60 million worth of grants to six to ten recipients. The grant, this year's grant period, just closed on Monday, and we worked with multiple customers who are looking to kind of respond to that. So on one hand, it is that. So this is an age-old problem, but new technology can help you solve that. On the other hand, another customer that we worked with is looking for on-demand micro-transit solutions. As you can see, all the ride-sharing applications are making easier to jump in a car and move to one place to the other. It is causing a dip in transit ridership. So the public transit agents, they are looking for solutions to that. So they are looking at, "Can we build an on-demand microtransit "so you can pool your friends and jump into a transit van, as opposed to a private car?" And then you can go from point A to point B in a much more affordable manner. So they are looking at that. On the public health side, you know, we have the DC Benefits Exchange, Health Benefits Exchange, is on AWS, and they have seen significant savings. They have seen $1.8 million of annual savings because they are using cloud and cloud services. On the other hand, you have State of Georgia, which is using Alexa. So they have built Alexa Skills where you can ask, as a resident of State of Georgia getting SNAP benefit, the Supplemental Nutritional Assistance, the food-stamp program, you can say, "Alexa, what's my SNAP balance?" So based on the answer then, based on the balance you know, you can plan your, you know, where you're going to use that money. So we are seeing large volume of data now coming on the cloud where the governments are looking to move kind of the needle. We are also seeing this nimble, quick solutions that can start going out. And we are seeing a lot of driver behind the innovation is our City on a Cloud challenge. So we have seen the City on a Cloud winners, since last so many years, are kind of the ones who are driving innovation and they're also driving a lot of collaboration. So I can, there are three trends that I can jump into as we kind of talk more. >> Yeah, it's interesting. I think back a decade ago, when you talk smarter cities, you'd see this video, and it would look like something out of a science fiction. It's like, you know, "Oh, the flying taxi'll come, "and it will get you and everything." But what I, the stories I have when I talk to CIOs in cities and the like, it's usually more about, it's about data. It's about the underlying data, and maybe it's a mobile app, maybe it's a thing like Alexa Skills. So help us understand a little bit, what does the average citizen, what do they see? How does their, you know, greater transparency and sharing of information and collaboration between what the agencies are doing and, you know, the citizenship. >> I think that's a great question. I mean that is what, as a former CIO, I always had to balance between, what I do creates internal government efficiency, but the citizens don't feel it, don't see it, they don't, it doesn't get in the news media. And on the other hand, I also have to, to my governor, to my mayor, to the agency directors, have to give them visible wins. So, I'll give you an example, so City of Chicago, back in the day, in 2010 when I was the CIO. We did a contract with our AWS, currently AWS Partner Socrata, to open up the data. So that was kind of the beginning of the Open Data Movement, and eventually, I left the city, I went work for Cisco, and the city government continued to kind of build on top of Socrata. And they build what they called the Windy Grid, which is basically bringing all of their various sets of data, so 311, code violations, inspections, crime, traffic, and they built an internal data analytics engine. So now, agencies can use that data. And now, what they did, two years ago, they were one of the City on a Cloud Challenge winners, and they, Uturn Data Solutions is our partner that was the winner of that, and they built Chicago Open Grid. So they basically opened that up on a map-based platform. So now as a citizen of Chicago, I can go on Chicago Open Grid, and I can see which restaurants in, surrounding my area, have failed inspections. Have they failed inspection because of a mice infestation, or was it something very minor, so I can decide whether I want to go to that restaurant or not. I can also look at the crime patterns in my area, I can look at the property values, I can look at the education kind of quality in the schools in my neighborhood. So, we have seen kind of now, and it's all on AWS cloud. >> This open data is interesting to me. Let's take that to another level. That's just the user side of it, there's also a delivery value. I saw use cases in Chicago around Health and Human Services, around being more efficient with either vaccines, or delivery of services based on demographics and other profile, all because of open data. So this brings up a question that comes up a lot, and we're seeing here is a trend, is Amazon Web Services public sector has been really good. Teresa Carlson has done an amazing job leaning on partners to be successful. Meaning it's a collaboration. What's that like in the state and local government? What's the partner landscape look like? What are the benefits for partners to work with AWS? Because it seems obvious to me, it might not be obvious to them. But if they have an innovative idea, whether it's to innovate something on the edge of the network in their business, they can do it, and they can scale with Amazon. What is the real benefits of partnering with AWS? >> You hit a key point on there. Teresa has done a fantastic job in customer management as well as building our partners. Similarly, we have a great leader within the state and local government, Kim Majerus. She leads all of our state and local government business. And her focus is exactly like Teresa: How can we help the customers, and also how can we enable partners to help customers? So I'll give you and example. The City of Louisville in Kentucky. They were a City on a Cloud winner, and they, basically what they're building with a partner of ours, Slingshot, they (laughs) get, I was, I used to be in Traffic Management Authority, back in my days, and we used to do traffic studies. So, basically, they send an intern out with clicker or have those black strips to count the number of cars, and based on that, we can plan whether we want to increase the signal timing on this approach, or we can plan the detours if we close the street, what's the, and it's all manual. It used to take, cost us anywhere from 10 to 50 thousand dollars, every traffic study. So what Louisville did with Slingshot is they got the free Waze data that they get gives all of the raw traffic information. Slingshot brought that on to a AWS platform, and now they are building a traffic analysis tool, which now you can do like a snap of a finger, get the analysis and you can manage the signal-approach timing. The cool thing about this is, they're building it in open source code. And the code's available on GitHub, and I was talking to the Chief Data Officer of Louisville, who's actually going to be speaking at this event later today. 12 other cities have already looked into this. They've started to download the code, and they are starting to use it. So, collaboration through partners also enables collaboration amongst all of our customers. >> And also, I'd just point out, that's a great example, love that, and that's new for me to hear that. But also, to me the observation is, it's new data. So being able to be responsive, to look at that opportunity. Now, it used to be in the old world, and I'm sure you can attest to this, being a CIO back in the day, is okay, just say there's new data available, you have to provision IT. >> Oh my God, yeah. >> I mean, what, old way, new way. I mean, compare and contrast the time it would take to do that with what you can do today. >> It's a big, huge difference. I'll tell you as the CIO for the State of Illinois, when I started in early 2015, in my first performance management session, I asked my Infrastructure Management Team to give me the average days it takes to build a server, 49 days. I mean, you're talking seven weeks or maybe, if you talk, 10 business weeks. It's not acceptable. I mean the way the pace of innovation is going, with AWS on cloud, you are talking about minutes you can spin up that server. And that's what we are seeing, a significant change, and that's why Louisville-- >> And I think you got to think it's even worse when you think about integration, personnel requirements, the meetings that have to get involved. It's a nightmare. Okay, so obviously cloud, we know cloud, we love cloud, we use cloud ourselves. So I got to ask you this could, City in a Cloud program, which we've covered in the past, so last year had some really powerful winners. This has been a very successful program. You're involved in it, you have unique insights, you've been on both sides of the table. How is that going? How is it inspiring other cities? What's the camaraderie like? What's the peer review? Is there a peer, is there a network building? How is that spreading? >> That is actually enabling collaboration in a significant manner. Because, you know, you are openly telling what you want to do, and then you are doing that. Everybody is watching you. Like Louisville is a perfect example where they built this, they're building this, and they're going to share it through open source code to all the cities. 12 is just the beginning. I'd not be surprised if there are 120 cities that are going to do this. Because who doesn't want to save two hundred, three hundred thousand dollars a year? And also lots of time to do the traffic studies. Same thing we have seen with, as Virginia Beach is building their Early Flood Warning System. There are other cities who are looking into, like how do we, New Orleans? And others are looking at, "How do we take what Virginia Beach has built? "And how can we use it for us?" And yesterday, they announced this year of the winners that includes Las Vegas, that includes LA Information Technology Department, that includes the City of Philadelphia, and I've been in conversations with all of the CIOs, CDOs, and the leaders of these agencies. The other thing, John, I have seen is, there's a phenomenal leadership that's out there right now in the cities and states that they want to innovate, they want to collaborate, and they want to kind of make a big difference. >> Hold on, hold on, so one more question, this is a really good question, want to get, follow-up on that. But this, what you're talking about to me signifies really the big trend going on right now in this modern era. You've got large cloud scale. You have open source, open sharing, and collaboration happening. This is the new network effect. This is the flywheel. This is uniquely different. This kind of categorizes cloud. And this wasn't available when IT systems and processes were built, 20, 30 years ago. I mean, this is the big shift, you, I mean do you agree? >> Absolutely, this is the big shift, the availability of the cloud, the ubiquitous nature of mobile platform that people have. The newer way of, like, the natural language processing, use of Alexa is becoming so prevalent in government. I mean, in City of Chicago, 50% of the 311 calls that we used to get in 2010, 3 1/2 million of those were informational in nature. If I could offload that on to my Alexa Skills, I can free up my workforce, the 311 call-takers, to do much better, higher-level, you know, call-taking, as opposed to this. So you're absolutely right. I've seen the trends we are seeing is, there is lots of collaboration going on between the governments and partners. I'm also seeing the governments are going at modernization from different points based on their pain points. And I'm also seeing a definite acceleration in modernization. Government, because the technology, AWS, the cloud, our services that we are seeing. And the pace of innovation that AWS brings is also enabling the acceleration in governments. >> Yeah, to help put a point on the, on the conversation here, there's been for years discussion about, "Well, what is the changing role of the CIO?" You've sat on that side of the table, you know, worked with lots of COs, what do you see is the role of the future for the CIO when, specifically when you talk state and local governments? >> I would say CIO is the kind of has to be an enabler of government services. Because if I go back to my city days and working with a mayor, or my state days, working with a governor, at the end of the day, the governor or the mayor is looking at creating better quality of life, providing better health, better education, better safety, et cetera. And CIO is kind of the key partner in that metrics to enable what the governor, what the mayor, the agency directors want to do. And because now data enables the CIO to kind of quickly give solutions, or AI services, Alexa and Polly and Rekog ... All of these things give you, give me as a CIO, ability to provide quick wins to the mayor, to the governor, and also very visible wins. We are seeing that, you know, CIO is becoming a uniquely positioned individual and leader to kind of enable the government. >> All right, thanks so much for comin' on theCUBE. Love the insight, love to follow up. You bring a great perspective and great insight and Amazon's lucky to have you on the team. Lot of great stuff goin' on in the cities and local governments. It's a good opportunity for you guys. Thanks for coming on, appreciate it. >> Thank you very much. >> It's theCUBE live here in Washington DC for AWS, Amazon Web Services Public Sector Summit, I'm John Furrier, Stu Miniman, again second year of live coverage. It's a packed house, a lot of great cloud action. Again, the game has changed. It's a whole new world, cloud scale, open source, collaboration, mobile, all this new data's here. This is the opportunity, this is what theCUBE's doing. We're doin' our part, sharing the data with you. Stay with us, more coverage from day two, here in Washington, after this short break. (techno music)

Published Date : Jun 21 2018

SUMMARY :

Brought to you by Amazon Web Services for some of the new capabilities, Good to see you, Stu, good morning. and the cities provide services to the residents, and you can build a workforce and talent, et cetera. So based on the answer then, based on the balance you know, It's about the underlying data, and eventually, I left the city, I went work for Cisco, What are the benefits for partners to work with AWS? get the analysis and you can manage and that's new for me to hear that. the time it would take to do that I mean the way the pace of innovation is going, the meetings that have to get involved. in the cities and states that they want to innovate, This is the new network effect. I mean, in City of Chicago, 50% of the 311 calls And CIO is kind of the key partner in that metrics and Amazon's lucky to have you on the team. This is the opportunity, this is what theCUBE's doing.

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Stewart Mclaurin, White House Historical Association | AWS Public Sector Summit 2018


 

>> Live, from Washington, D.C. It's theCUBE, covering the AWS Public Sector Summit 2018. Brought to you by Amazon Web Services, and its ecosystem partners. (futuristic music) >> Hey, welcome back everyone. We're live in Washington, D.C. for Amazon Web Services Public Sector Summit. This is their big show for the public sector. It's like a mini reinvent for specifically the public sector. I'm John Furrier, your host, with Stu Miniman, my co-host this segment, and Stewart Mclaurin, president of the White House Historic Association, is our guest. I heard him speak last night at a private dinner with Teresa Carlson and their top customers. Great story here, Amazon success story, but I think something more we can all relate to. Stewart, thank you for joining us and taking the time, appreciate it. >> Thanks John, it's just great to be with you. >> Okay, so let's jump into it; what's your story? You work for the White House Historical Association, which means you preserve stuff? Or, you provide access? Tell the story. >> Well, we have a great and largely untold story, and a part of our partnership with Amazon Web Services is to blow that open so more people know who we are and what we do, and have access to the White House, because it's the people's house. It doesn't belong to any one particular president; it's your house. We were founded in 1961 by First Lady Jacqueline Kennedy, who realized that the White House needed a nonprofit, nonpartisan partner. We have no government funding whatsoever, completely private. So we fund the acquisition of art, furnishings, decorative arts for the White House, if a new rug is needed, or new draperies are needed on the State Floor, or a frame needs to be regilded. We also acquire the china, the presidential and first lady portraits that are done; we fund those. But more importantly, in my view, is our education mission that Mrs. Kennedy also started, to teach and tell the stories of White House history going back to 1792, when George Washington selected that plot of land and the architect to build that house that we know today. So we unpack those stories through publications, programs, lectures, symposia, and now this new multifaceted partnership with AWS. >> Let's talk about, first of all, a great mission. This is the people's house; I love that. But it's always the secret cloak and dagger, kind of what's going on in there? The tours are not always, they're probably packed when people go through there, but the average person on the street doesn't have access. >> Sure, well, your cable news channels handle the politics and the policy of the place. We handle the building and the history, and all that's taken place there, including innovation and technology. If you think of Thomas Edison and Alexander Graham Bell, and others that evolved their early technologies through the White House, about 500,000 people get a chance to go through the White House every year. And when you think about in that small space, the president and his family lives, the president and his staff work, it's the ceremonial stage upon which our most important visitors are received, and then about 500,000 people schlep through, so you imagine 500,000 people that are going through your house, and all of that takes place. But it's very important to us for people to be able to see up close and personal, and walk through these spaces where Lincoln walked, and Roosevelt worked. >> Is that what the book you have, and share the book 'cause it's really historic, and the app that you have with Amazon, I think this is a great-- >> Sure, this is a real prize from our office. Mrs. Kennedy wanted us to teach and tell the stories of White House history, and so the first thing she wanted was a guide book, because the White House never had one. So in 1962, she published this guide book with us, and this is her actual copy. Her hands held this book. This was her copy of the book. Now, we continue to update this. It's now in its 24th edition, and each new edition has the latest renovations and updates that the latest president has added. But it's now 2018. So books are great, but we want to be able to impart this information and experience to people not only around Washington, who are going through the White House, but across the country and around the world. So this app that we've developed, you get through WHExperience at the App Store, you have three different tours. If you're walking through the White House, tours are self-guided, so unless you know what you're looking at, you don't know what you're looking at. So you can hold up an image, you can see, it brings to life for you everything that you're looking at in every room. Two other types of tours; if you're outside the White House in President's Park, it will unpack and open the doors of these rooms for you virtually, so you can see the Oval Office, and the Cabinet Room, and the Blue Room, and the Green Room. If you're around the world, there's a third tour experience, but the best part of it is, empowered by Amazon recognition technology, and it allows people to take a selfie, and it analyzes that selfie against all presidential portraits and first lady portraits, and the spatial features of your face, and it will tell you you're 47% Ronald Reagan, or 27% Jackie Kennedy, and people have a lot of fun with that part of the app. >> (laughs) That's awesome. >> Stewart, fascinating stuff. You know, when I go to a museum a lot of times, it's like, oh, the book was something you get on the way home, because maybe you couldn't take photos, or the book has beautiful photos. Can you speak a little bit about how the technology's making the tours a little bit more interactive? >> Sure, well we love books, and we'll publish six hardbound books this year on the history of the White House, and those are all available at our website, whitehousehistory.org. But the three facets of technology that we're adapting with Amazon, it's the app that I've spoken about, and that has the fun gamification element of portrait analysis, but it also takes you in a deeper depth in each room, even more so than the book does. And we can update it for seasons, like we'll update it for the Fall Garden Tour, we'll update it for the Christmas decorations, we'll update it for the Easter Egg Roll. But another part of the partnership is our digital library. We have tens of thousands of images of the White House that have literally been in a domestic freezer, frozen for decades, and with AWS, we're unpacking those and digitizing them, and it's like bringing history to life for the first time. We're seeing photographs of Kennedy, Johnson, other presidents, that haven't been seen by anybody in decades, and those are becoming available through our digital library. And then third, we're launching here a chatbot, so that through a Lex and Polly technology, AWS technology, you'll be able to go to Alexa and ask questions about White House history and the spaces in the White House, or keyboard to our website and ask those questions as well. >> It's going to open up a lot of windows to the young folks in education too. >> It is. >> It's like you're one command away; Hey, Alexa! >> It takes a one-dimensional picture off of a page, or off of a website, and it gives the user an experience of touring the White House. >> Talk about your vision around modernization. We just had a conversation with the CEO of Tellus, when we're talking about government has a modernization approach, and I think Obama really put the stake in the ground on that; former President Obama. And that means something to a lot of people, for you guys it's extending it forward. But your digital strategy is about bringing the experience digitally online from historical documents, and then going forward. So is there plans in the future, for virtual reality and augmented reality, where I can pop in and-- >> That's right. We're looking to evolve the app, and to do other things that are AR and VR focused, and keep it cool and fun, but we're here in a space that's all about the future. I was talking at this wonderful talk last night, about hundreds of thousands of people living and working on Mars, and that's really great. But we all need to remember our history and our roots. History applies to no matter what field you're in, medicine, law, technology; knowing your history, knowing the history of this house, and what it means to our country. There are billions of people around the world that know what this symbol means, this White House. And those are billions of people who will never come to our country, and certainly never visit the White House. Most of them won't even meet an American, but through this app, they'll be able to go into the doors of the White House and understand it more fully. >> Build a community around it too; is there any online social component? You guys looking around that at all? >> All of this is just launched, and so we do want to build some interactive, because it's important for us to know who these people are. One simple thing we're doing with that now, is we're asking people to socially post and tag us on these comparative pictures they take with presidents and first ladies. So there's been some fun from that. >> So Stewart, one of the things I've found interesting is your association, about 50 people, and what you were telling me off-camera, there's not a single really IT person inside there, so walk us through a little bit about how this partnership began, who helps you through all of these technical decisions, and how you do some pretty fun tech on your space. >> Unfortunately, a lot of historical organizations are a little dusty, or at least perceived to be that way. And so we want to be a first mover in this space, and an influencer of our peer institutions. Later this summer, we're convening 200 presidential sites from around the country, libraries, birthplaces, childhood homes, and we're going to share with them the experience that we've had with AWS. We'll partner or collaborate with them like we're already doing with some, like the Lincoln Library in Illinois, where we have a digitization partnership with them. So with us, it's about collaboration and partnership. We are content rich, but we are reach-challenged, and a way to extend our reach and influence is through wonderful partnerships like AWS, and so that's what we're doing. Now another thing we get with AWS is we're not just hiring an IT vendor of some type. They know our mission, they appreciate our mission, and they support our mission. Teresa Carlson was at the White House with us last Friday, and she had the app, and she was going through and looking at things, and it came to life for her in a new real and fresh way, and she'd been to the White House many times on business. >> That's great; great story. And the thing is, it's very inspirational on getting these other historic sites online. It's interesting. It's a digital library, it's a digital version. So, super good. Content rich, reach-challenged; I love that line. What else is going on? Who funds you guys? How do you make it all work? Who pays the bills? Do you guys do donations, is it philanthropy, is it-- >> We do traditional philanthropy, and we'd love for anybody to engage us in that. During the Reagan Administration in 1981, someone had the brilliant idea, now if I'd been in the room when this happened, I probably would have said, "Okay, fine, do that." But thank goodness we did, because it has funded our organization all these years. And that's the creation of the annual, official White House Christmas ornament, and we feature a different president each year sequentially so we don't have to make a political decision. This year, it's Harry Truman, and that ornament comes with a booklet, and it has elements of that ornament that talk about those years in the White House. So with Truman, it depicts the south balcony, the Truman Balcony on the south portico. The Truman seal that eventually evolved into being the Presidential Seal. On the reverse is the Truman Blue Room of the White House. So these are teaching tools, and we sell a lot of those ornaments. People collect them; once you start, you can't stop. A very traditional thing, but it's an important thing, and that's been a lifeblood. Actually, Teresa Carlson chairs our National Council on White House History. John Wood, that you just had on before me, is on our National Council on White House History. These are some of our strong financial supporters who believe in our mission, and who are collaborating it with us on innovative ways, and it's great to have them involved with us because it brings life in new ways, rather than just paper books. >> Stewart, I had a non-technical question for you. According to your mission, you also obtained pieces. I'm curious; what's the mission these days? What sort of things are you pulling in? >> Well, there's a curator in the White House. It's a government employee that actually manages the White House collection. Before President and Mrs. Kennedy came into the White House, a new president could come in and get rid of anything they wanted to, and they did. That's how they funded the new, by selling the old. That's not the case anymore. With the Kennedys, there's a White House collection, like a museum, and so we'll work with the White House and take their requests. For example, a recent acquisition was an Alma Thomas painting. Alma Thomas is the first African American female artist to have a work in the White House collection; a very important addition. And to have a work in the White House collection, the artist should be deceased and the work over 25 years old, so we're getting more of the 21st century. The great artists of the American 20th century are becoming eligible to have their works in the collection. >> Stewart, thanks so much for coming on theCUBE and sharing your story. It's good to see you speak, and thanks for the ornament we got last night. >> Sure. Well, you've teased this ornament. Everybody's going to want and need one now, so go to whitehousehistory.org. >> John, come on, you have to tell the audience who you got face matched recognition with on the app. >> So who did you get face matched with? >> I think I'm 20% James Buchanan, but you got the Gipper. >> I'm Ronald Reagan. Supply-side economics, trickle-down, what do they call it? Voodoo economics, was his famous thing? >> That's right. >> He had good hair, John. >> Well, you know, our job is to be story tellers, and thank you for letting us share a little bit of our story here today. We love to make good friends through our social channels, and I hope everyone will download this app and enjoy visiting the White House. >> We will help with the reach side and promote your mission. Love the mission, love history, love the digital convergence while preserving and maintaining the great history of the United States. And a great, good tool. It's going to open up-- >> Amazon gave us these stickers for everybody who had downloaded the app, so I'm officially giving you your downloaded app sticker to wear. Stu, this is yours. >> Thank you so much. >> Thanks guys, really appreciate it. >> Thank so much, great mission. Check out the White House-- >> Historical Association. >> Historicalassociation.org, and get the White House app, which is WHExperience on the App Store. >> That's right. >> Okay, thanks so much. Be back with more, stay with us. Live coverage here at AWS, Amazon Web Services Public Sector Summit. We'll be right back. (futuristic music)

Published Date : Jun 20 2018

SUMMARY :

covering the AWS Public and taking the time, appreciate it. to be with you. Tell the story. and the architect to build But it's always the and all of that takes place. and so the first thing she it's like, oh, the book and that has the fun gamification element It's going to open up a lot of windows and it gives the user an experience is about bringing the and to do other things and so we do want to and what you were telling me off-camera, and she had the app, And the thing is, it's very inspirational and it has elements of that ornament the mission these days? and the work over 25 years old, and thanks for the ornament so go to whitehousehistory.org. who you got face matched but you got the Gipper. trickle-down, what do they call it? and thank you for letting us share of the United States. so I'm officially giving you Check out the White House-- and get the White House app, Be back with more, stay with us.

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Nayaki Nayyar, BMC Software| AWS re:Invent


 

>> Narrator: Live from Las Vegas, it's theCUBE, covering AWS re:Invent 2017. Presented by AWS, Intel and our ecosystem of partners. >> Welcome back, we are live here in Las Vegas, located at the Sands. Day three of our coverage here at re:Invent. AWS starting to wrap things up, but still, I think, making a very major statement about the progress they're making in their making in their market. 45,000 plus attendees here, thousands of exhibitors and exhibit space being used here in hundreds of thousands of square footage. Sort of a reflection of the vibrancy of that market. I'm with James Kobielus, who's the lead analyst at Wikibon and we're joined, once again, second appearance on theCUBE in one day, how 'bout that for Nayaki Nayyar, who is the President of Digital Services Management at BMC. Glad to have you back, we appreciate the time. >> Thank you, John, thank you, Jim. Great to be here and I'm becoming a pro at this, right? >> You are. >> My second time of the day. >> We'll punch your card and you win a prize by being on theCUBE more than once a day. >> Twice in four hours, I mean, that's a pretty good track record. >> We'll pick up your toy, you know. >> Tell me about, first off, just your thought about the show in general. I mean, you've been in this environment for some time now, but I'm kind of curious what you think about what you're seeing here and the sense of how this thing's really taking off. >> So, first of all, it's just the energy, the vibe, the fun that we're having here is just amazing. But, I do want to drop to the keynote that Andy did yesterday, it's just phenomenal the pace at which AWS is innovating. Just to be releasing over 1300 features in a year, that is phenomenal. >> James: I think he said innovations in a year. >> Features a year. >> Did he say features, okay. >> Yeah, I think so. But, independent of that, I'm just saying the pace at which, and their model of new stuff that they're bringing to the market is just phenomenal. For customers like us, vendors, it's just phenomenal. >> We hear a lot about, I mean, it's the buzzword, digital transformation and all that. So, what does it really mean to service? What transformation is happening in that, what is that pushing you on that side of the fence to have to be thinking about now? >> You said the word, digital, and sometimes it's very hyper-used. And what we have done at BMC, since our core is service management, we have defined what service management looks like for our customers in this digital age. And we have defined it, because we were primarily in I.T. service management for the last 10-15 years, the future of the service management in this digital world is what we call cognitive service management. Where service management is no longer just reactive, it is proactive and it is also a conversational through various agents like chatbots, or Alexa or virtual agents. So, it's a complete transformation that we are experiencing and we are driving most of that change for our customers right now. >> And, of course, the word cognitive signals the fact that there's some artificial intelligence going on behind the scenes, possibly to drive that conversational UI. With that in mind, I believe that, at BMC, you are one of AWS's partners for Alexa for businesses, is that true? And you're bringing it into an I.T. service management context. That's sounds like an innovation, can you tell us more about that? >> Absolutely, so we announced partnership with AWS on multiple fronts. One of them is with Alexa, Alexa for Business, where we do integrate with Alexa for providing that end user experience. So, Alexa was known for consumer world, my son used it all the time. >> Tell me the temperature? >> But now, we are looking at how we could bring it into the enterprise world, especially to provide service to all employees. So that, you don't actually have to send an email or pick up the phone to call a service agent, now you can actually interact with Alexa or a chatbot to get any service you need. So that's what we call omni-channel experience for providing that experience for end users, employees, customers, partners, anyone. >> So, do you have, right now, any reference customers, it's so new? Or, can you give us a sense for how this capability is working in the field in terms of your testing? Do business people understand, or are they comfortable, with using essentially a consumer appliance as an interface to some serious business infrastructure? Like, being able to report a fault in a server, or whatnot. There's a risk there of bringing in a technology, like a consumer technology, before it's really been accepted as a potential business tool. Tell us how that's working. >> That's a very interesting. We are actually seeing a very fast pace at which customers are adopting it. As we speak, I have three customers I'm working with right now, who not only wants to use a chatbot, or a virtual agent, for providing service, not just to employees but to the end customers, also want to use Alexa inside their company for providing service to their employees. So, it's starting the journey, we already have the integration that is working with Alexa. Customers have gotten very excited about it, they're doing POCs, they're starting their journey. I think in the next couple of years, we'll see a huge uptake with customers wanting to do that across the board. >> Well, give me an example, if I'm working and I need to go to Alexa Business, how deep can I go? What kind of problems can be solved? And then, at what point where does that shut off and then we trip over to the human element? >> James: Don't forget where the A.I. fits in to the picture. If you could just have a little bit of the plumbing, not too much. >> So, let me give you like two segments, one is the experience through Alexa, the second one is, where does deep learning get embedded into the process. So, usually every company has level one, level two service desk agents who are taking the calls, are responding to emails for resetting passwords or fixing foreign issues, laptop issues. So, that level one, level two service desk process is what is being replaced through a chatbot or an Alexa. So, now you can take the routine kind of a task away from having a human respond to it, you can have Alexa or a chatbot respond, do that work. The second piece, for high-complex scenarios, is where it switches. So, being able to automatically switch between an Alexa to a live agent, is where the beauty comes in and how we handle the transition. It has all the historical interaction through the whole journey for the customer. >> But then, Alexa forwards any information it has gained from the conversations- >> That interaction history we call it. >> To a human being who takes it to the next step. >> Nayaki: So when I- >> Can a human kick it back to Alexa at some point? >> No, no, we haven't seen that go back. It's usually, level one, level two is where Alexa takes care and then level three is where the human takes care and goes forward. Now, the second piece, the A.I.-ML piece. In a service management, there are a lot of processes that are very, I would say, routine and very manual. Like, every ticket that comes in, customers have millions of tickets that come in on a periodic basis. Every ticket that comes in, how you assign the ticket to the right individual, log the ticket and categorize the ticket is a very labor intensive and expensive process. So, we are embedding deep learning capabilities into that so we can automate, customers can automate all of those. >> James: Natural language processing, is that? >> With NLP embedded into it. Now, customers can choose to use an NLP engine of their choice, like Watson, or Amazon, or Cortana. And then, that gets fed back into the service management process. >> In fact, that's consistent with what AWS is saying about the whole deep learning space. They are agnostic as to the underlying deep learning framework you use to build this logic, whether it be TensorFlow or MXNet, or whatever. So, what you're saying is very consistent with that sort of open framework for plugging deep learning, or A.I., into the, in this case, the business application. Very good. So, developers within your customer base, what are you doing, BMC, to get developers up to speed on what they'll need to do to build the skills to be able to drive this whole service management workflow? >> So, all this work that we're doing with, what we call these cognitive services, they're all micro services that we are built into our platform. That, not only we are using in our own applications, like in Remedy, like in, what we call digital workplace, but also we have made it available for all the developers, partners, ecosystems, to consume it in their own applications. Just like what Amazon is doing with their micro services strategy, we have micro services for every one of these processes that developers can now consume and build their own special use cases, or use cases that are very unique to their business or to their customers. >> So who, I mean we were talking about this before we started the interview, about invent versus innovation, so, on the innovation side, what's driving that? I mean, are these interactions that you're having with customers and so you're trying to absorb whatever that input is, that feedback? Or, are you innovating almost in a vacuum, or in space a little bit, and are providing tools that you think could get traction? >> No, in fact, no, we are not just dreaming in our labs and saying, "This is what we should go do." (laughing) >> James: Dreaming in our labs. >> That's not where the driver is. What's really happening, independent of the industry, you pick any industry like telcos or financial industry, any industry is going through a major transformation where they are under competitive pressure to provide a service at the highest efficiency, highest speed, at the lowest cost. So if I'm a bank, or if I'm a telco, when a customer calls me and they have an issue, the pace at which I provide the service, the speed, and the cost at which I provide that service, and the accuracy at which I provide that service, is my competitive advantage. So, that is what is actually driving the innovations that we are bringing to market. And, all the three things that I talked about, end user experience through bots or through virtual agents, how we are automating the processes inside the service management, and how we are also providing it for the developers. All these three, create a package for our customers in every one of those industries, to address the speed, the efficiency and the cost for their service management. >> John: Go ahead James. >> At this show, AWS, among their many announcements that are building on their A.I., they have a new product called, and it's related to this, the accuracy, it's called Amazon Comprehend. Which is able to build on Polly, their NLP, their Natural Language Processing, to be able to identify in a natural language, entities like, "Hey, my PC doesn't work "and I think it's the hard drive," those are entities. But, also identify sentiment, whether the customer is very angry, mildly miffed, and so forth. Conceivably, you could use, or your customers could use that information in building out skills that are more fine-grained in terms of handing off to level two or level three support, "Okay, we've identified with a high degree of confidence "that the problem might reside in this particular component "of the system, the customer is really out of joint, "you need to put somebody on this right away." So forth and so on. Any thoughts about possibly using this new functionality within the context of Alexa for Business as you were deploying it at BMC? In the future? Your thoughts? >> Absolutely, in fact that was what I was very excited about that, when they announced that. You know, in an NLP, NLP has been around for many years now and there's been a lot of experiments around NLP. >> The first patent for NLP was like in the late '50s. >> But the maturity of NLP now, and the pace at which, like Amazon, they're innovating is just phenomenal. And the real beauty of it would be, when an NLP engine can really become intelligent when it can understand the sentiment of the customer, when the customer is saying something, it should detect that the customer is angry, happy, or on the edge. We are not there yet, I'm really excited to see the announcements from AWS on the Comprehend side. If they really can deliver on that understanding sentiment, I think it would be phenomenal. >> I don't want to get us off the tracks, but it's a fascinating point. Because, as you know words, in a static environment can be misinterpreted one of 50,000 ways. So, how do you get this A.I. to apply to emotional pitch, tone, agitation? How do you recognize that? >> That is where NLP, the maturity of an NLP, is what's gonna be game changing in the long term. For it to be able to know what the underlying sentiment. >> Anger, excitement, joy, despair, I mean, all those things. "I've had enough," can be said many different ways. >> And that's when we'll switch to a live agent, if it's not able to do it, we will quickly switch to a live agent. (laughing) >> The bot gives up, right? (laughing) >> Or is it emotion threshold where a human being might be the best immediate front-line support. >> Just curious, it's fascinating. Well, thank you for the time, we certainly appreciate that. And, we promise, this'll be it for the day. (laughing) All right, no more CUBE duty. But, we certainly wish you all the best down the road. And, like you, I think we've certainly seen, and have a deeper appreciation for what's happening in this marketplace with what we've seen here this week. It was extraordinary. >> Fascinating. >> Thank you, John, it was a pleasure. And really excited to have two CUBE interviews in a day. >> John: How 'bout that? >> But, I think it's a great forum for us to get our message out and get the world to know what we are doing as BMC and the innovations we're beginning. >> We're excited to talk to real innovators in the business world, so, all power to you. >> Thanks for the time. >> Thank you. >> Nice to meet you. Back with more, we are live here at re:Invent AWS in Las Vegas. Back with more live here on theCUBE right after this break. (upbeat music)

Published Date : Nov 30 2017

SUMMARY :

and our ecosystem of partners. Glad to have you back, we appreciate the time. Great to be here and I'm becoming a pro at this, right? We'll punch your card and you win a prize Twice in four hours, I mean, and the sense of how this thing's really taking off. So, first of all, it's just the energy, the vibe, that they're bringing to the market is just phenomenal. what is that pushing you on that side of the fence in I.T. service management for the last 10-15 years, And, of course, the word cognitive signals the fact Absolutely, so we announced partnership with AWS to get any service you need. as an interface to some serious business infrastructure? So, it's starting the journey, to the picture. the second one is, where does deep learning and categorize the ticket is a very labor intensive into the service management process. to the underlying deep learning framework you use or to their customers. No, in fact, no, we are not just dreaming in our labs inside the service management, and how we are also providing Which is able to build on Polly, their NLP, Absolutely, in fact that was what I was very excited about it should detect that the customer is angry, happy, So, how do you get this A.I. to apply to emotional pitch, For it to be able to know what the underlying sentiment. Anger, excitement, joy, despair, I mean, all those things. if it's not able to do it, we will quickly switch might be the best immediate front-line support. But, we certainly wish you all the best down the road. And really excited to have two CUBE interviews in a day. and the innovations we're beginning. in the business world, so, all power to you. Nice to meet you.

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Adam Burden, Accenture, Sandra Stonham, DBS Bank | AWS re:Invent


 

>> Announcer: Live From Las Vegas, it's theCUBE. Covering AWS re:Invent 2017. Presented by AWS, Intel, and our ecosystem of partners. >> Hey, welcome back to theCUBE. We are live on day three of our continuing coverage AWS re:Invent 2017. We've had an amazing three days, lots of great guests, lots of great conversations. I am Lisa Martin with my co-host Keith Townsend, and we're very excited to be joined by two guests new to theCUBE, please help us welcome Adam Burden, the Senior Managing Director of Advanced Technology and Architecture at Accenture, welcome to theCUBE Adam. >> Thank you so much. >> Lisa: And Sandra Stonham, one of the Managing Directors of Technology and Operations at DBS Bank, welcome-- >> Thank you. >> All the way from Singapore. >> Thank you, yes. >> Great to have you guys here. So we hear great things about there is a remarkable story that DBS has, that started last year when you guys attended the AWS re:Invent 2016. Talk to us about what you discovered last year and how this has facilitated your journey to cloud, your transition. >> So if I may, maybe I'll start just a little bit before that, because actually we had been playing with AWS before that. We actually have a huge transformation, transformation strategy that takes us towards cloud. So we've actually been using AWS for infrastructure as a service just scaling. We were putting our trading system grid on to that, so, that was our initial exposure, and then what happened to AWS last year is that I came to re:Invent and I saw all these rich, rich services that AWS were providing and I thought, we actually can't afford not to be building on this. So, from then, I went back, and with my organization I basically said, look, we need to be building natively on AWS, and so that's what we've been doing. We invited Accenture to come and help us because they actually have more experience of building natively on AWS, taking advantages of those services, and we invited them in, they've been working together with us, and we've got now native AWS applications using serverless. >> So Sandra, talk to a little bit more about that process, because, politically it's tough to move something as very consistent, very stable, as a bank, to digital transformation, and then even select not just a partner to help that transition, but AWS. How was that first set of conversations when you got back from re:Invent 2016, excited about the transformation opportunities, what were some of the internal discussions? >> Well as I said, we actually had a whole technology transformation strategy underway at that point, so we'd actually really looked deeply at ourselves and we looked also at the tech giants that are out there, and we'd created this whole technology transformation strategy that basically meant that we needed to go completely cloud native. Cloud native infrastructure, cloud native applications, complete automation on everything, and a very agile, agile and fast moving business environment as well to work with us. So we actually had that whole strategy in place and that was all underway, and we starting to work with AWS, so this was actually just an extension of that strategy. >> Tell me a little bit about this digital transformation strategy, I'm sure a lot of others would love to learn from what you guys are doing. What were the top three business goals that this transformation strategy needs to drive? >> What we did, actually maybe I'll tell you a bit about it. We call it Gandalf, and the reason we call it Gandalf is we actually took a look at our, all the tech giants, and we said, how can we DBS be standing tall among the tech giants. So the tech giants that we looked at were Google, Amazon, Netflix, Apple, LinkedIn, Facebook. And we said, how can we be the D in Gandalf. That kinda became our sort of code name and our galvanizing strategy. To help people understand what that really meant internally, we actually came up with five key themes, and we put them in a wheel, and we've got kinda five cheeses in the wheel if you like. Three of them are really about the organization and the culture, so one of them is organize for success, one of them is to change from project to platform, one of them is high performing agile team. So those are kinda the three organization and culture focus. Then we have two that are very specific to technology. One of them is design for modern systems, and the second one is automate everything. On each of these five themes we then have a whole load of sub-themes and that give people a little bit more idea of what they can do, and that strategy we've found has been very galvanizing for the whole organization so that everybody in the organization, they know if they are aligning to the strategy because they're doing one or more of these themes or sub-themes. >> So Adam, this is kind of the perfect customer. They already gone through a transformation, you don't have to have the conversation, cloud isn't a technology, it's more of a business process. What was it like engaging DBS for the first time in their transformation? >> Well the good news is, I was actually with Sandra at the re:Invent Conference last year, so I saw some of the light bulbs go on during that process. We engaged with DBS, they've been a client of Accenture for many many years, and we're delighted to have an opportunity obviously to work with them. Going in and having these discussions though, and helping them identify the right workloads to move to serverless technology, is something that we've done a lot for other clients. We move workloads all the time to AWS, and there's lots of different techniques to do that. You can just lift and shift, you can move things into containers and move them, but for the right workloads, you can get truly break through results, benefits and value release, by moving them to serverless. That's what we're able to identify for them and we worked through a process to do exactly that with that experience. It was actually very pleasant because we'd had an opportunity to see that process from the very beginning and I think that the inspiration at the end of that, that we've created about the value that can be generated is going to help to really drive even further adoption of cloud and other serverless technologies at DBS as a result. >> One of the things that I love that you were talking about is the cultural transformation. How long has DBS been in business? >> Sandra: Since the 1960's. >> Quite a long time, so the strategy that you laid out, I love also, not just the cultural transformation, those are hard and so challenging, but also the fact that as a bank, you want to be like one of those big tech leaders, and I think that's gonna be incredibly inspirational for people to hear your story that even in terms of adapting the culture, but even attracting talent that you have such big aspirations. How did you establish the strategy? What were some of the cultural elements that you have successfully changed and how quickly were people able to get on board with this? >> It's a very long journey and there are many different facets to that journey. We have a CEO who's very driven to be digital to the core. He's very visionary and has really sorta set targets for us as an organization. Embracing digital, embedding ourselves in customer journeys, driving for joyful customer journeys, making banking joyful is one of our missions. So he really set some of these strategies even challenging us as well to be a data driven company because we feel that's very much the future. We have a CEO who's really set many of these strategies out there, but even so, to make it happen in the organization is difficult. The agile teams is one aspect, where we've really been looking at what does it mean to be agile and sometimes you can be tech agile but not business agile, and so what does it really mean to be business led agile? So that's a long learning journey we're still on it. But we're getting some successes and so now that helps to start get other people on board. We also look at innovation, so we have an innovation officer and he feels that his job, his job of himself and his team is not to produce product, but to actually change the culture of the organization so that we look like a 22,000 person start up. He tries to, on many many different things, whether he's bringing in speakers, or whether he's out working with us to align to start ups and work with start ups so that we can really get exposure to how start ups work. Many many different aspects of what he does to just encourage innovation among everybody, right from the senior leadership down. So many different aspects of the cultural transformation. Another area is one we're grappling with at the moment, is how we do funding. When we want to move from projects to platforms, how do you take away that big cumbersome way of working where you fund these big initiatives and you have to wait for a long time to get any output and how do you move that more to a sort of iterative evolution of a platform that the business really owns and champions. All of these things, it actually crosses all aspects of the organization and I think you have to do all of them. You have to take every facet and work on it, and move it forward. >> So Adam, large company like DBS comes to you with these big aspirational goals, become a platform, from a technologist perspective, architect, that's exciting to hear. However, baby steps and chunks. >> Right. >> What were some of the first steps that you guys took after identifying opportunity and workload, what was some of the first technologies you engage AWS with? >> Well, Accenture, well first of all, I should probably explain that I'm a customer of DBS as well, they're my bank in Singapore, so I care very deeply about making sure that the work we are doing, even more so than Accenture would normally. (laughing) The things that we do to help a client get started on a journey like this, first of all, helping to identify the applications. A lot of times, one of the very first things that we do is we look at different patterns. Almost like a sewing pattern that you would follow and be able to repeat over and over again, different patterns for how workloads should actually move. We use those as ways that developers can kind of follow a recipe book almost, so that in the future as they're moving new workloads or they're building new services, that they do it in a very similar style and technique. Those initial steps, those processes, kinda set the tone for how the migration process will go, and you can really expand from there. If you try to do too much at once, without really getting a nucleus of it right, you'll have a lot of varying standards and it'll be much harder for you to be able to make the kind of progress that you want. So we typically try to start with a really good marquee, couple of projects, get those going really really well, save those patterns and then expand upon them as more and more workloads actually move. That's one of the key elements of success we find early on. >> Well Adam, as you engage with customers, and you're coming to a show like this, it's great that a customer gets really excited about the business opportunity, but working internal IT for long time, exposing just a little bit of the capability of AWS is both good and bad, because now you've exposed AWS and developers want the whole thing. They'll look at something like Sage, SAS Master I think it is, is the AI solution from yesterday. >> Or Recognition. >> Yeah. >> Yeah, yeah, yeah. >> I want that today. But you have to be able to roll it out in a controlled fashion. How do you guys handle governance once you've embraced a opportunity and the relationship with a company like AWS? >> Well I can speak about, why don't Sandra, why don't you talk about that from DBS's perspective and then I'm gonna give you Accenture's as well. >> So no doubt about it, it's challenging. But governance is changing, regardless of whether you're looking at cloud internally or cloud externally, governance is changing. Now the whole focus is to give developers self-service access to everything they wanted. Everything they want to be able to do, so they can deploy, they can run tests, they can do all of things themselves. So that applies whether you're looking at private cloud or whether you're looking at public cloud. Now obviously in public cloud, all of those controls that you have internally, not only they need to change for the new world, but they also now need to translate, if you like, into public cloud. So things don't just necessarily, you can't just necessarily move them and apply the same things to public cloud as you do to private cloud. You have to go and reinvent them in public cloud. AWS is good in that they give you all the tools to do it, but the tools are not already set up, so you do have to learn about it and you do have to build slowly over time. That's why we started with simple things like infrastructure as a service which we can just scale up and down and now are moving to the more complex which is using the native services, which obviously need more governance around them and contain more data. So it's a learning process, but basically if you've got a great organization internally that really understands what it is you're trying to control, then you need to be able to translate that and see how that applies to AWS. >> One of the things that interests me Adam, is what you talked about with the recipes. Recipes, the consistency, how important was that for DBS Sandra, in terms of, alright they've got some prescriptions here on how we can be successful, talked about governance, the steps to take, so that like Keith was saying, you get exposed to all these things, you gotta kind of control everybody. But talk to us about the recipes and this kinda playbook for success, and what that means to DBS to be able to do things in a streamlined fashion and be successful. >> That was the real reason that we brought Accenture on board is because they've actually looked at applications before, in house applications that we've, that the people have built, and then they've looked at what would that look like if you were to rebuild that from scratch on AWS using native services. So they were able to work with us and work through difficulties with us to actually transpose those applications onto an AWS native format. That was actually very helpful, and that's been our learning. So the team that's been working together with Accenture has now learned, we've taken other applications from there and we're now looking at just starting directly building natively on AWS based on what we've learned. It's very valuable and I would say expedited our journey. >> Excellent. >> So let's talk about some of those newer services. Infrastructure as a Service, we can do what we do in our data center today in AWS much faster, there's instant value there, but as we start to expand out and look at something like serverless, how is DBS and Accenture in general looked at something like serverless and taken advantage of lamda? >> I'll tackle that one first maybe. Serverless technology for Accenture has been something that has really allowed our clients to move from looking at cloud as a data center to looking at cloud as a platform. It's an epiphany actually for many of our customers where they look at, well, absolutely, we can move our workloads into cloud, well maybe we'll get a lower operating cost, maybe we'll get some other benefits of being there, but now I can begin to actually, in serverless and other techniques, I can take advantage of the native services there to actually operate at a far lower cost and enrich it with new capabilities. Think about adding text to speech capabilities from Polly, think about adding image recognition facilities. Think about the other capabilities that you can now have because you're on a cloud platform that you wouldn't have if all you were looking at it was as simply another data center. That is the light bulb that goes on, and why I think serverless from a breakthrough standpoint, about the cost structure, the granularity of how things are metered and actually priced. But then the richness of features that are available, you're inventing your future there. It's available at your fingertips. You do have to control the governance, you do have to make sure that you're, you've got some guardrails around that, but the developers will be incredibly creative with those services and you will have new features that'll delight your business users and your clients much faster than you'd ever been able to in the past. >> I love that, ignite your future. I wish we had more time, because I wanted to ask you both about what you're excited about that was released and Adam got this great grin on his face, but unfortunately we are out of time. We wanna thank you both Adam and Sandra for joining us and sharing what you guys are doing. Sounds like the light bulbs are going off, continuously burning, and we look forward to hearing more of your great successes. >> Great. >> My pleasure. Thank you so much. >> Thank you very much. >> Thank you. >> Thank you. >> And for my co-host Keith Townsend, I'm Lisa Martin, you're watching theCUBE live from AWS re:Invent 2017. Stick around, day three of coverage, we've got more great stories coming back.

Published Date : Nov 30 2017

SUMMARY :

Presented by AWS, Intel, and our ecosystem of partners. new to theCUBE, please help us welcome Adam Burden, Talk to us about what you discovered last year is that I came to re:Invent and I saw all these and then even select not just a partner to help and that was all underway, and we starting to work from what you guys are doing. So the tech giants that we looked at you don't have to have the conversation, and there's lots of different techniques to do that. One of the things that I love that you were talking about and so challenging, but also the fact that as a bank, of the organization and I think you have to do all of them. So Adam, large company like DBS comes to you to make the kind of progress that you want. exposing just a little bit of the capability But you have to be able to roll it out and then I'm gonna give you Accenture's as well. and apply the same things to public cloud the steps to take, so that like Keith was saying, that the people have built, and then they've looked Infrastructure as a Service, we can do what we do of the native services there to actually operate for joining us and sharing what you guys are doing. Thank you so much. And for my co-host Keith Townsend, I'm Lisa Martin,

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Fireside Chat with Andy Jassy, AWS CEO, at the AWS Summit SF 2017


 

>> Announcer: Please welcome Vice President of Worldwide Marketing, Amazon Web Services, Ariel Kelman. (applause) (techno music) >> Good afternoon, everyone. Thank you for coming. I hope you guys are having a great day here. It is my pleasure to introduce to come up on stage here, the CEO of Amazon Web Services, Andy Jassy. (applause) (techno music) >> Okay. Let's get started. I have a bunch of questions here for you, Andy. >> Just like one of our meetings, Ariel. >> Just like one of our meetings. So, I thought I'd start with a little bit of a state of the state on AWS. Can you give us your quick take? >> Yeah, well, first of all, thank you, everyone, for being here. We really appreciate it. We know how busy you guys are. So, hope you're having a good day. You know, the business is growing really quickly. In the last financials, we released, in Q four of '16, AWS is a 14 billion dollar revenue run rate business, growing 47% year over year. We have millions of active customers, and we consider an active customer as a non-Amazon entity that's used the platform in the last 30 days. And it's really a very broad, diverse customer set, in every imaginable size of customer and every imaginable vertical business segment. And I won't repeat all the customers that I know Werner went through earlier in the keynote, but here are just some of the more recent ones that you've seen, you know NELL is moving their their digital and their connected devices, meters, real estate to AWS. McDonalds is re-inventing their digital platform on top of AWS. FINRA is moving all in to AWS, yeah. You see at Reinvent, Workday announced AWS was its preferred cloud provider, and to start building on top of AWS further. Today, in press releases, you saw both Dunkin Donuts and Here, the geo-spatial map company announced they'd chosen AWS as their provider. You know and then I think if you look at our business, we have a really large non-US or global customer base and business that continues to expand very dramatically. And we're also aggressively increasing the number of geographic regions in which we have infrastructure. So last year in 2016, on top of the broad footprint we had, we added Korea, India, and Canada, and the UK. We've announced that we have regions coming, another one in China, in Ningxia, as well as in France, as well as in Sweden. So we're not close to being done expanding geographically. And then of course, we continue to iterate and innovate really quickly on behalf of all of you, of our customers. I mean, just last year alone, we launched what we considered over 1,000 significant services and features. So on average, our customers wake up every day and have three new capabilities they can choose to use or not use, but at their disposal. You've seen it already this year, if you look at Chime, which is our new unified communication service. It makes meetings much easier to conduct, be productive with. You saw Connect, which is our new global call center routing service. If you look even today, you look at Redshift Spectrum, which makes it easy to query all your data, not just locally on disk in your data warehouse but across all of S3, or DAX, which puts a cash in front of DynamoDB, we use the same interface, or all the new features in our machine learning services. We're not close to being done delivering and iterating on your behalf. And I think if you look at that collection of things, it's part of why, as Gartner looks out at the infrastructure space, they estimate the AWS is several times the size business of the next 14 providers combined. It's a pretty significant market segment leadership position. >> You talked a lot about adopts in there, a lot of customers moving to AWS, migrating large numbers of workloads, some going all in on AWS. And with that as kind of backdrop, do you still see a role for hybrid as being something that's important for customers? >> Yeah, it's funny. The quick answer is yes. I think the, you know, if you think about a few years ago, a lot of the rage was this debate about private cloud versus what people call public cloud. And we don't really see that debate very often anymore. I think relatively few companies have had success with private clouds, and most are pretty substantially moving in the direction of building on top of clouds like AWS. But, while you increasingly see more and more companies every month announcing that they're going all in to the cloud, we will see most enterprises operate in some form of hybrid mode for the next number of years. And I think in the early days of AWS and the cloud, I think people got confused about this, where they thought that they had to make this binary decision to either be all in on the public cloud and AWS or not at all. And of course that's not the case. It's not a binary decision. And what we know many of our enterprise customers want is they want to be able to run the data centers that they're not ready to retire yet as seamlessly as they can alongside of AWS. And it's why we've built a lot of the capabilities we've built the last several years. These are things like PPC, which is our virtual private cloud, which allows you to cordon off a portion of our network, deploy resources into it and connect to it through VPN or Direct Connect, which is a private connection between your data centers and our regions or our storage gateway, which is a virtual storage appliance, or Identity Federation, or a whole bunch of capabilities like that. But what we've seen, even though the vast majority of the big hybrid implementations today are built on top of AWS, as more and more of the mainstream enterprises are now at the point where they're really building substantial cloud adoption plans, they've come back to us and they've said, well, you know, actually you guys have made us make kind of a binary decision. And that's because the vast majority of the world is virtualized on top of VMWare. And because VMWare and AWS, prior to a few months ago, had really done nothing to try and make it easy to use the VMWare tools that people have been using for many years seamlessly with AWS, customers were having to make a binary choice. Either they stick with the VMWare tools they've used for a while but have a really tough time integrating with AWS, or they move to AWS and they have to leave behind the VMWare tools they've been using. And it really was the impetus for VMWare and AWS to have a number of deep conversations about it, which led to the announcement we made late last fall of VMWare and AWS, which is going to allow customers who have been using the VMWare tools to manage their infrastructure for a long time to seamlessly be able to run those on top of AWS. And they get to do so as they move workloads back and forth and they evolve their hybrid implementation without having to buy any new hardware, which is a big deal for companies. Very few companies are looking to find ways to buy more hardware these days. And customers have been very excited about this prospect. We've announced that it's going to be ready in the middle of this year. You see companies like Amadeus and Merck and Western Digital and the state of Louisiana, a number of others, we've a very large, private beta and preview happening right now. And people are pretty excited about that prospect. So we will allow customers to run in the mode that they want to run, and I think you'll see a huge transition over the next five to 10 years. >> So in addition to hybrid, another question we get a lot from enterprises around the concept of lock-in and how they should think about their relationship with the vendor and how they should think about whether to spread the workloads across multiple infrastructure providers. How do you think about that? >> Well, it's a question we get a lot. And Oracle has sure made people care about that issue. You know, I think people are very sensitive about being locked in, given the experience that they've had over the last 10 to 15 years. And I think the reality is when you look at the cloud, it really is nothing like being locked into something like Oracle. The APIs look pretty similar between the various providers. We build an open standard, it's like Linux and MySQL and Postgres. All the migration tools that we build allow you to migrate in or out of AWS. It's up to customers based on how they want to run their workload. So it is much easier to move away from something like the cloud than it is from some of the old software services that has created some of this phobia. But I think when you look at most CIOs, enterprise CIOs particularly, as they think about moving to the cloud, many of them started off thinking that they, you know, very well might split their workloads across multiple cloud providers. And I think when push comes to shove, very few decide to do so. Most predominately pick an infrastructure provider to run their workloads. And the reason that they don't split it across, you know, pretty evenly across clouds is a few reasons. Number one, if you do so, you have to standardize in the lowest common denominator. And these platforms are in radically different stages at this point. And if you look at something like AWS, it has a lot more functionality than anybody else by a large margin. And we're also iterating more quickly than you'll find from the other providers. And most folks don't want to tie the hands of their developers behind their backs in the name of having the ability of splitting it across multiple clouds, cause they actually are, in most of their spaces, competitive, and they have a lot of ideas that they want to actually build and invent on behalf of their customers. So, you know, they don't want to actually limit their functionality. It turns out the second reason is that they don't want to force their development teams to have to learn multiple platforms. And most development teams, if any of you have managed multiple stacks across different technologies, and many of us have had that experience, it's a pain in the butt. And trying to make a shift from what you've been doing for the last 30 years on premises to the cloud is hard enough. But then forcing teams to have to get good at running across two or three platforms is something most teams don't relish, and it's wasteful of people's time, it's wasteful of natural resources. That's the second thing. And then the third reason is that you effectively diminish your buying power because all of these cloud providers have volume discounts, and then you're splitting what you buy across multiple providers, which gives you a lower amount you buy from everybody at a worse price. So when most CIOs and enterprises look at this carefully, they don't actually end up splitting it relatively evenly. They predominately pick a cloud provider. Some will just pick one. Others will pick one and then do a little bit with a second, just so they know they can run with a second provider, in case that relationship with the one they choose to predominately run with goes sideways in some fashion. But when you really look at it, CIOs are not making that decision to split it up relatively evenly because it makes their development teams much less capable and much less agile. >> Okay, let's shift gears a little bit, talk about a subject that's on the minds of not just enterprises but startups and government organizations and pretty much every organization we talk to. And that's AI and machine learning. Reinvent, we introduced our Amazon AI services and just this morning Werner announced the general availability of Amazon Lex. So where are we overall on machine learning? >> Well it's a hugely exciting opportunity for customers, and I think, we believe it's exciting for us as well. And it's still in the relatively early stages, if you look at how people are using it, but it's something that we passionately believe is going to make a huge difference in the world and a huge difference with customers, and that we're investing a pretty gigantic amount of resource and capability for our customers. And I think the way that we think about, at a high level, the machine learning and deep learning spaces are, you know, there's kind of three macro layers of the stack. I think at that bottom layer, it's generally for the expert machine learning practitioners, of which there are relatively few in the world. It's a scarce resource relative to what I think will be the case in five, 10 years from now. And these are folks who are comfortable working with deep learning engines, know how to build models, know how to tune those models, know how to do inference, know how to get that data from the models into production apps. And for that group of people, if you look at the vast majority of machine learning and deep learning that's being done in the cloud today, it's being done on top of AWS, are P2 instances, which are optimized for deep learning and our deep learning AMIs, that package, effectively the deep learning engines and libraries inside those AMIs. And you see companies like Netflix, Nvidia, and Pinterest and Stanford and a whole bunch of others that are doing significant amounts of machine learning on top of those optimized instances for machine learning and the deep learning AMIs. And I think that you can expect, over time, that we'll continue to build additional capabilities and tools for those expert practitioners. I think we will support and do support every single one of the deep learning engines on top of AWS, and we have a significant amount of those workloads with all those engines running on top of AWS today. We also are making, I would say, a disproportionate investment of our own resources and the MXNet community just because if you look at running deep learning models once you get beyond a few GPUs, it's pretty difficult to have those scale as you get into the hundreds of GPUs. And most of the deep learning engines don't scale very well horizontally. And so what we've found through a lot of extensive testing, cause remember, Amazon has thousands of deep learning experts inside the company that have built very sophisticated deep learning capabilities, like the ones you see in Alexa, we have found that MXNet scales the best and almost linearly, as we continue to add nodes, as we continue to horizontally scale. So we have a lot of investment at that bottom layer of the stack. Now, if you think about most companies with developers, it's still largely inaccessible to them to do the type of machine learning and deep learning that they'd really like to do. And that's because the tools, I think, are still too primitive. And there's a number of services out there, we built one ourselves in Amazon Machine Learning that we have a lot of customers use, and yet I would argue that all of those services, including our own, are still more difficult than they should be for everyday developers to be able to build machine learning and access machine learning and deep learning. And if you look at the history of what AWS has done, in every part of our business, and a lot of what's driven us, is trying to democratize technologies that were really only available and accessible before to a select, small number of companies. And so we're doing a lot of work at what I would call that middle layer of the stack to get rid of a lot of the muck associated with having to do, you know, building the models, tuning the models, doing the inference, figuring how to get the data into production apps, a lot of those capabilities at that middle layer that we think are really essential to allow deep learning and machine learning to reach its full potential. And then at the top layer of the stack, we think of those as solutions. And those are things like, pass me an image and I'll tell you what that image is, or show me this face, does it match faces in this group of faces, or pass me a string of text and I'll give you an mpg file, or give me some words and what your intent is and then I'll be able to return answers that allow people to build conversational apps like the Lex technology. And we have a whole bunch of other services coming in that area, atop of Lex and Polly and Recognition, and you can imagine some of those that we've had to use in Amazon over the years that we'll continue to make available for you, our customers. So very significant level of investment at all three layers of that stack. We think it's relatively early days in the space but have a lot of passion and excitement for that. >> Okay, now for ML and AI, we're seeing customers wanting to load in tons of data, both to train the models and to actually process data once they've built their models. And then outside of ML and AI, we're seeing just as much demand to move in data for analytics and traditional workloads. So as people are looking to move more and more data to the cloud, how are we thinking about making it easier to get data in? >> It's a great question. And I think it's actually an often overlooked question because a lot of what gets attention with customers is all the really interesting services that allow you to do everything from compute and storage and database and messaging and analytics and machine learning and AI. But at the end of the day, if you have a significant amount of data already somewhere else, you have to get it into the cloud to be able to take advantage of all these capabilities that you don't have on premises. And so we have spent a disproportionate amount of focus over the last few years trying to build capabilities for our customers to make this easier. And we have a set of capabilities that really is not close to matched anywhere else, in part because we have so many customers who are asking for help in this area that it's, you know, that's really what drives what we build. So of course, you could use the good old-fashioned wire to send data over the internet. Increasingly, we find customers that are trying to move large amounts of data into S3, is using our S3 transfer acceleration service, which basically uses our points of presence, or POPs, all over the world to expedite delivery into S3. You know, a few years ago, we were talking to a number of companies that were looking to make big shifts to the cloud, and they said, well, I need to move lots of data that just isn't viable for me to move it over the wire, given the connection we can assign to it. It's why we built Snowball. And so we launched Snowball a couple years ago, which is really, it's a 50 terabyte appliance that is encrypted, the data's encrypted three different ways, and you ingest the data from your data center into Snowball, it has a Kindle connected to it, it allows you to, you know, that makes sure that you send it to the right place, and you can also track the progress of your high-speed ingestion into our data centers. And when we first launched Snowball, we launched it at Reinvent a couple years ago, I could not believe that we were going to order as many Snowballs to start with as the team wanted to order. And in fact, I reproached the team and I said, this is way too much, why don't we first see if people actually use any of these Snowballs. And so the team thankfully didn't listen very carefully to that, and they really only pared back a little bit. And then it turned out that we, almost from the get-go, had ordered 10X too few. And so this has been something that people have used in a very broad, pervasive way all over the world. And last year, at the beginning of the year, as we were asking people what else they would like us to build in Snowball, customers told us a few things that were pretty interesting to us. First, one that wasn't that surprising was they said, well, it would be great if they were bigger, you know, if instead of 50 terabytes it was more data I could store on each device. Then they said, you know, one of the problems is when I load the data onto a Snowball and send it to you, I have to still keep my local copy on premises until it's ingested, cause I can't risk losing that data. So they said it would be great if you could find a way to provide clustering, so that I don't have to keep that copy on premises. That was pretty interesting. And then they said, you know, there's some of that data that I'd actually like to be loading synchronously to S3, and then, or some things back from S3 to that data that I may want to compare against. That was interesting, having that endpoint. And then they said, well, we'd really love it if there was some compute on those Snowballs so I can do analytics on some relatively short-term signals that I want to take action on right away. Those were really the pieces of feedback that informed Snowball Edge, which is the next version of Snowball that we launched, announced at Reinvent this past November. So it has, it's a hundred-terabyte appliance, still the same level of encryption, and it has clustering so that you don't have to keep that copy of the data local. It allows you to have an endpoint to S3 to synchronously load data back and forth, and then it has a compute inside of it. And so it allows customers to use these on premises. I'll give you a good example. GE is using these for their wind turbines. And they collect all kinds of data from those turbines, but there's certain short-term signals they want to do analytics on in as close to real time as they can, and take action on those. And so they use that compute to do the analytics and then when they fill up that Snowball Edge, they detach it and send it back to AWS to do broad-scale analytics in the cloud and then just start using an additional Snowball Edge to capture that short-term data and be able to do those analytics. So Snowball Edge is, you know, we just launched it a couple months ago, again, amazed at the type of response, how many customers are starting to deploy those all over the place. I think if you have exabytes of data that you need to move, it's not so easy. An exabyte of data, if you wanted to move from on premises to AWS, would require 10,000 Snowball Edges. Those customers don't want to really manage a fleet of 10,000 Snowball Edges if they don't have to. And so, we tried to figure out how to solve that problem, and it's why we launched Snowmobile back at Reinvent in November, which effectively, it's a hundred-petabyte container on a 45-foot trailer that we will take a truck and bring out to your facility. It comes with its own power and its own network fiber that we plug in to your data center. And if you want to move an exabyte of data over a 10 gigabit per second connection, it would take you 26 years. But using 10 Snowmobiles, it would take you six months. So really different level of scale. And you'd be surprised how many companies have exabytes of data at this point that they want to move to the cloud to get all those analytics and machine learning capabilities running on top of them. Then for streaming data, as we have more and more companies that are doing real-time analytics of streaming data, we have Kinesis, where we built something called the Kinesis Firehose that makes it really simple to stream all your real-time data. We have a storage gateway for companies that want to keep certain data hot, locally, and then asynchronously be loading the rest of their data to AWS to be able to use in different formats, should they need it as backup or should they choose to make a transition. So it's a very broad set of storage capabilities. And then of course, if you've moved a lot of data into the cloud or into anything, you realize that one of the hardest parts that people often leave to the end is ETL. And so we have announced an ETL service called Glue, which we announced at Reinvent, which is going to make it much easier to move your data, be able to find your data and map your data to different locations and do ETL, which of course is hugely important as you're moving large amounts. >> So we've talked a lot about moving things to the cloud, moving applications, moving data. But let's shift gears a little bit and talk about something not on the cloud, connected devices. >> Yeah. >> Where do they fit in and how do you think about edge? >> Well, you know, I've been working on AWS since the start of AWS, and we've been in the market for a little over 11 years at this point. And we have encountered, as I'm sure all of you have, many buzzwords. And of all the buzzwords that everybody has talked about, I think I can make a pretty strong argument that the one that has delivered fastest on its promise has been IOT and connected devices. Just amazing to me how much is happening at the edge today and how fast that's changing with device manufacturers. And I think that if you look out 10 years from now, when you talk about hybrid, I think most companies, majority on premise piece of hybrid will not be servers, it will be connected devices. There are going to be billions of devices all over the place, in your home, in your office, in factories, in oil fields, in agricultural fields, on ships, in cars, in planes, everywhere. You're going to have these assets that sit at the edge that companies are going to want to be able to collect data on, do analytics on, and then take action. And if you think about it, most of these devices, by their very nature, have relatively little CPU and have relatively little disk, which makes the cloud disproportionately important for them to supplement them. It's why you see most of the big, successful IOT applications today are using AWS to supplement them. Illumina has hooked up their genome sequencing to AWS to do analytics, or you can look at Major League Baseball Statcast is an IOT application built on top of AWS, or John Deer has over 200,000 telematically enabled tractors that are collecting real-time planting conditions and information that they're doing analytics on and sending it back to farmers so they can figure out where and how to optimally plant. Tata Motors manages their truck fleet this way. Phillips has their smart lighting project. I mean, there're innumerable amounts of these IOT applications built on top of AWS where the cloud is supplementing the device's capability. But when you think about these becoming more mission-critical applications for companies, there are going to be certain functions and certain conditions by which they're not going to want to connect back to the cloud. They're not going to want to take the time for that round trip. They're not going to have connectivity in some cases to be able to make a round trip to the cloud. And what they really want is customers really want the same capabilities they have on AWS, with AWS IOT, but on the devices themselves. And if you've ever tried to develop on these embedded devices, it's not for mere mortals. It's pretty delicate and it's pretty scary and there's a lot of archaic protocols associated with it, pretty tough to do it all and to do it without taking down your application. And so what we did was we built something called Greengrass, and we announced it at Reinvent. And Greengrass is really like a software module that you can effectively have inside your device. And it allows developers to write lambda functions, it's got lambda inside of it, and it allows customers to write lambda functions, some of which they want to run in the cloud, some of which they want to run on the device itself through Greengrass. So they have a common programming model to build those functions, to take the signals they see and take the actions they want to take against that, which is really going to help, I think, across all these IOT devices to be able to be much more flexible and allow the devices and the analytics and the actions you take to be much smarter, more intelligent. It's also why we built Snowball Edge. Snowball Edge, if you think about it, is really a purpose-built Greengrass device. We have Greengrass, it's inside of the Snowball Edge, and you know, the GE wind turbine example is a good example of that. And so it's to us, I think it's the future of what the on-premises piece of hybrid's going to be. I think there're going to be billions of devices all over the place and people are going to want to interact with them with a common programming model like they use in AWS and the cloud, and we're continuing to invest very significantly to make that easier and easier for companies. >> We've talked about several feature directions. We talked about AI, machine learning, the edge. What are some of the other areas of investment that this group should care about? >> Well there's a lot. (laughs) That's not a suit question, Ariel. But there's a lot. I think, I'll name a few. I think first of all, as I alluded to earlier, we are not close to being done expanding geographically. I think virtually every tier-one country will have an AWS region over time. I think many of the emerging countries will as well. I think the database space is an area that is radically changing. It's happening at a faster pace than I think people sometimes realize. And I think it's good news for all of you. I think the database space over the last few decades has been a lonely place for customers. I think that they have felt particularly locked into companies that are expensive and proprietary and have high degrees of lock-in and aren't so customer-friendly. And I think customers are sick of it. And we have a relational database service that we launched many years ago and has many flavors that you can run. You can run MySQL, you can run Postgres, you can run MariaDB, you can run SQLServer, you can run Oracle. And what a lot of our customers kept saying to us was, could you please figure out a way to have a database capability that has the performance characteristics of the commercial-grade databases but the customer-friendly and pricing model of the more open engines like the MySQL and Postgres and MariaDB. What you do on your own, we do a lot of it at Amazon, but it's hard, I mean, it takes a lot of work and a lot of tuning. And our customers really wanted us to solve that problem for them. And it's why we spent several years building Aurora, which is our own database engine that we built, but that's fully compatible with MySQL and with Postgres. It's at least as fault tolerant and durable and performant as the commercial-grade databases, but it's a tenth of the cost of those. And it's also nice because if it turns out that you use Aurora and you decide for whatever reason you don't want to use Aurora anymore, because it's fully compatible with MySQL and Postgres, you just dump it to the community versions of those, and off you are. So there's really hardly any transition there. So that is the fastest-growing service in the history of AWS. I'm amazed at how quickly it's grown. I think you may have heard earlier, we've had 23,000 database migrations just in the last year or so. There's a lot of pent-up demand to have database freedom. And we're here to help you have it. You know, I think on the analytic side, it's just never been easier and less expensive to collect, store, analyze, and share data than it is today. Part of that has to do with the economics of the cloud. But a lot of it has to do with the really broad analytics capability that we provide you. And it's a much broader capability than you'll find elsewhere. And you know, you can manage Hadoop and Spark and Presto and Hive and Pig and Yarn on top of AWS, or we have a managed elastic search service, and you know, of course we have a very high scale, very high performing data warehouse in Redshift, that just got even more performant with Spectrum, which now can query across all of your S3 data, and of course you have Athena, where you can query S3 directly. We have a service that allows you to do real-time analytics of streaming data in Kinesis. We have a business intelligence service in QuickSight. We have a number of machine learning capabilities I talked about earlier. It's a very broad array. And what we find is that it's a new day in analytics for companies. A lot of the data that companies felt like they had to throw away before, either because it was too expensive to hold or they didn't really have the tools accessible to them to get the learning from that data, it's a totally different day today. And so we have a pretty big investment in that space, I mentioned Glue earlier to do ETL on all that data. We have a lot more coming in that space. I think compute, super interesting, you know, I think you will find, I think we will find that companies will use full instances for many, many years and we have, you know, more than double the number of instances than you'll find elsewhere in every imaginable shape and size. But I would also say that the trend we see is that more and more companies are using smaller units of compute, and it's why you see containers becoming so popular. We have a really big business in ECS. And we will continue to build out the capability there. We have companies really running virtually every type of container and orchestration and management service on top of AWS at this point. And then of course, a couple years ago, we pioneered the event-driven serverless capability in compute that we call Lambda, which I'm just again, blown away by how many customers are using that for everything, in every way. So I think the basic unit of compute is continuing to get smaller. I think that's really good for customers. I think the ability to be serverless is a very exciting proposition that we're continuing to to fulfill that vision that we laid out a couple years ago. And then, probably, the last thing I'd point out right now is, I think it's really interesting to see how the basic procurement of software is changing. In significant part driven by what we've been doing with our Marketplace. If you think about it, in the old world, if you were a company that was buying software, you'd have to go find bunch of the companies that you should consider, you'd have to have a lot of conversations, you'd have to talk to a lot of salespeople. Those companies, by the way, have to have a big sales team, an expensive marketing budget to go find those companies and then go sell those companies and then both companies engage in this long tap-dance around doing an agreement and the legal terms and the legal teams and it's just, the process is very arduous. Then after you buy it, you have to figure out how you're going to actually package it, how you're deploy to infrastructure and get it done, and it's just, I think in general, both consumers of software and sellers of software really don't like the process that's existed over the last few decades. And then you look at AWS Marketplace, and we have 35 hundred product listings in there from 12 hundred technology providers. If you look at the number of hours, that software that's been running EC2 just in the last month alone, it's several hundred million hours, EC2 hours, of that software being run on top of our Marketplace. And it's just completely changing how software is bought and procured. I think that if you talk to a lot of the big sellers of software, like Splunk or Trend Micro, there's a whole number of them, they'll tell you it totally changes their ability to be able to sell. You know, one of the things that really helped AWS in the early days and still continues to help us, is that we have a self-service model where we don't actually have to have a lot of people talk to every customer to get started. I think if you're a seller of software, that's very appealing, to allow people to find your software and be able to buy it. And if you're a consumer, to be able to buy it quickly, again, without the hassle of all those conversations and the overhead associated with that, very appealing. And I think it's why the marketplace has just exploded and taken off like it has. It's also really good, by the way, for systems integrators, who are often packaging things on top of that software to their clients. This makes it much easier to build kind of smaller catalogs of software products for their customers. I think when you layer on top of that the capabilities that we've announced to make it easier for SASS providers to meter and to do billing and to do identity is just, it's a very different world. And so I think that also is very exciting, both for companies and customers as well as software providers. >> We certainly touched on a lot here. And we have a lot going on, and you know, while we have customers asking us a lot about how they can use all these new services and new features, we also tend to get a lot of questions from customers on how we innovate so quickly, and they can think about applying some of those lessons learned to their own businesses. >> So you're asking how we're able to innovate quickly? >> Mmm hmm. >> I think there's a few things that have helped us, and it's different for every company. But some of these might be helpful. I'll point to a few. I think the first thing is, I think we disproportionately index on hiring builders. And we think of builders as people who are inventors, people who look at different customer experiences really critically, are honest about what's flawed about them, and then seek to reinvent them. And then people who understand that launch is the starting line and not the finish line. There's very little that any of us ever built that's a home run right out of the gate. And so most things that succeed take a lot of listening to customers and a lot of experimentation and a lot of iterating before you get to an equation that really works. So the first thing is who we hire. I think the second thing is how we organize. And we have, at Amazon, long tried to organize into as small and separable and autonomous teams as we can, that have all the resources in those teams to own their own destiny. And so for instance, the technologists and the product managers are part of the same team. And a lot of that is because we don't want the finger pointing that goes back and forth between the teams, and if they're on the same team, they focus all their energy on owning it together and understanding what customers need from them, spending a disproportionate amount of time with customers, and then they get to own their own roadmaps. One of the reasons we don't publish a 12 to 18 month roadmap is we want those teams to have the freedom, in talking to customers and listening to what you tell us matters, to re-prioritize if there are certain things that we assumed mattered more than it turns out it does. So, you know I think that the way that we organize is the second piece. I think a third piece is all of our teams get to use the same AWS building blocks that all of you get to use, which allow you to move much more quickly. And I think one of the least told stories about Amazon over the last five years, in part because people have gotten interested in AWS, is people have missed how fast our consumer business at Amazon has iterated. Look at the amount of invention in Amazon's consumer business. And they'll tell you that a big piece of that is their ability to use the AWS building blocks like they do. I think a fourth thing is many big companies, as they get larger, what starts to happen is what people call the institutional no, which is that leaders walk into meetings on new ideas looking to find ways to say no, and not because they're ill intended but just because they get more conservative or they have a lot on their plate or things are really managed very centrally, so it's hard to imagine adding more to what you're already doing. At Amazon, it's really the opposite, and in part because of the way we're organized in such a decoupled, decentralized fashion, and in part because it's just part of our DNA. When the leaders walk into a meeting, they are looking for ways to say yes. And we don't say yes to everything, we have a lot of proposals. But we say yes to a lot more than I think virtually any other company on the planet. And when we're having conversations with builders who are proposing new ideas, we're in a mode where we're trying to problem-solve with them to get to yes, which I think is really different. And then I think the last thing is that we have mechanisms inside the company that allow us to make fast decisions. And if you want a little bit more detail, you should read our founder and CEO Jeff Bezos's shareholder letter, which just was released. He talks about the fast decision-making that happens inside the company. It's really true. We make fast decisions and we're willing to fail. And you know, we sometimes talk about how we're working on several of our next biggest failures, and we hope that most of the things we're doing aren't going to fail, but we know, if you're going to push the envelope and if you're going to experiment at the rate that we're trying to experiment, to find more pillars that allow us to do more for customers and allow us to be more relevant, you are going to fail sometimes. And you have to accept that, and you have to have a way of evaluating people that recognizes the inputs, meaning the things that they actually delivered as opposed to the outputs, cause on new ventures, you don't know what the outputs are going to be, you don't know consumers or customers are going to respond to the new thing you're trying to build. So you have to be able to reward employees on the inputs, you have to have a way for them to continue to progress and grow in their career even if they work on something didn't work. And you have to have a way of thinking about, when things don't work, how do I take the technology that I built as part of that, that really actually does work, but I didn't get it right in the form factor, and use it for other things. And I think that when you think about a culture like Amazon, that disproportionately hires builders, organizes into these separable, autonomous teams, and allows them to use building blocks to move fast, and has a leadership team that's looking to say yes to ideas and is willing to fail, you end up finding not only do you do more inventing but you get the people at every level of the organization spending their free cycles thinking about new ideas because it actually pays to think of new ideas cause you get a shot to try it. And so that has really helped us and I think most of our customers who have made significant shifts to AWS and the cloud would argue that that's one of the big transformational things they've seen in their companies as well. >> Okay. I want to go a little bit deeper on the subject of culture. What are some of the things that are most unique about the AWS culture that companies should know about when they're looking to partner with us? >> Well, I think if you're making a decision on a predominant infrastructure provider, it's really important that you decide that the culture of the company you're going to partner with is a fit for yours. And you know, it's a super important decision that you don't want to have to redo multiple times cause it's wasted effort. And I think that, look, I've been at Amazon for almost 20 years at this point, so I have obviously drank the Kool Aid. But there are a few things that I think are truly unique about Amazon's culture. I'll talk about three of them. The first is I think that we are unusually customer-oriented. And I think a lot of companies talk about being customer-oriented, but few actually are. I think most of the big technology companies truthfully are competitor-focused. They kind of look at what competitors are doing and then they try to one-up one another. You have one or two of them that I would say are product-focused, where they say, hey, it's great, you Mr. and Mrs. Customer have ideas on a product, but leave that to the experts, and you know, you'll like the products we're going to build. And those strategies can be good ones and successful ones, they're just not ours. We are driven by what customers tell us matters to them. We don't build technology for technology's sake, we don't become, you know, smitten by any one technology. We're trying to solve real problems for our customers. 90% of what we build is driven by what you tell us matters. And the other 10% is listening to you, and even if you can't articulate exactly what you want, trying to read between the lines and invent on your behalf. So that's the first thing. Second thing is that we are pioneers. We really like to invent, as I was talking about earlier. And I think most big technology companies at this point have either lost their will or their DNA to invent. Most of them acquire it or fast follow. And again, that can be a successful strategy. It's just not ours. I think in this day and age, where we're going through as big a shift as we are in the cloud, which is the biggest technology shift in our lifetime, as dynamic as it is, being able to partner with a company that has the most functionality, it's iterating the fastest, has the most customers, has the largest ecosystem of partners, has SIs and ISPs, that has had a vision for how all these pieces fit together from the start, instead of trying to patch them together in a following act, you have a big advantage. I think that the third thing is that we're unusually long-term oriented. And I think that you won't ever see us show up at your door the last day of a quarter, the last day of a year, trying to harass you into doing some kind of deal with us, not to be heard from again for a couple years when we either audit you or try to re-up you for a deal. That's just not the way that we will ever operate. We are trying to build a business, a set of relationships, that will outlast all of us here. And I think something that always ties it together well is this trusted advisor capability that we have inside our support function, which is, you know, we look at dozens of programmatic ways that our customers are using the platform and reach out to you if you're doing something we think's suboptimal. And one of the things we do is if you're not fully utilizing resources, or hardly, or not using them at all, we'll reach out and say, hey, you should stop paying for this. And over the last couple of years, we've sent out a couple million of these notifications that have led to actual annualized savings for customers of 350 million dollars. So I ask you, how many of your technology partners reach out to you and say stop spending money with us? To the tune of 350 million dollars lost revenue per year. Not too many. And I think when we first started doing it, people though it was gimmicky, but if you understand what I just talked about with regard to our culture, it makes perfect sense. We don't want to make money from customers unless you're getting value. We want to reinvent an experience that we think has been broken for the prior few decades. And then we're trying to build a relationship with you that outlasts all of us, and we think the best way to do that is to provide value and do right by customers over a long period of time. >> Okay, keeping going on the culture subject, what about some of the quirky things about Amazon's culture that people might find interesting or useful? >> Well there are a lot of quirky parts to our culture. And I think any, you know lots of companies who have strong culture will argue they have quirky pieces but I think there's a few I might point to. You know, I think the first would be the first several years I was with the company, I guess the first six years or so I was at the company, like most companies, all the information that was presented was via PowerPoint. And we would find that it was a very inefficient way to consume information. You know, you were often shaded by the charisma of the presenter, sometimes you would overweight what the presenters said based on whether they were a good presenter. And vice versa. You would very rarely have a deep conversation, cause you have no room on PowerPoint slides to have any depth. You would interrupt the presenter constantly with questions that they hadn't really thought through cause they didn't think they were going to have to present that level of depth. You constantly have the, you know, you'd ask the question, oh, I'm going to get to that in five slides, you want to do that now or you want to do that in five slides, you know, it was just maddening. And we would often find that most of the meetings required multiple meetings. And so we made a decision as a company to effectively ban PowerPoints as a communication vehicle inside the company. Really the only time I do PowerPoints is at Reinvent. And maybe that shows. And what we found is that it's a much more substantive and effective and time-efficient way to have conversations because there is no way to fake depth in a six-page narrative. So what we went to from PowerPoint was six-page narrative. You can write, have as much as you want in the appendix, but you have to assume nobody will read the appendices. Everything you have to communicate has to be done in six pages. You can't fake depth in a six-page narrative. And so what we do is we all get to the room, we spend 20 minutes or so reading the document so it's fresh in everybody's head. And then where we start the conversation is a radically different spot than when you're hearing a presentation one kind of shallow slide at a time. We all start the conversation with a fair bit of depth on the topic, and we can really hone in on the three or four issues that typically matter in each of these conversations. So we get to the heart of the matter and we can have one meeting on the topic instead of three or four. So that has been really, I mean it's unusual and it takes some time getting used to but it is a much more effective way to pay attention to the detail and have a substantive conversation. You know, I think a second thing, if you look at our working backwards process, we don't write a lot of code for any of our services until we write and refine and decide we have crisp press release and frequently asked question, or FAQ, for that product. And in the press release, what we're trying to do is make sure that we're building a product that has benefits that will really matter. How many times have we all gotten to the end of products and by the time we get there, we kind of think about what we're launching and think, this is not that interesting. Like, people are not going to find this that compelling. And it's because you just haven't thought through and argued and debated and made sure that you drew the line in the right spot on a set of benefits that will really matter to customers. So that's why we use the press release. The FAQ is to really have the arguments up front about how you're building the product. So what technology are you using? What's the architecture? What's the customer experience? What's the UI look like? What's the pricing dimensions? Are you going to charge for it or not? All of those decisions, what are people going to be most excited about, what are people going to be most disappointed by. All those conversations, if you have them up front, even if it takes you a few times to go through it, you can just let the teams build, and you don't have to check in with them except on the dates. And so we find that if we take the time up front we not only get the products right more often but the teams also deliver much more quickly and with much less churn. And then the third thing I'd say that's kind of quirky is it is an unusually truth-seeking culture at Amazon. I think we have a leadership principle that we say have backbone, disagree, and commit. And what it means is that we really expect people to speak up if they believe that we're headed down a path that's wrong for customers, no matter who is advancing it, what level in the company, everybody is empowered and expected to speak up. And then once we have the debate, then we all have to pull the same way, even if it's a different way than you were advocating. And I think, you always hear the old adage of where, two people look at a ceiling and one person says it's 14 feet and the other person says, it's 10 feet, and they say, okay let's compromise, it's 12 feet. And of course, it's not 12 feet, there is an answer. And not all things that we all consider has that black and white answer, but most things have an answer that really is more right if you actually assess it and debate it. And so we have an environment that really empowers people to challenge one another and I think it's part of why we end up getting to better answers, cause we have that level of openness and rigor. >> Okay, well Andy, we have time for one more question. >> Okay. >> So other than some of the things you've talked about, like customer focus, innovation, and long-term orientation, what is the single most important lesson that you've learned that is really relevant to this audience and this time we're living in? >> There's a lot. But I'll pick one. I would say I'll tell a short story that I think captures it. In the early days at Amazon, our sole business was what we called an owned inventory retail business, which meant we bought the inventory from distributors or publishers or manufacturers, stored it in our own fulfillment centers and shipped it to customers. And around the year 1999 or 2000, this third party seller model started becoming very popular. You know, these were companies like Half.com and eBay and folks like that. And we had a really animated debate inside the company about whether we should allow third party sellers to sell on the Amazon site. And the concerns internally were, first of all, we just had this fundamental belief that other sellers weren't going to care as much about the customer experience as we did cause it was such a central part of everything we did DNA-wise. And then also we had this entire business and all this machinery that was built around owned inventory business, with all these relationships with publishers and distributors and manufacturers, who we didn't think would necessarily like third party sellers selling right alongside us having bought their products. And so we really debated this, and we ultimately decided that we were going to allow third party sellers to sell in our marketplace. And we made that decision in part because it was better for customers, it allowed them to have lower prices, so more price variety and better selection. But also in significant part because we realized you can't fight gravity. If something is going to happen, whether you want it to happen or not, it is going to happen. And you are much better off cannibalizing yourself or being ahead of whatever direction the world is headed than you are at howling at the wind or wishing it away or trying to put up blockers and find a way to delay moving to the model that is really most successful and has the most amount of benefits for the customers in question. And that turned out to be a really important lesson for Amazon as a company and for me, personally, as well. You know, in the early days of doing Marketplace, we had all kinds of folks, even after we made the decision, that despite the have backbone, disagree and commit weren't really sure that they believed that it was going to be a successful decision. And it took several months, but thankfully we really were vigilant about it, and today in roughly half of the units we sell in our retail business are third party seller units. Been really good for our customers. And really good for our business as well. And I think the same thing is really applicable to the space we're talking about today, to the cloud, as you think about this gigantic shift that's going on right now, moving to the cloud, which is, you know, I think in the early days of the cloud, the first, I'll call it six, seven, eight years, I think collectively we consumed so much energy with all these arguments about are people going to move to the cloud, what are they going to move to the cloud, will they move mission-critical applications to the cloud, will the enterprise adopt it, will public sector adopt it, what about private cloud, you know, we just consumed a huge amount of energy and it was, you can see both in the results in what's happening in businesses like ours, it was a form of fighting gravity. And today we don't really have if conversations anymore with our customers. They're all when and how and what order conversations. And I would say that this going to be a much better world for all of us, because we will be able to build in a much more cost effective fashion, we will be able to build much more quickly, we'll be able to take our scarce resource of engineers and not spend their resource on the undifferentiated heavy lifting of infrastructure and instead on what truly differentiates your business. And you'll have a global presence, so that you have lower latency and a better end user customer experience being deployed with your applications and infrastructure all over the world. And you'll be able to meet the data sovereignty requirements of various locales. So I think it's a great world that we're entering right now, I think we're at a time where there's a lot less confusion about where the world is headed, and I think it's an unprecedented opportunity for you to reinvent your businesses, reinvent your applications, and build capabilities for your customers and for your business that weren't easily possible before. And I hope you take advantage of it, and we'll be right here every step of the way to help you. Thank you very much. I appreciate it. (applause) >> Thank you, Andy. And thank you, everyone. I appreciate your time today. >> Thank you. (applause) (upbeat music)

Published Date : May 3 2017

SUMMARY :

of Worldwide Marketing, Amazon Web Services, Ariel Kelman. It is my pleasure to introduce to come up on stage here, I have a bunch of questions here for you, Andy. of a state of the state on AWS. And I think if you look at that collection of things, a lot of customers moving to AWS, And of course that's not the case. and how they should think about their relationship And I think the reality is when you look at the cloud, talk about a subject that's on the minds And I think that you can expect, over time, So as people are looking to move and it has clustering so that you don't and talk about something not on the cloud, And I think that if you look out 10 years from now, What are some of the other areas of investment and we have, you know, more than double and you know, while we have customers and listening to what you tell us matters, What are some of the things that are most unique And the other 10% is listening to you, And I think any, you know lots of companies moving to the cloud, which is, you know, And thank you, everyone. Thank you.

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Lowell Anderson, AWS - AWS Summit SF 2017 - #AWSSummit - #theCUBE


 

>> Narrator: Live from San Francisco, it's The Cube! Covering AWS Summit 2017, brought to you by Amazon Web Services. (upbeat music) >> Hi, welcome back to The Cube. We are live in San Francisco at the AWS Summit at Moscone Center. Really excited to be here. A tremendous amount of buzz going on. I'm Lisa Martin with my cohost George Gilbert and we're very excited to have Lowell Anderson, product marketing guru at AWS. Welcome back, Cube alumni! >> Lowell: It's great to be here, Lisa, thank you. >> Great to have you here as well. The keynote this morning was so energetic with Werner and Nextdoor is going to be on the program in a little bit. Over a thousand product launches last year. Not only are there superpowers now that AWS, I like that. You don't have a T-shirt, but maybe next time. But I think the word that I heard most today so far is customer. And I think that it's such a, and as AWS really talks about, it's a really differentiated way of thinking, of doing business. I'd love to understand what the products that were announced today. Walk us through some of the key highlights there. Customer logos were everywhere. So talk to us about how customers are influencing the development of the new services and products coming from AWS. >> Yeah, well, you know, for us, customers are always core to what drives our innovation. It's how we start, we start with what our customers want, and we work backwards from that to try to deliver a lot of the new features and services that we talked about today. And Werner covered a huge breadth of things, but they really fall into maybe four or five categories. He started talking about, directly for developers, talking about what we're doing with a product called CodeStar, which is designed to really help developers build and deploy software applications in the Cloud. He also then went and talked about our new marketplace, SaaS Contracts' capability, which makes it super easy for customers to sign up and purchase SaaS applications using multi-year contracts on AWS, but it also makes it easier for ISVs to make their offerings available for our customers. So again, really trying to make that easy for customers. We talked a lot about what we're doing in artificial intelligence, with the general availability of Amazon Lex today, and then a really entertaining video with Polly, where we saw that avatar speaking and the new whispering capability, so adding a lot more value to our suite of artificial intelligence services. Some exciting stuff in analytics, where we talked about Redshift Spectrum, which is the new search capability on Amazon Redshift that allows customers to search not just the data in their Redshift database, but also search all the unstructured data they have in S3. And then some really exciting announcements here on the database space with DynamoDB DAX, which is an accelerator for DynamoDB. And we also talked about the availability of a new version of Aurora for Postgres. So a lot of new capabilities, both in databases, big data, analytics, machine learning and artificial intelligence, and our offerings for SaaS Contracts as well. >> And that was all before lunch. (laughs) >> Lowell: Yeah, a lot of stuff. >> Lowell, following up on, in order of, let's say the comments on AI and the announcements made there. Microsoft, Google, Amazon all have gone beyond frameworks and tools to fully trained services that a normal developer can get their hands around. But in the areas of conversational user interface, natural language understanding, image recognition. Why do you think that those three vendors, the three vendors have been able to make such progress in those areas, to make that capability accessible, and there's so many other areas where we're still down in the weeds? >> I think there's, we sort of see it in, sort of focusing in maybe three different areas that are really targeted at what our customers are asking for. We have some very sophisticated customers who really want to build their own deep learning and machine learning applications, and they want services like MXNet, which is a highly scalable deep learning framework, that they can do and build these deep learning models. So there's a very sophisticated, targeted customer who wants that. But we also have customers that want to build and train and create prediction algorithms, and they use Amazon Machine Learning, which is a managed service which allows them to look at their past transactional data and build prediction models from it. And then the third piece is kind of what you mentioned, which is services that are really designed for the average developer, so they can really easily add capabilities like chatbots and speech and visual recognition to their applications with a simple API interface. And I think what you touched on is, why did we focus here, Well I think, as Andy also talked about today, that it's really early days in this space. And we're going to see a really, really strong amount of innovation here. And Amazon, which has been doing this for many, many years, and thousands of developers focused on this in our retail side, we're really working hard to bring that technology out, so that our customers can use it. And Lex, which is based on Alexa, which we're all familiar with from using the Echo. Bringing that out and making that type of capability available for average developers to use is a piece of that. So I think you're just going to continue to see that and over the course of the next year you're going to see continued new services coming from us on machine learning and artificial intelligence, across all those three spectrums. >> So let me jump to another subject which is really a hot button for our customers, both on the vendor side and the enterprise side, which is the hybrid cloud, I don't know whether we should call it migration or journey or endpoint. But let's take a couple scenarios. Let's say you're a Hadoop customer, and you've got Cloudera on-prem, you're a big bank, you've put an instance of it on Amazon and on Azure so that you can move your data around and you're relatively free. >> Lowell: Sure. >> Now the big use case has been data warehouse offload. So all of a sudden you have two really great data warehouses that are best in class on Amazon. With Redshift, with now the significant expansion of it, and Snowflake, and then you have Teradata, which now can take their on-prem capabilities and put them on the Cloud. How does the customer weigh the cost/benefit of lowest common denominator versus-- >> Yeah, yeah, sure. I think for us and for our customers it's not a one-size-fits-all. Every customer approaches this differently, and so what our focus has been on is to give them the range of choice. So if you want to use Cloudera, you can deploy it on EC2 and you can manage that yourself, and that's going to work great for you. But if you want a more managed service where maybe you don't want to have to manage the scalability of that Cloudera deployment, maybe you want to use EMR and deploy your Hadoop applications on EMR which manages that scalability for you. And so you make those tradeoffs and each of our customers makes those tradeoffs for different reasons and in different ways and at different times. And so our focus has always been to really try to give them that flexibility, to give them services where they can make the choice themselves about which direction they want to go for their individual applications, and maybe mix it up and try different ways of running these types of applications. And so we have a full range of those types of, from the ability to deploy those directly onto EC2 and manage it themselves, all the way to fully managed services that we maintain all the scalability and management and monitoring ourselves. >> One of the interesting things that Andy Jassy said in his fireside chat just in the last hour or so about HyperCloud was that most enterprises are going to operate in HyperCloud for the next several years, and there are those customers that are going to have to, or want to have their own data centers for whatever type of application. But something also that he brought up in that context, and I know you know a lot about this, George, is VMware. So when I was looking at the announcement that was made in the last six months or so about VMware, vSphere-based cloud services, VMware has just sold off their vCloud Air, kind of competing product, wondering with the VMware Cloud on Amazon, how does that... what are really the primary drivers there? Is that sort of a way to take those VMware customers eventually towards hybrid cloud, or is that an opportunity to maybe compete with some of the other guys who might have more traction in the legacy application migration space? >> I think for us, it's again, it comes back to our customers saying, some of our workloads that maybe for a long period of time have been deployed on VMware and we've been using VMware ESX for many, many years on-premise, and we have these applications that have been deployed for many years there, and they're highly integrated, they use specific features of VMware, and maybe we also like using VMware's management tools, we like using vCloud to manage all of these different instances of our VMware virtualization platform, but we just want to run it in the Cloud, because we want that scalability. When you deploy that stuff on-premise, you're still kind of locked in. Every time you want to expand, you've got to go out and you've got to buy more hardware. You really don't have the agility to expand that business, both as it grows, or as it declines. So you're paying for that hardware to power it and run it no matter what. And so they're telling us we'd like to get some of this up into the Cloud, but we don't want necessarily to have to, we've built these apps, we're comfortable with how they're running them, but we want to run them up in the Cloud and we want to do it with low risk. And that's what this VMware relationship is about, is letting those enterprises that have spent years building and maintaining and using VMware and their various management tools, to do that up in the Cloud. That's really what it's about. >> So let's switch gears to another topic that Andy talked about, since all his topics were topical. Edge computing and IIoT. That's another big shift that's coming along and changing the architecture so we have more computing at the edge again, and huge amounts of data. Obviously there's many scenarios, but how do you think customers will basically think through this, or how should they think through how much analytics and capability is at the edge, that issue of should it look like what is in the Cloud? Or should it be really tight and light and embedded? >> I think we're seeing just an increasing range. And also a really interesting mix, where you have some very intelligent devices, your laptop and so on, that is connected to the Cloud and it has a pretty significant amount of processing power, and so there can be applications that run on that machine that are very sophisticated. But if we're going to start to expand that universe of edge devices out to simple sensors for pipelines, and simple ways to monitor the thermostat in your home, and simple ways to measure and monitor and track all sorts of, you know, automobiles and so on, that there's going to be a range of different on-premise or edge types of compute, that we need to support in the Cloud. And so I think what Andy's saying is that we want to build the Cloud to be the system that can act as the, has the analytics power to ingest data from these maybe tens of millions of different devices, which will have a range of different compute power, and support those applications on a case by case basis. >> We've got to wrap things up here, and I know this conversation could continue for many hours. I think what we've heard here today is a tremendous amount of innovation, and I made the joke, all announced before lunch, but really it was. We're seeing the flexibility, we're seeing the customers really drive the innovation. Also the fact that AWS starting in the startup space with the developers, that's still a very key target market for you, even as things go up to the enterprise. So continued best luck with everything going forward. We're excited to be at re:Invent in just, what, five or six months from now, and with many, many more thousands of people and hearing the great things that continue to come from the leader in public cloud. >> Lowell: All right. Thank you, Lisa. >> Thanks for joining us, Lowell, we appreciate it. Next time I want the superpower T-shirt. (laughs) >> (laughs) Okay, I'll take you up on that. >> All right. I'm Lisa Martin for my cohost George Gilbert. Thanks so much for watching, stick around. We are live at the AWS Summit in San Francisco, and we will be right back. (upbeat music)

Published Date : Apr 19 2017

SUMMARY :

brought to you by Amazon Web Services. and we're very excited to have and Nextdoor is going to be on the program in a little bit. and the new whispering capability, And that was all before lunch. in those areas, to make that capability accessible, and over the course of the next year you're going to see So let me jump to another subject which is and Snowflake, and then you have Teradata, and that's going to work great for you. that are going to have to, or want to have their own and we want to do it with low risk. and changing the architecture so we have more computing that there's going to be a range of different that continue to come from the leader in public cloud. Lowell: All right. Thanks for joining us, Lowell, we appreciate it. and we will be right back.

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