from the cube studios in Palo Alto in Boston connecting with thought leaders all around the world this is a cube conversation hey welcome back all righty Jeff Rick here with the cube we are in our Palo Alto studios today and as we continue to go through week after week after week of the kovat crisis the kovat situation you know we've been focusing on leadership and we've been reaching out to the community to get their take on you know what's happening best practices things that they can share to help and to share knowledge with the rest of the community and we're really excited to have our next guest Rebecca Knight you know her as a guest host on the cube she's actually been a freelance journalist for decades and writes for all the top pubs it's how we met her in the first first place doing some working at mighty so Rebecca first off great to see you it's been too long we were supposed to be together this week but situation kind of changed the schedule a little bit indeed it's so it's so good to see your face Jeff and it's so fun to be working with the cube gang again even though we are we are many miles apart right now we should all be together but but I'm really happy to be you're happy to be talking to you great well I am too and let's let's jump into it because you know you've been writing about leadership but really why I wanted to reach out with you is instead of you kind of co-hosting our guests really get get your perspective on things because you've been writing about leadership for a very long time so now that we're I don't know six weeks into this thing what are you writing about what you know it has it has the the topics kind of shifted you know over the last several weeks what's kind of top of mind what do you publish in this week absolutely the topics have shifted in the sense that there is only one topic and that is hope at 19 and that is how our managers coping with this with this health crisis this pandemic that is all over the world of course and a huge part of our workplace right now managers are just dealing with this unprecedented event industry and trying to be a sense of strength for their colleagues and for their direct report at a time where they themselves don't really know what the future holds none of us know what the future holds and so this is a very our managers right now and so that's that's a lot of what I'm doing for her for Harvard Business trivia now there's so many pieces to that one you know we've been talking a lot about it as being kind of this light switch digital transformation moment because even if you had planned and people have been planning and things have been slowly moving whether it be working from home for jobs or remote education in higher education or a lot of these things they were kind of you know moving along and all sudden boom full stop ready set go everyone has to stay home so that there wasn't really a plan a rollout plan and it's quite a challenge and the other thing is not only for you the individual who's going through this but their significant other or spouses also home the kids are also home and again nobody really got an opportunity to plan and try to think some of these things through so it's it's it's not only just working from home but now it says pandemic that adds all these extra layers of complexity and to you to your point uncertainty which is always the hardest thing to deal with you know Jeff I've actually been working from home for over a decade now I work for the Financial Times for about four ten years and that and I even and then I was Boston corresponding for the FT working from home I was following a bunch of writers on trip Twitter people are writing and saying working from home is the worst and I'm constantly please like concentrate this I will never want to work from home and then all these writers were chiming if they hold up theirs working from home and then there's working from home during a global pandemic two totally different things um but you're absolutely right this is a time where our families are underfoot we're trying to homeschool our children we are quarantined with our spouse trying to make our marriages work and also trying to do the job that we're being paid to do if we're lucky enough they'll be employed or still have assignment I in the hoppers though you're right this is this is a very this is not necessarily the test of remote work and remote learning that I think we all deserve and we will some day have and we're showing this is obviously an experiment and in some ways that's showing that it can work in ways but there is also this is this isn't exact this is more oh hey you have eight days to get all your employees online right now or eight days to roll out your curriculum so this is not quite exactly what we'd all had in my remember talking about the future of online education or the digital organization but but it certainly interested the watch all happen so it's funny as part of this we had Martin make us on and he has been running distributed teams for decades and it was really funny his take on it which was that it's so much easier to fake it at the office right and and to many people we had Amy Hayworth on from Citrix and in a blog that she referenced you know eventually people will start judging people based on outcome versus behavior and activities and it just it strikes me that in 2020 you know is this what it's taken to get people to actually judge people by their output and I think you know Martin's other take was that when you work from home all you have is your output you know you don't have kind of looking busy or saying hi to the boss or the car looks really great today you know you only have your output in his take was it's actually a much easier way to decide who's doing the job and who's not doing the job yeah you know I'm of two minds with that because I think that there is so much to be said for the teamwork there so I mean you may not be the person who is definitely always pedal to the metal getting every single thing done checking all the boxes you you know I mean obviously you have to be sort of have a baseline of productivity and engagement but there's also just you're someone that other people like to work with you're someone who offers good ideas who can be a really good sounding board who just will have those moments of creativity that are really important for a theme to be to succeed and to get to get to the finish line and I can get again I'm not saying the people who are just have just been coasting oh yeah this is it for you but I'm just saying that there's a lot of different personalities and a lot of skills that then go into making a great high-functioning team it takes all type and so and so I think that we are missing that we are missing the camaraderie the collegiality of the watercooler chat and and that where teams do a lot of problem solving is is sort of that informal conversation that right now a lot of us are missing because we've all had way too much zoom and no one wants to just sort of shoot the breeze on zoom with anyone so what so what are you telling people so unfortunately you know this is not how we would have planned it and we would have probably transitioned it a little bit smoother matter but here we are and were actually now five six weeks into it and the I think the the Monday was I think March 16th was the big day here in the Bay Area when it all kind of got got official so what are some things that you're sharing with with leaders and managers you know some specific things they can do some specific tasks that they can do to help get through this better the first thing I would say and this is what I'm hearing from the experts that I'm talking to the people who really study crisis management is first of all it's deal yourself this is this is a challenge of a lifetime and you are leading through something that is hard and you need to understand that and and first of all don't be too hard on yourself because this is this is this is really difficult this is what they're going to be writing case studies about in business schools for decades for to come these are really big management challenges steal yourself be ready for the challenge make sure you are taking care of yourself getting enough sleep getting rest on the weekends time with your family and friends do exercise eat right don't just snack on Cheetos all day long make sure you are taking care of yourself in terms of interacting with your employees and your team obviously like I just said everyone everyone cannot everyone's zum fatigue is real um but at the same time you do need to make time to talk to your team and say hey how are you how are things make sure that people are you wait no baby we need to make sure that you have your your finger on the pulse of your team and make sure everyone's mental health it is they okay so yeah empathy humility it share with your team problems that your the your face singing yourself I mean obviously they should not be the repository for all of your fears and insecurities and worries about whoa I don't know if I got a turn am I gonna have a job next week but um but at the same time II talked about the challenges you're facing too your team needs to know that you aren't a superhuman you know you you're a human too you're going through this just like they are right that's what's such a weird thing about it - you know having been through a couple of events like the earthquake or Mount st. Helens blowing up you know the people that were into that area when something like that goes down have a common story right where were you in the earthquake where are you and mount st. Helens blew up but now this is a global thing where everyone will have a story where are you in March 20 20 so the fact that we're all going through it together and there's so many stories and impacts you know the more people you talk to you know the layers of The Onion's just keep on peeling - more and more and more impact but I'm curious to get your take on kind of how you see once we do get out of this because whether it's 12 months or 18 months or 24 months to get to a vaccine you know now it seems like forever and the grand scheme of things it's going to be a relatively short period of window but but over that time you know behaviors become habits and I'm just curious to get your take as to when it's okay to go back to work whenever that is I don't see it going back the way that it was because who's gonna want to sit on highway 101 for two hours every morning once you've figured out a pretty good routine and a pretty good workflow without doing that how do you see it kind of shaken out so I couldn't agree more and this is a night like I said I've worked from home for many many years and so I do think that people this is dispelling the myth that you need to work where you live you have a lot more agency and a lot more freedom to get your job done anywhere you want to live and if that's in a city because I mean God willing sports will come back and pewter will come back music and all the reasons we love living in cities but will one day be able to do that again but if you like living near the mountains or near the ocean you can do that and get your job done so I think we're I think you're absolutely right about that we're going to see many more people making a decision about you know this is the life I want to live and I can still might do my job and yet people still like being around other people I mean I think that's why we're all going a little stir-crazy right now is because we just we missed other people we miss interacting and so I think that we will have to think about some ways to create different kinds of offices and crap we work type things but I think they could just be different offices all over and they can be in the suburbs they can be in the mountains and it could just be a place where people come together and sometimes they're in the same industry field sometimes may be the same company but I think that they don't even necessarily need to be that way I think that some people will want to work from home and I think other people will want to go someplace even if it's not what we think of as the typical American office right but I even think in and I used to think this before right as you know I ride my bikes and do all my little eToys but you know even if people didn't commute one day a week or didn't commute one day every two weeks or two days a week you know the impact on the infrastructure to me some of these second-order effects is you know looking at empty freeways and empty streets demonstrate that we actually have a lot of infrastructure it just gets overwhelmed when everybody's on it at the same time so just the whole concept of going in the same time every day of course if you're in construction or you're in trades and you got a truck full of gear that you have to take that's one thing but for so many people now that our informational workers and they're just working on a laptop whether it be home that we work or we're at the office you know even shifting a couple of days a week I think has just a huge impact on infrastructure or quality of life you know the environment in terms of pollution gas consumption and on and on and on so yeah I don't think it will go a hundred percent one way or the other but I certainly don't think it'll go 100 percent back to you know going in the office every day from 8:00 to 5:00 I I couldn't agree more and just be the idea of the quality of life I mean you know I'm I have two children 9 and 12 and they are doing their school work from home and they're they're doing all right they're hanging in my older one in particular I say that she's sort of this mix between a graduate student and a young MBA because she's got her little devices already zooming with her science teacher than play rehearsal there but but um you know why I think that the slowing down has actually been kind of good for them too because they're busy kids and they have a lot going on and actually having family dinners having board games watching family movies going for family hikes in the weekends that has been really good but in her forever I mean obviously we're also indebted and grateful to the frontline workers and and we we also see there is a lot of loss around us people losing loved ones to this horrible disease and then losing livelihood but I think and then we are seeing a few silver linings than this too so I think sometimes our quality of life it has for some people this has been quarantines getting a little old but at the same time I think that there has been some bright for a lot of for a lot of people yeah I think I think you're right in again it's a horrible human toll people getting sick and dying and in the economic toll is gargantuan especially for people with no safety net and are in industries it's just don't exist in right now like travel and leisure and and and and things that are in the business of bringing people together when you can't bring people together but just final question before I let you go is is really on higher education so it's one thing with the kids and in k-12 and you know how sophisticated are an ability to learn online but I'm I'm really more interested to get your take on higher education because you know you've already got to kind of this scale back in terms of the number of physical classes that people attend when they're and when they're an undergrad and the actual amount of time that they spend you know in an lecture I mean this is this now knocking that right off of the table and I'm just really curious to get your take on higher education with distributed learning because it's it's something that's been talked about for a long time I think there's been a lot of resistance but again this light switch moment and if it goes on for into the next school year what's what what's that going to do to the kind in higher education and the stance of of how much infrastructure they actually need to support educating these kids well I am a Wesleyan grad and the president of Wesleyan was quoted in the New York Times this weekend talking about that this very topic thing that this has really shown us the value of a residential or not necessarily for year but residential education where people are together and they are able to Bure be creative have fierce debate in the classroom that is just frankly not possible with remote learning or at least not to the same degree since the same extent and the kind of accessibility you have with professors particularly at a small liberal arts school like the one that I went through I think that Jeff a lot of a lot of colleges are not going to be able to survive this because they're just they are so different tuition dependent and a lot of kids are going to defer if they if they say you know if I can't be at college in the fall I'm gonna take a year off and go to Community College or I'm going to you know do something else take a gap year and then reassess my options once this health crisis passes and I think that for a lot of colleges that's just that's just not tenable for them and for their for their operations so I'm afraid that a lot of businesses and a lot of colleges their point of closed yeah it's just it's just crazy the the impact and just showing you know as you said we are social beings we like to be together and when you when you stop people from being together it makes you really realize how often we are together whether it's you know weddings and funerals and and bar mitzvahs and and those kind of things in church and family stuff or whether it's business things conventions concerts sporting events means so many things street fairs you know are really about bringing people together and we do like to be together so this too will pass and and and hopefully you know the Warriors in this battle thankfully are super smart you know we're hopefully using a lot of modern compute that we didn't have in the past thankfully we have things like like the Internet and zoom that you and I can talk from 3,000 miles away so I'm glad you're hopeful I'm hopeful we'll get through it and and then we can get together on a set and do some interviews together I can't wait exactly all right Rebecca well thanks for checking in be safe look forward to seeing you in person and and until then have a great I guess May we're into May Mother's Day coming up so happy Mother's Day a few days early thank you very much Jeff it was a pleasure working with you again all right we'll take care she's Rebecca I'm Jeff you are watching the cube thanks for checking in wolf see you next time [Music]

>>From around the globe with digital coverage of AWS reinvent 2020, sponsored by Intel and AWS welcome everyone to the cube live and our coverage of AWS reinvent 2020. I'm your host Rebecca Knight. Today we are joined by Andre due for, he is the general manager of Amazon location service. Thank you so much for coming on the show. Andre. >>Thanks so much, Rebecca. It's a pleasure. >>So Amazon, AWS is announcing a Amazon location service in preview. Tell us a little bit more about what it does. What was the impetus for it? >>Of course. Well, Amazon location service is a new geospatial service that makes it easy for customers on AWS to integrate location information into their applications. And when I say location information, I mean a couple of specific things, mops points of interest places, and geocodes from trusted global high quality data partners. And one of the things that's really cool about Amazon location is we enable customers to access this high-quality data in a way that's incredibly cost effective. It's up to 10 times cheaper than some of the alternatives. And so what that means for customers is they can bring to life use cases that previously would have been inconceivable because they just weren't cost effective. Additionally, Amazon location takes privacy very seriously. And so, you know, customers have told us many times that they're, they're, they're very concerned about their location information, leaving their control. Whereas with Amazon location, we keep customer's location data in their AWS account unless they decide otherwise. And finally, what we've seen with customers who are using Amazon location is they're able to move from experimentation with location ideas, to scale production, much more quickly than they otherwise could have because it's a native AWS service. So we're so excited to be announcing this >>Well, you just mentioned cost privacy scale production, three things that are definitely on customers' minds right now. Tell us a little bit more about these use cases. How are customers using it? >>Yeah, that's a great question. I think it's often easiest to understand the capabilities through the lens of a use case. Now it turns out location in, in more and more customer conversations is pervasive across a bunch of different use cases, but I'll touch on maybe just for today. So one thing that we're seeing customers commonly using location for is location-based customer engagement. And so what that means is including a location component, when you are reaching out to your customers with timely offers. So for example, when they're in close proximity to one of your retail locations, sending them an offer tends to increase their satisfaction and their conversion an additional use case that Springs to mind immediately in many of the conversations is using maps for striking visualizations of data, either showing a route between two points or dropping location pins on a map in order to enhance the visual understanding of subject matter. >>Additionally, customers tend to use Amazon location for asset tracking. They want to know where their things are in the world and be able to reason over that both in real time in order to make decisions or retrospectively in order to optimize or to audit. And additionally, um, customers also use us in end to end delivery use cases, be it last mile delivery for, uh, goods that were ordered online or, uh, food delivery, which of course is, uh, increasingly prevalent these days. And so, yeah, you know, one of the customer examples that I think is especially compelling here because it touches on a couple of these is a company called Singleton solutions and their product is called mobile log. Uh, it's effectively last mile as a service in the cloud. And what it lets customers do is manage the logistics of a delivery business. And so what mobile log and Singleton have been able to do is retire a lot of the custom code that they had built because nothing was really available to meet their location needs. They were able to consolidate their location infrastructure from multiple clouds onto just AWS, which simplifies their solution. They were able to move more quickly as they innovate on behalf of their customers. And they managed to reduce their costs while doing this by up to 60%. So I think it's a pretty cool example of what location can do for customers. >>What are some other industries and apps and applications that would benefit most from this affordable location data? >>Yeah, well, it's, uh, it tends to spend many different industries. So we're seeing a lot of uses as you can imagine in transportation and logistics and, and certainly that's, uh, an industry that's growing very quickly, um, government and public sector attempt to have a need to, uh, visualize a lot of information, uh, on, on maps. Um, we are seeing retail and folks interested in customer engagement. Um, it really is springing up everywhere and often B uh, the conversations kind of have a location component in disguise. For example, we were talking to a telecom service provider who is telling us, well, you know, I can save billions of dollars if I increase the efficiency of my truck rolls. Well, that's the location use case, right? If people are talking about, uh, actually one, one customer, uh, or a person who has used us in beta is post NL, and they're telling us, you know, if they can increase just the, um, loading factor of their trucks by 1%, uh, in, uh, over time, this is big dollar savings for them. And not, that's all about location and about optimizing, uh, the, the routing and dispatch of their vehicles. And so really it's springing up everywhere, but it doesn't always sound like a map or a geocode it's, uh, more of these business level considerations around optimization around moving faster and around serving customers more quickly. >>You mentioned a couple of, of industries and logistics areas where this is being used. What are, which customers are currently using Amazon location service? >>Well, so there are a couple that I, uh, I mentioned, so of course we're only just launching today. We've had a beta program, uh, and we have a couple of references that we can talk about publicly. So Singleton is the very first that we touched on, and this is a company that's operative in the delivery and, uh, dispatch logistics space. And so they they've been using us to, to advantage and, and have realized some pretty significant cost savings. Uh, the other company that's been, uh, experimenting with Amazon location, uh, again in sort of a similar space, but with a different geography is posted on owl. And so they're the number one, uh, e-commerce and delivery, uh, her postal logistics company in the Netherlands. And what, what they're actually using us for is to, uh, do asset tracking on their delivery roller cages in order to, uh, understand where they are in the world and make better decisions as to where they should be in relation to the demand. >>Andre, I want you to close this out here. And as you said, you launched today, you've been in beta, what is in store for 2021 with Amazon location service? What can, what can we expect? What can customers expect? >>Yeah, so we're, we're in preview today and it's an open preview, so people can, can just go to the console and directly use it. You don't need to sign up. And what we have to look forward to in the first part of 2021 is general availability of the service. And you can imagine that we'll be rolling that out over everyone regions, because there's significant demand for this all over the world. And then it's a fairly typical, uh, AWS motion where what we're going to do is listen, because 90% of our roadmap is compelled by customer requests. And so we'll be very attentive to how people are using the service, where they see additional opportunities for us to serve them better. And we will move with vigor on those. >>Great. And for customers who want to find out more, what, what should they do? >>Well, the easiest thing to do is to go to aws.amazon.com/location, and then, uh, check, check us out there and get started with the service today. >>Great, well, Andre do for, thank you so much for coming on the Cuba really interesting conversation. >>Thank you so much. It's been a privilege. >>I'm Rebecca Knight stay tuned for more of the cubes coverage of AWS reinvent 2020.

>>From around the globe with digital coverage of AWS reinvent 2020, sponsored by Intel and AWS welcome everyone to the cube live and our coverage of AWS reinvent 2020. I'm your host Rebecca Knight. Today we are joined by Andre due for, he is the general manager of Amazon location service. Thank you so much for coming on the show. Andre. >>Thanks so much, Rebecca. It's a pleasure. >>So Amazon, AWS is announcing a Amazon location service in preview. Tell us a little bit more about what it does. What was the impetus for it? >>Of course. Well, Amazon location service is a new geospatial service that makes it easy for customers on AWS to integrate location information into their applications. And when I say location information, I mean a couple of specific things, mops points of interest places, and geocodes from trusted global high quality data partners. And one of the things that's really cool about Amazon location is we enable customers to access this high-quality data in a way that's incredibly cost effective. It's up to 10 times cheaper than some of the alternatives. And so what that means for customers is they can bring to life use cases that previously would have been inconceivable because they just weren't cost effective. Additionally, Amazon location takes privacy very seriously. And so, you know, customers have told us many times that they're, they're, they're very concerned about their location information, leaving their control. Whereas with Amazon location, we keep customer's location data in their AWS account unless they decide otherwise. And finally, what we've seen with customers who are using Amazon location is they're able to move from experimentation with location ideas, to scale production, much more quickly than they otherwise could have because it's a native AWS service. So we're so excited to be announcing this >>Well, you just mentioned cost privacy scale production, three things that are definitely on customers' minds right now. Tell us a little bit more about these use cases. How are customers using it? >>Yeah, that's a great question. I think it's often easiest to understand the capabilities through the lens of a use case. Now it turns out location in, in more and more customer conversations is pervasive across a bunch of different use cases, but I'll touch on maybe just for today. So one thing that we're seeing customers commonly using location for is location-based customer engagement. And so what that means is including a location component, when you are reaching out to your customers with timely offers. So for example, when they're in close proximity to one of your retail locations, sending them an offer tends to increase their satisfaction and their conversion an additional use case that Springs to mind immediately in many of the conversations is using maps for striking visualizations of data, either showing a route between two points or dropping location pins on a map in order to enhance the visual understanding of subject matter. >>Additionally, customers tend to use Amazon location for asset tracking. They want to know where their things are in the world and be able to reason over that both in real time in order to make decisions or retrospectively in order to optimize or to audit. And additionally, um, customers also use us in end to end delivery use cases, be it last mile delivery for, uh, goods that were ordered online or, uh, food delivery, which of course is, uh, increasingly prevalent these days. And so, yeah, you know, one of the customer examples that I think is especially compelling here because it touches on a couple of these is a company called Singleton solutions and their product is called mobile log. Uh, it's effectively last mile as a service in the cloud. And what it lets customers do is manage the logistics of a delivery business. And so what mobile log and Singleton have been able to do is retire a lot of the custom code that they had built because nothing was really available to meet their location needs. They were able to consolidate their location infrastructure from multiple clouds onto just AWS, which simplifies their solution. They were able to move more quickly as they innovate on behalf of their customers. And they managed to reduce their costs while doing this by up to 60%. So I think it's a pretty cool example of what location can do for customers. >>What are some other industries and apps and applications that would benefit most from this affordable location data? >>Yeah, well, it's, uh, it tends to spend many different industries. So we're seeing a lot of uses as you can imagine in transportation and logistics and, and certainly that's, uh, an industry that's growing very quickly, um, government and public sector attempt to have a need to, uh, visualize a lot of information, uh, on, on maps. Um, we are seeing retail and folks interested in customer engagement. Um, it really is springing up everywhere and often B uh, the conversations kind of have a location component in disguise. For example, we were talking to a telecom service provider who is telling us, well, you know, I can save billions of dollars if I increase the efficiency of my truck rolls. Well, that's the location use case, right? If people are talking about, uh, actually one, one customer, uh, or a person who has used us in beta is post NL, and they're telling us, you know, if they can increase just the, um, loading factor of their trucks by 1%, uh, in, uh, over time, this is big dollar savings for them. And not, that's all about location and about optimizing, uh, the, the routing and dispatch of their vehicles. And so really it's springing up everywhere, but it doesn't always sound like a map or a geocode it's, uh, more of these business level considerations around optimization around moving faster and around serving customers more quickly. >>You mentioned a couple of, of industries and logistics areas where this is being used. What are, which customers are currently using Amazon location service? >>Well, so there are a couple that I, uh, I mentioned, so of course we're only just launching today. We've had a beta program, uh, and we have a couple of references that we can talk about publicly. So Singleton is the very first that we touched on, and this is a company that's operative in the delivery and, uh, dispatch logistics space. And so they they've been using us to, to advantage and, and have realized some pretty significant cost savings. Uh, the other company that's been, uh, experimenting with Amazon location, uh, again in sort of a similar space, but with a different geography is posted on owl. And so they're the number one, uh, e-commerce and delivery, uh, her postal logistics company in the Netherlands. And what, what they're actually using us for is to, uh, do asset tracking on their delivery roller cages in order to, uh, understand where they are in the world and make better decisions as to where they should be in relation to the demand. >>Andre, I want you to close this out here. And as you said, you launched today, you've been in beta, what is in store for 2021 with Amazon location service? What can, what can we expect? What can customers expect? >>Yeah, so we're, we're in preview today and it's an open preview, so people can, can just go to the console and directly use it. You don't need to sign up. And what we have to look forward to in the first part of 2021 is general availability of the service. And you can imagine that we'll be rolling that out over everyone regions, because there's significant demand for this all over the world. And then it's a fairly typical, uh, AWS motion where what we're going to do is listen, because 90% of our roadmap is compelled by customer requests. And so we'll be very attentive to how people are using the service, where they see additional opportunities for us to serve them better. And we will move with vigor on those. >>Great. And for customers who want to find out more, what, what should they do? >>Well, the easiest thing to do is to go to aws.amazon.com/location, and then, uh, check, check us out there and get started with the service today. >>Great, well, Andre do for, thank you so much for coming on the Cuba really interesting conversation. >>Thank you so much. It's been a privilege. >>I'm Rebecca Knight stay tuned for more of the cubes coverage of AWS reinvent 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 everyone to the cube live covering AWS reinvent 2020. I'm your host Rebecca Knight. Today. We are joined by Joshua Virgin. He is the general manager at AWS outposts. Thanks so much for coming on the cube. Joshua, >>Thank you for having me. It's great to be here. >>It's great to have you, so tell our viewers a little bit about AWS, AWS outposts. >>Oh sure. It's one of my favorite subjects, obviously. So outposts is a service from AWS that allows you to use the same tools, technology, API APIs, programming interfaces that you do in the cloud, but install this and run it on your own premises or in a co-location facility. So it really extends the reach of AWS to far more locations than you could otherwise use it. >>So what are some of the advancements, uh, this year >>It's, it's been an amazingly busy year, even under unprecedented kind of circumstances where we've tried to turn the crank really hard and deliver value for our customers. We increased the number of countries you could order outposts in up to 51 countries. You can now connect outpost to all 22 AWS regions and our gov cloud regions, everything outside of China. And we delivered 15 new services or incremental features, including a S3 on outposts, which was the top thing that customers asked for, but also our application load balancer, Alasta cash, our relational database service RDS. Uh, you know, there's probably more than I'm missing here, but, um, you know, and we're definitely not slowing down in that regard. 2021 will probably be an even bigger year. >>So tell us a little bit about the, the response from customers since the launch of AWS outpost last year. What are, what are you hearing? >>Yeah, I mean, we're, we're hearing a lot, uh, I think we've been pleasantly surprised by the, the breadth and the depth of the customer use cases. One of the biggest things we heard from people was, you know, the, the outposts are great, but it's a, it's a full rack of compute or many racks of compute in some cases and storage, you know, their locations that people wanted to put it in that were smaller where their space constrained, maybe a restaurant or a factory floor or a small medical facility, uh, you know, a telco like a cell site. And so what we did based on that is something that we actually just announced in Andy's keynote. Uh, just a few days ago here, which is the new small form factor outposts that are one you and two use size, uh, servers. It's about the size of one or two pizza boxes stacked on top of each other. >>So that's even going to make outposts available to even more use cases, uh, you know, early on, uh, we kind of said to ourselves that it's important to kind of give people that consistent experience wherever they might need the compute and the storage and the other services. And so I've been, I've been really pleasantly surprised, as I mentioned earlier, by how many people have talked to us. We have customers like Phillips healthcare. They are, uh, they're bringing their medical imaging solution to outposts and it allows them to kind of modernize the way they deliver services to hospitals and medical research centers around the world. Something that really wouldn't be possible without having AWS everywhere. >>And that is much, much needed today. Um, tell us a little bit about more about this year in particular, you said it yourself at the beginning of our conversation, this is an unprecedented year for so many different reasons. How has the COVID-19 pandemic effected AWS outposts and how your team interacts with customers and, and gets your job done? >>Yeah, we, I think we have some unique challenges in that regard, obviously, as I mentioned earlier, AWS outposts are installed in a co-location facility or on a customer's own premises in a data center, you know, other things like that. So obviously we have to get our technicians out there to roll them in and hook them up to your network and, you know, to get them powered up. So that means that we are complying with, uh, COVID restrictions. And as I mentioned, 51 different countries. So there was even an install earlier this year at a mining location, uh, you know, far outside the U S where we had to get technicians working with, uh, local technicians from the customer following COVID guidelines, wearing protective gear, and actually installing the outpost, uh, you know, using kind of satellite conductivity and phones to phone home, and talk to us during the installation of course, cause it's not hooked up yet. So those are just kind of examples of the, the links to which we'll go to make sure that, of course we're safe, the customers are safe, but that they can kind of continue to modernize their application portfolio and get benefits from the outposts. >>And what are you hearing from clients and customers in terms of how they're thinking about their technology needs now and in the coming year? >>Yeah, that's a, that's a great question. I mean, it, it really varies by market segment. So you have customers like Ericsson and Telefonica. They're going to be using outpost to, uh, kind of run their 5g packet core technology, Abe it's, it's gotta be run at the edge right there, telcos, they need to minimize latency single digit milliseconds, or you might have a customer like Lockheed Martin. And what they've told us is they have projects that are subject to government contracts and regulations. And not only do they have of course compliance regimes, like fed ramp that they need to be aware of, but there's data residency requirements. So whether they're deploying in the United States or, you know, with our allies all around the world, the compute and the storage, they need to run in specific locations. So now outposts are going to be a key, uh, advancement and kind of a key differentiator for them in how they deliver services to their customers and still meet those data residency or compliance requirement. >>Joshua, tell our viewers more about AWS outpost ready? >>Oh, that's a, it's another thing I'm really glad you mentioned. So the outposts ready program, these are solutions from our APN and our Amazon AWS partner network that are, uh, validated and following our best practices on AWS outposts. They're certified to work and, you know, they're generally available to customers. And so it's a program where, you know, ISV and SAS providers can ensure that the technology that they provide that this third-party technology is going to work in the outpost environment. And there's, there's something about outposts that I think makes this, uh, a differentiator and uniquely valuable when I mentioned kind of that consistent hybrid experience. When you think about how outposts are deployed, you know, in a customer's data center, maybe alongside other technology they're already using. And so customers say, look, these AWS services are great, but I already use a variety of third party technology maybe from Veritas or trend micro Palo Alto networks Convolt size sense, PagerDuty, pure storage NetApp, or the, you know, the list is actually pretty extensive of what people are already using. >>And so they've said, you know, I do plan on using AWS services, but I also don't want to give up, uh, you know, what my team is already familiar with. So can you make sure that's going to work for me, whether I'm using it in the region or on the AWS outposts. And so the, the, the interest in kind of demand for this, both from customers and the enthusiasm from the partners has been off the charts. We started the program in just September, which is not that long ago, and we had 32 partners. And, uh, as of today we have an additional, uh, additional 25 partners, right? It's 57 partners, total 64 certified solutions. So that's a lot of momentum and just kind of a, a short amount of time. And I'm really happy that we can deliver that to the customer. >>So it does, it's already showing tremendous momentum. How do you think about it in terms of the primary benefits that it gives to customers and how it helps customers and partners, >>You know, in order to qualify, the solution has to be tested and validated upon, uh, against a bunch of, uh, criteria that we have very specific technical criteria, security requirements, operational, and, you know, they're, they're supported for customers with clear deployment guidelines. So, you know, the customers can kind of think of this as a guarantee that we're not just saying maybe this could work, but, but this will work. If you're already using it, it's going to continue to work in a way that's familiar to you. And again, that's important that consistent hybrid experience, whether you're using a solution from a third party or from AWS, whether you're using it in the region or on a local zone or in a wavelength zone, and some of our other kind of innovative infrastructure deployments or using it on an outpost, no matter where you're using it, it has to work the same way. >>And so this is something that customers have said, I want to be able to get up and running quickly. We had a customer riot games, uh, th they're the maker of league of legends, but also when they were launching their new game, Valerie hunt, uh, in, in June of 2020, they deployed outposts in four different locations to kind of ensure a level playing field in terms of latency and what they told us, uh, you know, very much like the service ready program is they were able to get up and running in just a matter of days once the outpost was deployed. And it's because we gave them those same API APIs, that same tooling. So I think that's really important for people and, you know, I hope we can continue to deliver on that promise. >>So to close this out here, I want you to look into your crystal ball and think ahead, 12 and 24 months, when you know, fingers crossed, things are back to somewhat more normal. Uh, what's in store for AWS outposts. >>Yeah. I mean, we're going to deliver on what we announced here at reinvent, which has the new small form factor outposts. And I think what we're going to continue to do is listen to customers. We develop outposts from the very beginning because customer said, could, could you deploy outposts in our, in our data center or, sorry, can you deploy AWS? And our data center didn't have a name back then. And so that's really the hallmark of AWS. You know, somewhere around 90% of our roadmaps are based on what customers tell us they want. And the other 10% is when we kind of look around the corner and hopefully delight people with something they didn't even know they needed. And I really hope for my team and that that's what 2021 and 2022 brings is more countries, more services, more value, more compliance, certifications, you know, all the things that people tell us they want. We're going to keep turning the crank as hard as we can. And delivering that as quickly as possible >>With the trademark Amazon customer delight. Yes, absolutely. Excellent. Well, Joshua, Virgin, thank you so much for coming on the cube. It was a pleasure having you. >>It was a pleasure talking to you. Thank you very much. >>I'm Rebecca Knight for more of the cubes coverage of AWS reinvent 2020 stay tuned.

>>From around the globe. It's the cube with digital coverage of AWS reinvent 2020, sponsored by Intel and AWS. >>Welcome everyone to the cube live and our coverage of AWS reinvent 2020. It's good to have you. I'm your host Rebecca Knight today, we are joined by Mira Vaidhyanathan. She is the product leader for Amazon honey code at AWS. Thank you so much for coming on the cube Mira, my question to be here. So tell our viewers a little bit about Amazon honey code. This was a product that was announced in June of this year. What was the impetus for it? What were you hearing from customers that made you realize there was a need for this? >>Yeah, so Amazon honey code is a fully managed service that allows customers to build powerful mobile and web applications without the need for any programming. So customer has to, they have a growing need, uh, to manage data over time, manage workflows that involve multiple people that facilitate complex business processes. And today we're doing this through spreadsheets and mailing, these spreadsheets via email. And what ends up happening is you have a whole lot of spreadsheets with different data, and it usually falls to one person to consolidate all the information and create a source of truth, um, organizations that have the resources to build custom applications do so, but quite often, these applications just don't get built. And, um, employees in these businesses are managing with these, uh, band-aids set of tools that I just discussed. And, um, so what we wanted to do was to build a, uh, no code, uh, app building platform that customers can use their existing skills to build the apps that they need for their day-to-day lives. So no programming required. You bring the skills, you have to just, uh, you know, those of using spreadsheets to be able to build, uh, apps to manage, um, all of your productivity and collaboration needs. So we tried to do with honeycomb. >>What has the reception been since you launched back in Sharon, what are, what are you hearing from developers about how it's changed the way they're doing their business? >>Customers are very excited that AWS now has a solution in this space. And from the very first day, from the day of launch, we've just seen a lot of interests from organizations of all sizes, both domestic and international and customers have been building apps to solve various problems. In fact, the very first app that a customer has shared with us was, uh, a COVID tracking app for HL care center in New Hampshire, where, uh, you know, parents had been standing in line for tens of minutes waiting to drop off their children and filling out a form at the entry point. And, um, this, uh, customer built an app over a weekend, uh, and was able to it reducing the drop-off time two minutes. Um, we've also seen a great deal of activity in our community forum, where customers are exchanging ideas and learning from each other. And what they really like about honeycomb is how easy it is to spin up an application without needing to think about databases or servers or deployments. And they also like that by building just one app it's immediately available in both web and in mobile. And, um, of course the best of all is the fact that all of the data is up-to-date and they're able to make informed decisions based on the data in these apps. Um, customers have also been very forthcoming about, uh, feature ideas and requests, and that is continually feeding into our roadmap. >>So I want to talk about some other use cases. You mentioned the childcare center in New Hampshire, which sounds as though you helped save these parents a lot of time and alleviate some of their stress. What other kinds of use cases are you here? >>Sure. Uh, the types of apps that we've heard about include, uh, like leave and vacation requests and organizations, um, a team has built a hotel management, a booking system, contracts management for an unemployment center, sales opportunity tracking, um, status reporting across distributed teams, which is a reality that we're all living today. Um, more specifically we, uh, uh, we know of a customer who has a 6,000 person team, um, and they built an app to manage service costs requests. So this is a systems integrator and they're using this app across 10 partner teams, uh, across the world. Um, we've also heard about a coffee trader who has built an app to manage, uh, their coffee orders across both domestic and foreign markets. And previously they were doing this via email and, uh, through spreadsheets. So those are the different cases that we've heard about >>What kinds of internal interest are you having within AWS for honey code? I'm told that there is a great deal of interest within the organization itself. >>Absolutely. Yeah. There's been a lot of interest that at Amazon, uh, there isn't a day that goes by that I don't hear from a new team that has a use case that they need to build an app today on honeycomb. Um, and these are usually, you know, use cases that customers have been solving with spreadsheets or our internal ticketing tool, uh, because they haven't had the resources to build their own custom app. Um, there, our HR team, um, uh, one of the HR teams at Amazon, in fact, it's built an app that is consolidating across four different tools, so they can get an accurate picture of what is going on with, uh, any particular team, you know, head count, how many roles are still to be filled, et cetera. Um, another example is a marketing team that is managing all of their marketing campaigns, uh, through a Honeycutt app, so they can see how campaigns have we already executed this month. >>How many still remain, what are the results from these campaigns, all of this, uh, in one place. And, um, in fact, in the honeycomb team itself, uh, we, uh, uh, use honey good for, uh, managing all of our internal processes from our product roadmap to, uh, program management, to managing and tracking our goals. And because we're also distributed these days, um, we seem to be spending up on an app on auto practically daily basis. In fact, today the team is running a hackathon and all of the ideas for the hackathon were, um, gathered on a honeycomb app. And then later today we'll be doing demos and voting, uh, on the best time, uh, hackathon project. So it's, it's given rise to a lot of new ideas and, uh, a lot of new ways in which, uh, we're, we're able to work together collaboratively, >>Well, an app a day. I love it. Um, so it does sound like the, kind of the collaboration you're describing and the ways in, within the transparency, particularly during this, these COVID times when people, as you say, we're working, dispersed teams are remote. Um, there's a lot of isolation. It does seem like it's, it's really a revelation. What, you're, what you're doing here. >>Yeah. It's been really, uh, it's been a learning experience for us as well, you know, working remotely and trying to figure out how do we keep each other up-to-date on what we're doing. How do we make sure that, uh, you know, we, we find ways to replace those hallway conversations, those water cooler conversations as we like to call them. Uh, and, and so we find ourselves, uh, interacting via these apps a lot more, trying to keep everyone abreast of what we're doing by updating project status. And so on, in addition, of course, to, you know, uh, uh, meetings, um, online on video, uh, it has certainly helped us all stay on the same page. In fact, um, honeycomb the product launch itself was managed via a honeycomb app. And normally that's something that, you know, most of the teams either build a custom app for, or manage, uh, via a spreadsheet and probably hundreds of post-it notes. >>So the, the product is relatively new, but you had some announcements last week at AWS reinvent. Tell us a little bit about those. >>Yeah. And the last few weeks we've had a slew of new announcements and they fall into three major areas, really, um, integrations, uh, identity and app building features. Um, for the first we announced, um, integrations with Amazon app flow and Zapier to integrate with external data sources to push and pull data into and out of honeycomb. Um, we also announced the ability to set up and log in with multiple identity providers, including Okta and Google, to make it easier for our customers to, uh, manage, manage user accounts, um, as well as the first single sign on and last but not least, uh, we've announced several features to make it easier for app builders, as well as the end users of these apps. Um, not only to make the apps more functional, but also more delightful to use. And these include, uh, features like border styles, uh, conditional styling, as well as easier ways to sort and filter your data in your app screens. >>You used the word delightful, which is, which is absolutely an adjective that so many of us associate with Amazon. Tell us a little bit about how you are working to make these, uh, the, the user interface more delightful, as you say. >>Yeah. We're continually adding new features to make it easier. So, you know, every business user doesn't have to think like a UX designer. So we're, we're trying to, um, think about the ways, uh, you, you, you look at all the productivity apps today, you, you want certain sets of data to pop up in your app. Uh, for example, you know, if the status of a project is red, not only do you want it to notify the appropriate parties, but you also want that information to pop up, um, in an app. So it's very easy just using a very simple expression. You can set up the rules, the conditional rules to say, Hey, if the status is red, then, you know, make sure or status is delayed, then pop it up and, you know, bright red. So it catches my eye. The next time I look and look at an app. So we're trying to find ways to, uh, you know, thinking about all of the business use cases, trying to find ways to help customers make the information, um, pop better in their apps. So they're, uh, so they, you know, deliver more value, um, in businesses >>Up here in Amazon app flow. What are the business use cases in terms of those and what are they, what are available now? >>Yeah, so, uh, both, uh, integrations with Zapier and app flow enable customers to build even richer applications because now they're, uh, you know, previously they were building applications just based on the data that the sitting in, in honeycomb and with these integrations. Now they can bring in data from other sources, programmatically. So these include integrations to apps like Salesforce or Slack, JIRA, Amazon S3, et cetera. And, um, this makes it possible for business users to use Zapier or app flow, uh, to, to build, um, powerful integrations. So I'll give you an example. Um, let's say a sales team can use, uh, a honeycomb to build an app to process their sales inquiries. And, uh, instead of dealing with emails and spreadsheets, what they can do is use Zapier to automatically pull in requests that come into their website. Um, and this can be pulled straight into a honeycomb app, which can then generate a notification to the sales manager to approve a quote. Um, and then the quote can be generated and emailed to the customer. All of this is made possible through, um, and integration with, uh, with Zapier. And you can integrate with Amazon app flow, uh, to pull in data from Salesforce. So it makes it possible for customers to, um, use more up-to-date information and their apps making it, uh, driving better decisions and more informed decisions. And what >>Type of new templates are now available. >>Yeah. Uh, back in June, when we launched, we had about 10 templates for common use cases in businesses. And since then we've been regularly adding more to that repository. Uh, our most recent additions to the template library include, uh, the ability to run meetings virtually, which we're doing eight hours a day, these days, instant polls, a collaborative brainstorming template, um, as well as applicant tracking. And we'll continue to add more in the coming months. >>There's just no question that this is such a high growth area. Uh, Gartner estimated last year, that low-code no-code approaches will represent more than 65% of application development inside companies by 2024 foresters also projecting a $21 billion by 2024. What I want you to look into your crystal ball here and just tell us a little bit about what you're expecting in the next six to 12 months and what, and what's what you're hoping for the future for Amazon honey honeycomb. >>Uh, we remained focused on, uh, you know, helping business users solve problems that were previously out of their reach because they either lacked the resources or the skills or support from it. Um, honey code apps have the scale and security that customers expect from an AWS service. And over time, uh, we expect to add more features that make it progressively easier for business users to develop without needing how to learn, how to code. And we will also expect to add features that are required by it, departments for adoption in enterprises, >>Mirror. What have you hearing from customers about what they, what they're wanting to hear from you just w I want you to close us out here and, and give us what you're hearing, and then what your best advice is for managers who are thinking about, uh, trying to adopt some of these low-code no-code approaches and are, and are interested in what they're hearing in terms of what you're saying about the collaboration and transparency that these, that these tools provide. >>Yeah. Um, the, these, these tools make it possible for, uh, anyone in any business, you know, HR marketing program managers, product managers, really, um, anyone to, uh, build applications that are very specific and tailored to your business needs. And these, because these applications don't require the typical process of, uh, you know, selecting a database, selecting the storage layer, selecting all of these things. Um, and they're deployed almost immediately, like as soon as an app is built, it's available to the end users to use it makes it possible for the applications to evolve with your needs. Um, in fact, this is, this is what I see everyday with the apps that we build for ourselves is, you know, it works this week next week. We're like, Hmm, what if we tried something slightly differently? Uh, because our, our, um, you know, we, we we've become more efficient, our techniques evolve over time. >>Uh, and th th th the situation changes as we're seeing every day, uh, uh, in COVID times. So it makes it possible to just, uh, to, to have the applications grow with you as your business grows and evolves. And, um, so that's, what's really exciting for me with a honeycomb is, um, uh, things that were, uh, you know, usually, uh, out of the reach of, of business users now, uh, you know, they're able to build these applications and they use the exact same skills that, um, they might have used with spreadsheets. So, uh, that's, what's really exciting and we're going to continue to listen to our customers. And, uh, we know that business users want to be more productive and want easier to use tools. And that's what we'll be working on >>Mira bitey enough. And thank you so much for coming on the Cuba. It was a real pleasure talking to you. Likewise, thank you so much. And thank you for tuning into the cubes coverage of AWS reinvent 2020 I'm Rebecca Knight stay tuned.

>> Announcer: From around the globe, it's theCUBE with digital coverage of AWS reInvent 2020 sponsored by Intel, AWS and our community partners. >> Hi, and welcome to theCUBE virtual and our coverage of AWS reInvent 2020. I'm your host Rebecca Knight. Joining me is Sachin Dhoot, he is the vice president for data and platform engineering at Ellie Mae. Thank you so much for coming on theCUBE, Sachin. >> Nice to be here. >> So we are talking today about Ellie Mae's journey towards data monetization. Before we begin though, I want you to give our viewers a little bit, tell our viewers a little bit about yourself and your role at Ellie Mae. >> Sure. So I'm the vice president for data and platform engineering at Ellie Mae. A little bit about Ellie Mae before I talk about myself. So Ellie Mae, which is now part of ICE Mortgage Technology, a division of Intercontinental exchange is the leading cloud based loan origination platform for the mortgage industry. Our technology solutions actually enable lenders to originate more loans, lower origination cost and reduce the time to close. Or when ensuring the highest degree of compliance quality and efficiency. Our mission as we call it here internally is to automate everything 'automatable' for the residential mortgage industry. So that's what we do here. And we take great pride in doing that. >> Everything automatable, I love it. >> Yes. And if you have gone through the mortgage process, you'll see the number of papers you have to sign. And so we are on the journey to automate as much as possible in this. So as part of this, my charter here so I'm the vice president of data and platform engineering. Like I said, I lead and I'm responsible for all AWS based platform and data solutions including our highly secure, scalable data platform and the global, literally. Just to give you a magnitude of how much data we are talking about; so currently Ellie Mae in its platform stores data of nearly 50% of all US for mortgages. So that's the scale which we are talking about and I'm responsible for having the AWS based data platform to support that. >> So in terms of the data monetization journey like most innovations, it starts with a problem. What was the problem that you were trying to solve here? >> Yes, that's a great question. So earlier in our initial design what used to happen is the customers had access to their loan origination system and data in it. And the way they had access to the data was writing some customer SDK applications to actually export our data from their production systems. So this had its own share of challenges. Like for example, if I wrote some inefficient queries to export out the data, since they were acting on the same production database it used to slow down their loan origination system. Plus they did not get access to all of their data. And we had heard it loud and clear from our customers that not only did they need access to the data, but they also wanted us to manage their data. They did not want to get into managing the database or schema changes and all of that. Plus we also had such a rich industry data set. We are talking about 50% of all US home mortgages. So they were also very interested in using that data to get actionable insights about the industry, about their competitive advantages and develop some innovative services on top of it. So those were the challenges which we were trying to solve. >> So what was the original architecture like you're describing what sounds like a very poor experience for Ellie Mae and the lenders themselves. It sounds clunky and cumbersome. And then also leaving a lot on the table because as you said, it was a rich dataset. What was the original architecture? >> So the original architecture was not a cloud-based architecture. We were in our own private data center and every customer had their own database to work with. So, and it wasn't great architecture at that time when the technologies had not evolved. And we had a highly successful product as a result of that but when it came to data it was not a very good experience for them. So why did their loan origination system was working great? The access to the data was not to the extent what we wanted. >> So using best-in-class technologies from AWS tell us a little bit about the new product. >> Yes. So, our journey really started when we heard all of the customer's feedback and the requirements. Then we basically went back to the drawing board. We said, yes, we have a highly successful encompass product in the market, but we also want to solve this problem without affecting their experience with the loan origination system. So that was the challenge which we had taken internally. So what we did was we evaluated quite a bit of cloud providers and technology stacks and the parameters which we had put in that time because of the scale of data was, we needed unlimited scalability and reliability of any provider. We needed a secure data storage including the personally identifiable information protection. So as you can imagine, we deal with loan mortgages, I mean the mortgage and we pretty much have so much of PII data as we call it. Security is on the forefront for us. So we needed a cloud provider which could match up with that expectation. We needed.. >> AWS, was it? >> AWS was definitely it and there were some other parameters which also we were able to check because of that highly scalable and performance data Lake. We needed a big data Lake for this, storage compute separation. We also needed ability to seamlessly import data from any applications internal or external, right? And AWS absolutely gave us all of this. And we did evaluate a lot of cloud vendors and AWS came up on the top. So AWS along with persistent technologies actually helped us with this evaluation and the development of the data platform. >> So tell our viewers a little bit now about data connect and what it is for lenders now. >> Yeah. So what we did was as any cloud technology, we first developed a common platform and then we started building data connect solutions on top of it, right? So we created solutions based on the customer's needs. So one solution which we have is what we call as the data connects future products. In this, they can replicate, customers can replicate their data from the cloud, from their private data Lake into their warehouse, or they can access reports and run analytical queries directly on our warehouse which is again in the cloud. So all the solutions that are available depending on the customer's needs but that is all separate from the loan origination system. So we made sure that we are not impacting that existing business while creating this new solutions in the market. And all of these were built on AWS. >> But you also took things a step further and explored what was possible if you aggregated data from all lenders the resulting being insights. Tell our viewers a little bit about insights and what it allows. >> Absolutely. So that was a very cool product which we came up with. So again, because of the rich data set, which we have, right? We are in the position right now to aggregate the data and come up with actionable insights on top of the data. And so we call this product insights. This is our latest offering from Ellie Mae, again based off AWS and the data platform. So this product gives us information about the industry dreams on how the mortgage industry is going in US. It gives the lenders the ability to compare themselves with their peers and with the industry. So they can actually benchmark themselves and decide whether they are doing great, not great, what do they have to change? And this is all in near real time. So this is not like a month old data and all that. So that's the beauty of this product. >> And what are you hearing from customers? Because as you said, that real-time benchmarking and understanding how they're doing relative to their rivals is a game changer. It is and customers are super excited about it. We just launched this few months back and we are seeing amazing adoption for this product. In fact, just not the adoption side of things, we are also seeing so many new use cases and requirements coming from the customer now that they understand we have such a massive data and this data can scale and it's not impacted their business. They just want to add more and more things to it so that it can solve their problem. So it gives a unique opportunity for us where we can monetize more but we can also help solve lenders problems. >> Right. Helping them solve the challenges that they're facing. Talk a little bit more about the primary benefits of the solution, the unlimited scalability, the fact that it's fully managed, the storage compute separation. Tell our viewers a little bit more about the benefits. So the benefits about the solutions are, the customers or lenders don't have to worry about how it is managed. It is all taken care of. They just how to access it when they need it. It is available on demand. It is available 24/7. In this time, this year has been especially very busy for us where the interest rates have dropped and the loan volume and the loan applications have just gone through the roof. But I'm very proud to say that Ellie Mae stack or, all of the data solutions, and in fact, all of our other products, they are able to scale and they have been able to scale to the record volume this year, all because of how we have designed it using the AWS technology stack. So the customers really benefit. They just need to focus on their business. They don't have to worry about underlying infrastructure or how things are going to scale if their volume is going to go up or not or is there any security issues of that? We take care of all of those things and this is all a self provision just web based access for some of our products. So they don't even have to do a lot of customization to get hold of these products. >> So I want to ask what's next for you. You just referenced the fact that Ellie Mae's incredibly busy with record mortgage applications, of course, companies and people around the globe are still grappling with the COVID-19 pandemic. What are some of the big trends you're seeing and what's next for Ellie Mae in the coming coming year? >> We have a exciting and a very rich roadmap coming up. So as I started this interview, I said, Ellie Mae is now part of ICE mortgage technology, which is a Intercontinental exchange division. So as part of this transition, which happened recently, we also have under our umbrella, two companies called MERS and Simplifile, which actually touch so if you take MERS as an example, it touches close to 80% of US loans for home mortgages. So we have such a unique opportunity now to not only expand our data set, make it more rich, and then come up with more additional use cases which are going to help solve customer's problem and also make them competitive in the market. So we have a lot of good opportunity related to data and I feel a lot confident because of the data platform and the technology stack we to use. We will be able to handle all of those things. >> Sachin, tell our viewers a little bit about the partners that are helping you on this data monetization journey. >> So AWS definitely helped us in the initial parts in evaluating the design and the solution architects came in and worked with us. But along with that, I would definitely want to mention Persistent Technologies. They came up with a lot of good design suggestions on how we should develop the data platform and the solutions on top of it. Those insights product, which I talked about is done along with their help. So I'm very happy with the partnership I have with the Persistent Technologies and AWS. >> Excellent, well, Sachin Dhoot, thank you so much for coming on theCUBE. I really appreciate talking to you >> Same here, nice talking to you. >> Stay tuned for more of theCUBE virtual coverage at AWS reInvent. (upbeat music)

>>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome to cube three 60 fives coverage of the Accenture executive summit. Part of AWS reinvent. I'm your host Rebecca Knight. Today we are joined by a cube alum Karthik NurAin. He is Accenture senior managing director and lead Accenture cloud. First, welcome back to the show Karthik. >>Thank you. Thanks for having me here. >>Always a pleasure. So I want to talk to you. You are an industry veteran, you've been in Silicon Valley for decades. Um, I want to hear from your perspective what the impact of the COVID-19 pandemic has been, what are you hearing from clients? What are they struggling with? What are their challenges that they're facing day to day? >>I think, um, COVID-19 is being a eye-opener from, you know, various facets, you know, um, first and foremost, it's a, it's a head, um, situation that everybody's facing, which is not just, uh, highest economic bearings to it. It has enterprise, um, an organization with bedding to it. And most importantly, it's very personal to people, um, because they themselves and their friends, family near and dear ones are going to this challenge, uh, from various different dimension. But putting that aside, when you come to it from an organization enterprise standpoint, it has changed everything well, the behavior of organizations coming together, working in their campuses, working with each other as friends, family, and, uh, um, near and dear colleagues, all of them are operating differently. So that's what big change to get things done in a completely different way, from how they used to get things done. >>Number two, a lot of things that were planned for normal scenarios, like their global supply chain, how they interact with their client customers, how they coordinate with their partners on how that employees contribute to the success of an organization at all changed. And there are no data models that give them a hint of something like this for them to be prepared for this. So we are seeing organizations, um, that have adapted to this reasonably okay, and are, you know, launching to innovate faster in this. And there are organizations that have started with struggling, but are continuing to struggle. And the gap, uh, between the leaders and legs are widening. So this is creating opportunities in a different way for the leaders, um, with a lot of pivot their business, but it's also creating significant challenge for the lag guides, uh, as we defined in our future systems research that we did a year ago, uh, and those organizations are struggling further. So the gap is actually whitening. >>So you've just talked about the widening gap. I've talked about the tremendous uncertainty that so many companies, even the ones who have adapted reasonably well, uh, in this, in this time, talk a little bit about Accenture cloud first and why, why now? >>I think it's a great question. Um, we believe that for many of our clients COVID-19 has turned, uh, cloud from an experimentation aspiration to an origin mandate. What I mean by that is everybody has been doing something on the other end cloud. There's no company that says we don't believe in cloud. Uh, our, we don't want to do cloud. It was how much they did in cloud. And they were experimenting. They were doing the new things in cloud. Um, but they were operating a lot of their core business outside the cloud or not in the cloud. Those organizations have struggled to operate in this new normal, in a remote fashion as with us, uh, that ability to pivot to all the changes the pandemic has brought to them. But on the other hand, the organizations that had a solid foundation in cloud were able to collect faster and not actually gone into the stage of innovating faster and driving a new behavior in the market, new behavior within their organization. >>So we are seeing that spend to make is actually fast-forwarded something that we always believed was going to happen. This, uh, uh, moving to cloud over the next decade is fast, forwarded it to, uh, happen in the next three to five years. And it's created this moment where it's a once in an era, really replatforming of businesses in the cloud that we are going to see. And we see this moment as a cloud first moment where organizations will use cloud as the, the canvas and the foundation with which they're going to reimagine their business after they were born in the cloud. Uh, and this requires a whole new strategy. Uh, and as Accenture, we are getting a lot in cloud, but we thought that this is the moment where we bring all of that capabilities together because we need a strategy for addressing, moving to cloud are embracing cloud in a holistic fashion. And that's what Accenture cloud first brings together a holistic strategy, a team that's 70,000 plus people that's coming together with rich cloud skills, but investing to tie in all the various capabilities of cloud to Delaware, that holistic strategy to our clients. So I want you to >>Delve into a little bit more about what this strategy actually entails. I mean, it's clearly about embracing change and being willing to experiment and, and having capabilities to innovate. Can you tell us a little bit more about what this strategy entails? >>Yeah. The reason why we say that there's a need for the strategy is, like I said, COVID is not new. There's almost every customer client is doing something with the cloud, but all of them have taken different approaches to cloud and different boundaries to cloud. Some organizations say, I just need to consolidate my multiple data centers to a small data center footprint and move the nest to cloud. Certain other organizations say that well, I'm going to move certain workloads to cloud. Certain other organizations said, well, I'm going to build this Greenfield application or workload in cloud. Certain other said, um, I'm going to use the power of AI ML in the cloud to analyze my data and drive insights. But a cloud first strategy is all of this tied with the corporate strategy of the organization with an industry specific cloud journey to say, if in this current industry, if I were to be reborn in the cloud, would I do it in the exact same passion that I did in the past, which means that the products and services that they offer need to be the matching, how they interact with that customers and partners need to be revisited, how they bird and operate their IP systems need to be the, imagine how they unearthed the data from all the systems under which they attract need to be liberated so that you could drive insights of cloud. >>First strategy. Hans is a corporate wide strategy, and it's a C-suite responsibility. It doesn't take the ownership away from the CIO or CIO, but the CIO is, and CDI was felt that it was just their problem and they were to solve it. And everyone as being a customer, now, the center of gravity is elevated to it becoming a C-suite agenda on everybody's agenda, where probably the CDI is the instrument to execute that that's a holistic cloud-first strategy >>And it, and it's a strategy, but the way you're describing it, it sounds like it's also a mindset and an approach, as you were saying, this idea of being reborn in the cloud. So now how do I think about things? How do I communicate? How do I collaborate? How do I get done? What I need to get done. Talk a little bit about how this has changed, the way you support your clients and how Accenture cloud first is changing your approach to cloud services. >>Wonderful. Um, you know, I did not color one very important aspect in my previous question, but that's exactly what you just asked me now, which is to do all of this. I talked about all of the vehicles, uh, an organization or an enterprise is going to go to, but the good part is they have one constant. And what is that? That is their employees, uh, because you do, the employees are able to embrace this change. If they are able to, uh, change them, says, pivot them says retool and train themselves to be able to operate in this new cloud. First one, the ability to reimagine every function of the business would be happening at speed. And cloud first approach is to do all of this at speed, because innovation is deadly proposed there, do the rate of probability on experimentation. You need to experiment a lot for any kind of experimentation. >>There's a probability of success. Organizations need to have an ability and a mechanism for them to be able to innovate faster for which they need to experiment a lot. The more the experiment and the lower cost at which they experiment is going to help them experiment a lot and experiment demic speed, fail fast, succeed more. And hence, they're going to be able to operate this at speed. So the cloud-first mindset is all about speed. I'm helping the clients fast track that innovation journey, and this is going to happen. Like I said, across the enterprise and every function across every department, I'm the agent of this change is going to be the employee's weapon, race, this change through new skills and new grueling and new mindset that they need to adapt to. >>So Karthik what you're describing it, it sounds so exciting. And yet for a pandemic wary workforce, that's been working remotely that may be dealing with uncertainty if for their kid's school and for so many other aspects of their life, it sounds hard. So how are you helping your clients, employees get onboard with this? And because the change management is, is often the hardest part. >>Yeah, I think it's, again, a great question. A bottle has only so much capacity. Something got to come off for something else to go in. That's what you're saying is absolutely right. And that is again, the power of cloud. The reason why cloud is such a fundamental breakthrough technology and capability for us to succeed in this era, because it helps in various forms. What we talked so far is the power of innovation that could create, but cloud can also simplify the life of the employees in an enterprise. There are several activities and tasks that people do in managing their complex infrastructure, complex ID landscape. They used to do certain jobs and activities in a very difficult, uh, underground about with cloud has simplified. And democratised a lot of these activities. So that things which had to be done in the past, like managing the complexity of the infrastructure, keeping them up all the time, managing the, um, the obsolescence of the capabilities and technologies and infrastructure, all of that could be offloaded to the cloud. >>So that the time that is available for all of these employees can be used to further innovate. Every organization is good to spend almost the same amount of money, but rather than spending activities, by looking at the rear view mirror on keeping the lights on, they're going to spend more money, more time, more energy, and spend their skills on things that are going to add value to their organization. Because you, every innovation that an enterprise can give to their end customer need not come from that enterprise. The word of platform economy is about democratising innovation. And the power of cloud is to get all of these capabilities from outside the four walls of the enterprise, >>It will add value to the organization, but I would imagine also add value to that employee's life because that employee, the employee will be more engaged in his or her job and therefore bring more excitement and energy into her, his or her day-to-day activities too. >>Absolutely. Absolutely. And this is, this is a normal evolution we would have seen everybody would have seen in their lives, that they keep moving up the value chain of what activities that, uh, gets performed buying by those individuals. And there's this, um, you know, no more true than how the United States, uh, as an economy has operated where, um, this is the power of a powerhouse of innovation, where the work that's done inside the country keeps moving up to that. You change. And, um, us leverages the global economy for a lot of things that is required to power the United States and that global economic, uh, phenomenon is very proof for an enterprise as well. There are things that an enterprise needs to do them soon. There are things an employee needs to do themselves. Um, but there are things that they could leverage from the external innovation and the power of innovation that is coming from technologies like cloud. >>So at Accenture, you have long, long, deep Stan, sorry, you have deep and long standing relationships with many cloud service providers, including AWS. How does the Accenture cloud first strategy, how does it affect your relationships with those providers? >>Yeah, we have great relationships with cloud providers like AWS. And in fact, in the cloud world, it was one of the first, um, capability that we started about years ago, uh, when we started developing these capabilities. But five years ago, we hit a very important milestone where the two organizations came together and said that we are forging a pharma partnership with joint investments to build this partnership. And we named that as a Accenture, AWS business group ABG, uh, where we co-invest and brought skills together and develop solutions. And we will continue to do that. And through that investment, we've also made several acquisitions that you would have seen in the recent times, like, uh, an invoice and gecko that we made acquisitions in in Europe. But now we're taking this to the next level. What we are saying is two cloud first and the $3 billion investment that we are bringing in, uh, through cloud first, we are going to make specific investment to create unique joint solution and landing zones foundation, um, cloud packs with which clients can accelerate their innovation or their journey to cloud first. >>And one great example is what we are doing with Takeda, uh, billable, pharmaceutical giant, um, between we've signed a five-year partnership. And it was out in the media just a month ago or so, where we are, the two organizations are coming together. We have created a partnership as a power of three partnership where the three organizations are jointly hoarding hats and taking responsibility for the innovation and the leadership position that Decatur wants to get to with this. We are going to simplify their operating model and organization by providing it flexibility. We're going to provide a lot more insights. Tequila has a 230 year old organization. Imagine the amount of trapped data and intelligence that is there. How about bringing all of that together with the power of AWS and Accenture and Takeda to drive more customer insights, um, come up with breakthrough, uh, R and D uh, accelerate clinical trials and improve the patient experience using AI ML and edge technologies. So all of these things that we will do through this partnership with joint investment from Accenture cloud first, as well as partner like AWS, so that Takeda can realize their gain. And, uh, they're seeing you actually made a statement that five years from now, every ticket an employee will have an AI assistant. That's going to make that beginner employee move up the value chain on how they contribute and add value to the future of tequila with the AI assistant, making them even more equipped and smarter than what they could be otherwise. >>So, one last question to close this out here. What is your future vision for, for Accenture cloud first? What are we going to be talking about at next year's Accenture executive summit? Yeah, the future >>Is going to be, um, evolving, but the part that is exciting to me, and this is, uh, uh, a fundamental belief that we are entering a new era of industrial revolution from industry first, second, and third industry. The third happened probably 20 years ago with the advent of Silicon and computers and all of that stuff that happened here in the Silicon Valley. I think the fourth industrial revolution is going to be in the cross section of, uh, physical, digital and biological boundaries. And there's a great article, um, in what economic forum that, that people, uh, your audience can Google and read about it. Uh, but the reason why this is very, very important is we are seeing a disturbing phenomenon that over the last 10 years, they are seeing a Blackwing of the, um, labor productivity and innovation, which has dropped to about 2.1%. When you see that kind of phenomenon over that longer period of time, there has to be breakthrough innovation that needs to happen to come out of this barrier and get to the next base camp, as I would call it to further this productivity, um, lack that we are seeing, and that is going to happen in the intersection of the physical, digital and biological boundaries. >>And I think cloud is going to be the connective tissue between all of these three, to be able to provide that where it's the edge, especially is going to come closer to the human lives. It's going to come from cloud pick totally in your mind, you can think about cloud as central, either in a private cloud, in a data center or in a public cloud, you know, everywhere. But when you think about edge, it's going to be far reaching and coming close to where we live and maybe work and very, um, get entertained and so on and so forth. And there's going to be, uh, intervention in a positive way in the field of medicine, in the field of entertainment, in the field of, um, manufacturing in the field of, um, uh, you know, mobility. When I say mobility, human mobility, people, transportation, and so on and so forth with all of this stuff, cloud is going to be the connective tissue and the vision of cloud first is going to be, uh, you know, blowing through this big change that is going to happen. And the evolution that is going to happen where, you know, the human grace of mankind, um, our person kind of being very gender neutral in today's world. Um, go first needs to be that beacon of, uh, creating the next generation vision for enterprises to take advantage of that kind of an exciting future. And that's why it, Accenture. We say, let there be change as our, as a purpose. >>I genuinely believe that cloud first is going to be in the forefront of that change agenda, both for Accenture as well as for the rest of the world. Excellent. Let there be change, indeed. Thank you so much for joining us Karthik. A pleasure I'm Rebecca night's stay tuned for more of Q3 60 fives coverage of the Accenture executive summit >>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS >>Welcome everyone to the Q virtual and our coverage of the Accenture executive summit, which is part of AWS reinvent 2020. I'm your host Rebecca Knight. Today, we are talking about the green, the cloud and joining me is Kishor Dirk. He is Accenture senior managing director cloud first global services lead. Thank you so much for coming on the show. Kishor nice to meet you. So I want to start by asking you what it is that we mean when we say green cloud, we know that sustainability is a business imperative. So many organizations around the world are committing to responsible innovation, lowering carbon emissions, but what's this, what is it? What does it mean when they talk about cloud from a sustainability perspective? I think it's about responsible innovation being cloud is a cloud first approach that has profits and benefit the clients by helping reduce carbon emissions. >>Think about it this way. You have a large number of data centers. Each of these data centers are increasing by 14% every year. And this double digit growth. What you're seeing is these data centers and the consumption is nearly coolant to the kind of them should have a country like Spain. So the magnitude of the problem that is out there and how do we pursue a green approach. If you look at this, our Accenture analysis, in terms of the migration to public cloud, we've seen that we can reduce that by 59 million tons of CO2 per year with just the 5.9% reduction in total ID emissions and equates this to 22 million cars off the road. And the magnitude of reduction can go a long way in meeting climate change commitments, particularly for data sensitive. >>Wow, that's incredible. What the numbers that you're putting forward are, are absolutely mind blowing. So how does it work? Is it a simple cloud migration? So, you know, when companies begin their cloud journey and then they confront, uh, with them a lot of questions, the decision to make, uh, this particular, uh, element sustainable in the solution and benefits they drive and they have to make wise choices, and then they will be unprecedented level of innovation leading to both a greener planet, as well as, uh, a greener balance sheet, I would say, uh, so effectively it's all about ambition data, the ambition, greater the reduction in carbon emissions. So from a cloud migration perspective, we look at it as a, as a simple solution with approaches and sustainability benefits, uh, that vary based on things it's about selecting the right cloud provider, a very carbon thoughtful provider and the first step towards a sustainable cloud journey. >>And here we're looking at cloud operators, obviously they have different corporate commitments towards sustainability, and that determines how they plan, how they build, uh, their, uh, uh, the data centers, how they are consumed and assumptions that operate there and how they, or they retire their data centers. Then, uh, the next element that you want to do is how do you build it ambition, you know, for some of the companies, uh, and average on-prem, uh, drives about 65% energy reduction and the carbon emissions and reduction number was 84%, which is kind of good, I would say. But then if you could go up to 98% by configuring applications to the cloud, that is significant benefit for, uh, for the board. And obviously it's a, a greener cloud that we're talking about. And then the question is, how far can you go? And, uh, you know, the, obviously the companies have to unlock greater financial societal environmental benefits, and Accenture has this cloud based circular operations and sustainable products and services that we bring into play. So it's a, it's a very thoughtful, broader approach that w bringing in, in terms of, uh, just a simple concept of cloud migration, >>We know that in the COVID era, shifting to the cloud has really become a business imperative. How is Accenture working with its clients at a time when all of this movement has been accelerated? How do you partner and what is your approach in terms of helping them with their migration? >>Yeah, I mean, let, let me talk a little bit about the pandemic and the crisis that is there today. And if you really look at that in terms of how we partnered with a lot of our clients in terms of the cloud first approach, I'll give you a couple of examples. We worked with rolls Royce, McLaren, DHL, and others, as part of the ventilator challenge consortium, again, to, uh, coordinate production of medical ventilator surgically needed for the UK health service. Many of these farms I've taken similar initiatives in, in terms of, uh, you know, from a few manufacturers hand sanitizers and to hand sanitizers, and again, leading passionate labels, making PPE, and again, at the UN general assembly, we launched the end-to-end integration guide that helps company essentially to have a sustainable development goals. And that's how we have parking at a very large scale. >>Uh, and, and if you really look at how we work with our clients and what is Accenture's role there, uh, you know, from, in terms of our clients, you know, there are multiple steps that we look at. One is about, uh, planning, building, deploying, and managing an optimal green cloud solution. And Accenture has this concept of, uh, helping clients with a platform to kind of achieve that goal. And here we are having, we are having a platform or a mine app, which has a module called BGR advisor. And this is a capability that helps you provide optimal green cloud, uh, you know, a business case, and obviously a blueprint for each of our clients and right from the start in terms of how do we complete cloud migration recommendation to an improved solution, accurate accuracy to obviously bringing in the end to end perspective, uh, you know, with this green card advisor capability, we're helping our clients capture what we call as a carbon footprint for existing data centers and provide, uh, I would say the current cloud CO2 emission score that, you know, obviously helps them, uh, with carbon credits that can further that green agenda. >>So essentially this is about recommending a green index score, reducing carbon footprint for migration migrating for green cloud. And if we look at how Accenture itself is practicing what we preach, 95% of our applications are in the cloud. And this migration has helped us, uh, to lead to about $14.5 million in benefit. And in the third year and another 3 million analytics costs that are saved through right-sizing a service consumption. So it's a very broad umbrella and a footprint in terms of how we engage societaly with the UN or our clients. And what is it that we exactly bring to our clients in solving a specific problem? >>Accenture isn't is walking the walk, as you say yes. >>So that's that instead of it, we practice what we preach, and that is something that we take it to heart. We want to have a responsible business and we want to practice it. And we want to advise our clients around that >>You are your own use case. And so they can, they know they can take your advice. So talk a little bit about, um, the global, the cooperation that's needed. We know that conquering this pandemic is going to take a coordinated global effort and talk a little bit about the great reset initiative. First of all, what is that? Why don't we, why don't we start there and then we can delve into it a little bit more. >>Okay. So before we get to how we are cooperating, the great reset, uh, initiative is about improving the state of the world. And it's about a group of global stakeholders cooperating to simultaneously manage the direct consequences of their COVID-19 crisis. Uh, and in spirit of this cooperation that we're seeing during COVID-19, uh, which will obviously either to post pandemic, to tackle the world's pressing issues. As I say, uh, we are increasing companies to realize a combined potential of technology and sustainable impact to use enterprise solutions, to address with urgency and scale, and, um, obviously, uh, multiple challenges that are facing our world. One of the ways that you're increasing, uh, companies to reach their readiness cloud with Accenture's cloud core strategy is to build a solid foundation that is resilient and will be able to faster to the current, as well as future times. Now, when you think of cloud as the foundation, uh, that drives the digital transformation, it's about scale speed, streamlining your operations, and obviously reducing costs. >>And as these businesses seize the construct of cloud first, they must remain obviously responsible and trusted. Now think about this, right, as part of our analysis, uh, that profitability can co-exist with responsible and sustainable practices. Let's say that all the data centers, uh, migrated from on-prem to cloud based, we estimate that would reduce carbon emissions globally by 60 million tons per year. Uh, and think about it this way, right? Easier metric would be taking out 22 million cars off the road. Um, the other examples that you've seen, right, in terms of the NHS work that they're doing, uh, in, in UK to build, uh, uh, you know, uh, Microsoft teams in based integration. And, uh, the platform rolled out for 1.2 million in interest users, uh, and got 16,000 users that we were able to secure, uh, instant messages, obviously complete audio video calls and host virtual meetings across India. So, uh, this, this work that we did with NHS is something that we have are collaborating with a lot of tools and powering businesses. >>Well, you're vividly describing the business case for sustainability. What do you see as the future of cloud when thinking about it from this lens of sustainability, and also going back to what you were talking about in terms of how you are helping your, your fostering cooperation within these organizations. >>Yeah, that's a very good question. So if you look at today, right, businesses are obviously environmentally aware and they are expanding efforts to decrease power consumption, carbon emissions, and they want to run a sustainable operational efficiency across all elements of their business. And this is an increasing trend, and there is that option of energy efficient infrastructure in the global market. And this trend is the cloud first thinking. And with the right cloud migration that we've been discussing is about unlocking new opportunity, like clean energy foundations enable enabled by cloud based geographic analysis, material, waste reductions, and better data insights. And this is something that, uh, uh, we'll we'll drive, uh, with obviously faster analytics platform that is out there. Now, the sustainability is actually the future of business, which is companies that are historically different, the financial security or agility benefits to cloud. Now sustainability becomes an imperative for them. And I would on expedience Accenture's experience with cloud migrations, we have seen 30 to 40% total cost of ownership savings. And it's driving a greater workload, flexibility, better service, your obligation, and obviously more energy efficient, uh, public clouds that cost we'll see that, that drive a lot of these enterprise own data centers. So in our view, what we are seeing is that this, this, uh, sustainable cloud position helps, uh, helps companies to, uh, drive a lot of the goals in addition to their financial and other goods. >>So what should organizations who are, who are watching this interview and saying, Hey, I need to know more, what, what do you recommend to them? And what, where should they go to get more information on Greenplum? >>No, if you you're, if you are a business leader and you're thinking about which cloud provider is good, or how, how should applications be modernized to meet our day-to-day needs, which cloud driven innovations should be priorities. Uh, you know, that's why Accenture, uh, formed up the cloud first organization and essentially to provide the full stack of cloud services to help our clients become a cloud first business. Um, you know, it's all about excavation, uh, the digital transformation innovating faster, creating differentiated, uh, and sustainable value for our clients. And we're powering it up at 70,000 cloud professionals, $3 billion investment, and, uh, bringing together and services for our clients in terms of cloud solutions. And obviously the ecosystem partnership that we have that we are seeing today, uh, and the assets that help our clients realize their goals. Um, and again, to do reach out to us, uh, we can help them determine obviously, an optimal, sustainable cloud for solution that meets the business needs and being unprecedented levels of innovation. Our experience will be our advantage. And now more than ever, Rebecca, >>Just closing us out here. Do you have any advice for these companies who are navigating a great deal of uncertainty? We, what, what do you think the next 12 to 24 months? What do you think that should be on the minds of CEOs as they go through? >>So, as CEO's are thinking about rapidly leveraging cloud, migrating to cloud, uh, one of the elements that we want them to be thoughtful about is can they do that, uh, with unprecedent level of innovation, but also build a greener planet and a greener balance sheet, if we can achieve this balance and kind of, uh, have a, have a world which is greener, I think the world will win. And we all along with Accenture clients will win. That's what I would say, uh, >>Optimistic outlook. And I will take it. Thank you so much. Kishor for coming on the show >>That was >>Accenture's Kishor Dirk, I'm Rebecca Knight stay tuned for more of the cube virtuals coverage of the Accenture executive summit >>Around the globe. >>It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cube virtual and our coverage of the Accenture executive summit. Part of AWS reinvent 2020. I'm your host Rebecca Knight. Today, we are talking about the power of three. And what happens when you bring together the scientific know-how of a global bias biopharmaceutical powerhouse in Takeda, a leading cloud services provider in AWS, and Accenture's ability to innovate, execute, and deliver innovation. Joining me to talk about these things. We have Aaron, sorry, Arjun, baby. He is the senior managing director and chairman of Accenture's diamond leadership council. Welcome Arjun Karl hick. He is the chief digital and information officer at Takeda. >>What is your bigger, thank you, Rebecca >>And Brian bowhead, global director, and head of the Accenture AWS business group at Amazon web services. Thanks so much for coming on. Thank you. So, as I said, we're talking today about this relationship between, uh, your three organizations. Carl, I want to talk with you. I know you're at the beginning of your cloud journey. What was the compelling reason? What, what, why, why move to the cloud and why now? >>Yeah, no, thank you for the question. So, you know, as a biopharmaceutical leader, we're committed to bringing better health and a brighter future to our patients. We're doing that by translating science into some really innovative and life transporting therapies, but throughout, you know, we believe that there's a responsible use of technology, of data and of innovation. And those three ingredients are really key to helping us deliver on that promise. And so, you know, while I think, uh, I'll call it, this cloud journey is already always been a part of our strategy. Um, and we've made some pretty steady progress over the last years with a number of I'll call it diverse approaches to the digital and AI. We just weren't seeing the impact at scale that we wanted to see. Um, and I think that, you know, there's a, there's a need ultimately to, you know, accelerate and, uh, broaden that shift. >>And, you know, we were commenting on this earlier, but there's, you know, it's been highlighted by a number of factors. One of those has been certainly a number of the large acquisitions we've made Shire, uh, being the most pressing example, uh, but also the global pandemic, both of those highlight the need for us to move faster, um, at the speed of cloud, ultimately. Uh, and so we started thinking outside of the box because it was taking us too long and we decided to leverage this strategic partner model. Uh, and it's giving us a chance to think about our challenges very differently. We call this the power of three, uh, and ultimately our focus is singularly on our patients. I mean, they're waiting for us. We need to get there faster. It can take years. And so I think that there is a focus on innovation, um, at a rapid speed, so we can move ultimately from treating conditions to keeping people healthy. >>So as you are embarking on this journey, what are some of the insights you want to share about, about what you're seeing so far? >>Yeah, no, it's a great question. So, I mean, look, maybe right before I highlight some of the key insights, uh, I would say that, you know, with cloud now as the, as the launchpad for innovation, you know, our vision all along has been that in less than 10 years, we want every single to kid, uh, associate we're employed to be empowered by an AI assistant. And I think that, you know, that's going to help us make faster, better decisions. That'll help us, uh, fundamentally deliver transformative therapies and better experiences to, to that ecosystem, to our patients, to physicians, to payers, et cetera, much faster than we previously thought possible. Um, and I think that technologies like cloud and edge computing together with a very powerful I'll call it data fabric is going to help us to create this, this real-time, uh, I'll call it the digital ecosystem. >>The data has to flow ultimately seamlessly between our patients and providers or partners or researchers, et cetera. Uh, and so we've been thinking about this, uh, I'll call it legal, hold up, sort of this pyramid, um, that helps us describe our vision. Uh, and a lot of it has to do with ultimately modernizing the foundation, modernizing and rearchitecting, the platforms that drive the company, uh, heightening our focus on data, which means that there's an accelerated shift towards enterprise data platforms and digital products. And then ultimately, uh, uh, P you know, really an engine for innovation sitting at the very top. Um, and so I think with that, you know, there's a few different, uh, I'll call it insights that, you know, are quickly kind of come zooming into focus. I would say one is this need to collaborate very differently. Um, you know, not only internally, but you know, how do we define ultimately, and build a connected digital ecosystem with the right partners and technologies externally? >>I think the second, uh, component that maybe people don't think as much about, but, you know, I find critically important is for us to find ways of really transforming our culture. We have to unlock talent and shift the culture certainly as a large biopharmaceutical very differently. And then lastly, you've touched on it already, which is, you know, innovation at the speed of cloud. How do we re-imagine that, you know, how do ideas go from getting tested and months to kind of getting tested in days? You know, how do we collaborate very differently? Uh, and so I think those are three, uh, perhaps of the larger I'll call it, uh, insights that, you know, the three of us are spending a lot of time thinking about right now. >>So Arjun, I want to bring you into this conversation a little bit. Let's, let's delve into those a bit. Talk first about the collaboration, uh, that Carl was referencing there. How, how have you seen that it is enabling, uh, colleagues and teams to communicate differently and interact in new and different ways? Uh, both internally and externally, as Carl said, >>No, th thank you for that. And, um, I've got to give call a lot of credit, because as we started to think about this journey, it was clear, it was a bold ambition. It was, uh, something that, you know, we had all to do differently. And so the, the concept of the power of three that Carl has constructed has become a label for us as a way to think about what are we going to do to collectively drive this journey forward. And to me, the unique ways of collaboration means three things. The first one is that, um, what is expected is that the three parties are going to come together and it's more than just the sum of our resources. And by that, I mean that we have to bring all of ourselves, all of our collective capabilities, as an example, Amazon has amazing supply chain capabilities. >>They're one of the best at supply chain. So in addition to resources, when we have supply chain innovations, uh, that's something that they're bringing in addition to just, uh, talent and assets, similarly for Accenture, right? We do a lot, uh, in the talent space. So how do we bring our thinking as to how we apply best practices for talent to this partnership? So, um, as we think about this, so that's, that's the first one, the second one is about shared success very early on in this partnership, we started to build some foundations and actually develop seven principles that all of us would look at as the basis for this success shared success model. And we continue to hold that sort of in the forefront, as we think about this collaboration. And maybe the third thing I would say is this one team mindset. So whether it's the three of our CEOs that get together every couple of months to think about, uh, this partnership, or it is the governance model that Carl has put together, which has all three parties in the governance and every level of leadership, we always think about this as a collective group, so that we can keep that front and center. >>And what I think ultimately has enabled us to do is it allowed us to move at speed, be more flexible. And ultimately all we're looking at the target the same way, the North side, the same way. >>Brian, what about you? What have you observed and what are you thinking about in terms of how this is helping teams collaborate differently? >>Yeah, absolutely. And RJ made some, some great points there. And I think if you really think about what he's talking about, it's that, that diversity of talent, diversity of skill and viewpoint and even culture, right? And so we see that in the power of three. And then I think if we drill down into what we see at Takeda, and frankly, Takeda was, was really, I think, pretty visionary and on their way here, right. And taking this kind of cross-functional approach and applying it to how they operate day to day. So moving from a more functional view of the world to more of a product oriented view of the world, right? So when you think about we're going to be organized around a product or a service or a capability that we're going to provide to our customers or our patients or donors in this case, it implies a different structure, although altogether, and a different way of thinking, right? >>Because now you've got technical people and business experts and marketing experts, all working together in this is sort of cross collaboration. And what's great about that is it's really the only way to succeed with cloud, right? Because the old ways of thinking where you've got application people and infrastructure, people in business, people is suboptimal, right? Because we can all access this tool was, and these capabilities and the best way to do that, isn't across kind of a cross collaborative way. And so this is product oriented mindset. It's a keto was already on. I think it's allowed us to move faster in those areas. >>Carl, I want to go back to this idea of unlocking talent and culture. And this is something that both Brian and Arjun have talked about too. People are, are an essential part of their, at the heart of your organization. How will their experience of work change and how are you helping re-imagine and reinforce a strong organizational culture, particularly at this time when so many people are working remotely. >>Yeah. It's a great question. And it's something that, you know, I think we all have to think a lot about, I mean, I think, um, you know, driving this, this call it, this, this digital and data kind of capability building, uh, takes a lot of, a lot of thinking. So, I mean, there's a few different elements in terms of how we're tackling this one is we're recognizing, and it's not just for the technology organization or for those actors that, that we're innovating with, but it's really across all of the Cato where we're working through ways of raising what I'll call the overall digital leaders literacy of the organization, you know, what are the, you know, what are the skills that are needed almost at a baseline level, even for a global bio-pharmaceutical company and how do we deploy, I'll call it those learning resources very broadly. >>And then secondly, I think that, you know, we're, we're very clear that there's a number of areas where there are very specialized skills that are needed. Uh, my organization is one of those. And so, you know, we're fostering ways in which, you know, we're very kind of quickly kind of creating, uh, avenues excitement for, for associates in that space. So one example specifically, as we use, you know, during these very much sort of remote, uh, sort of days, we, we use what we call global it days, and we set a day aside every single month and this last Friday, um, you know, we, we create during that time, it's time for personal development. Um, and we provide active seminars and training on things like, you know, robotic process automation, data analytics cloud, uh, in this last month we've been doing this for months and months now, but in his last month, more than 50% of my organization participated, and there's this huge positive shift, both in terms of access and excitement about really harnessing those new skills and being able to apply them. >>Uh, and so I think that that's, you know, one, one element that, uh, can be considered. And then thirdly, um, of course, every organization to work on, how do you prioritize talent, acquisition and management and competencies that you can't rescale? I mean, there are just some new capabilities that we don't have. And so there's a large focus that I have with our executive team and our CEO and thinking through those critical roles that we need to activate in order to kind of, to, to build on this, uh, this business led cloud transformation. And lastly, probably the hardest one, but the one that I'm most jazzed about is really this focus on changing the mindsets and behaviors. Um, and I think there, you know, this is where the power of three is, is really, uh, kind of coming together nicely. I mean, we're working on things like, you know, how do we create this patient obsessed curiosity, um, and really kind of unlock innovation with a real, kind of a growth mindset. >>Uh, and the level of curiosity that's needed, not to just continue to do the same things, but to really challenge the status quo. So that's one big area of focus we're having the agility to act just faster. I mean, to worry less, I guess I would say about kind of the standard chain of command, but how do you make more speedy, more courageous decisions? And this is places where we can emulate the way that a partner like AWS works, or how do we collaborate across the number of boundaries, you know, and I think, uh, Arjun spoke eloquently to a number of partnerships that we can build. So we can break down some of these barriers and use these networks, um, whether it's within our own internal ecosystem or externally to help, to create value faster. So a lot of energy around ways of working and we'll have to check back in, but I mean, we're early in on this mindset and behavioral shift, um, but a lot of good early momentum. >>Carl you've given me a good segue to talk to Brian about innovation, because you said a lot of the things that I was the customer obsession and this idea of innovating much more quickly. Obviously now the world has its eyes on drug development, and we've all learned a lot about it, uh, in the past few months and accelerating drug development is all, uh, is of great interest to all of us. Brian, how does a transformation like this help a company's, uh, ability to become more agile and more innovative and at a quicker speed to, >>Yeah, no, absolutely. And I think some of the things that Carl talked about just now are critical to that, right? I think where sometimes folks fall short is they think, you know, we're going to roll out the technology and the technology is going to be the silver bullet where we're, in fact it is the culture. It is, is the talent. And it's the focus on that. That's going to be, you know, the determinant of success. And I will say, you know, in this power of three arrangement and Carl talked a little bit about the pyramid, um, talent and culture and that change, and the kind of thinking about that has been a first-class citizen since the very beginning, right. That absolutely is critical for, for being there. Um, and, and so that's been, that's been key. And so we think about innovation at Amazon and AWS, and Carl mentioned some of the things that, you know, partner like AWS can bring to the table is we talk a lot about builders, right? >>So kind of obsessive about builders. Um, and, and we meet what we mean by that is we at Amazon, we hire for builders, we cultivate builders and we like to talk to our customers about it as well. And it also implies a different mindset, right? When you're a builder, you have that, that curiosity, you have that ownership, you have that stake in whatever I'm creating, I'm going to be a co-owner of this product or this service, right. Getting back to that kind of product oriented mindset. And it's not just the technical people or the it people who are builders. It is also the business people as, as Carl talked about. Right. So when we start thinking about, um, innovation again, where we see folks kind of get into a little bit of a innovation pilot paralysis, is that you can focus on the technology, but if you're not focusing on the talent and the culture and the processes and the mechanisms, you're going to be putting out technology, but you're not going to have an organization that's ready to take it and scale it and accelerate it. >>Right. And so that's, that's been absolutely critical. So just a couple of things we've been doing with, with Takeda and Decatur has really been leading the way is, think about a mechanism and a process. And it's really been working backward from the customer, right? In this case, again, the patient and the donor. And that was an easy one because the key value of Decatur is to be a patient focused bio-pharmaceutical right. So that was embedded in their DNA. So that working back from that, that patient, that donor was a key part of that process. And that's really deep in our DNA as well. And Accenture's, and so we were able to bring that together. The other one is, is, is getting used to experimenting and even perhaps failing, right. And being able to iterate and fail fast and experiment and understanding that, you know, some decisions, what we call it at Amazon or two-way doors, meaning you can go through that door, not like what you see and turn around and go back. And cloud really helps there because the costs of experimenting and the cost of failure is so much lower than it's ever been. You can do it much faster and the implications are so much less. So just a couple of things that we've been really driving, uh, with the cadence around innovation, that's been really critical. Carl, where are you already seeing signs of success? >>Yeah, no, it's a great question. And so we chose, you know, uh, with our focus on innovation to try to unleash maybe the power of data digital in, uh, in focusing on what I call sort of a Maven. And so we chose our, our, our plasma derived therapy business, um, and you know, the plasma-derived therapy business unit, it develops critical life-saving therapies for patients with rare and complex diseases. Um, but what we're doing is by bringing kind of our energy together, we're focusing on creating, I'll call it state of the art digitally connected donation centers. And we're really modernizing, you know, the, the, the donor experience right now, we're trying to, uh, improve also I'll call it the overall plasma collection process. And so we've, uh, selected a number of alcohol at a very high speed pilots that we're working through right now, specifically in this, in this area. And we're seeing >>Really great results already. Um, and so that's, that's one specific area of focus are Jen, I want you to close this out here. Any ideas, any best practices advice you would have for other pharmaceutical companies that are, that are at the early stage of their cloud journey? Yes. Sorry. Arjun. >>Yeah, no, I was breaking up a bit. No, I think they, um, the key is what what's sort of been great for me to see is that when people think about cloud, you know, you always think about infrastructure technology. The reality is that the cloud is really the true enabler for innovation and innovating at scale. And, and if you think about that, right, in all the components that you need, uh, ultimately that's where the value is for the company, right? Because yes, you're going to get some cost synergies and that's great, but the true value is in how do we transform the organization in the case of the Qaeda and the life sciences clients, right. We're trying to take a 14 year process of research and development that takes billions of dollars and compress that right. Tremendous amounts of innovation opportunity. You think about the commercial aspect, lots of innovation can come there. The plasma derived therapy is a great example of how we're going to really innovate to change the trajectory of that business. So I think innovation is at the heart of what most organizations need to do. And the formula, the cocktail that Takeda has constructed with this Fuji program really has all the ingredients, um, that are required for that success. >>Great. Well, thank you so much. Arjun, Brian and Carl was really an enlightening conversation. >>Thank you. Yeah, it's been fun. Thanks Rebecca. >>And thank you for tuning into the cube. Virtual is coverage of the Accenture executive summit >>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cubes coverage of Accenture executive summit here at AWS reinvent. I'm your host Rebecca Knight for this segment? We have two guests. First. We have Helen Davis. She is the senior director of cloud platform services, assistant director for it and digital for the West Midlands police. Thanks so much for coming on the show, Helen, and we also have Matthew lb. He is Accenture health and public service associate director and West Midlands police account lead. Thanks so much for coming on the show. Matthew, thank you for joining us. So we are going to be talking about delivering data-driven insights to the West Midlands police force. Helen, I want to start with >>You. Can you tell us a little bit about the West Midlands police force? How big is the force and also what were some of the challenges that you were grappling with prior to this initiative? >>Yeah, certainly. So Westerners police is the second largest police force in the UK, outside of the metropolitan police in London. Um, we have an excessive, um, 11,000 people work at Westman ins police serving communities, um, through, across the Midlands region. So geographically, we're quite a big area as well, as well as, um, being population, um, density, having that as a, at a high level. Um, so the reason we sort of embarked on the data-driven insights platform and it, which was a huge change for us was for a number of reasons. Um, namely we had a lot of disparate data, um, which was spread across a range of legacy systems that were many, many years old, um, with some duplication of what was being captured and no single view for offices or, um, support staff. Um, some of the access was limited. You have to be in a, in an actual police building on a desktop computer to access it. Um, other information could only reach the offices on the front line, through a telephone call back to one of our enabling services where they would do a manual checkup, um, look at the information, then call the offices back, um, and tell them what they needed to know. So it was a very long laborious, um, process and not very efficient. Um, and we certainly weren't exploiting the data that we had in a very productive way. >>So it sounds like as you're describing, and I'm old clunky system that needed a technological, uh, reimagination. So what was the main motivation for, for doing, for making this shift? >>It was really, um, about making us more efficient and more effective in how we do how we do business. So, um, you know, certainly as a, as an it leader and some of my operational colleagues, we recognize the benefits, um, that data analytics could bring in, uh, in a policing environment, not something that was, um, really done in the UK at the time. You know, we have a lot of data, so we're very data rich and the information that we have, but we needed to turn it into information that was actionable. So that's where we started looking for, um, technology partners and suppliers to help us and sort of help us really with what's the art of the possible, you know, this hasn't been done before. So what could we do in this space? That's appropriate, >>Helen. I love that idea. What is the art of the possible, can you tell us a little bit about why you chose AWS? >>I think really, you know, as with all things and when we're procuring a partner in the public sector that, you know, there are many rules and regulations quite rightly as you would expect that to be because we're spending public money. So we have to be very, very careful and, um, it's, it's a long process and we have to be open to public scrutiny. So, um, we sort of look to everything, everything that was available as part of that process, but we recognize the benefits that Clyde would provide in this space because, you know, we're like moving to a cloud environment. We would literally be replacing something that was legacy with something that was a bit more modern. Um, that's not what we wanted to do. Our ambition was far greater than that. So I think, um, in terms of AWS, really, it was around scalability, interoperability, you know, just us things like the disaster recovery service, the fact that we can scale up and down quickly, we call it dialing up and dialing back. Um, you know, it's it's page go. So it just sort of ticked all the boxes for us. And then we went through the full procurement process, fortunately, um, it came out on top for us. So we were, we were able to move forward, but it just sort of had everything that we were looking for in that space. >>Matthew, I want to bring you into the conversation a little bit here. How are you working with a wet with the West Midlands police, sorry. And helping them implement this cloud-first >>Yeah, so I guess, um, by January the West Midlands police started, um, favorite five years ago now. So, um, we set up a partnership with the fools. I wanted to operate in a way that was very different to a traditional supplier relationship. Um, secretary that the data difference insights program is, is one of many that we've been working with last on, um, over the last five years, um, as having said already, um, cloud gave a number of, uh, advantages certainly from a big data perspective and things that, that enabled us today. Um, I'm from an Accenture perspective that allowed us to bring in a number of the different teams that we have say, cloud teams, security teams, um, and drafted from an insurance perspective, as well as the more traditional services that people would associate with the country. >>I mean, so much of this is about embracing comprehensive change to experiment and innovate and try different things. Matthew, how, how do you help, uh, an entity like West Midlands police think differently when they are, there are these ways of doing things that people are used to, how do you help them think about what is the art of the possible, as Helen said, >>There's a few things to that enable those being critical is trying to co-create solutions together. Yeah. There's no point just turning up with, um, what we think is the right answer, try and say, um, collectively work three, um, the issues that the fullest is seeing and the outcomes they're looking to achieve rather than simply focusing on a long list of requirements, I think was critical and then being really open to working together to create the right solution. Um, rather than just, you know, trying to pick something off the shelf that maybe doesn't fit the forces requirements in the way that it should too, >>Right. It's not always a one size fits all. >>Obviously, you know, today what we believe is critical is making sure that we're creating something that met the forces needs, um, in terms of the outcomes they're looking to achieve the financial envelopes that were available, um, and how we can deliver those in a, uh, iterative agile way, um, rather than spending years and years, um, working towards an outcome, um, that is gonna update before you even get that. >>So Helen, how, how are things different? What kinds of business functions and processes have been re-imagined in, in light of this change and this shift >>It's, it's actually unrecognizable now, um, in certain areas of the business as it was before. So to give you a little bit of, of context, when we, um, started working with essentially an AWS on the data driven insights program, it was very much around providing, um, what was called locally, a wizzy tool for our intelligence analyst to interrogate data, look at data, you know, decide whether they could do anything predictive with it. And it was very much sort of a back office function to sort of tidy things up for us and make us a bit better in that, in that area or a lot better in that area. And it was rolled out to a number of offices, a small number on the front line. Um, and really it was, um, in line with a mobility strategy that we, hardware officers were getting new smartphones for the first time, um, to do sort of a lot of things on, on, um, policing apps and things like that to again, to avoid them, having to keep driving back to police stations, et cetera. >>And the pilot was so successful. Every officer now has access to this data, um, on their mobile devices. So it literally went from a handful of people in an office somewhere using it to do sort of clever whizzbang things to, um, every officer in the force, being able to access that level of data at their fingertips. Literally. So what they were touched we've done before is if they needed to check and address or check details of an individual, um, just as one example, they would either have to, in many cases, go back to a police station to look it up themselves on a desktop computer. Well, they would have to make a call back to a centralized function and speak to an operator, relay the questions, either, wait for the answer or wait for a call back with the answer when those people are doing the data interrogation manually. >>So the biggest change for us is the self-service nature of the data we now have available. So officers can do it themselves on their phone, wherever they might be. So the efficiency savings from that point of view are immense. And I think just parallel to that is the quality of our, because we had a lot of data, but just because you've got a lot of data and a lot of information doesn't mean it's big data and it's valuable necessarily. Um, so again, it was having the single source of truth as we, as we call it. So you know that when you are completing those safe searches and getting the responses back, that it is the most accurate information we hold. And also you're getting it back within minutes, as opposed to, you know, half an hour, an hour or a drive back to a station. So it's making officers more efficient and it's also making them safer. The more efficient they are, the more time they have to spend out with the public doing what they, you know, we all should be doing, >>Seen that kind of return on investment, because what you were just describing with all the steps that we needed to be taken in prior to this, to verify an address say, and those are precious seconds when someone's life is on the line in, in sort of in the course of everyday police work. >>Absolutely. Yeah, absolutely. It's difficult to put a price on it. It's difficult to quantify. Um, but all the, you know, the minutes here and that certainly add up to a significant amount of efficiency savings, and we've certainly been able to demonstrate the officers are spending less time up police stations as a result or more time out on the front frontline also they're safer because they can get information about what may or may not be and address what may or may not have occurred in an area before very, very quickly without having to wait. >>Thank you. I want to hear your observations of working so closely with this West Midlands police. Have you noticed anything about changes in its culture and its operating model in how police officers interact with one another? Have you seen any changes since this technology change? >>What's unique about the Western new misplaces, the buy-in from the top down, the chief and his exact team and Helen as the leader from an IOT perspective, um, the entire force is bought in. So what is a significant change program? Uh, I'm not trickles three. Um, everyone in the organization, um, change is difficult. Um, and there's a lot of time effort. That's been put into both the technical delivery and the business change and adoption aspects around each of the projects. Um, but you can see the step change that is making in each aspect to the organization, uh, and where that's putting West Midlands police as a leader in, um, technology I'm policing in the UK. And I think globally, >>And this is a question for both of you because Matthew, as you said, change is difficult and there is always a certain intransigence in workplaces about this is just the way we've always done things and we're used to this and don't try us to get us. Don't try to get us to do anything new here. It works. How do you get the buy-in that you need to do this kind of digital transformation? >>I think it, it would be wrong to say it was easy. Um, um, we also have to bear in mind that this was one program in a five-year program. So there was a lot of change going on, um, both internally for some of our back office functions, as well as front Tai, uh, frontline offices. So with DDI in particular, I think the stat change occurred when people could see what it could do for them. You know, we had lots of workshops and seminars where we all talk about, you know, big data and it's going to be great and it's data analytics and it's transformational, you know, and quite rightly people that are very busy doing a day job that not necessarily technologists in the main and, you know, are particularly interested quite rightly so in what we are not dealing with the cloud, you know? >>And it was like, yeah, okay. It's one more thing. And then when they started to see on that, on their phones and what teams could do, that's when it started to sell itself. And I think that's when we started to see, you know, to see the stat change, you know, and, and if we, if we have any issues now it's literally, you know, our help desks in meltdown. Cause everyone's like, well, we call it manage without this anymore. And I think that speaks for itself. So it doesn't happen overnight. It's sort of incremental changes and then that's a step change in attitude. And when they see it working and they see the benefits, they want to use it more. And that's how it's become fundamental to all policing by itself, really, without much selling >>You, Helen just made a compelling case for how to get buy in. Have you discovered any other best practices when you are trying to get everyone on board for this kind of thing? >>We've um, we've used a lot of the traditional techniques, things around comms and engagement. We've also used things like, um, the 30 day challenge and nudge theory around how can we gradually encourage people to use things? Um, I think there's a point where all of this around, how do we just keep it simple and keep it user centric from an end user perspective? I think DDI is a great example of where the, the technology is incredibly complex. The solution itself is, um, you know, extremely large and, um, has been very difficult to, um, get delivered. But at the heart of it is a very simple front end for the user to encourage it and take that complexity away from them. Uh, I think that's been critical through the whole piece of DDR. >>One final word from Helen. I want to hear, where do you go from here? What is the longterm vision? I know that this has made productivity, um, productivity savings equivalent to 154 full-time officers. Uh, what's next, >>I think really it's around, um, exploiting what we've got. Um, I use the phrase quite a lot, dialing it up, which drives my technical architects crazy. But so, because it's apparently not that simple, but, um, you know, we've, we've been through significant change in the last five years and we are still continuing to batch all of those changes into everyday, um, operational policing. But what we need to see is we need to exploit and build on the investments that we've made in terms of data and claims specifically, the next step really is about expanding our pool of data and our functions. Um, so that, you know, we keep getting better and better at this. And the more we do, the more data we have, the more refined we can be, the more precise we are with all of our actions. Um, you know, we're always being expected to, again, look after the public purse and do more for less. >>And I think this is certainly an and our cloud journey and, and cloud first by design, which is where we are now, um, is helping us to be future-proofed. So for us, it's very much an investment. And I see now that we have good at embedded in operational policing for me, this is the start of our journey, not the end. So it's really exciting to see where we can go from here. Exciting times. Indeed. Thank you so much. Lily, Helen and Matthew for joining us. I really appreciate it. Thank you. And you are watching the cube stay tuned for more of the cubes coverage of the AWS reinvent Accenture executive summit. I'm Rebecca Knight from around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome to the cube virtual coverage of the executive summit at AWS reinvent 2020 virtual. This is the cube virtual. We can't be there in person like we are every year we have to be remote. This executive summit is with special programming supported by Accenture where the cube virtual I'm your host John for a year, we had a great panel here called uncloud first digital transformation from some experts, Stuart driver, the director of it and infrastructure and operates at lion Australia, Douglas Regan, managing director, client account lead at lion for Accenture as a deep Islam associate director application development lead for Centure gentlemen, thanks for coming on the cube virtual that's a mouthful, all that digital, but the bottom line it's cloud transformation. This is a journey that you guys have been on together for over 10 years to be really a digital company. Now, some things have happened in the past year that kind of brings all this together. This is about the next generation organization. So I want to ask Stuart you first, if you can talk about this transformation at lion has undertaken some of the challenges and opportunities and how this year in particular has brought it together because you know, COVID has been the accelerant of digital transformation. Well, if you're 10 years in, I'm sure you're there. You're in the, uh, on that wave right now. Take a minute to explain this transformation journey. >>Yeah, sure. So a number of years back, we, we looked at kind of our infrastructure in our landscape trying to figure out where we >>Wanted to go next. And we were very analog based and stuck in the old it groove of, you know, Capitol reef rash, um, struggling to transform, struggling to get to a digital platform and we needed to change it up so that we could become very different business to the one that we were back then obviously cloud is an accelerant to that. And we had a number of initiatives that needed a platform to build on. And a cloud infrastructure was the way that we started to do that. So we went through a number of transformation programs that we didn't want to do that in the old world. We wanted to do it in a new world. So for us, it was partnering up with a dried organizations that can take you on the journey and, uh, you know, start to deliver bit by bit incremental progress, uh, to get to the, uh, I guess the promise land. >>Um, we're not, not all the way there, but to where we're on the way along. And then when you get to some of the challenges like we've had this year, um, it makes all of the hard work worthwhile because you can actually change pretty quickly, um, provide capacity and, uh, and increase your environments and, you know, do the things that you need to do in a much more dynamic way than we would have been able to previously where we might've been waiting for the hardware vendors, et cetera, to deliver capacity. So for us this year, it's been a pretty strong year from an it perspective and delivering for the business needs >>Before I hit the Douglas. I want to just real quick, a redirect to you and say, you know, if all the people said, Oh yeah, you got to jump on cloud, get in early, you know, a lot of naysayers like, well, wait till to mature a little bit, really, if you got in early and you, you know, paying your dues, if you will taking that medicine with the cloud, you're really kind of peaking at the right time. Is that true? Is that one of the benefits that comes out of this getting in the cloud? Yeah, >>John, this has been an unprecedented year, right. And, um, you know, Australia, we had to live through Bush fires and then we had covert and, and then we actually had to deliver a, um, a project on very nice transformational project, completely remote. And then we also had had some, some cyber challenges, which is public as well. And I don't think if we weren't moved into and enabled through the cloud, we would have been able to achieve that this year. It would have been much different and would have been very difficult to do the backing. We're able to work and partner with Amazon through this year, which is unprecedented and actually come out the other end and we've delivered a brand new digital capability across the entire business. Um, in many, you know, wouldn't have been impossible if we could, I guess, stayed in the old world. The fact that we were moved into the new Naval by the new allowed us to work in this unprecedented year. >>Just quilt. What's your personal view on this? Because I've been saying on the Cuban reporting necessity is the mother of all invention and the word agility has been kicked around as kind of a cliche, Oh, it'd be agile. You know, we're going to get the city, you get a minute on specifically, but from your perspective, uh, Douglas, what does that mean to you? Because there is benefits there for being agile. And >>I mean, I think as Stuart mentioned, right, in a lot of these things we try to do and, you know, typically, you know, hardware and, uh, the last >>To be told and, and, and always on the critical path to be done, we really didn't have that in this case, what we were doing with our projects in our deployments, right. We were able to move quickly able to make decisions in line with the business and really get things going. Right. So you see a lot of times in a traditional world, you have these inhibitors, you have these critical path, it takes weeks and months to get things done as opposed to hours and days, and, and truly allowed us to, we had to, you know, VJ things, move things. And, you know, we were able to do that in this environment with AWS to support and the fact that they can kind of turn things off and on as quickly as we needed. >>Yeah. Cloud-scale is great for speed. So DECA, Gardez get your thoughts on this cloud first mission, you know, it, you know, the dev ops world, they saw this early, that jumping in there, they saw the, the, the agility. Now the theme this year is modern applications with the COVID pandemic pressure, there's real business pressure to make that happen. How did you guys learn to get there fast? And what specifically did you guys do at Accenture and how did it all come together? Can you take us inside kind of how it played out? >>Right. So, yeah, we started off with, as we do in most cases with a much more bigger group, and we worked with lions functional experts and, uh, the lost knowledge that allowed the infrastructure had. Um, we then applied our journey to cloud strategy, which basically revolves around the seminars and, and, uh, you know, the deep three steps from our perspective, uh, assessing the current and bottom and setting up the new cloud environment. And as we go modernizing and, and migrating these applications to the cloud now, you know, one of the key things that, uh, you know, we learned along this journey was that, you know, you can have the best plans, but bottom line that we were dealing with, we often than not have to make changes, uh, what a lot of agility and also work with a lot of collaboration with the, uh, lion team, as well as, uh, uh, AWS. I think the key thing for me was being able to really bring it all together. It's not just, uh, you know, we want to hear it's all of us working together to make this happen. >>What were some of the learnings real quick journey there? >>So I think perspective, the key learnings were that, you know, uh, you know, work, when you look back at, uh, the, the infrastructure that was that we were trying to migrate over to the cloud. A lot of the documentation, et cetera, was not, uh, available. We were having to, uh, figure out a lot of things on the fly. Now that really required us to have, uh, uh, people with deep expertise who could go into those environments and, and work out, uh, you know, the best ways to, to migrate the workloads to the cloud. Uh, I think, you know, the, the biggest thing for me was making sure all the had on that real SMEs across the board globally, that we could leverage across the various technologies, uh, uh, and, and, and, you know, that would really work in our collaborative and agile environment with line. >>Let's do what I got to ask you. How did you address your approach to the cloud and what was your experience? >>Yeah, for me, it's around getting the foundations right. To start with and then building on them. Um, so, you know, you've got to have your, your, your process and you've got to have your, your kind of your infrastructure there and your blueprints ready. Um, AWS do a great job of that, right. Getting the foundations right. And then building upon it, and then, you know, partnering with Accenture allows you to do that very successfully. Um, I think, um, you know, the one thing that was probably surprising to us when we started down this journey and kind of after we got a long way down the track and looking backwards is actually how much you can just turn off. Right? So a lot of stuff that you, uh, you get electric with a legacy in your environment, and when you start to work through it with the types of people that civic just mentioned, you know, the technical expertise working with the business, um, you can really rationalize your environment and, uh, you know, cloud is a good opportunity to do that, to drive that legacy out. >>Um, so you know, a few things there, the other thing is, um, you've got to try and figure out the benefits that you're going to get out of moving here. So there's no point in just taking something that is not delivering a huge amount of value in the traditional world, moving it into the cloud, and guess what is going to deliver the same limited amount of value. So you've got to transform it, and you've got to make sure that you build it for the future and understand exactly what you're trying to gain out of it. So again, you need a strong collaboration. You need a good partners to work with, and you need good engagement from the business as well, because the kind of, uh, you know, digital transformation, cloud transformation, isn't really an it project, I guess, fundamentally it is at the core, but it's a business project that you've got to get the whole business aligned on. You've got to make sure that your investment streams are appropriate and that's, uh, you're able to understand the benefits and the value that say, you're going to drive back towards the business. >>Let's do it. If you don't mind me asking, what was some of the obstacles you encountered or learnings, um, that might different from the expectation we all been there, Hey, you know, we're going to change the world. Here's the sales pitch, here's the outcome. And then obviously things happen, you know, you learn legacy, okay. Let's put some containerization around that cloud native, um, all that rational. You're talking about what are, and you're going to have obstacles. That's how you learn. That's how perfection has developed. How, what obstacles did you come up with and how are they different from your expectations going in? >>Yeah, they're probably no different from other people that have gone down the same journey. If I'm totally honest, the, you know, 70 or 80% of what you do is relatively easy of the known quantity. It's relatively modern architectures and infrastructures, and you can upgrade, migrate, move them into the cloud, whatever it is, rehost, replatform, rearchitect, whatever it is you want to do, it's the other stuff, right? It's the stuff that always gets left behind. And that's the challenge. It's, it's getting that last bit over the line and making sure that you haven't been invested in the future while still carrying all of your legacy costs and complexity within your environment. So, um, to be quite honest, that's probably taken longer and has been more of a challenge than we thought it would be. Um, the other piece I touched on earlier on in terms of what was surprising was actually how much of, uh, your environment is actually not needed anymore. >>When you start to put a critical eye across it and understand, um, uh, ask the tough questions and start to understand exactly what, what it is you're trying to achieve. So if you ask a part of a business, do they still need this application or this service a hundred percent of the time, they will say yes until you start to lay out to them, okay, now I'm going to cost you this to migrate it or this, to run it in the future. And, you know, here's your ongoing costs and, you know, et cetera, et cetera. And then, uh, for a significant amount of those answers, you get a different response when you start to layer on the true value of it. So you start to flush out those hidden costs within the business, and you start to make some critical decisions as a company based on, uh, based on that. So that was a little tougher than we first thought and probably broader than we thought there was more of that than we anticipated, um, which actually results in a much cleaner environment, post post migration, >>You know, the old expression, if it moves automated, you know, it's kind of a joke on government, how they want to tax everything, you know, you want to automate, that's a key thing in cloud, and you've got to discover those opportunities to create value Stuart and Siddique. Mainly if you can weigh in on this love to know the percentage of total cloud that you have now, versus when you started, because as you start to uncover whether it's by design for purpose, or you discover opportunity to innovate, like you guys have, I'm sure it kind of, you took on some territory inside Lyon, what percentage of cloud now versus start? >>Yeah. And at the start it was minimal, right. You know, close to zero, right. Single and single digits. Right. It was mainly SAS environments that we had, uh, sitting in clouds when we, uh, when we started, um, Doug mentioned earlier on a really significant transformation project, um, that we've undertaken and recently gone live on a multi-year one. Um, you know, that's all stood up on AWS and is a significant portion of our environment, um, in terms of what we can move to cloud. Uh, we're probably at about 80 or 90% now. And the balance bit is, um, legacy infrastructure that is just going to retire as we go through the cycle rather than migrate to the cloud. Um, so we are significantly cloud-based and, uh, you know, we're reaping the benefits of it in a year, like 2020, and makes you glad that you did all of the hard yards in the previous years when you started that business challenges thrown out as, >>So do you any common reaction still the cloud percentage penetration? >>Sorry, I didn't, I didn't guys don't, but I, I was going to say it was, I think it's like the 80 20 rule, right? We, we, we worked really hard in the, you know, I think 2018, 19 to get any person off, uh, after getting onto the cloud and, or the last year is the 20% that we have been migrating. And Stuart said like a non-athlete that is also, that's going to be the diet. And I think our next big step is going to be obviously, you know, the icing on the cake, which is to decommission all these apps as well. Right. So, you know, to get the real benefits out of, uh, the whole conservation program from a, uh, from a >>Douglas and Stewart, can you guys talk about the decision around the cloud because you guys have had success with AWS, why AWS how's that decision made? Can you guys give some insight into some of those thoughts? >>I can, I can start, start off. I think back when the decision was made and it was, Oh, it was a while back, um, you know, there's some clear advantages of moving relay, Ws, a lot of alignment with some of the significant projects and, uh, the trend, that particular one big transformation project that we've alluded to as well. Um, you know, we needed some, um, some very robust and, um, just future proof and, um, proven technology. And AWS gave that to us. We needed a lot of those blueprints to help us move down the path. We didn't want to reinvent everything. So, um, you know, having a lot of that legwork done for us and an AWS gives you that, right. And particularly when you partner up with, uh, with a company like Accenture as well, you get combinations of the technology and the skills and the knowledge to, to move you forward in that direction. >>So, um, you know, for us, it was a, uh, uh, it was a decision based on, you know, best of breed, um, you know, looking forward and, and trying to predict the future needs and, and, and kind of the environmental that we might need. Um, and, you know, partnering up with organizations that can take you on the journey. Yeah. And just to build on it. So obviously, you know, lion's like an NWS, but, you know, we knew it was a very good choice given that, um, uh, the skills and the capability that we had, as well as the assets and tools we had to get the most out of, um, out of AWS. And obviously our, our CEO globally is just spending, you know, announcement about a huge investment that we're making in cloud. Um, but you know, we've, we've worked very well. AWS, we've done some joint workshops and joint investments, um, some joint POC. So yeah, w we have a very good working relationship, AWS, and I think, um, one incident to reflect upon whether it's cyber it's and again, where we actually jointly, you know, dove in with, um, with Amazon and some of their security experts and our experts. And we're able to actually work through that with mine quite successful. So, um, you know, really good behaviors as an organization, but also really good capabilities. >>Yeah. As you guys, you're essential cloud outcomes, research shown, it's the cycle of innovation with the cloud. That's creating a lot of benefits, knowing what you guys know now, looking back certainly COVID is impacted a lot of people kind of going through the same process, knowing what you guys know now, would you advocate people to jump on this transformation journey? If so, how, and what tweaks they make, which changes, what would you advise? >>Uh, I might take that one to start with. Um, I hate to think where we would have been when, uh, COVID kicked off here in Australia and, you know, we were all sent home, literally were at work on the Friday, and then over the weekend. And then Monday, we were told not to come back into the office and all of a sudden, um, our capacity in terms of remote access and I quadrupled, or more four, five X, what we had on the Friday we needed on the Monday. And we were able to stand that up during the day Monday into Tuesday, because we were cloud-based and, uh, you know, we just spun up your instances and, uh, you know, sort of our licensing, et cetera. And we had all of our people working remotely, um, within, uh, you know, effectively one business day. Um, I know peers of mine in other organizations and industries that are relying on kind of a traditional wise and getting hardware, et cetera, that were weeks and months before they could get there the right hardware to be able to deliver to their user base. >>So, um, you know, one example where you're able to scale and, uh, um, get, uh, get value out of this platform beyond probably what was anticipated at the time you talk about, um, you know, less the, in all of these kinds of things. And you can also think of a few scenarios, but real world ones where you're getting your business back up and running in that period of time is, is just phenomenal. There's other stuff, right? There's these programs that we've rolled out, you do your sizing, um, and in the traditional world, you would just go out and buy more servers than you need. And, you know, probably never realize the full value of those, you know, the capability of those servers over the life cycle of them. Whereas, you know, in a cloud world, you put in what you think is right. And if it's not right, you pump it up a little bit when, when all of your metrics and so on, tell you that you need to bump it up. And conversely you scale it down at the same rate. So for us, with the types of challenges and programs and, uh, uh, and just business need, that's come at as this year, uh, we wouldn't have been able to do it without a strong cloud base, uh, to, uh, to move forward. >>You know, Douglas, one of the things I talked to, a lot of people on the right side of history who have been on the right wave with cloud, with the pandemic, and they're happy, they're like, and they're humble. Like, well, we're just lucky, you know, luck is preparation meets opportunity. And this is really about you guys getting in early and being prepared and readiness. This is kind of important as people realize, then you gotta be ready. I mean, it's not just, you don't get lucky by being in the right place, the right time. And there were a lot of companies were on the wrong side of history here who might get washed away. This is a super important, I think, >>To echo and kind of building on what Stewart said. I think that the reason that we've had success and I guess the momentum is we didn't just do it in isolation within it and technology. It was actually linked to broader business changes, you know, creating basically a digital platform for the entire business, moving the business, where are they going to be able to come back stronger after COVID, when they're actually set up for growth, um, and actually allows, you know, a line to achievements growth objectives, and also its ambitions as far as what it wants to do, uh, with growth in whatever they make, do with acquiring other companies and moving into different markets and launching new products. So we've actually done it in a way that is, you know, real and direct business benefit, uh, that actually enables line to grow >>General. I really appreciate you coming. I have one final question. If you can wrap up here, uh, Stuart and Douglas, you don't mind weighing in what's the priorities for the future. What's next for lion in a century >>Christmas holidays, I'll start Christmas holidays. I spent a good year and then a, and then a reset, obviously, right? So, um, you know, it's, it's figuring out, uh, transform what we've already transformed, if that makes sense. So God, a huge proportion of our services sitting in the cloud. Um, but we know we're not done even with the stuff that is in there. We need to take those next steps. We need more and more automation and orchestration. We need to, um, our environment is more future proof. We need to be able to work with the business and understand what's coming at them so that we can, um, you know, build that into, into our environment. So again, it's really transformation on top of transformation is the way that I'll describe it. And it's really an open book, right? Once you get it in and you've got the capabilities and the evolving tool sets that AWS continue to bring to the market based, um, you know, working with the partners to, to figure out how we unlock that value, um, you know, drive our costs down efficiency, uh, all of those kind of, you know, standard metrics. >>Um, but you know, we're looking for the next things to transform and showed value back out to our customer base, um, that, uh, that we continue to, you know, sell our products to and work with and understand how we can better meet their needs. Yeah, I think just to echo that, I think it's really leveraging this and then did you capability they have and getting the most out of that investment. And then I think it's also moving to, uh, and adopting more new ways of working as far as, you know, the speed of the business, um, is getting up to speed in the market is changing. So being able to launch and do things quickly and also, um, competitive and efficient operating costs, uh, now that they're in the cloud, right? So I think it's really leveraging the most out of the platform and then, you know, being efficient in launching things. So putting them with >>Siddique, any word from you on your priorities by you see this year in folding, >>There's got to say like e-learning squares, right, for me around, you know, just journey. This is a journey to the cloud, right? >>And, uh, you know, as well dug into sort of Saturday, it's getting all, you know, different parts of the organization along the journey business to it, to your, uh, product lenders, et cetera. Right. And it takes time. It is tough, but, uh, uh, you know, you got to get started on it. And, you know, once we, once we finish off, uh, it's the realization of the benefits now that, you know, looking forward, I think for, from Alliance perspective, it is, uh, you know, once we migrate all the workloads to the cloud, it is leveraging, uh, all stack drive. And as I think Stewart said earlier, uh, with, uh, you know, the latest and greatest stuff that AWS it's basically working to see how we can really, uh, achieve more better operational excellence, uh, from a, uh, from a cloud perspective. >>Well, Stewart, thanks for coming on with a and sharing your environment and what's going on and your journey you're on the right wave. Did the work you're in, it's all coming together with faster, congratulations for your success, and, uh, really appreciate Douglas with Steve for coming on as well from essential. Thank you for coming on. Thanks, John. Okay. Just the cubes coverage of executive summit at AWS reinvent. This is where all the thought leaders share their best practices, their journeys, and of course, special programming with Accenture and the cube. I'm Sean ferry, your host, thanks for watching from around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cube virtuals coverage of the Accenture executive summit. Part of AWS reinvent 2020. I'm your host Rebecca Knight. We are talking today about reinventing the energy data platform. We have two guests joining us. First. We have Johan Krebbers. He is the GM digital emerging technologies and VP of it. Innovation at shell. Thank you so much for coming on the show, Johan you're welcome. And next we have Liz Dennett. She is the lead solution architect for O S D U on AWS. Thank you so much, Liz, maybe here. So I want to start our conversation by talking about OSD. You like so many great innovations. It started with a problem. Johann, what was the problem you were trying to solve at shell? We go back a couple of years, we started summer 2017, where we had a meeting with the guys from exploration in shell, and the main problem they had, of course, they got lots of lots of data, but are unable to find the right data. They need to work from all over the place and told him >>To, and we'll probably try to solve is how that person working exploration could find their proper date, not just a day, but also the date you really needed that we did probably talked about is summer 2017. And we said, okay, the only way ABC is moving forward is to start pulling that data into a single data platform. And that, that was at the time that we called it as the, you, the subsurface data universe in there was about the shell name was so in, in January, 2018, we started a project with Amazon to start grating a co fricking that building, that Stu environment, that the, the universe, so that single data level to put all your exploration and Wells data into that single environment that was intent. And every cent, um, already in March of that same year, we said, well, from Michele point of view, we will be far better off if we could make this an industry solution and not just a shelf solution, because Shelby, Shelby, if you can make an industry solution, but people are developing applications for it. >>It also is far better than for shell to say we haven't shell special solution because we don't make money out of how we start a day that we can make money out of it. We have access to the data, we can explore the data. So storing the data we should do as efficiently possibly can. So we monitor, we reach out to about eight or nine other last, uh, or I guess operators like the economics, like the tutorials, like the shepherds of this world and say, Hey, we inshallah doing this. Do you want to join this effort? And to our surprise, they all said, yes. And then in September, 2018, we had our kickoff meeting with your open group where we said, we said, okay, if you want to work together and lots of other companies, we also need to look at, okay, how, how we organize that. >>Or if you started working with lots of large companies, you need to have some legal framework around some framework around it. So that's why we went to the open group and say, okay, let's, let's form the old forum as we call it at the time. So it's September, 2080, where I did a Galleria in Houston, but the kickoff meeting for the OT four with about 10 members at the time. So that's just over two years ago, we started an exercise for me called ODU. They kicked it off. Uh, and so that's really them will be coming from and how we've got there. Also >>The origin story. Um, what, so what digging a little deeper there? What were some of the things you were trying to achieve with the OSU? >>Well, a couple of things we've tried to achieve with you, um, first is really separating data from applications for what is, what is the biggest problem we have in the subsurface space that the data and applications are all interlinked or tied together. And if, if you have them and a new company coming along and say, I have this new application and he's access to the data that is not possible because the data often interlinked with the application. So the first thing we did is really breaking the link between the application, the data as those levels, the first thing we did, secondly, put all the data to a single data platform, take the silos out what was happening in the sub-service space. They got all the data in what we call silos in small little islands out there. So what we're trying to do is first break the link to great, great. >>They put the data single day, the bathroom, and the third part, put a standard layer on top of that, it's an API layer on top to equate a platform. So we could create an ecosystem out of companies to start a valving Schoff application on top of dev data platform across you might have a data platform, but you're only successful if have a rich ecosystem of people start developing applications on top of that. And then you can export the data like small companies, last company, university, you name it, we're getting after create an ecosystem out here. So the three things were first break the link between application data, just break it and put data at the center and also make sure that data, this data structure would not be managed by one company, but it would only be met. It would be managed the data structures by the ODI forum. Secondly, then put a, the data, a single data platform certainly then has an API layer on top and then create an ecosystem. Really go for people, say, please start developing applications, because now you had access to the data. I've got the data no longer linked to somebody whose application was all freely available, but an API layer that was, that was all September, 2018, more or less. >>And hear a little bit. Can you talk a little bit about some of the imperatives from the AWS standpoint in terms of what you were trying to achieve with this? Yeah, absolutely. And this whole thing is Johann said started with a challenge that was really brought out at shell. The challenges that geoscientists spend up to 70% of their time looking for data. I'm a geologist I've spent more than 70% of my time trying to find data in these silos. And from there, instead of just figuring out how we could address that one problem, we worked together to really understand the root cause of these challenges and working backwards from that use case OSU and OSU on AWS has really enabled customers to create solutions that span, not just this in particular problem, but can really scale to be inclusive of the entire energy value chain and deliver value from these use cases to the energy industry and beyond. Thank you, Lee, uh, Johann. So talk a little bit about Accenture's cloud first approach and how it has, uh, helped shell work faster and better with speed. >>Well, of course, access a cloud first approach only works together. It's been an Amazon environment, AWS environment. So we're really looking at, uh, at, at Accenture and others altogether helping shell in this space. Now the combination of the two is what we're really looking at, uh, where access of course can be recent knowledge student to that environment operates support knowledge, do an environment. And of course, Amazon will be doing that to today's environment that underpinning their services, et cetera. So, uh, we would expect a combination, a lot of goods when we started rolling out and put in production, the old you are three and bug because we are anus. Then when the release feed comes to the market in Q1, next year of ODU have already started going to Audi production inside shell. But as the first release, which is ready for prime time production across an enterprise will be released just before Christmas, last year when he's still in may of this year. But really three is the first release we want to use for full scale production deployment inside shell, and also the operators around the world. And there is one Amazon, sorry, at that one. Um, extensive can play a role in the ongoing, in the, in deployment building up, but also support environment. >>So one of the other things that we talk a lot about here on the cube is sustainability. And this is a big imperative at so many organizations around the world in particular energy companies. How does this move to OSD you, uh, help organizations become, how is this a greener solution for companies? >>Well, first we make it's a greatest solution because you start making a much more efficient use of your resources, which is already an important one. The second thing we're doing is also, we started ODU in framers, in the oil and gas space in the expert development space. We've grown, uh, OTU in our strategy of growth. I was, you know, also do an alternative energy sociology. We'll all start supporting next year. Things like solar farms, wind farms, uh, the, the dermatomal environment hydration. So it becomes an and an open energy data platform, not just what I want to get into sleep. That's what new industry, any type of energy industry. So our focus is to create, bring the data of all those various energy data sources to get me to a single data platform you can to use AI and other technologies on top of that, to exploit the data, to meet again into a single data platform. >>Liz, I want to ask you about security because security is, is, is such a big concern when it comes to data. How secure is the data on OSD? You, um, actually, can I talk, can I do a follow up on this sustainability talking? Oh, absolutely. By all means. I mean, I want to interject though security is absolutely our top priority. I don't mean to move away from that, but with sustainability, in addition to the benefits of the OSU data platform, when a company moves from on-prem to the cloud, they're also able to leverage the benefits of scale. Now, AWS is committed to running our business in the most environmentally friendly way possible. And our scale allows us to achieve higher resource utilization and energy efficiency than a typical data center. >>Now, a recent study by four 51 research found that AWS is infrastructure is 3.6 times more energy efficient than the median of surveyed enterprise data centers. Two thirds of that advantage is due to higher, um, server utilization and a more energy efficient server population. But when you factor in the carbon intensity of consumed electricity and renewable energy purchases for 51 found that AWS performs the same task with an 88% lower carbon footprint. Now that's just another way that AWS and OSU are working to support our customers is they seek to better understand their workflows and make their legacy businesses less carbon intensive. >>That's that's incorrect. Those are those statistics are incredible. Do you want to talk a little bit now about security? Absolutely. And security will always be AWS is top priority. In fact, AWS has been architected to be the most flexible and secure cloud computing environment available today. Our core infrastructure is built to satisfy. There are the security requirements for the military, local banks and other high sensitivity organizations. And in fact, AWS uses the same secure hardware and software to build and operate each of our regions. So that customers benefit from the only commercial cloud that's hat hits service offerings and associated supply chain vetted and deemed secure enough for top secret workloads. That's backed by a deep set of cloud security tools with more than 200 security compliance and governmental service and key features as well as an ecosystem of partners like Accenture, that can really help our customers to make sure that their environments for their data meet and or exceed their security requirements. Johann, I want you to talk a little bit about how OSD you can be used today. Does it only handle subsurface data? >>Uh, today it's Honda's subserves or Wells data, we go to add to that production around the middle of next year. That means that the whole upstate business. So we've got goes from exploration all the way to production. You've made it together into a single data platform. So production will be added around Q3 of next year. Then a principal. We have a difficult, the elder data that single environment, and we want to extend them to other data sources or energy sources like solar farms, wind farms, uh, hydrogen, hydro, et cetera. So we're going to add a whore, a whole list of audit day energy source to them and be all the data together into a single data club. So we move from a falling guest data platform to an aniseed data platform. That's really what our objective is because the whole industry, if you look it over, look at our companies are all moving in. That same two acts of quantity of course, are very strong in oil and gas, but also increased the, got into the other energy sources like, like solar, like wind, like th like highly attended, et cetera. So we would be moving exactly. But that same method that, that, that the whole OSU can't really support at home. And as a spectrum of energy sources, >>Of course, and Liz and Johan. I want you to close us out here by just giving us a look into your crystal balls and talking about the five and 10 year plan for OSD. You we'll start with you, Liz. What do you, what do you see as the future holding for this platform? Um, honestly, the incredibly cool thing about working at AWS is you never know where the innovation and the journey is going to take you. I personally am looking forward to work with our customers, wherever their OSU journeys, take them, whether it's enabling new energy solutions or continuing to expand, to support use cases throughout the energy value chain and beyond, but really looking forward to continuing to partner as we innovate to slay tomorrow's challenges, Johann first, nobody can look at any more nowadays, especially 10 years own objective is really in the next five years, you will become the key backbone for energy companies for storing your data. You are efficient intelligence and optimize the whole supply energy supply chain in this world down here, you'll uncovers Liz Dennett. Thank you so much for coming on the cube virtual I'm Rebecca Knight stay tuned for more of our coverage of the Accenture executive summit >>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cubes coverage of the Accenture executive summit. Part of AWS reinvent. I'm your host Rebecca Knight today we're welcoming back to Kubila. We have Kishor Dirk. He is the Accenture senior managing director cloud first global services lead. Welcome back to the show Kishore. Thank you very much. Nice to meet again. And, uh, Tristan moral horse set. He is the managing director, Accenture cloud first North America growth. Welcome back to you to trust and great to be back in grapes here again, Rebecca. Exactly. Even in this virtual format, it is good to see your faces. Um, today we're going to be talking about my nav and green cloud advisor capability. Kishor I want to start with you. So my nav is a platform that is really celebrating its first year in existence. Uh, November, 2019 is when Accenture introduced it. Uh, but it's, it has new relevance in light of this global pandemic that we are all enduring and suffering through. Tell us a little bit about the lineup platform, what it is that cloud platform to help our clients navigate the complexity of cloud and cloud decisions to make it faster. And obviously, you know, we have in the cloud, uh, you know, with >>The increased relevance and all the, especially over the last few months with the impact of COVID crisis and exhibition of digital transformation, you know, we are seeing the transformation or the acceleration to cloud much faster. This platform that you're talking about has enabled and 40 clients globally across different industries. You identify the right cloud solution, navigate the complexity, provide a cloud specific solution simulate for our clients to meet the strategy business needs, and the clients are loving it. >>I want to go to you now trust and tell us a little bit about how mine nav works and how it helps companies make good cloud choice. >>Yeah, so Rebecca, we we've talked about cloud is, is more than just infrastructure and that's what mine app tries to solve for it. It really looks at a variety of variables, including infrastructure operating model and fundamentally what client's business outcomes, um, uh, our clients are, are looking for and, and identifies the optimal solution for what they need. And we assign this to accelerate and we mentioned the pandemic. One of the big focus now is to accelerate. And so we worked through a three-step process. The first is scanning and assessing our client's infrastructure, their data landscape, their application. Second, we use our automated artificial intelligence engine to interact with. We have a wide variety and library of a collective plot expertise. And we look to recommend what is the enterprise architecture and solution. And then third, before we aligned with our clients, we look to simulate and test this scaled up model. And the simulation gives our clients a way to see what cloud is going to look like, feel like and how it's going to transform their business before they go there. >>Tell us a little bit about that in real life. Now as a company, so many of people are working remotely having to collaborate, uh, not in real life. How is that helping them right now? >>So, um, the, the pandemic has put a tremendous strain on systems, uh, because of the demand on those systems. And so we talk about resiliency. We also now need to collaborate across data across people. Um, I think all of us are calling from a variety of different places where our last year we were all at the VA cube itself. Um, and, and cloud technologies such as teams, zoom that we're we're leveraging now has fundamentally accelerated and clients are looking to onboard this for their capabilities. They're trying to accelerate their journey. They realize that now the cloud is what is going to become important for them to differentiate. Once we come out of the pandemic and the ability to collaborate with their employees, their partners, and their clients through these systems is becoming a true business differentiator for our clients. >>Keisha, I want to talk with you now about my navs multiple capabilities, um, and helping clients design and navigate their cloud journeys. Tell us a little bit about the green cloud advisor capability and its significance, particularly as so many companies are thinking more deeply and thoughtfully about sustainability. >>Yes. So since the launch of my lab, we continue to enhance, uh, capabilities for our clients. One of the significant, uh, capabilities that we have enabled is the being taught advisor today. You know, Rebecca, a lot of the businesses are more environmentally aware and are expanding efforts to decrease power consumption, uh, and obviously carbon emissions and, uh, and run a sustainable operations across every aspect of the enterprise. Uh, as a result, you're seeing an increasing trend in adoption of energy, efficient infrastructure in the global market. And one of the things that we did a lot of research we found out is that there's an ability to influence our client's carbon footprint through a better cloud solution. And that's what the internet brings to us, uh, in, in terms of a lot of the client connotation that you're seeing in Europe, North America and others, lot of our clients are accelerating to a green cloud strategy to unlock beta financial, societal and environmental benefit, uh, through obviously cloud-based circular, operational, sustainable products and services. That is something that we are enhancing my now, and we are having active client discussions at this point of time. >>So Tristan, tell us a little bit about how this capability helps clients make greener decisions. >>Yeah. Um, well, let's start about the investments from the cloud providers in renewable and sustainable energy. Um, they have most of the hyperscalers today, um, have been investing significantly on data centers that are run on renewable energy, some incredibly creative constructs on the how to do that. And sustainability is there for a key, um, key item of importance for the hyperscalers and also for our clients who now are looking for sustainable energy. And it turns out this marriage is now possible. I can, we marry the, the green capabilities of the comm providers with a sustainability agenda of our clients. And so what we look into the way the mine EF works is it looks at industry benchmarks and evaluates our current clients, um, capabilities and carpet footprint leveraging their existing data centers. We then look to model from an end-to-end perspective, how the, their journey to the cloud leveraging sustainable and, um, and data centers with renewable energy. We look at how their solution will look like and, and quantify carbon tax credits, um, improve a green index score and provide quantifiable, um, green cloud capabilities and measurable outcomes to our clients, shareholders, stakeholders, clients, and customers. Um, and our green plot advisers sustainability solutions already been implemented at three clients. And in many cases in two cases has helped them reduce the carbon footprint by up to 400% through migration from their existing data center to green cloud. Very, very, >>That is remarkable. Now tell us a little bit about the kinds of clients. Is this, is this more interesting to clients in Europe? Would you say that it's catching on in the United States? Where, what is the breakdown that you're seeing right now? >>Sustainability is becoming such a global agenda and we're seeing our clients, um, uh, tie this and put this at board level, um, uh, agenda and requirements across the globe. Um, Europe has specific constraints around data sovereignty, right, where they need their data in country, but from a green, a sustainability agenda, we see clients across all our markets, North America, Europe, and our growth markets adopt this. And we have seen case studies and all three months. >>Keisha, I want to bring you back into the conversation. Talk a little bit about how MindUP ties into Accenture's cloud first strategy, your Accenture's CEO, Julie Sweet has talked about post COVID leadership requiring every business to become a cloud first business. Tell us a little bit about how this ethos is in Accenture and how you're sort of looking outward with it too. >>So Rebecca mine is the launch pad, uh, to a cloud first transformation for our clients. Uh, Accenture, see your jewelry suite, uh, you know, shared the Accenture cloud first and our substantial investment demonstrate our commitment and is delivering greater value for our clients when they need it the most. And with the digital transformation requiring cloud at scale, you know, we're seeing that in the post COVID leadership, it requires that every business should become a cloud business. And my nap helps them get there by evaluating the cloud landscape, navigating the complexity, modeling architecting and simulating an optimal cloud solution for our clients. And as Justin was sharing a greener cloud. >>So Tristan, talk a little bit more about some of the real life use cases in terms of what are we, what are clients seeing? What are the results that they're having? >>Yes. Thank you, Rebecca. I would say two key things right around my neck. The first is the iterative process. Clients don't want to wait, um, until they get started, they want to get started and see what their journey is going to look like. And the second is fundamental acceleration, dependent make, as we talked about, has accelerated the need to move to cloud very quickly. And my nav is there to do that. So how do we do that? First is generating the business cases. Clients need to know in many cases that they have a business case by business case, we talk about the financial benefits, as well as the business outcomes, the green, green clot impact sustainability impacts with minus. We can build initial recommendations using a basic understanding of their environment and benchmarks in weeks versus months with indicative value savings in the millions of dollars arranges. >>So for example, very recently, we worked with a global oil and gas company, and in only two weeks, we're able to provide an indicative savings for $27 million over five years. This enabled the client to get started, knowing that there is a business case benefit and then iterate on it. And this iteration is, I would say the second point that is particularly important with my nav that we've seen in bank, the clients, which is, um, any journey starts with an understanding of what is the application landscape and what are we trying to do with those, these initial assessments that used to take six to eight weeks are now taking anywhere from two to four weeks. So we're seeing a 40 to 50% reduction in the initial assessment, which gets clients started in their journey. And then finally we've had discussions with all of the hyperscalers to help partner with Accenture and leverage mine after prepared their detailed business case module as they're going to clients. And as they're accelerating the client's journey, so real results, real acceleration. And is there a journey? Do I have a business case and furthermore accelerating the journey once we are by giving the ability to work in iterative approach. >>I mean, it sounds as though that the company that clients and and employees are sort of saying, this is an amazing time savings look at what I can do here in, in so much in a condensed amount of time, but in terms of getting everyone on board, one of the things we talked about last time we met, uh, Tristan was just how much, uh, how one of the obstacles is getting people to sign on and the new technologies and new platforms. Those are often the obstacles and struggles that companies face. Have you found that at all? Or what is sort of the feedback that you're getting from employers? >>Sorry. Yes. We clearly, there are always obstacles to a cloud journey. If there were an obstacles, all our clients would be, uh, already fully in the cloud. What man I gives the ability is to navigate through those, to start quickly. And then as we identify obstacles, we can simulate what things are going to look like. We can continue with certain parts of the journey while we deal with that obstacle. And it's a fundamental accelerator. Whereas in the past one, obstacle would prevent a class from starting. We can now start to address the obstacles one at a time while continuing and accelerating the contrary. That is the fundamental difference. >>Kishor I want to give you the final word here. Tell us a little bit about what is next for Accenture might have and what we'll be discussing next year at the Accenture executive summit >>Sort of echo, we are continuously evolving with our client needs and reinventing, reinventing for the future. For mine, as I've been taught advisor, our plan is to help our clients reduce carbon footprint and again, migrate to a green cloud. Uh, and additionally, we're looking at, you know, two capabilities, uh, which include sovereign cloud advisor, uh, with clients, especially in, in Europe and others are under pressure to meet, uh, stringent data norms that Kristen was talking about. And the sovereign cloud advisor health organization to create an architecture cloud architecture that complies with the green. Uh, I would say the data sovereignty norms that is out there. The other element is around data to cloud. We are seeing massive migration, uh, for, uh, for a lot of the data to cloud. And there's a lot of migration hurdles that come within that. Uh, we have expanded mine app to support assessment capabilities, uh, for, uh, assessing applications, infrastructure, but also covering the entire state, including data and the code level to determine the right cloud solution. So we are, we are pushing the boundaries on what mine app can do with mine. Have you created the ability to take the guesswork out of cloud navigate the complexity? We are roaring risks costs, and we are, you know, achieving client's static business objectives while building a sustainable alerts with being cloud >>Any platform that can take some of the guesswork out of the future. I'm I'm onboard with. Thank you so much, Tristin and Kishore. This has been a great conversation. >>Thank you. >>Stay tuned for more of the cubes coverage of the Accenture executive summit. I'm Rebecca Knight from around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Hey, welcome back to the cubes coverage of 80 us reinvent 2020 virtual centric executive summit. The two great guests here to break down the analysis of the relationship with cloud and essential Brian bowhead director ahead of a century 80. It was business group at Amazon web services. And Andy T a B G the M is essentially Amazon business group lead managing director at Accenture. Uh, I'm sure you're super busy and dealing with all the action, Brian. Great to see you. Thanks for coming on. So thank you. You guys essentially has been in the spotlight this week and all through the conference around this whole digital transformation, essentially as business group is celebrating its fifth anniversary. What's new, obviously the emphasis of next gen post COVID generation, highly digital transformation, a lot happening. You got your five-year anniversary, what's new. >>Yeah, it, you know, so if you look back, it's exciting. Um, you know, so it was five years ago. Uh, it was actually October where we, where we launched the Accenture AWS business group. And if we think back five years, I think we're still at the point where a lot of customers were making that transition from, you know, should I move to cloud to how do I move to cloud? Right? And so that was one of the reasons why we launched the business group. And since, since then, certainly we've seen that transition, right? Our conversations today are very much around how do I move to cloud, help me move, help me figure out the business case and then pull together all the different pieces so I can move more quickly, uh, you know, with less risk and really achieve my business outcomes. And I would say, you know, one of the things too, that's, that's really changed over the five years. >>And what we're seeing now is when we started, right, we were focused on migration data and IOT as the big three pillars that we launched with. And those are still incredibly important to us, but just the breadth of capability and frankly, the, the, the breadth of need that we're seeing from customers. And obviously as AWS has matured over the years and launched our new capabilities, we're Eva with Accenture and in the business group, we've broadened our capabilities and deepened our capabilities over the, over the last five years as well. For instance, this year with, with COVID, especially, it's really forced our customers to think differently about their own customers or their citizens, and how do they service those citizens? So we've seen a huge acceleration around customer engagement, right? And we powered that with Accenture customer engagement platform powered by ADA, Amazon connect. And so that's been a really big trend this year. And then, you know, that broadens our capability from just a technical discussion to one where we're now really reaching out and, and, um, and helping transform and modernize that customer and citizen experience as well, which has been exciting to see. >>Yeah, Andy, I want to get your thoughts here. We've been reporting and covering essentially for years. It's not like it's new to you guys. I mean, five years is a great anniversary. You know, check is good relationship, but you guys have been doing the work you've been on the trend line. And then this hits and Andy said on his keynote and I thought he said it beautifully. And he even said it to me in my one-on-one interview with them was it's on full display right now, the whole digital transformation, everything about it is on full display and you're either were prepared for it or you kind of word, and you can see who's there. You guys have been prepared. This is not new. So give us the update from your perspective, how you're taking advantage of this, of this massive shift, highly accelerated digital transformation. >>Well, I think, I think you can be prepared, but you've also got to be prepared to always sort of, I think what we're seeing in, in, um, in, in, in, in recent times and particularly 20 w what is it I think today there are, um, full sense of the enterprise workloads, the cloud, um, you know, that leaves 96 percentile now for him. Um, and I, over the next four to >>Five years, um, we're going to see that sort of, uh, acceleration to the, to the cloud pick up, um, this year is, as Andy touched on, I think, uh, uh, on Tuesday in his, I think the pandemic is a forcing function, uh, for companies to, to really pause and think about everything from, from, you know, how they, um, manage that technology to infrastructure, to just to carotenoids where the data sets to what insights and intelligence that getting from that data. And then eventually even to, to the talent, the talent they have in the organization and how they can be competitive, um, their culture, their culture of innovation, of invention and reinvention. And so I think, I think, you know, when you, when you think of companies out there faced with these challenges, it, it forces us, it forces AWS, it forces AEG to come together and think through how can we help create value for them? How can we help help them move from sort of just causing and rethinking to having real plans in an action and that taking them, uh, into, into implementation. And so that's, that's what we're working on. Um, I think over the next five years, we're looking to just continue to come together and help these, these companies get to the cloud and get the value from the cloud because it's beyond just getting to the cloud attached to them and living in the cloud and, and getting the value from it. >>It's interesting. Andy was saying, don't just put your toe in the water. You got to go beyond the toe in the water kind of approach. Um, I want to get to that large scale cause that's the big pickup this week that I kind of walked away with was it's large scale. Acceleration's not just toe in the water experimentation. Can you guys share, what's causing this large scale end to end enterprise transformation? And what are some of the success criteria have you seen for the folks who have done that? >>Yeah. And I'll, I'll, I'll start. And at the end you can buy a lawn. So, you know, it's interesting if I look back a year ago at re-invent and when I did the cube interview, then we were talking about how the ABG, we were starting to see this shift of customers. You know, we've been working with customers for years on a single of what I'll call a single-threaded programs, right. We can do a migration, we could do SAP, we can do a data program. And then even last year, we were really starting to see customers ask. The question is like, what kind of synergies and what kind of economies of scale do I get when I start bringing these different threads together, and also realizing that it's, you know, to innovate for the business and build new applications, new capabilities. Well, that then is going to inform what data you need to, to hydrate those applications, right? Which then informs your data strategy while a lot of that data is then also embedded in your underlying applications that sit on premises. So you should be thinking through how do you get those applications into the cloud? So you need to draw that line through all of those layers. And that was already starting last year. And so last year we launched the joint transformation program with AEG. And then, so we were ready when this year happened and then it was just an acceleration. So things have been happening faster than we anticipated, >>But we knew this was going to be happening. And luckily we've been in a really good position to help some of our customers really think through all those different layers of kind of pyramid as we've been calling it along with the talent and change pieces, which are also so important as you make this transformation to cloud >>Andy, what's the success factors. Andy Jassy came on stage during the partner day, a surprise fireside chat with Doug Hume and talking about this is really an opportunity for partners to, to change the business landscape with enablement from Amazon. You guys are in a pole position to do that in the marketplace. What's the success factors that you see, >>Um, really from three, three fronts, I'd say, um, w one is the people. Um, and, and I, I, again, I think Andy touched on sort of eight, uh, success factors, uh, early in the week. And for me, it's these three areas that it sort of boils down to these three areas. Um, one is the, the, the, the people, uh, from the leaders that it's really important to set those big, bold visions point the way. And then, and then, you know, set top down goals. How are we going to measure Z almost do get what you measure, um, to be, you know, beyond the leaders, to, to the right people in the right position across the company. We we're finding a key success factor for these end to end transformations is not just the leaders, but you haven't poached across the company, working in a, in a collaborative, shared, shared success model, um, and people who are not afraid to, to invent and fail. >>And so that takes me to perhaps the second point, which is the culture, um, it's important, uh, with finding for the right conditions to be set in the company that enabled, uh, people to move at pace, move at speed, be able to fail fast, um, keep things very, very simple and just keep iterating and that sort of culture of iteration and improvement versus seeking perfection is, is super important for, for success. And then the third part of maybe touch on is, is partners. Um, I think, you know, as we move forward over the next five years, we're going to see an increasing number of players in the ecosystem in the enterprise and state. Um, you're going to see more and more SAS providers. And so it's important for companies and our joint clients out there to pick partners like, um, like AWS or, or Accenture or others, but to pick partners who have all worked together and you have built solutions together, and that allows them to get speed to value quicker. It allows them to bring in pre-assembled solutions, um, and really just drive that transformation in a quicker, it sorts of manner. >>Yeah, that's a great point worth calling out, having that partnership model that's additive and has synergy in the cloud, because one of the things that came out of this this week, this year is reinvented, is there's new things going on in the public cloud, even though hybrid is an operating model, outpost and super relevant. There, there are benefits for being in the cloud and you've got partners API, for instance, and have microservices working together. This is all new, but I got, I got to ask that on that thread, Andy, where did you see your customers going? Because I think, you know, as you work backwards from the customers, you guys do, what's their needs, how do you see them? W you know, where's the puck going? Where can they skate where the puck's going, because you can almost look forward and say, okay, I've got to build modern apps. I got to do the digital transformation. Everything is a service. I get that, but what are they, what solutions are you building for them right now to get there? >>Yeah. And, and of course, with, with, you know, industries blurring and multiple companies, it's always hard to boil down to the exact situations, but you could probably look at it from a sort of a thematic lens. And what we're seeing is as the cloud transformation journey picks up, um, from us perspective, we've seen a material shift in the solutions and problems that we're trying to address with clients that they are asking for us, uh, to, to help, uh, address is no longer just the back office, where you're sort of looking at cost and efficiency and, um, uh, driving gains from that perspective. It's beyond that, it's now materially the top line. It's, how'd you get the driving to the, you know, speed to insights, how'd you get them decomposing, uh, their application set in order to derive those insights. Um, how'd you get them, um, to, to, um, uh, sort of adopt leading edge industry solutions that give them that jump start, uh, and that accelerant to winning the customers, winning the eyeballs. >>Um, and then, and then how'd, you help drive the customer experience. We're seeing a lot of push from clients, um, or ask for help on how do I optimize my customer experience in order to retain my eyeballs. And then how do I make sure I've got a soft self-learning ecosystem of play, um, where, uh, you know, it's not just a practical experience that I can sort of keep learning and iterating, um, how I treat my, my customers, um, and a lot of that, um, that still self-learning, that comes from, you know, putting in intelligence into your, into your systems, getting an AI and ML in there. And so, as a result of that work, we're seeing a lot of push and a lot of what we're doing, uh, is pouring investment into those areas. And then finally, maybe beyond the bottom line, and the top line is how do you harden that and protect that with, um, security and resilience? So I'll probably say those are the three areas. John, >>You know, the business model side, obviously the enablement is what Amazon has. Um, we see things like SAS factory coming on board and the partner network, obviously a century is a big, huge partner of you guys. Um, the business models there, you've got I, as, as doing great with chips, you have this data modeling this data opportunity to enable these modern apps. We heard about the partner strategy for me and D um, talking to me now about how can partners within even Accenture, w w what's the business model, um, side on your side that you're enabling this. Can you just share your thoughts on that? >>Yeah, yeah. And so it's, it's interesting. I think I'm going to build it and then build a little bit on some of the things that Andy really talked about there, right? And that we, if you think of that from the partnership, we are absolutely helping our customers with kind of that it modernization piece. And we're investing a lot and there's hard work that needs to get done there. And we're investing a lot as a partnership around the tools, the assets and the methodology. So in AWS and Accenture show up together as AEG, we are executing office single blueprint with a single set of assets, so we can move fast. So we're going to continue to do that with all the hybrid announcements from this past week, those get baked into that, that migration modernization theme, but the other really important piece here as we go up the stack, Andy mentioned it, right? >>The data piece, like so much of what we're talking about here is around data and insights. Right? I did a cube interview last week with, uh, Carl hick. Um, who's the CIO from Takeda. And if you hear Christophe Weber from Takeda talk, he talks about Takeda being a data company, data and insights company. So how do we, as a partnership, again, build the capabilities and the platforms like with Accenture's applied insights platform so that we can bootstrap and really accelerate our client's journey. And then finally, on the innovation on the business front, and Andy was touching on some of these, we are investing in industry solutions and accelerators, right? Because we know that at the end of the day, a lot of these are very similar. We're talking about ingesting data, using machine learning to provide insights and then taking action. So for instance, the cognitive insurance platform that we're working together on with Accenture, if they give out property and casualty claims and think about how do we enable touchless claims using machine learning and computer vision that can assess based on an image damage, and then be able to triage that and process it accordingly, right? >>Using all the latest machine learning capabilities from AWS with that deep, um, AI machine learning data science capability from Accenture, who knows all those algorithms that need to get built and build that library by doing that, we can really help these insurance companies accelerate their transformation around how they think about claims and how they can speed those claims on behalf of their policy holder. So that's an example of a, kind of like a bottom to top, uh, view of what we're doing in the partnership to address these new needs. >>That's awesome. Andy, I want to get back to your point about culture. You mentioned it twice now. Um, talent is a big part of the game here. Andy Jassy referenced Lambda. The next generation developers were using Lambda. He talked about CIO stories around, they didn't move fast enough. They lost three years. A new person came in and made it go faster. This is a new, this is a time for a certain kind of, um, uh, professional and individual, um, to, to be part of, um, this next generation. What's the talent strategy you guys have to attract and attain the best and retain the people. How do you do it? >>Um, you know, it's, it's, um, it's an interesting one. It's, it's, it's oftentimes a, it's, it's a significant point and often overlooked. Um, you know, people, people really matter and getting the right people, um, in not just in AWS or it, but then in our customers is super important. We often find that much of our discussions with, with our clients is centered around that. And it's really a key ingredient. As you touched on, you need people who are willing to embrace change, but also people who are willing to create new, um, to invent new, to reinvent, um, and to, to keep it very simple. Um, w we're we're we're seeing increasingly that you need people that have a sort of deep learning and a deep, uh, or deep desire to keep learning and to be very curious as, as they go along. Most of all, though, I find that, um, having people who are not willing or not afraid to fail is critical, absolutely critical. Um, and I think that that's, that's, uh, a necessary ingredient that we're seeing, um, our clients needing more off, um, because if you can't start and, and, and you can't iterate, um, you know, for fear of failure, you're in trouble. And, and I think Andy touched on that you, you know, where that CIO, that you referred to last three years, um, and so you really do need people who are willing to start not afraid to start, uh, and, uh, and not afraid to lead >>Was a gut check there. I just say, you guys have a great team over there. Everyone at the center I've interviewed strong, talented, and not afraid to lean in and, and into the trends. Um, I got to ask on that front cloud first was something that was a big strategic focus for Accenture. How does that fit into your business group? That's an Amazon focused, obviously they're cloud, and now hybrid everywhere, as I say, um, how does that all work it out? >>We're super excited about our cloud first initiative, and I think it fits it, um, really, uh, perfectly it's it's, it's what we needed. It's, it's, it's a, it's another accelerant. Um, if you think of count first, what we're doing is we're, we're putting together, um, uh, you know, capability set that will help enable him to and transformations as Brian touched on, you know, help companies move from just, you know, migrating to, to, to modernizing, to driving insights, to bringing in change, um, and, and, and helping on that, on that talent side. So that's sort of component number one is how does Accenture bring the best, uh, end to end transformation capabilities to our clients? Number two is perhaps, you know, how do we, um, uh, bring together pre-assembled as Brian touched on pre-assembled industry offerings to help as an accelerant, uh, for our, for our customers three years, as we touched on earlier is, is that sort of partnership with the ecosystem. >>We're going to see an increasing number of SAS providers in an estate, in the enterprise of snakes out there. And so, you know, panto wild cloud first, and our ABG strategy is to increase our touch points in our integrations and our solutions and our offerings with the ecosystem partners out there, the ISP partners out, then the SAS providers out there. And then number four is really about, you know, how do we, um, extend the definition of the cloud? I think oftentimes people thought of the cloud just as sort of on-prem and prem. Um, but, but as Andy touched on earlier this week, you know, you've, you've got this concept of hybrid cloud and that in itself, um, uh, is, is, is, you know, being redefined as well. You know, when you've got the intelligent edge and you've got various forms of the edge. Um, so that's the fourth part of, of, uh, of occupied for strategy. And for us was super excited because all of that is highly relevant for ABG, as we look to build those capabilities as industry solutions and others, and as when to enable our customers, but also how we, you know, as we, as we look to extend how we go to market, I'll join tele PS, uh, in, uh, in our respective skews and products. >>Well, what's clear now is that people now realize that if you contain that complexity, the upside is massive. And that's great opportunity for you guys. We got to get to the final question for you guys to weigh in on, as we wrap up next five years, Brian, Andy weigh in, how do you see that playing out? What do you see this exciting, um, for the partnership and the cloud first cloud, everywhere cloud opportunities share some perspective. >>Yeah, I, I think, you know, just kinda building on that cloud first, right? What cloud first, and we were super excited when cloud first was announced and you know, what it signals to the market and what we're seeing in our customers, which has cloud really permeates everything that we're doing now. Um, and so all aspects of the business will get infused with cloud in some ways, you know, it, it touches on, on all pieces. And I think what we're going to see is just a continued acceleration and getting much more efficient about pulling together the disparate, what had been disparate pieces of these transformations, and then using automation using machine learning to go faster. Right? And so, as we started thinking about the stack, right, well, we're going to get, I know we are, as a partnership is we're already investing there and getting better and more efficient every day as the migration pieces and the moving the assets to the cloud are just going to continue to get more automated, more efficient. And those will become the economic engines that allow us to fund the differentiated, innovative activities up the stack. So I'm excited to see us kind of invest to make those, those, um, those bets accelerated for customers so that we can free up capital and resources to invest where it's going to drive the most outcome for their end customers. And I think that's going to be a big focus and that's going to have the industry, um, you know, focus. It's going to be making sure that we can >>Consume the latest and greatest of AWS as capabilities and, you know, in the areas of machine learning and analytics, but then Andy's also touched on it bringing in ecosystem partners, right? I mean, one of the most exciting wins we had this year, and this year of COVID is looking at the universe, looking at Massachusetts, the COVID track and trace solution that we put in place is a partnership between Accenture, AWS, and Salesforce, right? So again, bringing together three really leading partners who can deliver value for our customers. I think we're going to see a lot more of that as customers look to partnerships like this, to help them figure out how to bring together the best of the ecosystem to drive solutions. So I think we're going to see more of that as well. >>All right, Andy final word, your take >>Thinks of innovation is, is picking up, um, dismiss things are just going faster and faster. I'm just super excited and looking forward to the next five years as, as you know, the technology invention, um, comes out and continues to sort of set new standards from AWS. Um, and as we, as Accenture wringing, our industry capabilities, we marry the two. We, we go and help our customers super exciting time. >>Well, congratulations on the partnership. I want to say thank you to you guys, because I've reported a few times some stories around real successes around this COVID pandemic that you guys worked together on with Amazon that really changed people's lives. Uh, so congratulations on that too as well. I want to call that out. Thanks for coming >>Up. Thank you. Thanks for coming on. >>Okay. This is the cubes coverage, essentially. AWS partnership, part of a century executive summit at Atrius reinvent 2020 I'm John for your host. Thanks. >>You're watching from around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Hello, and welcome back to the cubes coverage of AWS reinvent 2020. This is special programming for the century executive summit, where all the thought leaders going to extract the signal from the nose to share with you their perspective of this year's reinvent conference, as it respects the customers' digital transformation. Brian Bohan is the director and head of a center. ADA was business group at Amazon web services. Brian, great to see you. And Chris Wegman is the, uh, center, uh, Amazon business group technology lead at Accenture. Um, guys, this is about technology vision, this, this conversation, um, Chris, I want to start with you because you, Andy Jackson's keynote, you heard about the strategy of digital transformation, how you gotta lean into it. You gotta have the guts to go for it, and you got to decompose. He went everywhere. So what, what did you hear? What was striking about the keynote? Because he covered a lot of topics. Yeah. You know, it >>Was Epic, uh, as always for Mandy, a lot of topics, a lot to cover in the three hours. Uh, there was a couple of things that stood out for me, first of all, hybrid, uh, the concept, the new concept of hybrid and how Andy talked about it, you know, uh, bringing the compute and the power to all parts of the enterprise, uh, whether it be at the edge or are in the big public cloud, uh, whether it be in an outpost or wherever it might be right with containerization now, uh, you know, being able to do, uh, Amazon containerization in my data center and that that's, that's awesome. I think that's gonna make a big difference, all that being underneath the Amazon, uh, console and billing and things like that, which is great. Uh, I'll also say the, the chips, right. And I know compute is always something that, you know, we always kind of take for granted, but I think again, this year, uh, Amazon and Andy really focused on what they're doing with the chips and PR and compute, and the compute is still at the heart of everything in cloud. And that continued advancement is, is making an impact and will make a continue to make a big impact. >>Yeah, I would agree. I think one of the things that really, I mean, the container thing was, I think really kind of a nuanced point when you got Deepak sing on the opening day with Andy Jassy and he's, he runs a container group over there, you know, small little team he's on the front and front stage. That really is the key to the hybrid. And I think this showcases this new layer and taking advantage of the graviton two chips that, which I thought was huge. Brian, this is really a key part of the platform change, not change, but the continuation of AWS higher level servers building blocks that provide more capabilities, heavy lifting as they say, but the new services that are coming on top really speaks to hybrid and speaks to the edge. >>It does. Yeah. And it, it, you know, I think like Andy talks about, and we talk about, I, you know, we really want to provide choice to our customers, uh, first and foremost, and you can see that and they re uh, services. We have, we can see it in the, the hybrid options that Chris talked about, being able to run your containers through ECS or EKS anywhere I just get to the customer's choice. And one of the things that I'm excited about as you talk about going up the stack and on the edge are things will certainly outpost. Um, right. So now I'll post those launched last year, but then with the new form factors, uh, and then you look at services like Panorama, right? Being able to take computer vision and embed machine learning and computer vision, and do that as a managed capability at the edge, um, for customers. >>And so we see this across a number of industries. And so what we're really thinking about is customers no longer have to make trade-offs and have to think about those, those choices that they can really deploy, uh, natively in the cloud. And then they can take those capabilities, train those models, and then deploy them where they need to, whether that's on premises or at the edge, you know, whether it be in a factory or retail environment. When we start, I think we're really well positioned when, um, you know, hopefully next year we started seeing the travel industry rebound, um, and the, the need, you know, more than ever really to, uh, to kind of rethink about how we kind of monitor and make those environments safe. Having this kind of capability at the edge is really going to help our customers as, as we come out of this year and hopefully rebound next year. >>Yeah. Chris, I want to go back to you for a second. It's hard to hard to pick your favorite innovation from the keynote, because, you know, just reminded me that Brian just reminded me of some things I forgot happened. It was like a buffet of innovation. Some keynotes have one or two, it was like 20, you got the industrial piece that was huge. Computer vision machine learning. That's just a game changer. The connect thing came out of nowhere, in my opinion, I mean, it's a call center technology. This is boring as hell. What are you gonna do with that? It turns out it's a game changer. It's not about the calls with the contact and that's discern intermediating, um, in the stack as well. So again, a feature that looks old is actually new and relevant. What's your, what was your favorite, um, innovation? >>Uh, it it's, it's, it's hard to say. I will say my personal favorite was the, the maca last. I, I just, I think that is a phenomenal, um, uh, just addition, right? And the fact that AWS is, has worked with Apple to integrate the Nitra chip into, into, uh, you know, the iMac and offer that out. Um, you know, a lot of people are doing development, uh, on for ILS and that stuff. And that there's just gonna be a huge benefit, uh, for the development teams. But, you know, I will say, I'll come back to connect you. You mentioned it. Um, you know, but you're right. It was a, it's a boring area, but it's an area that we've seen huge success with since, since connect was launched and the additional features and the Amazon continues to bring, you know, um, obviously with, with the pandemic and now that, you know, customer engagement through the phone, uh, through omni-channel has just been critical for companies, right. >>And to be able to have those agents at home, working from home versus being in the office, it was a huge, huge advantage for, for several customers that are using connect. You know, we, we did some great stuff with some different customers, but the continue technology, like you said, the, you know, the call translation and during a call to be able to pop up those key words and have a, have a supervisor, listen is awesome. And a lot of that was some of that was already being done, but we were stitching multiple services together. Now that's right out of the box. Um, and that Google's location is only going to make that go faster and make us to be able to innovate faster for that piece of the business. >>It's interesting, you know, not to get all nerdy and, and business school life, but you've got systems of records, systems of engagement. If you look at the call center and the connect thing, what got my attention was not only the model of disintermediating, that part of the engagement in the stack, but what actually cloud does to something that's a feature or something that could be an element, like say, call center, you old days of, you know, calling an 800 number, getting some support you got in chip, you have machine learning, you actually have stuff in the, in the stack that actually makes that different now. So you w you know, the thing that impressed me was Andy was saying, you could have machine learning, detect pauses, voice inflections. So now you have technology making that more relevant and better and different. So a lot going on, this is just one example of many things that are happening from a disruption innovation standpoint. W what do you guys, what do you guys think about that? And is that like getting it right? Can you share it? >>I think, I think, I think you are right. And I think what's implied there and what you're saying, and even in the, you know, the macro S example is the ability if we're talking about features, right. Which by themselves, you're saying, Oh, wow, what's, what's so unique about that, but because it's on AWS and now, because whether you're a developer working on, you know, w with Mac iOS and you have access to the 175 plus services, that you can then weave into your new applications, talk about the connect scenario. Now we're embedding that kind of inference and machine learning to do what you say, but then your data Lake is also most likely running in AWS, right? And then the other channels, whether they be mobile channels or web channels, or in store physical channels, that data can be captured in that same machine learning could be applied there to get that full picture across the spectrum. Right? So that's the, that's the power of bringing together on AWS to access to all those different capabilities of services, and then also the where the data is, and pulling all that together, that for that end to end view, okay, >>You guys give some examples of work you've done together. I know this stuff we've reported on. Um, in the last session we talked about some of the connect stuff, but that kind of encapsulates where this, where this is all going with respect to the tech. >>Yeah. I think one of the, you know, it was called out on Doug's partner summit was, you know, is there a, uh, an SAP data Lake accelerator, right? Almost every enterprise has SAP, right. And SAP getting data out of SAP has always been a challenge, right. Um, whether it be through, you know, data warehouses and AWS, sorry, SAP BW, you know, what we've focused on is, is getting that data when you're on have SAP on AWS getting that data into the data Lake, right. And getting it into, into a model that you can pull the value out of the customers can pull the value out, use those AI models. Um, so that was one thing we worked on in the last 12 months, super excited about seeing great success with customers. Um, you know, a lot of customers had ideas. They want to do this. They had different models. What we've done is, is made it very, uh, simplified, uh, framework that allows customers to do it very quickly, get the data out there and start getting value out of it and iterating on that data. Um, we saw customers are spending way too much time trying to stitch it all together and trying to get it to work technically. Uh, and we've now cut all that out and they can immediately start getting down to, to the data and taking advantage of those, those different, um, services are out there by AWS. >>Brian, you want to weigh in as things you see as relevant, um, builds that you guys done together that kind of tease out the future and connect the dots to what's coming. >>Uh, I, you know, I'm going to use a customer example. Uh, we worked with, um, and it just came out with, with Unilever around their blue air connected, smart air purifier. And what I think is interesting about that, I think it touches on some of the themes we're talking about, as well as some of the themes we talked about in the last session, which is we started that program before the pandemic. Um, and, but, you know, Unilever recognized that they needed to differentiate their product in the marketplace, move to more of a services oriented business, which we're seeing as a trend. We, uh, we enabled this capability. So now it's a smart air purifier that can be remote manage. And now in the pandemic head, they are in a really good position, obviously with a very relevant product and capability, um, to be used. And so that data then, as we were talking about is going to reside on the cloud. And so the learning that can now happen about usage and about, you know, filter changes, et cetera, can find its way back into future iterations of that valve, that product. And I think that's, that's keeping with, you know, uh, Chris was talking about where we might be systems of record, like in SAP, how do we bring those in and then start learning from that data so that we can get better on our future iterations? >>Hey, Chris, on the last segment we did on the business mission, um, session, Andy Taylor from your team, uh, talked about partnerships within a century and working with other folks. I want to take that now on the technical side, because one of the things that we heard from, um, Doug's, um, keynote and that during the partner day was integrations and data were two big themes. When you're in the cloud, technically the integrations are different. You're going to get unique things in the public cloud that you're just not going to get on premise access to other cloud native technologies and companies. How has that, how do you see the partnering of Accenture with people within your ecosystem and how the data and the integration play together? What's your vision? >>Yeah, I think there's two parts of it. You know, one there's from a commercial standpoint, right? So marketplace, you know, you, you heard Dave talk about that in the, in the partner summit, right? That marketplace is now bringing together this ecosystem, uh, in a very easy way to consume by the customers, uh, and by the users and bringing multiple partners together. And we're working with our ecosystem to put more products out in the marketplace that are integrated together, uh, already. Um, you know, I think one from a technical perspective though, you know, if you look at Salesforce, you know, we talked a little earlier about connect another good example, technically underneath the covers, how we've integrated connect and Salesforce, some of it being prebuilt by AWS and Salesforce, other things that we've added on top of it, um, I think are good examples. And I think as these ecosystems, these IFCs put their products out there and start exposing more and more API APIs, uh, on the Amazon platform, make opening it up, having those, those prebuilt network connections there between, you know, the different VPCs and the different areas within, within a customer's network. >>Um, and having them, having that all opened up and connected and having all that networking done underneath the covers. You know, it's one thing to call the API APIs. It's one thing to have access to those. And that's been a big focus of a lot of, you know, ISBNs and customers to build those API APIs and expose them, but having that network infrastructure and being able to stay within the cloud within AWS to make those connections, the past that data, we always talk about scale, right? It's one thing if I just need to pass like a, you know, a simple user ID back and forth, right? That's, that's fine. We're not talking massive data sets, whether it be seismic data or whatever it be passing those of those large, those large data sets between customers across the Amazon network is going to, is going to open up the world. >>Yeah. I see huge possibilities there and love to keep on this story. I think it's going to be important and something to keep track of. I'm sure you guys will be on top of it. You know, one of the things I want to, um, dig into with you guys now is Andy had kind of this philosophy philosophical thing in his keynote, talk about societal change and how tough the pandemic is. Everything's on full display. Um, and this kind of brings out kind of like where we are and the truth. You look at the truth, it's a virtual event. I mean, it's a website and you got some sessions out there with doing remote best weekend. Um, and you've got software and you've got technology and, you know, the concept of a mechanism it's software, it does something, it does a purpose. Essentially. You guys have a concept called living systems where growth strategy powered by technology. How do you take the concept of a, of a living organism or a system and replace the mechanism, staleness of computing and software. And this is kind of an interesting, because we're on the cusp of a, of a major inflection point post COVID. I get the digital transformation being slow that's yes, that's happening. There's other things going on in society. What do you guys think about this living systems concept? >>Yeah, so I, you know, I'll start, but, you know, I think the living system concept, um, you know, it started out very much thinking about how do you rapidly change the system, right? And, and because of cloud, because of, of dev ops, because of, you know, all these software technologies and processes that we've created, you know, that's where it started it, making it much easier to make it a much faster being able to change rapidly, but you're right. I think as you now bring in more technologies, the AI technology self-healing technologies, again, you're hurting Indian in his keynote, talk about, you know, the, the systems and services they're building to the tech problems and, and, and, and give, uh, resolve those problems. Right. Obviously automation is a big part of that living systems, you know, being able to bring that all together and to be able to react in real time to either what a customer, you know, asks, um, you know, either through the AI models that have been generated and turning those AI models around much faster, um, and being able to get all the information that came came in in the last 20 minutes, right. >>You know, society's moving fast and changing fast. And, you know, even in one part of the world, if, um, something, you know, in 10 minutes can change and being able to have systems to react to that, learn from that and be able to pass that on to the next country, especially in this world with COVID and, you know, things changing very quickly with quickly and, and, and, um, diagnosis and, and, um, medical response, all that so quickly to be able to react to that and have systems pass that information learned from that information is going to be critical. >>That's awesome. Brian, one of the things that comes up every year is, Oh, the cloud scalable this year. I think, you know, we've, we've talked on the cube before, uh, years ago, certainly with the censure and Amazon, I think it was like three or four years ago. Yeah. The clouds horizontally scalable, but vertically specialized at the application layer. But if you look at the data Lake stuff that you guys have been doing, where you have machine learning, the data's horizontally scalable, and then you got the specialization in the app changes that changes the whole vertical thing. Like you don't need to have a whole vertical solution or do you, so how has this year's um, cloud news impacted vertical industries because it used to be, Oh, the oil and gas financial services. They've got a team for that. We've got a stack for that. Not anymore. Is it going away? What's changing. Wow. >>I, you know, I think it's a really good question. And I don't think, I think what we're saying, and I was just on a call this morning talking about banking and capital markets. And I do think the, you know, the, the challenges are still pretty sector specific. Um, but what we do see is the, the kind of commonality, when we start looking at the, and we talked about it as the industry solutions that we're building as a partnership, most of them follow the pattern of ingesting data, analyzing that data, and then being able to, uh, provide insights and an actions. Right. So if you think about creating that yeah. That kind of common chassis of that ingest the data Lake and then the machine learning, can you talk about, you know, the announces around SageMaker and being able to manage these models, what changes then really are the very specific industries algorithms that you're, you're, you're writing right within that framework. And so we're doing a lot in connect is a good example of this too, where you look at it. Yeah. Customer service is a horizontal capability that we're building out, but then when you stop it into insurance or retail banking or utilities, there are nuances then that we then extend and build so that we meet the unique needs of those, those industries. And that's usually around those, those models. >>Yeah. And I think this year was the first reinvented. I saw real products coming out that actually solve that problem. And that was their last year SageMaker was kinda moving up the stack, but now you have apps embedding machine learning directly in, and users don't even know it's in there. I mean, Christmas is kind of where it's going. Right. I mean, >>Yeah. Announcements. Right. How many, how many announcements where machine learning is just embedded in? I mean, so, you know, code guru, uh, dev ops guru Panorama, we talked about, it's just, it's just there. >>Yeah. I mean, having that knowledge about the linguistics and the metadata, knowing the, the business logic, those are important specific use cases for the vertical and you can get to it faster. Right. Chris, how is this changing on the tech side, your perspective? Yeah. >>You know, I keep coming back to, you know, AWS and cloud makes it easier, right? None of this stuff, you know, all of this stuff can be done, uh, and has some of it has been, but you know, what Amazon continues to do is make it easier to consume by the developer, by the, by the customer and to actually embedded into applications much easier than it would be if I had to go set up the stack and build it all on that and, and, and, uh, embed it. Right. So it's, shortcutting that process. And again, as these products continue to mature, right. And some of the stuff is embedded, um, it makes that process so much faster. Uh, it makes it reduces the amount of work required by the developers, uh, the engineers to get there. So I I'm expecting, you're going to see more of this. >>Right. I think you're going to see more and more of these multi connected services by AWS that has a lot of the AIML, um, pre-configured data lakes, all that kind of stuff embedded in those services. So you don't have to do it yourself and continue to go up the stack. And we was talking about, Amazon's built for builders, right. But, you know, builders, you know, um, have been super specialized in, or we're becoming, you know, as engineers, we're being asked to be bigger and bigger and to be, you know, uh, be able to do more stuff. And I think, you know, these kinds of integrated services are gonna help us do that >>And certainly needed more. Now, when you have hybrid edge that are going to be operating with microservices on a cloud model, and with all those advantages that are going to come around the corner for being in the cloud, I mean, there's going to be, I think there's going to be a whole clarity around benefits in the cloud with all these capabilities and benefits cloud guru. Thanks my favorite this year, because it just points to why that could happen. I mean, that happens because of the cloud data. If you're on premise, you may not have a little cloud guru, you got to got to get more data. So, but they're all different edge certainly will come into your vision on the edge. Chris, how do you see that evolving for customers? Because that could be complex new stuff. How is it going to get easier? >>Yeah. It's super complex now, right? I mean, you gotta design for, you know, all the different, uh, edge 5g, uh, protocols are out there and, and, and solutions. Right. You know, Amazon's simplifying that again, to come back to simplification. Right. I can, I can build an app that, that works on any 5g network that's been integrated with AWS. Right. I don't have to set up all the different layers to get back to my cloud or back to my, my bigger data side. And I was kind of choking. I don't even know where to call the cloud anymore, big cloud, which is a central and I go down and then I've got a cloud at the edge. Right. So what do I call that? >>Exactly. So, you know, again, I think it is this next generation of technology with the edge comes, right. And we put more and more data at the edge. We're asking for more and more compute at the edge, right? Whether it be industrial or, you know, for personal use or consumer use, um, you know, that processing is gonna get more and more intense, uh, to be able to manage and under a single console, under a single platform and be able to move the code that I develop across that entire platform, whether I have to go all the way down to the, you know, to the very edge, uh, at the, at the 5g level, right? Or all the way into the bigger cloud and how that process, isn't there be able to do that. Seamlessly is going to be allow the speed of development that's needed. >>Well, you guys done a great job and no better time to be a techie or interested in technology or computer science or social science for that matter. This is a really perfect storm, a lot of problems to solve a lot of things, a lot of change happening, positive change opportunities, a lot of great stuff. Uh, final question guys, five years working together now on this partnership with AWS and Accenture, um, congratulations, you guys are in pole position for the next wave coming. Um, what's exciting. You guys, Chris, what's on your mind, Brian. What's, what's getting you guys pumped up >>Again. I come back to G you know, Andy mentioned it in his keynote, right? We're seeing customers move now, right. We're seeing, you know, five years ago we knew customers were going to get a new, this. We built a partnership to enable these enterprise customers to make that, that journey. Right. But now, you know, even more, we're seeing them move at such great speed. Right. Which is super excites me. Right. Because I can see, you know, being in this for a long time, now I can see the value on the other end. And I really, we've been wanting to push our customers as fast as they can through the journey. And now they're moving out of, they're getting, they're getting the religion, they're getting there. They see, they need to do it to change your business. So that's what excites me is just the excites me. >>It's just the speed at which we're, we're in a single movement. Yeah, yeah. I'd agree with, yeah, I'd agree with that. I mean, so, you know, obviously getting, getting customers to the cloud is super important work, and we're obviously doing that and helping accelerate that, it's it, it's what we've been talking about when we're there, all the possibilities that become available right. Through the common data capabilities, the access to the 175 some-odd AWS services. And I also think, and this is, this is kind of permeated through this week at re-invent is the opportunity, especially in those industries that do have an industrial aspect, a manufacturing aspect, or a really strong physical aspect of bringing together it and operational technology and the business with all these capabilities, then I think edge and pushing machine learning down to the edge and analytics at the edge is really going to help us do that. And so I'm super excited by all that possibility is I feel like we're just scratching the surface there, >>Great time to be building out. And you know, this is the time for re reconstruction. Re-invention big themes. So many storylines in the keynote, in the events. It's going to keep us busy here. It's looking at angle in the cube for the next year. Gentlemen, thank you for coming out. I really appreciate it. Thanks. Thank you. All right. Great conversation. You're getting technical. We could've go on another 30 minutes. Lot to talk about a lot of storylines here at AWS. Reinvent 2020 at the Centure executive summit. I'm John furrier. Thanks for watching.

>> Announcer: From around the globe. It's theCube with digital coverage of AWS re:Invent 2020 special coverage sponsored by AWS Worldwide Public Sector. >> Hi, and welcome to theCube Virtual in our coverage of AWS re:Invent. I'm your host Rebecca Knight. Today we are joined by Shawn Snyder. She is the managing director at Deloitte and Cloud Migration market leader. Thanks for coming on the show Shawn. >> Thank you, Rebecca. I'm glad to be here. >> So we're talking today about cloud migration in the public sector in the COVID era, but I want to start by having you introduce yourself to our viewers tell them a little bit about what you do at Deloitte. >> Sure, I'm Shawn Snyder. I'm a managing director based out of Atlanta. I lead our cloud migration offering for our government and public sector clients. So that really means that I serve clients in the government, both public sector local government agencies, as well as federal agencies and helping them move to the cloud, and I'm also responsible for building out our capabilities, our tools, our resources, and people to help clients do that in a very fast and accelerated way. >> So even putting aside the pandemic for a second, shifting to the cloud is such a big and daunting undertaking for so many organizations, including federal agencies. How do you help CIOs and clients think through the processes and what they need to do and how they need to do it? >> Yeah, I mean, it all starts with where are they at on this journey, right? We actually have a show our clients like a typical journey to the cloud and, you know, we have a method and set of tools that we can work with them depending on where they are but if they're just in the initial stages of exploring, moving to cloud, it typically starts with a strategy and really understanding what, you know, how engaged is the mission and the agencies in supporting this. Are they really looking to continue to build their own talent? What is the end state look like? Do they want to build cloud skills and cloud engineering skills within their organization, or are they looking to do more of a managed service model? So a lot of these conversations happen and also around what platforms they want to use and then we typically look at their portfolio of applications. So it could be, you know, they're looking to move out of a data center and go more to a cloud virtual environment. It could be that they're looking to move a couple of mission critical applications that are highly complex with lots of data and sensitive information, so. It really kind of depends on what they're trying to achieve and what is the business result that they're looking to gain. >> And how do you help them think through the business case for this? Because I know that that is definitely an imperative. >> So we take a couple of, I can give you an example. So when we were working with a state in local agency, looking at a big mission critical integrated eligibility system, they wanted to be able to move because they were, the technology was getting a little dated. It was eating inflexible to maintain and when they were looking at the maintenance costs that they were spending on both the infrastructure and the application, it was starting to, you know, take up to 90% of the budget and so the lack of ability to be able to do new capabilities and new innovation when you're talking about especially post COVID, which I know we haven't gotten into, but when they're looking, there's actually more and more products and aid that's being made available. So they need more flexibility, and so what we did was we actually did a bunch of analysis around what does that technology stack look like? What's the cost drivers and then we built out what the future would look like on the, in this particular case was the AWS platform. How could they take advantage of some native services and reduce some of their licensing costs? How could they upgrade through our products? We have a seamless way to upgrade to cloud suitable operating systems. So in this case, they were on an outdated Windows and Linux platforms. We were able to update that to cloud suitable, which allowed them to, you know, save a lot of money in terms of their infrastructure costs to maintain some of that outdated infrastructure and then we get them on end state tools around security monitoring, around infrastructure monitoring and so they can really streamline some of those infrastructure costs as they are spending tremendous amount of money just on the tools when they're managing all of that on-prem, on a complex system. >> So thinking about now we are in this pandemic, which has changed everything about the way we live and the way we work, moving to the cloud was a business goal. Something that a lot of organizations sort of had, in they're two and three year, two and five-year plan. Now it is an absolute mandate. What are you seeing? What are you hearing? What are organizations saying to you now? >> There's just such a, there's such a demand for speed and doing it at scale very fast. So prior to COVID, like you said, it was a multi-year journey. We'll get to it when we can, but there were other priorities that automatic, always got in the way of that and also just the cost justification, right? When you're talking about migration and a lot of times these systems that's portfolio systems are outdated, they're not cloud suitable. So how do you have to refactor them? That can get pretty costly pretty quickly. Now our clients want to move fast and they have a virtual work workforce, they need more scale. They need more storage for some of the data. They need to be able to integrate with other partners, especially in the healthcare space, whether it's at the state and local agency level or in the federal space, that ability to create that ecosystem of being able to transmit and share data in a very secure way at a very large volume is becoming, you know, mission critical with combating COVID with being able to protect our citizens. >> Speed is the name of the game, as you're saying. So what, how is Deloitte investing in automation and what kinds of migration accelerators are you bringing to clients now? >> So a few different things. One, we are partnering with AWS, both on a professional services perspective, as well as with some programs. So we've integrated our methodologies and we've been certified by AWS for our methodology around migration acceleration program. So that's the map because of our qualifications of the amount of migrations we do globally, as well as our methodology and tool set, we're able to offer this joint map program, which allows us to team with AWS. Go on site in quickly use our tools to diagnose what applications are actually at cloud ready to move, how fast can they move? And it gives a lot of information around technical configurations, what servers they reside on, and all of basically the affinities, all of the information you would need to be able to move those applications and if it's not cloud suitable, we can detect if it, how quickly we could get it cloud suitable. What would need to be done is an application code, or is it database, or is it operating system? What are those things that need to get upgraded to move it to the cloud? And is it worth moving to the cloud? So we actually look at the business value that each of these applications are providing and saying, you know, this might be more suited to stay on-prem for now. So we work with them through this map program to really come up with that detailed migration schedule and plan and we then use that information that we collected during that diagnostic phase feeds into our migration tools. So the migration is actually automated with the information that was collected during the diagnostics and the landing zones, and all of the sizing of the infrastructures able to be sized appropriately based on the information that was collected. >> I want to ask you about innovation. In a lot of these Cube Virtual conversations that we're having, we're hearing from a lot of executives that the pandemic has been a forcing mechanism in sort of forcing people to think more resourcefully, more ingenuitively about how they solve these pressing problems. What have you experienced, and have you seen in particular examples of innovation that have been inspiring and exciting for you? >> Yes, absolutely. So I actually work in the federal health space most, and our ability to be able to stand up an application or a service, whether it's a Salesforce service, the AWS platform, but we've been able to stand up contact tracing for local agencies, for state agencies. We've been able to set up cloud native services that allow the data that's getting collected across these different organizations to be able to make meaningful information using machine learning and some of the other native services that are available within cloud and they can be stood up very quickly and very cost-effectively and I think that's the other value that cloud is unlocking for organizations and really now starting to realize that they can move towards innovation and start to spend much more money on innovation than what they were doing previously on spending most of the budget on maintenance. >> When you're talking to clients now about the future, what are they thinking? What's on their minds in this sort of this 12 to 24 month plan? Are they just thinking we just need to get through this next period and cope with this uncertainty? Or are they thinking about the future. >> Moving to cloud isn't just an infrastructure move. I think that's getting your head around what does it mean? What does your workforce have to look like? What does, how do you collaborate with the business? What are the, what is the future innovation use cases? What is going to, how do you actually start to use those use cases to demonstrate early value and start to do things much more in an agile and iterative way instead of, you know, delivering something in a, you know, several months or years. So it, it really is shifting, it's a transformation for how the office of the CIO or how they actually operate. It's creating integrated teams within the CIO organization. We're actually embedding different disciplines like engineering, infrastructure, IT operations, security operations, risk management, financial management, these disciplines as part of these, what we call DevOps DevSecOps type teams, and be able to deliver an end-to-end product on a particular platform in a very agile way. >> In thinking about the future of the workforce and how the pandemic is changing people's careers. I know that you serve as the technology campus champion at Georgia Tech, and you're very active in recruiting bright young business talent. Can you talk to our viewers a little bit about the changes that you foresee in terms of how people plan their careers and their professional development and anything in particular that Deloitte is doing to make sure that the pandemic does not have such a damaging effect, you know, from a lot of statistics that women are dropping out of the workforce in large numbers. >> Yes, so let me unpack your question a couple of ways. So, you know, first of all, you know, I'm really passionate about talent development and recruiting, and I've learned recruiting efforts at the undergrad for many, many years, and I've always been a technologist. So now, like just seeing how technology is embedded in all of the business that we do and it's so mission critical, you now, I'm very focused on making sure there's more women and more minorities going into technology oriented degrees. There's so much you can do with a technology degree and the of career careers that are available, you know, are unlimited. We can't hire enough people that have the right skills. There's just a war on talent for people that have the right security and cybersecurity skills, cloud engineering skills, and just the analytical skills. I mean, this is very complex stuff that you're trying to, you know, build stuff and create stuff that hasn't been created before. So I find it extremely fascinating and I hope that people can see the creative side of things and the scientific it's really bringing it both together and that's what I try to mentor a lot of the recruits on campus. In addition to that, so I think that there's tremendous amount of opportunity for folks going into those types of degrees, as well as for women I, you know, it's been a challenge because people are, you know, some schools aren't closed are not open. If you have a dual working family, it can be a big challenge if you're taking care of children or elderly parents, for example. So at Deloitte, we actually recently implemented a dependent care policy for folks that could take advantage of additional stipend to subsidize, you know, childcare or dependent care. So that's helped a little bit, we're also really focused on diversity inclusion. So, you know, really having candid conversations, individual conversations around what are your boundaries at work right now? Can, do you have to be off right now from, you know, dinner time till bedtime? What does that look like? And we're trying to really help people have the tools and feel comfortable about having those conversations, 'cause it's not just women, it's men, too. I mean, this, these are difficult situations that we're all, you know, co living with our spouses and our significant others and our children, and potentially, you know, extended family members and trying to work in the same environment and is very challenging, and so we're trying to create space for people to be able to have those conversations and make it work for them. >> Don't I know it's Shawn. So just in terms of thinking about the future and what is next for Deloitte, and you've just talked about how you are a technologist at heart, and you see so much excitement about bringing in different disciplines, different functions to solve these urgent and pressing problems. What do you foresee for yourself and for Deloitte over these next couple of years, as we emerge hopefully out of this crisis situation. >> I think Deloitte, you know, one reason I've stayed at Deloitte for so long is that we've always been really focused on how does the technology solve the business problem, the mission problem? And so we have a real opportunity to continue to be able to bring the IT and the technology enablement and make sure it aligns to the business strategy and so the business use cases, you know, we've invested a lot in our labs Capabilities where we're able to bring different disciplines, whether it's, you know, HR and talent thinking about workforce of the future, you know, that technology stack and the architects together, as well as the thinking about across the ecosystem, what are some of the future use cases that you're not even thinking about? So we're able to bring a lot of these different disciplines or subject matter experts together. Now I'll be in a very virtual way, but we've been able to take these lab concepts and it really helps kind of get that out of the possible defined and really strong alignment across these different constituents across the enterprise. So that is really exciting to me. I also think the investment that we're making in our cloud engineering practice, in our alliances with companies like AWS, it really gives us insight into where the technology is going and making sure our staff and our tools and our resources available to us are aligned to that more than investments are being made in the technology. >> So well Shawn thank you so much for coming on theCube Virtual. It's a pleasure having you on the show. >> Thank you very much Rebecca. >> I'm Rebecca Knight stay tuned for more of theCube Virtual's coverage of 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 >>Right. Welcome, everyone to the Cube. Live covering aws reinvent 2020. I'm your host, Rebecca Knight. Today we're joined by Joshua Virgin. He is the general manager at AWS Outpost. Thanks so much for coming on the Cube. Joshua, >>thank you for having me. It's great to be here. >>Well, it's great to have you So tell our viewers a little bit about aws out AWS Outpost. >>Sure, it's the one of my favorite subjects, obviously. So outpost is a service from AWS that allows you to use the same tools technology ap ice. You know, programming interfaces that you do in the cloud, but install this and run it on your own premises or in a co location facility. So it really extends the reach of A W S two far more locations than you could otherwise use it. >>So what are some of the advancements this year? >>It's been an amazingly you know, busy year, even under unprecedented kind of circumstances, where we've tried to turn the crank really hard and deliver value for our customers. We increase the number of countries you could order outposts in up to 51 countries. You can now connect outpost all 22 AWS regions and or govcloud regions everything outside of China. On we delivered 15 new services or incremental features, including S three on outpost, which was the top thing that customers asked for. But also our application load balancer, elastic cash are relational database service RDS. You know, there's probably more that I'm missing here, but, you know, and we're definitely not slowing down in that regard. 2021 will probably be an even bigger year. >>So tell us a little bit about the response from customers since the launch of a W s outpost last year. What are you hearing? >>Yeah, I mean, we're hearing a lot. I think we've been pleasantly surprised by the breadth and the depth of the customer use cases. One >>of the >>biggest things we heard from people was, you know, the the outposts are great, but it's a it's a full rack of compute or many racks of compute in some cases in storage, you know, their locations that people wanted to put it in that were smaller where their space constrained. Maybe a restaurant or a factory floor or ah, you know, small medical facility. You know, a telco like a cell site. And and so what we did, based on that is something that we actually just announced and Andy's keynote just a few days ago here, which is the new small form factor outposts that are one you and to you size servers. It's about the size of one or two pizza boxes stacked on top of each other. So that's even going to make outposts available toe even Mawr use cases. Uh, you know, early on we kind of said to ourselves that it's important to kind of give people that consistent experience wherever they might need the compute and storage and the other services. And so I've been I've been really pleasantly surprised, as I mentioned earlier by how many people have talked to us. We have customers like Philips Healthcare. They are. They're bringing their medical imaging solution toe outposts, and it allows them to kind of modernize the way they deliver services, the hospitals and medical research centers around the world, something that really wouldn't be possible without having A W s everywhere, >>and that is much, much needed today. Um, tell us a little bit about Maura. About this year in particular. You said it yourself at the beginning of our conversation. This is an unprecedented year for so many different reasons. How has the cove in 19 pandemic affected AWS outpost and how your team interacts with customers and get your job done? >>Yeah, we I >>think we have >>some unique, you know, challenges in that regard. Obviously, as I mentioned earlier, a W s outposts are installed in a co location, facility or on a customer's own premises in a data center. You know, other things like that. So obviously we have to get our technicians out there toe, roll them in and hook them up to your network and, you know, to get them powered up. So that means that we are complying with, uh, covert restrictions. And as I mentioned 51 different countries. So there was even an install earlier this year at a mining location, you know, far outside the U. S. Where we had to get technicians working with, uh, local technicians from the customer following Kobe guidelines wearing protective gear and actually installing the outpost. You know, using kind of satellite connectivity and phones, toe phone home and talk to us during the installation, of course, because it's not hooked up yet. So those were just kind of examples of the lengths to which will go to make sure that, of course, we're safe. The customers were safe, but that they can kind of continue to modernize their application portfolio and get benefits from the outpost. >>And what are you hearing from clients and customers in terms of how they're thinking about their technology needs now and in the coming year? >>Yeah, that's a That's a great question. I mean, it really varies by market segment. So you have customers like Cisco and Ericsson and Telefonica. They're gonna be using Outpost Thio kind of run their five g packet core technology. It it's got to be run at the edge right there. Telcos. They need to minimize Leighton, see single digit milliseconds, or you might have a customer like Lockheed Martin, And what they've told us is they have projects that are subject to government contracts and regulations. And not only do they have, of course, compliance regimes like Fed ramp that they need to be aware of. But there's data residency requirements. So whether they're deploying in the United States or, you know, with our allies all around the world, the compute in the storage that they need to run in specific locations. So now outposts are going to be a key advancement and kind of a key differentiator for them in how they deliver services to their customers and still meet those data residency or compliance requirements. >>Joshua, tell our viewers more about AWS Outpost ready? >>Oh, that zits. Another thing. I'm really glad you mentioned. So the Outpost Ready program. These are solutions from our a Pienaar Amazon AWS partner Network that are validated in following our best practices on AWS outposts. They're certified toe work and you know they're generally available to customers. And so it's a program where, you know, I SVs and saz providers can ensure that the technology that they provide this third party technology is going to work in the outpost environment. And and there's there's something about outpost that I think makes this, uh, differentiator and uniquely valuable. When I mentioned kind of that consistent hybrid experience. When you think about how outposts are deployed, you know, in a customer's data center, Mike. Maybe alongside other technology they're already using. And so customers say, Look, these AWS services are great, but I already use a variety of, you know, third party technology, maybe from Veritas or Trend Micro Palo Alto Networks. Con vault sigh since pager duty Pure storage Netapp. You know, the list is actually pretty extensive of what people are already using. And so they said, you know, I do plan on using AWS services, but I also don't want to give up. You know what what my team is already familiar with, So can you make sure that's gonna work for me, whether I'm using it in the region or on the AWS outposts? And so the interest and kind of demand for this both from customers and the enthusiasm from the partners has been off the charts. We started the program in just September, which is not that long ago, and we had 32 partners, and as of today we have an additional, uh, additional 25 partners, right? It's 57 partners, total 64 certified solutions so that that's a lot of momentum in just kind of, ah, short amount of time. And I'm really happy that we can deliver that to the customers >>so it doesn't. It's already showing tremendous momentum. How do you think about it in terms of the primary benefits that it gives to customers and how it helps customers and partners? >>Yeah, I think, you know, in order to qualify, the solution has to be tested and validated upon against a bunch of criteria that we have very specific technical criteria, security requirements operational and you know, they're they're supported for customers with clear deployment guidelines. So you know, the customers can kind of think of this as a guarantee that we're not just saying maybe this could work, but but this will work. If you're already using it, it's going to continue to work in a way that's familiar to you and and again, that's important. That consistent hybrid experience, whether you're using a solution from a third party or from AWS, whether you're using it in the region or on a local zone or in a wavelength zone, some of our other, you know, kind of innovative infrastructure deployments or using it on outpost, no matter where you're using it, it has to work the same way. And so this is something that customers have said. I want to be able to get up and running quickly. We had a customer riot games. They're the maker of league of Legends. But also when they were launching their new game, Valerie Int, in June of 2020 they deployed outpost in four different locations to kind of ensure a level playing field in terms of latency. What they told us, you know, very much like this service ready program is they were able to get up and running in just a matter of days once the outpost was deployed. And it's because we gave them those same a p I s that same tooling. So I think that's really important for people. And, you know, I hope we can continue to deliver on that promise. >>So the closest out here, I want you to look into your crystal ball and think ahead 12 and 24 months when you know, fingers crossed things are back to somewhat more normal. What? What's in store for AWS Outpost? >>Yeah, I mean, we're going to deliver on what we announced here at reinvent, which is the new small form factor outposts on. I think what we're going to continue to do is listen to customers. We developed outpost from the very beginning because customers said Could could you deploy outposts in our in our data center or Sorry, can you deploy eight of us? And our data center didn't have a name back then. And so that's really the hallmark of AWS, you know, somewhere around 90% of our road maps or based on what customers tell us they want, then the other 10% is when we kind of look around the corner and hopefully delight people with something they didn't even know they needed. And I really hope for my team. And that that's what 2021 2022 brings is, you know, more countries, more services, more value, more compliance certifications. You know, all the things that people tell us they want. We're going to keep turning the crank as hard as we can and delivering that as quickly as possible >>with the trademark Amazon customer delight. >>Yes, absolutely >>excellent. Well, Joshua Virgin. Thank you so much for coming on the Cube. It was a pleasure having you. >>That was a pleasure talking to you. Thank you very much. >>I'm Rebecca night for more of the cubes. Coverage of AWS reinvent 2020. Stay tuned. >>Yeah.

>> Voiceover: From around the globe, it's theCUBE, with digital coverage of AWS re:Invent 2020. Special coverage sponsored by AWS Global Partner Network. >> Hello and welcome to theCUBE virtual and our coverage at AWS re:Invent 2020, with special coverage of the APN Partner Experience. I'm your host Rebecca Knight. Today we are joined by Rachel Rose. She is the head of global AWS programs. Thank you so much for coming on the show, Rachel >> Thanks, Rebecca. So excited to be here. >> Well, we're delighted to have you so we just heard Sandy's keynote address, and we know that AWS has announced a number of new partner programs, including AWS competencies and service validations. Why don't you start by telling our viewers a little bit more about these? >> Sure. It couldn't be more of an exciting time for our partner community. We've made a number of key global announcements today. What you just heard from Sandy. So that includes the launch of two new AWS competency programs. We have the travel and hospitality competency, as well as the public safety and disaster response competency. Additionally, we announced changes to our top performing service delivery program, the Amazon RDS service delivery. >> So tell us exactly what is an AWS competency? What is it? What does it bring to partners and customers? >> Yes, of course. The competency program is designed to highlight and promote our top partners, based on their proven technical and customer success in key specialized areas. We focus on industries, workloads, as well as key use cases. It benefits our customers by providing them with a short list of highly vetted and trusted partners to work with based on whatever their needs may be. So for example, if you're a customer looking for a HIPAA compliant partner out of Japan, the competency program can help you. It's all about saving time for our customers. No more searching for partners for hours on end, we do all that work for you. And one additional note I'll make on competencies is that, Rebecca, this isn't a new program for us at AWS. We've been designing and iterating on these programs for years. Adding new designations, new use cases, as well as evolving our existing programs, all based on customer feedback. We're thrilled to announce these new programs today and hope you'll check out the travel and hospitality, as well as the public safety and disaster response competency. >> So we're going to dig into those a little bit later, but tell our viewers a little bit more about the two competencies that were launched today. >> Yes, Rebecca, and as I mentioned, we've launched two new competencies. We have first, the travel and hospitality competency, which launched today with 27 of our top global ISVs and consulting partners. These partners are experts at helping our customers accelerate their modernization and innovation journeys to building a resilient business for the long run. Everything from the behind the scenes, operational efficiencies, as well as guest facing customer experiences. And then the public safety and disaster response competency, which highlights our top ISV partners that build products on AWS to help our customers prepare, respond and recover from these natural and man-made disasters. We launched today with 16 top global ISVs today. >> So I want to ask you a little bit about why now. Put this into context for our viewers. We know that the world is gripped by the devastating COVID-19 pandemic. Why launch these two competencies now? >> Great question. For travel and hospitality, there's really very few industries that face a technology environment as complex and mission critical, especially given the state of the world that we're in right now with the pandemic. It's an ongoing challenge for us to hire and retain that domain expertise in-house, leading a growing demand for experienced on demand resources. Our partner community has responded so quickly here, working with our joint customers to charter a smart digital way forward. It's why the majority of our Fortune 500 companies, and over 90% of our Fortune 100 already utilize AWS Partner Solutions and Services. For public safety and disaster response, it's a direct response to the economic law caused by these natural and man-made disasters. 2020 was an unprecedented year for so many reasons, but especially in terms of disaster and public safety event. And at AWS, we're committed to helping our first responders, our public safety agencies, and our disaster response organizations by mitigating the impact affected by these communities. Through this competency, we can differentiate our top most highly vetted partners giving our customers an easy way to find businesses that offer trusted and specialized services, tailored to meet their mission critical needs. >> Well, it certainly sounds like something the world needs now, Rachel. You've also mentioned updates to one of your service validation programs. Can you tell our viewers a little bit more about that? >> Yes. Based on customer feedback, we've made significant updates to the Amazon RDS service delivery program. This program is designed to highlight our top partners that implement and migrate customers to Amazon RDS. Based on the increased demand we've seen for purpose-built databases, we've made changes to the Amazon RDS delivery program by adding in validation that's actually based on that individual engine type, like Amazon Aurora MySQL or Amazon RDS for Oracle. This allows our customers to identify an Amazon RDS partner with demonstrated success delivering Amazon RDS solutions for specific database engine. >> What were some of the partners that were announced today? >> Our partner capability ranges across the board, and we feel really honored to work with such interesting partners that are delivering on behalf of our customers every single day. You know, one example, OneBlood, which is the third largest blood bank, engaged our public safety and disaster response competency launch partner, Solodev to help evolve the digital customer experience for their donors. By leveraging AWS auto-scaling technologies, OneBlood was able to rapidly provision additional servers to meet the high demand in the face of a massive national emergency. As a result, their website never went down and willing donors were able to connect with the right information just in time. Another really interesting partner story is thanks to Elenium Automation. They're a travel and hospitality competency launch partner, they're based out of Australia, and they helped Etihad Airways become the first airline to trial contactless technology, which helps monitor the temperature, heart rate and respiratory rate of any person using any airport and touch points. I mean, how cool is that? >> It's very cool. So if there are partners who are watching this who are interested in learning more, what should they do? Where should they go? >> Yeah, there's so many great resources. So I'll start with our customers. Our customers that are looking for these highly vetted, trusted partners can go to our AWS Partner Solutions Finder, filter by expertise, and you can find the right partner that you need at any time. For our partners that want to learn more about how to engage with these programs, they can visit our APN webpage or our competency webpage. >> So finally, I want you to close this out here and look into your crystal ball and think about the next 12 to 24 months. What would you say to your partners? You are the head of partner experience. Can you talk a little bit about a sneak peek for what partners can experience in the next year and the year after? >> We've been collecting mountains of customer feedback, and it's really what's critical in order for us to build out what that roadmap looks like for us in 2021. So some of the top requests that we continue to see from our customers are revolved around energy. So I think you can expect to see an energy competent (mumbles) in 2021, as well as adding a mainframe category to our migration competency. We're also going to continue to evolve our service validation program. So you've heard me talk a little bit about RDS earlier. We're going to continue to evolve that program as well by adding business applications as a new category. So I think that's just a tiny little sneak peek onto what the team's working on, but we're definitely focused on collecting customer feedback in order to ensure we have the right roadmap ahead of us. >> Exciting times ahead. Thank you so much, Rachel Rose, the head of global AWS Partner Programs. Thanks so much for coming on the show. >> Thank you, Rebecca. Appreciate the time. >> And thank you for tuning in to theCUBE virtuals coverage of AWS re:Invent 2020. I'm Rebecca Knight, stay tuned. (soft music)

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

>> Announcer: From around the globe, it's theCUBE, with digital coverage of AWS re:Invent Executive Summit 2020. Sponsored by Accenture and AWS. >> Welcome to CUBE 365's coverage of the Accenture Executive Summit, part of AWS re:Invent. I'm your host, Rebecca Knight. Today we are joined by a CUBE alum, Karthik Narain. He is Accenture's senior managing director and lead Accenture Cloud First, welcome back to the show Karthik. >> Thank you. Thanks for having me here. >> Always a pleasure. So I want to talk to you. You are an industry veteran, you've been in Silicon Valley for decades. I want to hear from your perspective what the impact of the COVID-19 pandemic has been, what are you hearing from clients? What are they struggling with? What are their challenges that they're facing day to day? >> I think COVID-19 has been a eye-opener from various facets, first and foremost, it's a health situation that everybody's facing, which not just has economic bearings to it. It has enterprise and organizational bearing to it, and most importantly, it's very personal to people because they themselves and their friends, family, near and dear ones are going through this challenge from various different dimension. But putting that aside, when you come to it from an organizational enterprise standpoint, it has changed everything, the behavior of organizations coming together, working in their campuses, working with each other as friends, family, and near and dear colleagues, all of them are operating differently. So that's one big change to get things done in a completely different way from how they used to get things done. Number two, a lot of things that were planned for normal scenarios, like their global supply chain, how they interact with their client, customers, how they co-innovate with their partners, and how their employees contribute to the success of an organization, they're all changed. And there are no data models that give them a hint of something like this for them to be prepared for this. So we are seeing organizations that have adapted to this reasonably okay, and are launching to innovate faster in this, and there are organizations that have started with struggling, but are continuing to struggle. And the gap between the leaders and laggards are widening. So this is creating opportunities in a different way for the leaders with a lot of pivot in their business, but it's also creating significant challenge for the laggards, as we defined in our future systems research that we did a year ago, and those organizations are struggling further. So the gap is actually widening. >> So you just talked about the widening gap. You've talked about the tremendous uncertainty that so many companies, even the ones who have adapted reasonably well in this time. Talk a little bit about Accenture Cloud First and why now? >> I think it's a great question. We believe that for many of our clients COVID-19 has turned cloud from an experimentation aspiration to an urgent mandate. What I mean by that is everybody has been doing something on the other end cloud. There's no company that says "We don't believe in cloud," or "We don't want to do cloud." It was how much they did in cloud. And they were experimenting, they were doing the new things in cloud, but they were operating a lot of their core business outside the cloud or not in the cloud. Those organizations have struggled to operate in this new normal, in a remote fashion, as well as their ability to pivot to all the changes the pandemic has brought to them. But on the other hand, the organizations that had a solid foundation in cloud were able to pivot faster and are actually gone into the stage of innovating faster and driving a new behavior in the market, new behavior within their organization. So we are seeing that this pandemic has actually fast forwarded something that we always believed was going to happen, this movement to cloud over the next decade, it has fast forwarded it to happen in the next three to five years. And it's created this moment where it's a once in an era, really replatforming of businesses in the cloud that we are going to see. And we see this moment as a cloud-first moment where organizations will use cloud as the canvas, as the foundation with which they're going to reimagine their business after they were born in the cloud. And this requires a whole new strategy. And at Accenture, we are doing a lot in cloud, but we thought that this is the moment where we bring all of that capabilities together because we need a strategy for addressing movement to cloud or embracing cloud in a holistic fashion. And that's what Accenture Cloud First brings together, a holistic strategy, a team that's 70,000 plus people that's coming together with rich cloud skills, but investing to tie in all the various capabilities of cloud to deliver that holistic strategy to our clients. >> So I want you to delve into a little bit more about what this strategy actually entails. I mean, it's clearly about embracing change and being willing to experiment, and having capabilities to innovate. Can you tell us a little bit more about what this strategy entails? >> Yeah. The reason why we say there is a need for strategy is like I said, cloud is not new. There's almost every customer client is doing something with the cloud, but all of them have taken different approaches to cloud and different boundaries to cloud. Some organizations say, "I just need to consolidate my multiple data centers to a small data center footprint and move the rest to cloud." Certain other organizations say that "Oh, I'm going to move certain workloads to cloud." Certain other organizations said, "Oh, I'm going to build this greenfield application or workload in cloud." Certain others said, "I'm going to use the power of AI/ML in the cloud to analyze my data and derive insights." But a cloud-first strategy is all of this tied with the corporate strategy of the organization with an industry specific cloud journey. To say, if in this current industry, if I were to be reborn in the cloud, would I do it in the exact same fashion that I did it in the past, which means that the products and services that they offer need to be reimagined, how they interact with their customers and partners need to be revisited, how they build and operate their IT systems need to be reimagined, how they unearth the data from all the systems under which they are trapped need to be liberated so that you could derive insights. A cloud-first strategy hence is a corporate-wide strategy, and it's a C-suite responsibility. It doesn't take the ownership away from the CIO or CDIO, but the CIOs and CDIOs felt that it was just their problem and they were to solve it, and everyone else being a customer. Now the center of gravity is elevated to it becoming a C-suite agenda on everybody's agenda, where probably the CDIO is the instrument to execute that. That's a holistic cloud-first strategy. >> And it's a strategy, but the way you're describing it, it sounds like it's also a mindset and an approach, as you were saying, this idea of being reborn in the cloud. So now how do I think about things? How do I communicate? How do I collaborate? How do I get done what I need to get done? Talk a little bit about how this has changed the way you support your clients and how Accenture Cloud First is changing your approach to cloud services. >> Wonderful. You know, I did not cover one very important aspect in my previous question, but that's exactly what you just asked me now, which is, to do all of this, I talked about all the variables an organization or an enterprise is going to go through, but the good part is they have one constant. And what is that? That is their employees, because if those employees are able to embrace this change, if they are able to change themselves, pivot themselves, retool and train themselves, to be able to operate in this new cloud-first world, the ability to reimagine every function of the business would be happening at speed. And cloud-first approach is to do all of this at speed, because innovation is directly proportional to the rate of probability on experimentation. You need to experiment a lot, for any kind of experimentation, there's a probability of success, and organizations need to have an ability and a mechanism for them to be able to innovate faster, for which they need to experiment a lot. The more they experiment and the lower cost at which they experiment is going to help them experiment a lot, and experiment them at speed, fail fast, succeed more. And hence, they're going to be able to operate this at speed. So the cloud-first mindset is all about speed. I'm helping the clients fast track their innovation journey, and this is going to happen, like I said, across the enterprise in every function, across every department, and the agent of this change is going to be the employees who have to embrace this change through new skills and new tooling, and new mindset that they need to adapt to. >> So Karthik, what you're describing, it sounds so exciting. And yet for a pandemic-weary workforce that's been working remotely, that may be dealing with uncertainty for their kid's school and for so many other aspects of their life, it sounds hard. So how are you helping your clients, employees get onboard with this? And because the change management is often the hardest part. >> Yeah, I think it's, again, a great question. A bottle has only so much capacity. Something got to come out for something else to go in. That's what you're saying, it's absolutely right. And that is again, the power of cloud. The reason why cloud is such a fundamental breakthrough technology and capability for us to succeed in this era, because it helps in various forms. What we talked so far is the power of innovation that we could create, but cloud can also simplify the life of the employees in an enterprise. There are several activities and tasks that people do in managing their complex infrastructure, complex IT landscape. They used to do certain jobs and activities in a very difficult and a roundabout way, cloud has simplified and democratized a lot of these activities, so that things which had to be done in the past, like managing the complexity of the infrastructure, keeping them up all the time, managing the obsolescence of the capabilities and technologies and infrastructure, all of that could be offloaded to the cloud, so that the time that is available for all of these employees can be used to further innovate. Every organization is going to spend almost the same amount of money, but rather than spending activities, by looking at the rear view mirror, on keeping the lights on, they're going to spend more money, more time, more energy, and spend their skills on things that are going to add value to their organization. Because every innovation that an enterprise can give to their end customer need not come from that enterprise. The world of platform economy is about democratizing innovation. And the power of cloud is to get all of these capabilities from outside the four walls of the enterprise. >> It will add value to the organization, but I would imagine also add value to that employee's life because the employee will be more engaged in his or her job and therefore bring more excitement and energy into his or her day-to-day activities too. >> Absolutely. Absolutely. And this is a normal evolution we would have seen, everybody would have seen in their lives, that they keep moving up the value chain of what activities that gets performed by those individuals. And this is, you know, no more true than how the United States, as an economy has operated where this is a powerhouse of innovation, where the work that's done inside the country keeps moving up the value chain and US leverages the global economy for a lot of things that is required to power the United States. And that global economic phenomenon is very true for an enterprise as well. There are things that an enterprise needs to do themselves, there are things an employee needs to do themselves, but there are things that they could leverage from the external innovation and the power of innovation that is coming from technologies like cloud. >> So at Accenture, you have long, deep stand, sorry, you have deep and long standing relationships with many cloud service providers, including AWS. How does the Accenture Cloud First strategy, how does it affect your relationships with those providers? >> Yeah. We have great relationships with cloud providers like AWS. And in fact, in the cloud world, it was one of the first capability that we started about 13 years ago, when we started developing these capabilities. But five years ago, we hit a very important milestone where the two organizations came together and said that we are forging a formal partnership with joint investments to build this partnership, and we named that as Accenture AWS Business Group, AABG, where we co-invested, brought skills together and developed solutions. And we will continue to do that, and through that investment, we've also made several acquisitions that you would have seen in the recent times, like Enimbos and Gekko that we made acquisitions in Europe. But now we're taking this to the next level. What we are saying is through cloud-first and the $3 billion investment that we are bringing in through cloud-first, we are going to make specific investment to create unique joint solution and landing zones, foundation cloud packs, with which clients can accelerate their innovation or their journey to cloud-first. And one great example is what we are doing with Takeda, a global pharmaceutical giant, with whom we've signed a five-year partnership. And it was out in the media just a month ago or so, where the two organizations are coming together, we have created a partnership as a power of three partnership where the three organizations are jointly holding hands and taking responsibility for the innovation and the leadership position that Takeda wants to get to. With this, we are going to simplify their operating model and organization by providing it flexibility. We're going to provide a lot more insights. Takeda is a 230 year old organization. Imagine the amount of trapped data and intelligence that is there. How about bringing all of that together with the power of AWS and Accenture and Takeda to drive more customer insights, come up with breakthrough R and D, accelerate clinical trials, and improve the patient experience using AI, ML, and edge technologies. So all of these things that we will do through this partnership with joint investment from Accenture Cloud First, as well as partner like AWS, so that Takeda can realize their gain. And their CEO actually made a statement that five years from now, every Takeda employee will have an AI assistant that's going to make that Takeda employee move up the value chain on how they contribute and add value to the future of Takeda, with the AI assistant making them even more equipped and smarter than what they could be otherwise. >> So, one last question to close this out here. What is your future vision for Accenture Cloud First? What are we going to be talking about at next year's Accenture Executive Summit? >> Yeah, the future is going to be evolving, but the part that is exciting to me, and this is a fundamental belief that we are entering a new era of industrial revolution, from industrial first, second, and third industrial, the third happened probably 20 years ago with the advent of silicon and computers and all of that stuff that happened in the Silicon Valley. I think the fourth industrial revolution is going to be in the cross section of physical, digital, and biological boundaries. And there's a great article in World Economic Forum that your audience can Google and read about it. But the reason why this is very, very important is we are seeing a disturbing phenomenon that over the last 10 years, we are seeing a plateauing of the labor productivity and innovation, which has dropped to about 2.1%. And when you see that kind of phenomenon over that long a period of time, there has to be breakthrough innovation that needs to happen to come out of this barrier and get to the next base camp, as I would call it, to further this productivity lag that we are seeing, and that is going to happen in the intersection of the physical, digital, and biological boundaries. And I think cloud is going to be the connective tissue between all of these three, to be able to provide that, where it's the edge, especially is going to come closer to the human lives. It's going to come from cloud. Pictorally in your mind, you can think about cloud as central, either in a private cloud, in a data center, or in a public cloud, everywhere. But when you think about edge, it's going to be far-reaching and coming close to where we live and where we work and where we get entertained and so on and so forth. And there's going to be intervention in a positive way in the field of medicine, in the field of entertainment, in the field of manufacturing, in the field of mobility, when I say mobility, human mobility, people, transportation, and so on and so forth, with all of this stuff, cloud is going to be the connective tissue and the vision of cloud-first is going to be plowing through this big change that is going to happen. And the evolution that is going to happen where, you know, the human race of mankind, or personkind, being very gender neutral in today's world, cloud-first needs to be that beacon of creating the next generation vision for enterprises to take advantage of that kind of an exciting future. And that's why in Accenture we say "Let there be change" as our purpose. And I genuinely believe that cloud-first is going to be in the forefront of that change agenda, both for Accenture as well as for the rest of the world. >> Excellent. Let there be change indeed. Thank you so much for joining us Karthik. A pleasure talking to you. >> Thank you so much, Rebecca. >> I'm Rebecca Knight, stay tuned for more of CUBE 365's coverage of the Accenture Executive Summit.

>> Narrator: From around the globe, it's theCUBE. With digital coverage of AWS Reinvent Executive Summit 2020. Sponsored by Accenture and AWS. >> Welcome everyone to theCUBE virtual coverage of the Accenture Executive Summit part of AWS Re-invent 2020. I'm your host, Rebecca Knight. We are talking today about reinventing the energy data platform. We have two guests joining us. First, we have Johan Krebbers. He is the GM Digital Emerging Technologies and VP of IT Innovation at Shell. Thank you so much for coming on the show, Johan. >> You're welcome. >> Rebecca: And next we have Liz Dennett. She is the Lead Solution Architect for OSDU on AWS. Thank you so much Liz. >> Happy to be here. >> So I want to start our conversation by talking about OSDU. Like so many great innovations, it started with a problem. Johann, what was the problem you were trying to solve at Shell? >> Yeah, let's go back a couple of the years. We started summer 2017, where we had a meeting with the guys from exploration in Shell. And the main problem they had of course they got lots and lots of data, but aren't unable to find the right data they need to work from. Well the data was scattered and is scattered, it was scattered it's all over the place. And so the real problem trying to solve is how that person working in exploration could find their proper data, not just the data also the data really needed. That's what we probably talked about in summer 2017. And we said, "Okay, the only way we see this moving forward is to start pulling that data into a single data platform." And that was at the time that we called it OSDU, the Open Subsurface Data Universe, and that was what the Shell name was. So, in January 2018, we start a project with Amazon to start creating and confronting the building that OSDU environment, that subservient the universe. So that single data platform to put all your exploration and wealth data into a single environment that was the intent. And then we said, already in March of that same year, we said, 'Well, from a Shell point of view, we would be far better off if we could make this an industry solution and not just a Shell solution." Because Shell will be, if you can make this an industry solution, but people start developing applications for it also, it's far better than for Shell to say, we have it Shell special solution. Because we don't make money out of how we store the data we can make money out of we have access to the data, we can exploit the data. So storing the data, we should do as efficiently possibly can. So in March we reached out to about eight or nine other large oil and gas operators, like the ECONOS, like the Totals, like the Chevrons of this world they said, "Hey, we in Shell are doing this, do you want to join this effort?" And to our surprise, they all said yes. And then in September 2018 we had our kick-off meeting with the open group, where we said, "Okay, if you want to work together with lots of other companies, we also need to look a bit at how we organize that." Because if you start working with lots of large companies you need to have some legal framework around it. So that's why, we went to the open group and said," Okay, let's form the OSDU forum." As we call it at the time. So in September, 2018 where I had a Galleria in Houston we had a kick off meeting for the OSDU forum with about 10 members at the time. So there's, just over two years ago, we started to exercise formally we called it OSDU, we kicked it off. And so that's really where we coming from and how we got there also. >> The origin story. >> Yes. >> What, so what, digging a little deeper there, what were some of the things you were trying to achieve with the OSDU? >> Well, a couple of things we've tried to achieve with OSDU. First is really separating data from applications. But what is the biggest problem we have in the subsurface space that the data and applications are all interlinked. They are all tied together and if you have then a new company coming along and say, "I have this new application, and needs access to the data." That is not possible because the data often interlinked with the application. The first thing we did is, really breaking the link between the application and the data. So that was the first thing we did. Secondly, put all the data to a single data platform, take the silos out because what was happening in the subsurface space I mean, they got all the data in what we call silos, in small little islands out there. So we try to do is, first, break the link. Two, create, put the data in a single data platform. And then third part, put a standard layer on top of that the same API layer on top of the created platform so we could create an ecosystem out of companies to start developing software applications on top of that data platform. Because you might have a data platform, but you aren't successful if you have a rich ecosystem of people start developing applications on top of that. And then you can exploit the data like small companies, large companies, universities, you name it. But you have to create an ecosystem out of there. So the three things was, first break the link between the application data, just break it and put data at the center. And also make sure that data, this data structure would not be managed by one company. But it would be managed the data structures, by the OSDU forum. Secondly then, put the data, single data platform. Thirdly then, have an API layer on top and then create an ecosystem, really go for people, say, "Please start developing applications." Because now you have access to the data, because the data is no longer linked to somebody's application was all freely available for an API layer. That was all September, 2018, more or less. >> Liz I want to bring you, in here a little bit. >> Yeah. >> Can you talk a little bit some of the imperatives from the AWS standpoint in terms of what you were trying to achieve with this? >> Yeah, absolutely. And this whole thing is Johan said, started with a challenge that was really brought out at Shell. The challenges that geoscientists spend up to 70% of their time looking for data. I'm a geologist I've spent more than 70% of my time trying to find data in these silos. And from there, instead of just figuring out, how we could address that one problem, we worked together to really understand the root cause of these challenges. And working backwards from that use case, OSDU and OSDU on AWS has really enabled customers to create solutions that span not just this in particular problem. But can really scale to be inclusive of the entire energy value chain and deliver value from these used cases to the energy industry and beyond. >> Thank you. Johan, so talk a little bit about Accenture's Cloud First approach and how it has helped Shell work faster and better with speed. >> Well, of course Accenture Cloud First approach, really works together with Amazon environment, AWS environment. So we really look at Accenture and Amazon together, helping Shell in this space. Now the combination of the two is what we're really looking at where access of course can bring business knowledge to that environment, operate support knowledge to an environment and of course Amazon will be bring that to this environment, that underpinning services, et cetera. So we would expect of that combination, a lot of goods when we started rolling out in production, the other two or three environment. And probably our aim is, when a release fee comes to the market, in Q1 next year of OSDU have already started going out in production inside Shell. But as the first OSDU release which is ready for prime time production across an enterprise. Well we have released our one just before Christmas, last year, released two in May of this year. But release three is the first release we want to use for full scale production and deployment inside Shell and also all the operators around the world. And there is what Amazon, sorry and there when Accenture can play a role in the ongoing, in the deployment building up, but also support environment. >> So one of the other things that we talk a lot about here on theCUBE is sustainability and this is a big imperative at so many organizations around the world in particular energy companies. How does this move to OSDU, help organizations become how is this a greener solution for companies? >> Well, first we make, it's a great solution because you start making a much more efficient use of your resources, which is a really important one. The second thing we're doing is also we started with OSDU in very much in the oil and gas space, within the export development space. We've grown OSDU but in our strategy, we've grown OSDU now also to an alternative energy source. So obviously we'll all start supporting next year things like solar farms, wind farms, the geothermal environment, hydrogen. So it becomes an open energy data platform not just for the oil and gas industry, but for any type of industry, any type of energy industry. So our focus is to create, bring the data of all those various energy data sources together into a single data platform. You're going to use AI and other technology on top of that, to exploit the data to be together into a single data platform. >> Liz, I want to ask you about security, because security is such a big concern when it comes to data. How secure is the data on OSDU? >> Actually, can I talk, can I do a follow-up on the sustainability talking? >> Absolutely by all means. >> I mean, I want to interject, though security is absolutely our top priority I don't mean to move away from that but with sustainability, in addition to the benefits of the OSDU data platform. When a company moves from on-prem to the cloud they're also able to leverage the benefits of scale. Now, AWS is committed to running our business in the most environmentally friendly way possible. And our scale allows us to achieve higher resource utilization and energy efficiency than a typical on-prem data center. Now, a recent study by 451 research found that, AWS's infrastructure, is 3.6 times more energy efficient than the median of surveyed enterprise data centers. Two thirds of that advantage is due to a higher server utilization and a more energy efficient server population. But when you factor in the carbon intensity of consumed electricity and renewable energy purchases 451 found that, AWS performs the same task with an 88% lower carbon footprint. Now that's just another way that AWS and OSDU are working to support our customers as they seek to better understand their workflows and make their legacy businesses less carbon intensive. >> That's, those statistics are incredible. Do you want to talk a little bit now about security? >> Absolutely yeah. Security will always be AWS's top priority. In fact, AWS has been architected to be the most flexible and secure cloud computing environment available today. Our core infrastructure is built to satisfy the security requirements for the military, global banks and other high sensitivity organizations. And in fact, AWS uses the same secure hardware and software to build and operate each of our regions. So that customers benefit from the only commercial cloud that's had hit service offerings and associated supply chain vetted and deemed secure enough for top secret workloads. That's backed by a deep set of cloud security tools with more than 200 security compliance and governmental service and key features. As well as an ecosystem of partners like Accenture, that can really help our customers to make sure that their environments for their data meet and or exceed their security requirements. >> Johann, I want you to talk a little bit about how OSDU you can be used today. Does it only handle subsurface data? >> Today is 100 subsets of wells data we go to add that to that production around the middle of next year. That means that the whole upstream business we got included every piece goes from exploration all the way to production, you bring it together into a single data platform. So production will be added around Q3 of next year. Then in principle, we have a typical elder data, a single environment and we're going to extend them to other data sources or energy sources like solar farms, wind farms, hydrogen, hydro, et cetera. So we're going to add a whole list of other day energy source to that and bring all the data together into a single data platform. So we move from an oil and gas data platform to an energy data platform. That's really what our objective is because the whole industry if you look at our companies all moving in that same direction of course are very strong in oil and gas but also increasingly go into other energy sources like solar, like wind, like hydrogen et cetera. So we move exactly with the same method, that the whole OSDU, can really support that whole energy spectrum of energy sources, of course. >> And Liz and Johan, I want you to close us out here by just giving us a look into your crystal balls and talking about the five and 10 year plan for OSDU. We'll start with you, Liz. What do you see as the future holding for this platform? >> Honestly, the incredibly cool thing about working at AWS is you never know where the innovation and the journey is going to take you. I personally am looking forward to work with our customers wherever their OSDU journeys, take them whether it's enabling new energy solutions or continuing to expand, to support use cases throughout the energy value chain and beyond but really looking forward to continuing to partner as we innovate to slay tomorrow's challenges. >> Johan. >> Yeah, first nobody can look that far ahead anymore nowadays, especially 10 years. I mean, who knows what happens in 10 years? But if you look what our objective is that really in the next five years, OSDU will become the key backbone for energy companies for storing your data, new artificial intelligence and optimize the whole supply, the energy supply chain in this world out here. >> Johan Krebbers, Liz Dennett thank you so much for coming on theCUBE virtual. >> Thank you. >> Thank you. >> I'm Rebecca Knight stay tuned for more of our coverage of the Accenture Executive Summit. (tranquil music).

(upbeat music) >> Narrator: From around the globe, it's theCUBE with digital coverage of AWS reInvent Executive Summit 2020, sponsored by Accenture and AWS. >> Welcome everyone to theCUBE's coverage of Accenture Executive Summit here at AWS reInvent. I'm your host Rebecca Knight. For this segment we have two guests. First we have Helen Davis. She is the Senior Director of Cloud Platform Services, Assistant Director for IT and Digital for the West Midlands Police. Thanks so much for coming on the show, Helen. >> Welcome. >> And we also have Matthew Pound. He is Accenture Health and Public Service Associate Director and West Midlands Police Account Lead. Thanks so much for coming on the show. Matthew. >> Thank you for having me. >> So we are going to be talking about delivering data-driven insights to the West Midlands Police force. Helen, I want to start with you. Can you tell us a little bit about the West Midlands Police force? How big is the force and also what were some of the challenges that you were grappling with prior to this initiative? >> Yes, certainly. So West Midlands Police is the second largest police force in the UK, outside of the Metropolitan Police in London. We have an excessive 11,000 people work at West Midlands Police serving communities through and across the Midlands region. So geographically we're quite a big area as well as being population density having that at a high level. So the reason we sort of embarked on the data-driven insights platform and which was a huge change for us was for a number of reasons. Namely we had a lot of disparate data which was spread across a range of legacy systems that were many, many years old with some duplication of what was being captured and no single view for offices or support staff. Some of the access was limited. You have to be in an actual police building on a desktop computer to access it. Other information could only reach offices on the front line through a telephone call back to one of our enabling services where they would do a manual checkup look at the information, then call the offices back and tell them what they needed to know. So it was a very long laborious process not very efficient. And we certainly weren't exploiting the data that we had in a very productive way. >> So it sounds like as you're describing an old clunky system that needed a technological reimagination, so what was the main motivation for making this shift? >> It was really about making us more efficient and more effective in how we do business. So certainly as an IT leader and some of my operational colleagues, we recognize the benefits that data analytics could bring in a policing environment, not something that was really done in the UK at the time. We have a lot of data, so we're very data rich in the information that we have, but we needed to turn it into information that was actionable. So that's where we started looking for technology partners and suppliers to help us and sort of help us really with what's the art of the possible, this hasn't been done before so what could we do in this space that's appropriate for policing. >> Helen I love that idea. What is the art of the possible, can you tell us a little bit about why you chose AWS? >> I think really as with all things, when we're procuring apartment in the public sector, there are many rules and regulations quite rightly because you would expect that to be because we're spending public money so we have to be very, very careful and it's a long process and we have to be open to public scrutiny. So we sort of look to everything, everything that was available as part of that process, but we recognize the benefits that Cloud would provide in this space because we like moving to a Cloud environment. We would literally be replacing something that was legacy with something that was a bit more modern. That's not what we wanted to do. Our ambition was far greater than that. So I think in terms of AWS, really, it was around the scalability, interoperability, just things like the disaster recovery service, the fact that we can scale up and down quickly, we call it dialing up and dialing back. It's page go. So it just sort of ticked all the boxes for us. And then we went through the full procurement process, fortunately it came out on top for us. So we were able to move forward, but it just sort of had everything that we were looking for in that space. >> Matthew, I want to bring you into the conversation a little bit here. How are you working with the West Midlands Police, sorry, and helping them implement this Cloud-first journey? >> I guess by January the West Midlands Police started paver five years ago now. So we set up a partnership with the force I wanted to operate in a way that was very different to a traditional supplier relationship. Security that the data difference insights program is one of many that we've been working with West Midlands over the last five years. As having said already Cloud gave a number of advantages certainly from big data perspective and the things that that enabled us today from an Accenture to that allowed us to bring in a number of the different teams that we have say Cloud teams, security teams, interacted from a design perspective, as well as more traditional services that people would associate with the country. >> I mean, so much of this is about embracing comprehensive change to experiment, and innovate, and try different things. Matthew, how do you help an entity like West Midlands Police think differently when there are these ways of doing things that people are used to, how do you help them think about what is the art of the possible, as Helen said? >> There's a few things to that, what is critical is trying to co-create solutions together. Yeah, there's no point just turning up with what we think is the right answer, trying to collectively work through the issues that the force are saying and the outcomes they're looking to achieve rather than simply focusing on a long list of requirements I think was critical and then being really open to working together to create the right solution rather than just trying to pick something off the shelf that maybe doesn't fit the full set of requirements in the way that it should do. >> Right, it's not always a one size fits all. >> Absolutely not. What we believe is critical is making sure that we're creating something that met the forces needs in terms of the outcomes they're looking to achieve the financial envelopes that were available and how we can deliver those in a iterative agile way rather than spending years and years working towards an outcome that is going outdate before you even get that. >> So Helen, how are things different? What kinds of business functions and processes have been re-imagined in light of this change and this shift? >> It's actually unrecognizable now in certain areas of the business as it was before. So to give you a little bit of context, when we started working with Accenture and AWS on need data driven insights program, it was very much around providing what was called locally, a wizzy tool for our intelligence analyst to interrogate data, look at data, decide whether they could do anything predictive with it. And it was very much sort of a back office function to sort of tidy things up for us and make us a bit better in that area or a lot better in that area. And it was rolled out to a number of offices, a small number on the front line. Really it was in line with the mobility strategy that we had where officers were getting new smartphones for the first time to do sort of a lot of things on policing apps and things like that to again, to avoid them having to keep driving back to police stations, et cetera. And the pilot was so successful. Every officer now has access to this data on their mobile devices. So it literally went from a handful of people in an office somewhere using it to do sort of clever whizzbang things to every officer in the force being able to access that level of data at their fingertips literally. So what they would touch we've done before is if they needed to check an address or check details of an individual just as one example, they would either have to, in many cases, go back to a police station to look it up themselves on a desktop computer while they would have to make a call back to a centralized function and speak to an operator, relay the questions either wait for the answer or wait for a call back with the answer when those people are doing the data interrogation manually. So the biggest change for us is the self-service nature of the data we now have available. So officers can do it themselves on their phone, wherever they might be. So the efficiency savings from that point of view are immense. And I think just parallel to that is the quality of our data because we had a lot of data, but just because you've got a lot of data and a lot of information doesn't mean it's big data and it's valuable necessarily. So again, it was having the single source of truth as we call it. So you know that when you are completing those safe searches and getting the responses back, that it is the most accurate information we hold. And also you get an it back within minutes as opposed to half an hour, an hour or a drive back to a station. So it's making officers more efficient and it's also making them safer. The more efficient they are, the more time they have to spend out with the public doing what we all should be doing. >> Have you seen that kind of return on investment because what you were just describing with all the steps that we'd needed to be taken in prior to this to verify and address say, and those are precious seconds when someone's life is on the line in sort of in the course of everyday police work. >> Absolutely. Yeah, absolutely. It's difficult to put a price on it. It's difficult to quantify. But all the minutes here and that certainly add up to a significant amount of efficiency savings, and we've certainly been able to demonstrate the officers are spending less time at police stations as a result and more time out on the frontline. Also they're safer because they can get information about what may or may not be and address what may or may not have occurred in an area before very, very quickly without having to wait. >> Matthew, I want to hear your observations of working so closely with this West Midlands Police. Have you noticed anything about changes in its culture? In its operating model in how police officers interact with one another? Have you seen any changes since this technology change? >> What's unique about the West Midlands Police is the buy-in from the top and the chief and his exact team and Helen is the leader from an IT perspective. The entire force is bought in so what is a significant change break ground. And that trickles through everyone in the organization change is difficult and there's a lot of time effort. There's been person to bake the technical delivery and the business change and adoption aspects around each of the projects. But you can see the step change that is making in each aspect to the organization and where that's putting West Midlands Police as a leader in by technology on policing in the UK and I think globally. >> And this is a question for both of you because Matthew, as you said, change is difficult and there is always a certain intransigence in workplaces about this is just the way we've always done things and we're used to this and don't try to get us to do anything new here, it works. How do you get the buy-in that you need to do this kind of digital transformation? >> I think it would be wrong to say it was easy. We also have to bear in mind that this was one program in a five-year program. So there was a lot of change going on both internally for some of our back office functions, as well as frontline officers. So with DDI in particular, I think that the step change occurred when people could see what it could do for them. We had lots of workshops and seminars where we all talk about big data and it's going to be great and it's data analytics and it's transformational, and quite rightly people that are very busy doing a day job that not necessarily technologists in the main and I'm particularly interested quite rightly so in what we are not dealing with the Cloud, and it was like, yeah, okay it's one more thing. And then when they started to see on their phones and what teams could do, that's when it started to sell itself. And I think that's when we started to see the stack change, and if we have any issues now it's literally our help desks in meltdown 'cause everyone's like, we can't manage without this anymore. And I think that speaks for itself. So it doesn't happen overnight. It sort of incremental changes and then that's a step change in attitude. And when they see it working and they see the benefits, they want to use it more. And that's how it's become fundamental to our policing by itself really without much selling. >> Matthew, Helen just made a compelling case for how to get buy-in. Have you discovered any other best practices when you are trying to get everyone on board for this kind of thing? >> We've used a lot of the traditional techniques, things around comms and engagement. We've also used things like 30-day challenge and nudge theory around how can we gradually encourage people to use things. I think there's a point with all of this around, how do we just keep it simple and keep it user centric from an end user perspective? I think DDI is a great example of where the technology is incredibly complex. The solution itself is extremely large and it's been very difficult to get to live it, but at the heart of it is a very simple front end for the user to encourage it and take that complexity away from them. I think that's been critical through the whole piece of DDI. >> One final word from Helen. I want to hear where do you go from here? What is the longterm vision? I know that this has made productivity savings equivalent to 154 full-time officers. What's next? >> I think really it's around exploiting what we've got. And I use the phrase quite a lot, dialing it up, which drives my technical architects crazy, but because it's apparently not that simple, but we've been through significant change in the last five years and we are still continuing to batch all of those changes into day operational policing. But what we need to see now is we need to exploit and build on the investments that we've made in terms of data and claims specifically, the next step really is about expanding our pool of data and all functions. So that we keep getting better and better at this. The more we do, the more data we have, the more refined we can be, the more precise we are with all of our actions. We're always being expected to, again, look after the public purse and do more for flavs. And I think this is certainly an applied journey and cloud-first by design, which is where we are now is helping us to be future-proofed. So for us, it's very much an investment. And I see now that we have good at embedded in operational policing for me, this is the start of our journey, not the end. So it's really exciting to see where we can go from here. >> Exciting times indeed. Thank you so much Helen and Matthew for joining us. I really appreciate it. >> Thank you. >> And you are watching theCUBE stay tuned for more of theCUBE's coverage of the AWS reInvent Accenture Executive Summit. I'm Rebecca Knight. (upbeat music)

>>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cube virtual and our coverage of the Accenture executive summit, which is part of AWS reinvent 2020. I'm your host Rebecca Knight. Today, we are talking about the green cloud and joining me is Kishor Dirk. He is Accenture senior managing director cloud first global services lead. Thank you so much for coming on the show. Kishor nice to meet you. Great to have you. So I want to start by asking you what it is that we mean when we say green cloud, we know this sustainability is a business imperative. So many organizations around the world are committing to responsible innovation, lowering carbon emissions. But what is this? What does it, what does it mean when they talk about cloud from a sustainability perspective? >>I think it's about responsible innovation. Green cloud is a thoughtful cloud-first approach that helps boost your profits and benefit the clients by helping reduce carbon emissions. Think about it this way. You have a large number of data centers, and each of these data centers are increasing by 14% every year. And this double digit growth comes with the price of Becca. What we are seeing is these data centers consume a lot of power and the consumption is nearly coolant to the consumption of a country like Spain. So the magnitude of the problem that is out there and how do we pursue a green approach? Uh, if you look at this, our Accenture analysis, in terms of the migrations to public cloud, we have seen that, uh, we can reduce that by 59 million tons of CO2 per year. And, uh, with just a 5.9% reduction in total it emissions and equates this to, uh, 22 million cars of the road. And the magnitude of reduction can go a long way in meeting climate change commitments, particularly for data sensitive businesses. >>Wow. That's incredible what your, the numbers that you're putting forward are absolutely mind blowing. So how does it work? Is it a simple cloud migration? >>So, you know, when companies begin that cloud journey and then they confront, uh, with them a lot of questions, the decision to make, uh, this particular, uh, element sustainable in the solution and benefits they drive and they have to make wise choices, and then they will gain unprecedented level of innovation leading to both a greener planet, as well as, uh, a greater balance sheet, I would say, uh, so effectively it's all about ambition data, the ambition, greater the reduction in carbon emissions. So from a cloud migration perspective, we look at it as a, as a simple solution with approaches and sustainability benefits, uh, that vary based on things it's about selecting the right cloud provider, very carbon thoughtful provider, and the first step towards a sustainable cloud journey. And here we're looking at cloud operators, obviously they have different corporate commitments towards sustainability, and that determines how they plan, how they build, uh, their, uh, the data centers, how they are consumed and assumptions that operate there and how they, how they retire their data centers. >>Then, uh, the next element that you want to do is how do you build your ambition, you know, for some of the companies, uh, and average on-prem, uh, drives about 65% energy reduction and the carbon emissions reduction number was 84%, which is kind of okay. And good, I would say, but then if you could go up to 98% by configuring applications to the cloud, that is significant benefit for, for the world. And obviously it's a greener cloud that we're talking about. And then the question is, how far can you go? And, uh, you know, the, obviously the companies have to unlock greater financial societal environmental benefits, and Accenture has this cloud-based circular operations and sustainable products and services that we bring into play. So it's a, it's a very thoughtful, broader approach that w bringing in, in terms of, uh, just a simple concept of cloud migration, >>We know that in the COVID era, shifting to the cloud has really become a business imperative. How is Accenture working with its clients at a time when all of this movement has been accelerated? How do you partner and what is your approach in terms of helping them with their migrations? >>Yeah, I mean, let, let me talk a little bit about the pandemic and the crisis that is there today. And if you really look at that in terms of how we partnered with a lot of our clients in terms of the cloud first approach, I'll give you a couple of examples. We worked with rolls, Royce, McLaren, DHL, and others, as part of the ventilator challenge consortium, again, to, uh, coordinate production of medical ventilator surgeons we needed for the UK health service. Many of these farms I've taken similar initiatives in, in terms of, uh, you know, from, uh, a few manufacturers hand sanitizers, and to answer it as is, and again, leading passionate labels, making PPE, and again, at the UN general assembly, we launched the end-to-end integration guide that helps company essentially to have a sustainable development goals. And that's how we are parking at a very large scale. >>Uh, and, and if you really look at how we work with our clients and what is the Accenture's role there, uh, you know, from, in terms of our clients, you know, there are multiple steps that we look at. One is about, uh, planning, building, deploying, and managing an optimal green cloud solution. And Accenture has this concept of, uh, helping clients with a platform to kind of achieve that goal. And here we are having, we are having a platform or a mine app, which has a module called beat advisor. And this is a capability that helps you provide optimal green cloud, uh, you know, a business case, and obviously a blueprint for each of our clients. And right, the start in terms of how do we complete cloud migration recommendation to an improved solution, accurate accuracy to obviously bringing in the end to end perspective, uh, you know, with this green card advisor capability, we're helping our clients capture what we call as a carbon footprint for existing data centers and provide, uh, I would say the current cloud CO2 emission score that, you know, obviously helps them, uh, with carbon credits that can further that green agenda. >>So essentially this is about recommending a green index score, reducing carbon footprint for migration migrating for green cloud. And if we look at how Accenture itself is practicing what we preach, 95% of our applications are in the cloud. And this migration has helped us, uh, to lead to about $40.5 million in benefit. And in the third year and another 3 million in analytics costs that are saved through right-sizing, uh, service consumption. So it's a very broad umbrella and footprint in terms of how we engage societaly with the UN or our clients. And, and what is it that we exactly bring to our clients in solving a specific problem? >>Accenture isn't is walking the walk, as you say >>Yes. So that instead of it, we practice what we preach, and that is something that we take it to heart. We want to have a responsible business and we want to practice it. And we want to advise our clients around that >>You are your own use case. And so they can, they know they can take your advice. So talk a little bit about, um, the global, the cooperation that's needed. We know that conquering this pandemic is going to take a coordinated global effort and talk a little bit about the great reset initiative. First of all, what is that? Why don't we, why don't we start there and then we can delve into it a little bit more. >>Okay. So before we get to how we are cooperating, the great reset, uh, initiative is about improving the state of the world. And it's about a group of global stakeholders cooperating to simultaneously manage the direct consequences of their COVID-19 crisis. Uh, and in spirit of this cooperation that we're seeing during COVID-19, which will obviously either to post pandemic, to tackle the world's pressing issues. As I say, uh, we are increasing companies to realize a combined potential of technology and sustainable impact to use enterprise solutions, to address with urgency and scale, and, um, obviously, uh, multiple challenges that are facing our world. One of the ways that you're increasing, uh, companies to reach their readiness cloud with Accenture's cloud strategy is to build a solid foundation that is resilient and will be able to faster, uh, to the current, as well as future times. Now, when you think of cloud as the foundation, uh, that drives the digital transformation, it's about scale speed, streamlining your operations, and obviously reducing costs. >>And as these businesses sees the construct of cloud first, they must remain obviously responsible and trusted. Now think about this site as part of our analysis, uh, that profitability can co-exist with responsible and sustainable practices. Let's say that all the data centers, uh, migrated from on-prem to cloud based, we estimate that would reduce carbon emissions globally by 60 million tons per year. Uh, and think about it this way, right? Easier metric would be taking out 22 million cars off the road. Um, the other examples that you've seen, right, in terms of the NHS work that they're doing, uh, in, in UK to beg, uh, you know, uh, Microsoft teams in based integration. And, uh, the platform rolled out for 1.2 million in interest users, uh, and got 16,000 users that we were able to secure instant messages, uh, you know, obviously complete audio video calls and host virtual meetings across India. So, uh, this, this work that we did with NHS is, is something that we have, we're collaborating with a lot of tools and powering businesses. >>Well, you're vividly describing the business case for sustainability. What do you see as the future of cloud when thinking about it from this lens of sustainability, and also going back to what you were talking about in terms of how you are helping your, your fostering cooperation within these organizations? >>Yeah, that's a very good question. So if you look at today, right, businesses are obviously environmentally aware and they are expanding efforts to decrease power consumption, carbon emissions, and they want it on a sustainable operational efficiency across all elements of their business. And this is an increasing trend, and there is that option of energy efficient infrastructure in the global market. And this trend is the cloud thinking. And with the right cloud migration that we've been discussing is about unlocking new opportunity, like clean energy foundations, uh, enable enabled by cloud-based geographic analysis, material, waste reductions, and better data insights. And this is something that, uh, uh, we'll drive, uh, with obviously faster analytics platform that is out there. Now, the sustainability is actually the future of business, which is companies that are historically during the financial security or agility benefits to cloud. Now, sustainability becomes an imperative for them and our own experience Accenture's experience with cloud migrations. We have seen 30 to 40% total cost of ownership savings, and it's driving a greater workload, flexibility, better service and obviously more energy efficient, uh, public clouds, uh, costs. Uh, we'll see that, that drive a lot of these enterprise own data centers. So in our view, what we are seeing is that this, this, uh, sustainable cloud position helps, uh, helps companies to, uh, drive a lot of the goals in addition to their financial and other goods. >>So what should organizations who are, who are watching this interview and saying, Hey, I need to know more, what, what do you recommend to them? And what, where should they go to get more information on green cloud, >>A business leader? And you're thinking about which cloud provider is good, or how, how should applications be modernized to meet our day-to-day needs, which cloud driven innovations should be priorities. Uh, you know, that's why Accenture, uh, farmed, uh, the cloud first organization and essentially to provide the full stack of cloud services to help our clients become a cloud first business. Um, you know, it's all about accelerating the digital transformation, innovating faster, creating differentiated, uh, and sustainable value for our clients. And we're powering it up at 70,000 cloud professionals, $3 billion investment, and, uh, bringing together on my step, then the cloud services for our clients in terms of cloud solutions. And obviously the ecosystem partnership that we have, uh, that we are seeing today, uh, and, and the assets that help our clients realize their goals. Um, and again, to, uh, do reach out to us, uh, we can help them determine obviously, an optimal, sustainable cloud for solution that meets the business needs and being unprecedented levels of innovation. Our experience, uh, will be our advantage. And, uh, now more than ever Rebecca, >>Just closing us out here. Do you have any advice for these companies who are navigating a great deal of uncertainty? We, what, what do you think the next 12 to 24 months? What do you think that should be on the minds of CEOs as they go forth? >>So, as CIO are thinking about rapidly leveraging cloud, migrating to cloud, uh, one of the elements that we want them to be thoughtful about is can they do that with unprecedent level of innovation, but also build a greener planet and a greener balance sheet, if we can achieve this balance and kind of, uh, have a, have a world which is greener, I think the world will win. And we all along with Accenture clients will win. That's what I would say, uh, >>Optimistic outlook. And I will take it. Thank you so much. Kishor for coming on the show >>That was Accenture's >>Kishor Dirk, I'm Rebecca Knight stay tuned for more of the cube virtuals coverage of the Accenture executive summit.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent Executive Summit 2020 sponsored by Accenture and AWS. What? Welcome, everyone to the Cube Virtual and our coverage of the Accenture Executive Summit, part of AWS reinvent 2020. I'm your host, Rebecca Knight. Today we're talking about the power of three. And what happens when you bring together the scientific know how of a global bias Bio pharmaceutical powerhouse in Takeda, a leading cloud services provider in AWS and Accenture's ability to innovate, execute and deliver innovation, Joining me to talk about these things we have Aaron. Sorry. Arjun, baby. He is the senior managing director and chairman of Accenture's Diamond Leadership Council. Welcome margin, you Carl Hick. He is the chief digital and information officer at Takeda. >>Pleasure to be here. Thank you. Rebecca >>and Brian Bowen, global director and head of the Accenture AWS Business Group at Amazon Web services. Thanks so much for coming. Thank you. So, as I said, we're talking today about this relationship between your three organizations. Carl, I want to talk with you. I know you're at the beginning of your cloud journey. What was the compelling reason Why? Why I moved to the cloud and why now? >>Yeah. No, thank you for the question. So you know as ah, bio pharmaceutical leader were committed toe bringing better health and a brighter future to our patients. We're doing that by translating science and toe some really innovative and life transporting therapies. But throughout, you know, we believe that there's, ah responsible use of technology of data and of innovation. And those three ingredients air really key to helping us deliver on that promise. And so, you know, while I think I'll call it this Cloud Journeys already has always been a part of our strategy. Andi have made some pretty steady progress over the last years with a number of local it diverse approaches to the digital in AI. We just weren't seeing the impact at scale that we wanted to see. Andi, I think that you know, there's a there's a need ultimately to accelerate and broaden that shift. And, you know, we were commenting on this earlier, but there's, you know, it's been highlighted by a number of factors. One of those has been certainly a number of the large acquisitions we've made Shire being the most pressing example, but also the global pandemic. Both of those highlight the need for us to move faster at the speed of cloud ultimately on. So we started thinking outside of the box because it was taking us too long and we decided to leverage the strategic partner model on. It's giving us a chance to think about our challenges very differently. We call this the power of three on. Ultimately, our focus is singularly on our patients. I mean, they're waiting for us. We need Thio. Get there faster. It can take years. And so I think that there is a focus on innovation at a rapid speed so we can move ultimately from treating conditions to keeping people healthy. >>So as you are embarking on this journey, what are some of the insights you want to share about? About what you're seeing so far? >>Yeah. No, it's a great question. So I mean, look, maybe right before I highlight some of the key insights, I would say that, you know, with Cloud now as the as a launchpad for innovation, you know, our vision all along has been that in less than 10 years we want every single to Kito associate. We're employees to be empowered by an AI assistant. And I think that, you know that's gonna help us make faster, better decisions that will help us. Uh, fundamentally, you know, deliver transformative therapies and better experiences to to that ecosystem, to our patients, to positions to payers, etcetera much faster than we previously thought possible. Um, and I think that technologies like cloud and edge computing together with a very powerful or call it data fabric is gonna help us to create this this really time. I'll call it the digital ecosystem. The data has to flow ultimately seamlessly between our patients and providers or partners or researchers. Etcetera. Uh, and so we've been thinking about this, Uh, call it. We call it sort of this pyramid. Um, that helps us describe our vision on a lot of it has to do with ultimately modernizing the foundation, modernizing and re architect ing the platforms that drive the company, heightening our focus on data, which means that there's an accelerated shift towards enterprise data platforms and digital products. And then, ultimately, a, you know, really an engine for innovation. Sitting at the very top, um, and So I think with that, you know, there's a few different I'll call it insights that you know are quickly kind of come zooming into focus. I would say one is this need to collaborate very differently. Um, you know, not only internally, but you know, how do we define ultimately and build a connected digital ecosystem with the right partners and technologies? Externally, I think the second component that maybe people don't think as much about but, you know, I find critically important is for us to find ways of really transforming our culture. We have to unlock talent and shift the culture, certainly as a large biopharmaceutical, very differently. And then, lastly, you've touched on it already. Which is, you know, innovation at the speed of cloud. How do we re imagine that you know how Doe ideas go from getting tested in months? That kind of getting tested in days, you know, how do we collaborate very differently on So I think those air three, perhaps of the larger chocolate insights that you know the three of us are spending a lot of time thinking about right now. >>So, Arjun, I want to bring you into this conversation a little bit. Let's let's delve into those a bit. Talk first about the collaboration that Carl was referencing there. How how have you seen that it is enabling colleagues and teams to communicate differently, interact in new and different ways, both internally and externally. As Carl said, >>No, thank you for that. And I've got to give called a lot of credit because as we started to think about this journey, it was clear was a bold ambition. It was, uh, something that, you know, we had all to do differently. And so the concept of the power of three that Karl has constructed has become a label for us as a way to think about what are we going to do to collectively drive this journey forward? And to me, the unique ways of collaboration means three things. The first one is that what is expected is that the three parties they're going to come together, and it's more than just the sum of our resource is, and by that I mean that we have to bring all of ourselves all of our collective capabilities as an example. Amazon has amazing supply chain capabilities there. One of the best at supply chain. So in addition to Resource is when we have supply chain innovations, that's something that they're bringing in addition to just talent and assets. Similarly, for Accenture, right, we do a lot in the talent space. So how do we bring our thinking as to how we apply best practices for talent to this partnership? So as we think about this, so that's that's the first one. The second one is about shared success. Very early on in this partnership, we started to build some foundations and actually develop seven principles that all of us would look at it as the basis for this success shared success model. And we continue to hold that sort of in the forefront as we think about this collaboration. And maybe the third thing I would say is this one team mindset. So whether it's the three of our CEO's that get together every couple of months to think about this partnership or it is the governance model that Karl has put together, which has all three parties in the governance and every level of leadership, we always think about this as a collective group so that we can keep that front and center. And what this, I think, ultimately has enabled us to do Is it allowed us to move its speed, be more flexible and ultimately all be looking at the target the same way the North south? The same way. >>Brian. What? What about you? What have you observed? What are you thinking about? In terms of how this is helping teams collaborate differently? >>Yeah, absolutely. And Georgia made some great points there. And I think if you really think about what he's talking about, it's that diversity of talent, diversity of skill and viewpoint and even culture. Right? And so we see that in the power of three. And I think if we drilled down into what we see at Takeda and frankly, Takeda was really, I think, pretty visionary and on their way here, right, and taking this kind of cross functional approach and applying it to how they operate day to day. So moving from a more functional view of the world to more of a product oriented view of the world, right? So when you think about, we're gonna be organized around a product or service or capability that we're gonna provide to our customers are patients or donors. In this case, it implies a different structure, although altogether in a different way of thinking. Right, because now you've got technical people in business experts and marketing experts all working together in This is sort of a cross collaboration, and what's great about that is it's really the only way to succeed with Cloud, right, because the old ways of thinking where you've got application people in infrastructure, people and business people is sub optimal, right, because we can all access this tools and capabilities. And the best way to do that isn't across kind of a cross collaborative way. And so this is product oriented mindset of Takeda was already on, I think is allowed us to move faster in those areas. >>Carl, I wanna go back to this idea of unlocking talent and culture, and this is something that both Brian and origin have talked about. Two people are are an essential part of their at the heart of your organization. How will their experience of work change and how are you helping reimagine and reinforce a strong organizational culture, particularly at this time when so many people are working remotely. >>Yeah, that's a great question. And it's something that, you know, I think we all have to think a lot about. I mean, I think, you know, driving this this call this this digital and data kind of capability building takes a lot of a lot of thinking. So I mean, there's a few different elements in terms of how we're tackling this one is we're recognizing. And it's not just for the technology organization or for those actors that that we're innovating with. But it's really across, you know, all of Takeda. We're working through ways of raising what I'll call the overall digital leaders literacy of the organization. You know, what are the, You know, what are the skills that are needed almost at a baseline level, even for, ah, global biopharmaceutical company? And how do we deploy? I'll call it Those learning resource is very broadly, and then secondly, I think that, you know, we're very clear that there's a number of areas where they're very specialized skills that are needed. Uh, my organization is one of those, and so, you know, we're fostering ways in which you know, were very kind of quickly kind of creating avenues, excitement for for associates in that space. So one example specifically is we use, you know, during these very much sort of remote sort of days, we use what we call global it me days, and we set a day aside every single month and this last Friday. Um, you know, we create during that time, it's time for personal development. Um, and we provide active seminars and training on things like, you know, robotic process automation, Data Analytics Cloud. Uh, in this last month, we've been doing this for months and months now, but in his last month, more than 50% of my organization participated. And there's this huge positive shift, both in terms of access and excitement about really harnessing those new skills and being able to apply them on. So I think that that's, you know, 11 element that can be considered. And then thirdly, of course, every organization has to work on. How do you prioritize talent, acquisition and management and competencies that you can't re skill? I mean, there's just some new capabilities that we don't have, And so there's a large focus that I have with our executive team in our CEO and thinking through those critical roles that we need to activate in order kind of thio build on this, uh, this business led cloud transformation and lastly, probably the hardest one. But the one that I'm most jazzed about is really this focus on changing the mindsets and behaviors. Andi, I think there, you know, this is where the power of three is really kind of coming together nicely. E mean, we're working on things like, you know, how do we create this patient obsessed curiosity? Um, and really kind of unlock innovation with a really kind of a growth mindset, Uh, and the level of curiosity that's needed not to just continue to do the same things, but to really challenge the status quo. So that's one big area of focus. We're having the agility toe act just faster. I mean, toe worry less. I guess I would say about kind of the standard chain of command, but how do you make more speedy, more courageous decisions? And this is places where we can emulate the way that ah, partner like AWS works? Or how do we collaborate across the number of boundaries, you know, and I think origin spoke eloquently to a number of partnerships that we can build so we can break down some of these barriers and use these networks. Um, whether it's within our own internal ecosystem or externally, to help to create value faster. So a lot of energy around ways of working we'll have to check back in. But, I mean, we're early in on this mindset and behavioral shift, but a lot of good early momentum. >>Carl, you've given me a good segue to talk to Brian about innovation because you said a lot of the things that I was the customer obsession and this idea of innovating much more quickly. Obviously. Now the world has its eyes on drug development, and we've all learned a lot about it in the past few months. And accelerating drug development is all of is of great interest to all of us. Brian How does a transformation like this help a company's ability to become more agile and more innovative? Add quicker speed to >>Yeah, No, absolutely. And I think some of the things that Karl talked about just now are critical to that. Right? I think, where sometimes you know, folks fall short is they think, you know, we're going to roll out the technology and the technology is going to be the Silver Bullet, where, in fact it is. The culture it is is the talent, and it's the focus on that. That's going to be, you know, the determinant of success. And I will say, You know, in this power of three arrangement, Karl talked a lot about the pyramid, um, talent and culture and that change. And that kind of thinking about that has been a first class citizen since the very beginning. Right? That absolutely is critical for being there. Um and so that's been that's been key. And so we think about innovation at Amazon and AWS, and Carl mentioned some of things that, you know, partner like AWS can bring to the table is we talk a lot about builders, right? So we're kind of obsessive about builders, Onda. We mean what we mean by that is way at Amazon, we hire for builders, we cultivate builders and we like to talk to our customers about it as well. And it also implies a different mindset. Right? When you're a builder, you have that curiosity. You have that ownership. You have that steak and whatever I am creating. I'm going to be a co owner of this product or the service right getting back to that kind of product oriented mindset. And it's not just the technical people or the I t. People who are builders. It is also the business people, as Karl talked about right. So when we start thinking about innovation again, where we see folks kind of get into a little bit of innovation, pilot paralysis is that you can focus on the technology. But if you're not focusing on the talent and the culture and the processes and the mechanisms, you're gonna be putting out technology. But you're not gonna have an organization that's ready to take it and scale and accelerated right, and so that's that's been absolutely critical. So just a couple of things we've been doing with with Takeda indicate, has really been leading the way is think about a mechanism and a process, and it's really been working backwards from the customer, right? In this case again, the patient and the donor. And that was an easy one because a key value of decadas is to be a patient focused biopharmaceutical, right? So that was embedded in their DNA. So that working back from that, that patient, that donor was a key part of that process. And that's really deep in our DNA as well in eccentrics. And so we're able to bring that together. The other one is, is getting used to experimenting and even perhaps failing right and being able to reiterate and fail fast and experiment and understanding that you know some decisions, what we call it at Amazon or to a doors meaning you could go through that door not like what you see and turn around and go back. And cloud really helps there. Because the cost of experimenting and the cost of failure is so much lower than it's ever been. You could do it much faster, and the implications there so much less so just a couple of things that we've been really driving with a kid around innovation that's been really critical. >>Carl, where are you already seeing signs of success? >>Yeah, No, it's a great question. And so we chose, you know, with our focus on innovation to try to unleash maybe the power of data digital in uh, focusing on what I call sort of a maid. And so we chose our plasma derived therapy business. Um and you know, the plasma drive therapy business unit? It develops critical lifesaving therapies for patients with a rare and complex diseases. Um, but what we're doing is by bringing kind of our energy together, we're focusing on creating called State of the art digitally connected donation centers. And we're really modernizing. You know, the donor experience right now we're trying Thio improve. Also, I'll call it the overall Plasma Collection process. And so we've selected a number of uncle at very high speed pilots that were working through right now specifically in this in this area, and we're seeing really great results already on DSO. That's that's one specific area of focus. >>Arjun, I want you to close this out here. Any ideas? Any best practices advice you would have for other pharmaceutical companies that are that are at the early stage of their cloud journey. >>Sorry. Was that for me? >>Yes. Sorry. Urgent? >>Yeah. No, I was breaking up a bit. No, I think the key is what sort of been great for me to see is that when people think about cloud, you know, you always think about infrastructure technology. The reality is that the cloud is really the true enabler for innovation at innovating at scale. And if you think about that, right and all the components that you need, ultimately, that's where the value is for the company, right? Because, yes, you're gonna get some cost synergies, and that's great. But the true value is And how do we transform the organization? The case of Takeda and a life sciences clients, right. We're trying to take a 14 year process of research and development that takes billions of dollars and compress that right. Tremendous amounts of innovation, opportunity. You think about the commercial aspect, lots of innovation can come that the plasma derived therapy is a great example of how we're gonna really innovate to change the trajectory of that business. So I think innovation is at the heart of what most organizations need to do. And the formula the cocktail that Takeda has constructed with this Fuji program really has all the ingredients, um, that are required for that success. >>Great. Well, thank you so much. Arjun, Brian and Carl was really an enlightening conversation. >>Thank you. It's been a lot of >>fun. Thank you. >>Uh, been fun. Thanks, Rebecca. >>And thank you for tuning into the Cube. Virtual is coverage of the Accenture Executive Summit.