>> Announcer: From around the globe, it's theCUBE. With digital coverage of AWS reInvent Executive Summit 2020, sponsored by Accenture and AWS. >> Hello and welcome back to theCUBE's coverage of AWS reInvent 2020. This is special programming for the Accenture Executive Summit where all the thought leaders are going to extract the signal from those share with you their perspective of this year's reInvent conference as it respects the customers' digital transformation. Brian Bohan is the director and head of Accenture, AWS Business Group at Amazon web services. Brian, great to see you. And Chris Wegmann is the Accenture Amazon Business Group technology lead at Accenture. Guys this is about technology vision this conversation. Chris, I want to start with you because you're Andy Jackson's keynote. You heard about the strategy of digital transformation, how you got to lean into it. You got to have the guts to go for it and you got to decompose. He went everywhere.(chuckles) So what did you hear? What was striking about the keynote? Because he covered a lot of topics. >> Yeah. It was epic as always from Andy. Lot of topics, a lot to cover in the three hours. There was a couple of things that stood out for me. First of all, hybrid. The concept, the new concept of hybrid and how Andy talked about it, bringing the compute and the power to all parts of an enterprise, whether it be at the edge or are in the big public cloud, whether it be in an Outpost or wherever it'd be, right with containerization now. Being able to do Amazon containerization in my data center and that's awesome. I think that's going to make a big difference. All that being underneath the Amazon console and billing and things like that, which is great. I'll also say the chips, right? I know computer is always something that we always kind of take for granted but I think again, this year, Amazon and Andy really focused on what they're doing with the chips and compute and the compute is still at the heart of everything in cloud. And that continued advancement is making an impact and will make and continue to make a big impact. >> Yeah, I would agree. I think one of the things that really... I mean the container thing was I think really kind of a nuance point. When you've got Deepak Singh on the opening day with Andy Jassy and he runs a container group over there. When we need a small little team, he's on the front stage. That really is the key to the hybrid. I think this showcases this new layer. We're taking advantage of the Graviton2 chips, which I thought was huge. Brian, this is really a key part of the platform change, not change, but the continuation of AWS. Higher level servers, >> Yep. building blocks that provide more capabilities, heavy lifting as they say but the new services that are coming on top really speaks to hybrid and speaks to the edge. >> It does. Yeah. I think like Andy talks about and we talked about we really want to provide choice to our customers, first and foremost. And you can see that in the array of services we have, we can see it in the the hybrid options that Chris talked about. Being able to run your containers through ECS or EKS anywhere. It just get to the customers choice. And one of the things that I'm excited about as you talk about going up the stack and on the edge are things, most certainly Outpost, right? So now Outpost was launched last year but then with the new form factors and then you look at services like Panorama, right? Being able to take computer vision and embed machine learning and computer vision, and do that as a managed capability at the edge for customers. And so we see this across a number of industries. And so what we're really thinking about is customers no longer have to make trade-offs and have to think about those choices, that they can really deploy natively in the cloud and then they can take those capabilities, train those models, and then deploy them where they need to whether that's on premises or at the edge, whether it be in a factory or retail environment. I think we're really well positioned when hopefully next year we start seeing the travel industry rebound and the need more than ever really to kind of rethink about how we kind of monitor and make those environments safe. Having this kind of capability at the edge is really going to help our customers as we come out of this year and hopefully rebound next year. >> Chris, I want to go back to you for a second. It's hard to pick your favorite innovation from the keynote because, Brian, just reminded me of some things I forgot happened. It was like a buffet of innovation. Some keynotes have one or two, there was like 20. You got the industrial piece that was huge. Computer vision, machine learning, that's just a game changer. The connect thing came out of nowhere in my opinion. I mean, it's a call center technology so it's boring as hell, what are you going to do with that?(Brian and Chris chuckle) It turns out it's a game changer. It's not about the calls but the contact and that's distant intermediating in the stack as well. So again, a feature that looks old is actually new and relevant. What was your favorite innovation announcement? >> It's hard to say. I will say my personal favorite was the Mac OS. I think that is a phenomenal just addition, right? And the fact that AWS has worked with Apple to integrate the Nitro chip into the iMac and offer that out. A lot of people are doing development for IOS and that stuff and that's just been a huge benefit for the development teams. But I will say, I'll come back to Connect. You mentioned it but you're right. It's a boring area but it's an area that we've seen huge success with since Connect was launched and the additional features that Amazon continues to bring, obviously with the pandemic and now that customer engagement through the phone, through omni-channel has just been critical for companies, right? And to be able to have those agents at home, working from home versus being in the office, it was a huge advantage for several customers that are using Connect. We did some great stuff with some different customers but the continue technology like you said, the call translation and during a call to be able to pop up those keywords and have a supervisor listen is awesome. And some of that was already being done but we are stitching multiple services together. Now that's right out of the box. And that Google's location is only going to make that go faster and make us to be able to innovate faster for that piece of the business. >> It's interesting not to get all nerdy and business school like but you've got systems of records, systems of engagement. If you look at the call center and the Connect thing, what got my attention was not only the model of disintermediating that part of the engagement in the stack but what actually cloud does to something that's a feature or something that could be an element like say call center, the old days of calling the 800 number and getting some support. You got infra chip, you have machine learning, you actually have stuff in the in the stack that actually makes that different now. The thing that impressed me was Andy was saying, you could have machine learning detect pauses, voice inflections. So now you have technology making that more relevant and better and different. So a lot going on. This is just one example of many things that are happening from a disruption innovation standpoint. What do you guys think about that? Am I getting it right? Can you share other examples? >> I think you are right and I think what's implied there and what you're saying and even in the other Mac OS example is the ability... We're talking about features, right? Which by themselves you're saying, Oh, wow! What's so unique about that? But because it's on AWS and now because whether you're a developer working with Mac iOS and you have access to the 175 plus services that you can then weave into your new application. Talk about the Connect scenario. Now we're embedding that kind of inference and machine learning to do what you say, but then your data Lake is also most likely running in AWS, right? And then the other channels whether they be mobile channels or web channels or in-store physical channels, that data can be captured and that same machine learning could be applied there to get that full picture across the spectrum, right? So that's the power of bringing you together on AWS, the access to all those different capabilities and services and then also where the data is and pulling all that together for that end to end view. >> Can you guys give some examples of work you've done together? I know there's stuff we've reported on, in the last session we talked about some of the connect stuff but that kind of encapsulates where this is all going with respect to the tech. >> Yeah. I think one of them, it was called out on Doug's Partner Summit is a SAP Data Lake Accelerator, right? Almost every enterprise has SAP, right? And getting data out of SAP has always been a challenge, right? Whether it be through data warehouses and AWS, or sorry, SAP BW. What we've focused on is getting that data when you have SAP on AWS, getting that data into the Data Lake, right? Getting it into a model that you can pull the value out and the customers can pull the value out, use those AI models. So that's one thing we worked on in the last 12 months. Super excited about seeing great success with customers. A lot of customers had ideas. They want to do this, they had different models. What we've done is made it very simplified. Framework which allows customers to do it very quickly, get the data out there and start getting value out of it and iterating on that data. We saw customers are spending way too much time trying to stitch it all together and trying to get it to work technically. And we've now cut all of that out and they can immediately start getting down to the data and taking advantage of those different services that are out there by AWS. >> Brian, you want to weigh in as things you see as relevant builds that you guys done together that kind of tease out the future and connect the dots to what's coming? >> I'm going to use a customer example. We worked with, it just came out, with Unilever around their blue air, connected, smart air purifier. And what I think is interesting about that, I think it touches on some of the themes we're talking about as well as some of the themes we talked about in the last session, which is we started that program before the pandemic, but Unilever recognized that they needed to differentiate their product in the marketplace, move to more of a services oriented business which we're seeing as a trend. We enabled this capability. So now it's a smart air purifier that can be remote managed. And now when the pandemic hit, they are in a really good position, obviously, with a very relevant product and capability to be used. And so, that data then as we were talking about is going to reside on the cloud. And so the learning that can now happen about usage and about filter changes, et cetera can find its way back into future iterations of that picked out that product. And I think that's keeping with what Chris is talking about where we might be systems of record like in SAP, how do we bring those in and then start learning from that data so that we can get better on our future iterations? >> Hey, Chris, on the last segment we did on the business mission session, Andy Tay from your team talked about partnerships within a century and working with other folks. I want to take that now on the technical side because one of the things that we heard from Doug's keynote and during the partner day was integrations and data were two big themes. When you're in the cloud technically, the integrations are different. You're going to get unique things in the public cloud that you're just not going to get on-premise access to other cloud native technologies and companies. How do you see the partnering of Accenture with people within your ecosystem and how the data and the integration play together? What's your vision? >> Yeah. I think there's two parts of it. One there's from a commercial standpoint, right? Some marketplace, you heard Dave talk about that in the partner summit, right? That marketplace is now bringing together this ecosystem in a very easy way to consume by the customers and by the users and bringing multiple partners together. And we're working with our ecosystem to put more products out in the marketplace that are integrated together already. I think one from a technical perspective though. If you look at Salesforce, I talked a little earlier about Connect. Another good example technically underneath the covers, how we've integrated Connect and Salesforce, some of it being pre-built by AWS and Salesforce, other things that we've added on top of it, I think are good examples. And I think as these ecosystems these ISVs put their products out there and start exposing more and more APIs on the Amazon platform may opening it up, having those pre-built network connections there between the different VPCs of the different areas within within a customer's network and having them all opened up and connected and having all that networking done underneath the covers. It's one thing to call the APIs, it's one thing to have access to those and that's not a big focus of a lot of ISVs and customers who build those APIs and expose them but having that network infrastructure underneath and being able to stay within the cloud, within AWS to make those connections that pass that data. We always talk about scale, right? It's one thing if I just need to pass like a simple user ID back and forth, right? That's fine. We're not talking massive data sets, whether it be seismic data or whatever it be, passing those large data sets between customers across the Amazon network is going to open up the world. >> Yeah, I see huge possibilities there and love to keep on this story. I think it's going to be important and something to keep track of. I'm sure you guys will be on top of it. One of the things I want to dig into with you guys now is Andy had kind of this philosophical thing in his keynote talk about societal change and how tough the pandemic is. Everything's on full display and this kind of brings out kind of like where we are and the truth. If you look at the truth it's a virtual event. I mean, it's a website and you got some sessions out there, we're doing remote best we can and you've got software and you've got technology and the other concept of a mechanism, it's software, it does something It does a purpose. Accenture, you guys have a concept called Living Systems where growth strategy powered by technology. How do you take the concept of a living organism or a system and replace the mechanism staleness of computing and software? And this is kind of interesting because we're on the cusp of a major inflection point post COVID. I get the digital transformation being slow. That's yes, that's happening. There's other things going on in society. What do you guys think about this Living Systems concept? Yeah. I'll start. I think the living system concept, it started out very much thinking about how do you rapidly change your system, right? And because of cloud, because of DevOps, because of all these software technologies and processes that we've created, that's where it started making it much easier, make it a much faster being able to change rapidly. But you're right. I think if you now bring in more technologies, the AI technology, self-healing technologies. Again, you heard Andy in his keynote talk about the systems and services they're building to detect problems and resolve those problems, right? Obviously automation is a big part of that. Living Systems, being able to bring that all together and to be able to react in real time to either when a customer asks, either through the AI models that have been generated and turning those AI models around much faster and being able to get all the information that came in the last 20 minutes, right? Society is moving fast and changing fast and even in one part of the world, if something in 10 minutes can change. And being able to have systems to react to that, learn from that and be able to pass that on to the next country especially in this world of COVID and things changing very quickly and diagnosis and medical response all that so quickly to be able to react to that and have systems pass that information, learn from that information is going to be critical. >> That's awesome. Brian, one of the things that comes up every year is, oh, the cloud's scalable. This year I think we've talked on theCUBE before, years ago certainly with the Accenture and Amazon. I think it was like three or four years ago. Yeah. The clouds horizontally scalable but vertically specialized at the application layer. But if you look at the Data Lake stuff that you guys have been doing where you have machine learning, the data is horizontally scalable and then you got the specialization in the app changes the whole vertical thing. You don't need to have a whole vertical solution or do you? So, how has this year's cloud news impacted vertical industries? Because it used to be, oh, oil and gas, financial services. They've got a team for that. We got a stack for that. Not anymore. Is it going away? What's changing? >> Well. It's a really good question. I think what we're seeing, and I was just on a call this morning talking about banking and capital markets and I do think the challenges are still pretty sector specific. But what we do see is the kind of commonality when we start looking at the, and we talked about this, the industry solutions that we're building as a partnership, most of them follow the pattern of ingesting data, analyzing that data and then being able to provide insights and then actions, right? So if you think about creating that kind of common chassis of that in just the Data Lake and then the machine learning, and you talk about the nuances around SageMaker and being able to manage these models, what changes then really are the very specific industries' algorithms that you're writing, right, within that framework. And so, we're doing a lot and Connect is a good example of this too, where you look at it and yeah, customer service is a horizontal capability that we're building out, but then when you stamp it into insurance or retail banking, or utilities, there are nuances then that we then extend and build so that we meet the unique needs of those industries and that's usually around those models. >> Yeah. I think this year was the first reInvent that I saw real products coming out that actually solved that problem. I mean, it was there last year SageMaker was kind of moving up the stack, but now you have apps embedding machine learning directly in and users don't even know it's in there. I mean, cause this is kind of where it's going, right? I mean-- >> You saw that was in announcements, right? How many announcements where machine learning is just embedded in? I mean, CodeGuru, DevOps Guru, the Panorama we talked about, it's just there. >> Yeah. I mean having that knowledge about the linguistics and the metadata, knowing the business logic, those are important specific use cases for the vertical and you can get to it faster. Chris, how is this changing on the tech side, your perspective? >> Yeah. I keep coming back to AWS and cloud makes it easier, right? All this stuff can be done and some of it has been done, but what Amazon continues to do is make it easier to consume by the developer, by the customer and to actually embed it into applications much easier than it would be if I had to go set up the stack and build it all on them and embed it, right? So it's shortcoming that process and again, as these products continue to mature, right, and some of this stuff is embedded, it makes that process so much faster. It reduces the amount of work required by the developers the engineers to get there. So, I'm expecting you're going to see more of this, right. I think you're going to see more and more of these multi connected services by AWS, that has a lot of the AI ML pre-configured Data Lakes, all that kind of stuff embedded in those services. So you don't have to do it yourself and continue to go up the stack. And we always talk about Amazon's built for builders, right? But, builders have been super specialized and are becoming, as engineers were being asked to be bigger and bigger and to be be able to do more stuff and I think these kind of integrated services are going to help us do that >> And certainly needed more now when you have hybrid edge that they're going to be operating with microservices on a cloud model and with all those advantages that are going to come around the corner for being in the cloud. I mean, I think there's going to be a whole clarity around benefits in the cloud with all these capabilities and benefits. Cloud Guru I think it's my favorite this year because it just points to why that could happen. I mean that happens because of the cloud data.(laughs) If you're on-premise, you may not have a little Cloud Guru. you are going to get more data but they're all different. Edge certainly will come in too. Your vision on the edge, Chris, how you see that evolving for customers because that could be complex, new stuff. How is it going to get easier? >> Yeah. It's super complex now, right? I mean, you got to design for all the different edge 5G protocols are out there and solutions, right? Amazon's simplifying that. Again, I come back to simplification, right? I can build an app that works on any 5G network that's been integrated with AWS, right. I don't have to set up all the different layers to get back to my cloud or back to my my bigger data set. And that's kind of choking. I don't even know where to call the cloud anymore. I got big cloud which is a central and I go down then you've got a cloud at the edge. Right? So what do I call that? >> Brian: It's just really computing.(laughing) Exactly. So, again, I think is this next generation of technology with the edge comes right and we put more and more data at the edge. We're asking for more and more compute at the edge, right? Whether it be industrial or for personal use or consumer use, that processing is going to get more and more intense to be able to maintain under a single console, under a single platform and be able to move the code that I developed across that entire platform, whether I have to go all the way down to the very edge at the 5G level, right, or all the way back into the bigger cloud and how that processing in there, being able to do that seamlessly is going to allow the speed of development that's needed. >> Wow. You guys done a great job and no better time to be a techie or interested in technology or computer science or social science for that matter. This is a really perfect store. A lot of problems to solve, a lot of change happening, positive change opportunities, a lot of great stuff. Final question guys. Five years working together now on this partnership with AWS and Accenture. Congratulations, you guys are in pole position for the next wave coming. What's exciting you guys? Chris, what's on your mind? Brian, what's getting you guys pumped up? >> Well, again, I come back to Andy mentioned it in his keynote, right? We're seeing customers move now, right. Five years ago we knew customers were going to do this. We built a partnership to enable these enterprise customers to make that journey, right? But now, even more we're seeing them move at such great speed, right? Which is super excites me, right? Because I can see... Being in this for a long time now, I can see the value on the other end. We've been wanting to push our customers as fast as they can through the journey and now they're moving. Now they're getting the religion, they're getting there. They see they need to do it to change your business so that's what excites me. It just the excites me, it's just the speed at which we're going to to see the movement. >> Yeah. >> Yeah. I'd agree with that. I mean, I just think getting customers to the cloud is super important work and we're obviously doing that and helping accelerate that. It's what we've been talking about when we're there all the possibilities that become available, right? Through the common data capabilities, the access to the 175 somewhat AWS services. I also think and this is kind of permeated through this week at Re:invent is the opportunity, especially in those industries that do have an industrial aspect, a manufacturing aspect, or a really strong physical aspect of bringing together IT and operational technology and the business with all these capabilities and I think edge and pushing machine learning down to the edge and analytics at the edge is really going to help us do that. And so I'm super excited by all that possibility because I feel like we're just scratching the surface there. >> It's a great time to be building out. and this is the time for reconstruction, reinvention. Big theme, so many storylines in the keynote and the events . It's going to keep us busy here at SiliconANGLE on theCUBE for the next year. Gentlemen, thank you for coming on. I really appreciate it. Thanks. >> Thank you. All right. Great conversation. We're getting technical. We're going to go another 30 minutes A lot to talk about. A lot of storylines here at AWS Re:Invent 2020 at the Accenture Executive Summit. I'm John Furrier. Thanks for watching. (upbeat music)

>>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Okay. Welcome back to the cubes coverage of 80 us. Re-invent 2020 virtual ecentric executive summit. The two great guests here to break down the analysis of the relationship with cloud and essential. Brian bowhead director ahead of Accenture. 80 was a business group at Amazon web services. And Andy T a B G the M is essentially Amazon business group lead managing director at Accenture. Uh, I'm sure you're super busy and dealing with all the action, Brian. Great to see you. Thanks for coming on. So thank you. You guys essentially has been in the spotlight this week and all through the conference around this whole digital transformation, essentially as business group is celebrating its 50th anniversary. What's new, obviously the emphasis of next gen post COVID generation, highly accelerated digital transformation, a lot happening. You got your five-year anniversary, what's new. >>Yeah, it, you know, so if you look back it's exciting. Um, you know, so it was five years ago. Uh, it was actually October where we, where we launched the Accenture AWS business group. And if we think back five years, I think we're still at the point where a lot of customers were making that transition from, you know, should I move to cloud to how do I move to cloud? Right? And so that was one of the reasons why we launched the business group. And since, since then, certainly we've seen that transition, right? Our conversations today are very much around how do I move to cloud, help me move, help me figure out the business case and then pull together all the different pieces so I can move more quickly, uh, you know, with less risk and really achieve my business outcomes. And I would say, you know, one of the things too, that's, that's really changed over the five years. >>And what we're seeing now is when we started, right, we were focused on migration data and IOT as the big three pillars that we launched with. And those are still incredibly important to us, but just the breadth of capability and frankly, the, the, the breadth of need that we're seeing from customers. And obviously as AWS has matured over the years and launched our new capabilities, we're Eva with Accenture. Um, and in the business group, we've broadened our capabilities and deepened our capabilities over the, over the last five years as well. For instance, this year with, with COVID, especially, it's really forced our customers to think differently about their own customers or their citizens, and how do they serve as those citizens. So we've seen a huge acceleration around customer engagement, right? And we powered that with Accenture customer engagement platform powered by ADA, Amazon connect. And so that's been a really big trend this year. And then, you know, that broadens our capability from just a technical discussion to one where we're now really reaching out and, and, um, and helping transform and modernize that customer and citizen experience as well, which has been exciting to say, Andy want to get your thoughts here. We've >>Been reporting and covering essential for years. It's not like it's new to you guys. I mean, five years is a great anniversary. You know, check is good relationship, but you guys have been doing the work you've been on the trend line. And then this hits and Andy said on his keynote, and I thought he said it beautifully. And he even said it to me, my one-on-one interview with them was it's on full display right now, the whole digital transformation, everything about it is on full display and you're either were prepared for it or you kind of word, and you can see who's there. You guys have been prepared. This is not new. So give us the update from your perspective, how you're taking advantage of this, of this massive shift, highly accelerated digital transformation. >>Well, I think, I think you can be prepared, but you've also got to be prepared to always sort of, I think what we're seeing in, in, um, in, in, in, in recent times and particularly in two 20, what, what is it I think today there are, um, 4% of the enterprise workloads sits at the cloud. Um, you know, that leaves 96% out there on prem. Um, and I think over the next four to five years, um, we're going to see that sort of, uh, acceleration to the, to the cloud pick up, um, this year as Andy touched on, I think, uh, uh, on Tuesday in his, I think the pandemic is a forcing function, uh, for companies to, to, to really pause and think about everything from, from, you know, how they, um, manage that technology, their infrastructure, to, to clarity to where that data sets to what insights and intelligence that getting from that data. >>And then eventually even to, to the talent, the talent they have in the organization and how they can be competitive, um, that culture, that culture of innovation, of invention and reinvention. And so I think, I think, you know, when you, when you think of companies out there faced with these challenges, it forces us, it forces AWS's forces, AEG to come together and think through how can we help create value for them? How can we help help them move from sort of just causing and rethinking to having real plans in action and that taking them, uh, into, into implementation. And so that's, that's what we're working on. Um, I think over the next five years, we're looking to just continue to come together and, and help these companies get to the cloud and get the value from the cloud. Cause it's, it's beyond just getting to the cloud attached to me and living in the cloud and getting the value from it. >>It's interesting. Andy was saying, don't just put your toe in the water. You've got to go beyond the toe in the water kind of approach. Um, I want to get to that large scale cause that's the big pickup this week that I kind of walked away with was it's large scale. Acceleration's not just toe in the water experimentation. Can you guys share, what's causing this large scale end to end enterprise transformation and what are some of the success criteria have you seen for the folks who have done that? Yeah. And I'll, I'll start in the end. >>You can buy a lawn. So you, it's interesting if I look >>Back a year ago at reinvent and when I did the cube interview, then we were talking about how ABG we're >>Starting to see that shift of customers. You know, we've been working with customers for years on a single of what I call a single-threaded programs, right? We can do a migration, we can do SAP, we can do a data program. And then even last year we were really starting to see customers ask. The question is like, what kind of synergies and what kind of economies of scale do I get when I start bringing these different threads together and also realizing that it's, you know, to innovate for the business and build new applications, new capabilities, well, that, that is going to inform what data you need to, to hydrate those applications, right? Which then informs your data strategy while a lot of that data is then also embedded in your underlying applications that sit on premises. So you should be thinking through how do you get those applications into the cloud? >>So you need to draw that line through all of those layers. And that was already starting last year. And so last year we launched the joint transformation program with AEG. And then, so we were ready when this year happened and then it was just an acceleration. So things have been happening faster than we anticipated, but we knew this was going to be happening. And luckily we've been in a really good position to help some of our customers really think through all those different layers of kind of the pyramid as we've been calling it along with the talent and change pieces, which are also so important as you make this transformation to cloud >>Andy, what's the success factors. Andy Jassy came on stage during the partner day, a surprise fireside chat with Doug Hume and talking about this is really an opportunity for partners to, to change the business landscape with enablement from Amazon. You guys are in a pole position to do that in the marketplace. What's the success factors that you see, >>Um, really from three, three fronts, I'd say, um, w you know, one is the, the people. Um, and, and I, I, again, I think Andy touched on sort of a, uh, success factors, uh, early in the week. And for me, it's these three areas that it sort of boils down to, to these three areas. Um, one is the, the, the, the people, uh, from the leaders that it's really important to set those big, bold visions point the way. And then, and then, you know, set top down goals. How are we going to measure you almost do get what you measure, um, to be, you know, beyond the leaders, to, to the right people in the right position across the company. We're finding a key success factor for these end to end transformations is not just the leaders, but you haven't poached across the company, working in a, in a collaborative, shared, shared success model, um, and people who are not afraid to, to invent and fail. >>And so that takes me to perhaps the second point, which is the culture. Um, it's important, uh, with finding food for the right conditions to be set in the company, not enable people to move at pace, move at speed, be able to fail fast, um, keep things very, very simple, and just keep iterating and that sort of culture of iteration, um, and improvement versus seeking perfection is, is super important for, for success. And then the third part of maybe touch on is, is partners. Um, I think, you know, as we move forward over the next five years, we're going to see an increasing number of players in the ecosystem in the enterprises state. Um, you're going to see more and more SAS providers. And so it's important for companies and our joint clients out there to pick partners like, um, like AWS or, or Accenture or others, but to pick partners who have all worked together and built solutions together. And that allows them to get speed to value quicker. It allows them to bring in pre-assembled solutions, um, and really just drive that transformation in a quicker, it sorts of manner. >>Yeah, that's a great point worth calling out, having that partnership model that's additive and has synergy in the cloud, because one of the things that came out of this this week, this year is reinvented, is there's new things going on in the public cloud, even though hybrid is an operating model, outpost and super relevant. There, there are benefits for being in the cloud and you've got partners, APIs, for instance, and have microservices working together. This is all new, but I got, I got to ask that on that thread, Andy, where did you see your customers going? Because I think, you know, as you work backwards from the customers, you guys do, what's their needs, how do you see them? You know, where's the puck going? Where can they skate to where the puck's going? Because you can almost look forward and say, okay, I've got to build modern apps. I got to do the digital transformation. Everything is a service. I get that, but what do they, what, what solutions are you building for them right now to get there? >>Yeah. And, and of course, with, with, you know, industries blurring and multiple companies, it's always hard to boil down to the exact situations, but you can probably look at it from a sort of a thematic lens. And what we're seeing is as the cloud transformation journey picks up from us perspective, we've seen a material shift in the solutions and problems that we're trying to address with clients that they are asking for us, uh, to, to help, uh, address is no longer just the back office where you're sort of looking at cost and efficiency and, um, uh, driving gains from that perspective. It's beyond that, it's now materially the top line. It's, how'd you get the driving to the, you know, speed to insights, how'd you get them decomposing, uh, their application set in order to derive those insights. Um, how'd you get them, um, to, to, um, uh, sort of adopt leading edge industry solutions that give them that jump start, uh, and that accelerant to winning the customers, winning the eyeballs. >>Um, and then, and then how'd you help drive the customer experience. We're seeing a lot of push from clients, um, or ask for help on how do I optimize my customer experience in order to retain my eyeballs. And then how do I make sure I've got a soft self-learning ecosystem at play, um, where I, you know, it's not just a practical experience, but I can sort of keep learning and iterating, um, how treat my, eat, my customers, um, and a lot of that, um, that's still self-learning that comes from, you know, putting in, uh, intelligence into your, into your systems, getting an AI and ML, uh, in that. And so as a result of that, where it was seeing a lot of push and a lot of what we're doing, uh, is pouring investments into those areas. And then finally, maybe beyond the bottom line and the top line is how do you harden that and protect that with, um, security and resilience? Uh, so I'll probably say those are the three areas. John >>Brian on the business model side, obviously the enablement is what Amazon has. Um, we see things like SAS factory coming on board and the partner network I've see a, is a big, huge partner of you guys. Um, the business models there. You've got I, as, as doing great with chips, you have this data modeling this data opportunity to enable these modern apps. We heard about the partner strategy from Andy. I'm talking about yesterday now about how can partners within even a center. What's the business model side on your side that you're enabling this. Can you just share your thoughts on that? >>Yeah. And so it's, it's interesting. And again, I'm kind of build it in a build a little bit on some of the things that Andy really talked about there, right? And that we, if you think of that from the partnership, we are absolutely helping our customers with kind of that it modernization piece and we're investing a lot and that there's hard work that needs to get done there. And we're investing a lot as a partnership around the tools, the assets and the methodology. So in AWS and Accenture show up together as AEG, we are executing off a single blueprint with a single set of assets so we can move fast. So we're going to continue to do that with all the hybrid announcements from this past week, those get baked into that, that migration modernization theme, but the other really important piece here as we go up the stack, Andy mentioned it, right? >>The data piece, like so much of what we're talking about here is around data and insights. Right? I did a cube interview last week with, uh, Carl hick. Um, who's the CIO from Takeda. And if you hear Christophe Weber from Takeda talk, he talks about Takeda being a data company, data and insights company. So how do we, as a partnership, again, build the capabilities and the platforms like with Accenture's applied insights platform so that we can bootstrap and really accelerate our client's journey. And then finally, on the innovation on the business front, and Andy was touching on some of these, we are investing in industry solutions and accelerators, right? Because we know that at the end of the day, a lot of these are very similar. We're talking about ingesting data, using machine learning to provide insights and then taking action. So for instance, the cognitive insurance platform that we're working together on with Accenture, if they get about property and casualty claims and think about how do we enable touchless claims using machine learning and computer vision that can assess based on an image damage, and then be able to triage that and process it accordingly, right? >>Using all the latest machine learning capabilities from AWS >>With that deep, um, AI machine learning data science capability from Accenture, who knows all those algorithms that need to get built and build that library by doing that, we can really help these insurance companies accelerate their transformation around how they think about claims and how they can speed those claims on behalf of their policy holder. So that's, what's an example of a, kind of like a bottom to top view of what we're doing in the partnership to address these new needs. >>That's awesome. Andy, I want to get back to your point about culture. You mentioned it twice now. Um, challenge is a big part of the game here. Andy Jassy referenced Lambda. Next generation developers were using Lambda. He talked about CIO stories around, they didn't move fast enough. They lost three years. A new person came in and made it go faster. This is a new, this is a time for a certain kind of, um, uh, professional and individual, um, to, to be part of, um, this next generation. What's the talent strategy you guys have to attract and attain the best and retain the best people. How do you do it? >>Um, you know, it's, it's, um, it's an interesting one. It's, it's, it's oftentimes a, it's, it's a significant point and often overlooked. Um, you know, people, people really matter and getting the right people, um, in not just in AWS or, but then on our customers is super important. We often find that much of our discussions with, with our clients is centered around that. And it's really a key ingredient. As you touched on, you need people who are willing to embrace change, but also people who are willing to create new, um, to invent new, to reinvent, um, and to keep it very simple. Um, w we're we're we're seeing increasingly that you need people who have a sort of deep learning and a deep, uh, or deep desire to keep learning and to be very curious as, as they go along. Most of all, though, I find that, um, having people who are not willing or not afraid to fail is critical, absolutely critical. Um, and I think that that's, that's, uh, a necessary ingredient that we're seeing, um, our clients needing more off, um, because if you can't start and, and, and you can't iterate, um, you know, for fear of failure, you're in trouble. And I think Andy touched on that you, you know, where that CIO, that you referred to last three years, um, and so you really do need people who are willing to start not afraid to start, um, and, uh, and not afraid to lead. Yeah. >>It takes a gut-check there. I just said, you guys have a great team over there. Everyone at the center I've interviewed strong, talented, and not afraid to lean in and, and into the trends. Um, I got to ask on that front cloud first was something that was a big strategic focus for Accenture. How does that fit into your business group? That's, uh, Amazon focus, obviously their cloud, and now hybrid everywhere, as I say, um, how does that all work it out? >>We're super excited about our cloud first initiative, and I think it fits it, um, really, uh, perfectly it's it's, it's what we needed. It's, it's, it's a, it's another accelerant. Um, if you think of first, what we're doing is we're, we're putting together, um, a capability set that will help enable him to and translations as Brian touched on your help companies move, you know, from just, you know, migrating to, to, to modernizing, to driving insights, to bringing in change, um, and, and, and helping on that, on that talent. So that's sort of component number one is how does Accenture bring the best, uh, end to end transformation capabilities to our clients? Number two is perhaps, you know, how do we, um, uh, bring together pre-assembled as Brian touched on preassembled industry offerings to help as an accelerant, uh, for our, for our customers three, as, as we touched on earlier, is, is that sort of partnership with the ecosystem. >>We're going to see an increasing number of SAS providers in an estate in the enterprises States out there. And so, you know, parts of our cloud first and our AEG strategy is to increase our touchpoints and our integrations and our solutions and our offerings where the ecosystem partners out there, the ISV partners out there, and the SAS providers out there. And then number four is really about, you know, how do we, um, extend the definition of the cloud? I think oftentimes people thought of the cloud just as sort of on-prem and prem. Um, but, but as Andy touched on earlier this week, you know, you've, you've got this, the concept of hybrid cloud and that in itself, um, uh, is, is, is, uh, you know, being redefined as well, you know, where you've got the intelligent edge and you've got various forms of the edge. Um, so that's the fourth part of, of our, of our cloud first strategy. And, and, and for us was super excited because all of that is highly relevant for ABG, as we look to build those capabilities as industry solutions and others, and as we look to enable our customers, but also how we, you know, as we, as we look to extend how we go to market, uh, I joined tally PS, uh, in, uh, in our respective skews and products. >>Well, what's clear now is that people now realize that if you contain that complexity, the upside is massive. And that's great opportunity for you guys. We got to get to the final question for you guys to weigh in on, as we wrap up next five years, Brian, Andy weigh in, how do you see that playing out? What do you see this exciting, um, for the partnership and the cloud first cloud, everywhere cloud opportunities share some perspective. >>Yeah, I, I, they, you know, just kinda building on that cloud first, right? What cloud first. And we were super excited when cloud first was announced and you know, what it signals to the market and what we're seeing in our customers, which is cloud really permeates everything that we're doing now. Um, and, and so all aspects of the business will get infused with cloud in some ways, you know, it, it touches on all pieces. And I think what we're going to see is just a continued acceleration and getting much more efficient about pulling together the disparate, what had been disparate pieces of these transformations, and then using automation using machine learning to go faster. Right? And so, as we start thinking about the stack, right, well, we're going to get, I know we are, as a partnership is we're already investing there and getting better and more efficient every day as the migration pieces and the moving assets, the cloud are just going to continue to get more automated, more efficient, and those will become the economic engines that allow us to fund the differentiated, innovative app activities up the stack. >>So I'm excited to see us, you know, kind of invest to make those, those, um, those bits accelerated for customers so that we can free up capital and resources to invest where it's going to drive the most outcome for their end customers. Um, and I think that's going to be a big focus and that's going to have the industry, um, you know, focus. It's going to be making sure that we can consume the latest and greatest of AWS has capabilities and, you know, in the areas of machine learning and analytics, but then Andy's also touched on it bringing in ecosystem partners, right? I mean, one of the most exciting wins we had this year, and this year of COVID is looking at the universe, uh, looking at Massachusetts, the COVID track and trace solution that we put in place is a partnership between Accenture, AWS, and Salesforce, right? So again, bringing together three really leading partners who can deliver value for our customers. I think we're going to see a lot more of that. As customers look to partnerships like this, to help them figure out how to bring together the best of the ecosystem to drive solutions. So I think we're going to see more of that as well. >>All right, Andy final word, your take >>Of innovation is, is picking up. Um, the split things are just going faster and faster. I'm just super excited and looking forward to the next five years as, as you know, the technology invention, um, comes out and continues to sort of set new standards from AWS. Um, and as we, as Accenture bringing our industry capabilities, we marry the two, we, we go and help our customers super exciting times. >>Well, congratulations on the partnership. I want to say thank you to you guys, because I've reported a few times some stories around real successes around this COVID pandemic that you guys worked together on with Amazon that really changed people's lives. Uh, so congratulations on that too as well. I want to call that out. Thanks for coming >>Up. Thank you. Thanks for coming on. >>Okay. This is the cubes coverage, Accenture AWS partnership, part of the center's executive summit at Avis reinvent 2020. I'm John for your host. Thanks for watching.

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

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

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

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

>>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Hi, everyone. Welcome to the cube virtual coverage of the executive summit at AWS reinvent 2020 virtual. This is the cube virtual. We can't be there in person like we are every year we have to be remote. This executive summit is with special programming supported by Accenture where the cube virtual I'm your host John for a year. We had a great panel here called on cloud first digital transformation from some experts, Stuart driver, the director of it and infrastructure and operates at lion Australia, Douglas Regan, managing director, client account lead at lion for Accenture as a deep Islam associate director application development lead for Accenture gentlemen. Thanks for coming on the cube virtual. >>That's a mouthful, >>All that digital, but the bottom line it's cloud transformation. This is a journey that you guys have been on together for over 10 years to be really a digital company. Now, some things have happened in the past year that kind of brings all this together. This is about the next generation organization. So I want to ask a Stuart, you first, if you can talk about this transformation at lion has undertaken some of the challenges and opportunities and how this year in particular has brought it together because you know, COVID has been the accelerant of digital transformation. Well, if you're 10 years in, I'm sure you're there. You're in the, uh, on that wave right now. Take a minute to explain this transformation journey. >>Yeah, sure. So number of years back, we, we looked at kind of our infrastructure and our landscape. I'm trying to figure out where we wanted to go next. And we were very analog based, um, and stuck in the old it Grove of Capitol reef rash, um, struggling to transform, struggling to get to a digital platform and we needed to change it up so that we could, uh, become very different business to the one that we were back then. Um, obviously cloud is an accelerant to that and we had a number of initiatives that needed a platform to build on. And a cloud infrastructure was the way that we started today. That side, we went through a number of transformation programs that we didn't want to do that in the old world. We wanted to do it in the new world. So, um, for us, it was palming up with, uh, you know, dried organizations that can take you on the journey and, uh, you know, start to deliver a bit by bit incremental progress, uh, to get to the, uh, I guess the promise land. >>Um, we're not, uh, not all the way there, but to where we were a long way along. And then when you get to some of the challenges like we've had this year, um, it makes all of the hard work worthwhile because you can actually change pretty quickly, um, provide capacity and, uh, and increase your environments and, you know, do the things that you need to do in a much more dynamic way than we would have been able to previously where we might've been waiting for the hardware vendors, et cetera, to deliver, um, capacity for us this year. It's been a pretty strong year from an it perspective and delivering for the business needs before we hit the Douglas. I want to >>Just really quick redirect to you and say, you know, if all the people who said, Oh yeah, you got to jump on cloud, get in early, you know, a lot of naysayers like, well, wait till to mature a little bit. Really, if you got in early and you, you know, paying your dues, if you will taking that medicine with the cloud, you're really kind of peaking at the right time. Is that true? Is that one of the benefits that comes out of this getting in there? >>Well, I mean, John, this has been an unprecedented year, right? And, um, you know, Australia, we had to live through bushfires and then we had covert and, and then we actually had to deliver a, um, a project on very large transformational product project, completely remote. And then we also had had some, some cyber challenges, which is public as well. And I don't think if we weren't moved into and enabled through the cloud, we would have been able to achieve that this year. It would have been much different. It would have been very difficult to do the fact that we're able to work and partner with Amazon through this year, which has been unprecedented and actually come out the other end and we've delivered a brand new digital capability across the entire business. Um, it really wouldn't have been impossible if we could, I guess, stayed in the old world. The fact that we were moved into the new Naval by the Navy allowed us to work in this unprecedented year. >>Just quick. What's your personal view on this? Because I've been saying on the Cuban reporting, necessity's the mother of all invention and the word agility has been kicked around as kind of a cliche, Oh, be agile. You know, we're going to get to Sydney. You can a minute on specifically, but from your perspective, uh, Douglas, what does that mean to you? Because there is benefits there for being agile. And >>I mean, I think as Stuart mentioned, right, in a lot of these things we try to do and, you know, typically, you know, hardware capabilities, uh, the last to be told and, and, and always the only critical path to be done, you know, we really didn't have that in this case, what we were doing with our projects in our deployments, right. We were able to move quickly able to make decisions in line with the business and really get things going, right. So a lot of times in a traditional world, you have these inhibitors, you have these critical path, it takes weeks and months to get things done as opposed to hours and days, and, and truly allowed us to, we had to, you know, BJ things, move things. And, you know, we were able to do that in this environment with AWS to support and the fact that we can kind of turn things off and on as quickly as we needed. Yeah. >>Cloud-scale is great for speed. So DECA, Gardez get your thoughts on this cloud first mission, you know, it, you know, the dev ops world, they saw this early, that jumping in there, they saw the, the, the agility. Now the theme this year is modern applications with the COVID pandemic pressure, there's real business pressure to make that happen. How did you guys learn to get there fast? And what specifically did you guys do at Accenture and how did it all come together? Can you take us inside kind of how it played out? >>No ma'am. So we started off with us and we worked with lions experts and, uh, the lost knowledge that I had, um, we then applied >>Our journey to cloud strategy and basically revolves around the seminars and, and, uh, you know, the deep repeating steps from our perspective was, uh, assessing the current environment, setting up the new cloud environment. And as we go modernizing and migrating these applications to the cloud now, you know, one of the key things that, uh, you know, we did not along this journey was that, you know, you can have the best plans, but the environment that we were dealing with, we, we often than not have to make changes. Uh, what opened a lot of agility and also work with a lot of collaboration with the, uh, Lyon team, as well as, uh, uh, AWS. I think the key thing for me was being able to really bring it all together. It's not just, uh, you know, essentially mobilize all of us working together to make this happen. >>What were some of the learnings real quick here for your journey there? >>So I think so from our perspective, the key learnings that, you know, uh, you know, when, when we look back at, uh, the, the infrastructure that was that we were trying to migrate over to the cloud, a lot of the documentation, et cetera, was not, uh, available. We were having to, uh, figure out a lot of things on the fly. Now that really required us to have, uh, uh, people with deep expertise who could go into those environments and, and work out, uh, you know, the best ways to, to migrate the workloads to the cloud. Uh, I think, you know, the biggest thing for me was making Jovi had on that real SMEs across the board globally, that we could leverage across the various technologies, uh, uh, and, and, and, you know, that would really work in our collaborative and agile. A lot of it would lie. >>Let's do what I got to ask you. How did you address your approach to the cloud and what was your experience? >>Yeah, for me, it's around getting the foundations right. To start with and then building on them. Um, so, you know, you've gotta have your, your, your process and you've got to have your, your kind of your infrastructure there and your blueprints ready. Um, AWS do a great job of that, right. Getting the foundations right. And then building upon it, and then, you know, partnering with Accenture allows you to do that very successfully. Um, I think, um, you know, the one thing that was probably surprising to us when we started down this journey and kind of after we got a long way down the track and looking backwards is actually how much you can just turn off. Right? So a lot of stuff that you, uh, you get left with a legacy in your environment, and when you start to work through it with the types of people that civic just mentioned, you know, the technical expertise working with the business, um, you can really rationalize environment and, uh, um, you know, cloud is a good opportunity to do that, to drive that legacy out. >>Um, so you know, a few things there, the other thing is, um, you've got to try and figure out the benefits that you're going to get out of moving here. So there's no point just taking something that is not delivering a huge amount of value in the traditional world, moving it into the cloud, and guess what is going to deliver the same limited amount of value. So you've got to transform it, and you've got to make sure that you build it for the future and understand exactly what you're trying to gain out of it. So again, you need a strong collaboration, you need, uh, um, you know, good partners to work with, and you need good engagement from the business as well, because the kind of, uh, you know, digital transformation, cloud transformation, isn't really an it project, I guess, fundamentally it is at the core, but it's a business project that you've got to get the whole business aligned on. You've got to make sure that your investment streams are appropriate and that's, uh, you're able to understand the benefits and the value that say, you're going to draw it back towards the business. >>Let's do it. If you don't mind me asking, what was some of the obstacles you encountered or learnings, um, that might've differed from the expectations we all been there, Hey, you know, we're going to change the world. Here's the sales pitch, here's the outcome. And then obviously things happen, you know, you learn legacy, okay. Let's put some containerization around that cloud native, um, all that rational. You're talking about what are you going to have obstacles? That's how you learn. That's how perfection is developed. How, what obstacles did you come up with and how are they different from your expectations going in? Yeah, >>They're probably no different from other people that have gone down the same journey. If I'm totally honest, the, you know, 70 or 80% of what you do is relatively easy because of the known quantity, it's relatively modern architectures and infrastructures, and you can, you know, upgrade, migrate, move them into the cloud, whatever it is, rehost, replatform, you know, rearchitect, whatever it is you want to do, it's the other stuff, right? It's the stuff that always gets left behind. And that's the challenge. It's, it's getting that last bit over the line and making sure that you haven't invested in the future while still carrying all of your legacy costs and complexity within your environment. So, um, to be quite honest, that's probably taken longer and has been more of a challenge than we thought it would be. Um, the other piece I touched on earlier on in terms of what was surprising was actually how much of, uh, your environment is actually not needed anymore. >>When you start to put a critical eye across it and understand, um, uh, ask the tough questions and start to understand exactly what, what it is you're trying to achieve. So if you ask a part of the business, do they still need this application or this service a hundred percent of the time, they'll say yes, until you start to lay out to them, okay. Now going to cost you this to migrate it or this, to run it in the future. And, you know, here's your ongoing costs and, you know, et cetera, et cetera. And then, uh, for a significant amount of those answers, you get a different response when you start to layer on the true value of it. So you start to flush out those hidden costs within the, and you start to make some critical decisions as a company based on that, based on that. So that was a little tougher than we first thought and probably broader than we thought there was more of that than we anticipated, uh, which actually resulted in a much cleaner environment, post post migration, >>You know, the old expression, if it moves automated, you know, it's kind of a joke on government, how they want to tax everything, you know, you want to automate, that's a key thing in cloud, and you've got to discover those opportunities to create value, uh, Stuart and Siddique. Mainly if you can weigh in on this love to know the percentage of total cloud that you have now, versus when you started, because as you start to uncover whether it's by design for purpose, or you discover opportunity to innovate like you guys have, I'm sure it kind of, you took on some territory inside Lyon, what percentage of cloud now versus stark? >>Yeah. I just thought it was minimal, right. You know, close to zero rise, single and single digits. Right. It was mainly SAS environments that we had, uh, sitting in cloud when we, uh, when we started, um, Don mentioned that air on a really significant transformation project, um, that we've on the Turk and recently gone live on a multi-year one. Um, you know, that's all stood up on AWS and there's a, a significant portion of our environment, um, in terms of what we can move to cloud. Uh, we're probably at about 80 or 90% now. And the balanced bit is, um, legacy infrastructure that is just gonna retire as we go through the cycle rather than migrate to the cloud. Um, so we are significantly cloud biased and, uh, you know, we're reaping the benefits of it in a year, like 2020, and makes you glad that you did all of the hard yards in the previous years when you start business challenges starting out as, yeah. >>So I think any common reaction. Yeah. Still the cloud percentage penetration. Okay. >>So I do, I do guys, all I was going to say was, I think it's like the 80 20 rule, right? We, we, we worked really hard in the, you know, I think 2018, 19 to get any person off the application onto the cloud. And over the last year is the 20% that we have been migrating to extend. Right. Uh, not, I think that is also, that's going to be good diet. And I think our next big step is going to be obviously, you know, the icing on the cake, which is to decommission all of these apps as well. Right. So, you know, to get the real benefits out of, uh, the whole conservation program from a, uh, from a reduction of cap ex >>Douglas and Stuart, can you guys talk about the decision around the cloud because you guys have had success with AWS, why AWS how's that decision made? Can you guys give some insight into some of those thoughts? >>I can, I can stop, start off. I think back when the decision was made and it was, it was a while back, um, you know, there's some clear advantages of moving relay, Ws, a lot of alignment with some of the significant projects and the trend, that particular one big transformation project that we've alluded to as well. Um, you know, we needed some, um, um, some very robust and, um, just future proof and, um, proven technology. And AWS gave that to us. We needed a lot of those blueprints to help us move down the path. We didn't want to reinvent everything. So, um, you know, having a lot of that legwork done for us and AWS gives you that, right. And particularly when you partner up with, uh, with a company like Accenture as well, you get a combination of the technology and the, and the skills and the knowledge to, to move you forward in that direction. >>So, um, you know, for us, it was a, uh, uh, it was a decision based on, you know, best of breed, um, you know, looking forward and, and trying to predict the future needs and, and, and kind of the environmental that we might need. Um, and, you know, partnering up with organizations that can take you on the journey. Yeah. And just to build on that. So obviously, you know, lions like an NWS, but, you know, we knew it was a very good choice given the, um, uh, the skills and the capability that we had, as well as the assets and tools we had to get the most out of, um, out of the AWS. And obviously our CEO globally has just made an announcement about a huge investment that we're making in cloud. Um, but you know, we've, we've worked very well with AWS. We've done some joint workshops and joint investments, um, some joint POC. So yeah, w we have a very good working relationship, AWS, and I think, um, one incident to reflect upon the cyber is, and again, where we actually jointly, you know, dove in with, um, with Amazon and some of their security experts and our experts, and we're able to actually work through that with wine success, quite them. So, um, you know, really good behaviors as an organization, but also really good capabilities. >>Yeah. As you guys, you're essential cloud outcomes, research shown, it's the cycle of innovation with the cloud. That's creating a lot of benefits knowing what you guys know now, looking back certainly COVID has impacted a lot of people kind of going through the same process, uh, knowing what you guys know now, would you advocate people to jump on this transformation journey? If so, how and what tweaks they make what's, uh, changes, what would you advise? >>I might take that one to start with. Um, I hate to think where we would have been when, uh, COVID kicked off here in Australia and, you know, we were all sent home, literally were at work on the Friday, and then over the weekend. And then Monday, we were told not to come back into the office and all of a sudden, um, our capacity in terms of remote access quadrupled, or more four, five X, uh, what we had on the Friday we needed on the Monday. And we were able to stand that up during the day Monday night into Tuesday, because we were cloud-based and, uh, you know, we just spun up your instances and, uh, you know, sort of our licensing, et cetera. And, and we had all of our people working remotely, um, within, uh, you know, effectively one business day. Um, I know peers of mine in other organizations and industries that are relying on kind of a traditional wise and getting hardware, et cetera, that were weeks and before they could get the right hardware to be able to deliver to their user base. >>So, um, you know, one example where you're able to scale and, uh, um, get, uh, get value out of this platform beyond probably what was anticipated at the time you talked about, um, you know, less this, the, in all of these kinds of things. And you can also think of a few scenarios, but real world ones where you're getting your business back up and running in that period of time is, is just phenomenal. There's other stuff, right? There's these programs that we've rolled out, you do your sizing, um, and in the traditional world, you would just go out and buy more servers than you need. And, you know, probably never realize the full value of those, you know, the capability of those servers over the life cycle of them. Whereas, you know, in a cloud world, you're putting what you think is right. And if it's not right, you bump it up a little bit when, when all of your metrics and so on, I'm tell you that you need to bump it up. And conversely, you Scarlet down at a, at the same rate. So for us with the types of challenges and programs and, uh, uh, and just business need, that's come at as this year, uh, we wouldn't have been able to do it without a strong cloud base, uh, to, uh, to move forward with >>Yeah, Douglas, one of the things I talked to, a lot of people on the right side of history who have been on the right wave with cloud, with the pandemic, and they're happy, they're like, and they're humble. Like, well, we're just lucky, you know, luck is preparation meets opportunity. And this is really about you guys getting in early and being prepared and readiness. This is kind of important as people realize that you gotta be ready. I mean, it's not just, you don't get lucky by being in the right place, the right time. And there were a lot of companies were on the wrong side of history here who might get washed away. This is a super important one >>Yeah. To echo and kind of build on what Stewart said. I think that the reason that we've had success and, and I guess the momentum is we, we didn't just do it in isolation within it and technology. It was actually linked to broader business changes, you know, creating basically a digital platform for the entire business, moving the business, where are they going to be able to come back stronger after COVID, when they're actually set up for growth, um, and actually allows, you know, uh, line to achievements growth objectives, and also its ambitions as far as what it wants to do, uh, with growth and whatever they may do with acquiring other companies and moving into different markets and launching new products. So we've actually done it in a way that is, you know, real and direct business benefit. Uh, it actually enables learning to grow. >>Jim. I really appreciate you coming. I have one final question. If you can wrap up here, uh, Stuart and Douglas, you don't mind weighing in what's the priorities for the future. What's next for lion and essential >>Christmas holidays, I'll start Christmas holidays and it's been a big year and then a, and then a reset, obviously, right? So, um, you know, it's, it's figuring out, uh, transform what we've already transformed, if that makes sense. So God, a huge proportion of our services sitting in the cloud. Um, but we know we're not done even with the stuff that is in there. We need to take those steps. We need more and more automation and orchestration. Uh, we need to, um, uh, our environment is more future growth. We need to be able to work with the business and understand what's coming at them so that we can know, build that into our environment. So again, it's really transformation on top of transformation. It's the way that I'll describe it. And it's really an open book, right? Once you get it in and you've got the capabilities and the evolving tool sets that, uh, AWS continue to bring to the market, um, you know, working with the partners to, to figure out how we unlock that value, um, you know, drive our costs down our efficiency up, uh, all of those kind of, you know, standard metrics. >>Um, but you know, we're looking for the next things to transform and showed value back out to our customer base, um, that, uh, that we continue to, you know, sell our products to and work with and understand how we can better make their names. Yeah, I think just to echo that, I think it's really leveraging this end to end digital capability they have and getting the most out of that investment. And then I think it's also moving to, uh, in a dumping more new ways of working as far as, you know, the state of the business. Um, it's getting up the speed of the market is changing. So being able to launch and do things quickly and also, um, be competitive with it, you know, inefficient operating costs, uh, now that they're in the cloud, right. So I think it's really leveraging the most out of a platform and then, you know, being efficient in launching things. So putting it with the business, >>Sadiq, any word from you on your priorities by UC this year in folding. >>Yeah. So, uh, there's got to say like e-learning squares, right? For me around this journey, this is a journey to the cloud, right. And, uh, you know, as well dug the students at it's getting all, you know, different parts of the organization along the journey business to ID to your, uh, Warnock Legos, et cetera. Right. And it takes time. It is tough, but, uh, uh, you know, you got to get started on it and, you know, once we, once we finish off, uh, it's the realization of the benefits now that, you know, looking forward, I think for, from Alliance perspective is, is, uh, you know, once we migrate all the workloads to the cloud, it is leveraging, uh, our stack drive. And as I think Stewart said, uh, earlier, uh, with, uh, you know, the latest and greatest stuff that non-compete WLC, it's basically working to see how we can really, uh, achieve more better operational excellence, uh, from a, uh, from a cloud perspective. >>Well, Stewart, thanks for coming on with a century, sharing your environment and what's going on and your journey you're on the right wave. Did the work you're in the, it's all coming together with faster, congratulations for your success and, uh, really appreciate Douglas and Steve for coming on as well from Accenture. Thank you for coming on. Thanks, John. Okay. Just the cubes coverage of executive summit at AWS reinvent. This is where all the thought leaders share their best practices, their journeys, and of course, special programming with Accenture and the cube. I'm Sean ferry, your host. Thanks for watching.

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

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

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

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

>>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome to cube three 60 fives coverage of the Accenture executive summit. Part of AWS reinvent. I'm your host Rebecca Knight. Today we are joined by a cube alum, Karthik, Lorraine. He is Accenture senior managing director and lead Accenture cloud. First, welcome back to the show Karthik. >>Thank you. Thanks for having me here. >>Always a pleasure. So I want to talk to you. You are an industry veteran, you've been in Silicon Valley for decades. Um, I want to hear from your perspective what the impact of the COVID-19 pandemic has been, what are you hearing from clients? What are they struggling with? What are their challenges that they're facing day to day? >>I think, um, COVID-19 is being a eye-opener from, you know, various facets, you know, um, first and foremost, it's a, it's a hell, um, situation that everybody's facing, which is not just, uh, highest economic bearings to it. It has enterprise, um, an organization with bedding to it. And most importantly, it's very personal to people, um, because they themselves and their friends, family near and dear ones are going through this challenge, uh, from various different dimension. But putting that aside, when you come to it from an organization enterprise standpoint, it has changed everything well, the behavior of organizations coming together, working in their campuses, working with each other as friends, family, and, uh, um, near and dear colleagues, all of them are operating differently. So that's what big change to get things done in a completely different way, from how they used to get things done. >>Number two, a lot of things that were planned for normal scenarios, like their global supply chain, how they interact with their client customers, how they go innovate with their partners on how that employees contribute to the success of an organization at all changed. And there are no data models that give them a hint of something like this for them to be prepared for this. So we are seeing organizations, um, that have adapted to this reasonably okay, and are, you know, launching to innovate faster in this. And there are organizations that have started with struggling, but are continuing to struggle. And the gap between the leaders and legs are widening. So this is creating opportunities in a different way for the leaders, um, with a lot of pivot their business, but it's also creating significant challenge for the lag guides, uh, as we defined in our future systems research that we did a year ago, uh, and those organizations are struggling further. So the gap is actually widening. >>So you just talked about the widening gap. I've talked about the tremendous uncertainty that so many companies, even the ones who have adapted reasonably well, uh, in this, in this time, talk a little bit about Accenture cloud first and why, why now? >>I think it's a great question. Um, we believe that for many of our clients COVID-19 has turned, uh, cloud from an experimentation aspiration to an origin mandate. What I mean by that is everybody has been doing something on the other end cloud. There's no company that says we don't believe in cloud are, we don't want to do cloud. It was how much they did in cloud. And they were experimenting. They were doing the new things in cloud, but they were operating a lot of their core business outside the cloud or not in the cloud. Those organizations have struggled to operate in this new normal, in a remote fashion, as well as, uh, their ability to pivot to all the changes the pandemic has brought to them. But on the other hand, the organizations that had a solid foundation in cloud were able to collect faster and not actually gone into the stage of innovating faster and driving a new behavior in the market, new behavior within their organization. >>So we are seeing that spend to make is actually fast-forwarded something that we always believed was going to happen. This, uh, uh, moving to cloud over the next decade is fast forward it to happen in the next three to five years. And it's created this moment where it's a once in an era, really replatforming of businesses in the cloud that we are going to see. And we see this moment as a cloud first moment where organizations will use cloud as the, the, the canvas and the foundation with which they're going to reimagine their business after they were born in the cloud. Uh, and this requires a whole new strategy. Uh, and as Accenture, we are getting a lot in cloud, but we thought that this is the moment where we bring all of that, gave him a piece together because we need a strategy for addressing, moving to cloud are embracing cloud in a holistic fashion. And that's what Accenture cloud first brings together a holistic strategy, a team that's 70,000 plus people that's coming together with rich cloud skills, but investing to tie in all the various capabilities of cloud to Delaware, that holistic strategy to our clients. So I want you to >>Delve into a little bit more about what this strategy actually entails. I mean, it's clearly about embracing change and being willing to experiment and having capabilities to innovate. Can you tell us a little bit more about what this strategy entails? >>Yeah. The reason why we say that as a need for strategy is like I said, cloud is not new. There's almost every customer client is doing something with the cloud, but all of them have taken different approaches to cloud and different boundaries to cloud. Some organizations say, I just need to consolidate my multiple data centers to a small data center footprint and move the nest to cloud. Certain other organizations say that well, I'm going to move certain workloads to cloud. Certain other organizations said, well, I'm going to build this Greenfield application or workload in cloud. Certain other said, um, I'm going to use the power of AI ML in the cloud to analyze my data and drive insights. But a cloud first strategy is all of this tied with the corporate strategy of the organization with an industry specific cloud journey to say, if in this current industry, if I were to be reborn in the cloud, would I do it in the exact same passion that I did in the past, which means that the products and services that they offer need to be the matching, how they interact with that customers and partners need to be revisited, how they bird and operate their IP systems need to be the, imagine how they unearthed the data from all of the systems under which they attract need to be liberated so that you could drive insights of cloud. >>First strategy hands is a corporate wide strategy, and it's a C-suite responsibility. It doesn't take the ownership away from the CIO or CIO, but the CIO is, and CDI was felt that it was just their problem and they were to solve it. And everyone as being a customer, now, the center of gravity is elevated to it becoming a C-suite agenda on everybody's agenda, where probably the CDI is the instrument to execute that that's a holistic cloud-first strategy >>And it, and it's a strategy, but the way you're describing it, it sounds like it's also a mindset and an approach, as you were saying, this idea of being reborn in the cloud. So now how do I think about things? How do I communicate? How do I collaborate? How do I get done? What I need to get done. Talk a little bit about how this has changed, the way you support your clients and how Accenture cloud first is changing your approach to cloud services. >>Wonderful. Um, you know, I did not color one very important aspect in my previous question, but that's exactly what you just asked me now, which is to do all of this. I talked about all of the variables, uh, an organization or an enterprise is going to go through, but the good part is they have one constant. And what is that? That is their employees, uh, because you do, the employees are able to embrace this change. If they are able to, uh, change them, says, pivot them says retool and train themselves to be able to operate in this new cloud. First one, the ability to reimagine every function of the business would be happening at speed. And cloud first approach is to do all of this at speed, because innovation is deadly proposed there, do the rate of probability on experimentation. You need to experiment a lot for any kind of experimentation. >>There's a probability of success. Organizations need to have an ability and a mechanism for them to be able to innovate faster for which they need to experiment a lot, the more the experiment and the lower cost at which they experiment is going to help them experiment a lot. And they experiment demic speed, fail fast, succeed more. And hence, they're going to be able to operate this at speed. So the cloud-first mindset is all about speed. I'm helping the clients fast track that innovation journey, and this is going to happen. Like I said, across the enterprise and every function across every department, I'm the agent of this change is going to be the employees or weapon, race, this change through new skills and new grueling and new mindset that they need to adapt to. >>So Karthik what you're describing it, it sounds so exciting. And yet for a pandemic wary workforce, that's been working remotely that may be dealing with uncertainty if for their kid's school and for so many other aspects of their life, it sounds hard. So how are you helping your clients, employees get onboard with this? And because the change management is, is often the hardest part. >>Yeah, I think it's, again, a great question. A bottle has only so much capacity. Something got to come off for something else to go in. That's what you're saying is absolutely right. And that is again, the power of cloud. The reason why cloud is such a fundamental breakthrough technology and capability for us to succeed in this era, because it helps in various forms. What we talked so far is the power of innovation that can create, but cloud can also simplify the life of the employees in an enterprise. There are several activities and tasks that people do in managing that complex infrastructure, complex ID landscape. They used to do certain jobs and activities in a very difficult underground about with cloud has simplified. And democratised a lot of these activities. So that things which had to be done in the past, like managing the complexity of the infrastructure, keeping them up all the time, managing the, um, the obsolescence of the capabilities and technologies and infrastructure, all of that could be offloaded to the cloud. >>So that the time that is available for all of these employees can be used to further innovate. Every organization is going to spend almost the same amount of money, but rather than spending activities, by looking at the rear view mirror on keeping the lights on, they're going to spend more money, more time, more energy, and spend their skills on things that are going to add value to their organization. Because you, every innovation that an enterprise can give to their end customer need not come from that enterprise. The word of platform economy is about democratising innovation. And the power of cloud is to get all of these capabilities from outside the four walls of the enterprise, >>It will add value to the organization, but I would imagine also add value to that employee's life because that employee, the employee will be more engaged in his or her job and therefore bring more excitement and energy into her, his or her day-to-day activities too. >>Absolutely. Absolutely. And this is, this is a normal evolution we would have seen everybody would have seen in their lives, that they keep moving up the value chain of what activities that, uh, gets performed buying by those individuals. And this is, um, you know, no more true than how the United States, uh, as an economy has operated where, um, this is the power of a powerhouse of innovation, where the work that's done inside the country keeps moving up to value chain. And, um, us leverage is the global economy for a lot of things that is required to power the United States and that global economic, uh, phenomenon is very proof for an enterprise as well. There are things that an enterprise needs to do them soon. There are things an employee needs to do themselves. Um, but there are things that they could leverage from the external innovation and the power of innovation that is coming from technologies like cloud. >>So at Accenture, you have long, long, deep Stan, sorry, you have deep and long-standing relationships with many cloud service providers, including AWS. How does the Accenture cloud first strategy, how does it affect your relationships with those providers? >>Yeah, we have great relationships with cloud providers like AWS. And in fact, in the cloud world, it was one of the first, um, capability that we started about years ago, uh, when we started developing these capabilities. But five years ago, we hit a very important milestone where the two organizations came together and said that we are forging a pharma partnership with joint investments to build this partnership. And we named that as a Accenture, AWS business group ABG, uh, where we co-invest and brought skills together and develop solutions. And we will continue to do that. And through that investment, we've also made several acquisitions that you would have seen in the recent times, like, uh, an invoice and gecko that we made acquisitions in in Europe. But now we're taking this to the next level. What we are saying is two cloud first and the $3 billion investment that we are bringing in, uh, through cloud-first. >>We are going to make specific investment to create unique joint solution and landing zones foundation, um, cloud packs with which clients can accelerate their innovation or their journey to cloud first. And one great example is what we are doing with Takeda, uh, billable, pharmaceutical giant, um, between we've signed a five-year partnership. And it was out in the media just a month ago or so, where we are, the two organizations are coming together. We have created a partnership as a power of three partnership, where the three organizations are jointly hoarding hats and taking responsibility for the innovation and the leadership position that Takeda wants to get to with this. We are going to simplify their operating model and organization by providing and flexibility. We're going to provide a lot more insights. Tequila has a 230 year old organization. Imagine the amount of trapped data and intelligence that is there. >>How about bringing all of that together with the power of AWS and Accenture and Takeda to drive more customer insights, um, come up with breakthrough R and D uh, accelerate clinical trials and improve the patient experience using AI ML and edge technologies. So all of these things that we will do through this partnership with joined investment from Accenture cloud first, as well as partner like AWS, so that Takeda can realize their gain. And, uh, their senior actually made a statement that five years from now, every ticket an employee will have an AI assistant. That's going to make that beginner employee move up the value chain on how they contribute and add value to the future of tequila with the AI assistant, making them even more equipped and smarter than what they could be otherwise. >>So, one last question to close this out here. What is your future vision for, for Accenture cloud first? What are we going to be talking about at next year's Accenture executive summit? Yeah, the future >>Is going to be, um, evolving, but the part that is exciting to me, and this is, uh, uh, a fundamental belief that we are entering a new era of industrial revolution from industry first, second, and third industry. The third happened probably 20 years ago with the advent of Silicon and computers and all of that stuff that happened here in the Silicon Valley. I think the fourth industrial revolution is going to be in the cross section of, uh, physical, digital and biological boundaries. And there's a great article, um, in one economic forum that people, uh, your audience can Google and read about it. Uh, but the reason why this is very, very important is we are seeing a disturbing phenomenon that over the last 10 years are seeing a Blackwing of the, um, labor productivity and innovation, which has dropped to about 2.1%. When you see that kind of phenomenon over that longer period of time, there has to be breakthrough innovation that needs to happen to come out of this barrier and get to the next, you know, base camp, as I would call it to further this productivity, um, lack that we are seeing, and that is going to happen in the intersection of the physical, digital and biological boundaries. >>And I think cloud is going to be the connective tissue between all of these three, to be able to provide that where it's the edge, especially is good to come closer to the human lives. It's going to come from cloud. Yeah. Pick totally in your mind, you can think about cloud as central, either in a private cloud, in a data center or in a public cloud, you know, everywhere. But when you think about edge, it's going to be far reaching and coming close to where we live and maybe work and very, um, get entertained and so on and so forth. And there's good to be, uh, intervention in a positive way in the field of medicine, in the field of entertainment, in the field of, um, manufacturing in the field of, um, you know, mobility. When I say mobility, human mobility, people, transportation, and so on and so forth with all of this stuff, cloud is going to be the connective tissue and the vision of cloud first is going to be, uh, you know, blowing through this big change that is going to happen. And the evolution that is going to happen where, you know, the human grace of mankind, um, our person kind of being very gender neutral in today's world. Um, go first needs to be that beacon of, uh, creating the next generation vision for enterprises to take advantage of that kind of an exciting future. And that's why it, Accenture, are we saying that there'll be change as our, as our purpose? >>I genuinely believe that cloud first is going to be the forefront of that change agenda, both for Accenture as well as for the rest of the work. >>Excellent. Let there be changed. Indeed. Thank you so much for joining us Karthik. A pleasure I'm Rebecca Knight stay tuned for more of Q3 60 fives coverage of the Accenture executive summit >>From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cube virtual and our coverage of the Accenture executive summit. Part of AWS reinvent 2020. I'm your host Rebecca Knight. Today, we are talking about the power of three. And what happens when you bring together the scientific, how of a global bias biopharmaceutical powerhouse in Takeda, a leading cloud services provider in AWS, and Accenture's ability to innovate, execute, and deliver innovation. Joining me to talk about these things. We have Aaron, sorry. Arjan Beatty. He is the senior managing director and chairman of Accenture's diamonds leadership council. Welcome Arjun. Thank you, Karl hick. He is the chief digital and information officer at Takeda. >>What is your bigger, thank you, Rebecca >>And Brian Beau Han global director and head of the Accenture AWS business group at Amazon web services. Thanks so much for coming on. Thank you. So, as I said, we're talking today about this relationship between, uh, your three organizations. Carl, I want to talk with you. I know you're at the beginning of your cloud journey. What was the compelling reason? Why w why, why move to the cloud and why now? >>Yeah, no, thank you for the question. So, you know, as a biopharmaceutical leader, we're committed to bringing better health and a brighter future to our patients. We're doing that by translating science into some really innovative and life transporting therapies, but throughout, you know, we believe that there's a responsible use of technology, of data and of innovation. And those three ingredients are really key to helping us deliver on that promise. And so, you know, while I think a I'll call it, this cloud journey is already always been a part of our strategy. Um, and we've made some pretty steady progress over the last years with a number of I'll call it diverse approaches to the digital and AI. We just weren't seeing the impact at scale that we wanted to see. Um, and I think that, you know, there's a, there's a need ultimately to, you know, accelerate and broaden that shift. >>And, you know, we were commenting on this earlier, but there's, you know, it's been highlighted by a number of factors. One of those has been certainly a number of the acquisitions we've made Shire, uh, being the most pressing example, uh, but also the global pandemic, both of those highlight the need for us to move faster, um, at the speed of cloud, ultimately. Uh, and so we started thinking outside of the box because it was taking us too long and we decided to leverage the strategic partner model. Uh, and it's giving us a chance to think about our challenges very differently. We call this the power of three, uh, and ultimately our focus is singularly on our patients. I mean, they're waiting for us. We need to get there faster. It can take years. And so I think that there is a focus on innovation at a rapid speed, so we can move ultimately from treating conditions to keeping people healthy. >>So as you are embarking on this journey, what are some of the insights you want to share about, about what you're seeing so far? >>Yeah, no, it's a great question. So, I mean, look, maybe right before I highlight some of the key insights, uh, I would say that, you know, with cloud now as the, as a launchpad for innovation, you know, our vision all along has been that in less than 10 years, we want every single to kid, uh, the associate or employee to be empowered by an AI assistant. And I think that, you know, that's going to help us make faster, better decisions. That'll help us, uh, fundamentally deliver transformative therapies and better experiences to, to that ecosystem, to our patients, to physicians, to payers, et cetera, much faster than we previously thought possible. Um, and I think that technologies like cloud and edge computing together with a very powerful I'll call it data fabric is going to help us to create this, this real-time, uh, I'll call it the digital ecosystem. >>The data has to flow ultimately seamlessly between our patients and providers or partners or researchers, et cetera. Uh, and so we've been thinking about this, uh, I'll call it weekly, call up sort of this pyramid, um, that helps us describe our vision. Uh, and a lot of it has to do with ultimately modernizing the foundation, modernizing and rearchitecting, the platforms that drive the company, uh, heightening our focus on data, which means that there's an accelerated shift towards, uh, enterprise data platforms and digital products. And then ultimately, uh, uh, uh, you know, really an engine for innovation sitting at the very top. Um, and so I think with that, you know, there's a few different, I'll call it insights that, you know, are quickly kind of come zooming into focus. I would say one is this need to collaborate very differently. Um, you know, not only internally, but you know, how do we define ultimately, and build a connected digital ecosystem with the right partners and technologies externally? >>I think the second component that maybe people don't think as much about, but, you know, I find critically important is for us to find ways of really transforming our culture. We have to unlock talent and shift the culture certainly as a large biopharmaceutical very differently. And then lastly, you've touched on it already, which is, you know, innovation at the speed of cloud. How do we re-imagine that? You know, how do ideas go from getting tested in months to kind of getting tested in days? You know, how do we collaborate very differently? Uh, and so I think those are three, uh, perhaps of the larger I'll call it, uh, insights that, you know, the three of us are spending a lot of time thinking about right now. >>So Arjun, I want to bring you into this conversation a little bit. Let's, let's delve into those a bit. Talk first about the collaboration, uh, that Carl was referencing there. How, how have you seen that? It is enabling, uh, colleagues and teams to communicate differently and interact in new and different ways? Uh, both internally and externally, as Carl said, >>No, thank you for that. And, um, I've got to give call a lot of credit because as we started to think about this journey, it was clear. It was a bold ambition was, uh, something that, you know, we had all to do differently. And so the concept of the power of three that Carl has constructed has become a label for us as a way to think about what are we going to do to collectively drive this journey forward. And to me, the unique ways of collaboration means three things. The first one is that, um, what is expected is that the three parties are going to come together and it's more than just the sum of our resources. And by that, I mean that we have to bring all of ourselves, all of our collective capabilities, as an example, Amazon has amazing supply chain capabilities. They're one of the best at supply chain. >>So in addition to resources, when we have supply chain innovations, uh, that's something that they're bringing in addition to just, uh, talent and assets, similarly for Accenture, right? We do a lot, uh, in the talent space. So how do we bring our thinking as to how we apply best practices for talent to this partnership? So, um, as we think about this, so that's, that's the first one, the second one is about shared success very early on in this partnership, we started to build some foundations and actually develop seven principles that all of us would look at as the basis for this success shared success model. And we continue to hold that sort of in the forefront, as we think about this collaboration. And maybe the third thing I would say is this one team mindset. So whether it's the three of our CEOs that get together every couple of months to think about, uh, this partnership, or it is the governance model that Carl has put together, which has all three parties in the governance and every level of leadership, we always think about this as a collective group so that we can keep that front and center. >>And what I think ultimately has enabled us to do is it's allowed us to move at speed, be more flexible. And ultimately all we're looking at the target the same way, the North side, the same way, >>Brian, about you, what have you observed and what are you thinking about in terms of how this is helping teams collaborate differently? Yeah, >>Absolutely. And RJ made some, some great points there. And I think if you really think about what he's talking about, it's that, that diversity of talent, diversity of skill and viewpoint and even culture, right? And so we see that in the power of three. And then I think if we drill down into what we see at Takeda and frankly Takeda was, was really, I think, pretty visionary and on their way here, right. And taking this kind of cross-functional approach and applying it to how they operate day to day. So moving from a more functional view of the world to more of a product oriented view of the world, right? So when you think about we're going to be organized around a product or a service or a capability that we're going to provide to our customers or our patients or donors in this case, it implies a different structure all to altogether and a different way of thinking, right? >>Because now you've got technical people and business experts and marketing experts all working together in this is sort of cross collaboration. And what's great about that is it's really the only way to succeed with cloud, right? Because the old ways of thinking where you've got application people and infrastructure, people in business, people is suboptimal, right? Because we can all access this tool as these capabilities and the best way to do that. Isn't across kind of a cross collaborative way. And so this is product oriented mindset. It's a keto was already on. I think it's allowed us to move faster. >>Carl, I want to go back to this idea of unlocking talent and culture. And this is something that both Brian and Arjun have talked about too. People are an essential part of their, at the heart of your organization. How will their experience of work change and how are you helping re-imagine and reinforce a strong organizational culture, particularly at this time when so many people are working remotely. >>Yeah. It's a great question. And it's something that, you know, I think we all have to think a lot about, I mean, I think, um, you know, driving this, this color, this, this digital and data kind of capability building, uh, it takes a lot of, a lot of thinking. So, I mean, there's a few different elements in terms of how we're tackling this one is we're recognizing, and it's not just for the technology organization or for those actors that, that we're innovating with, but it's really across all of the Qaeda where we're working through ways of raising what I'll call the overall digital leaders literacy of the organization, you know, what are the, you know, what are the skills that are needed almost at a baseline level, even for a global bio-pharmaceutical company and how do we deploy, I'll call it those learning resources very broadly. >>And then secondly, I think that, you know, we're, we're very clear that there's a number of areas where there are very specialized skills that are needed. Uh, my organization is one of those. And so, you know, we're fostering ways in which, you know, we're very kind of quickly kind of creating, uh, avenues excitement for, for associates in that space. So one example specifically, as we use, you know, during these, uh, very much sort of remote, uh, sort of days, we, we use what we call global it meet days, and we set a day aside every single month and this last Friday, um, you know, we, we create during that time, it's time for personal development. Um, and we provide active seminars and training on things like, you know, robotic process automation, data analytics cloud, uh, in this last month we've been doing this for months and months now, but in his last month, more than 50% of my organization participated, and there's this huge positive shift, both in terms of access and excitement about really harnessing those new skills and being able to apply them. >>Uh, and so I think that that's, you know, one, one element that can be considered. And then thirdly, um, of course every organization has to work on how do you prioritize talent, acquisition and management and competencies that you can't rescale? I mean, there are just some new capabilities that we don't have. And so there's a large focus that I have with our executive team and our CEO and thinking through those critical roles that we need to activate in order to kind of, to, to build on this, uh, this business led cloud transformation. And lastly, probably the hardest one, but the one that I'm most jazzed about is really this focus on changing the mindsets and behaviors. Um, and I think there, you know, this is where the power of three is, is really, uh, kind of coming together nicely. I mean, we're working on things like, you know, how do we create this patient obsessed curiosity, um, and really kind of unlock innovation with a real, kind of a growth mindset. >>Uh, and the level of curiosity that's needed, not to just continue to do the same things, but to really challenge the status quo. So that's one big area of focus we're having the agility to act just faster. I mean, to worry less, I guess I would say about kind of the standard chain of command, but how do you make more speedy, more courageous decisions? And this is places where we can emulate the way that a partner like AWS works, or how do we collaborate across the number of boundaries, you know, and I think, uh, Arjun spoke eloquently to a number of partnerships that we can build. So we can break down some of these barriers and use these networks, um, whether it's within our own internal ecosystem or externally to help, to create value faster. So a lot of energy around ways of working and we'll have to check back in, but I mean, we're early in on this mindset and behavioral shift, um, but a lot of good early momentum. >>Carl you've given me a good segue to talk to Brian about innovation, because you said a lot of the things that I was the customer obsession and this idea of innovating much more quickly. Obviously now the world has its eyes on drug development, and we've all learned a lot about it, uh, in the past few months and accelerating drug development is all, uh, is of great interest to all of us. Brian, how does a transformation like this help a company's ability to become more agile and more innovative and at a quicker speed to, >>Yeah, no, absolutely. And I think some of the things that Carl talked about just now are critical to that, right? I think where sometimes folks fall short is they think, you know, we're going to roll out the technology and the is going to be the silver bullet where in fact it is the culture, it is, is the talent. And it's the focus on that. That's going to be, you know, the determinant of success. And I will say, you know, in this power of three arrangement and Carl talked a little bit about the pyramid, um, talent and culture and that change, and that kind of thinking about that has been a first-class citizen since the very beginning, right. That absolutely is critical for, for being there. Um, and so that's been, that's been key. And so we think about innovation at Amazon and AWS and Chrome mentioned some of the things that, you know, a partner like AWS brings to the table is we talk a lot about builders, right? >>So we're kind of obsessive about builders. Um, and, and we meet what we mean by that is we, we, at Amazon, we hire for builders, we cultivate builders and we like to talk to our customers about it as well. And it also implies a different mindset, right? When you're a builder, you have that, that curiosity, you have that ownership, you have that stake and whatever I'm creating, I'm going to be a co-owner of this product or this service, right. Getting back to that kind of product oriented mindset. And it's not just the technical people or the it people who are builders. It is also the business people as, as Carl talked about. Right. So when we start thinking about, um, innovation again, where we see folks kind of get into a little bit of, uh, innovation, pilot paralysis, is that you can focus on the technology, but if you're not focusing on the talent and the culture and the processes and the mechanisms, you're going to be putting out technology, but you're not going to have an organization that's ready to take it and scale it and accelerate it. >>Right. And so that's, that's been absolutely critical. So just a couple of things we've been doing with, with the Qaeda and Decatur has really been leading the way is, think about a mechanism and a process. And it's really been working backward from the customer, right? In this case, again, the patient and the donor. And that was an easy one because the key value of Decatur is to be a patient focused bio-pharmaceutical right. So that was embedded in their DNA. So that working back from that, that patient, that donor was a key part of that process. And that's really deep in our DNA as well and Accentures. And so we were able to bring that together. The other one is, is, is getting used to experimenting and even perhaps failing, right. And being able to iterate and fail fast and experiment and understanding that, you know, some decisions, what we call it at Amazon are two two-way doors, meaning you can go through that door, not like what you see and turn around and go back. And cloud really helps there because the costs of experimenting and the cost of failure is so much lower than it's ever been. You can do it much faster and the implications are so much less. So just a couple of things that we've been really driving, uh, with Decatur around innovation, that's been really critical. >>Carl, where are you already seeing signs of success? Yeah, no, it's a great question. And so we chose, you know, uh, with our focus on, on innovation to try to unleash maybe the power of data digital in, uh, in focusing on what I call sort of a nave. And so we chose our, our, our plasma derived therapy business, um, and you know, the plasma-derived therapy business unit, it develops critical life-saving therapies for patients with rare and complex diseases. Um, but what we're doing is by bringing kind of our energy together, we're focusing on creating, I'll call it state of the art digitally connected donation centers. And we're really modernizing, you know, the, the, the donor experience right now, we're trying to, uh, improve also I'll call it the overall plasma collection process. And so we've, uh, selected a number of alcohol at a very high-speed pilots that we're working through right now, specifically in this, in this area. And we're seeing really great results already. Um, and so that's, that's one specific area of focus >>Arjun. I want you to close this out here. Any ideas, any best practices advice you would have for other pharmaceutical companies that are, that are at the early stage of their cloud journey for me? Yes. >>Yeah, no, I was breaking up a bit. No, I think they, um, the key is what's sort of been great for me to see is that when people think about cloud, you know, you always think about infrastructure technology. The reality is that the cloud is really the true enabler for innovation and innovating at scale. And, and if you think about that, right, in all the components that you need, that ultimately that's where the value is for the company, right? Because yes, you're going to get some cost synergies and that's great, but the true value is in how do we transform the organization in the case of the Qaeda and the life sciences clients, right. We're trying to take a 14 year process of research and development that takes billions of dollars and compress that, right. Tremendous amounts of innovation opportunity. You think about the commercial aspect, lots of innovation can come there. The plasma derived therapy is a great example of how we're going to really innovate to change the trajectory of that business. So I think innovation is at the heart of what most organizations need to do. And the formula, the cocktail that the Qaeda has constructed with this Fuji program really has all the ingredients, um, that are required for that success. >>Great. Well, thank you so much. Arjun, Brian and Carl was really an enlightening conversation. >>Yeah, it's been fun. Thanks Rebecca. >>Thank you for tuning into the cube virtuals coverage of the Accenture executive summit from around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. Welcome everyone to the cubes of Accenture >>Executive summit here at AWS reinvent. I'm your host Rebecca Knight for this segment? We have two guests. First. We have Helen Davis. She is the senior director of cloud platform services, assistant director for it and digital for the West Midlands police. Thanks so much for coming on the show, Helen, And we also have Matthew lb. He is Accenture health and public service associate director and West Midlands police account lead. Thanks so much for coming on the show. Matthew, thank you for having us. So we are going to be talking about delivering data-driven insights to the West Midlands police force. Helen, I want to start with you. Can you tell us a little bit about the West Midlands police force? How big is the force and also what were some of the challenges that you were grappling with prior to this initiative? >>Yes, certainly. So Westerners police is the second largest police force in the UK, outside of the metropolitan police in London. Um, we have an excessive, um, 11,000 people work at Westminster police serving communities, um, through, across the Midlands region. So geographically, we're quite a big area as well, as well as, um, being population, um, density, having that as a, at a high level. Um, so the reason we sort of embarked on the data-driven insights platform and it, which was a huge change for us was for a number of reasons. Um, namely we had a lot of disparate data, um, which was spread across a range of legacy systems that were many, many years old, um, with some duplication of, um, what was being captured and no single view for offices or, um, support staff. Um, some of the access was limited. You have to be in a, in an actual police building on a desktop computer to access it. Um, other information could only reach officers on the frontline through a telephone call back to one of our enabling services where they would do a manual checkup, um, look at the information, then call the offices back, um, and tell them what they needed to know. So it was a very long laborious process and not very efficient. Um, and we certainly weren't exploiting the data that we had in a very productive way. >>So it sounds like as you're describing and an old clunky system that needed a technological, uh, reimagination, so what was the main motivation for, for doing, for making this shift? >>It was really, um, about making us more efficient and more effective in how we do how we do business. So, um, you know, certainly as a, as an it leader and sort of my operational colleagues, we recognize the benefits, um, that data analytics could bring in, uh, in a policing environment, not something that was, um, really done in the UK at time. You know, we have a lot of data, so we're very data rich and the information that we have, but we needed to turn it into information that was actionable. So that's where we started looking for, um, technology partners and, um, suppliers to help us and sort of help us really with what's the art of the possible, you know, this hasn't been done before. So what could we do in this space that's appropriate for policing >>Helen? I love that idea. What is the art of the possible, can you tell us a little bit about why you chose AWS? >>I think really, you know, as with all things and when we're procuring a partner in the public sector that, you know, there are many rules and regulations quite rightly as you would expect that to be because we're spending public money. So we have to be very, very careful and, um, it's, it's a long process and we have to be open to public scrutiny. So, um, we sort of look to everything, everything that was available as part of that process, but we recognize the benefits that tide would provide in this space because, you know, without moving to a cloud environment, we would literally be replacing something that was legacy with something that was a bit more modern. Um, that's not what we wanted to do. Our ambition was far greater than that. So I think, um, in terms of AWS, really, it was around scalability, interoperability, you know, disaster things like the disaster recovery service, the fact that we can scale up and down quickly, we call it dialing up and dialing back. Um, you know, it's it's page go. So it just sort of ticked all the boxes for us. And then we went through the full procurement process, fortunately, um, it came out on top for us. So we were, we were able to move forward, but it just sort of had everything that we were looking for in that space. >>Matthew, I want to bring you into the conversation a little bit here. How are you working with the wet with the West Midlands police, sorry, and helping them implement this cloud first journey? >>Yeah, so I guess, um, by January the West Midlands police started, um, pay for five years ago now. So, um, we set up a partnership with the force I, and you to operate operation the way that was very different to a traditional supplier relationship. Um, secretary that the data difference insights program is, is one of many that we've been working with less neutral on, um, over the last five years. Um, as having said already, um, cloud gave a number of, uh, advantages certainly from a big data perspective and the things that that enabled us today, um, I'm from an Accenture perspective that allowed us to bring in a number of the different themes that we have say cloud themes, security teams, um, interacted from a design perspective, as well as more traditional services that people would associate with the country. >>So much of this is about embracing comprehensive change to experiment, innovate, and try different things. Matthew, how, how do you help an entity like West Midlands police think differently when they are, there are these ways of doing things that people are used to, how do you help them think about what is the art of the possible, as Helen said, >>There's a few things for that, you know, what's being critical is trying to co-create solutions together. Yeah. There's no point just turning up with, um, what we think is the right answer, try and say, um, collectively work through, um, the issues that the forest are seeing the outcomes they're looking to achieve rather than simply focusing on the long list of requirements I think was critical and then being really open to working together to create the right solution. Um, rather than just, you know, trying to pick something off the shelf that maybe doesn't fit the forces requirements in the way that it should to, right. It's not always a one size fits all. Obviously, you know, today what we thought was critical is making sure that we're creating something that met the forces needs, um, in terms of the outcomes they're looking to achieve the financial envelopes that were available, um, and how we can deliver those in a, uh, iterative agile way, um, rather than spending years and years, um, working towards an outcome, um, that is going to outdate before you even get that. >>How, how are things different? What kinds of business functions and processes have been re-imagined in, in light of this change and this shift >>It's, it's actually unrecognizable now, um, in certain areas of the business as it was before. So to give you a little bit of context, when we, um, started working with essentially century AWS on the data driven insights program, it was very much around providing, um, what was called locally, a wizzy tool for our intelligence analysts to interrogate data, look at data, you know, decide whether they could do anything predictive with it. And it was very much sort of a back office function to sort of tidy things up for us and make us a bit better in that, in that area or a lot better in that area. And it was rolled out to a number of offices, a small number on the front line. Um, I'm really, it was, um, in line with a mobility strategy that we, hardware officers were getting new smartphones for the first time, um, to do sort of a lot of things on, on, um, policing apps and things like that to again, to avoid them, having to keep driving back to police stations, et cetera. >>And the pilot was so successful. Every officer now has access to this data, um, on their mobile devices. So it literally went from a handful of people in an office somewhere using it to do sort of clever whizzbang things to, um, every officer in the force, being able to access that level of data at their fingertips literally. So what they would touch we've done before is if they needed to check and address or check, uh, details of an individual, um, just as one example, they would either have to, in many cases, go back to a police station to look it up themselves on a desktop computer. Well, they would have to make a call back to, um, a centralized function and speak to an operator, relay the questions either, wait for the answer or wait for a call back with the answer when those people are doing the data interrogation manually. >>So the biggest change for us is the self-service nature of the data we now have available. So officers can do it themselves on their phone, wherever they might be. So the efficiency savings, um, from that point of view are immense. And I think just parallel to that is the quality of our data because we had a lot of data, but just because you've got a lot of data and a lot of information doesn't mean it's big data and it's valuable necessarily. Um, so again, it was having the single source of truth as we, as we call it. So you know, that when you are completing those safe searches and getting the responses back, that it is the most accurate information we hold. And also you're getting it back within minutes as opposed to, you know, half an hour, an hour or a drive back to the station. So it's making officers more efficient and it's also making them safer. The more efficient they are, the more time they have to spend, um, out with the public doing what they, you know, we all should be doing. >>And have you seen that kind of return on investment because what you were just describing with all the steps that we'd needed to be taken in prior to this to verify and address say, and those are precious seconds when someone's life is on the line in, in sort of in the course of everyday police work. >>Absolutely. Yeah, absolutely. It's difficult to put a price on it. It's difficult to quantify. Um, but all the, you know, the minutes here and that certainly add up to a significant amount of efficiency savings, and we've certainly been able to demonstrate the officers are spending less time up police stations as a result and more time out on the front line. Also they're safer because they can get information about what may or may not be and address what may or may not have occurred in an area before very, very quickly without having to wait. >>Matthew, I want to hear your observations of working so closely with this West Midlands police. Have you noticed anything about changes in its culture and its operating model in how police officers interact with one another? Have you seen any changes since this technology change, >>Um, unique about the West new misplaces, the buy-in from the top, it depend on the chief and his exact team. And Helen is the leader from an IOT perspective. Um, the entire force is bought in. So what is a significant change program? Uh, uh, not trickles three. Um, everyone in the organization, um, change is difficult. Um, and there's a lot of time effort. That's been put into bake, the technical delivery and the business change and adoption aspects around each of the projects. Um, but you can see the step change that it's making in each aspect to the organization, uh, and where that's putting West Midlands police as a leader in, um, technology I'm policing in the UK. And I think globally, >>And this is a question for both of you because Matthew, as you said, change is difficult and there is always a certain intransigence in workplaces about this is just the way we've always done things and we're used to this and don't try to get us, don't try to get us to do anything new here. It works. How do you get the buy-in that you need to, to do this kind of digital transformation? >>I think it, it would be wrong to say it was easy. Um, um, we also have to bear in mind that this was one program in a five year program. So there was a lot of change going on, um, both internally for some of our back office functions, as well as front tie, uh, frontline offices. So with DDI in particular, I think the stat change occurred when people could see what it could do for them. You know, we had lots of workshops and seminars where we all talk about, you know, big data and it's going to be great and it's data analytics and it's transformational, you know, and quite rightly people that are very busy doing a day job that not necessarily technologists in the main and, you know, are particularly interested quite rightly so in what we are not dealing with the cloud, you know? >>And it was like, yeah, okay. It's one more thing. And then when they started to see on that, on their phones and what teams could do, that's when it started to sell itself. And I think that's when we started to see, you know, to see the stack change, you know, and, and if we, if we have any issues now it's literally, you know, our help desks in meltdown. Cause everyone's like, well, we call it manage without this anymore. And I think that speaks for itself. So it doesn't happen overnight. It's sort of incremental changes and then that's a step change in attitude. And when they see it working and they see the benefits, they want to use it more. And that's how it's become fundamental to our policing by itself, really without much selling >>Matthew, Helen just made a compelling case for how to get buy in. Have you discovered any other best practices when you are trying to get everyone on board for this kind of thing? >>So we've, um, we've used a lot of the traditional techniques, things around comms and engagement. We've also used things like, um, the 30 day challenge and nudge theory around how can we gradually encourage people to use things? Um, I think there's a point where all of this around, how do we just keep it simple and keep it user centric from an end user perspective? I think DDI is a great example of where the, the technology is incredibly complex. The solution itself is, um, you know, extremely large and, um, has been very difficult to, um, get delivered. But at the heart of it is a very simple front end for the user to encourage it and take that complexity away from them. Uh, I think that's been critical through the whole piece of video. >>One final word from Helen. I want to hear, where do you go from here? What is the longterm vision? I know that this made productivity, >>Um, productivity savings equivalent to 154 full-time officers. Uh, what's next, I think really it's around, um, exploiting what we've got. Um, I use the phrase quite a lot, dialing it up, which drives my technical architects crazy, but because it's apparently not that simple, but, um, you know, we've, we've been through significant change in the last five years and we are still continuing to batch all of those changes into everyday, um, operational policing. But what we need to see now is we need to exploit and build on the investments that we've made, um, in terms of data and claims specifically, the next step really is about expanding our pool of data and our functions. Um, so that, you know, we keep getting better and better, um, at this, um, the more we do, the more data we have, the more refined we can be, the more precise we are with all of our actions. >>Um, you know, we're always being expected to, again, look after the public purse and do more for less. And I think this is certainly an and our cloud journey and cloud first by design, which is where we are now, um, is helping us to be future-proofed. So for us, it's very much an investment. And I see now that we have good at embedded in operational policing for me, this is the start of our journey, not the end. So it's really exciting to see where we can go from here. Exciting times. Indeed. Thank you so much. And Matthew for joining us, I really appreciate it. And you are watching the cube stay tuned for more of the cubes coverage of the AWS reinvent Accenture executive summit. I'm Rebecca Knight from around the globe with digital coverage, >>AWS reinvent executive summit, 2020, sponsored by Accenture and AWS. Everyone. Welcome to the cube virtual coverage of the executive summit at AWS reinvent 2020 virtual. This is the cube virtual. We can't be there in person like we are every year we have to be remote. This executive summit is with special programming supported by Accenture where the cube virtual I'm your host John for a year, we had a great panel here called uncloud first digital transformation from some experts, Stuart driver, the director of it and infrastructure and operates at lion Australia, Douglas Regan, managing director, client account lead at lion for Accenture as a deep Islam associate director application development lead for Accenture gentlemen, thanks for coming on the cube virtual that's a mouthful, all that digital, but the bottom line it's cloud transformation. This is a journey that you guys have been on together for over 10 years to be really a digital company. Now, some things have happened in the past year that kind of brings all this together. This is about the next generation organization. So I want to ask Stuart you first, if you can talk about this transformation at lion has undertaken some of the challenges and opportunities and how this year in particular has brought it together because you, you know, COVID has been the accelerant of digital transformation. Well, if you're 10 years in, I'm sure you're there. You're in the, uh, uh, on that wave right now. Take a minute to explain this transformation journey. >>Yeah, sure. So number of years back, we, we looked at kind of our infrastructure and our landscape. I'm trying to figure out where we wanted to go next. And we were very analog based, um, and stuck in the old it groove of, you know, capital refresh, um, struggling to transform, struggling to get to a digital platform and we needed to change it up so that we could, uh, become very different business to the one that we were back then. Um, obviously cloud is an accelerant to that and we had a number of initiatives that needed a platform to build on. And a cloud infrastructure was the way that we started to do that. So we went through a number of transformation programs that we didn't want to do that in the old world. We wanted to do it in a new world. So for us, it was partnering up with a, you know, great organizations that can take you on the journey and, uh, you know, start to deliver a bit by bit incremental progress, uh, to get to the, uh, I guess the promise land. >>Um, we're not, uh, not all the way there, but to where we're a long way along. And then when you get to some of the challenges like we've had this year, um, it makes all of the hard work worthwhile because you can actually change pretty quickly, um, provide capacity and, uh, and increase your environments and, you know, do the things that you need to do in a much more dynamic way than we would have been able to previously where we might've been waiting for the hardware vendors, et cetera, to deliver capacity for us this year, it's been a pretty strong year from an it perspective and delivering for the business needs, >>Forget the Douglas. I want to just real quick and redirect to you and say, you know, for all the people who said, Oh yeah, you got to jump on cloud, get in early, you know, a lot of naysayers like, well, wait till to mature a little bit. Really, if you got in early and you paying your dues, if you will taking that medicine with the cloud, you're really kind of peaking at the right time. Is that true? Is that one of the benefits that comes out of this getting in the cloud, >>John, this has been an unprecedented year, right. And, um, you know, Australia, we had to live through Bush fires and then we had covert and, and then we actually had to deliver a, um, a project I'm very know transformational product project, completely remote. And then we also had had some, some cyber challenges, which is public as well. And I don't think if we weren't moved into and enabled through the cloud would have been able to achieve that this year. It would have been much different. It would have been very difficult to do the fact that we were able to work and partner with Amazon through this year, which is unprecedented and actually come out the other end and we've delivered a brand new digital capability across the entire business. Um, it wouldn't >>Have been impossible if we could, I guess, stayed in the old world. The fact that we moved into the new Naval by the Navy allowed us to work in this unprecedented gear >>Just quick. What's your personal view on this? Because I've been saying on the Cuban reporting, necessity's the mother of all invention and the word agility has been kicked around as kind of a cliche, Oh, it'd be agile. You know, we're gonna get to Sydney. You get a minute on specifically, but from your perspective, uh, Douglas, what does that mean to you? Because there is benefits there for being agile. And >>I mean, I think as Stuart mentioned writing, and a lot of these things we try to do and, you know, typically, you know, hardware capabilities of the last to be told and, and always the only critical path to be done. You know, we really didn't have that in this case, what we were doing with our projects in our deployments, right. We were able to move quickly able to make decisions in line with the business and really get things going, right. So you, a lot of times in a traditional world, you have these inhibitors, you have these critical path, it takes weeks and months to get things done as opposed to hours and days. And it truly allowed us to, we had to VJ things, move things. And, you know, we were able to do that in this environment with AWS to support and the fact that we can kind of turn things off and on as quickly as we need it. Yeah. >>Cloud-scale is great for speed. So DECA got, Gardez get your thoughts on this cloud first mission, you know, it, you know, the dev ops worlds, they saw this early, that jumping in there, they saw the, the, the agility. Now the theme this year is modern applications with the COVID pandemic pressure, there's real business pressure to make that happen. How did you guys learn to get there fast? And what specifically did you guys do at Accenture and how did it all come together? Can you take us inside kind of how it played out? >>All right. So we started off with us and we work with lions experts and, uh, the lost knowledge that allowed reconstructive being had. Um, we then applied our journey group cloud strategy basically revolves around the seven Oz and, and, uh, you know, the deep peaking steps from our perspective, uh, assessing the current bottom, setting up the new cloud in modern. And as we go modernizing and, and migrating these applications to the cloud now, you know, one of the things that, uh, no we did not along this journey was that, you know, you can have the best plans, but bottom of that, we were dealing with, we often than not have to make changes. Uh, what a lot of agility and also work with a lot of collaboration with the, uh, Lyon team, as well as, uh, uh, AWS. I think the key thing for me was being able to really bring it all together. It's not just, uh, you know, essentially mobilize all of us. >>What were some of the learnings real quick, your journey there? >>So I think perspective the key learnings around that, you know, uh, you know, what, when we look back at, uh, the, the infrastructure that was that we were trying to migrate over to the cloud, a lot of the documentation, et cetera, was not, uh, available. We were having to, uh, figure out a lot of things on the fly. Now that really required us to have, uh, uh, people with deep expertise who could go into those environments and, and work out, uh, you know, the best ways to, to migrate the workloads to the cloud. Uh, I think, you know, the, the biggest thing for me was making Jovi had on that real SMEs across the board globally, that we could leverage across various technologies, uh, uh, and, and, and, you know, that would really work in our collaborative and agile environment would line >>Just do what I got to ask you. How did you address your approach to the cloud and what was your experience? >>Yeah, for me, it's around getting the foundations right. To start with and then building on them. Um, so, you know, you've got to have your, your process and you're going to have your, your kind of your infrastructure there and your blueprints ready. Um, AWS do a great job of that, right. Getting the foundations right. And then building upon it, and then, you know, partnering with Accenture allows you to do that very successfully. Um, I think, um, you know, the one thing that was probably surprising to us when we started down this journey and kind of, after we got a long way down, the track of looking backwards is actually how much you can just turn off. Right? So a lot of stuff that you, uh, you get left with a legacy in your environment, and when you start to work through it with the types of people that civic just mentioned, you know, the technical expertise working with the business, um, you can really rationalize your environment and, uh, um, you know, cloud is a good opportunity to do that, to drive that legacy out. >>Um, so you know, a few things there, the other thing is, um, you've got to try and figure out the benefits that you're going to get out of moving here. So there's no point just taking something that is not delivering a huge amount of value in the traditional world, moving it into the cloud, and guess what it's going to deliver the same limited amount of value. So you've got to transform it, and you've got to make sure that you build it for the future and understand exactly what you're trying to gain out of it. So again, you need a strong collaboration. You need a good partners to work with, and you need good engagement from the business as well, because the kind of, uh, you know, digital transformation, cloud transformation, isn't really an it project, I guess, fundamentally it is at the core, but it's a business project that you've got to get the whole business aligned on. You've got to make sure that your investment streams are appropriate and that you're able to understand the benefits and the value that you're going to drive back towards the business. >>Let's do it. If you don't mind me asking what was some of the obstacles encountered or learnings, um, that might've differed from the expectation we all been there, Hey, you know, we're going to change the world. Here's the sales pitch, here's the outcome. And then obviously things happen, you know, you learn legacy, okay. Let's put some containerization around that cloud native, um, all that rational. You're talking about what are, and you're going to have obstacles. That's how you learn. That's how perfection has developed. How, what obstacles did you come up with and how are they different from your expectations going in? >>Yeah, they're probably no different from other people that have gone down the same journey. If I'm totally honest, the, you know, 70 or 80% of what you do is relative music, because they're a known quantity, it's relatively modern architectures and infrastructures, and you can, you know, upgrade, migrate, move them into the cloud, whatever it is, rehost, replatform, rearchitect, whatever it is you want to do, it's the other stuff, right? It's the stuff that always gets left behind. And that's the challenge. It's, it's getting that last bit over the line and making sure that you haven't invested in the future while still carrying all of your legacy costs and complexity within your environment. So, um, to be quite honest, that's probably taken longer and, and has been more of a challenge than we thought it would be. Um, the other piece I touched on earlier on in terms of what was surprising was actually how much of your environment is actually not needed anymore. >>When you start to put a critical eye across it and understand, um, uh, ask the tough questions and start to understand exactly what, what it is you're trying to achieve. So if you ask a part of a business, do they still need this application or this service a hundred percent of the time, they'll say yes, until you start to lay out to them, okay, now I'm going to cost you this to migrate it or this, to run it in the future. And, you know, here's your ongoing costs and, you know, et cetera, et cetera. And then, uh, for a significant amount of those answers, you get a different response when you start to layer on the true value of it. So you start to flush out those hidden costs within the business, and you start to make some critical decisions as a company based on, uh, based on that. So that was a little tougher than we first thought and probably broader than we thought there was more of that than we anticipated, which actually resulted in a much cleaner environment post and post migration. Yeah. >>Well, expression, if it moves automated, you know, it's kind of a joke on government, how they want to tax everything, you know, you want to automate, that's a key thing in cloud, and you've got to discover those opportunities to create value, uh, Stuart and Siddique. Mainly if you can weigh in on this love to know the percentage of total cloud that you have now, versus when you started, because as you start to uncover whether it's by design for purpose, or you discover opportunities to innovate, like you guys have, I'm sure it kind of, you took on some territory inside Lyon, what percentage of cloud now versus >>Yeah. At the start, it was minimal, right. You know, close to zero, right. Single and single digits. Right. It was mainly SAS environments that we had, uh, sitting in cloud when we, uh, when we started, um, Doug mentioned earlier a really significant transformation project that we've undertaken recently gone live on a multi-year one. Um, you know, that's all stood up on AWS and is a significant portion of our environment, um, in terms of what we can move to cloud. Uh, we're probably at about 80 or 90% now. And the balanced bit is, um, legacy infrastructure that is just gonna retire as we go through the cycle rather than migrate to the cloud. Um, so we are significantly cloud-based and, uh, you know, we're reaping the benefits of it in a year, like 2020, and makes you glad that you did all of the hard yards in the previous years when you start business challenges, trying out as, >>So do you get any common reaction to the cloud percentage penetration? >>Sorry, I didn't, I didn't catch that, but I, all I was going to say was, I think it's like the typical 80 20 rule, right? We, we, we worked really hard in the, you know, I think 2018, 19 to get 80% off the, uh, application onto the cloud. And over the last year is the 20% that we have been migrating. And Stuart said, right. A lot of it is also, that's going to be your diet. And I think our next big step is going to be obviously, you know, the icing on the cake, which is to decommission all of these apps as well. Right. So, you know, to get the real benefits out of, uh, out of the whole conservation program from a, uh, from a reduction of CapEx, OPEX perspective, >>Douglas and Stuart, can you guys talk about the decision around the clouds because you guys have had success with AWS? Why AWS how's that decision made? Can you guys give some insight into some of those things? >>I can, I can start, start off. I think back when the decision was made and it was, it was a while back, um, you know, there was some clear advantages of moving relay, Ws, a lot of alignment with some of the significant projects and, uh, the trend, that particular one big transformation project that we've alluded to as well. Um, you know, we needed some, um, some very robust and, um, just future proof and, and proven technology. And AWS gave that to us. We needed a lot of those blueprints to help us move down the path. We didn't want to reinvent everything. So, um, you know, having a lot of that legwork done for us and AWS gives you that, right. And particularly when you partner up with, uh, with a company like Accenture as well, you get combinations of technology and the, the skills and the knowledge to, to move you forward in that direction side. Um, you know, for us, it was a, uh, uh, it was a decision based on, you know, best of breed, um, you know, looking forward and, and trying to predict the future needs and, and, and kind of the environmental that we might need. Um, and, you know, partnering up with organizations that can then take you on the journey >>Just to build on that. So obviously, you know, lines like an antivirus, but, you know, we knew it was a very good choice given the, um, >>Uh, skills and the capability that we had, as well as the assets and tools we had to get the most out of an AWS. And obviously our CEO globally just made an announcement about a huge investment that we're making in cloud. Um, but you know, we've, we've worked very well with AWS. We've done some joint workshops and joint investments, um, some joint POC. So yeah, w we have a very good working relationship, AWS, and I think, um, one incident to reflect upon whether it's cyber it's and again, where we actually jointly, you know, dove in with, um, with Amazon and some of their security experts and our experts. And we're able to actually work through that with mine quite successful. So, um, you know, really good behaviors as an organization, but also really good capabilities. >>Yeah. As you guys, your essential cloud outcomes, research shown, it's the cycle of innovation with the cloud, that's creating a lot of benefits, knowing what you guys know now, looking back certainly COVID has impacted a lot of people kind of going through the same process, knowing what you guys know now, would you advocate people to jump on this transformation journey? If so, how, and what tweaks they make, which changes, what would you advise? >>I might take that one to start with. Um, I hate to think where we would have been when, uh, COVID kicked off here in Australia and, you know, we were all sent home, literally were at work on the Friday, and then over the weekend. And then Monday, we were told not to come back into the office and all of a sudden, um, our capacity in terms of remote access and I quadrupled, or more four, five X, what we had on the Friday we needed on the Monday. And we were able to stand that up during the day Monday into Tuesday, because we were cloud-based and, uh, you know, we just spun up your instances and, uh, you know, sort of our licensing, et cetera. And, and we had all of our people working remotely, um, within, uh, you know, effectively one business day. Um, I know peers of mine in other organizations and industries that are relying on kind of a traditional wise and getting hardware, et cetera, that were weeks and months before they could get the right hardware to be able to deliver to their user base. >>So, um, you know, one example where you're able to scale and, uh, uh, get, uh, get value out of this platform beyond probably what was anticipated at the time you talk about, um, you know, less this, the, and all of these kinds of things. And you can also think of a few scenarios, but real world ones where you're getting your business back up and running in that period of time is, is just phenomenal. There's other stuff, right? There's these programs that we've rolled out, you do your sizing, um, and in the traditional world, you would just go out and buy more servers than you need. And, you know, probably never realize the full value of those, you know, the capability of those servers over the life cycle of them. Whereas, you know, in a cloud world, you put in what you think is right. And if it's not right, you pump it up a little bit when, when all of your metrics and so on telling you that you need to bump it up and conversely Scarlett down at the same rate. So for us with the types of challenges and programs and, uh, uh, and just business need, that's come at as this year, uh, we wouldn't have been able to do it without a strong cloud base, uh, to, uh, to move forward with >>Yeah, Douglas, one of the things that I talked to, a lot of people on the right side of history who have been on the right wave with cloud, with the pandemic, and they're happy, they're like, and they're humble. Like, well, we're just lucky, you know, luck is preparation meets opportunity. And this is really about you guys getting in early and being prepared and readiness. This is kind of important as people realize, then you gotta be ready. I mean, it's not just, you don't get lucky by being in the right place, the right time. And there were a lot of companies were on the wrong side of history here who might get washed away. This is a second >>I think, to echo and kind of build on what Stewart said. I think that the reason that we've had success and I guess the momentum is we, we didn't just do it in isolation within it and technology. It was actually linked to broader business changes, you know, creating basically a digital platform for the entire business, moving the business, where are they going to be able to come back stronger after COVID, when they're actually set up for growth, um, and actually allows, you know, a line new achievements, growth objectives, and also its ambitions as far as what he wants to do, uh, with growth in whatever they may do as acquiring other companies and moving into different markets and launching new product. So we've actually done it in a way that there's, you know, real and direct business benefit, uh, that actually enables line to grow >>General. I really appreciate you coming. I have one final question. If you can wrap up here, uh, Stuart and Douglas, you don't mind waiting, and what's the priorities for the future. What's next for lion and a century >>Christmas holidays, I'll start Christmas holidays. And I spent a third year and then a, and then a reset, obviously, right? So, um, you know, it's, it's figuring out, uh, transform what we've already transformed, if that makes sense. So God, a huge proportion of our services sitting in the cloud. Um, but we know we're not done even with the stuff that is in there. We need to take those next steps. We need more and more automation and orchestration. We need to, um, our environment, there's more future growth. We need to be able to work with the business and understand what's coming at them so that we can, um, you know, build that into, into our environment. So again, it's really transformation on top of transformation is the way that I'll describe it. And it's really an open book, right? Once you get it in and you've got the capabilities and the evolving tool sets that AWS continue to bring to the market base, um, you know, working with the partners to, to figure out how we unlock that value, um, you know, drive our costs down our efficiency, uh, all of those kind of, you know, standard metrics. >>Um, but you know, we're looking for the next things to transform and show value back out to our customer base, um, that, uh, that we continue to, you know, sell our products to and work with and understand how we can better meet their needs. Yeah, I think just to echo that, I think it's really leveraging this and then digital capability they have and getting the most out of that investment. And then I think it's also moving to, >>Uh, and adopting more new ways of working as far as, you know, the state of the business. Um, it's getting up the speed of the market is changing. So being able to launch and do things quickly and also, um, competitive and efficient operating costs, uh, now that they're in the cloud, right. So I think it's really leveraging the most out of a platform and then, you know, being efficient in launching things. So putting the, with the business, >>Cedric, any word from you on your priorities by UC this year and folding. >>Yeah. So, uh, just going to say like e-learning squares, right for me were around, you know, just journey. This is a journey to the cloud, right. And, uh, you know, as well dug into sort of Saturday, it's getting all, you know, different parts of the organization along the journey business to ID to your, uh, product windows, et cetera. Right. And it takes time with this stuff, but, uh, uh, you know, you gotta get started on it and, you know, once we, once we finish off, uh, it's the realization of the benefits now that, you know, I'm looking forward? I think for, from Alliance perspective, it's, it is, uh, you know, once we migrate all the workloads to the cloud, it is leveraging, uh, all stack drive. And as I think Stewart said earlier, uh, with, uh, you know, the latest and greatest stuff that AWS it's basically working to see how we can really, uh, achieve more better operational excellence, uh, from a, uh, from a cloud perspective. >>Well, Stewart, thanks for coming on with a century and sharing your environment and what's going on and your journey you're on the right wave. Did the work you were in that it's all coming together with faster, congratulations for your success, and really appreciate Douglas with Steve for coming on as well from Accenture. Thank you for coming on. Thanks, John. Okay. Just the cubes coverage of executive summit at AWS reinvent. This is where all the thought leaders share their best practices, their journeys, and of course, special programming with the center and the cube. I'm Sean ferry, your host, thanks for watching From around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cube virtuals coverage of the Accenture executive summit. Part of AWS reinvent 2020. I'm your host Rebecca Knight. We are talking today about reinventing the energy data platform. We have two guests joining us. First. We have Johan Krebbers. He is the GM digital emerging technologies and VP of it. Innovation at shell. Thank you so much for coming on the show. Johan you're welcome. And next we have Liz Dennett. She is the lead solution architect for O S D U on AWS. Thank you so much, Liz. You'll be. So I want to start our conversation by talking about OSD. You like so many great innovations. It started with a problem Johan. What was the problem you were trying to solve at shell? >>Yeah, the ethical back a couple of years, we started summer 2017, where we had a meeting with the deg, the gas exploration in shell, and the main problem they had. Of course, they got lots of lots of data, but are unable to find the right data. They need to work from once the day, this was scattered in is scattered my boss kind of Emirates all over the place and turned them into real, probably tried to solve is how that person working exploration could find their proper date, not just a day of loss of date. You really needed that we did probably talked about is summer 2017. We said, okay. The only way ABC is moving forward is to start pulling that data into a single data platform. And that, that was at the time that we called it as the, you, the subsurface data universe in there was about the shell name was so in, in January, 2018, we started a project with Amazon to start grating a freaking that building, that Stu environment that the, that universe, so that single data level to put all your exploration and Wells data into that single environment that was intent and every cent, um, already in March of that same year, we said, well, from Michele point of view, we will be far better off if we could make this an industry solution and not just a shelf solution, because Shelby, Shelby, if you can make this industry solution, but people are developing applications for it. >>It also is far better than for shell to say we haven't shell special solution because we don't make money out of how we start a day that we can make money out of, if you have access to the data, we can explore the data. So storing the data we should do as efficiently possibly can. So in March, we reached out to about eight or nine other large, uh, I gas operators, like the economics, like the totals, like the chefs of this world and say, Hey, we inshallah doing this. Do you want to join this effort? And to our surprise, they all said, yes. And then in September, 2018, we had our kickoff meeting with your open group where we said, we said, okay, if you want to work together, lots of other companies, we also need to look at, okay, how, how we organize that, or is that if you started working with lots of large companies, you need to have some legal framework around some framework around it. So that's why we went to the open group and said, okay, let's, let's form the ODU forum as we call it the time. So it's September, 2080, where I did a Galleria in Houston, but the kick off meeting for the OT four with about 10 members at the time. So there's just over two years ago, we started an exercise for me called ODU, kicked it off. Uh, and so that's really then we'll be coming from and how we got there. Also >>The origin story. Um, well, so what digging a little deeper there? What were some of the things you were trying to achieve with the OSD? >>Well, a couple of things we've tried to achieve with OSU, um, first is really separating data from applications. And what is the, what is the biggest problem we have in the subsurface space that the data and applications are all interlinked or tied together. And if you have them and a new company coming along and say, I have this new application and has access to the data that is not possible because the data often interlinked with the application. So the first thing we did is really breaking the link between the application, the data as those levels, the first thing we did, secondly, put all the data to a single data platform, take the silos out what was happening in the subsurface space. And they got all the data in what we call silos in small little islands out there. So we're trying to do is first break the link to great, great. >>They put the data in a single data bathroom, and a third part who does standard layer. On top of that, it's an API layer on top of the, a platform. So we could create an ecosystem out of companies to start developing soft applications on top of dev data platform across you might have a data platform, but you're only successful. If you have a rich ecosystem of people start developing applications on top of that. And then you can explore today, like small companies, last company, university, you name it, we're getting after create an ecosystem out here. So the three things, whereas was first break the link between application data, just break it and put data at the center and also make sure that data, this data structure would not be managed by one company. It would only be met. It will be managed the data structures by the OT forum. Secondly, then the data of single data platform certainly has an API layer on top and then create an ecosystem. Really go for people, say, please start developing applications because now you have access to the data. I've got the data no longer linked to somebody whose application was all freely available for an API layer. That was, that was all September, 2018, more or less. >>And to bring you in here a little bit, can you talk a little bit about some of the imperatives from the AWS standpoint in terms of what you were trying to achieve with this? Yeah, absolutely. And this whole thing is Johan said started with a challenge that was really brought out at shell. The challenges that geo-scientists spend up to 70% of their time looking for data, I'm a geologist I've spent more than 70% of my time trying to find data in these silos. And from there, instead of just figuring out how we could address that one problem, we worked together to really understand the root cause of these challenges and working backwards from that use case OSU and OSU on AWS has really enabled customers to create solutions that span, not just this in particular problem, but can really scale to be inclusive of the entire energy chain and deliver value from these use cases to the energy industry and beyond. Thank you, Lee, uh, Johann. So talk a little bit about Accenture's cloud first approach and how it has, uh, helped shell work faster and better with speed. >>Well, of course, access a cloud first approach only works together in an Amazon environment, AWS environment. So we really look at, at, at, at Accenture and others altogether helping shell in this space. Now the combination of the two is what we're really looking at, uh, where access of course can be, this is not a student who that environment operates, support knowledge to an environment. And of course, Amazon would be doing that to today's environment that underpinning, uh, services, et cetera. So, uh, we would expect a combination, a lot of goods when we started rolling out and put in production, the old you are three and bubble because we are anus. Then when the release feed comes to the market in Q1 next year of ODU, when he started going to Audi production inside shell, but as the first release, which is ready for prime time production across an enterprise will be released one just before Christmas, last year when he's still in may of this year. But release three is the first release we want to use for full scale production deployment inside shell, and also all the operators around the world. And there is what Amazon, sorry. Um, extensive can play a role in the ongoing, in the, in deployment building up, but also support environment. >>So one of the other things that we talk a lot about here on the cube is sustainability. And this is a big imperative at so many organizations around the world in particular energy companies. How does this move to OSD you, uh, help organizations become, how is this a greener solution for companies? >>Well, firstly make it, it's a great solution because you start making a much more efficient use of your resources, which is, which is already an important one. The second thing they're doing is also, we started with ODU in the oil and gas space with the expert development space. We've grown, uh OTU but in our strategy of growth, OSU now also do an alternative energy sociology. We'll all start supporting next year. Things like solar farms, wind farms, uh, the, the dermatomal environment hydration. So it becomes an and, and an open energy data platform, not just for the, for the, I want to get into steam that's for new industry, any type of energy industry. So our focus is to create, bring that data of all those various energy data sources together into a single data platform. You're going to use AI and other technology on top of that to exploit the data, to meet again in a single data platform. >>Liz, I want to ask you about security because security is, is, is such a big concern when it comes to how secure is the data on OSD you, um, actually, can I talk, can I do a follow up on the sustainability talking? Oh, absolutely. By all means. I mean, I want to interject though security is absolutely our top priority. I don't mean to move away from that, but with sustainability, in addition to the benefits of the OSU data platform, when a company moves from on-prem to the cloud, they're also able to leverage the benefits of scale. Now, AWS is committed to running our business in the most environmentally friendly way possible. And our scale allows us to achieve higher resource utilization and energy efficiency than a typical on-prem data center. Now, a recent study by four 51 research found that AWS is infrastructure is 3.6 times more energy efficient than the median of surveyed enterprise data centers. Two thirds of that advantage is due to higher server utilization and a more energy efficient server population. But when you factor in the carbon intensity of consumed electricity and renewable energy purchases, four 51 found that AWS performs the same task with an 88% lower carbon footprint. Now that's just another way that AWS and OSU are working to support our customers is they seek to better understand their workflows and make their legacy businesses less carbon intensive. >>That's that's those are those statistics are incredible. Do you want to talk a little bit now about security? Absolutely. And security will always be AWS is top priority. In fact, AWS has been architected to be the most flexible and secure cloud computing environment available today. Our core infrastructure is built to satisfy. There are the security requirements for the military global banks and other high sensitivity organizations. And in fact, AWS uses the same secure hardware and software to build and operate each of our regions. So that customers benefit from the only commercial cloud that's had hits service offerings and associated supply chain vetted and deemed secure enough for top secret workloads. That's backed by a deep set of cloud security tools with more than 200 security compliance and governmental service and key features as well as an ecosystem of partners like Accenture, that can really help our customers to make sure that their environments for their data meet and or exceed their security requirements. Johann, I want you to talk a little bit about how OSD you can be used today. Does it only handle subsurface data >>And today it's hundreds of servers or Wells data. We got to add to that production around the middle of next year. That means that the whole upstate business. So we've got, if you look at MC, obviously this goes from exploration all the way to production. You've been at the into to a single data platform. So production will be added the round Q3 of next year. Then it principal, we have a difficult, the elder data that single environment, and we want to extended them to other data sources or energy sources like solar farms, wheat farms, uh, hydrogen hydro at San Francisco. We want to add a whore or a list of other day. >>And he saw a student and B all the data together into a single data club. So we move from an fallen guest, a data platform to an energy data platform. That's really what our objective is because the whole industry we've looked at, I've looked at our company companies all moving in that same direction of quantity, of course are very strong at all, I guess, but also increase the, got into all the other energy sources like, like solar, like wind, like, like the hydrogen, et cetera. So we, we move exactly the same method that, that, that the whole OSU can really support at home. And as a spectrum of energy sources, of course, >>And Liz and Johan. I want you to close us out here by just giving us a look into your crystal balls and talking about the five and 10 year plan for OSD. You we'll start with you, Liz. What do you, what do you see as the future holding for this platform? Um, honestly, the incredibly cool thing about working at AWS is you never know where the innovation and the journey is going to take you. I personally am looking forward to work with our customers, wherever their OSU journeys, take them, whether it's enabling new energy solutions or continuing to expand, to support use cases throughout the energy value chain and beyond, but really looking forward to continuing to partner as we innovate to slay tomorrow's challenges. >>Yeah. First, nobody can look that far ahead, any more nowadays, especially 10 years mean now, who knows what happens in 10 years, but if you look what our whole objective is that really in the next five years owes you will become the key backbone for energy companies for storing your data. You are efficient intelligence and optimize the whole supply energy supply chain in this world out there. >>Rubbers Liz Dennett. Thank you so much for coming on the cube virtual, >>Thank you, >>Rebecca nights, stay tuned for more of our coverage of the Accenture executive summit >>Around the globe. It's the cube with digital coverage of AWS reinvent executive summit 2020, sponsored by Accenture and AWS. >>Welcome everyone to the cubes coverage of the Accenture executive summit. Part of AWS reinvent. I'm your host Rebecca Knight today we're welcoming back to Kubila. We have Kishor Dirk. He is the Accenture senior managing director cloud first global services lead. Welcome back to the show >>Kishore. Thank you very much. >>Nice to meet again. And, uh, Tristin moral horse set. He is the managing director, Accenture cloud first North American growth. Welcome back to YouTube. >>Great to be back in. Great to see you again, Rebecca. >>Exactly. Even in this virtual format, it is good to see your faces. Um, today we're going to be talking about my nav and green cloud advisor >>Capability. Kishor I want to start with you. So my NAB is a platform that is really celebrating its first year in existence. Uh, November, 2019 is when Accenture introduced it. Uh, but it's, it has new relevance in light of this global pandemic that we are all enduring and suffering through. Tell us a little bit about the miner platform, what it is. >>Sure, Rebecca, you know, we lost it and now 2019 and, uh, you know, it is a cloud platform to help our clients navigate the complexity of cloud and cloud decisions and to make it faster and obviously innovate in the cloud, uh, you know, with the increased relevance and all the, especially over the last few months with the impact of COVID crisis and exhibition of digital transformation, you know, we are seeing the transformation of the acceleration to cloud much faster. This platform that you're talking about has enabled hundred and 40 clients globally across different industries. You identify the right cloud solution, navigate the complexity, provide a cloud specific solution simulate for our clients to meet the strategy business needs and the clients are loving it. >>I want to go to you now trust and tell us a little bit about how my nav works and how it helps companies make good cloud choices. >>Yeah. So Rebecca we've talked about cloud is, is more than just infrastructure and that's what mine app tries to solve for. It really looks at a variety of variables, including infrastructure operating model and fundamentally what clients business outcomes, um, uh, our clients are, are looking for and, and identify as the optimal solution for what they need. And we design this to accelerate and we mentioned the pandemic. One of the big focus now is to accelerate. And so we worked through a three-step process. The first is scanning and assessing our client's infrastructure, their data landscape, their application. Second, we use our automated artificial intelligence engine to interact with. We have a wide variety and library of, uh, collective plot expertise. And we look to recommend what is the enterprise architecture and solution. And then third, before we aligned with our clients, we look to simulate and test this scaled up model. And the simulation gives our clients a wait to see what cloud is going to look like, feel like and how it's going to transform their business before they go there. >>Tell us a little bit about that in real life. Now as a company, so many of people are working remotely having to collaborate, uh, not in real life. How is that helping them right now? >>So, um, the, the pandemic has put a tremendous strain on systems, uh, because of the demand on those systems. And so we talk about resiliency. We also now need to collaborate across data across people. Um, I think all of us are calling from a variety of different places where our last year we were all at the cube itself. Um, and, and cloud technologies such as teams, zoom that we're we're leveraging now has fundamentally accelerated and clients are looking to onboard this for their capabilities. They're trying to accelerate their journey. They realize that now the cloud is what is going to become important for them to differentiate. Once we come out of the pandemic and the ability to collaborate with their employees, their partners, and their clients through these systems is becoming a true business differentiator for our clients. >>Sure. I want to talk with you now about my NABS multiple capabilities, um, and helping clients design and navigate their cloud journeys. Tell us a little bit about the green cloud advisor capability and its significance, particularly as so many companies are thinking more deeply and thoughtfully about sustainability. >>Yes. So since the launch of my NAB, we continue to enhance capabilities for our clients. One of the significant, uh, capabilities that we have enabled is the brain trust advisor today. You know, Rebecca, a lot of the businesses are more environmentally aware and are expanding efforts to decrease power consumption, uh, and obviously carbon emissions and, uh, and run a sustainable operations across every aspect of the enterprise. Uh, as a result, you're seeing an increasing trend in adoption of energy, efficient infrastructure in the global market. And one of the things that we did, a lot of research we found out is that there's an ability to influence our client's carbon footprint through a better cloud solution. And that's what we entered by brings to us, uh, in, in terms of a lot of the client connotation that you're seeing in Europe, North America and others, lot of our clients are accelerating to a green cloud strategy to unlock beta financial, societal and environmental benefit, uh, through obviously cloud-based circular, operational and sustainable products and services. That is something that, uh, we are enhancing my now and we are having active client discussions at this point of time. >>So Tristan, tell us a little bit about how this capability helps clients make greener. >>Yeah. Um, well, let's start about the investments from the cloud providers in renewable and sustainable energy. Um, they have most of the hyperscalers today, um, have been investing significantly on data centers that are run or renewable energy, some incredibly creative constructs on the how to do that. And sustainability is therefore a key, um, key item of importance for the hyperscalers and also for our clients who now are looking for sustainable energy. And it turns out this marriage is now possible. I can, we marry the, the green capabilities of the cloud providers with a sustainability agenda of our clients. And so what we look into way the mine EF works is it looks at industry benchmarks and evaluates our current clients, um, capabilities and carpet footprint leveraging their existing data centers. We then look to model from an end-to-end perspective, how the, their journey to the cloud leveraging sustainable and, um, and data centers with renewable energy. We look at how their solution will look like and, and quantify carbon tax credits, um, improve a green index score and provide quantifiable, um, green cloud capabilities and measurable outcomes to our clients, shareholders, stakeholders, clients, and customers, um, and our green plot advisors, sustainability solutions already been implemented at three clients. And in many cases in two cases has helped them reduce the carbon footprint by up to 400% through migration from their existing data center to green club. Very, very important. Yeah, >>That is remarkable. Now tell us a little bit about the kinds of clients. Is this, is this more interesting to clients in Europe? Would you say that it's catching on in the United States where we're at? What is the breakdown that you're seeing right now? >>Sustainability is becoming such a global agenda and we're seeing our clients, um, uh, tie this and put this at board level, um, uh, agenda and requirements across the globe. Um, Europe has specific constraints around data sovereignty, right, where they need their data in country, but from a green, a sustainability agenda, we see clients across all our markets, North America, Europe, and our growth markets adopt this. And we have seen case studies in all three markets >>Kisha. I want to bring you back into the conversation. Talk a little bit about how mine up ties into Accenture's cloud first strategy, your Accenture's CEO, Julie Sweet has talked about post COVID leadership requiring every business to become a cloud first business. Tell us a little bit about how this ethos is in Accenture and how you're sort of looking outward with it too. >>So Rebecca mine is the launch pad, uh, to a cloud first transformation for our clients. Uh, Accenture, see you, uh, Julie Sweet, uh, shared the Accenture cloud first and our substantial investment demonstrate our commitment and is delivering data value for our clients when they need it the most. And with the district transformation requiring cloud at scale, you know, we're seeing that in the post COVID leadership, it requires that every business should become a cloud business. And my nap helps them get there by evaluating the cloud landscape, navigating the complexity, modeling architecting and simulating an optimal cloud solution for our clients. And as Justin was sharing a greener cloud, Tristan, talk a little >>Bit more about some of the real life use cases in terms of what are we, what are clients seeing? What are the results? >>Yes, thank you, Rebecca. I would say two key things right around my now the first is the iterative process. Clients don't want to wait, um, until they get started, they want to get started and see what their journey is going to look like. And the second is fundamental acceleration, dependent make, as we talked about, has accelerated the need to move to cloud very quickly. And my nav is there to do that. So how do we do that? First is generating the business cases. Clients need to know in many cases that they have a business case by business case, we talk about the financial benefits, as well as the business outcomes, the green green cloud impact sustainability impacts with minus we can build initial recommendations using a basic understanding of their environment and benchmarks in weeks versus months with indicative value savings in the millions of dollars arranges. >>So for example, very recently, we worked with a global oil and gas company, and in only two weeks, we're able to provide an indicative savings for $27 million over five years. This enabled the client to get started, knowing that there is a business case benefit and then iterate on it. And this iteration is, I would say the second point that is particularly important with my nav that we've seen in bank, the clients, which is, um, any journey starts with an understanding of what is the application landscape and what are we trying to do with those, these initial assessments that used to take six to eight weeks are now taking anywhere from two to four weeks. So we're seeing a 40 to 50% reduction in the initial assessment, which gets clients started in their journey. And then finally we've had discussions with all of the hyperscalers to help partner with Accenture and leverage mine after prepared their detailed business case module as they're going to clients. And as they're accelerating the client's journey, so real results, real acceleration. And is there a journey? Do I have a business case and furthermore accelerating the journey once we are by giving the ability to work in an iterative approach, >>It sounds as though that the company that clients and and employees are sort of saying, this is an amazing time savings look at what I can do here in, in so much in a condensed amount of time, but in terms of getting everyone on board, one of the things we talked about last time we met, uh, Tristin was just how much, uh, how one of the obstacles is getting people to sign on and the new technologies and new platforms. Those are often the obstacles and struggles that companies face. Have you found that at all? Or what is sort of the feedback that you're getting from? >>Yeah. Sorry. Yes. We clearly, there are always obstacles to a con journey. If there weren't obstacles, all our clients would be already fully in the cloud. What man I gives the ability is to navigate through those, to start quickly. And then as we identify obstacles, we can simulate what things are going to look like. We can continue with certain parts of the journey while we deal with that obstacle. And it's a fundamental accelerator. Whereas in the past one, obstacle would prevent a class from starting. We can now start to address the obstacles one at a time while continuing and accelerating the contrary. That is the fundamental difference. Kishor I want to give you the final word here. Tell us a little bit about what is next for Accenture might have and what we'll be discussing next year at the Accenture executive summit >>Sort of echo, we are continuously evolving with our client needs and reinventing, reinventing for the future. For my advisor, our plan is to help our clients reduce carbon footprint and again, migrate to a green cloud. Uh, and additionally, we're looking at, you know, two capabilities, uh, which include sovereign cloud advisor, uh, with clients, especially in, in Europe and others are under pressure to meet stringent data norms that Kristen was talking about. And the sovereign cloud advisor health organization to create an architecture cloud architecture that complies with the green. Uh, I would say the data sound-bitey norms that is out there. The other element is around data to cloud. We are seeing massive migration, uh, for, uh, for a lot of the data to cloud. And there's a lot of migration hurdles that come within that. Uh, we have expanded mine app to support assessment capabilities, uh, for, uh, assessing applications, infrastructure, but also covering the entire state, including data and the code level to determine the right cloud solution. So we are, we are pushing the boundaries on what might have can do with mine. And we have created the ability to take the guesswork out of cloud, navigate the complexity. We are rolling risks costs, and we are achieving clients strategy, business objectives, while building a sustainable lots with being cloud, >>Any platform that can take some of the guesswork out of the future. I'm I'm on board with. Thank you so much, Kristin and Kishore. This has been a great conversation. Thank you, Rebecca. Thank you, Rebecca. Stay tuned for more of the cubes coverage of the Accenture executive summit. I'm Rebecca Knight. >>Yeah, Yeah.

>>Okay, >>listen, we're gearing up for the start of the snowflake Data Cloud Summit, and we wanna go back to the early roots of Snowflake. We've got some of the founding engineers here. Abdul Monir, Ashish Motive, Allah and Alison Lee There three individuals that were at snowflake in the early years and participated in many of the technical decisions that led to the platform and is making snowflake famous today. Folks, great to see you. Thanks so much for taking some time out of your busy schedules. Hey, it's gotta be really gratifying. Thio, See this platform that you've built, you know, taking off and changing businesses. So I'm sure it was always smooth sailing. Right? There were. There were no debates. Wherever. >>I've never seen an engineer get into the bed. >>Alright, So seriously so take us back to the early days. You guys, you know, choose whoever wants to start. But what was it like early on? We're talking 2013 here, right? >>When I think back to the early days of Snowflake, I just think of all of us sitting in one room at the time. You know, we just had an office that was one room with, you know, 12 or 13 engineers sitting there clacking away on our keyboards, uh, working really hard, turning out code, uh, punctuated by you know, somebody asking a question about Hey, what should we do about this, or what should we do about that? And then everyone kind of looking up from their keyboards and getting into discussions and debates about the work that we're doing. >>So so Abdul it was just kind of heads down headphones on, just coating or e think there was >>a lot of talking and followed by a lot of typing. Andi, I think there were periods of time where where you know, anyone could just walk in into the office and probably out of the office and all the here is probably people, uh, typing away at their keyboards. And one of my member vivid, most vivid memories is actually I used to sit right across from Alison, and there's these huge to two huge monitor monitors between us and I would just here typing away in our keyboard, and sometimes I was thinking and and and, uh and all that type and got me nervous because it seemed like Alison knew exactly what what, what she needed to do, and I was just still thinking about it. >>So she she was just like bliss for for you as a developer engineer was it was a stressful time. What was the mood? So when you don't have >>a whole lot of customers, there's a lot of bliss. But at the same time, there was a lot of pressure on us to make sure that we build the product. There was a time line ahead of us. We knew we had to build this in a certain time frame. Um, so one thing I'll add to what Alison and Abdulle said is we did a lot of white boarding as well. There are a lot of discussions, and those discussions were a lot of fun. They actually cemented what we wanted to build. They made sure everyone was in tune, and and there we have it. >>Yes, so I mean, it is a really exciting time doing any start up. But when you know when you have to make decisions and development, invariably you come to a fork in the road. So I'm curious as to what some of those forks might have been. How you guys decided You know which fork to take. Was there a Yoda in the room that served as the Jedi master? I mean, how are those decisions made? Maybe you could talk about that a little bit. >>Yeah, that's an interesting question. And I think one of a Zai think back. One of the memories that that sticks out in my mind is is this, uh, epic meeting and one of our conference rooms called Northstar. Many of our conference rooms are named after ski resorts because the founders, they're really into skiing. And that's why that's where the snowflake name comes from. So there was this epic meeting and I'm not even sure exactly what topic we were discussing. I think it was It was the sign up flow and and there were a few different options on the table and and and one of the options that that people were gravitating Teoh, one of the founders, didn't like it and and on, and they said a few times that there's this makes no sense. There's no other system in the world that does it this way, and and I think one of the other founders said, uh, that's exactly why we should do it this way. And or at least seriously, consider this option. So I think there was always this, um, this this, uh, this tendency and and and this impulse that that we needed to think big and think differently and and not see the world the way it is but the way we wanted it to be and then work our way backwards and try to make it happen. >>Alison, Any fork in the road moments that you remember. >>Well, I'm just thinking back to a really early meeting with sheesh! And and a few of our founders where we're debating something probably not super exciting to a lot of people outside of hardcore database people, which was how to represent our our column metadata. Andi, I think it's funny that you that you mentioned Yoda because we often make jokes about one of our founders. Teary Bond refer to him as Yoda because he hasn't its tendency to say very concise things that kind of make you scratch your head and say, Wow, why didn't I think of that? Or you know, what exactly does that mean? I never thought about it that way. So I think when I think of the Yoda in the room, it was definitely Terry, >>uh, excuse you. Anything you can add to this, this conversation >>I'll agree with Alison on the you're a comment for short. Another big fork in the road, I recall, was when we changed. What are meta store where we store our own internal metadata? We used >>to use >>a tool called my sequel and we changed it. Thio another database called Foundation TV. I think that was a big game changer for us. And, you know, it was a tough decision. It took us a long time. For the longest time, we even had our own little branch. It was called Foundation DB, and everybody was developing on that branch. It's a little embarrassing, but, you know, those are the kind of decisions that have altered altered the shape of snowflake. >>Yeah. I mean, these air, really, you know, down in the weeds, hardcore stuff that a lot of people that might not be exposed to What would you say was the least obvious technical decision that you had to make it the time. And I wanna ask you about the most obvious to. But what was the what was the one that was so out of the box? I mean, you kind of maybe mentioned it a little bit before, but what if we could double click on that? >>Well, I think one of the core decisions in our architectures the separation of compute and storage on Do you know that is really court architecture. And there's so many features that we have today, um, for instance, data sharing zero copy cloning that that we couldn't have without that architecture. Er, um and I think it was both not obvious. And when we told people about it in the early days, there was definitely skepticism about being able to make that work on being able Thio have that architecture and still get great performance. >>Anything? Yeah, anything that was, like, clearly obvious, that is, Maybe that maybe that was the least and the most that that separation from computing story because it allowed you toe actually take advantage of cloud native. But But was there an obvious one that, you know, it's sort of dogma that you, you know, philosophically lived behind. You know, to this day, >>I think one really obvious thing, um is the sort of no tuning, no knobs, ease of use story behind snowflake. Andi and I say it's really obvious because everybody wants their system to be easy to use. But then I would say there are tons of decisions behind that, that it's not always obvious three implications of of such a choice, right, and really sticking to that. And I think that that's really like a core principle behind Snowflake that that led to a lot of non obvious decisions as a result of sticking to that principle. So, yeah, I >>think to add to that now, now you've gotten us thinking I think another really interesting one was was really, um, should we start from scratch or or should we use something that already exists and and build on top of that? And I think that was one of these, um, almost philosophical kind of stances that we took that that a lot of the systems that were out there were the way they were because because they weren't built for the for the platforms that they were running on, and the big thing that we were targeting was the cloud. And so one of the big stances we took was that we were gonna build it from scratch, and we weren't gonna borrow a single line of code from many other database out there. And this was something that really shocked a lot of people and and many times that this was pretty crazy and it waas. But this is how you build great products. >>That's awesome. All right. She should give you the last word. We got, like, just like 30 seconds left to bring us home >>Your till date. Actually, one of those said shocks people when you talk to them and they say, Wow, you're not You're not really using any other database and you build this entirely yourself. The number of people who actually can build a database from scratch are fairly limited. The group is fairly small, and so it was really a humongous task. And as you mentioned, you know, it really changed the direction off how we design the database. What we what does the database really mean? Tow us right the way Snowflake has built a database. It's really a number of organs that come together and form the body and That's also a concept that's novel to the database industry. >>Guys, congratulations. You must be so proud. And, uh, there's gonna be awesome watching the next next decade, so thank you so much for sharing your stories. >>Thanks, dude. >>Thank you.

>> Okay, listen, we're gearing up for the start of the Snowflake Data Cloud Summit and we want to go back to the early roots of Snowflake. We got some of the founding engineers here, Abdul Muneer, Ashish Modivala, and Alison Lee. They're three individuals that were at Snowflake in the early years and participated in many of the technical decisions that led to the platform that is making Snowflake famous today. Folks, great to see you. Thanks so much for taking some time out of your busy schedules. >> Than you for having us. >> Same. >> Hey, it's got to be really gratifying to see this platform that you've built, you know, taking off and changing businesses. So, I'm sure it was always smooth sailing, right? There were no debates, were there ever? >> Never. >> Now, I've never seen an engineer get into a debate. (laughter) >> All right, so seriously though, so take us back to the early days, you guys, you know, choose whoever wants to start but, what was it like early on? We're talking 2013 here, right? >> That's right. >> When I think back to the early days of Snowflake, I just think of all of us sitting in one room at the time you know, we just had an office that was one room with you know, 12 or 13 engineers sitting there, clacking away at our keyboards, working really hard, churning out code, punctuated by, you know, somebody asking a question about, "Hey, what should we do about this? Or what should we do about that?" And then everyone kind of looking up from their keyboards and getting into discussions and debates about, about the work that we were doing. >> So Abdul, it was just kind of heads down, headphones on, just coding, or >> I think there was a lot of talking and followed by a lot of typing. And, and I think there were periods of time where, you know, anyone could just walk in into the office and probably out of the office and all they'd hear is probably people typing away at their keyboards. And one of my vivid, most vivid memories is is actually I used to sit right across from Alison and there's these huge two, two huge monitors monitors between us. And I would just hear her typing away at our keyboard. And sometimes I was thinking and and all that typing got me nervous because it seemed like Alison knew exactly what, what she needed to do, and I was just still thinking about it. >> So Ashish was this like bliss for you as a developer, an engineer, or was it, was it a stressful time? What was the mood? >> When you don't have a whole lot of customers there's a lot of bliss, but at the same time, there's a lot of pressure on us to make sure that we build the product. There was a timeline ahead of us, we knew we had to build this in a certain timeframe. So one thing I'll add to what Alison and Abdul said is we did a lot of white boarding as well. There were a lot of discussions and those discussions were a lot of fun. They actually cemented what we wanted to build. They made sure that everyone was in tune and there we have it. >> (Dave) Yeah, so, I mean, it is a really exciting time doing any startup. When you have to make decisions in development and variably you come to a fork in the road. So I'm curious as to what some of those forks might've been, how you guys decided, you know, which fork to take. Was there a Yoda in the room that served as the Jedi master? I mean, how are those decisions made? Maybe you could talk about that a little bit. >> Yeah. That's an interesting question. And I think one of, as I think back, one of the memories that, that sticks out in my mind is this epic meeting in one of our conference rooms called North star. And many of our conference rooms are named after ski resorts because the founders are really into skiing and that's why, that's where the Snowflake names comes from. So there was this epic meeting and and I'm not even sure exactly what topic we were discussing. I think it was, it was the signup flow and there were a few different options on the table. and one of the options that, that people were gravitating to one of the founders didn't like it. And they said a few times that there's this makes no sense, there's no other system in the world that does it this way. And I think one of the other founders said that's exactly why we should do it this way. And, or at least seriously considered this option. So I think there was always this this tendency and this impulse that that we needed to think big and think differently and not see the world the way it is but the, the way we wanted it to be and then work our way backwards and try to make it happen. >> Alison, any fork in the road moments that you remember? >> Well, I'm just thinking back to a really early meeting with Ashish and a few of our founders where we were debating something, probably not super exciting to a lot of people outside of hardcore database people which was how to represent our column metadata. And I think it's funny that you, that you mentioned Yoda because we often make jokes about one of our founders Terry and referred to him as Yoda, because he has this tendency to say very concise things that kind of make you scratch your head and say, "Wow why didn't I think of that?" Or, you know, what exactly does that mean? I never thought about it that way. So I think when I think of the Yoda in the room, it was definitely Terry. >> Ashish, anything you can add to this conversation? >> I'll agree with Alison on the Yoda comment, for sure. Another big fork in the road I recall was when we changed one of our meta store where we store our on internal metadata. We used to use a tool called MySQL and we changed it to another database called FoundationDB, I think that was a big game changer for us. And, you know, it was a tough decision, it took us a long time. For the longest time we even had our own little branch it was called FoundationDB and everybody who was developing on that branch. It's a little embarrassing, but, you know, those are the kinds of decisions that alter the shape of Snowflake. >> Yeah, I mean, these are really, you know, down in the weeds hardcore stuff that a lot of people might not be exposed to. What would you say was the least obvious technical decision that you had to make at the time? And I want to ask you about the most obvious too, but what was the one that was so out of the box? I mean, you kind of maybe mentioned it a little bit before but I wonder if we could double click on that? >> Well, I think one of the core decisions in our architecture is the separation of compute and storage. And, you know, that is really core to our architecture, and there are so many features that we have today for instance, data sharing, zero copy cloning, that we couldn't have without that architecture. And I think it was both not obvious, and when we told people about it in the early days there was definitely skepticism about being able to make that work and being able to have that architecture and still get great performance. >> Exactly. >> Yeah. Anything that was like clearly obvious that maybe that, maybe that was the least and the most that, that separation from compute and store, because it allowed you to actually take advantage of Cloud native. But was there an obvious one that you know, is it sort of dogma that you, you know philosophically live by, you know, to this day? >> I think one really obvious thing is the sort of no tuning, no knobs, ease of use story behind Snowflake. And I say, it's really obvious because everybody wants their system to be easy to use. But then I would say there were tons of decisions behind that, that it's not always obvious, the implications, of such a choice, right? And really sticking to that. And I think that that's really like a core principle behind Snowflake, that led to a lot of non-obvious decisions as a result of sticking to that principle. >> So >> I think, to add to that, now you've grabbed us thinking. I think another really interesting one was really, should we start from scratch or should we use something that already exists and build on top of that? And I think that was one of these almost philosophical kind of stances that we took, that a lot of the systems that were out there were the way they were, because, because they weren't built for the, for the platforms that they were running on. And the big thing that we were targeting was the Cloud. And so one of the big stances we took was that we were going to build from scratch. And we weren't going to borrow a single line of code from many other database out there. And this was something that really shocked a lot of people and many times that this was pretty crazy, and it was, but this is how you build great products. >> That's awesome. All right Ashish, I should give you the last word. We got like just like 30 seconds left, bring us home. >> Till date, actually one of those said shocks people when you talk to them and they say, "Wow, you are naturally using any other database, and you build this entirely yourself." The number of people who actually can build a database from scratch are fairly limited, the group is fairly small. And so it was really a humongous task, and as you've mentioned, you know, it really changed the direction of how we designed a database. What we, what does the database really mean to us, right? The way Snowflake has built a database, it's really a number of organs that come together and form the body. And that's also a concept that's novel to the database industry. >> Guys, congratulations, you must be so proud and it's going to be awesome watching the next decade. So thank you so much for sharing your stories. >> Thanks too. >> Thank you. >> Thank you.

from the cube studios in palo alto in boston connecting with thought leaders all around the world this is a cube conversation hey welcome back everybody jeff frick here with the cube coming to you from our palo alto studios with a cube conversation with a great influencer we haven't had him on for a while last had him on uh in may i think of 2019 mid 2019. we're excited to welcome back to the program he's kevin l jackson he is the ceo of gc globalnet kevin great to see you today hey how you doing jeff thanks for having me it's uh it's been a while but i really enjoyed it yeah i really enjoy being on thecube well thank you for uh for coming back so we've got you on to talk about citrix we had you last on we had you on a citrix synergy this year obviously covet hit all the all the events have gone virtual and digital and citrix made an interesting move they decided to kind of break their thing into three buckets kind of around the main topics that people are interested in in their world and that's cloud so they had a citrix cloud summit they had a citrix workplace summit and now they just had their last one of the three which is the citrix security summit uh just wrapped up so before we jump into that i just want to get your take how are you doing how you getting through the kind of covid madness from you know the light switch moment that we experienced in march april 2. you know now we're like seven eight months into this and it's not going to end anytime soon well you know it's it was kind of different for me because um i've been working from home and remotely since i guess 2014 being a consultant and with all my different clients i was doing a lot more traveling um but with respect to doing meetings and being on collaborative systems all day long it's sort of like uh old hat and i say welcome to my world but i find that you know society is really changing the things that you thought were necessary in business you know being physically at meetings and shaking hands that's all like you know although we don't do that anymore yeah i used to joke right when we started this year that we finally got to 2020 the year that we know everything right with the benefit of hindsight but it turned out to be the year that we actually find out that we don't know anything and everything that we thought we knew in fact is not necessarily what we thought and um we got thrown into this we got thrown into this thing and you know thankfully for you and for me we're in you know we're in the tech space we can we can go to digital we're not in the hotel business or the hospitality business or you know so many businesses that are still suffering uh greatly but we were able to make the move in i.t and and citrix is a big piece of that in terms of enabling people to support remote work they've always been in remote work but this really changed the game a lot and i think as you said before we turned on the cameras accelerated you know this digital transformation way faster than anybody planned on oh oh yeah absolutely and another one of the areas that was particularly um accelerated they sort of put the rockets on is security which i'm really happy about because of the rapid increase in the number of remote workers i mean historically companies had most of their workforce in their own buildings on on their own property and there was a small percentage that would remote work remotely right but it's completely flipped now and it flipped within a period of a week or a week and a half and many of these companies were really scrambling to make you know their entire workforce be able to communicate collaborate and just get access to information uh remotely right right well david talked about it in the security keynote you know that you know as you said when this light switch moment hit in mid-march you had to get everybody uh secure and take care of your people and get them set up but you know he talked a little bit about you know maybe there were some shortcuts taken um and now that we've been into this thing in a prolonged duration and again it's going to be going on for a while longer uh that there's really an opportunity to to make sure that you put all the proper uh systems in place and make sure that you're protecting people you're protecting the assets and you're protecting you know the jewels of the company which today are data right and data in all the systems that people are working with every single day yeah yeah absolutely they had to rapidly rethink all of the work models and this uh accelerated digital transformation and the adoption of cloud and it was just this this huge demand for remote work but it was also important to uh keep to think about the user experience the employee experience i mean they were learning new things learning new technologies trying to figure out how to how to do new things and that at the beginning of this uh trend this transition people were thinking that hey you know after a few months we'll be okay but now and it's starting to sink in that this stuff is here to stay so you have to understand that work is not a place and i think actually david said that right it's really you have to look at how the worker is delivering and contributing to the mission of the organization to the business model and you have to be able to measure the workers level of output and their accomplishment and be able to do this remotely so back to office is is not going to happen in reality so the employee experience through this digital environment this digital work space it's critical yeah i think one of the quotes he had whether i think was either this one or one of the prior ones is like back to work is not back to normal right we're not going to go back to the way that it was before but it's interesting you touched on employee experience and that's a big piece of the conversation right how do we measure output versus you know just time punching the clock how do we give people that that experience that they've come to expect with the way they interact in technology in their personal lives but there's an interesting you know kind of conflict and i think you've talked about it before between employee experience and security because those two kind of inherently are going to be always in conflict because the employee's going to want more access to more things easier to use and yet you've got to keep security baked in throughout the stack whether it's access to the systems whether it's the individual and and so there's always this built-in kind of tension between those two objectives well the tension is because of history security has always been sort of a a second thought an afterthought uh you know you said due to work oh security we'll catch up to it when we need to but now because of the importance of data and the inherently global connectivity that we have the the need for security has is paramount so in order to attract that in order to address that the existing infrastructures had this where we just bolted security on to the existing infrastructures uh this is when they when the data centers and we said well as long as it's in our data center we can control it but then we with this covet thing we'll just burst out of any data center we have to rely on cloud so this this concept of just bolting on security just doesn't work because you no longer own or control the security right so you have to look at the entire platform and have a holistic security approach and it has to go from being infrastructure-centric to data centric because that's the only way you're going to provide security to your data to those remote employees right right and there's a very significant shift we hear all the time we've got rsa uh all the time to talk about security and that's this concept of zero trust and and the idea that rather than as you said kind of the old school you put a a wall and a moat around the things that you're trying to protect right you kind of start from the perspective of i don't trust anybody i don't trust where they're coming from i don't trust their device i don't trust that they have access to those applications and i don't trust that they have access to that data and then you basically enable that on a kind of a need to know basis across all those different factors at kind of the least the least amount that they need to get their job done it's a really different kind of approach to thinking about security right and but it's a standardized approach i mean before present time you would customize security to the individual or 2d organization or component of the organization because you know you knew where they were and you would you would say well they won't accept this so we'll do that so everything was sort of piecemeal now that work is not a location you have to be much more standardized much more focused and being able to track and secure that data requires things like digital rights management and and secure browsers and some of the work that citrix has done with google has really been amazing they they looked at it from a different point of view they said okay where people are always working through the cloud in different locations from from anywhere but they all work through their browser so you know we could and i think this was something that the vice president at google said uh sunil potty i believe uh vice president of google cloud they said well we can capitalize on that interface without affecting the experience and he was talking about chrome so so citrix and and google have worked together to drive sort of an agent-less experience to order to enhance security so instead of making everything location specific or organizational specific they set a standard and they support this intent-driven security model yeah it's interesting sunil's a really sharp guy we've had him on thecube a ton of times uh over the years but there's another really interesting take on security and i want to get your your feedback on it and that's kind of this coopetation right and silicon valley is very famous for you know coopetation you might be competing tooth and nail with the company across the street at the same time you got an opportunity to partner you might share apis you know it's a really interesting thing and one of the the items that came out of the citrix show was this new thing called the workspace security alliance because what's interesting in security that even if we're competitors if you're suddenly getting a new type of threat where you're getting a new type of attack and there's a new you know kind of profile actually the industry likes to share that information to help other people in the security business as kind of you know us versus the bad guys even if we're you know competing for purchase orders we're competing you know kind of face-to-face so they announced this security alliance which is pretty interesting to basically bring in partners to support uh coopetition around the zero trust framework uh yeah absolutely this is happening across just about every industry though you're going away from uh point-to-point relationships to where you're operating and working within an ecosystem and in security just this week it's been highlighted by the uh the trick trick bot um activity this uh persistent uh malware that i guess this week is attacking um health care uh facilities the actual the u.s department of homeland security put out an alert now and this is a threat to the entire ecosystem so everyone has to work together to protect everyone's data and that improves that that is the way forward and that's really the only way to be successful so uh we have to go from this point-to-point mindset to understanding that we're all in the same boat together and in this uh alliance the workspace security alliance is an indication that citrix gets it right everyone has workers everyone's workers are remote okay and everyone has to protect their own data so why don't we work together to do that yeah that's great that's interesting i had not heard of that alert but what we are hearing a lot of um in in a lot of the interviews that we're doing is kind of a resurfacing of kind of old techniques uh that the bad guys are using to to try to get remote workers because they're not necessarily surrounded with as much security or have as much baked in in their home setup as they have in the office and apparently you know ransomware is really on the rise and the sophistication of the ransom where folks is very high and that they try to go after your backup and all in you know your replication stuff before they actually hit you up for the uh for the want for the money so it's it's there's absolutely that's right yeah go ahead i'm sorry i was just saying that's indicative of the shift that most of your workers are no longer in your facilities than now and at home where companies never really put a lot of investment into protecting that channel that data channel they didn't think they needed to right right one of the other interesting things that came up uh at the citrix event was the use of uh artificial intelligence and machine learning to basically have a dynamic environment where you're adjusting you know kind of the access levels based on the behavior of the individual so what apps are they accessing what you know are they moving stuff around are they downloading stuff and to actually kind of keep a monitor if you will to look for anomalies and behavior so even if someone is trusted to do a particular type of thing if suddenly they're you know kind of out of band for a while then you know you can flag alerts to say hey what's going on is that this person did their job change you know why are they doing things that they don't normally do maybe there's a reason maybe there isn't a reason maybe it's not them so you know i think there's so many great applications for applied machine learning and artificial intelligence and these are the types of applications where you're going to see the huge benefits come from this type of technology oh yeah absolutely i mean the citrix analytics for security is really a um security service right um that monitors the activities of of people on the internet and it this machine learning gives you or gives the service this insight no one company can monitor the entire internet and you can go anywhere on the internet so bob working together leveraging this external service you can actually have automated remediation of your users you can put this specific user security risk score so um companies and organizations can be assured that they are within their risk tolerance right right and of course the other thing you've been in the business for a while that we're seeing that we're just kind of on the cusp of right is 5g and iot so a lot more connected devices a lot more data a lot more data moving at machine speed which is really what 5g is all about it's not necessarily for having a better phone call right so we're just going to see you know kind of again this this growth in terms of attack surfaces this growth in terms of the quantity of data and the growth in terms of the the the rate of change that that data is coming in and and the scale and the speed with the old uh you know velocity and and variety and volume uh the old big data memes so again the other thing go ahead the other thing it's not just data when you have 5g the virtual machines themselves are going to be traveling over this network so it's a whole new paradigm yeah yeah so the uh once again to have you know kind of a platform approach to make sure you're applying intelligence to keep an eye on all these things from zero trust uh uh kind of baseline position right pretty damn important yeah absolutely with with edge computing the internet of things this whole infrastructure based data centric approach where you can focus on how the individual is interacting with the network is important and and uh another real important component of that is the um software-defined wide area network because people work from everywhere and you have to monitor what they're doing right right yeah it's really worked from anywhere not necessarily work from home anymore i just want to you know again you've been doing this for a while get your feedback on on the fact that this is so much of a human problem and so much of a human opportunity versus just pure technology i think it's really easy to kind of get wrapped up in the technology but i think you said before digital transformation is a cultural issue it's not a technology issue and getting people to change the way they work and to change the way they work with each other and to change what they're measuring um as you said kobe kind of accelerated that whole thing but this has always been more of a cultural challenge in a technology challenge yeah the technology in a relative sense of you is kind of easy right but it's the expectations of humans is what they're used to is what they have been told in the past is the right thing no longer is right so you have to teach you have to learn you have to accept change and not just change but rapid change and accelerated change and people just don't like change they're uncomfortable in change so another aspect of this culture is learning to be adaptable and to accept change because it's going to come whether you want it or not faster than you think as well for sure you're right well that's great so kevin i'll give i give you the final word as as you think about how things have changed and again i think i think the significant thing is that we went from you know kind of this light switch moment where it was you know emergency and and quick get everything squared away but now we're in this we're in kind of this new normal it's going to be going for a while we'll get back to some some version of a hybrid uh solution at some point and you and i will be seeing each other at trade shows at some point in time in the in the future but it's not going to go back the way that it was and people can't wait and hope that it goes back the way that it was and really need to get behind this kind of hybrid if you will work environment and helping people you know be more productive with the tools they need it always gets back to giving the right people the right information at the right time to do what they need to do so just kind of get your perspective as we you know kind of get to the end of 2020 we're going to turn the page here rapidly on 2021 and we're going to start 2021 in kind of the same place we are today well to be honest we've talked about a lot of these things but the answer to all of them is agility agility agility is the key to success this is like not locking into a single cloud you're going to have multiple clouds not locking into a single application you have multiple applications not assuming that you're always going to be working from home or working through a certain browser you have to be agile to adapt to rapid change and the organizations that recognize that and uh teach their workers teach their entire ecosystem to operate together in a rapidly changing world with agility will be successful that's a great that's a great way to leave it i saw beth comstack the former vice chair at ge give a keynote one time and one of her great lines was get comfortable with being uncomfortable and i think you nailed it right this is about agility it's about change it's we've seen it in devops where you embrace change you don't try to avoid it you know you take that really at the top level and try to architect to be successful in that environment as opposed to sticking your head in the sand and praying it doesn't absolutely all right well kevin so great to catch up i'm i'm sorry it's been as long as it's been but hopefully it'll be uh shorter uh before the next time we get to see each other yes fine thank you very much i really enjoyed it absolutely all right he's kevin l jackson i'm jeff frick you're watching thecube from our palo alto studios keep conversation we'll see you next time you

(upbeat music) >> From the CUBE studios in Palo Alto, in Boston, connecting with thought leaders all around the world. This is a CUBE conversation. >> Hi everyone, this is Dave Vellante from the CUBE. And we're getting ready for the Snowflake Data cloud summit four geographies, eight tracks more than 40 sessions for this global event. Starts on November 17th, where we're tracking the rise of the Data cloud. You're going to hear a lot about that, now, by now, you know, the story of Snowflake or you know, what maybe you don't but a new type of cloud native database was introduced in the middle part of last decade. And a new set of analytics workloads has emerged that is powering a transformation within organizations. And it's doing this by putting data at the core of businesses and organizations. You know, for years we marched to the cadence of Moore's law. That was the innovation engine of our industry, but now that's changed it's data plus machine intelligence plus cloud. That's the new innovation cocktail for the technology industry and industries overall. And at the Data cloud summit we'll hear from Snowflake executives, founders, technologists, customers, and ecosystems partners. And of course, you going to hear from interviews on the CUBE. So, let's dig in a little bit more and help me are two Snowflake experts. Felipe Hoffa is a data cloud advocate and Kent Graziano is a chief technical evangelist post at Snowflake. Gents, great to see you. Thanks for coming on. >> Yeah, thanks for having us on, this is great. >> Thank you. >> So guys first, I got to congratulate you on getting to this point. You've achieved beyond escape velocity and obviously one of the most important IPOs of the year, but you got a lot of work to do. I know that what, what are the substantive aspects behind the Data cloud? >> I mean, it's a new concept right? We've been talking about infrastructure clouds and SaaS applications living in application clouds and Data cloud is the ability to really share all that data that we've been collected. You know, we've spent what how many a decade or more with big data now but have we been able to use it effectively? And that's really where the Data cloud is coming in and Snowflake and making that a more seamless, friendly, easy experience to get access to the data. I've been in data warehousing for nearly 30 years now. And our dream has always been to be able to augment an organization's analytics with data from outside their organization. And that's just been a massive pain in the neck with having to move files around and replicate the data and maybe losing track of where it came from or where it went. And the Data cloud is really giving our customers the ability to do that in a much more governed way, a much more seamless way and really make it push button to give anyone access to the data they need and have the performance to do the analytics in near real time. It's total game changer is as you already know and just it's crazy what we're able to do today compared it to what we could do when I started out in my career. >> Well, I'm going to come back to that 'cause I want to tap your historical perspective, but Felipe let me ask you, So, why did you join Snowflake? You're you're the newbie here? What attracted you? >> Exactly? I'm the newbie, I used to work at Google until August. I was there for 10 years. I was a developer advocate there also for data you might have heard about the BigQuery. I was doing a lot of that. And then as time went by Snowflake started showing up more and more in my feeds within my customers in my community. And it came the time, well, I felt that like, you know, when wherever you're working, once in a while you think I should leave this place I should try something new, I should move my career forward. While at Google, I thought that so many times, as anyone would do, and it was only when Snowflake showed up, like where Snowflake is going now, why Snowflake is being received by all the customers that I saw this opportunity. And I decided that moving to Snowflake would be a step forward for me. And so far I'm pretty happy, like the timing has been incredible, but more than the timing and everything, it's really, really a great place for data. What I love first is data, sharing data, analyzing data and how Snowflake is doing it's for me to mean phenomenal. >> So, Kent, I want to come back to you and I say tap maybe your historical perspective here. And you said it's always been a dream that you could do these other things bringing in external data. I would say this, that I don't want to push a little bit on this because I have often said that the EDW marketplace really never lived up to its promises of 360 degree views of the customer real time or near real time analytics. And, and it really has been as you kind of described are a real challenge for a lot of organizations. When Hadoop came in we got excited that it was going to actually finally live up to that vision and, and duped it a lot and don't get me wrong, I mean, the whole concept of bring that compute to data and lowering the cost and so forth. But it certainly didn't minimize complexity. And, and it seems like, feels like Snowflake is on the cusp of actually delivering on that promise that we've been talking about for 30 years. I wonder, if you could share your perspective is it, are we going to get there this time? >> Yeah. And as far as I can tell working with all of our customers some of them are there. I mean, they thought through those struggles that you were talking about that I saw throughout my career and now with getting on Snowflake they're delivering customer 360 they're integrating weblogs and IOT data with structured data from their ERP systems or CRM systems, their supply chain systems. And it really is coming to fruition. I mean, the industry leaders, you know, Bill Inman and Claudia Imhoff, they've had this vision the whole time but the technology just wasn't able to support it. And the cloud, as we said about the internet, changed everything. And then Ben wine teary, and they're in their vision and building the system, taking the best concepts from the Hadoop world and the data Lake world and the enterprise data warehouse world and putting it all together into this, this architecture that's now Snowflake and the Data cloud solve it. I mean, it's the classic benefit of hindsight is 2020 after years in the industry, they'd seen these problems and said like, how can we solve them? Does the Cloud let us solve these problems? And the answer was yes, but it did require writing everything from scratch and starting over with, because the architecture of the Cloud just allows you to do things that you just couldn't do before. >> Yeah. I'm glad you brought up you know, some of the originators of the data warehouse because it really wasn't their fault. They were trying to solve a problem. It was the marketers that took it and really kind of made promises that they couldn't keep. But, the reality is when you talk to customers in the so old EDW days and this is the other thing I want to tap you guys' brains on. It was very challenging. I mean, one customer one time referred to it as a snake, swallowing a basketball. And what he meant by that is every time there's a change Sarbanes Oxley comes and we have to ingest all this new data. It's like, Oh, it's to say everything slows down to a grinding halt. Every time Intel came out with a new microprocessor, they would go out and grab a new server as fast as they possibly could. He called it chasing the chips and it was this endless cycle of pain. And so, you know, the originators of the data whereas they didn't have the compute power they didn't have the Cloud. And so, and of course they didn't have the 30, 40 years of pain to draw upon. But I wonder if you could, could maybe talk a little bit about the kinds of things that can be done now that we haven't been able to do here to form. >> Well, yeah. I remember early on having a conversation with Bill about this idea of near real time data warehousing and saying, is this real, is this something really people need? And at the time he was a couple of decades ago, he said now to them they just want to load their data sooner than once a month. That was the goal. And that was going to be near real time for them. And, but now I'm seeing it with our customers. It's like, now we can do it, you know, with things like the Kafka technology and snow pipe in Snowflake that people are able to get that refresh way faster and have near real time analytics access to that data in a much more timely manner. And so it really is coming true. And the, the compute power that's there, as you said, we've now got this compute power in the Cloud that we never dreamed of. I mean, you would think of only certain, very large, massive global companies or governments could afford super computers. And that's what it would have taken. And now we've got nearly the power of a super computer in our mobile device that we all carry around with us. So being able to harness all that now in the Cloud is really opening up opportunities to do things with data and access data in a way that, again really, we just kind of dreamed of before as like we can democratize data when we get to this point. And I think that's where we are. We're at that inflection point where now it's possible to do it. So the challenge on organizations is going to be how do we do it effectively? How do we do it with agility? And how do we do it in a governed manner? You mentioned Sarbanes Oxley, GDPR, CCPA, all of those are out there. And so we have all of that as well. And so that's where we're going to get into it, right into the governance and being able to do that in a very quick, flexible, extensible manner and Snowflakes really letting people do it now. >> Well, yeah. And you know, again, we've been talking about Hadoop and I, again, for all my fond thoughts of that era, and it's not like Hadoop is gone but it was a lot of excitement around it, but governance was a huge problem. And it was kind of a bolt on. Now, Felipe I going to ask you, like, when you think about a company like Google, your former employer, you know, data is at the core of their business. And so many companies the data is not at the core of their business. Something else is, it's a process or a manufacturing facility or whatever it is. And the data is sort of on the outskirts. You know, we often talk about in, in stove pipes. And so we're now seeing organizations really put data at the core of their, it becomes central to their DNA. I'm curious as to your thoughts on that. And also, if you've got a lot of experience with developers, is there a developer angle here in this new data world? >> For sure, I mean, I love seeing everything like throughout my career at Google and my two months here and talking to so many companies, you never thought before like these are database companies but they are the ones that keep rowing. The ones that keep moving to the next stage of their development is because they are focusing on data. They are adapting the processes, they are learning from it. Me, I focus a lot on developers. So, I met when I started this career as an advocate of first, I was a software engineer and my work so far, has we worked, I really loved talking to the engineers on the other companies. Like, maybe I'm not the one solving the business problem, but at the end of the day, when these companies have a business problem that they want to grow, they want to have data. There are other engineers that are scientists like me that want to work for the company and bring the best technology to solve the problems. And Yeah, there's so much where data can help, yes, as we evolved the system for the company, and also for us, for understanding the systems things like of survivability, and recently there was a big company a big launch on survivability (indistinct) whether they are running all of their data warehousing needs. And all of that needs on snowflake, just because running these massive systems and being able to see how they're working generates a lot of data. And then how do you manage it? How do you analyze it? Or Snowflake is really there to help cover the two areas. >> It's interesting my business partner, John farrier cohost of the CUBE, he said, gosh I would say middle of the last decade, maybe even around the time 2013, when Snowflake was just coming out, he said, he predicted the data would be the new development kit. And it's really at the center of a lot of the data life cycle the what I call the data pipelines. I know people use that term differently but I'm very excited about the Data cloud summit and what we're going to learn there. And I get to interview a lot of really cool people. So, I appreciate you guys coming up, but, Kent who should attend the Data cloud summit, I mean, what should they expect to learn? >> Well, as you said earlier, Dave, there's so many tracks and there's really kind of something for everyone. So, we've got a track on unlocking the value of the Data cloud, which is really going to speak to the business leaders, you know, as to what that vision is, what can we do from an organizational perspective with the Data cloud to get that value from the data to move our businesses forward. But we've also done for the technicians migrating to snowflake. Sessions on how to do the migration, modernizing your data Lake, data science, how to do analytics with the, and data science in Snowflake and in the Data cloud, and even down to building apps. So the developers and building data products. So, you know, we've got stuff for developers, we've got stuff for data scientists. We've got stuff for the data architects like myself and the data engineers on how to build all of this out. And then there's going to be some industry solution spotlights as well. So we can talk about different verticals folks in FinTech and healthcare, there's going to be stuff for them. And then for our data superheroes we have a hallway track where we're going to get talks from the folks that are in our data superheroes which is really our community advocacy program. So these are folks who are out there in the trenches using Snowflake delivering value at their organizations. And they're going to talk down and dirty. How did they make this stuff happen? So it's going to be to some hope, really something for everyone, fireside chats with our executives. Of course something I'm really looking forward to myself. So was fun to hear from Frank and Christian and Benoit about what's the next big thing, what are we doing now? Where are we going with all of this? And then there is going to be a some awards we'll be giving out our data driver awards for our most innovative customers. So this is going to be a lot, a lot for everybody to consume and enjoy and learn about this, this new space of, of the Data cloud. >> Well, thank you for that Kent. And I'll second that, at least there's going to be a lot for everybody. If you're an existing Snowflake customer there's going to be plenty of two or one content, we can get in to the how to use and the best practice, if you're really not that familiar with Snowflake, or you're not a customer, there's a lot of one-on-one content going on. So, Felipe, I'd love to hear from you what people can expect at the Data cloud summit. >> Totally, so I would like to plus one to everyone that can say we have a phenomenal schedule that they, the executive will be there. I really wanted to especially highlight the session I'm preparing with Trevor Noah. I'm sure you might have heard of him. And we are having him at the Data cloud summit and we are going to have a session. We are going to talk about data. We are preparing a session. That's all about how people that love data that people that want to make that actionable. How can they bring storytelling and make it more, have more impact as he has well learn to do through his life? >> That's awesome, So, we have Trevor Noah, we're not just going to totally geek out here. we're going to have some great entertainment as well. So, I want you to go to snowflake.com and click on Data cloud summit 2020 there's four geos. It starts on November 17th and then runs through the week and in the following week in Japan. So, so check that out. We'll see you there. This is Dave Vellante for the CUBE. Thanks for watching. (upbeat music)

>> (Instructor)From the cube studios in Palo Alto, in Boston, connecting with thought leaders all around the world. This is a cube conversation. >> Hi everyone. This is Dave Volante, the cube, and we're getting ready for the snowflake data cloud summit four geographies eight tracks, more than 40 sessions for this global event starts on November 17th, where we're tracking the rise of the data cloud. You're going to hear a lot about that now by now, you know the story of Snowflake or you know, what maybe you don't, but a new type of cloud native database was introduced in the middle part of last decade. And a new set of analytics workloads has emerged that is powering a transformation within organizations. And it's doing this by putting data at the core of businesses and organizations. You know for years, we marched to the cadence of Moore's law. That was the innovation engine of our industry, but now that's changed it's data plus machine intelligence plus cloud. That's the new innovation cocktail for the technology industry and industries overall. And at the data cloud summit, we'll hear from snowflake executives, founders, technologists, customers, and ecosystems partners. And of course, you're going to hear from interviews on the cube. So let's dig in a little bit more and to help me, are two snowflake experts, Filipe Hoffa is a data cloud advocate and Kent Graziano is a chief technical evangelists post at Snowflake. Gents great to see you. Thanks for coming on. >> Yeah thanks for having us on this is great. >> Thank you. >> So guys, first, I got to congratulate you on getting to this point. You've achieved beyond escape velocity, and obviously one of the most important IPOs of the year, but you got a lot of work to do I know that Filipe, let me start with you data cloud. What's a data cloud and what are we going to learn about it at the data cloud summit? >> Oh, that's an excellent question. And let me tell you a little bit about our story here. And I really, really, really admire what Kent has done. I joined the snowflake like less than two months ago, and for me it's been a huge learning experience. And I look up to Kent a lot on how we deliver the message and how do we deliver all of that. So I would love to hear his answer first. >> Okay, that's cool. Okay Kent later on. So talk of data cloud, that's a catchy phrase, right? But it vectors into at least two of the components of my innovation, innovation cocktail. What, what are the substantive substantive aspects behind the data cloud? >> I mean, it's a, it's a new concept, right? We've been talking about infrastructure clouds and SAS applications living in an application clouds so data cloud is the ability to really share all that data that we've been collecting. You know, we've, we've spent what, how many days a decade or more with big data now, but have we been able to use it effectively? And that's, that's really where the data cloud is coming in and snowflake in making that a more seamless, friendly, easy experience to get access to the data. I've been in data warehousing for nearly 30 years now. And our dream has always been to be able to augment an organization's analytics with data from outside their organization. And that's just been a massive pain in the neck with having to move files around and replicate the data and maybe losing track of where it came from or where it went. And the data cloud is really giving our customers the ability to do that in a much more governed way, a much more seamless way, and really make it push button to give anyone access to the data they need and have the performance to do the analytics in near real time. It's it's total game changer as, as you already know, and just it's crazy what we're able to do today, compared to what we could do when I started out in my career. >> Well, I'm going to come back to that cause I want to tap your historical perspective, but Filipe, let me ask you. So why did you join snowflake? You're you're the newbie here. What attracted you? >> Exactly, I'm the newbie. I used to work at Google until August. I was there for 10 years. I was a developer advocate there also for data, you might have heard about a big query. I was doing a lot of that and then as time went by, Snowflake started showing up more and more in my feeds, within my customers, in my community. And it came the time. When, I felt that like, you know, when wherever you're working, once in a while you think I should leave this place, I should try something new. I should move my career forward. While at Google, I thought that so many times as anyone would do, and it was only when snowflake showed up, like where snowflake is going now, how snowflake is, is being received by all the customers that I saw this opportunity. And I decided that moving to Snowflake would be a step forward for me. And so far I'm pretty happy. Like the timing has been incredible, but more than the timing and everything, it's really, really a great place for data. What I love first is data sharing data, analyzing data and how Snowflake is doing it it promotes me in phenomena. >> So Ken, I want to come back to you and I say, tap, maybe your historical perspective here. And you said, you know, it's always been a dream that you could do these other things bring in external data. I would say this, that I don't want to push a little bit on this because I have often said that the EDW marketplace really never lived up to its promises of 360 degree views of the customer in real time or near real time analytics. And, and it really has been, as you kind of described are a real challenge for a lot of organizations when Hadoop came in you know, we had, we we we got excited that it was kind of going to actually finally live up to that vision and and and we duped it a lot. And it don't get me wrong. I mean, the whole concept of, you know, bring the compute to data and the lowering the cost and so forth, but it certainly didn't minimize complexity. And, and it seems like, feels like Snowflake is on the cusp of actually delivering that promise that we've been talking about for 30 years. I wonder if you could share your perspective, is it, are we going to get there this time? >> Yeah. And as far as I can tell working with all of our customers, some of them are there. I mean, they're, they Fought through those struggles that you were talking about that I saw throughout my career and now with getting on Snowflake they're, they're delivering customer 360, they're integrating weblogs and IOT data with structured data from their ERP systems or CRM systems, their supply chain systems. And it really is coming to fruition. I mean, the, you know, the industry leaders, you know, Bill Inman and Claudia M Hoff, they've had this vision the whole time, but the technology just wasn't able to support it. And the cloud, as we said about the internet, changed everything and then Ben Y and Terry, in their vision and building the system, taking the best concepts from the Hadoop world and the data Lake world and the enterprise data warehouse world, and putting it all together into this, this architecture, that's now, you know Snowflake and the data cloud solved it. I mean, it's the, you know, the, the classic benefit of her insight is 2020 after years in the industry, they had seen these problems and said like, how can we solve them? Does the cloud let us solve these problems? And the answer was yes, but it did require writing everything from scratch and starting over with because the architecture the cloud just allows you to do things that you just couldn't do before. Yeah I'm glad you brought up, you know, some of the originators of the data warehouse, because it really wasn't their fault. They were trying to solve a problem. That was the marketers that took it and really kind of made promises that they couldn't keep. But the reality is when you talk to customers in the, in the, so the old EDW days, and this is the other thing I want to, I want to tap your guys' brains on. It was very challenging. I mean, one, one customer, one time referred to it as a snake, swallowing a basketball. And what he meant by that is you know, every time there's a change, you know, Sarbanes Oxley comes and we have to ingest all this new data. It's like, Oh, it's just everything slows down to a grinding halt. Every time Intel came out with a new microprocessor, they would go out and grab a new server as fast as they possibly could. He called it chasing the chips, and it was this endless cycle of pain. And so, you know, the originators of the data whereas they didn't, they didn't have you know the compute power, they didn't have the cloud. >> Yeah. >> And so, and of course they didn't have the 30- 40 years of pain to draw upon. But, but I wonder if you could, could maybe talk a little bit about the kinds of things that can be done now that we haven't been able to do here before. >> Well, yeah I remember early on having a conversation with, with Bill about this idea of near real time data warehousing and saying, is this real? Is this something really need people need? And at the time it was, was a couple of decades ago, he said no to them they just want to load their data sooner than once a month. >> Yeah. >> That was the goal. And that was going to be near real time for them. And, but now I'm seeing it with our customers. It's like, now we can do it, you know, with things like the Kafka technology and snow pipe in, in Snowflake, that people are able to get that refresh way faster and have near real time analytics access to that data in a much more timely manner. And so it really is coming true. And the, the compute power that's there, as you said, you know we, we've now got this compute power in the cloud that we never dreamed of. I mean, you would think of only certain very large, massive global companies or governments could afford supercomputers. And that's what it would have taken. And now we've got nearly the power of a supercomputer in our mobile device that we all carry around with us. So being able to harness all that now in the cloud is really opening up opportunities to do things with data and access data in a way that again really we just kind of dreamed of before. It's like, we can, we can democratize data when we get to this point. And I think that's the, that's where we are, we're at that inflection point where now it's, it's possible to do it. So the challenge on organizations is going to be, how do we do it effectively? How do we do it with agility? And how do we do it in a governed manner? You mentioned Sarbanes Oxley, GDPR, CCPA, all of those are out there. And so we have all of that as well. And so that's where, that's where we're going to get into it, right. Is into the governance and being able to do that in a very quick, flexible, extensible manner and you know, Snowflakes really letting people do it now. >> Well, yeah and you know, again, we've been talking about Hadoop and again, for all my, my fond thoughts of that era, and it's not like hadoop is gone, but, but it was a lot of excitement around it but but governance was a huge problem and it was kind of a ball tough enough. Felipe I got to ask you, like when you think about a company like Google your former employer, you know, data is at the core of their business. And so many companies, the data is not at the core of their business. Something else is it's a process or a manufacturing facility or you know whatever it is. And the data is sort of on the outskirts. You know, we often talk about in, in stove pipes. And so we're now seeing organizations really put data at the core of their it becomes, you know, central to their, to their DNA. I'm curious as to your thoughts on that. And also if you've got a lot of experience with developers, is there, is there a developer angle here in this new data world? >> Oh, for sure. I mean, I love seeing every, like throughout my career at Google and my two months here and talking to so many companies, you never thought before, like these are database companies, but the the ones that keep rowing. The ones that keep moving to the next stage of their development is because they are focusing on data. They are adapting the processes they learning from it. And me, I focus a lot on developers. So I mean when I started This career as an advocate. First I was a software engineer and my work so far, has been work, I really loved talking to the engineers on the other companies. Like maybe I'm not the one solving the business problem, but at the end of the day, when these companies have a business problem that they want to row, they want to have data. There are other engineers that are scientists likes me that are, that, that want to work for work for the company and bring the best technology to solve the problems. Yeah, there's so much where data can help as we evolve the system for the company. And also for us for understanding the systems, things like observability and recently, there was a big company, a big launch on observability the company name is observable, where they are running all of their data warehousing needs. And all of their data needs on Snowflake, just because running these massive systems and being able to see how they're working generates a lot of data. And then how do you manage it? How do you analyze it? Or snowflake is already there to help. >> Well you know >> I covered the two areas. >> It's interesting my, my business partner, John farrier, cohost of the cube, he said, gosh, I would say middle of the last decade, maybe even around the time, you know, 2013, when Snowflake was just coming out, he said, he predicted the data would be the new development kit. And you know, it's really at the center of a lot of, you know, the data life cycle, the, the, what I call the data pipelines. I know people use that term differently, but, but I'm, I'm very excited about the data cloud summit and what we're going to learn there. And I get to interview a lot of really cool people. And so I appreciate you guys coming on, but Kent, who, who should attend the data cloud summit, I mean, what, what are the, what should they expect to learn? >> Well, as you said earlier, Dave, there's, there's so many tracks and there's really kind of something for everyone. So we've got a track on unlocking the value of the data cloud, which is really going to speak to, you know, the business leaders, you know, as to what that vision is, what can we do from an organizational perspective, with the data cloud to get that value from the data to, to move our businesses forward. But we've also got, you know, for the technicians migrating to Snowflake training sessions on how to do the migration, modernizing your data like data science, you know how to do analytics with the, and data science in Snowflake and in the data cloud and even down to building apps. So the developers and building data products. So, you know, we've got stuff for developers, we've got stuff for data scientists. We've got stuff for the, the data architects like myself and the data engineers on how to, how to build all of this out. And then there's going to be some industry solutions spotlights as well. So we can talk about different verticals of folks in FinTech and, and in healthcare. There's going to be stuff for them. And then for our, our data superheroes, we have a hallway track where we're going to get talks from the folks that are in our data superheroes, which is really our community advocacy program. So these are folks who are out there in the trenches using Snowflake, delivering value at, at their organizations. And they're going to talk you know down and dirty. How did they make this stuff happen? So there's going to be just really something for everyone, fireside chats with our executives, of course, something I'm really looking forward to in myself. It's always fun to, to hear from Frank and Christian. And Benwah about, you know, what's the next big thing, you know, what are we doing now? Where are we going with all of this? And then there is going to be some awards. We'll be giving out our data driver awards for our most innovative customers. So this is going to be a lot, a lot for everybody to consume and enjoy and learn about this, this new space of, of the data cloud. >> Well, thank you for that Kent. And I'll second that, I mean, there's going to be a lot for everybody. If you're an existing Snowflake customer, there's going to be plenty of two on one content we can get in to the how to's and the best practice. If you're really not that familiar with Snowflake, or you're not a customer, there's a lot of one-on-one content going on. If you're an investor and you want to figure out, okay, what is this vision? And can, you know, will this company grow into its massive valuation and how are they going to do that? I think you're going to, you're going to hear about the data cloud and really try get a perspective. And you can make your own judgment as to, to, you know, whether or not you think that it's going to be as large a market as many people think. So Felipe, I'd love to hear from you what people can expect at the data cloud summit. >> Totally, so I would love to plus one to everyone that Kent said. We have a phenomenal schedule that the the executive will be there. And I really wanted to specially highlight the session I'm preparing with Trevor Noah. I'm sure you might have heard of him. And we are having him at the data cloud summit, and we are going to have a session. We're going to talk about data. We are preparing a session, That's all about how people that love data, that people that want to make data actionable. How can they bring storytelling and make it more, have more impact as he has well learned to do through his life. >> That's awesome, So yeah, Trevor Noah, we're not just going to totally geek out here. We're going to, we're going to have some great entertainment as well. So I want you to go to snowflake.com and click on data cloud summit, 2020 there's four geos. It starts on November 17th and then runs through the week and then the following week in Japan. So, so check that out. We'll see you there. This is Dave Volante for the cube. Thanks for watching. (soft music)