(soft instrumental music) >> Welcome back everyone, to theCUBE's coverage of AWS re:Invent 2021. I'm John Furrier, your host of theCUBE. We're here in person at a live physical event with real people. Of course, it's a hybrid event. Great stuff online. Check it out on the Amazon site, as well as theCUBE zone. We've got great guests, talking about the cloud vision for getting talent in to the marketplace, in being productive and for society Accenture always great content. Denise Reese, Managing Director of the South Market Unit Lead at Accenture, AABG, which stands for "Accenture Area Business Group" and Gina Gina Fratarcangeli who is also the managing director of Midwest sales leader. Ladies, thanks for coming, I appreciate you coming on and talking about the vision of talent. >> I guess >> Thanks for having us. >> Yes, absolutely. It's a pleasure to be here. >> So, Amazon's got this dangerous goal, to train 29 million people. Maureen Lonergan came on yesterday, who I've known for a long time, doing a great job. It's hard to get the talent in. First of all, it sounds harder than it really is, that's my opinion. You know, you get some training certifications and you're up and running. So, talent's a big thing. What do you guys do? Give us the overview. >> Sure. Well, we're having a lot of activity at Accenture trying to get talent in. Across the entire country we're spending a tremendous amount of effort to do that. A couple of critical things we're doing in the Midwest is bringing in and searching for different talent streams that we haven't typically done in the past. For instance, one thing that we're doing is, we set up an apprentice program where we're reaching out into the market to find diverse talent, who aren't coming through the critical normal college path and bringing folks in like that. And we've got 1200 people that we've brought in that way, just in the Midwest. Which has been a phenomenal new talent stream for us. And supporting our inclusion and diversity. One of the other exciting things is what we call "The Mom Project", where we're intentionally working with an organization called the Mom Project, to bring women back into the workplace who may have left while they were taking care of their families and helping them get certified in all the new cloud technology and getting back to work. >> I love how you guys are going after this whole places that not everyone's looking at, because what I love about Cloud is that, it's a level up kind of opportunity where you don't really have to have that pedigree, or that big-big school. Of course, I went to a different school. So, I have a little chip on my shoulder. I didn't go to MIT, wasn't North-east but still good school. But, I mean, you could really level up from anywhere. >> Gina: That's right. >> And the opportunities with Cloud are so great. This is like a huge thing. No I'm surprised no one knows about it. >> Absolutely. I would add to that. So, we've in the South, in Georgia in particular. We've just launched an initiative with the technical college system of Georgia and AWS. So, it's a public-private partnership, where we're actually helping to set the curriculum for those students that are going through programs, through the technical colleges. It's one of the largest parts of the university system of Georgia. And, we're actually helping to frame the curriculum. And, giving folks what they need, to your point. It is an opportunity to level up. It's a great way to get talent in non-traditional spaces. It helps us to achieve our inclusion and diversity roles or goals, rather. But, then it also allows us to really continue to fill that pipeline with folks that we may not have had access to otherwise. >> Is there a best practice that you see developing in the acquisition of talent? Or enticing people to come in? Because that's just economics you know, Maureen was telling me that it was this person she was unemployed, and she got certified and she's making six figures. >> Both: Yeah. >> She's like oh my God, this is great. So, that's the Cloud growth. Is there a way to entice people? Is there a pattern? Is it more economic? Is it more, hey, be part of something. What's the data showing? >> There's definitely a war for talent out there. And so in this space we continuously hear from our clients that they can't hire enough people. So in the past, in the technology space, a lot of clients were hiring their own teams and here they just can't get the skills fast enough. So we're spending a tremendous amount of time being proactive. We started a women in Cloud organization where we're proactively reaching out to the community to bring women in, let them know that we will help them get those certifications and partnering with organizations like Women in Cloud, which is a global organization to create new funnels of talent. >> I think the women angle is great. The mom network coming out of the work for back into the workforce, because things change. Like we were talking about how Amazon just changed over the past five years now that this architectural approach is changing. So that's cool. Also we were involved in the women in data science, out of Stanford University, they have that great symposium. This is power technical women. >> Yes >> And it's got a global following. So the women networks that are developing are phenomenal. So that's not just an Accenture thing, right? That's outside of Accenture. >> I think it's a combination because I think we do a really good job inside of Accenture to create opportunities for women of various ethnicities lived experiences to be able to come together to network internally, but then also to pour some of that talent that they have into the communities where we live and we all do business as well. So I think I'm seeing definitely a two-pronged approach there. >> Let me ask you a question, I don't mean to put you on the spot, but I kind of will, Accenture's known as a pretty great firm. So working at Accenture is kind of a big deal. Does that scare people? Because if you could work at a Accenture I mean, that's good pedigree right there. So like, when you're trying to get people coming into the cloud, do they get the Accenture mojo or does it work for them? And can you share your experiences on that? >> I've been here five years and it's been a phenomenal ride for me. I've really enjoyed the fact having a female CEO, I think, and having a CEO who is so committed to diversity on all aspects, right? Her commitment is 50% diversity parody by 2025 at every level of our organization. And that doesn't happen without really intentional efforts at the entry-level and everywhere through the process to ensure that women are not only promoted, but really given the support network among all of our leaders and mentorship to be successful. And it's not just words, it's something that we're really spending a lot of time doing with intention. And that word is out in the space now, as women come in, they're loving it and they're recruiting their other women into the organization and diverse groups as well as what I'm seeing. >> And so I actually just started at Accenture in March. So I've been around eight months. I actually joined from AWS, interestingly enough. And I can tell you from my own experience, the intentionality that Gina spoke to you is it's evident at all levels. I feel like the way that I was courted to the firm was nothing short of amazing. That's another story for another day, but I feel like my being where I am, being hired in as a managing director, as an experienced hire, I think my presence is a testament to the focus that Accenture has on inclusion diversity and the equity component as well. And then also in Atlanta, we are exceptionally fortunate. We have close to 30 black and Latin X managing directors and senior managing directors out of the Atlanta office. So what we're doing there is pretty magical and it's something that I've never experienced in my 25 years. >> It's contagious I hope, the magic is contagious. >> Yeah. >> Yes, absolutely. >> And it's exciting because we're known as a management consulting business, right? So our product is the people >> That's right. >> And so there is intention from day one as to what you want from your career and setting your career plan. So everyone is given those career counselors and the expectation that someone is thinking about your business and your personal business, and what is your role today and what should your role be in two years, and what skills do you need to get there? Which is awesome, it's a lot of fun. >> It's also walking the talk too, right? I mean, Amazon here, they had a 50% women on stage. I don't know if you noticed on the keynote, they was two men and two women, 50%. Of course the United Airlines, it's got to be three. We got to get a 51%,, 'cause technically 51% So it should be three to one, but yeah, like, okay, that was cute notice but that's good. But this is real, I've been a big proponent of software development. Customers are women too that's 51%. So I think this whole representation thing has to be more real and more intentional. And so I want to ask you, how would you share the best practice of making that real from the essential playbook? What could people learn and what mistakes should they avoid? I think people who do want to try with it, but they don't know what to do. >> You know, I think get started, right. Do the work. I feel like since I started in technology, we've been having this conversation about diversity and inclusion and bringing more people into the space. And now it's time for us to just do that. And I feel like Accenture is doing that in spades. I think also again, I've been using this word. I was on a breakout panel yesterday talking about our partnership with AWS and intentionality keeps coming up. But I think also it helps to have a CEO who's creating diversity as an imperative at the most senior levels of the firm and folks are being incentivized as a result. So you've got to put the mechanisms in place to ensure that folks understand that this is not just lip service. >> That's a great point. It's not only just the people, but the mechanisms. And one of the things that I've been saying early on in the top of the interview was Cloud is an instant leveler there, because if you can be so capable so fast. So like when you start thinking about getting people in the market, producing talent, this notion of meritocracy isn't lip service, because if you have the capabilities and the people side lineup, then it truly can be like that. 'Cause your game does the talking, right. >> And we're doing it with intention at every level in the organization so much though, that every people leader, one of their metrics is the diversity. And as we look at the promotions, making sure that that parody is there, but every person who's managing people has diversity as a metric that they're being measured on. And so I think that's really critical as well as having the people who are being the advocates and being the allies and really asking the questions as the teams are getting put together. You know, my job is to review all the deals in the Midwest. And when the teams come forward, I say, "Great where are the women on the team? Who are we putting it?" We're all talking about the diversity. So when we're going to a client meeting, where are the women who are you're taking to that meeting? And if the answer is well, there's not one who's technical yet, the most senior, the most technical, well, great bring her on and use this as a training opportunity. We need to walk the walk and talk the talk and show that to our clients. >> I think that's really good. You guys are senior leaders, one can do that, demonstrate that, but also you're in the field for Accenture. You're in front of your customers. What are you seeing out there and what excites you about being in these industry? >> Yeah, I love the fact that there are so many more women in this space. I love that we're having so many women out there with intention. We've had six female CEOs do women in Cloud panel discussions with us and with our team. So you made the comment early about cloud moving so fast. That's the most exciting thing for me and the fact that it is moving at such a pace that no one client is going to be able to get the skills fast enough. They need companies like Accenture. They need companies like AWS to help them where we're leveraging all the knowledge from our own other clients and bringing that together so we can help them accelerate their development. What about you? >> Absolutely. Now I would echo that as we used to say at AWS plus one to that. But I'm really hopeful because what I'm seeing is the number of folks with my lived experience better at senior executive levels, not only within Accenture and AWS, but in our customers. And I think going back to the point that you were making earlier regarding Cloud being a level up and giving folks opportunity, folks have to be able to see a path, right? It's one thing to just get a certification and tick a box, that's great. But if you don't see a pathway to being able to utilize that in a way that allows you to move up and seeing where we are now, just as a firm, just really, really excites me that every time I get onto a call and I see another strong, amazing woman, I'm like, man, this is amazing. And it's something that... I think it's a phenomenon that I've started to see maybe within the last like five years or so. And probably even within the last two to three years, I've started to see that even more so, so that really excites me. >> Well, first of all, you guys are great. You're contagious, okay? Which is good, a good thing. I love how you brought the whole path thing because path finders was a big part of Adam's Leslie's keynote, and it must be really fun to see people taking the path that you guys are pioneering- >> We're ploughing, we're ploughing >> Yes we are. We're ploughing and you know what else we're doing? We're lifting, as we climb. That is important. I would say that, we don't have all of these amazing opportunities and blessings just to talk about what we have, but if you're not actually bringing somebody else along and giving those opportunities to folks, then it's all for not. >> You got people and the Cloud, to get them people, which is, we're humans and the mechanisms software to bring it together, magic. >> Absolutely >> Congratulations. Thanks for coming on theCUBE. >> Both: Thanks for having us. >> Okay this is theCUBE, I'm John Furrier, host of theCUBE. You're watching theCUBE, the leader in global tech coverage from re:Invent 2021 AWS web services. Thanks for watching (soft instrumental music)

>> Live from San Francisco, it's theCUBE, covering IBM Think 2019. Brought to you by IBM. >> Welcome back to theCUBE. We are live at IBM Think 2019 in San Francisco. I'm Lisa Martin with Stu Miniman and we're welcoming a couple of guys to theCUBE for the first time. We've got Craig Reese, Cisco global alliance executive at IBM, and Jeff Gatz, IBM partner alliance executive at Cisco. >> Correct. >> Alright, guys, so this is not the first time that you've met. You guys have been working together for a very long time. Craig, let's start with you. As we look at this world that we're in today. The average company has, what? Five different private clouds, public clouds. We're in this reality of hybrid multi-cloud. I read a stat the other day, Stu, that you shared with me, that 80% of organizations in 2018 migrated data or apps from public cloud. So there's this inherent challenging kind of complex situation that we live in. >> That is true. >> What is the hard truth that organizations have to go through or face about transacting business in a multi-cloud environment? >> Yeah, well, it's as you described, it is a multi-cloud, so by definition is complex. Two, the kind of the easy things have been moved, right? So maybe only 20% of the workloads, the easy stuff is moved, now the hard stuff has to start, and how do you do that? How do you understand what those workloads are? How do you understand which cloud's the right cloud? If any cloud. Maybe it needs to stay on-premise, right? So as you're looking at private cloud, public cloud, on-prem, how do you get there? Who can help you get there? And that we believe we come in, both from a services provider as well as a key technology partner, right? I mean, the technology alone isn't enough, right? You have to be able to figure out how to have it work within the organization and have the technology work as well for you. It's a balancing act but we think that's where our strong suit is from and IBM Services standpoint. >> And I'd say that complexity, it almost leads to paralysis for a lot of businesses. They've done what they can do, that 80% becomes really difficult, and so they end up in a cycle of what's the right technology? What's the right solution? How do I move forward? And that's where Cisco looks at IBM Services and says, okay, this is a partnership that allow our customers to more easily transition into that next phase of digitization. >> We were actually at Cisco Live in Barcelona two weeks ago and we heard a lot about multi-cloud and how those solutions fit together. Explain to our audience a little bit, what is the IBM plus Cisco? How does that go together? Both companies have a long history in the data center. IBM's got lots of applications, CISCO, of course, strong on the network. So explain where there's some of those deep intersection points and some of the services that come together. >> So if you start from a services or you start from the IBM-Cisco relationship standpoint, we're not new kids on the block. We go back decades, two decades, together in terms of IBM as a partner deploying Cisco technologies, incorporating Cisco technologies, and our customers. So we have a strong base of skills, we have a long history, but I think in this cloud world, we also have a shared perspective that it is a multi-cloud world. It's not, well, you're going to do this and we're going to do this. We do have a shared perspective of what our customers need and we believe that together we bring a unique proposition to them in the marketplace, far different than maybe I would say different than other Cisco partner, but also even just from a services integrator, or an IT services integrator, which is really what we are. >> So just to parlay on that 'cause one of the things we really worked with with customers is there's a lot of different ways customers want to consume technology now. And so there's standard systems integrator perspective, but really what we're seeing now is customer's are a lot more interested in, how do I offload IT and just go about the business of running what I'm good at? I want somebody else to do the thing that they're good at so I can do what I'm good at. And so when you look as a managed service provider, what does that really mean? So is it just as a service consumption model? Is that something more along the lines of, take it over for me and manage everything together? And where we see really unique value, where IBM's really investing, that we're really excited about, is in the automation and orchestration across the globe for their customer. So not just, how do I provide hybrid-cloud and multi-cloud, but offer that in a way that is consumptive, and then automated and orchestrated for them so that it really is just a turnkey easy button, if you will. >> Customers have gotten spoiled, right? It's easy, swipe a card and all of a sudden you're spun up. Well, now they're looking for that at a broader range across the enterprise, and what Jeff just said, that's one of where we think we can bring value to them in helping them get to that consumption model that they want, they've gotten used to, while they're still trying to do the hard stuff with the technology. >> So, Craig, what's a double click into that value perspective? Where does IBM and your services really shine here, and help customers actually leverage what you're bringing to unlock the value of their data? >> So first off would be global, right? I mean, let's face it, we are a large company, global presence, both in terms of our skill base, in terms of the management capabilities that Jeff talked about that we have. So we bring that global footprint, that global presence, to be able to deploy, design, build, run, manage, kind of take them through their whole life cycle. And in our offerings, it's kind of the where we're going. We're going from being a custom one-off, custom two-off. It's really looking at standardizing 80, 90% of this to drive the automation benefits, to drive the consistency and the delivery model, to deliver the SLAs that they want out of this, all backed up by the business model that how they want to consume it. So it's a definite change in going down that path. >> Jeff, you mentioned earlier that customer's can just have paralysis based on there's so many choices out there. And here Craig talking about we need to get standardization. That's one of the challenges today is there's so many options. It's nice if I just can consume something as a service, but, oh, my business is a little bit different and I have special requirements. Something I heard a lot at the Cisco show and I'm hearing in here is you need to meet them where they are. And at the Cisco show, it was the bridge to possible. It's like, where are you today and how do you get there? Help give us a little bit of insight as to, because today IT is, in my words, I'll say it's a heterogeneous mess. (chuckles) Everybody, it's like I built it based on what I need and inside I built temples of excellence or silos. So how do I get from that world before that was highly fragmented and very different to allowing it to be able to be scalable, and grow, and change faster? >> So virtualization becomes that double-edged sword, right? It gives us that flexibility, but it also causes that fragmentation across 'cause I have so much more flexibility now. So I think the generic 80/20 rule applies. Every customer, your mileage may vary, right? But you can get to a base standard of what is the right platform with which to provide the flexibility that individual customers need, and that's where the experience of IBM Services, they've worked with every Fortune 1000 customer you can possibly imagine. So they've seen all the permutations that are out there, especially as it relates to deploying Cisco technology. So they understand what base they need going forward, and then what part are they going to have to tweak for those customer's to really adopt and execute on their IT strategy? >> So when you're in customer conversations, and this is a question for both of you, so, Craig, we'll start with you. When we look at the data problem, it goes all the way up to the C level, right? To the boardroom because there's a tremendous amount of value that needs to be unlocked there. When you're having these conversations, especially the capabilities, combined power that Cisco and IBM bring together, where are these conversations with customers? Are you starting at that C-suite or are you talking with the guys and the gals with the feet on the street that are living in this chaotic heterogeneity? I think, that Stu called it. (Craig laughing) Where do those conversations begin, Craig? >> I think it is at the C-suite for a large portion of it, at least the direction maybe comes from the C-suite. We need to do something different than how we did. Who could we talk to? Who can we bring in to have that conversation? Kind of may move down to the teams that are closer to the ground. And you start hearing themes that become kind of common. How do I deal with security? How do I deal with data privacy? Where I have those concerns. How do I determine what applications and workloads I should move where, and what's the most cost-effective place for those to run? So I think we can bring that expertise, we can bring that guidance, that consultative approach to those discussions with the customer. Not only us but with the Cisco team as well to really start getting to the point where we believe the offerings we have to move you to a hybrid cloud, migration path, or this type of offering, it does hit that 80%, and then we can hone in on, but what is that 20% that's unique for your business that we have to figure out maybe uniquely from a technology standpoint, from services we offer, from the SLA, whatever it would be, to really get them there. But I think it starts more at the top but works its way down. My view, anyway. >> I completely agree. The conversation starts at the C-suite, but that tends to be relatively generic, right? In terms of this is our strategy, and then it gets passed down, and you get into that 20% which is the heavy lifting as soon as you get down to the next layer. But it does start from the top down, and it has to these days. >> And I distinctly remember one customer we had where we did sit in a room. It started from the top and we had lots of smart people in the room, and we had three possibilities sketched out on the whiteboard. Which one do we think really solves the problem here? Because there are multiple paths to go to get there, and we had to pick the path we think makes the most sense, and then convince the customer this is the right way to go and get them bought in. >> One of the things that if you look at this, the transformation that people are going through, in many ways that moved to from a capex model to an opex model is one of the things, the promise of the cloud. But you talk about struggles in the C-suite. The CFO used to say, here's your budget for the year, and I can understand that, and, wait, this is going to be uncertain and I'm not sure what that bill's going to be next month or a quarter from now, or how do I do my planning? Give us a little bit of insight into that transformation. >> I tell you, it's uncertain as a service provider too. (laughing) There's two sides to that. They just say, well, I want an SLA and I want a service, and I want it to go infinitely up and infinitely down. You have to sort of meet, de-risk each side, where you pick your battles, and get to a point where the customer believes the service is valuable from a business standpoint, from a productivity standpoint, from hitting the objectives that they set down from the C-suite, and you hopefully have a good partnering relationship, triangular, customer, partner, service provider, where you're having that ongoing dialogue, you're delivering on the value, you're helping to expand that, and those risk issues go away over time. But the proof is always in the first six, 12 months of delivery. >> I'll borrow your phrase of meeting customers where they're at, right? This idea of consumption. I think a lot of customers are interested in it, but there's a cost to that financial flexibility. And so maybe it starts at a zero to a hundred flexibility, and it comes quickly down based on what you determine jointly between the three of us is really the right solution. That's really where it's at in this as a service model. It makes a lot more sense, it's easier to do, and it's purely software, but as soon as you're on-premise, that becomes a slightly more challenging conversation and that's what this partnership does day in and day out. So as we wrap this up, one thing I kind of want to do is click in to the customer experience a little bit more. You were talking, Craig, about a lot of companies have moved the easy stuff, right? They've pushed that easy button. They have a hybrid multi-cloud, a strategy that's effective for 20% of their business. For the other 80%, are you saying where, I mean, in any company, in any industry, Stu, we know this, as we talk to companies all over the globe, data is the life blood of any organization that has transformative power. But, I'm curious, in that journey to get a company from 20%, to 30%, to 40%, where they're actually starting to have to tackle those more complex workloads, are you seeing any industries in particular that are, I don't want to say early adopters, but are understanding the value that IBM Services and Cisco are bringing together in order to facilitate the speed at which they have to transform? >> So I would say our customer base is cross industry. What I would say is the industry that seems to have the most questions, the most concerns, the most reservations is the financial services industry. And there they have to be very specific around what's my data privacy issue, where am I at with security? I got to tell you, Cisco has some very strong customers in that space that really help in that partnership, particularly around the financial services industry. They're the toughest ones, I think, at this point, from my standpoint. >> Yeah, I mean financial services, obviously where you and I engage a lot, but I would say the thing that's most exciting to me is that it's not just financial services. We're seeing it across the board. I wouldn't say there's an industry outside of, industries or companies that are born in the cloud model, but the more, legacy's the wrong word, but traditional business models, they're all shifting, because they have to to remain relevant. >> Exactly, they have to. Well, that just means plenty of opportunities-- >> Absolutely. >> For IBM Services and Cisco. Gentlemen, thank you so much for chatting with Stu and me on the program today. We appreciate it and congratulations, you're now CUBE alumni, so you each get a reward. It's like a gold start but it's a blue CUBE sticker. >> Awesome, and I would like to thank Cisco for being a Platinum Partner here at IBM Think this week. We appreciate them being a partner here in the partner showcase. >> Yeah, and then for the folks that are here the show, please come by, get your free pair of socks, and you can get signed up to win special prizes. >> Special prizes and socks. Wow, you guys, that's-- >> What more could you want? >> I'm speechless. Thanks so much Craig and Jeff, appreciate your time. For Stu Miniman, and I'm Lisa Martin, you're watching theCUBE live from day one coverage of IBM Think 2019. Stick around, we'll be right back with our next guest. (upbeat electronic music)

(upbeat electronic music) >> Hello, and welcome to this Cube Conversation. My name is Dave Vellante, and we're here with Raj Gossain, who's the Chief Product Officer at Alation. We have some news. Hello, Raj. Thanks for coming on. >> Dave, it's great to be with you on theCUBE again. >> Yeah, good to see you. So, okay, we're going to talk about Alation Connected Sheets. You know, what is that? Talk to us about what it is, what it does, what it brings to customers. >> So we recognize, spreadsheets are really the dark matter of the data universe. And they're used by, over 78 million people use spreadsheets on a regular basis to drive critical business analysis. But there's a lot of challenges with spreadsheet usage. It brings risk to the organization. There's no visibility into where data comes from. And so we wanted to bring the power of the Alation Data Intelligence Platform to business users where they spend most of their time. And that's in a tool that they love, and that's spreadsheets. And so we're launching a brand new product next week called Alation Connected Sheets. >> So talk more about that. So yes, I get the lineage issue, like where did-- who did this, where's this data come from? I got different data. But talk more about the problems that Alation Connected Sheets solves, specifically for customers. >> Yeah, so the big challenges that we see when we talk to data organizations is how do they understand where the data came from? Is it trusted? Is it reusable? Should it be used in this format? And if you look at where most users that use spreadsheets get the data to power their spreadsheets, maybe it's a CSV download from a database, and then you have no idea where the data came from and where it's going. Or even worse, it's copying and pasting data from other spreadsheets. And so if you take those problems, how can we bring trusted data from governed sources like Snowflake and Redshift and put it in the hands of spreadsheet users, and give them the power and flexibility of Google Sheets or Microsoft Excel, but use trusted, reliable, well-governed data so that the data office feels great about them using spreadsheets and the end users, the business users, can take advantage of the tool that they know and love and do the work that they need to do quickly. >> So, okay. So I'm inferring from your comments there that you've got the ability to take data from you mentioned a couple, Snowflake and Redshift, other popular data warehouses. >> Yep. >> So talk about the key capabilities that you have, any specific features that we should know about. >> Sure. So, we built the leading data intelligence platform and the leading data catalog. And one of the benefits of that catalog is where you have visibility into all of the trusted, governed data sources that a data organization cares about, whether it's enterprise warehouses like Snowflake or Redshift, databases like SQL Server, Google BigQuery, what have you. So what we've done is we've brought the power of that data catalog directly into both Google Sheets as well as Excel. And the idea there is a user can log into their application, authenticate to Alation using the Alation Connected Sheets plugin into their spreadsheet tool, and browse those trusted data sets that are surfaced in the Alation catalog. They get trust signals, they get visibility into where this data came from. So lineage, insights, descriptive information. And then with one or two clicks, they can choose a data set from their warehouse, basically apply filtering conditions. So let's say I'm looking for customer data in Snowflake. I can find the right customer table. If I only want it for say, 2022, I can apply some filter conditions, I can reorder columns, push one button, authenticate to that data source. We want to maintain and ensure security is being applied, so only those users that have access to the warehouse can actually download that data set. But once they've authenticated, that data gets downloaded into their spreadsheet and there's a live connection that's maintained to that spreadsheet. So anytime you need to refresh the data, one push of a button and that data set gets updated. I can schedule the updates. So, you know, if I have to produce a report every Monday morning, I could have that data set refreshed at 8:00 a.m. Monday morning, or whatever schedule the user wants. And so it gives the user the data set they need, but the data organization, they can see where that data came from and they understand the lineage of the data as it is used in analysis in those spreadsheets themselves. >> So Raj, I know you're at the Super Bowl this week, a.k.a. re:Invent. >> Yes. >> And I know you got very close relationships with Snowflake, you've mentioned them a couple times with the data summit last spring. And I know you've done some integration work with those platforms and I'm sure others. So should we think of this as you're extending that sort of trust and governance out to spreadsheets, is that right? And stretching that out? >> That's exactly right. The way we talk about it is how do we bring data intelligence to business users in the tool that they know and love, which is the spreadsheet. And so, the data catalog and data intelligence platforms in general have really primarily been focused on servicing the needs of data users: data analysts, data scientists, data engineers. But you know, our vision, our aspiration at Alation is to really bring data intelligence to any business user. And so it's a big part of our strategy to make sure that the insights from the Alation catalog and platform can find their way into tools like Excel and Google Sheets. And so that's, what you highlighted, Dave, is exactly correct. We want to maximize the likelihood that a business user can have self-service access to trusted, governed data, do the work that they need to do, and ensure that the organization has a set of data assets in spreadsheets, frankly as opposed to liabilities, which is the way most data organizations look at spreadsheets is it's almost like a risk factor. We want to convert that risk, that liability, into an asset so that people can reuse data sets and they understand where this analysis is actually coming from. >> It's something that we've talked about for well over a decade on theCUBE. Is data an asset or is it a liability? >> Yeah, yeah. >> You obviously want to get value out of it, but if you can't share it, it's not trusted. So what people do is they lock it down and then that constricts value creation. >> Exactly. >> My understanding is this tech came out of an acquisition from a company, Kloudio. >> That's correct. >> Tell us about Kloudio. Why Kloudio? What's the fit there? >> Yeah, so Kloudio is a company, it's about five years old. We closed the acquisition of the company in March of this past year. And they had about 20 customers, 10 engineers. And we saw an opportunity with the spreadsheet tool that they'd created to really compliment our data intelligence strategy. And as you said, Dave, extend the value of data intelligence to business users. And so, we brought the Kloudio team into the fold. The thing I'm most excited about as a product guy, is within seven months of them joining Alation, we're actually shipping a brand new product that's going to drive revenue and meet the needs of tens of millions of users, ultimately. Like that's really our aspiration. And so, the tech they had was extremely modern. It reinforces the platform position that we have. You know, this microservices architecture that we've built Alation around, made it easy for that new team to come in and leverage existing APIs and capabilities from our platform and the tech that they brought into Alation to essentially connect the dots and deliver a brand new set of capabilities to an entirely new audience, to help our customers achieve their business objectives, which is really creating a data culture across their entire organization, inclusive of business users, not just, like I said, the data X users that are already taking advantage of solutions like Alation and cloud warehouses, et cetera. >> So I have two questions, follow up questions by me, and I think you might have answered the second one. The first one is what's the secret sauce behind Kloudio? How does the tech work? The second question is how does it fit into the Alation portfolio? How were you able to integrate it so quickly? Maybe that's the microservices architecture. But start with the secret sauce. What is it, what can you share with me? >> I think the thing that we saw with Kloudio that got us excited, and the fact that they, even though it was a small company, they had 20 customers, they were generating revenue, and they were delivering real value to business users, by really enabling business users to tap into the value of trusted, governed data, and frankly, get IT out of the way. You know, we almost refer to it as like smart self-service, which is, they could find a data asset and connect to that source, and just with a couple quick clicks, almost a low-code, no-code type of an experience, bring that sort of data into their spreadsheet so they could do the work that they needed to do. That opportunity, that tech that the Kloudio team had built out, the big gap that they had is, my goodness, what does it take to actually be aware of all the data sources that exist across an organization and connect to them? And that's what Alation does, right? That's why we built the platform that we built, so that we can basically understand all of a customer's data assets, whether they're on-prem or in the cloud. And so it was a little bit of, you know, that Reese's Peanut Butter Cup analogy. The chocolate and the peanut butter coming together. The Alation platform, the Alation catalog, coupled with the technology that Kloudio brought to us really was sort of a match made in heaven. And it's allowed us to bring this new capability to market that really is value-add on top of the platform and catalog investments that our customers have already made. >> Yeah, so they had this magic pixie dust, but it was sort of isolated, and then you've integrated it into your catalog. And that's the second part of my question. How were you able to do that so quickly? >> So, we've been on this evolution, enhancing the the Alation data intelligence platform. We've moved to a microservices architecture, we're fully multi-tenant in the cloud. And the fact that we'd made those investments over the past few years gave us the opportunity to make it easy for an acquired business like Kloudio, or you know, perhaps a future acquisition, or third party developers leveraging APIs that we expose to make it easy for them to integrate into the Alation platform. And so, I think it's a bit of foresight. We recognize that in starting with the catalog, the opportunity was much bigger than just providing a data catalog. We've added data governance, we've built out this platform and we recognize that more and more users can and should be benefiting from data intelligence. And so I think those platform investments have paid significant dividends and accelerated our ability to deliver Alation Connected Sheets as quickly as we have. >> Sounds like a great acquisition, like a diamond in the rough. I mean, I love big these big mega acquisitions 'cause the media company can write about 'em, but I really love the high, high return. You know, low denominator, high value. So, congratulations. >> Thank you. >> Where can people learn more about this? Maybe play around a little bit with it? >> Yeah, so we're going to be demoing Alation Connected Sheets at AWS re:Invent next week. And it's going to be available starting next week, so the 28th of November. And obviously you'll see it online, on social media, on our website as well. But folks that are going to be in Las Vegas next week, come to the Alation booth and you'll get a chance to see it directly. >> Awesome. Okay, Raj. Hey, thanks for spending some time with us today. Really appreciate it. >> Great, thanks so much, Dave. Great to see you. >> Hey, you're very welcome. And thank you for watching. This is Dave Vellante for theCUBE, your leader in enterprise and emerging tech coverage.

>>The Cube Presents UI Path Forward five. Brought to you by UI Path, >>Everybody. We're back in Las Vegas. The cube's coverage we're day one at UI Path forward. Five. Pascal Borne is here. He's an expert and bestselling author in the topic of AI and automation and the book Intelligent Automation. Welcome to the world of Hyper Automation, the first book on the topic. And of course, Ray Wong is back on the cube. He's the founder, chairman and principal analyst, Constellation Reese, also bestselling author of Everybody Wants To Rule the World. Guys, thanks so much for coming on The Cubes. Always a pleasure. Ray Pascal, First time on the Cube, I believe. >>Yes, thank you. Thanks for the invitation. Thank you. >>So what is artificial about artificial intelligence, >>For sure, not people. >>So, okay, so you guys are both speaking at the conference, Ray today. I think you're interviewing the co CEOs. What do you make of that? What's, what are you gonna, what are you gonna probe with these guys? Like, how they're gonna divide their divide and conquer, and why do you think the, the company Danielle in particular, decided to bring in Rob Sland? >>Well, you know what I mean, Like, you know, these companies are now at a different stage of growth, right? There's that early battle between RPA vendors. Now we're actually talking something different, right? We're talking about where does automation go? How do we get the decisioning? What's the next best action? That's gonna be the next step. And to take where UI path is today to somewhere else, You really want someone with that enterprise cred and experience the sales motions, the packages, the partnership capabilities, and who else better than Roblin? He, that's, he's done, he can do that in his sleep, but now he's gotta do that in a new space, taking whole category to another level. Now, Daniel on the other hand, right, I mean, he's the visionary founder. He put this thing from nothing to where he is today, right? I mean, at that point you want your founder thinking about the next set of ideas, right? So you get this interesting dynamic that we've seen for a while with co CEOs, those that are doing the operations, getting the stuff out the door, and then letting the founders get a chance to go back and rethink, take a look at the perspective, and hopefully get a chance to build the next idea or take the next idea back into the organization. >>Right? Very well said. Pascal, why did you write your book on intelligent automation and, and hyper automation, and what's changed since you've written that book? >>So, I, I wrote this book, An Intelligent Automation, two years ago. At that time, it was really a new topic. It was really about the key, the, the key, the key content of the, of the book is really about combining different technologies to automate the most complex end to end business processes in companies. And when I say capabilities, it's, we, we hear a lot about up here, especially here, robotic process automation. But up here alone, if you just trying to transform a company with only up here, you just fall short. Okay? A lot of those processes need more than execution. They need language, they need the capacity to view, to see, they need the capacity to understand and to, and to create insights. So by combining process automation with ai, natural language processing, computer vision, you give this capability to create impact by automating end to end processes in companies. >>I, I like the test, what I hear in the keynote with independent experts like yourself. So we're hearing that that intelligent automation or automation is a fundamental component of digital transformation. Is it? Or is it more sort of a back office sort of hidden in inside plumbing Ray? What do you think? >>Well, you start by understanding what's going on in the process phase. And that's where you see discover become very important in that keynote, right? And that's where process mining's playing a role. Then you gotta automate stuff. But when you get to operations, that's really where the change is going to happen, right? We actually think that, you know, when you're doing the digital transformation pieces, right? Analytics, automation and AI are coming together to create a concept we call decision velocity. You and I make a quick decision, boom, how long does it take to get out? Management committee could free forever, right? A week, two months, never. But if you're thinking about competing with the automation, right? These decisions are actually being done a hundred times per second by machine, even a thousand times per second. That asymmetry is really what people are facing at the moment. >>And the companies that are gonna be able to do that and start automating decisions are gonna be operating at another level. Back to what Pascal's book talking about, right? And there are four questions everyone has to ask you, like, when do you fully intelligently automate? And that happens right in the background when you augment the machine with a human. So we can find why did you make an exception? Why did you break a roll? Why didn't you follow this protocol so we can get it down to a higher level confidence? When do you augment the human with the machine so we can give you the information so you can act quickly. And the last one is, when do you wanna insert a human in the process? That's gonna be the biggest question. Order to cash, incident or resolution, Hire to retire, procure to pay. It doesn't matter. When do you want to put a human in the process? When do you want a man in the middle, person in the middle? And more importantly, when do you want insert friction? >>So Pascal, you wrote your book in the middle of the, the pandemic. Yes. And, and so, you know, pre pandemic digital transformation was kind of a buzzword. A lot of people gave it lip service, eh, not on my watch, I don't have to worry about that. But then it became sort of, you're not a digital business, you're out of business. So, so what have you seen as the catalyst for adoption of automation? Was it the, the pandemic? Was it sort of good runway before that? What's changed? You know, pre isolation, post isolation economy. >>You, you make me think about a joke. Who, who did your best digital transformation over the last years? The ceo, C H R O, the Covid. >>It's a big record ball, right? Yeah. >>Right. And that's exactly true. You know, before pandemic digital transformation was a competitive advantage. >>Companies that went into it had an opportunity to get a bit better than their, their competitors during the pandemic. Things have changed completely. Companies that were not digitalized and automated could not survive. And we've seen so many companies just burning out and, and, and those companies that have been able to capitalize on intelligent automation, digital transformations during the pandemic have been able not only to survive, but to, to thrive, to really create their place on the market. So that's, that has been a catalyst, definitely a catalyst for that. That explains the success of the book, basically. Yeah. >>Okay. Okay. >>So you're familiar with the concept of Stew the food, right? So Stew by definition is something that's delicious to eat. Stew isn't simply taking one of every ingredient from the pantry and throwing it in the pot and stirring it around. When we start talking about intelligent automation, artificial intelligence, augmented intelligence, it starts getting a bit overwhelming. My spy sense goes off and I start thinking, this sounds like mush. It doesn't sound like Stew. So I wanna hear from each of you, what is the methodical process that, that people need to go through when they're going through digital trans transmission, digital transformation, so that you get delicious stew instead of a mush that's just confused everything in your business. So you, Ray, you want, you want to, you wanna answer that first? >>Yeah. You know, I mean, we've been talking about digital transformation since 2010, right? And part of it was really getting the business model, right? What are you trying to achieve? Is that a new type of offering? Are you changing the way you monetize something? Are you taking existing process and applying it to a new set of technologies? And what do you wanna accomplish, right? Once you start there, then it becomes a whole lot of operational stuff. And it's more than st right? I mean, it, it could be like, well, I can't use those words there. But the point being is it could be a complete like, operational exercise. It could be a complete revenue exercise, it could be a regulatory exercise, it could be something about where you want to take growth into the next level. And each one of those processes, some of it is automation, right? There's a big component of it today. But most of it is really rethinking about what you want things to do, right? How do you actually make things to be successful, right? Do I reorganize a process? Do I insert a place to do monetization? Where do I put engagement in place? How do I collect data along the way so I can build better feedback loop? What can I do to build the business graph so that I have that knowledge for the future so I can go forward doing that so I can be successful. >>The Pascal should, should, should the directive be first ia, then ai? Or are these, are these things going to happen in parallel naturally? What's your position on that? Is it first, >>So it, so, >>So AI is part of IA because that's, it's, it's part of the big umbrella. And very often I got the question. So how do you differentiate AI in, I a, I like to say that AI is only the brain. So think of ai cuz I'm consider, I consider AI as machine learning, Okay? Think of AI in a, like a brain near jar that only can think, create, insight, learn, but doesn't do anything, doesn't have any arms, doesn't have any eyes, doesn't not have any mouth and ears can't talk, can't understand with ia, you, you give those capabilities to ai. You, you basically, you create a cap, the capability, technological capability that is able to do more than just thinking, learning and, and create insight, but also acting, speaking, understanding the environment, viewing it, interacting with it. So basically performing these, those end to end processes that are performed currently by people in companies. >>Yeah, we're gonna get to a point where we get to what we call a dynamic scenario generation. You're talking to me, you get excited, well, I changed the story because something else shows up, or you're talking to me and you're really upset. We're gonna have to actually ch, you know, address that issue right away. Well, we want the ability to have that sense and respond capability so that the next best action is served. So your data, your process, the journey, all the analytics on the top end, that's all gonna be served up and changed along the way. As we go from 2D journeys to 3D scenarios in the metaverse, if we think about what happens from a decentralized world to decentralized, and we think about what's happening from web two to web three, we're gonna make those types of shifts so that things are moving along. Everything's a choose your end venture journey. >>So I hope I remember this correctly from your book. You talked about disruption scenarios within industries and within companies. And I go back to the early days of, of our industry and East coast Prime, Wang, dg, they're all gone. And then, but, but you look at companies like Microsoft, you know, they were, they were able to, you know, get through that novel. Yeah. Ibm, you know, I call it survived. Intel is now going through their, you know, their challenge. So, so maybe it's inevitable, but how do you see the future in terms of disruption with an industry, Forget our industry for a second, all industry across, whether it's healthcare, financial services, manufacturing, automobiles, et cetera. How do you see the disruption scenario? I'm pretty sure you talked about this in your book, it's been a while since I read it, but I wonder if you could talk about that disruption scenario and, and the role that automation is going to play, either as the disruptor or as the protector of the incumbents. >>Let's take healthcare and auto as an example. Healthcare is a great example. If we think about what's going on, not enough nurses, massive shortage, right? What are we doing at the moment? We're setting five foot nine robots to do non-patient care. We're trying to capture enough information off, you know, patient analytics like this watch is gonna capture vitals from a going forward. We're doing a lot what we can do in the ambient level so that information and data is automatically captured and decisions are being rendered against that. Maybe you're gonna change your diet along the way, maybe you're gonna walk an extra 10 minutes. All those things are gonna be provided in that level of automation. Take the car business. It's not about selling cars. Tesla's a great example. We talk about this all the time. What Tesla's doing, they're basically gonna be an insurance company with all the data they have. They have better data than the insurance companies. They can do better underwriting, they've got better mapping information and insights they can actually suggest next best action do collision avoidance, right? Those are all the things that are actually happening today. And automation plays a big role, not just in the collection of that, that information insight, but also in the ability to make recommendations, to do predictions and to help you prevent things from going wrong. >>So, you know, it's interesting. It's like you talk about Tesla as the, the disrupting the insurance companies. It's almost like the over the top vendors have all the data relative to the telcos and mopped them up for lunch. Pascal, I wanna ask you, you know, the topic of future of work kind of was a bromide before, but, but now I feel like, you know, post pandemic, it, it actually has substance. How do you see the future of work? Can you even summarize what it's gonna look like? It's, it's, Or are we here? >>It's, yeah, it's, and definitely it's, it's more and more important topic currently. And you, you all heard about the great resignation and how employee experience is more and more important for companies according to have a business review. The companies that take care of their employee experience are four times more profitable that those that don't. So it's a, it's a, it's an issue for CEOs and, and shareholders. Now, how do we get there? How, how do we, how do we improve the, the quality of the employee experience, understanding the people, getting information from them, educating them. I'm talking about educating them on those new technologies and how they can benefit from those empowering them. And, and I think we've talked a lot about this, about the democratization local type of, of technologies that democratize the access to those technologies. Everyone can be empowered today to change their work, improve their work, and finally, incentivization. I think it's a very important point where companies that, yeah, I >>Give that. What's gonna be the key message of your talk tomorrow. Give us the bumper sticker, >>If you will. Oh, I'm gonna talk, It's a little bit different. I'm gonna talk for the IT community in this, in the context of the IT summit. And I'm gonna talk about the future of intelligent automation. So basically how new technologies will impact beyond what we see today, The future of work. >>Well, I always love having you on the cube, so articulate and, and and crisp. What's, what's exciting you these days, you know, in your world, I know you're traveling around a lot, but what's, what's hot? >>Yeah, I think one of the coolest thing that's going on right now is the fact that we're trying to figure out do we go to work or do we not go to work? Back to your other point, I mean, I don't know, work, work is, I mean, for me, work has been everywhere, right? And we're starting to figure out what that means. I think the second thing though is this notion around mission and purpose. And everyone's trying to figure out what does that mean for themselves? And that's really, I don't know if it's a great, great resignation. We call it great refactoring, right? Where you work, when you work, how we work, why you work, that's changing. But more importantly, the business models are changing. The monetization models are changing macro dynamics that are happening. Us versus China, G seven versus bricks, right? War on the dollar. All these things are happening around us at this moment and, and I think it's gonna really reshape us the way that we came out of the seventies into the eighties. >>Guys, always a pleasure having folks like yourself on, Thank you, Pascal. Been great to see you again. All right, Dave Nicholson, Dave Ante, keep it right there. Forward five from Las Vegas. You're watching the cue.

>>Okay, welcome back everyone to the cubes coverage here in Las Vegas for AWS re Mars, Remar stands for machine learning, automation, robotics, and space. Part of thehow is reinforces security. And the big show reinvent at the end of the year is the marquee event. Of course, the queues at all three and more coverage here. We've got a great guest here. Ryan re practice lead data analytics, machine learning at mission cloud. Ryan. Thanks for joining me. Absolutely >>Glad. >>So we were talking before he came on camera about mission cloud. It's not a mission as in a space mission. That's just the name of the company to help people with their mission to move to the cloud. And we're a space show to make that it's almost like plausible. I can see a mission cloud coming someday. >>Yeah, absolutely. >>You got >>The name. We got it. We're ready. >>You guys help customers get to the cloud. So you're working with all the technologies on AWS stack and people who are either lifting and shifting or cloud native born in the cloud, right? Absolutely. >>Yeah. I mean, we often see some companies talk about lift and shift, but you know, we try to get them past that because often a lift and shift means like, say you're on Oracle, you're bringing your Oracle licensing, but a lot of companies want to, you know, innovate and migrate more than they want to lift and shift. So that's really what we're seeing in market. >>You see more migration. Yeah. Less lift and shift. >>Yeah, exactly. Because they, they're trying to get out of an Oracle license. Right. They're seeing if that's super expensive and you know, you can get a much cheaper product on AWS. >>Yeah. What's the cutting up areas right now that you're seeing with cloud Amazon. Cause you know, Amazon, you know, is at their, their birthday, you know, dynamo you to sell with their 10th birthday. Where are they in your mind relative to the enterprise in terms of the services and where this goes next in terms of the on-prem you got the hybrid model. Everyone sees that, but like you got outpost. Mm. Not doing so as good as say EKS or other cool serverless stuff. >>Yeah. I mean, that's a great question. One of the things that's you see from AWS is really innovation, right? They're out there, they have over 400 microservices. So they're looking at all the different areas you have on the cloud and that people are trying to use. And they're creating these microservices that you string together, you architect them all up so that you can create what you're looking for. One of the big things we're seeing, right, is with SageMaker. A lot of people are coming in, looking for ML projects, trying to use all the hype that you see around that doing prediction, NLP and computer vision are super hot right now we've helped a lot of companies, you know, start to build out these NLP models where they're doing, you know, all kinds of stuff you use. 'em in gene research, you know, they're trying to do improvements in drugs and therapeutics. It's really awesome. And then we do some eCommerce stuff where people are just looking at, you know, how do I figure out what are similar things on similar websites, right. For, for search companies. So >>Awesome. Take me through the profile of your customer. You have the mix of business. Can you break down the, the target of the small, medium size enterprise, large all the above. >>Yeah. So mission started working with a lot of startups and SMBs and then as we've grown and become, you know, a much larger company that has all the different focus areas, we started to get into enterprise as well and help a lot of pretty well known enterprises out there that are, you know, not able to find the staff that they need and really want to get into >>The cloud. I wanted to dig into the staffing issues and also to the digital transformation journey. Okay. It okay. We all kind of know what's turning into the more dashboards, more automation, DevOps, cloud, native applications. All good. Yeah. And I can see that journey path. Now the reality is how do you get people who are gonna be capable of doing the ML, doing the DevOps dev sec ops. But what about cyber security? I mean is a ton of range of issues that you gotta be competent on to kind of survive in this multi-disciplined world, just to the old days of I'm the top of rack switch guy is over. >>Absolutely. Yeah. You know, it's a really good question. It's really hard. And that's why, you know, AWS has built out that partner ecosystem because they know companies can't hire enough people to do that. You know, if you look at just a migration into a data lake, you know, on-prem often you had one guy doing it, but if you want to go to the cloud, it's like you said, right, you need a security guy. You need to have a data architect. You need to have a cloud architect. You need to have a data engineer. So, you know, in the old days maybe you needed one guy. Now you have to have five. And so that's really why partners are valuable to customers is we're able to come in, bring those resources, get everything done quickly, and then, you know, turn >>It over. Yeah. We were talking again before we came on camera here live, you, you guys have a service led business, but the rise of MSPs managed service providers is huge. We're seeing it everywhere mainly because the cloud actually enables that you're seeing it for things like Kubernetes, serverless, certain microservices have certain domain expertise and people are making a living, providing great managed services. You guys have managed services. What's that phenomenon. Do you agree with it? And how do you, why did that come about and what, how does it keep going? Is it a trend or is it a one trick pony? >>I think it's a trend. I mean, what you have, it's the same skills gap, right? Is companies no longer want that single point of failure? You know, we have a pool model with our managed services where your team's working with a group of people. And so, you know, we have that knowledge and it's spread out. And so if you're coming in and you need help with Kubernetes, we got a Kubernetes guy in that pool to help you, right. If you need, you know, data, we got a data guy. And so it just makes it a lot easier where, Hey, I can pay the same as one guy and get a whole team of like 12 people that can be interchangeable onto my project. So, you know, I think you're gonna see managed services continue to rise and companies, you know, just working in that space. >>Do you see a new skill set coming? That's kind of got visibility right now, but not full visibility. That's going to be needed. I asked this because the environment's changing for the better obviously, but you're seeing companies that are highly valued, like data bricks, snowflake, they're getting killed on valuation. So they gotta have a hard time retaining talent. In my opinion, my opinion probably be true, but you know, you can't, you know, if you're data breach, you can't raise that 45 billion valuation try to hire senior people. They're gonna be underwater from day one. So there's gonna be a real slow down in these unicorns, these mega unicorns, deck, unicorns, whatever they're called because they gotta refactor the company, stock equity package. They attract people. So they gotta put them on a flat foot. And the next question is, do they actually have the juice, the goods to go to the new market? That's another question. So what I mean, what's your take on you're in the trenches. You're in the front lines. >>Yeah, that's a great question. I mean, and it's hard for me to think about whether they have the juice. I think snowflake and data bricks have been great for the market. They've come in. They've innovated, you know, snowflake was cloud native first. So they were built for the cloud. And what that's done is push all the hyperscalers to improve their products, right. AWS has gone through and you know, drastically over the last three years, improved Redshift. Like, I mean it's night and day from three years ago. Did, >>And you think snowflake put that pressure on them? >>Snowflake. Absolutely. Put that pressure on them. You know, I don't know whether they would've gotten to that same level if snowflake wasn't out there stealing market share. But now when you look at it, Redshift is much cheaper than snowflake. So how long are people gonna pay that tax to have snowflake versus switching over snowflakes? >>Got a nice data. Clean room, had some nice lock in features. Only on snowflake. The question is, will that last clean room? I see you smiling. Go ahead. >>Clean. Room's a concept that was actually made by Google. I know Snowflake's trying to capture it as their own, but, but Google's the one that actually launched the clean room concept because of marketing and, and all of that. >>Google also launches semantic layer, which Snowflake's trying to copy that. Does that, what does that mean to you when you hear the word semantic layer? What does that mean? >>And semantic layer just is really all about meta tags, right? How am I going through to figure out what data do I actually have in my data lake so that I can pull it for whatever I'm trying to do, whether it's dashboarding or whether it's machine learning. You're just trying to organize your data better. >>Ryan, you should be a cue post. You're like a masterclass here in, in it and cloud native. I gotta ask you since you're here, since we're having the masterclass being put in a clinic here, lot of clients are confused between how to handle the control plane and the data plane cause machine learning right now is at an all time high. You're seeing deep racer. You're seeing robotic space, all driving by machine learning. SW. He said it today, the, the companion coder, right? The, the code whisperer, that's only gonna get stronger. So machine learning needs data. It feeds on data. So everyone right now is trying to put data in silos. Okay? Cause they think, oh, compliance, you gotta create a data plane and a control plane that makes it highly available. So that can be shared >>Right >>Now. A lot of people are trying to own the data plane and some are trying to own the control plane or both. Right? What's your view on that? Because I see customers say, look, I want to own my own data cause I can control it. Control plane. I can maybe do other things. And some are saying, I don't know what to do. And they're getting forced to take both to control plane and a data plane from a vendor, right? What's your, what's your reaction to that? >>So it's pretty interesting. I actually was presenting at a tech target conference this week on exactly this concept, right, where we're seeing more and more words out there, right? It was data warehouse and it was data lake and it's lake house. And it's a data mesh and it's a data fabric. And some of the concepts you're talking about really come into that data, match data fabric space. And you know, what you're seeing is data's gonna become a product right, where you're gonna be buying a product and the silos yes. Silos exist. But what, what companies have to start doing is, and this is the whole data mesh concept is, Hey yes, you finance department. You can own your silo, but now you have to have an output product. That's a data product that every other part of your company can subscribe to that data product and use it in their algorithms or their dashboard so that they can get that 360 degree view of the customer. So it's really, you know, key that, you know, you work within your business. Some business are gonna have that silo where the data mesh works. Great. Others are gonna go. >>And what do you think about that? Because I mean, my thesis would be, Hey, more data, better machine learning. Right. Is that the concept? >>So, or that's a misconception or, >>Okay. So what's the, what's the rationale to share the data like that and data mission. >>So having more of the right data here, it is improves. Just having more data in general, doesn't improve, right? And often the problem is in the silos you're getting to is you don't have all the data you want. Right. I was doing a big project about shipping and there's PII data. When you talk about shipping, right? Person's addresses, that's owned by one department and you can't get there. Right. But how am I supposed to estimate the cost of shipping if I can't get, you know, data from where a person lives. Right. It's just >>Not. So none of the wrinkle in the equation is latency. Okay. The right data at the right time is another factor is that factored into data mesh versus these other approaches. Because I mean, you can, people are streaming data. I get that. We're seeing a lot of that. But talking about getting data fast enough before the decisions are made, is that an issue or is this just BS? >>I'm going with BS. Okay. So people talk about real time real. Time's great if you need it, but it's really expensive to do. Most people don't need real time. Right. They're really looking for, I need an hourly dashboard or I need a daily dashboard. And so pushing into real time, just gonna be an added expense that you don't >>Really need. Like cyber maybe is that not maybe need real time. >>Well, cyber security add. I mean, there's definitely certain applications that you need real time, >>But don't over invest in fantasy if you don't need an an hour's fine. Right, >>Right. Yeah. If you're, if you're a business and you're looking at your financials, do you need your financials every second? Is that gonna do anything for you? Got >>It. Yeah. Yeah. And so this comes back down to data architecture. So the next question I asked, cause I had a great country with the Fiddler AI CEO, CEO earlier, and he was at Facebook and then Pinterest, he was a data, you know, an architect and built everything. He said themselves. We were talking about all the stuff that's available now are all the platforms and tools available to essentially build the next Facebook if someone wanted to from scratch. I mean, hypothetically thought exercise. So the ability to actually ramp up and code a complete throwaway and rebuild from the ground up is possible. >>Absolutely. >>And so the question is, okay, how do you do it? How long would it take? I mean, in an ideal scenario, not, you know, make some assumptions here, you got the budget, you got the people, how long to completely roll out a brand new platform. >>Now it's funny, you asked that because about a year ago I was asked that exact same question by a customer that was in the religious space that basically wanted to build a combination of Facebook, Netflix, and Amazon altogether for the religious space, for religious goods and you know, church sermons, we estimated for him about a year and about $9 million to do it. >>I mean, that's a, that's a, a round these days. Yeah. Series a. So it's possible. Absolutely. So enterprises, what's holding them back, just dogma process, old school legacy, or are people taking the bold move to take more aggressive, swiping out old stuff and just completely rebuilding? Or is it a talent issue? What's the, what's the enterprise current mode of reset, >>You know, I think it really depends on the enterprise and their aversion to risk. Right. You know, some enterprises and companies are really out there wanting to innovate, you know, I mean there's companies, you know, an air conditioning company that we worked with, that's totally, you know, nest was eaten all their business. So they came in and created a whole T division, you know, to, to chase that business, that nest stole from them. So I think it, I think often a company's not necessarily gonna innovate until somebody comes in and starts stealing their >>Lunch. You know, Ryan, Andy, Jess, we talked about this two reinvents ago. And then Adam Eski said the same thing this year on a different vector, but kind of building on what Andy Jessey said. And it's like, you could actually take new territory down faster. You don't have to kill the old, no I'm paraphrasing. You don't have to kill the old to bring in the new, you can actually move on new ideas with a clean sheet of paper if you have that builder mindset. And I think that to me is where I'm seeing. And I'd love to get your reaction because if you see an opportunity to take advantage and take territory and you have the right budget time and people, you can get it. Oh absolutely. It's gettable. So a lot of people have this fear of, oh, we're, that's not our core competency. And, and they they're the frog and boiling water. >>You know, my answer to that is I think part of it's VCs, right? Yeah. VCs have come in and they see the value of a company often by how many people you hire, right. Hire more people. And the value is gonna go up. But often as a startup, you can't hire good people. So I'm like, well, why are you gonna go hire a bunch of random people? You should go to a firm like ours that knows AWS and can build it quickly for you, cuz then you're gonna get to the market faster versus just trying to hire a bunch of people in >>Someone. Right. I really appreciate you coming on. I'd love to have you back on the cube again, sometime your expertise and your insights are awesome. Give a commercial for the company, what you guys are doing, who you're looking for, what you want to do, hiring or whatever your goals are. Take a minute to explain what you guys are doing and give a quick plug. >>Awesome. Yeah. So mission cloud, you know, we're a premier AWS consulting firm. You know, if you're looking to go to AWS or you're in AWS and you need help and support, we have a full team, we do everything. Resell, MSP professional services. We can get you into the cloud optimize. You make everything run as fast as possible. I also have a full machine learning team. Since we're here at re Mars, we can build you models. We can get 'em into production, can make sure everything's smooth. The company's hiring. We're looking to double in size this year. So, you know, look me up on LinkedIn, wherever happy to, to take, >>You mentioned the cube, you get a 20% discount. He's like, no, I don't approve that. Thanks for coming on the key. Really appreciate it. Again. Machine learning swaping said on stage this, you can be a full time job just tracking just the open source projects. Never mind all the different tools and like platform. So I think you're gonna have a good, good tailwind for your business. Thanks for coming on the queue. Appreciate it. Ryan Reese here on the queue. I'm John furry more live coverage here at re Mars 2022. After this short break, stay with us.

>>live from Seattle, Washington. It's the key nude covering Smartsheet engaged 2019. Brought to you by smartsheet >>Welcome back, everyone to Seattle. Washington. We're here at smartsheet engaged 2019. I'm your host, Rebecca Night, along with my co host, Jeff. Rick, You're watching the Cube? We're here with a Cuba Lama Cube veteran Dion Hinchcliffe, VP and principal analyst at Constellation Research at a Washington D. C. Thank you so much for returning to the Cube. >>Absolutely. Thanks for having me. >>So we're here to talk with you about the future of work, which is a huge topic, but a fascinating one. I want you to start by giving sort of a broad brush of what you see are the biggest changes right now happening in the work force driven by the new the rise of digital technologies. >>Sure. I mean, well, it digital is infusing everything in the workplace these days, right? So, you know, we've had the past waves of productivity tools and mobile devices came through and then eventually augmented reality and virtual reality. You're gonna literally change how we perceive the workplace on then We have just, you know, everyday translate remote working and now people can work from anywhere, right. It's fantastic, and that's that's really revolutionized a lot of things. Things in 2% of the workforce per year is becoming a remote work force. Companies like 80 p have 1/4 of their work force working from home, right X century, something to get rid of office space. And they work out of their house. Unless there's a client site on because you can credit, create the experience that you want and one of the really big trends is this is this trend towards be able to shape the employees experience the way that you want to using the tools that you prefer. And so people call this shadow I t. Other people call it innovation, right? And so that's one of the big changes. Then we have things like the gig economy, which is allowing people to build the lifestyles they want. We're doing any kind of work they want when they want to, when they feel like it on their own terms on that's that's really quite exciting to use all these. This confluence of forces are enabled him driven by technology, but it's also leading to a lot of what we call cognitive overload workers. They're not lifelong learners are feeling overwhelmed by this, and that's another big challenge. >>But you also get this tools >>proliferation, which they're just not. They're just not word and excel anymore. But you've got a tab open with Salesforce. You've got a A tab open with slack. You got Gmail open. You've got Doc's open. He got smart cheat open. You might have Jiro open. I mean, so how is that gonna sort itself out as we just kind of keep adding new tabs of AB? So we have to keep in our >>way. And we need all this technology to do better work. Thes APS provide value, except that it's increasing the on boarding time for workers. It's making it hard for us, the train people. In some company. It's hard to retain people because they feel like they have to go to work. And there's this onslaught of technology. They have to have 30 tabs open to get their jobs done, and they do. And so we're seeing things that you know we're at the smartsheet conference where how can we centralize work a little bit better? Streamline it by integrating the tools and credit more focused on what we're doing. And that's a very big trend. S Oh, my latest digital workplace trends report. We say that we're seeing these hubs for me, like Slack is another workup that's become very popular inside of organizations. They have over 1100 application integrations that allow people to spend their time in one place and kind of work through all these other systems from one hub. So we're dealing with this complexity starting to be able to do this now. But it's early days still a big challenge. >>So so So what are you seeing now? So what? So what is the answer then? I mean, we have You've just described all of these trends that are taking place that they're making making the modern workplace so much more complex, dealing with workers who they're dealing with, cognitive overload leaders who want more with less What? What are some of the answers? What are some of the most exciting tools that you're seeing right now? >>Boys, we talked already about smartsheet and slack. We see the new digital experience platforms are emerging on low code and know code is also becoming popular to be able to take the pieces of the applications you want and create more streamlined experiences. So the CEO of Accenture, Andrew Wilson, you solve this problem right away Their their knowledge. Workers were being choked by all of these tools, but yet we need the value they provide. So he began to divide up the employees experience of the 100 top moments, and then he built experiences that enabled project management and on boarding and all these key activities to be friction free, built out of their existing applications. Streamlines, too, just what they needed to dio. And he views this as his top priority as a digital leaders and say, We've got to take much complexity away so we can get at the values with streamlining the simplification on. We now have tools that allow that shaping that happen very quickly. >>It's almost reminds me it's kind of the competition for Deb's right now competition for employees, and we've talked a lot about the consumer ization Oh, I t and mobile devices for the customer experience. But there hasn't been as much talk about leveraging that same kind of expected behaviour writer expected in her engagement interaction with the APS on the actual employee engagement side, which is probably as fierce of a battle as it is to get customers because I think there's a lot more than 2% customers out available, but we only got 2% unemployment in the Bay Area. Now. It's crazy, >>effectively, negative unemployment, right, right? Is that anything under 3%? Yes, so you know this is the challenges employees experience is usually low on the priority list for CEOs usually have analytics and cloud in cyber security and all these things that they have to get done that are higher priority. Yet customer experiences is one of those priorities. But how does an employee give a good customer experience when they have a poor experience to do it, deliver it with right? The worst thing you could do with talented people is expected to do a great job and then give him a bunch of hard to use tools, right? Which is what's happening. So we are now finally seeing that privatization go up a little bit because employees experiences part of delivering great customer experience. That is how you how do you create that experience to begin with so small progress >>and leaders air seeing that as a priority of retaining their top people because they understand that they're workers need to feel satisfied with their work life. >>Yeah, and now we have data on a lot of these things we didn't have before, you know? And I'm sure you've seen the numbers. Most employees air disengaged at work, the majority right between 50 and 60% depending on whose data you're looking at. That's an enormous untapped investment that that that workers are not performing the way that they could if they had better employees experiences and what's disengaged. As I mentioned, giving a talented person lousy tools are allows the experience and expecting the two greatest. It doesn't happen. How >>much do you >>think? A. L Excuse me. Aye, aye. And machine learning will be able to offload enough of the mundane to flip the bit on how engaged they are in their job. >>Yeah, it's interesting because there's, you know, there's two sides to a coin there. Some people like a job that they could just kind of phone in, and it's kind of wrote, and they can come in. They don't have to think too hard and then go home to their families. So people are hired on that basis, right? Because that's the challenge a I and machine learning will absolutely automate. Most wrote work if you look at like a dill bee sense A. I was at the adobe conference and they were talking about how all of these creative types you have all these mundane tasks automated for them, and I could see everybody looking at each other going. I >>could pay to >>do >>that creative rate. >>So you see the things like robotic process automation is working. I mean, I hear anecdotes all the time from CEOs how they how they cut 25% out of the call center because they handed it over to the box, right? You know, Bill processing. That's one of the, you know and sorting matching bills, the invoices, a manual job, even in today's world until very recently. So we are seeing that happen about the most wrote level and just, but it's just gonna climb up from there. >>What do you see down the road, though? I mean in terms of those in terms of those employees were raising their saying can saying I kind of want that job. Are you? Are you seeing what's gonna happen to those people? Are they going to have to learn new skills? Are they are they going to be invested in by their companies? >>We hope so. You know, it's interesting. We see that all the big vendors have these big education programs. Sales force has trailhead s a P just announced open ASAP where they give away massively open online courses on. And Microsoft has done this with Microsoft Developers Network way back in the day, trying to educate people. You can get Reese killed for nothing for free now if you want to do it. But this is the challenges, even though every technological revolution in the past it looks like this one, too, has you are really changed the employment picture. By and large, it creates more jobs than we lose on. That looks like it's gonna happen here. But the people who lose their jobs, not the ones that tend to gain the job, gets a new job. They often it's hard to take somebody who's who's sorting bills and say, I need you to develop a new way I algorithm because that's where you have executed jobs. They're gonna be directing the eye to do all these things right on. So I think the short term is gonna be dislocation. And it's happening so fast that unless society, government and enterprises really intervene that toe up skill, these folks, we are gonna have a challenge. >>We're in this really weird time to in between. I mean, the classic one is long haul trucking, right, which is perfect for autonomous vehicles. T carry a lot of that freight, and everyone pretty much agrees that's gonna happen. At the same time there's there's a huge shortage of available truck drivers today, like there never has been. So is he's weird, and it's probably not the best thing for a young kid to get into right, because doesn't have a lot of great long term, >>right? >>Well, you look at uber on their stated direction is they want to get rid of all these drivers they want. They want self driving taxis on, you know, we're getting close to where that might actually happen right on. So the unskilled labor is gonna be hit by far the worst you have to become skilled labor in the digital economy on a big part of the future of work is going to be finding ways to get the skills into people's hands on Facebook and other larger. They don't even require a college degree what they want people to people that can deliver that could take these things and create the, you know, the great products of the future. On DSO, you know, those everyone has to become a knowledge worker >>and in as layered, Hamilton said. On the main stage today, it's the formula of learning to really understand when you're starting from a point of Wow, I don't know much about that. I guess I better learn about it and then learning a lot about it along the way, we all have to be able to adapt and adopt those >>absolutely no the and so that way see up Skilling and cross killing becoming more trans disciplinary. So business people are becoming I t folks now and I t folks really business people. We had this business I t divide for a long time. It cracks me up. I still go to big companies in the I T department using its own building, right? But those days were going away. And I'll see that, you know now is that people over on the business side that live there now, right? So we're seeing this kind of blending where digital is infusing everything, and so you have to become digitally confident on this is where we have to make that simpler. This is going back to the digital workplace. The average user, as had the number of applications they have thio to learn double or triple in just the last five years. Right? So it's a big challenge. >>So what should kids be majoring in today? What's your >>Oh, uh, game design gaming industry is bigger than the movie industry by a large large margin, right? And that that's where all the experience of these immersive experiences and virtual reality and augmented reality >>a come >>from and then you can go into business, right? You know, >>even sociology majors, design games. >>Yeah, it's just, you know, just get like it's the poor tweeners, right that get bumped on the old and aren't necessarily in a position to take care of the new. And I want to take care of it. Unfortunately, not a lot of great record of retraining to date. But maybe that's gonna have to be a much more significant investment because there just aren't the people to fill those positions, period. >>Well, and there's a big market places now. You can build the career of your dreams. You goto up work or gig stir. I mean, these are big job markets where you go and find work and do it from anywhere. Using a tablet you bought for $50 off Amazon, right? You know, just that most you weren't even aware that they could do that. Right? So >>the world put a few bucks away for insurance and you put a few bucks away in your for one k and you, you know, just living off the cash, plus a little bit to cover your cost, which, unfortunately rather like the uber drivers in the lift drivers are Anyway, you know, they're not really thinking that thing for building a career. >>Well, I've crawled to those platforms and it's interesting. Entrepreneurial activity is very common in places like Asia, right? Where? Where you know, they come here, they build businesses right away, right, And they're used to that and we lost some of that. But I think we gave economy is giving a lot of that back to us. We have to relearn it again, you know. >>Great. Well, Dionne, thank you so much for coming on the Cube. It was a pleasure having you. >>Absolutely Thanks, Jeff. Thanks for >>I'm Rebecca Knight for Jeff. Rick. Stay tuned For more of the cubes. Live coverage of NJ engaged 2019.

>>live from Atlanta, Georgia. It's the Q covering Answerable fest 2019. Brought to you by red hat. >>Hey, welcome back. It was a cube. Live coverage here in Atlanta for answerable fast part of red hats. Event around automation anywhere. I'm John for it. With my coast to Minutemen. Next guest's Abram Snell, senior I t analyst at the Southern Company Customer Invincible. Great to have you on. Thanks for coming on. >>I'm glad to be here. >>So tell us what? Your company What do you do there? About what is Southern Company? So So what do you do there? >>Yeah. Yeah, Southern Company is Ah ah. Very large. Probably one of top three energy providers. And we're based in the Southeast. So we're energy utility. So we do electric and gas. We also generate electric and gas. Oh, >>and your role there. >>And and there I am. So, in infrastructure, we build systems platforms s o. I'm a kind of OS specialist, and so we build red hat platforms for applications. >>And what's your what's your goal here? The answerable fest this year? >>Well, a couple of things. So I submitted a talk, and so I'll be doing a talk here. But the other thing is just to learn other ways. How to increase the automation footprint at our company. Abraham, why don't you >>walk us through that? Some we heard in the keynote red hat talked about their journey. Microsoft talk about their journey J. P. Morgan did. So I'm assuming that, you know you're undergoing some kind of journey. Also bring bring us a little bit, you know, bring us back to kind of his far back as you can. And you know where things have been going. >>Yes, So I heard about answerable during the time when we were trying to automate patch process. So our patch process was taken about 1900 man hours per year. So it was It was highly manual. And so we were looking at some other things, like a puppet was out cf engine, which is incredibly complex. And then, in a sales meeting, you heard about answerable because that was the direction that red hat was going. So I looked it up, um, and learned about it. And that's the other thing. The various to entry were so low. It's modular. You could jump in and start learning you can write a play book without knowing everything else about answerable. And so So that's how we got started with the journey. >>Okay, so the patches you said over, like, 1900 hours in a year. Do you know how long addiction now? >>Yeah, we reduced that to about 70 hours. So it was a massive reduction in the amount of time that we spent patching. >>Okay. And, you know, have you been been expanding? Answerable and you know what? What? Where's it going from? Your footprint? >>Yes. So as a West platform group, we are doing, you know, we do deployments now with answerable. Let's do everything with answer. Well, obviously someone just asked me to deploy some files. I was like, You have no right answer playbook for that or use one that we already have. So now we have other groups the database of folks are now using answerable to patch their databases. And the network folks have been asking us questions, so maybe maybe they'll be getting on board. But yet, from my standpoint, I think I think we should expand, answerable. I don't know if it's if that's my call, that's a little above my pay grade, but I'm definitely going to do everything I can to make sure that >>you like the play book concept. >>Oh, yeah. Oh, absolutely. >>I mean, you had a lot of playbooks developing feelings, like growing everywhere. People tend to use them or >>Yeah, so, you know, I learned something today that there's gonna be, like, kind of like a depository, and that that will actually work right now there. We probably have about 150 playbooks, but people aren't able to just use them because they're just kind of stored >>something built. So what you're talking to be eventually going to a talk. >>Oh, yeah. How, um how automation can can reduce business conflict. So we're gonna talk about creating automation. Is that kind of reduced the siloed conflict. And so I'll be talking about creating an easy button for groups who, you know, when you say, Hey, I want a patch that now you can't patch this week. And so, rather than having an argument about when we're gonna patch, just give them an easy button and say, Hey, when you're ready, press this button and it'll patch and just let us know if anything turns red and we'll fix >>it. People want to get rid of the comfort. They like the conflict there. Let me talk about the culture because this is, you know, this conflict. Been there? Yeah. Oh, yeah. What's that? What's the culture like with the new capability? >>S O. I mean, the culture is getting better. I wouldn't say we're there. We're on that journey that hit that he mentioned. But when you say people want conflict, >>that they're used to it. >>Yeah. I mean, there's no way I'm ready. The problem with that is it slows business. So at the end of the day, what were all you know, therefore happens a whole lot slower because we're back and forth and were in conflict. So what automation does is it literally speeds up what we need to be doing. But it also helps us to be friends alone away. So >>don't get your thoughts on. So we did a little survey to our cube community of Amon Automation. You know, a couple of key bullet points a week. We're reporting on earlier much everyone's agreed. But don't get your reaction. You're doing it. One benefit of automation is for the teams are focus efforts on better results. You agree with that? Yes. Security is a big part of it. So automating Help security? >>Yeah, I think it does. I think any time you could do something the same way every time you minimize the ability for human error. So I think that helps security. Um and so I'm not a security gap, but >>well, here's the next one will get your thoughts on you mentioned culture, automation, drives, job satisfaction. >>Oh, yeah, Yeah. What? That So A few ways that just come to mind immediately. One is I have a greater opportunity for success because it's gonna work the same way every time, right? The second thing is it kinda gives people options. So I talk about this in my talk. You know, we we tend to want options around the window where sometimes even the how on dso automation can actually do that. The and the third thing is, it really does free us up to do important stuff, you know? And so when I'm spending my time doing tedious things like paperwork, automation helps me now to do the stuff I really want to do. The stuff. I come to work >>and there's new jobs Being created on this means new opportunities. This creates growth for people that are actually new, higher level skills. >>Well, one of the cultural aspects of it is people are afraid that automation kill my job. Right. But honestly, when you start building this stuff, we're finding out that man. It takes ah village to do all this stuff. So it really does take, allow us to learn new things and probably send our careers in another direction. I hadn't seen a job that was killed. Yeah. >>Yeah, well, that's all these cripples love to get better jobs and doing the mundane stuff. The final point on the quick poll survey of our community was that infrastructure and Dev ops or dead professionals, developers or Dev Ops they get congee re skilling with this opportunity because it's kind of new things. Is Reese killing a big part of the culture in the trenches? When you start looking at these new opportunities or are people embracing that? What's the vibe there? What's your take on >>s? Oh, my take on it is It's probably some kind of bill curve. Right? So you got probably 10% of the folks that are gung ho. You gotta probably that middle 80% That's like, either way. And then you got 10% there. Like, dude, I'm about to retire. I don't wanna do this anymore. Whatever I'm afraid or I don't think I could do it. So But, you know, that opportunity is that I mean, I was actually trained in college as a developer. I never wanted to do development, so I didn't have been an infrastructure. But now I'm getting to do development again, and I kinda like it, right? It's kind of like, OK, >>hey, books. You got recipe, >>right? And I still get to be an infrastructure guy. So, um, I think there's definitely opportunity for growth for that 90% that says, Hey, we want to do >>all the scale and all. All the plumbing is gonna be still running. You got a utility network. You still needed storage and compute. Get the abstraction layers kind of building on top of that scale. Yes. So the question for you is you're gonna take this across the company and >>am I gonna be Oh, yeah. Let's >>change your Southern. >>Let me get that promotion. So you know, I am definitely champion being a champion for because I want to share this. I mean, it just kind of makes life better. So, yes, the plan is Hey, let me share this Automation is great, but we actually have an automation team. There's a management team and a structure around automation, and they allow me to kind of be on their, you know, come to their meetings and do some of the things with them. So, yeah, I'm looking forward to it, too. It propagating through Southern. >>Well, you certainly nailed the use case. >>Abraham does. Does cloud in a public cloud fit into this discussion at all yet from your group? >>So public Cloud is in the discussion, and automation is a part of that discussion. But I think we're kind of early on in that process. There's not a whole lot around it, but but the one thing where it really does fit is the way of thinking, right. So now, to be cloud, native automation is just really a part of that. And so you have to start thinking in a cloud native fashion. And that's beginning, right? Mostly now it's in the strategy time for but implementation of something's coming. And the more we do automation, the more it kind of gets you ready for this idea of cloud. >>Yeah, E. I think that's a great point. You talk about that mind set the other thing when you talk about, you know, infrastructures. Infrastructure used to be kind of the boat anchor that prevented you from responding to the business. It was okay. Can you do this? Yeah. Get to it in the next 6 to 12 months, maybe if we have the budget and everything, How does how does automation help you respond to the business and beam or a group of Yes. >>Well, I'm glad you said that because of infrastructure has often been seen as the party of no right. No. And don't come back. But with the automation, what we're seeing is there a lot of things that we can do because one of the things that you don't want to happen an infrastructure is create a task that I could never get rid of. Okay, I'm gonna be doing this forever and a day. But now, if it becomes a push button item and I could do it consistently every time. It's like, Oh, yeah, why don't we do that? Why haven't we been doing that in the past? So yeah, that's exactly you know, a great point is that now infrastructure can feel like a part of the party rather than being the people sitting in the corner. They don't want to do this, right? >>Yeah, it's great. It's a critical component of scale. Am I want a final after my final question for you is you've had a great experience with answerable automation. This is the whole conference automation for all. What's the learning? Your big takeaway. Over the past couple of years, as you've been on this wave and it's gonna be bigger behind you, the clouds come in a lot more. A lot more scale, more software applications. What's your big learning? What's your big takeaway? >>You know, my big takeaway, believe it or not, is really not technical. So I've been doing this 23 years or so years, and I never thought that there would be a tool that could really change in effect culture the way it has. And so for me, my big takeaway is mean this automation thing. Help for my job in ways that that's not technical, You know? It helps me, you know, work better with other teams. Now their networks of folks that I work with who I never would have worked with before who were doing automation. We get along. It's not them over their social network. It's a social network. And who knew that a tool could could make that happen? >>You have more collaborative relationship, get someone's face, and no one's gonna get offended. Conversations share playbooks. >>Yeah, because because with automation now we we can all focus on the big picture. What is the corporate goal? Not what is my You know, I just want to keep this running. I just want to keep this up. Why are we keeping it up? Why are we keeping it running? What is the corporate go >>Better Teamwork does every vision. Thank you for coming on. Sharing your insights. Appreciate >>it. Yeah. Finally, red hat accelerators. Maybe just explain the shirt in the hat. >>Oh, yeah, Kind of flood. The accelerated. So the accelerator's are like a customer at Advocacy group. And so what has happened is and I was actually a charter member of the accelerator, so I gotta plug that too. Started a couple of years ago. They just call us and talk about new stuff that's coming out at Red Hat and go. What do you think? And we are brutally frank with them, sometimes to brutally. What? That and they keep coming back for more. I'm thinking, really, Guys, we just abused you. But no, it is a great group of guys and girls. And in a Ford And for us, the customers, it affords us opportunities to see new technology and gets away >>again. Collaboration scales as well there. >>Oh, absolutely. And you get to see what other companies are doing. Like, you know, my peers. I go, Hey, what are you doing in Cloud? What are you doing in automation on? So you get the get the shit >>that's doing. I interviewed a lot of the red headed folks. They love the feedback, Their technical group. They want brutal honesty. Okay, you're feeding the product requirements. What they want. Thanks for coming on. So now here on the queue Jumpers Do Minutemen for more coverage here, Answerable fest day One of two days of coverage will be right back

>> from Bahrain. It's the Q recovery AWS Public sector Bahrain brought to you by Amazon Web service is >> welcome to the cues conversation here. You're in Bahrain for Amazon Webster, is this summit our second summit? Um, here. Big news. Amazon Web services announced the availability of the region in the Middle East. I'm here with the chief of Public Sector Theresa Cross and vice President of Worldwide Public Sector. This is a huge milestone. This event one just in terms of the event. The interest across multiple countries in the region. Yes. And you have a new region with multiple availability zones? Yes, up and running. Congratulations. >> Hey, we launched the confetti today and yes, we're open for business and we do. It's a hyper scale region with three available the zones and lots of activity already here in the delays. But it really is a substantial kind of milestone because we started this sometime back in the Middle East, was one of the top regions around the world requested by our partners and customers. And now here we are. >> We've been talking with you for many, many years and I love interviewing you, but this one to me feels like it's not the weight off your shoulders. It's you're at the start line of another marathon. You've achieved so much with this because what's the first thing about Bart Rainey? We've reported on this on Select Angle and our other sites is that you get a lot of work here, is not just turning on a region. There's a lot of government commitment cloud first, full modernization, fintech banking systems, a full re platforming of a government and society and Amazons powering a lot of it and causing a lot of economic growth. So this is a big deal. >> It really is a big deal because, like you said, it really is about digital transformation here. And when I met the crown Prince in 2014 we had this conversation about really creating the economy here in a different way because Bob terrain itself, it's not oil rich country, but a smaller country with lots and lots of tourism. But in this region, while we haven't based here in Bahrain, this is truly a Middle East GCC region and but But part of that, the reason to start it here in my reign was that they really did take a lead in government transformation. As you heard them say, they're going all in shake Some on today talked about government is moving really fast, and they actually did the hard work to think about their telecommunications industry, their government regulations. They started with cloud first, and then they created all the write regulations to make this happen. So it is kind of phenomenal how quickly, in some ways, you know, feel slower than we'd like, But it's really moving quite fast. >> It's pretty fast. You should get a lot of kudos for that. I think you will. But I think to me what's interesting. The news here is that there is a balance between regulation and innovation going on, and regulation can be hampering innovation, some cases and not enough regulation. You have a Facebook situation or >> right so >> it's a balance. These guys have done it right. But to me, the tell sign is the fintech community, >> because that's where >> the money is. The central bank and then the ABC bank are all talking about a pea eye's all in with Amazon that's gonna create an ecosystem for innovation. Startups, et cetera. >> It totally isn't you heard Thean Vivid Jewel from ABC Bank today talk about their platform. What they're doing with clouds and the reason they chose a DBS was because we had this region of Bob Terrain, and they wanted to move quickly in. The regulations now have been updated in a way that actually allows them to do their banking applications in the lab. There's also a startup accelerator here, Fintech May, and they're doing a tenant work with new types of financial applications. So it's so exciting to see this kind of happening than the lace for I think a lot of people thought it would be much slower. We have a ways to go. It's still day one, for sure, but all the building blocks are getting there in the right place to really make this happen. >> You know, 80. Jessie's quoting the announcement you guys had just a couple weeks ago. Laura Angel And in July, the clouds of chance unlocked digital transmission. Middle East, says Andy chassis. Obviously unlocking is a key word because now you have customers from startups to large enterprises and ecosystem of a P M party. So the Ap N Group is here. Yes, So you have global I SUV's here and knew I s V's. You got the government and the education and to me, the news of the show. To me at least maybe it's not the big news, but is that you guys? They're offering a computer like a cloud computing degree. Yeah, for the first time about that news, >> you are right in terms of kind of every sector's picking at, but like in most places around the world, this is not unique. We need skills, and we've got to make sure that we're teaching the skills, working backwards from what the employer needs, like a TVs. So what? We've been here. We announced today we're launching our first cloud computing degree at the university of our terrain, and they're kind of thing. That's really unusual, John. They're going to do a phase one where they offer a cloud certification starting in early 2021 every program at the University of Bahrain, Whether you're in finance or banking, or business or health care or law, you can do this cloud computing certification, which gets you going and helps you understand how you last cloud in your business and then in the fall will be announcing the four year starting, the four year cloud computing degree, and that is in conjunction with our A DBS Educate program. And it will be all the right cloud skills that are needed to be successful. >> Talk about the demographics in this country because one of the things that's coming up is when I talk people in the doorways and it's a chance to talk to some local folks last night that that all in an Amazon, the theme is this. This younger generation yes, is here, and they have different expectations. They all want to work hard. They don't want to just sit back on their laurels and rest on their on their location. Here. They want to build companies they want to change. This is a key factor in the bottle rain modernization. Is that >> Yeah, generation well, all across the Middle East. The thing that's unique about the mill aces, the very young population you had millions of gamers across the Middle East as an example that comic con and Saudi like two years ago on that was one of the most popular things was fortnight. As soon as the region got at all the different gaming started taking place. But we want to create a culture of builders here, and the way you do that is what you said, John putting it into their hands, allowing these young people have the tools create a startup became entrepreneur, but they need to have access to these tools. And sometimes capital is often not that easy to get. So they want to make sure that the capital that they're given or that they have, whether it's bootstrap capital or venture capital, fending or whatever friends and family, they want to make sure that they can use that capital to the greatest advantage to build that company out. And I truly believe that this is gonna help them having an eight of us cloud region. I mean, you saw. Today we have 36 companies that launched their offering in the region on the day we actually announced so that they had specific offerings for the Middle East, which pretty exciting. I mean, that's a lot on day one. >> I mean, it's still day. One of you guys always say, but literally day one they were launching Yeah, I wanted to comment if you could just share some insights. I know, Um, your passion for, you know, entrepreneurship. You guys are also some skill development investing a lot of women in tech power panel this morning, there's major change going on. You guys were providing a lot of incentives, a lot of mentoring, this internships in conjunction with by rain. There's a lot of good things. Share some of the new things that you're working on, maybe deals you're talking about doing or >> way announced Thio kind of new things today. One is we have our we partake program, which I'm, of course, super passionate about. And that is about preventing tech learning and skills to women and underserved in representative communities. So we announced three other training programs here across the Middle East time. So those were put up today and you'll continue to see its role more and more of those out. And the other thing we did yesterday we announced a internship program with the minister of Youth here in Bahrain. That was shaped Nassir, who's a very famous He's that King san, and he's a very famous sportsmen. He does. He just won the Ironman Ironman and 2016. It was the world champion. He does endurance horse racing, so he's a He's a someone that the youth look at to here, and so he's doing all these programs. So we announced a partnership that were the first group doing the internship with this youth program, and so we're very excited. We're going to start that small and scale it, but we want to get these young people quickly and kind of get them excited. But here, what they focus on it is underrepresented communities. So it fits so nicely in with what we're doing with our attack. So you have both Oliver training our over 400 online courses that we offer with a dubious education academy. Now degree now our internship program and we protect. So, John, we're just getting going. I'm not saying that this is all will offer, but these are the things that were getting going with, and we need to make sure we also Taylor things like this Ministry of Youth program and sports at to the region in terms of water, their local needs, and we'll make sure that we're always looking >> at the entrance. Just just get him some great experience. Yes, so they can earn and feel good about themselves. This is kind of a key, exactly thing not just getting an internship, >> and it's, I think, locally it will be about teaching them to do that, disagree and commit really have that backbone to build that company and ask all those hard questions. So we're really going to try to indoctrinate them into the Amazon a TVs culture so we can help them be entrepreneurs like we are every day. >> And you got the data center, you got the city, the centers, you get the regions up and running, and architect, it perfectly suits up with people in it. Are you going to staff that with local talent, or is it gonna be Amazonian is coming in? What's the makeup of staff gonna be? What's the >> story? I mean, our goal is to hire as many local talent. We everywhere we go around the world. We want to get local talent because you can't yet if we did, First of all, we don't have enough people in our headquarters to bring folks in here, so we really have to train and educate. But locally, we have an office open here by rain. We haven't Office Open and Dubai and one down Saudi, and that is local talent. I mean, we are trying to use as much local talent and will continue to create that. And that's kind of the point. Jonas talking about the degree working backwards from what the employer needs. We want to give input because we think we also are getting good. Yeah, so we need to get the top. But we need those other individual employers that keep telling us we need more cloud skills to give that input. But, yeah, >> we're going to get a degree, migrate them into the job >> market, right quick like >> and educates. Been doing great. I learned a lot. This is a whole opportunity for people who want to make money, get a job. Amazon Web service is >> It's a place you could either work for us. Work for someone now, like even the government has a >> virus. Make a person tomorrow >> there. Yet >> we had one, >> but the point of being a builder, what we're seeing more and more John are these companies and government entities are building their talent internally. They're not outsourcing everything anymore, and the whole culture at being a builder, not just outsourcing all that. And that's what eight of us really helps all these entities. D'oh is moved quicker by having kind of some in house talent and not outsourcing everything to slow you down. That >> really thank ABC pointed that out beautifully in his point was, Hey, I'm gonna you know, I'm all in on AWS. We have domain expertise, We have data. That's our intellectual property. We're going to use that and be competitive and partner. And >> yes, and the new models it is. And that I p stays in house with that company or entity or government organization. It was so fun for me today to hear Shake some on from Maggie. A talk about the government is moving fast, and I think that's an example of a really are they figured out clown helps him just go a lot faster and save many security. >> I'm glad you brought that up. I know you got a short time here, but I want one last point in. We've been talking a lot about modernization of government, your success with C i a United States jet I contract still under consideration. All this going on you're experiencing by ranges and, um, unbelievable, fast moving government. They kind of get it. United States some places gets it. This is really about focusing in on the workloads. What have you learned? As you've been engaging these modernization efforts with governments summer slow, some of political ramifications behind. No one wants to lose. Old guard will hold onto the rails. We've seen that in the news, but this is coming fast. What are you learning? What do you >> take away its leadership? I mean, at the end of the day, all these things were driven by a very strong leaders. And even you can see everybody today on stage. It is leaders that make a decision that they wanted a faster and they want to modernize but have the capabilities. No matter if you're the U. S. Department of Defense. Ah, yes. Health and human resource is National Health Service in the UK or RG a hearing by rain, the government's or enterprises that we work with around the world. The key is leadership. And if there's that leader that is really strong and says we're moving, did you actually see organizations move a lot faster if you see people kind of waffle anger. I'm not sure, you know, that's when you can see the slowness. Wow, What I will tell you is from the early days of starting this business in 2010 the individuals that always move fastest for the mission owners because the mission owners of whatever the business West at a governmental level or enterprise, they said, we need to keep our mission going. So that's the reason they wanted to walk through this transformation. >> And now, I think, with developers coming in and started to see these employees for these companies saying, No, no, what's the reason why we can't go fast? That's right now a groundswell of pressure you see in both government, public sector and commercial. >> And you saw Mark Allen today on stage talking about security. It iss literally day. Zero thing for us, and the reason a lot of our customers are meeting faster now is because of security. Cloud is more secure in their meeting to the cloud for security because they feel like they could both optimize, move faster for workloads, and now they have security. Better, faster, cheaper security, bad design, >> Theresa always pleasure thinking coming. Spending time. Thank >> you for coming to Barbara Ryan. Thank you. So >> we're going global with you guys is seeing the global expansion 20 to 22nd region. 69 availabilities owns nine more coming. More regions. More easy. You guys doing great. Congratulations. >> Thank you. >> Secure. We are here in Bahrain. Form or coverage. Global coverage of the cube with Reese Carlson, vice president of worldwide public sector. She's running the show doing a great job. We're here more after the stroke break. Stay with us.

>> live from San Francisco, California It's the Q covering the IBM Chief Data Officer Summit brought to you by IBM. >> We're back. You're watching the Cube, the leader in life Tech coverage. My name is Dave Volant Day, and we're covering the IBM Chief Data officer event hashtag IBM CDO is the 10th year that IBM has been running This event on the New Cube has been covering this for the last I'd say four or five years. Beth rottenness here. She's the distinguished engineer and principal data scientist. Cognitive within GTS Large Service's organization within IBM. Bet thanks so much for coming on the Cube. >> Absolutely. Thank you for having me. >> So you're very welcome. So really interesting sort of title. I'm inferring a lot. Um, and you're sexually transforming lives through data and analytics. Talk about your role a little bit. >> So my role is to infuse workforce transformation with cognitive. I typically we go from I think you've heard the ladder to a I. But as we move up that ladder and we can actually >> apply artificial intelligence and NLP, which is a lot of what I'm doing, >> it is it's instrumental in being able to see human beings in a lot more dimensions. So when we classify humans by a particular job role skill set, we often don't know that they have a passion for things like coding or anything else. And so we're really doing a lot more where we're getting deeper and being able to match your supply and demand in house as well as know when we have a demand for someone. And this person almost meets that demand. Based on all the different dimensionality that weaken dio, >> we can >> put them into this specific training class and then allow them to go through that training class so that we can upgrade the entire upscale and reschedule the entire work force. >> So one of the challenges you're working on is trying to operationalize machine intelligence and obviously starts with that training and skill level so well, it's not easy company the size of of I B M E. You're starting the GTS group, which probably has an affinity, at least conceptually, for transformation. That's what you guys do for your clients. So how's that going? You know, where are you in that journey? >> I think that we're in the journey and we're doing really well. I think that a lot of our people and the people who are actually working on the ground, we're talking to our clients every single day. So people on the helped us, they're talking to clients and customers. They understand what that client is doing. They understand the means, the troops, the mores, the language of the customer, of the organization of the customer, in the client, giving those people skills to understand what they can do better. To help solve our client's problems is really what it's all about. So understanding how we can take all of the unstructured data, all of like the opportunity for understanding what skills those people have on the ground and then being able to match that to the problems that our clients and customers are having. So it's a great opportunity. I think, that I've been in GTS my entire career and being an I t. I think that you understand this is where you store or create or, you know, manage all of the data in an entire enterprise organization, being able to enable and empower the people to be ableto upscale and Reese kill themselves so that they can get access to that so that we can do better for our clients and customers. >> So when you think about operations, folks, you got decades of skills that have built up you. D. B A is, you got network engineers, you got storage administrators. You know the VM add men's, you know, Unix. Add men's, I mean and a lot of those jobs. Air transforming clearly people don't want to invest is much in heavy lifting and infrastructure deployment, right? They want to go up the stack, if you will. So my question is, as you identify opportunities for transformation, I presume it's a lot of the existing workforce that you're transforming. You're not like saying, Okay, guys, you're out. What is gonna go retrain or bring in new people? Gonna retrain existing folks? How's that going? What's their appetite for that? Are they eagerly kind of lining up for this? You could describe that dynamic. >> I think the bits on the ground, they're very hungry. Everyone is so, so, so hungry because they understand what's coming on. They listen to the messages, they're ready. We were also in flexing. I'm sure you've heard of the new collar program were influencing a lot of youth as early professional hires. I have 2 16 year olds in the 17 year old on my team as interns from a P Tech program in Boulder, and getting that mix in that diversity is really all what it's about. We need that diversity of thought. We need that understanding of how we can start to do these things and how people can start to reach for new ways to work. >> All right, so I love this top of the cube we've we've covered, you know, diversity, women in tech. But so let's talk about that a little bit. You just made a statement that you need that diversity. Why is it so important other than it's the right thing to do? What's the what's the business effect of bringing diversity to the table? >> I think that would. We're searching for information truth if you want. If you want to go there, you need a wide variance of thought, the white of your variance, the more standard you're me, and it's actually a mathematical theory. Um, so this is This is something that is part of our truth. We know that diversity of thoughts we've been working. I run and sponsor the LGBT Q Plus group. I do women's groups in the B A R G's and then we also are looking at neuro diversity and really understanding what we can bring in as far as like, a highly diverse workforce. Put them all together, give them the skills to succeed. Make sure that they understand that the client is absolutely the first person that they're looking at in the first person that they're using Those skills on enable them to automate, enable them to stop doing those repeatable tasks. And there's so much application of a I that we can now make accessible so that people understand how to do this at every single level. >> So it's a much wider scope of an observation space. You're sort of purposefully organizing. So you eliminate some of that sampling bias and then getting to the truth. As you say, >> I think that in order to come up with ethical and explainable, aye, aye, there's definitely a way to do this. We know how to do it. It's just hard, and I think that a lot of people want to reach for machine learning or neural nets that spit out the feature without really understanding the context of the data. But a piece of data is an artifact of a human behavior, so you have to trace it all the way back. What process? What person who put it there? Why did they put it there? What was that? When we when we look at really simple things and say, Why are all these tickets classified in this one way? It's because when you observe the human operator, they're choosing the very first thing human behaviors put data in places or human behaviors create machines to put data in places. All of this can be understood if we look at it in a little bit of a different way. >> I thought I had was. So IBM is Business is not about selling ads, so there's no one sent to future appropriate our data to sell advertising. However, if we think about IBM as an internal organism, there's certain incentive structures. There's there's budgets, there's resource is, and so there's always incentives to game the system. And so it sounds like you're trying to identify ways in which you can do the right thing right thing for the business right for people and try to take some of those nuances out of the equation. Is that >> so? From an automation perspectively build digital management system. So all the executives can go in a room and not argue about whose numbers are correct, and they can actually get down to the business of doing business. From the bottoms up perspective, we're enabling the workforce to understand how to do that automation and how to have not only the basic tenets of data management but incorporate that into a digital management system with tertiary and secondary and triangulation and correlations so that we have the evidence and we can show data providence for everything that we're doing. And we have this capability today we're enabling it and operational izing. It really involves a cultural transformation, which is where people like me come in. >> So in terms of culture, so incentives drive behavior, how have you thought through and what are you doing in terms of applying new types of incentives? And how's that working? >> So when we start to measure skills were not just looking at hard skills. We're looking at soft skills, people who are good collaborators, people who have grit, people who are good leaders, people who understand how to do things over and over and over again in a successful manner. So when you start measuring your successful people, you start incentivizing the behaviors that you want to see. And when you start measuring people who can collaborate globally in global economies that that is our business as IBM, that is who we want to see. And that's how we're incentivizing the behaviors that we want to. D'oh. >> So when I look at your background here, obviously you're you're a natural fit for this kind of transformation. So you were You have an anthropology background language. Your data scientist, you do modeling. >> I always say I'm a squishy human data scientist, but I got to work with a huge group of people to create the data science profession with an IBM and get that accredited through open group. And that's something we're very passionate about is to give people a career past so that they know where their next step is. And it's all about moving to growth and sustainable growth by making sure that the workforce knows how value they are by IBM and how valuable they are by our clients. What does >> success look like to you? >> I think success is closer than we think. I think that success is when we have everybody understanding everybody, understanding what it's like to pick up the phone and answer a customer service call from our client and customer and be able to empathize and sympathize and fix the problem. We have 350,000 human beings. We know somebody in some circle that can help fix a client's problem. I think success looks like being able to get that information to the right people at the right time and give people a path so that they know that they're on the boat together, all rowing together in order to make our clients successful. >> That's great. I love the story. Thanks so much for coming on the hearing. You're very welcome. Keep it right there, but we'll be back with our next guest is a day. Violante. We're live from Fisherman's. More for the IBM CDO Chief Data officer event. Right back sticker The cube dot net is where the

>> live from Las Vegas. It's the queue covering del Technologies World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners >> Hello and welcome to Day three Live coverage of the Cube here in Las Vegas Fridel Technologies World twenty nineteen I'm jut forward, David Lot They Davis del Technologies world. This is our tenth year If you count DMC World twenty ten first ever Cube event where we go out to the events and extract the signal from the noise. Now we're the number one and tech coverage. Howard Elias has been with us the entire way. Our next guest. Keep alumni Howard allies who is currently the President of Services and Digital for Del Technologies. Howard, great to see you. >> Great to see you, John. Dave. Always great to be back with you. Thank you. >> You've been with us throughout our entire cube jury. It's our tenth year has been great ride and one of the benefits of doing the queue besides learning a lot and having great conversations is as the industry of balls from true private private cloud to, you know, big day that meets technology, all the different iterations of the business. We're gonna have the conversation and look back and see who's right. You >> get to go back and see what we said and holds you >> accountable. Not that you guys said anything crazy, but you were unique because we've had many conversations and most notably during the acquisition of the M. C. You're on the team leading the effort with your partner in crime from the del side to make sure the acquisition goes smoothly. And, you know, a lot of people were saying, Oh my God, icebergs ahead. We're pretty positive. So history treats us fairly in the queue way. Tend to got it right. But you said some bold things. That was pretty much the guiding principle of the acquisition, and I just I just tweeted it out this morning. So you got it right. You said some things. Looking back two years later, almost two, three years later. >> Well, look, you know John first, I appreciate that. Appreciate the opportunity to be back with with you, and it's amazing. It's been ten years, but yeah, so, you know, over the last couple of years, I did help Kohli the integration, and we said, Look, first and foremost, we're going to do no harm the way customers transact with us byproducts. The way we service them, that's not going to change. But then, that's not enough, right? It's not just about doing no harm. It's how do we add value? Over time, we talked about aligning our teams in front of our customers. Then we talked about unifying the approach not just in the go to market, but in services and in technology and ultimately delivering Mohr integrated solutions. And we've accepted here down that a CZ you rightly say so thank you for pointing that out. And you know, this week was a great embodiment of that. Because not only are we listening, Tio, what our customers want we're delivering on it were actually delivering these integrated solutions the Del Technologies Cloud unified workspace for client, these air things that we've delivered over time, you know, we stitch it together, and now we're unifying it, integrating it, actually now even embedding services into it. So that's the journey we've been on. And we've been very pleased with the reception, >> and Michael to also was very bull. But the key on all the conversations we had on this was and we'LL get to the current situation now because that's important is that you guys saw the growth opportunities on the synergies we did, and we kind of had those conversations. So a line you align the team's unify and integrate you're the integration phase. Now we're starting to see some of the fruit come off the tree with business performance significant. Well, we appreciate >> that we're gaining market share across the board, and we had a hypothesis with, you know, coming together. We had a complementary product, portfolios, complimentary customer segments way. We're very thoughtful and how we organized our go to market, and we're seeing that we're seeing that and market share games. But more importantly, we're seeing the customer conversation saying Thank you for that. Now I want more. How do you deliver more value faster? So I think we're past the integration stays. Now we're into the accelerating the value stage. >> Howard, you've been through and seen a lot of acquisitions, large acquisitions. I mean, I think of the compact digital, you know, not a lot of not a lot of overlap. HP with compact, much more overlap maybe didn't go so as well. Or maybe a smoothly massive acquisition here. Why do you think it worked so well here? Because there was a failure. A fair amount of overlap, you know, definitely some shared values, but maybe some different cultures. You've been on both sides. It's just seems to be working quite well. You seem to be through that knothole of maybe some of that uncomfortable early days. Why do you think it works so well? What was kind of the secret sauce there? >> I think a couple of reasons. First, the hypothesis of coming together was all very customer centric. Customers wanted fewer more strategic partners. They ultimately from infrastructure, want Mohr integration. Mohr automation. They wanted a CZ. Pat said yesterday on states they wantto look upto absent data and somebody else worry about looking down and taking care of the infrastructure. So the hypothesis was very strong. Michael had a bold vision, but the boldness of actually execute on that vision as well, I would say second we have. Yeah, while the cultures, in terms of how things got done were a bit different, the values were frankly not just similar. They were identical. We may have talked about this before, but When we did the integration planning, we actually surveyed half the population of about Delanie emcee. The top five values in order were the same from both team members. Focus on customers Act with integrity. Collaborate When is a team results? Orientation? It was phenomenal. I would say. You know, third, it's just the moment in time. Uh, and it's really a continuation. You think about the ten year partnership that Dell and GMC had back in the two thousands that actually helped us get to know each other, how we worked and helped form those shared values. So and then, finally, approximate one hundred fifty thousand team members signed up to the mission. You know, the tech industry is starved for star for tech talent. On the fact of the matter would that we have approximately one hundred fifty thousand team members of prostate all technologies signed up to our vision, signed upto our strategy, executing every day on behalf of customers. It's just awesome to see >> So digital transformation, of course, is the big buzz word. So we're gonna put on you guys what do you do it for your own digital transformation? You know, proof of the pudding. What gives you the right to even talk about that? What do you doing? Internal? >> Yeah, you know, it's a great question. And to your point, we talked with customers all the time. In addition to looking after our services businesses worldwide, I also am responsible for Del Digital inside of Del Technologies. That's our organization. We purposely named Adele Digital because we are on our digital journey as well. And so we are transforming everything that we do the way we do. We actually call it the Del Digital Way. We've had a couple of nice breakouts. Our booth in the showcase has got Ted talk style conversations around this, and it's really embracing this notion of agile, balanced team's getting close to the business, actually, the business in the dojo, with our developers moving more to a product orientation versus a project orientation, and it's really focused on outcomes on T. You hear us talk about this all the time. Technology strategy is now business strategy, and whether it's in sales or marketing or services. Doug's doing great work and support assist using telemetry and artificial intelligence and machine learning recommendation engines in our dotcom. The on boarding within hours. Now with what we used to take weeks with our business customers in our premier portal, Wei are looking at every opportunity everything from the introduction of bots and our p a all the way through machine learning. Aye aye and true digital transformation. We are walking that talk. >> Really? You're going hard after our p A. That's what Do Yu result. We've >> actually been doing arpa for many, many years and for you know, especially when you have a complex system complex ecosystem As you're rewriting and developing either re platform, every factoring or cloud native, you still got to get work done. So I'll give you a great example. You know, in a online world of today, it's amazing to know that we still get millions of orders by email and facts. And instead of outsourcing that and having humans retyped the order, we just have robotics, read it automatically translated. And >> so the narrative in the media you hear a lot of coordination is going to kill jobs. But I've talked to several our customers and they've all said the opposite. We love this because it's replacing mundane tasks it allows us to do other things. What's your experience you are >> spot on? I'm a technology optimist, and I believe that a machine learning robotics will do the task that humans are either not good at or don't want to do or don't like to do and allow humans to be more human. Creative thinking, creative problem solving, human empathy, human compassion. That's what humans are good at. And we need more people focused on those things and not row test. >> One of the things that Michael Dell on key themes in The Kino Day one and Day two in some day. Three lot of societal impacts of I Love That's kind of touchy feely. But the reality is of Reese killing people. The skills gap is still a huge thing. Culture in the Enterprise is moving to a cloud operation was his favors your strategy of end to end consistent operational excellence as well as you know, data driven, you know, value of the AP player. Great straight, but we've been seeing in the queue with same thing for years. Horizontally, scaleable, vertically specialized in all industries. Yeah, with data center so good. Good strategy, gaps in culture and skills are coming up How are you guys doing services? You mean you've got a lot of people on them on the streets? A lot of people that need to learn more about a I dashboards taking the automation, flipping a new opportunity to create a value for people in the workplace. We >> have this conversation continuously inside of our teams and inside of our company. Look, we have a responsibility to make sure that we bring everybody along this journey. It starts by painting the vision being that technology optimist. Technology is a force for good on how do we apply the technology and the digitization and, you know, creating our digital future, bringing our team members along. So setting that vision, it is about culture behavior. Set the tone from the top. But we also have a responsibility and retraining and re skilling and bringing you know, team members. New opportunities, new ways to learn our education services team, for example. You see it here, the certifications, the accreditations. We do the hands on labs that we do. It's all about allowing opportunities for people to up skill, learn new skills, learn new opportunities that are available, and customers need this higher value. Helping support? What >> about the transformation that's been impacting the workflow on work streams of your services group with customers as they are? Maybe not as far ahead as you guys are on the transformation. Maybe they're They're cloud native in one area kind of legacy in the other. How was the impact of delivering services? One. Constructing them services, formulating the right products and service mix to delivering the value. How is technology change that you mentioned Rp? What if some of the highlights in your mind >> Well, it's It's a journey and you know it. Mileage varies here, right? Depends on what you're trying to accomplish, but we never do wrong by focusing on what's right for the customers. So what our customers looking for? What are their business outcomes they're looking for? Uh, here's a great example in the unified workspace. You know, we've been doing PC has a service for a while even before PC has a service. We're delivering outcomes, delivering Peces, doing some factory into get gration Cem image management, lifecycle management deployment services. But now what we've done is really taken not just the end and view, but we packaged it and integrated it into a single solution offering across the life cycles. So now, once we understand the the customer and users personas weaken factory, image the configuration, ship it to the team members deaths not just to a doctor the place but right to the team members desk have auto deployment auto support telemetry back and manage that life cycle, we package that up now. End to end this a new capability that customers are really looking for >> before I know. Do you have a question? I want to get your reaction to a quote I'm reading from an analyst. Bigtime firm New Solutions launched at Del. World Show that worked to align seven businesses for the last eighteen months is starting to pay off. We just talked about that. Cross Family Solutions minimizes time on configurations and maintenance, which opens up incremental, total addressable market and reduces complexity. Michael Dell yesterday said that there's a huge swath of market opportunity revenue wise in kind of these white space gap areas that were servicing, whether its image on PCs and you kind of mentioned peces of service analysts. E this is tam expansion, your common reaction. >> I couldn't say it better myself and look. The to integrate solutions we announced this week is a great example of that of the seams. It's workspace won its security from SecureWorks. It's the you know, del Endpoint management capabilities. It's the PC hardware itself. It's the services life cycle from Pro support Pro Deploy Pro Manage, all integrated in the end and easily Mohr consumable were even Do any are consulting business with our new pro consult advisory offer offer. But look at the Del Technologies Cloud del Technology infrastructure. With VM wear we'LL be adding PC after as a service. On top of that, this is exactly what customers >> So what's your marching orders to the team? Take that hill. Is it a new hills? The same hill? What's the marching orders down to the >> teaching orders is Get out and visit customers every single day. Make sure we understand how our technology and services are being utilized, consumed and impacted. And where do we add more value over time? >> So I wantto askyou for from a customer standpoint, we were talking about digital transformation earlier, and, you know the customer's always right is the bromide. You guys are very customer focused However, when it comes to digital, a lot of customers is somewhat complacent about obviously technology companies like yours embrace digital transformation. But I hear from a lot of companies. Well, we're doing really well. You know, I'm gonna be long gone, but before this really disrupts my industry, it's somewhat of a concern. Now, do you see that? And and how do you I mean, I think one of the reasons just so successful in your careers you take on hard problems and you don't freak out about it. You just have a nice even keel. What do you do when Because you reached you encounter that complex, Eddie, do you coach them through it? You just say okay. Customer's always right. But there's a concern that they'LL get disrupted in there. Your customer, they're spending money with you today. So how do you get through breakthrough? That complacence >> adds a great question and you know, one of the other marching orders I give tow my team is that things were going so well is time to change. And so this is what we have to take to our customers as well. And, uh, look, way have to be respectful about it. But we also have to be true telling, and so we will meet with our customers, hear them out and where they're doing well, well pointed up. But where they're not or where we've got different examples, we'LL just lead by example our own internal example, other customer examples in a very respectful way, but in a very direct way, especially at the senior levels where that's what they need to hear sometimes. >> So you have a question, because I got I wantto sort of switch topics like >> one of us falls on the one problem statement I heard it was really announces a problem statement, but it was a theme throughout all the breakout sessions in the keynotes, and you guys are aware of it. So it's not a surprise to the Del senior people. You guys recognize that as things are going well on the acquisition and the integration tell technologies there's still a focus on still working better with customers taking away the friction of doing business with del technologies. It's a hard problem statement. You guys are working the problem. What's your view on that? Because we hear that from your customers and partners we'd love work with. Kelly's going to get easier. We >> still have more work to do. Actually, Karen Contos and I are partnered up our chief customer officer on easy doing business and look it it. We are a complex company. We have a lot of different business units. Technologies brands were working toe, bring them together, and Mohr integrate solutions like we saw this week. But we still can be complex, sometimes in front of our customers, and we're working on that. It's a balance because on the one hand, customers want Maura line coordinated, sometimes single hand to shake. We get that. But the balance is they also want access to the right subject matter experts at the right time. And we don't want Teo inhibit that either. Either way, so whether it's with our customers directly with our partners were on that journey, we will find the right balance here. We've got new commercial contract mechanisms in place now to unify our Cordelia, AMC as we're packaging Mohr VM were content more security content into the offer and be able to delivered is a package solution. In one quote one order one service dogs doing some great thing and in the back end of services connecting our service request systems are CR M systems, actually, even with VM wear and Cordelia emcee technicians co locating and support centers to solve the custom of customers problem in one call, not in three calls. We still have a ways to go, but we are making progress. >> So I wanted to switch gears a little bit, and you and I, Howard have known each other for decades, and you've never wanted to talk about yourself. You always wanna talk about the team, your customers, your company. But I wanted to talk about your career a little bit because John Ferrier did an interview with John Chambers, and it was an amazing interview. We talked about when he was, you know, Wang and one one twenty eight. There is no entitlement, and you've seen a lot of the waves. You started out your career, your electrical engineer back when, you know that was like *** physics assembly language. It was sort of the early days of computer science, awesome, and then you had a number of different roles. You as I mentioned there was digital, there was compact. It was h p and then you'LL Forget RadioShack Radio second. Alright, That's right, Theo PC days on. And then you joined the emcee in two thousand three, which which marked the next era. We were coming out of the dot com boom, and You and Joe Tucci and a number of other executives built, you know, and the amazing next chapter of AMC powerhouse. And then now you're building the next new chapter with Del. You've really seen a lot of major industry shift you see have been on the wave. I wonder if you could reflect on that. Reflect on your career a little bit for our audience. >> I'm just amazed and blessed to be where I am. I couldn't be more pleased. Sometimes I wonder how even got here. But when I do reflect back, it is my love of the technology. It's my love of what technology Khun do for businesses, for customers, for consumers and, frankly, my love of the customer interaction. This is, you know, from that first time in the Radio Shack retail store and you know, the parent coming in and learning about this new TRS eighty and I've heard about this and what does this really mean and being able to help that person understand the use of the technology? How Teo, you make it happen for them, it has always given me great satisfaction. And so, you know, from those early days and I've worked with a lot of great people that I just, you know, listen and learn from over the time. But, you know, when I mentor, you know, people coming up in their career, I always say, Look, you know, it's not at work. If you get up every morning, you love what you do, you see the impact that you make you'LL like the people you're working with. You're making a little money and having some fun on DH. Those things have always been true for me. I have been so lucky and so blessed in life to be able to have that be the case >> and your operational to you understand, make operations work, solve problems, Day pointed out. It's been great for my first basic program I wrote was on a TRS eighty in high school. So thank you for getting those out here and then I've actually bought a Tandy, not an IBM with a ten Meg Hard drive. I bought my motive. Peces Unlimited. Some small company that was selling modems at the time. Michael, remember those date Howard? Great to have you on The key was the Distinguished Cube alumni. Great career and always we got We got it all documented. We have all the history. There you go, calling the shots. Howard Elias calling the future, predicting it and executing it Living is living the dream here in the Cube More keep coverage here, del technology world after >> this short break

>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Welcome back to the party The Cube Live Day two of our coverage of Del Technologies World. I'm Lisa Martin with one of the best men in TV Dressed man Dave Alon Today that Ty is awfully dapper today. Always a pleasure to be with you. And we're pleased to welcome back to the Cube tight Schmidt, VP and fellow of extreme skill infrastructure from Delhi and see, we're all kind of color coordinator here. Somebody sent us a memo Happy to be back. Thank you. Great to have you here. So we've We've been having great conversations the last day and a half. Lots of energy, lots of excitement. This is the first doll Technologies World sensed all returned to the stock market a few months ago. Talk on all things. Lots of buzzwords. Hybrid multi cloud partnerships edge One of the things that Jeff Clarke said this morning in his key Now that I think needs to be said in a game of thrones Voice is the edges coming? Just coming. What is the edge meat isn't like digital transformation, where it means five things to two different people. >> Yes, so the edges coming. Some would say the edge has been here, but now it's being at least, uh called something that we could try to get her head's wrapped around. Right? So, uh, the edges has been here. It's here. It's It's continuing to manifest itself. I'm gonna give you a couple of examples what we're hearing from customers. You know, human nature is I want this thing to be defined. I want it to be something stable, bounded that I can then go and create a work force or a product line. And I know exactly what we're doing. Well, I've got news for those folks. It's not that it's, Ah, it's chaotic. It's dynamic. It's disruptive. Um, I'll bucket ties it into a few big level buckets that we're seeing, but the thing I'm trying to get people to get their heads wrapped around is that the edges not defining usage models the edges, not defining products. The usage model is defining the edge, and so there's thousands and thousands of different usage models, But I'll talk about a few of them right. Um, I think most people would be in their minds. They're thinking about a distributed network and distributed data set or something outside of my traditional data center space. And I need compute storage, Something to facilitate my business. I'm calling that the private edge still a little bit from the private cloud, calling it the private edge. And basically it is, um, it's a It's a direct ingest or usage of compute that I'm buying storage that I need. It's at a location typically follows the data. So where I'm collecting data, my my array of sensors and cameras and you name it I ot type devices where that data is that I need to have on prem Data center capacity to collect that data, do something with that data, and then action. Do something actionable at that facility. And, you know, uh, minds and construction centres and retail stores. People talk about autonomous vehicles. Reality is is leading up to the autonomous vehicle. There's a need for data collected off of these cars as they're experimenting >> with different terrain and weather conditions and driving conditions, and we are providing those types of edge data center capabilities for those automotive companies to drive their cars around, stop into these depots, download their data, get updates, and off they go to collect more data. And that's an example of the private edge. So we've seen everybody been data centers, face floor, pristine, beautiful. You know, physical security. The edge could be a truck, a police car, doc. But it could be anything. So how are you seeing customers deal with the physical security aspects of the edge? That's a great question. So there and there's a physical in logical component to it, right, So they're all over the place. So these first, these first examples of where we're seeing EJ being actually adopted outside of a traditional data center space, tremendous sensitivity, toe physical security. Some of them are taking care of it themselves. So they have, uh, courtyard or a building that they're wanting to simply put a device in. And they're handling security, physical security at that location, others are Listen, I'm trying to understand the cost trade offs of building this fortress, which kind of his counter counter productive to what I'm trying to accomplish here. Can you provide that as part of your data center? solution. And so, looking at things like ballistic protection, overall theft protection, these things air smaller. They can be hold off, so we have to anchor them to the ground. We have to have wave to think differently about how these things are connected so that somebody can come up and cut through a wall or cut through a pipe and get access to this critical data. So how we approach that physically eyes is a tremendous, tremendous concern to customers. And we're addressing that through the solutions were providing ballistics bombproof flameproof intrusion proof different types of biometric sensors. In some cases, we hide them in plain sight, painted with graffiti, puts a bullet holes on him, make it look like they're not worth anything. You're it. So you do have some serious stress testing as well. Which was what? Your favorite stress test. >> There's a lot of shock and vibe testing, so we have a way to protect against seismic. We have to >> protect against wind loads. You we may have a thousand pounds of snow on top of, and we have to test these things against those type of environmental conditions. Way haven't, uh, we have it yet back. You try to drive over one with a bulldozer or some type of a vehicle, but we do do impact testing, ballistic test sting. And there's there's a lot of fun testing, and I don't mean to minimize the logical security. A lot of this is critical infrastructure, right? So, you know, if it talks about the threat matrix and so, uh, what do you see in there? What's what's Del bringing to the table? I mean, are are, you know, wonderful array of security elements with our company right now are implying that I think we're having to do with customers. This is an early part of the journey is how is this data being protected? And the logical component, at least what we're seeing today doesn't necessarily differ as much from the traditional data center. But things like, um, you can automatically detect whether an intrusion of physical deters has been made and decide to do something actionable, like lock hard drives where even if somebody was to steal a server or the hard drive, they can't do anything with it. GPS type sensors and devices that can track the valuable components in the solution and not allow them to be turned back on unless they are connected into that network. A za proofpoint. So there are a number of things that are that are being driven that somewhat looks like the traditional data center, by essence of where they're located and how these things are remote way have to. We have to think about that >> when you're talking >> with customers who are on everybody's on a journey of many different types. Digital transformation. I t. Security Workforce We've talked about all of those things last year's Del Tech world and, of course, this week as well. How do you advise them of Where do I start if I have Like, for example, when dehl was talking about the latitude devices this morning and all of this really cool tech built and even with train protection, for example, were all, and John Reese even talked about the edge of people the end, the edge of Io ti and centers, which makes sense. But where does a company like Adele stirred these conversations with customers who have a tonne? Probably People edges and io ti edges are yeah, so with where do we start? Kind of raining this all ends, we get the data out on it in real time, process it as close to where it's being generated as possible in a way that we can we can actually understand. >> This's the world I live in, right? So fundamentally, it helps us understand that that most companies, >> um, >> you know, lots of different organizations. But when it comes to a data center type of solution, you have the group who are trying to do something transformational the software writers, the applications and workload developers who are trying to take advantage of next generation it to do something transformational, you have the also you have the facility side. So this is the data center, the real estate, and the two don't necessarily, you know, talk about strategy in a line on how they're going to facilitate transformation. It's ultimately it starts with having deep discussions with both of those organisations. What are you trying to do to transform your business? How does that translate to the types of gear storage networking that you're going to require? What if you weren't constrained by your facility? What could you do and paint that picture for them? It also in parallel involves deep discussions with the facility and corporal estate side of of a company. What do you have? What are your challenges many companies do have on I .'LL speak for the telco space. They have a landscape of what you could consider edge data centers. There, the central office's, uh, extend out to the cell tower. These are pieces of real estate that they're trying to monetize, and but what comes with that are the constraints and the variability from site to site regulation requirements, cost of construction, labor flavor rates. You know, whether it's union or not. >> There's just a tremendous amount of variability. The end of the >> day where Dell comes in and helps is one week. We are a great thickener of things because we can. We can I would say force. But really, it's enable the discussion between the and the facility teams. We do have that understanding, and we are looking at it objectively through both of those lenses at the end of the day, creating a cost model, something that customers can use to look att, tradeoffs, locations, types of technology. Looking at those trade offs to help them make decisions is we're spending a lot of our time doing. It's a real cultural dichotomy. You've got the, you know, technology team, trying to move fast and break things. You got the facilities and let's keep it stable and safe, and they're both critical. They were absolutely both critical on They have deep ownership and governance on those respective sides of the business. And so these edge data centers the part of the world that I own. It really forces that discussion happen. It's the collision between it and facilities where those decisions have to be made in a real estate level, a ten infrastructure facility level and at a ninety networking security level on all those things have to be understood and accomplished, solved at the same time >> and quickly. They don't have the luxury of time to really sit and battled this, you know, swan it back and forth like a tennis match. >> They don't I will say that >> majority the industry right now, this is a big play for them. You can't push all of your chips in without having a lot of this information. So what we're seeing is a lot of I would call crawl, walk, run where they are starting with modeling techniques. Then they're going with proof of concepts to test out. What does this mean from a non pecked standpoint? What does this mean from a Catholics? How much I'm going have to spend visit scale, you know, from one to a thousand or ten thousand? And so getting this data and helping them build the models to help them understand that allows him to plan big and understand what they need to do at a higher level? >> Wow. So much to dig into it, just like the edge dot dot dot to be continued. Ty, Thank you so much for joining David Lee on the queue next year. Can't wait to hear all the more stories should be more stories. Awesome. Ty, Thank you very much for Dave Volonte. I Lisa Martin. You're watching us on the Cube Live in Las Vegas. Day two of the Cubes coverage. Abd el Technology, World twenty nineteen. Thanks for watching

brought to you by Red Hat well welcome back everyone this two cubes exclusive coverage here in San Francisco California for Red Hat summit 20:18 I'm John Ferreira co-host of the cube with my analyst co-host this week John Troy year co-founder of The Reckoning advisory services and our next guest is Arvind Krishna who's the senior vice president of hybrid cloud at IBM Reese and director of IBM Research welcome back to the cube good to see you hey John and John Wade you guys just kick it confuse get to John's here great to have you on because you guys are doing some deals with Red Hat obviously the leader at open source you guys are one of them as well contributing to Linux it's well documented the IBM has three books on your role relationship to Linux so yeah check check but you guys are doing a lot of work with cloud in a way that you know frankly is very specific to IBM but also has a large industry impact not like the classic cloud so I want to get who tie the knot here and put that together so first I got to ask you take a minute to talk about why you're here with red hat what's the update with IBM with Red Hat yeah great John thanks and thanks for giving me the time I'm going to talk about it in two steps one I'm going to talk about a few common Tenace between IBM and Red Hat and then I'll go from there to the specific news so for the context we both believe in Linux I think that's easy to state we both believe in containers I think that's the next thing to state and we'll come back and talk about containers because this is a world containers are linked to Linux containers are linked to these technologies called kubernetes containers are linked to how you make workloads portable across many different environments both private and public then I go on from there to say and we both believe in hybrid hybrid meaning that people want the ability to run their workload wherever they want beat on a private cloud beat on a public cloud and do it without having to rewrite everything as you go across okay so let's just average those are the market needs so then you come back and say an IBM as a great portfolio of middleware names like WebSphere and db2 and I can go on and on and rather has a great footprint of Linux in the enterprise so now you say we got the market need of hybrid we got these two things which between them of tens of millions maybe hundreds of millions of endpoints how do you make that need get fulfilled by this and that's what we just announced here so we announced that IBM middleware will run containerized on RedHat containers on Red Hat Enterprise Linux in addition we said IBM cloud private which is the ability to bring all of the IBM middleware in a sort of a cloud friendly form right you click and you install it keeps itself up it doesn't go down it's elastic in a set of technologies we call IBM cloud private running in turn on Red Hat open shift container service on Red Hat Linux so now for the first time if you say I want private I want public I want to go here I want to go there you have a complete certified stack that is complete I think I can say we are unique in the industry and giving you this this and this is where this is kind of where the fruit comes on the tree off the tree for you guys you know we've been good following you guys for years you know every where's the cloud strategy and first well it's not like you don't have a cloud strategy you have cloud products right so you have to deliver the goods you've got the system replays the market need we all knows the hybrid cloud multi-cloud choice cetera et cetera right you take Red Hat's footprint your capabilities your combined install base is foundational right so and nothing needs to change there's no lifting shift there's no rip and replace you can it's out there it's foundational now on top of it is where the action is that's what we're that's what were you kind of getting at right that's correct so so we can go into somebody there running let's say a massive online banking application or the running a reservation system is using technologies from Asus using Linux underneath and today it's all a bunch of piece parts you have a huge complex stuff it's all hard wired and rigidly nailed down to the floor in a few places and I can say hey I'll take the application I don't have to rewrite the application I can containerize it I can put it here and that same app now begins to work but in a way that's a lot more fluid in elastic well by the way I want to do a bit more work I want to expose a bit of it up as micro-services I want search Samia you can go do that you want to fully make it microservices enable to be able to make it as little components and digestible you can do that so you can take it in sort of bite-sized chunks and go from one to the other at the pace that you want and that's game-changing yeah that's what I really like about this announcement it really brings the best of breed together right you did you know there's a lot of talk about containers and legacy and we you know we've been talking about what goes where and do you have to break everything up like you were just saying but the the announcement today you know WebSphere the this the you know a battle-tested huge enterprise scale component db2 those things containerized and also in a framework like with IBM we either with IBM Microsoft things or others right that's um that's a huge endorsement for open shipped as a platform absolutely it is and look we would be remiss if we didn't talk a little bit I mean we use the word containers and containers a lot yes you're right containers is a really really important technology but what containers enable is much more than prior attempts such as vm's and all have done containers really allow you to say hey I saw the security problem I solved the patching problem the restart problem all those problems that lie around the operations of a typical enterprise can get solved with containers VM sold a lot about isolating the infrastructure but they didn't solve as John was saying the top half of the stack and that's I think the huge power here yeah I want to just double click on that because I think the containers thing is instrument because you know first of all being in the media and loving what we do we're kind of a new kind of media company but traditional media has been throwing IBM under the bus and saying oh you know old guard and all these things but here's the thing you don't have to change anything you could containers you can essentially wrap it up and then bring a micro-services architecture into it so you can actually leverage at cloud scale so what interests me is is that you can move instantly value proposition wise pre-existing market cloud if I if you will with operational capabilities and this is where I like the cloud private so I want to kind of go with the ever second if I have a need to take what I have an IBM when it's WebSphere now I got developers I got installed base I'd have to put a migration plan away I containerize it thank you very much I do some cloud native stuff but I want to make it private my use case is very specific maybe it's confidential maybe it's like a government region whatever I can create a cloud operations is that right I can cloud apply it and run it absolutely correct so when you look at about private to go down that path we said well private allows you to run on your private infrastructure but I want all these abilities you just described John I want to be able to do micro services I want to be able to scale up and down I want to be able to say operations happen automatically so it gives you all that but in the private without having to go all the way to the public so if you cared a lot about you're in a regulated industry because you went down government or confidential data or you say this data is so sensitive I don't really I'm not going to take the risk of it being anywhere else it absolutely gives you that ability to go do that and and that is what we brought to our private to the market for and then you combine it with open shift and now you get the powers of both together so you guys essentially have brought to the table the years of effort with bluemix all that good stuff going on you can bring any he'd actually run this in any industry vertical pretty much right absolutely so if you look at what what the past has been for the entire industry it has been a lot about constructing a public cloud not just to us but us and our competition and a public cloud has certain capabilities and it has certain elasticity it has a global footprint but it does not have a footprint that's in every zip code or in every town or in every city that song ought to happen to the public cloud so we say it's a hybrid world meaning that you're going to run some bulk loads on a public cloud and like to run some bulk loads on a private and I'd like to have the ability that I don't have to pre decide which is where and that is what the containers the micro services the open ship that combination all gives you to say you don't need to pre decide you fucker you rewrite the workload on to this and then you can decide where it runs well I was having this conversation with some folks at and recent Amazon Web Services conference to say well if you go to cloud operations then the on-prem is essentially the edge it's not necessary then the definition of on-premise really doesn't even exist so if you have cloud operations in a way what is the data center then it's just a connected tissue that's right it's the infrastructure which you set up and then at that point the software manages the data center as opposed to anything else and that's kind of being the goal that we are all being wanted it sounds like this is visibility into IBM's essentially execution plan from day one we've been seeing in connecting the dots having the ability to take either pre-existing resources foundational things like red hat or whatnot in the enterprise not throwing it away building on top of it and having a new operating model with software with elastic scale horizontally scalable synchronous all those good things enabling micro search with kubernetes and containers now for the first time I could roll out new software development life cycles in a cloud native environment without foregoing legacy infrastructure and investment absolutely and one more element and if you want to insert some public cloud services into the environment beat in private or in public you can go do that for example you want to insert a couple of AI services into your middle of your application you can go do that so the environment allows you to do what he described and these additions we're talking about people for a second though the the titles that we haven't mentioned CIO you know business leader business unit leaders how are they looking at the digital transformation and business transformation in your client base as you go out and talk to us so let's take a hypothetical back and every bank today is looking about at simple questions how do i improve my customer experience and everyone in this a customer experience really do mean digital customer experience to make it very tangible and what they mean by that is how I get my end customer engaged with me through an app the apps probably on a device like this some smartphone we won't say what it is and and so how do you do that and so they say well well you were to check your balance you obviously want to maybe look at your credit card you want to do all those things the same things we do today so that application exists there is not much point in rewriting it you might do the UI up but it's an app that exists then you say but I also want to give you information that's useful to you in the context of what you're doing I want to say you can get a 10 second not a not a 30-day load but a ten-second law I want to make it offer to you in the middle of you browsing credit cards all those are new customer this thinks are hot where do you construct those apps how do you mix and match it how do you use all the capabilities along with the data you got to go do that and what we are trying to now say here is a platform that you can go all that do all that on right to that complete lifecycle you mentioned the development lifecycle but I got to add to the the data lifecycle as well as here is the versioning here are my area models all those things built in into one platform and scales are huge the new competitive advantage you guys are enabling that so I got to ask you on the question on on multi cloud I'll see as people start building out the cloud on pram and with public cloud the things you're laying out I can see that going on for a while a lot of work being done there we seeing that wiki bond had a true private cloud before I thought was truly telling a lot of growth they're still not going away public cloud certainly has grown the numbers are clear however the word multi clouds being kicked around I think it's more of a future state obviously but people have multiple clouds will have relationships with multiple clouds no one's gonna have one Klaus not a winner-take-all game winner take most but you're gonna have multiple clouds what does multi-cloud mean to you guys in your architecture because is that moving workloads in real time based upon spot pricing indexes or is that just co-locating on clouds and saying I got this SAP on that cloud that app on that cloud control plane did these are architectural questions it's the thing hell is multi cloud so these are today and then there is a tomorrow and then there is a long future state right so let's take today let's check IBM we're on Salesforce we're on service now we're on workday we're on SuccessFactors well all these are different clouds we run our own public cloud we run our own private cloud and we have traditional data center and we might have some of the other clouds also through apps that we bought that we don't even know okay so let's just toss I think every one of our clients is like this so multi cloud is here today I begin with that first simple statement and I need to connect the data and it comes connect when things go away the next step I think people nobody's gonna have only one even public cloud I think the big public clouds most people are gonna have to if not more that's today and tomorrow your channel partners have clouds by the way your global s lies all have clouds there's a cloud for crying out loud right so then you go into the aspirational state and that may be the one he said where people do spot pricing but even if I stay back from spot pricing and completely dynamic and of worrying about network and I'm worrying about video reach I just back up on to but I may decide it I have this app I run it on private well but I don't have all the infrastructures I want to bust it today and I've very robust it to I got to decide which public and how do I go there and that's a problem of today and we're doing that and that is why I think multi-cloud is here now not some pointed problem the problem statement there is latency managing you know service level agreements between clouds and so on and so forth governance where does my data go because there may be regulate regulate through reasons to decide where the data can flow and all the great point about the cloud I never thought about that way it's a good good illustration I would also say that I see the same argument of database world not everyone has db2 that everyone has Oracle number one has databases are everywhere you have databases part of IOT devices now so like no one makes a decision on the database similar was proud you're seeing a similar dynamic it's the glue layer that to me interest me as you how do you bring them together so holistically looking at the 20 mile stare in the future what is the integration strategy long term if you look at a distributed system or an operating system there has to be an architectural guiding principle for absolute integration you know well that's 30 years now in the making so we can say networking everybody had their own networking standards and the let's say the 80s though it probably goes back to the 70s right yeah an SN a tcp/ip you had NetBIOS TechNet deck that go on and on and in the end is tcp/ip that one out as the glue others by the way survived but in pockets and then tcp/ip was the glue then you can fast forward 15 years beyond that an HTTP became the glue we call that the internet then you can fast forward you can say now how to make applications portable and I would turn around and tell you that containers on linux with kubernetes as orchestration is that glue layer now in order to make it so just like in tcp/ip it wasn't enough to say tcp/ip you needed routing tables you needed DNS you needed name repositories you needed all those things similarly you need all those here I've called those catalogs and automation so that's the glue layer that makes all of this work this is important I love this conversation because I've been ranting on this in the queue for years you're nailed it a new stack is development DNS this is olden Internet infrastructure cloud infrastructure at the global scale is seeing things like Network effect okay we see blockchain in token economics like databases multiple database on structured data a new plethora of new things are happening that are building on top of say HTTP correct and this is the new opportunity this is the new the new platform which is emerging and it's going to enable businesses to operate you said at scale to be very digital to be very nimble application life cycles are not always going to be months they're gonna come down to days and this is what gets enabled so I want you to give your opinion personal or IBM or whatever perspective because I think you nailed the glue layer on cue and a stalker and these this new glue layer that and you made reference system things like HTTP and TCP which changed the industry landscape wealth creation new up new new brands emerged companies we've never heard of emerged out of this and we're all using them today we expect a new set of brands are gonna emerge new technologies and emerge in your expert opinion how gigantic is this swarm of new innovation gonna be just because you've seen many ways before in your view your mind's eye what are you expecting wouldn't share your your insight into how big of a shift and wave is this is going to be and add some color to that I think that if I take a take a shorter and then a longer term view in the short term I think that we said that this is on the order of 100 billion dollars that's not just our estimate I think even Gartner estimated about the same number that'll be the amount of opportunity for new technologies in what we've been describing and that is I think short term if I go longer term I think as much as 1/2 but at least 1/4 of the complete ID market is going to shift onto these technologies so then the winners are those that make the shift and then bye-bye clusion the losers of those who don't make this shift faster Afghan and stop the market moves that's that's he was interesting we used to like look at certain segments going back years oh this companies reap platform Ising we platforming they're their operative lift and shift and all this stuff what you're talking about here is so game-changing because the industries Reap lat forming that's a company that's it's an industry that's right any and I think the the the Internet era of 1995 to put that point it's perhaps the easiest analogy to what is happening not the not the emergence of cloud not the emergence of all that I think that was small steps what we're talking about now is back to the 1995 statement every vertical is upgrading their stack across the board from e-commerce to whatever that's right it's completely modernizing correct around cloud what we call digital transformation in a sense yes what not a big fan of the word but I lied I understand what you mean great insight our thanks for coming on the Kuban Sharon because we even get to some of the other good stuff but IBM and Red Hat doing some great stuff obviously foundational I mean Red Hat Tier one first-class citizen in every single enterprise and software environment you know now saw open source runs the world you guys you guys are no stranger to Linux being the first billion dollar investment going back so you guys have a heritage there so congratulations on the relationships that go around about ninety nine nine yeah and and I love the strategy hybrid cloud here at IBM and right at this the cube bring you all the action here in San Francisco I'm John for John Troy you're more live covers stay with us here in the cube Willie right back