(upbeat music) >> Hi and welcome to another Cube conversation. This one from BMC Helix Immersion Days in Santa Clara Marriott in Santa Clara, California. I'm Peter Burris. Every organization that attempts significant change, and there are a lot of organizations attempting digital transformation, which is about as significant a set of change as you can make, has to worry about what platform, what foundation has to be in place to make that change easier, and that's what we're going to be talking about in this conversation. We've got John Fraser, who's the Managing Director of Service Management in Online Business Systems. John, welcome to the Cube. >> Thanks Peter. >> So, tell us a little bit about online business systems. Let's start there. >> So, online business systems is a Canadian digital transformation in cyber security consultancy. We've been around now for 33 years. We're headquartered in beautiful Winnipeg, Manitoba, but I have operations all across North America and we're about 330 people today and growing rapidly. >> Winnipeg happens to be one of my favorite cities in the world, so good for you. >> Perfect. All right. So, let's talk about, I mentioned up front this notion of a stable platform, a stable foundation. Tell us a little bit about what your understanding of, as you work with your clients, what constitutes that stable foundation for change? >> Well, one of the biggest challenges we see with companies, is they try to make change in the wrong way. Too much, too fast with no control, no governance and they just don't have the proper controls in place. One of the biggest challenges with change in an organization in digital transformation today is they don't know where they're starting from. So, one of the fundamentals is really understanding where they're beginning and what they're trying to change. It's staggering to see organizations, and I've got lots of stories to tell around companies that have gone through major program transformations to really trying to embrace digital technologies only to fail again and again and again, because they don't understand how things are connected together or where they're starting from. >> So, the foundation has to start with knowing what's in the foundation? Have I got that right? >> That's right. You can't change what you don't know. >> So, it's online business systems helps clients move through some of these digital transformations. I got to believe that the service management element is a crucial feature of any successful transformation. >> Absolutely, we begin with embracing technology to help companies understand where they're starting from. We leverage a lot of tools and techniques in terms of understanding where they're starting as an organization, the people, and then using tools like BMC's Helix discovery to understand all of the components that make up the systems within their organization that they're trying to transform and how they're all connected together. >> Now, as we go through this process, one of the things that a lot of my clients are discovering is that the cyber security challenges get that much more extreme. One of the things that's become increasingly obvious is as companies talk more about digital business, talk more about how they're transforming and generating new classes of revenue or customer experience, they become more obvious target to the bad guys. What is the relationship between digital transformation, service management, and cyber security? >> Yeah, and interesting you say that. We believe as an organization that they're intertwined. You can't do digital transformation without a strong cyber security program. You can't do either one of them without automation. The pace of change and more importantly the volume of threats and challenges facing the organizations is beyond human capability. You can't do it manual anymore. It doesn't matter how many people you throw at it, it's just impossible. So, you've got to automate, you've got to leverage technology, artificial intelligence to really face these challenges. >> So, given your standing and working on the service management side, what are some of the steps that your customers are taking to ensure that they are going to succeed with digital transformation in a way that doesn't open them up to security issues? >> So, one of the key areas is understanding, like I said before, where they're starting from. How all of the components that make up their business service fit together and then, understanding from a security aspect how to prioritize fixing those threats. One of the biggest challenges in securing your organization, today is understanding what to work on. The average large organization gets thousands and thousands of new vulnerabilities a day and the back log just becomes insurmountable. So, without being able to understand how to prioritize that work against valuable business services, they're never going to win. >> So, you mentioned something about service capabilities or service components, the historical norm for IT has been, until a few years ago, to focus on mainly the hardware or infrastructure assets as the things to be managed and that has been not working as well in a world where we're delivering digital services to customers and partners for revenue or other purposes. So, what constitutes a service capability or a service component in your mind as kind of the new notion of asset within IT? >> It's assets, anywhere. It could be the traditional hardware sitting in your server room. It could be servers and/or microservices sitting in a cloud location, it could be a software as a service component. They all make up business services together. >> Or combinations of all of them. >> It often is combinations of all of them together and that's one of the biggest challenges is understanding how they all fit together and how the information flows. So, for instance, if an organization is trying to prioritize how to secure a business service. Let's use automated tellers as an example. They may have traditional on premise servers, they may have cloud offerings and they may have third-party software as a service just protecting their servers on premise is not going to protect that business service, so you really need to understand how all of the pieces fit together. >> So, are you actually working with business leaders and IT leaders to do a better job with defining what constitutes a digital business capability and use that as an organizing principal for how they think about how all their resources come together? >> Yes, it's critical that you have business and IT working together and you have the right level of business working with IT. Without sponsorship at the executive level, digital transformation will fail. >> Even in Canada? >> Even in Canada. >> Well, this has been a great conversation. John Fraser who's a Managing Director and Service Management in Online Business Systems. Thanks very much for being on the Cube. >> Thanks Peter. >> And once again, this has been a Cube conversation from BMC Helix Immersion Days in Santa Clara Marriott and I'm Peter Burris. Thanks until next time. (upbeat music)

(upbeat electro music) >> Hi and welcome to another CUBE Conversation. This one from BMC Helix's Immersion Days, Santa Clara Marriott in Santa Clara, California. I'm Peter Burris. As we think about what organizations have to do over the next few years, imagine a world in which technology's being applied to generating revenue where customer experience is dependent upon technology, where your overall operational fabric and framework and likelihood of staying in business is tied to how well your technology plant works. That's where we're going and bringing an IT capability that's capable of supporting and sustaining those demands on business is an absolutely essential thing for businesses of all side. Fundamental, we have to think about how digital services that's delivering those new sources of revenue, new experiences and operations management which is ensuring that the predictability and certainty of how operations work is at the heart of many of the changes within IT today. Got a great guest to talk about that. Vidya Srinivasan is the Product Strategy and Marketing Executive at BMC Software. Vidya, welcome back to the CUBE. >> Pleasure to be here. >> So I said a lot upfront but lets start by getting the simple update. Where is BMC Helix today? >> Yeah, so Peter you were there for our first launch last year. I think about a year and a half ago. So since then obviously we've come a long way. We've onboarded a lot of customers, existing customers as well as new logos. So we are at a point where our customers are happy with Helix. They want to see more. They're working with us to roll out chat bots, really implementing a lot of our AI automation technologies. And as you heard today, eighteen months in, we now have Helix kind of expanded into the ITOM world. So we are actually bringing together the conversions of ITSM and ITOM with our Helix platform. So now officially, Helix is able to support a lot of the IT operations management functions that include monitoring , that include remediation, that include capacity and cost optimization. So it's really bringing together the two worlds of IT. That's really a foundation for a lot of our IT organizations. So we are very happy to announce it today at the Immersion Day Events and we are looking forward to a great update probably in the next six months. Back with you. >> Well one of the many challenges that an IT organization faces is that the nature of the assess that they're trying to generate returns on or changing away from hardware up into often software defining for structure and software and data as well. And that's one of the catalysts for why this ITOM/ITSM conversions is starting to happen. So we have had these people in silos. What kind of tensions is that generating as businesses try to deploy and utilize their IT in new and expressive and innovative ways? >> Yeah that's a great question. When we talk about the foundation of anything to do with IT, right, is knowing what you have. And as people heard in the keynote today, it's turning your unknowns to knowns, right? A big part of the challenge with IT is not knowing what you have. So discovery, as you said, is one of the foundational solutions we have within the Helix Suite that helps customers discover what they have whether it's as assets, it could be software, especially in a software world. So really understanding what you have and then being able to proactively and predictively monitor those assets, knowing what vulnerabilities you have, being able to automatically remediate those, and ultimately it's delivering the ultimate service experience to the end customer. So that's where Helix as a whole with Discover, Monitor, Service, Re Media and Optimize gives you the whole good handle on what you have and be able to ultimately provide the service of the future that we all as consumers in our day to day lives expect, we'll start expecting in our work lives. >> Well there has historically been some tension between the ITOM people and the ITSM people. They've been very strong siloed, each intent on optimizing their own capabilities. That has undermined business in many respects and certainly undermined the IT mission because a lot of people look at IT as being the problem in large measure because they have been throwing information back over the fence and sometimes at each other. So in your experience, now Helix has been out there for a year and a half. In your experience, how are ITOM and ITSM groups starting to work better together? Utilizing tooling that's not built for just one but is actually built for the idea, the promise of a greater more converged set of functions? >> Yeah so I think the tug of ITSM and ITOM organizations continue to exist and the convergence starts happening when the organization starts starting to mature in their life cycles. So let's take a simple example of a ticket. You as an end user open a service request, it goes to a service desk, somebody picks it up, and ultimately if that ticket is associated with an asset or a service that's running somewhere and the actual Cloud instance or something is broken, that's a perfect example of an end user, an agent in an ITSM scenario and an IT operations person having to all work together to make the customer happy. So that is a typical scenario in every organization and every organization has multiple service desks and multiple lines of business, not just IT issues. So making sure that through our solutions, making sure that we can minimize the existence of IT silos is a big part of what Helix brings to the table. And as we rule out the capabilities, whether you call them Discover, you know, the five capabilities that we outlined or whatever you might be referring to within the organization. It is important to make sure that the ultimate platform that brings them together is seamlessly integrated, whether it's all on one physical platform or through integration strategies across other tools in the industry, but that's kind of the intent of bringing together these two worlds. >> But at least the data is working together. >> Exactly. >> So I want to highlight one of the things you said and why it's so important we start thinking about this differently. You noted the idea of a user, an ITSM or a Service Management professional and then someone who's on the operations side doing configurations or provisioning of resources. When that person that started that off, who generated that ticket, is an employee we have certain degree of control over how fast we can service them. When we start talking about that user being a customer, now we're really talking about service experience. We're really talking about the brand. We're really talking about revenue. How is the emergence of a new class of users, being customers and increasingly using things like Robotic Process Automation, other forms of software, that are generating these kinds of requirements, altering the demand for some of these advanced tools? >> Yeah there's quite a bit of things you touched in that question so from an end user standpoint, automation comes in various forms and obviously from an end user standpoint it's this channel of preference and that's where leveraging technologies like chat bots from an end user experience standpoint, being able to use your phone, it could be your tablet, whatever it might be or your voice assistance through your phone, all of those are things that customers are expecting because you know, that's how I communicate on a day to day basis so it's nothing new. On the RPA and the automation side on the back end of things there's definitely this notion of augmented, I know a lot of our speakers spoke about this earlier, this notion of augmented intelligence that we all need to kind of embrace in order for us to deliver that end user experience and end user doesn't have to be B2B. It can be B2E, B2C, whatever it might be. At some point at least in this world we are kind of getting to a point where it doesn't matter whether it's a B2B, B2C, or B2E. It's everybody is an end user and there is no delineation in terms of the experience that anybody expects. So that's kind of what we expect to transcend into the back office whether it's IT service desk or if it's the IT operation's persona. Being able to discover or scan things from your chat bot, from your tablet, instead of having a honking machine that you normally think of when you think of a knock. So those are all things I think are sort of going to be erased in terms of what we think of IT ops. as we look into the next three to five years. So that's the experience that I think, it's not just limited to an end user but across the IT organization. What does that experience look like for all the various personas to coexist and collaborate within the construct of an enterprise. >> So, you again, have been out with customers. Either taking remedy customers and bringing them to Helix or brand new customers and bringing them to Helix. What are some of the patterns of success that you're starting to see? Where does it tend to start? What kinds of outcomes are they achieving? Where do you see your happiest customers being? >> I think it's spectrum of customers right, so it's a range. There are customers who are at an early stage in terms of just thinking about how to move to Cloud so those customers are simply thinking about okay I've been using your OnPrem Solution Remedy for a while and we are at a point where we need to move it to in to a SaaS model. So there are customers who are just looking to lift and shift and move to a SaaS model. There are other customers who, it's a no-brainer, they started with us in a SaaS model and then now they're looking to leverage more of the NextGen experience, so they are looking at chat bots, they're looking at RPA bots and working with us on that. And then there are customers who are just looking to integrate with us on different fronts. They might be using other tools and then they're looking at leveraging our integration capabilities or whatever it might be so there's a variety of different customers in different stages but obviously a big part of this shift we are seeing that's common across these is the move to SaaS and the fact that they don't want to worry about running their operations as much as they want to reinvent and innovative and grow. So that's the common theme that we're seeing across the variety of customers that we're helping today. >> Vidya Srinivasan, Product Strategy, Marketing Executive, BMC Software, once again thanks for being on the CUBE. >> Thank you very much for having me. >> And from the BMC Helix Immersion Days at Santa Clara Marriott in Santa Clara, California, I'm Peter Burris. Once again this has been a CUBE Conversation. Until next time. (upbeat electro music)

>>Hi, I'm Peter Burress. And welcome to another cute conversation. This one from BMC Helix is immersion days in Santa Clara Marriott in Santa Clara, California One of the biggest challenges that every IittIe organization faces. In fact, every business is how to start merging greater control through I t sm as well as greater change and evolve ability of systems through Dev ops. It's a big topic. A lot of folks looking at how best to do it. We've got a great person here to talk to us about it. Dick Stark is the president CEO of right star Dick. Welcome to the Cube. >>Well, thanks very much for having me. I really appreciate the opportunity beyond the Cube here. >>Excellent. Well, why don't we start? Tell us a little about right start? >>Sure. Right. Stars in I t sm consultancy and we happen to be a dev Ops consulted to say at the same time, we're also a BMC solution provider and lasting solution provider. Now, we've been a BMC solution provider for for 16 years, so we've been in this space a long time and we've earned several accolades up along the way. We made it into the Forrester I t s m service provider. It's not called a Magic Quadrant because that's what God gardener uses. But instead it's a wave report. And so we made it sort of into the far right hand quadrant there. And if you added up all the points we ended up in North America being rated number five out of all the different idea Sam Consultancy. So it's very proud about that. And then last year with BMC, we were the North American Solution provider of the year in the D S. M space. >>Well is an export person, I can tell you Congratulations. Those waves very seriously. Let's jump into this question, though off what does I t. S m from a technology and people in process standpoint have to do to accommodate some of the changes that are being founded and defusing out of the Hole Dev Ops world, which is just having an enormous impact on our I t thinks and does >>it really has. And you know, we've been in the space a long time and I t s m Sometimes I tell the words are interchangeable and there are about if you can believe this about three million people That ended up getting an Idol certification of some short like an Idol Foundation certificate. And over time, that's been have been a really a big, big deal. However, Idol now is lost, its luster just a little bit. And it's allowed Dev ops to sort of sneak in or add dollar whatever you won't want to call it, and I'd listen. Standing still, though, they've bounced back and bounce back in a hard way. And they've they've come up with what's now called Idle for an Idol For was just released this this year, and it takes some of those Dev ops principles, and it has its own value stream as well and is a result Idle for or agile idol or whatever you wanna call it now is taking a little bit stronger position. And when I say Dev ops principles, it's things like Collaborate. It's things like promote, it's It's things like operate and automate. It's It's It's all about it again. It's all about collaboration in some of these other values that that you'll see in Dev ops. I guess what what happened is we spent a lot of time on the Idol side of things, and we did things for process sake and a good example would be changed management and spent a lot of time putting together is change management processes per this idol framework. Okay, And what what happened is that a lot of the users then rebelled a little bit because it might take longer to go through and fill out all the paperwork of It's not paperwork the online tool set then to do a change than to actually perform the change itself. So I don't got a little bit of a bad rap. And so that's where this whole Dev ops thing has come in. And the whole idea right now is to get Dev and Ops under the Shame umbrella, because that's not typically very used to do. But it's, but it's certainly happening. >>Well, let's talk about why that intersections happening, right? So I'm gonna I'm gonna show a little bit of history from my perspective as well, you know, I told began, First of all, it started in some government agencies many years ago, but it started as the basis of it was How do we take better care of the assets with an I T. Which at the time were mainly hardware. In many respects, what we've seen happen over the last 25 30 years that Idol has been an extent. Is that the nature of the assets that I t recognizes? His acknowledges delivering value for the business has changed. We've gone from hardware to infrastructure is code. That's where Dev Ops is so many respects. What you're saying is that Iittle is now trying to bring the best of what it means to do a good job of asset management with a new class of assets. Namely, software is code infrastructures code, and that's where we have to have that marriage. I got that right. >>That's that's correct. And you don't want to have silent silos. You want to be a silo buster if if anything else. And I just wanted to mention something else that I think is kind of fun along with this Idol. Four. We now do what's called the Mars Lander simulation traded it replaced. If you've heard of the Apollo 13 simulation, will Mars four, even though it's idle for specific, it's really all about Dev ops, and I took the Mars board just about a month or so ago, and it's a lot of fun. You sit down and the whole objective is to get get to Mars and you're a business. So and you're going to be selling the data that you're going to collect along along the way. And so the whole idea is to is to make a profit, and you have all these different roles that you play. When I went through it, I was the release manager then. But you might have a business analyst. You might have a service desk person. You have vendors and a it's it's really it's very realistic that and typically like a lot of large enterprises, you start playing the game and it's just chaos, and you have to go back and try this over and over again until essentially you get it right. And I was surprised how easy it is to get sucked in. If you're in a big enterprise, your silent, you have a specific role that you have to d'oh and you have instructions how you're supposed to do that and you want to stick to it. Whatever you know, whatever your assignment is, you have to do that. But that's not the right thing to Dio. Remember, it's about collaboration. It's about transparency. It's been it's about posting your goals, posting the results and moving forward from from there. And so I was surprised how I got sucked into it. And so I can understand why we need to make some progress in this space. And it's all about getting people to change their behavior a little bit in some of these new tool set certainly help >>well, as well. You're going back to what you said. He used to be the three R's of any regime or rolls responsibilities and relationships, and so the roles have are evolving. But often it's just in name only the responsibilities. You know today it's still code. It still has to run on hard, where it's not a bunch of hamsters, they're doing things. But as you said, it's really the relationships amongst the various actors as we introduce more business people. As technology gets put into position to generate more revenue or to do more with customer experience, the relationships are being pressured, are being really pushed to evolve. So how do you see in your practice in right stars practice. How do you see the relationships between Dev ops and I T s M and the business starting to evolve so that you can have amore coherent, comprehensive view of how you make sister? Well, >>I think in that particular case, it's gonna take some time. I mean, it's not gonna happen overnight. I mean, that's why you have agile coaches, or that's while you have the scales agile, or the safe framework is because people don't get it. And they need to understand how to work together better with others. And so it's not gonna happen by just implementing a new new tool set turning the key and then say, OK, everything's gonna be fine. It's good to get the integration between the different tool sets. And the technology is certainly there to do that. But without having some instruction to begin with and having the door in users cooperate. You're not going to see that kind of kind of performance improvement or cost statements or whatever it is that you're looking for. You're not going to see that >>they're one of the biggest challenges in any changes. Abandonment. The user's ultimately abandoned. So as you look a tte. The ideas M tool set that you're utilizing mainly from being right is it is that there's a degree of there's always a degree of pedagogic tool away, it says. Here's how you should do things. What you're discovering is that tool set is really catalyzing. Helping to catalyze positive changes in your mind within a lot of your customer base is, well, the >>thing about Helix, and I'm very excited about this because we're making a lot of good progress with. He likes our customer base that we have right now and give you a good example. George Washing University were based in a D C. Area day. If they are, too, they've been a long time remedy customer. We've moved them to Helix, and then, just recently, when I say recently started a year ago in August, they moved to the BMC Chap Cat box platform. Then, this past August, they totally went cold turkey with chatbots throughout the entire university. That makes a tremendous difference in the performance and not just performance, but also on the cost and the efficiency that the university, particularly from a service management perspective, is providing to its university employees and to its students, just like you mentioned today in the keynote session that it's all about mobility. And practically practically all the students there rely on their their cellphone day in and day out. And so when they have a question at G W. If it's how do I get a new account? How do I get a park parking permit? G on the wireless in my dorm room isn't working. You don't pick up the phone and call. Nobody does that you texted at. And this is a chap off its power by IBM Watson, and it works great. And there's lots of good things that are gonna come out of that. For example, students, I think they probably still have to turn paper sent. You know, maybe that's all Elektronik Lee delivered, but I think you might still have to print out a paper and turn it into your professor. You know, I'm not sure, but bluebirds Anyway, you're probably you're probably gonna do this late at night when the service desk is an open. So what do you do if you can't get the printer to work? Well, you pick up your cell phone, you text in that That the issue and bingo. You've got a response. So those are the sorts of things that are gonna make for a tremendous amount of impact, and it's gonna cause people to change their behavior in really a good way. Another good example. We have another longtime hospital customer. They have a 24 by seven service desk. They're huge, and they pay a lot of money to operate that 24 by seven. But they hardly get any call said at night. Right? Because not that many people work. So why don't they just turn that and you start using chatbots and think of that the r A. Y. It's just incredible. And I think you're going to see more. And that more situations like that as we move forward. >>Dick start President CEO of right Starr. Yep. Thanks very much for being too. >>Thanks very much. Appreciate it. Okay. >>And what's going on? Peter Burress. You've been watching other cube conversation from BMC Helix immersion days in Santa Clara. Thanks very much. Next time

>>Hi and welcome to another cube conversation this time from BMC helix immersion day at Santa Clara Marriott in Santa Clara, California. I'm Peter Burris, your host for today. One of the biggest challenges that every company faces as they try to think about how they're going to do more with digital services and operation in support of more complex business. And the need for greater simplicity is how to extend their ecosystem to include other sources of knowledge, other sources of insight about how a company can accelerate its journey to this new D S O M world. And to have that conversation, we've got a great partner, uh, here at BMCs helix immersion days. Rob graves is the vice president at data trend. Rob, welcome to the cube. >>Thank you Peter. Glad to be here. >>So tell us a little bit about data train. It's a, it's a BMC partner. You've been around for a long time, helping customers do some relatively important infrastructure things. Where are you guys today? >>Yeah, well I'll go back a little history. We've been in business since 1987. Same two owners, a lot of stability. They continue to drive the business for us. Um, heavy in the infrastructure space, really got started in the data center and a regional multi-site, uh, businesses, large enterprises in the hospitality, retail, financial services, et cetera, where we've grown up, um, started out like a lot of businesses selling hardware and pretty quickly as customers ask for higher value, have moved into consulting and broader services, really consider ourselves, uh, infrastructure centric systems integrator if that's a mouthful. That's really who we are and what we do. Um, as we have all of those consulting practices, more and more, we realized the need to understand our customer's environments better, oftentimes better than they even do. And came across a product called Tideway, which was launching the U S became one of their launch partners here in the U S and shortly thereafter BMC acquired them. So we became a BMC partner in 2009 and it's just been a great journey ever since. Um, at the time they were probably the most robust discovery tool and uh, uh, they've continued to keep that leadership since then. >>Well, let's pick up on that. So discovery is historically been a kind of a domain that was used mainly by an it group to have some, a little bit better understanding of what types of things they needed to do, a task needed to perform. But in a digital business, discovering digital assets becomes absolutely a strategic capability. So how has discovery of volved and then how are you using it to bring these new levels of value? >>It's a great question and it's a more and more essential as the world gets more complex and devices get more complex with cloud, with IOT and centers, Penn transient or right. It was one thing to, to be able to recognize I have these physical service servers here in my data center or maybe even in remote offices. Then, um, our friends at VMware came along and made everything virtual. So how do I manage a workload going from this physical device to another physical device? Fantastic. Actually one of my favorite Cuba, uh, interviews ever of old friend of mine, Pat Gelsinger, I just love watching all his cube interviews just came off of VMworld, very bright tastic love. But, um, they really got that going as cloud really started to, to launch, okay, now I've got application workloads, pieces of my it all over the place. Um, and keeping on top of that is just daunting. Right? And somebody's gotta give BMC a lot of credit, uh, as they've continued to remarket themselves and, and build capabilities. They are absolutely at the front of the curve, the BMC helix discovery product, um, all sorts of competitors, little startups through some very large players. But whenever we bring it into a customer, hands down, we're able to get more done. That comprehensive view of the infrastructure through the applications, through the business services. Um, we constantly come in and replace other products. Bring this back in. >>Well, one of the things that I've observed as a guy who has spent a lot of time watching the industry is, uh, technologies like discovery were especially important at the very largest enterprises because they had all these physical assets that they, that people were buying and installing and they never knew quite was what was on the network. And it was always like this thing was kind of, maybe it was appropriate for a mid size enterprise, but it didn't have the same numbers. But when you start introducing, as you said, virtualization or software robots or other transient assets and resources that are going to have a significant impact in how the business operates, the number of things that you have to stay on top of means it's now an appropriate set of technologies for virtually any size organization. Do you see that as well? >>Absolutely. And especially companies that have lots of locations, lots of sites complex it, I love that BMC jumped pretty early into extending the, the helix discovery into the IOT space. We do a lot of multisite deployments. Um, we're part of the, several of the large OEMs, IOT systems integration programs. And when you're starting to talk hundreds, thousands, even millions of devices out there, how do these companies, these users keep track of all that and make sure that they're operating properly? The security is a big issue. I mean, one of the best things I like about the helix discovery is, uh, how can you secure something you don't understand? I mean, I can't tell you how many times we've gone in with discovery. Uh, to handle one use case. Something as simple as, um, populating a CMDB or, uh, making sure that dr plan is, is solid or relocating a data center, which kind of the classic use cases of a discovery product. >>And you have the security guys come into the room just cause they're everywhere. They have to be watching everything, right? Then all of a sudden I, one of the large stock brokerages, all of a sudden the security guy jumped in the front room and said, stop, stop. What is that? And he points at our application map that came out of helix discovery. It's that, that should not be talking to that. Right. And uh, you know, basically found a big vulnerability just because of an application dependency that the security team wasn't aware of. Um, BMC has got quite a few good examples where they'll almost an accidental big security play happen just from a security guy being in the room and watching the output from discovery and seeing things that their tools had never shown them. >>And I do not want to be the guy that agitated the security guy in a meeting like that. So I was great. Isn't that the satellite board is pretty funny. So, so tell us a little bit about your customer base and how they are utilizing some of this new tooling, uh, to, uh, to extend current but also alter and change future types of business. >>Yeah, there's a, a variety of, uh, great stories. We typically play in larger enterprises, a lot of fortune one hundreds. Um, I'll, I'll leave some of the, uh, our good customers nameless, protect the guilty and the innocent. Right. But, uh, one of the large airlines, you know, went through an exercise of stamps, new dr capability. Uh, it's still wrapping that up. Um, they've had a number of unplanned outages based on new changes. They're doing a lot of change, modernizing applications, moving into new data centers. Screen new dr capabilities. You know, they thought they had decent understanding. Their environments went through their change control process. Oops. Didn't realize that other applications would depend on this server that we just did in the last upgrade on, um, took their line down for a couple of hours. You know, that's not good. Um, uh, bringing in these discovery tools very quickly, they've seen, Hey, I can prevent that. >>I can really understand in real time what's talking to what and make sure I avoid out. That's a big one. I mentioned some of the security conversations. Uh, something that we've been doing some innovation with BMC is getting to some of the discovery as a service type of capabilities and that's allowing us to do some what we're calling micro use cases. Even some simple challenges like, um, a network switch maintenance. Everyone wants to reduce the cost of, of hardware maintenance. What's really hard to discern with hundreds or even thousands of switches, which ones are supporting which workloads. So we can go into an environment and say, Hey, you've got a thousand network switches. You know, 500 of them are just supporting test. I want you to take those off 24 by seven, two hour support and really give them a real time mapping. And that's a money saver right there. That's been very difficult for them to figure out on their own. Um, because that connection from the infrastructure to the apps and the services that are being delivered. So there's a variety of different use cases like that. >>So when you think about where data trends is going to go and, uh, as your business expands in response to the new types of things that customers want to do, where do you think you're going to be spending your time with customers in say, three years? And how is this set of digital services and operations management tooling going to make it possible for you to deliver that service more reliably, more profitably, et cetera? >>Yeah, no, it's uh, it's interesting. Um, while we grew up in the data center, we touch a lot of, uh, large edge environments as well. And we're seeing more and more innovation coming at the edge. Uh, Sanjay from gen pack spoke earlier and you used a great phrase again, innovation at the edge, governance at the core, and it's really, um, something that, uh, we're seeing a lot. So new workloads out on the edge. Gotta be able to understand that, see what's out there, because more and more compute and analytics that can be done at the edge, not in your data center. That's a place we're putting a lot of focus right now. >>Rob graves, vice president of data trend. Thanks again for being on the queue. All right. You got it. Thank you. And once again, this is Peter Burris from the Santa Clara Marriott at BMCs helix immersion days. Thanks for watching. Until next time.

[Music] hi and welcome to another cube conversation this time from the MCS Hilux immersion day at the Santa Clara Marriott beautiful Northern California we're going to be spending the entire day having a series of discussions about what it means to do a better job of both digital services management and operations management and how those technologies are coming together to dramatically alter how business operates how customers get value and ultimately how profits are generated we're going to start this conversation with a CDO a chief digital officer from Genpact sanjay sri tvasta welcome to the cube thank you very much so to start tell us a little bit about Jim pacts interesting company comprised we are indeed Genpact is a large global professional services provider for digital transformation services we serve many of the fortune 500 companies around the world and we help them think through their business processes in the business models and digitally transform that to take advantage of so all the new capabilities that are coming through so digital service outcomes is a very important feature of that because I presume that when you have those conversations with customers you're talking about the outcomes that they're trying to achieve yeah and not just the services that you're gonna provide it's fine so tell us a little bit about what is a digital service outcome and why is it so important yeah well I think the reality is that what technology is doing it it's disintermediating the ecosystem so many of the industries our clients operate in and they have to go back and reimagine their value proposition of the core of what they do with the use of new innovative technologies and it's that intersection of new capabilities of new innovative business models that really use emerging technologies but intersect them with their business models with their business processes and the requirements of their clients and help them rethink reimagine and deliver the new value proposition that's really what it's all about so digital service outcome would then be the things that the business must do and must do well but ideally with a different experience or with a different degree of flexibility and agility or with and cost profile I got that right correct so when we think about that what are some of the key elements of a digital service success we like to think about three critical success factors in driving any digital transformation the first one is the notion of experience and what I mean by that is not user interface for a piece of software but the journey of a customer an employee a provider a partner in engaging with you in your business model and we think about journey mapping that scientifically we think about design thinking on the back of that and we think about reimagining what the new experience looks like one of the largest things we learned in the industry is digital transformation on the back of costs take out a productivity or efficiency is is is insufficient to drive and optimize the value that digital can bring and using experience as the compass is sort of the Northstar in that journey is a meaningful differentiator and drive our business benefits so that's number one in the second area that's become increasingly apparent is the intersection of domain with digital and the thinking there is that to materialize the benefit of digital in an enterprise you have to intersect it with the specifics of that business how users interact what clients seek how does business actually happen you know we talk about it artificial intelligence a lot we do a lot of work in AI is an example and there's key thing about machine learning is goal orientation and what is goal orientation it's about understanding the specifics of your environments you can actually orient the goal of the machine learning algorithm to deliver higher high accuracy results and it's something that can often easily get overlooked so indexing on the two halves of the whole the yin and the yang the the the piece around digital and the innovative technologies and being able to leverage and take advantage of them but equally be founded and domain understand the environment and use that knowledge to drive the right materialization of the and that's the second critical success factor I think to get it right I think that third one is the notion of how do you build a framework for innovation you know it's not the sort of thing where large fortune company 100 500 fortune 500 companies can necessarily experiment and you know it's a little bit for go happy-go-lucky strategy it doesn't really work you have to innovate at scale you have to do it in a fundamental fashion you have to do it as a critical success factor and so one of the biggest things we focus on is how do you innovate at the edge innovation must be at the edge this is where the rubber meets the road but governance has to be at the core let me build on that for a second because you said innovations at the edge so basically that means where the brand promise is being enacted for the customer and that could be at an industrial automation setting or it could be in recommendation if any any number of things but it's where the value proposition is realized for the customer correct okay that's exactly right and that's where innovation must happen so as a large corporation you must be you know it's important to set up a framework that allows you to do innovation at the edge otherwise it's not meaningful innovation if you will it's just a lot of busy work and yet as you do that and if you change your business model is you bring new components to the equation how do you drive governance and it's increasingly becoming more important you think about we're gonna be in a AI first world increasingly more and more that's the reality the world we're going in and in that AI first world you know III work here in Palo Alto I walk into my office a couple of hundred people in any given day if tomorrow morning I walked in and hundred people didn't show up for work I would know right away because I can see them now fast forward to an environment where we have digital workers we have automation BOTS we have conversationally I chat box and in that world understanding which of my AI components are on which ones are off which ones showed up for work today which ones fell sick and really being able to understand that governance and that's just the productivity piece of it then you think about data and security AI changes complete dimensions on that and you think about bias and explained ability to become increasingly important and notion of a digital ethics board and thinking about ethics more pervasively so I think that companies and clients we serve that do really well in digital transformation are those that keen on those three things the notion of experience is the true compass for how you try transformation the ability to intermix domain and digital in a meaningfully intersecting fashion and to be thoughtful proactive and get governance right up front in the journey to come so let me again building out a little bit because people are increasingly recognizing that we're not going to centralized with cloud we're going to greater distribute we're going to distribute data more we're going to distribute function more but you just added another dimension that some some of us have been thinking about for a long time and that's this notion of distributing authorities yeah so that an individual at the edge can make the decision based on the data and the resources that are available with the appropriate set of authorities and that has to be handled at a central in a in a overall coherent governed way so that leaves the next question and just before you go that I mean I think the best example of that is we do that most corporations do that really well in the financial scheme of things business is that the edge make decisions on a day-to-day basis on pricing and and relationships and so on and so forth and yet there's a central audit committee that looks through the financials and make sure it meets the right requirements and has the right framework and much in the same way we're gonna start seeing digital ethics committees that become part of these large corporations as they think about digitizing the business governance at the end of the day is how do you how you orchestrate multiple divergent claims against a common set of assets and and being able to do that it's absolutely essential and it leads to this notion of we've got to cite these ideas of digital business digital services and operations management how are we going to weave them together utilizing some of these new technologies new fabrics that are now possible to both achieve the outcomes we're talking about at scale in its speed yeah well the the technology capabilities are improving really well in that area and so the good news is there's a set of tools that are now available that give you the ingredients the the components of the recipe that's required to make dinner well you know the the work that needs to happen is actually how to orchestrate their that to figure out which components you to come in and how do you pull together a vertical stack that has the right components to meet your needs today and more importantly to address the needs of the future because this is changing like no other time in history you want options with everything you do now you want to make sure that you have a stream of options for the future and that's especially important here that's right that's exactly right and and the the the quick framework we've established there is sort of the three-legged stool of how do you integrate quickly how do you modular eyes your investments and how do you govern them into one integrated whole and those become really important I'll give you examples you know much of the work we do will work with the consumer bank for instance and they'll want to do a robotic process automation engagement will run on for nine months they'll get 1,800 robots up and running and the next question becomes well now we have all this data that we didn't really have because now we have an RPA running how do I learn some machine learning insights from there and so we then work with them to actually drive some insights and get these questions answered and then the engagement changes to well now that we have this pattern recognition that we understand more questions will be asked how do I respond to those questions a automatically and before they get asked this notion of next best action and so you think about that journey of a traditional client you know the requirements change from robotics to machine learning to conversationally AI to something else and keeping that string of investments that that innovative sort of streak true and yet being able to manage govern and protect the investments that's the key role and especially if we do want to look at innovation at the edge because we want to see some commonalities otherwise we freaked people out along the way don't exactly right so I'm J Street of AUSA thank you very much for being on the cube thank you for having me and once again I'm Peter Burroughs and we'll be back with our next guest shortly from BMC Hilux immersion day here at the Santa Clara Marriott thanks very much for listening

>>Hi, I'm Peter Burress. And welcome back to know the Cube conversation. This one from B M sees Helix Immersion Day at Santa Clara Marriott in Santa Clara, California. Once again, we've got a great set of topics for today Today, Right now we're gonna talk about is the everybody talks about the explosion in the amount of data, but nobody talks about the resulting or associated explosion in software. And that may in fact, be that an even bigger issue than the explosion and data. Because ultimately, we want to apply that data and get work done. That's gonna require that we rethink service's rethink service management, rethink operations and rethink operations management in the context of how all this new software is gonna create new work but also can perform new classes of work. Soto have that conversation. We've got a couple of great guests. New York. And here is the BMC president of Digital Service is in operations management division to BMC. Welcome back to the Cube. >>Thank you. >>And me Here shoot Close the CEO of Automation anywhere here. Welcome to the Cube. So Naoki, I want to start with you. A year ago, we started on this journey of how this new digital service is is going to evolve to do Maur types of work for people. How has be emcees? Helix Platform evolved in that time. >>So if you remember last time, it's almost a year. Back when we launched Helix, which was all around taking the service management capability that we had on Prem Minute available in cloud continue rise so customers can run and cut of their choice and provided experience through various channels bought as channel off that customer experience. This is what we had released last time. We call it the three C's for Helix, Everything in cloud containerized with cognitive capabilities so customers can transform that experience in this version. What we are extending helix is with the operation side. So although I Tom capabilities that we have in our platform are now a part off Felix, so we have one entering platform so that customers can discover every asset that they have on prominent loud monitor those assets detected anomalies service bought four lines of business and for i t. For immediate issues that happen, vulnerabilities that are there in the system and automatically optimized capacity and cost on holistic. This whole closed loop off operations and service coming together is what this next day off innovations that were launching BMC Helix >>Soma here New York He's talked about very successfully, and Felix has been a very successful platform for improving user experience. But up front, I noted that we're not just talking about human beings as users anymore. We're talking about software is users R p a robotic process. Automation is a central feature of some of these new trends. Tell us a little bit about how robotic process automation is driving an increased need for this kind of digital service in operations management capability? >>Sure think it a high level you have to think of. The new organization has augmented organization that are human and what's working side by side, each doing what they're best at. And so, in a specific example of a service organization, uh, the the BMC hell ex ist Licht Alexis Taking this is Think of this as a utility where the way you plug it into an electricity outlet and switch on the light and you get the electricity, you plug into the BMC helix, and behind it, you have augmented workforce of chat boards are pia bots, human beings each doing what they're best at and giving a far superior customer experience and like any other that is happening now. And that's the future off service industry. >>But when you point a human, so to speak metaphorically into that system, there's a certain amount of time there's a certain amount of training. There's a certain, and as a consequence, you can have a little bit more predictable scale. That doesn't mean that you don't end up with a lot of complexity, but our p A seems that the potential of our P A seems that you're going to increase the rate at which these users, in this case, digital users are going to enter into the system. You don't have a training regimen you can attach to them. They have to be tested. They have to be discovered. You have to be put in operation with reliability. How is that ultimately driving the need for some of these new capabilities? >>I think you if you think of this, if you think of this box as a digital workers, you almost have to go through the same process that you would go through human beings. You onboard them in terms of you, configure them. You trained them with cognitive capabilities and the and then in. The one difference is the monitor themselves. Without any bias they give, they can give you. They can give their own performance rating performance rating card. Um, but the beauty off this is when human and what's work together because there are some functions that the bots can do well. And then at some point they can hand off to the human beings and human beings. Do some of the more interesting work that is based on judgment. Call customer service. All of that, um, so that the combination is is the end goal for everybody >>and to add would be here said right, that customer experience, whether you're providing experience to employees, are consumers and customers. That is the ultimate goal. That's ultimate result of what you want to get and the speed at which you provided experiences, the accuracy of which you provide experience of the cause, that which you provided experience becomes a competitive sensation, which is where all this automation, this augmentation that they're doing with humans and bots is what enables us to do that right for or large enterprise customers May major service organizations trying to transform into that beautiful. >>But increasingly, it seems as though the, uh, the things that we have to do to orchestrate in ministry Maur users digital and human undertaking Maur complex tasks where each is best applied is really driving a lot of new data mentioned upfront, an enormous amount of software and you said new experiences. But those experiences have to be reliable, have to be secure. They have to be predictable. So that suggests this overwhelming impact of all of these capabilities. You talk about a digital tsunami? What are some of the key things? Do you think Enterprise is gonna have to do to start engaging that? >>Yeah, I'm incredibly college 40 nursery revolution. Whether we call our initial transformation, I think what we all are experiencing is the tsunami Texan ami, right, Tsunami of clouds, where you have corruption clouds, private clouds have a close marriage clouds, tsunami of devices, not just more valid visors, but also has everything alone, as is getting connected devices, tsunami of channels. I mean, as an end user, I wantto experience that in the channel of my preference lack as a journalism as a channel tsunami of bots, off conversation, bullets in our Peabody. So in this tsunami, I think what everyone is trying to figure out is, how do they manage this explosion? It's humanly impossible to do it all manually. You have toe augment it. But of course, intelligence, I'm all. But then, of course, boss, become a big part of that augmentation toe. Orchestrate all of them back to back cross. >>I would say that the this is no longer nice to have, because if you look it from over consumer's perspective, last 20 years of digital technologies off from my Amazons and Google's of the World, Netflix and others they have created this mind set off instant customer gratification, and we all been trained for it. So what was acceptable five years ago is no longer acceptable in our own lives, I e. And so this new standard off instant result instant outcome. Instant respond. Instant delivery V. Just expected. Right. Once you're end, consumer begins to do that. We as a business is no longer have a choice that's writing on the wall. And so what? This new platform Zehr doing like you'd be emcee. Hellickson automation anywhere is delivering their instant gratification. And when you think about it, more and more of the new customers that are millennials, they don't know any other way. So for them, this is the only experience they will relate. Oh, so again, this is not nice to see Oh, it is. But it is the only way only the world will operate, right? >>Well, what we're trying to do is take on new classes of customer experience, new operational opportunities to improve our profitability, innovate and find new value propositions. But you mentioned time arrival rate of transaction is no longer predictable. It's gonna be defined by the market, not by your employees. We could go on and on and on with that. What is taught us a little bit about automation anywhere and what automation anywhere is doing to try to ensure that as businesses go off to attend to the complexity creates new value at the same time can introduce simplicity where they could get scale and more automation. >>Sure, you earlier mentioned that with explosion of data came the explosion off applications And what? Let me focus on what problem or permission anywhere solves. If you look at large organizations, they have vast amount of applications, sometimes 408 100 few 1000 what we have seen. What we've been doing historically is using people as a human bridges between this applications. And we have a prettier that way for too long. And that's the world today. >>So humans are the interface >>humans at the bridges between applications and often called the salty air operations. That's the easiest way to describe it. So the what are two mission ever does is it offers this technology platform robotic process automation area in an Arctic split form that integrates all off it together into a seamless automation bought that can go across and with the eye it can make intelligent, intelligent choices. Um, and so now take that Combined with the BMC, Alex, and you have a seamless service platform that can deliver superior experience. >>So we've got now these swivel chair users now being software, which means that we could discover them more easily. We can monitor them more easily, and that feeds. He looks >>absolutely so you know, in our consumer wall, in a day to day life We are used to a certain experience of how we consume data or consume experiences with our TVs and all the channels that experience that we have an identity. Life is what people expect when they walk into the company, right walking to the Enterprise, which every IittIe organization is trying to figure out. How do they get to that level of maturity? So this is what the combination of what we're doing with Felix and automation anywhere brewing's that consumer great experiences into an enterprise >>world. Some here when we think about our p A. We're applying it in interesting and innovative ways, no question about it. But there are certain patterns of success. Give us some visibility into what you are seeing leads to success. And then what's the future of our P? A. How's that gonna involve over the next few years? >>Sure. Um, R P has been deployed across virtually every industry and virtually every department, so there are many ways to get started in All of them are right. But often we find is that you can either start in a central organization where in terror organization is doing everything centrally. It is a great way to get started. But eventually we learned that the Federated Way is the best way to end where hundreds of offices all over the world, if you are especially large organization, each business unit is doing it with I t providing governments and central security and policies and an actual bots running and being implemented all over the world eventually for a large gilt transformation. That is a common pattern we have seen among successful customers. >>And where do you think this is? Houses pattern going to evolve as enterprises gained more familiarity with it, innovating new and interesting ways and his automation anywhere, and others advance the state of the art. Where do you think it's gonna end up? >>The read is going is is I define it as an app store experience or a Google play experience. So if you think about how we operate over mobile devices today, if you want something on your device, you would look for a nap that does that. We're getting to a point where there is bought for everything in a digital worker for everything. So if you need certain job done, you first go to a what store? Uh that is an automation anywhere website. Look for about that. Does something higher or download that Bart. Get the work done and it comes pre built. Like many. There are works with BMC Felix on many of those, So s. So that is your 1st 1st way you will look, look for getting your work done in a new body economy. And if it if there's no but available, then you look for other options. It will transform how we work and how we think of >>work. In many respects, it's the gig economy with perfect contractor, and it's that leads to some very in string challenges. Ultimately, we start thinking about service Is so Ni aki based on what me here just talked about. Where does digital service is go as our P A joins other classes of users in creating those new experiences at new Prophet points and new value propositions, >>it becomes a competitive. How you provide that service can become a big competitive sensation for financial institutions. For telcos, which is a service industry, right, you're providing that service and, like two meters point, then the user hits that switch. They expect the light to come on If I'm an end user, that consumer warning a service from my telco provider, all from my, um, financial institution. I expect that service to be instantaneous at the highest accuracy accuracy at which super wide is gonna start driving competitor, official for financial institutions of financial institution Telco two Telco and that So I C companies, differentiating and really surviving are thriving in the long term. >>It's no longer becoming something that's nice to have its jacks or better in business, too. >>That's right. And the demo of the live demo that we saw today was really impressive because it sure that what would have taken a few days to happen now happens in three minutes. Right? It is, which is, which is almost the time it takes to call an uber. You know, when interpreters begin to do work at a pace that what you call an uber that's that's that's the future. Yes, it's here. >>Yes, so do I mean the demo that we do the entire enter and demo to request additional storage and being able to provisional remediating issues that we see predict cost and make it available to the end user develop whoever it is is asking for it in minutes. Alright, which used to take days and days. No, no, no, not to mention sometimes in pixels. >>It's typically done faster at scale, with greater reliability. Greater greater security, Certainly greater predictability, et cetera. All right. Here. Shukla, CEO of automation Anywhere. Yeah. Kenny, our president off the dental Service is and operations management division at BMC. Thanks both of you for being on the Cube. >>Thank you. >>Thank you. >>Once again, I'm Peter Burress and I want to thank you for participating in this cube conversation from Santa Clara Marriott at B M sees helix immersion days until next time.