(upbeat music) >> Announcer: From San Francisco, it's theCUBE. Covering Accenture Tech Vision 2020. Brought to you by Accenture. >> Hey, welcome back, everybody. Jeff Frick here with theCUBE. We're at the Accenture San Francisco Innovation Hub on the 33rd floor of the Sales Force Tower in downtown San Francisco. It's 2020, the year we know everything with the benefit of hindsight. And what better way to kick off the year than to have the Accenture Tech Vision reveal, which is happening later tonight, so we're really happy to have one of the authors who's really driving the whole thing. He's Michael Blitz, the managing director of the Accenture Tech Vision 2020, a very special edition. Michael, great to see you. >> Hey, thanks for having me. >> Absolutely, so you've been doing this for a while. I think we heard earlier, this thing's been going on for 20 years? >> It is. >> You've been involved for at least the last eight. >> Michael: I think a little bit more than that. >> More than that, so what's kind of the big theme before we get into some of the individual items? >> Yeah, so I mean, I think right now, what we're really talking about is that our real big theme is this: We the digital people. And it's that recognition that says that we've fundamentally changed. When you start looking at yourself and your lives, it's that you've gotten to a point where you're letting your cell phone track you. Your car knows where you are probably better than your spouse does. You're handing your key to Amazon and Walmart so they can deliver packages in your house. And more than that is that actually, we're trying to start to revolve our lives around this technology. I look at my own life, and we just sold our second car, specifically because we know that Uber and Lyft exist to fill that void. >> Right, well you don't have to look much further than phone numbers. How many people remember anybody's phone number anymore, right, 'cause you don't really have to. I think it's the 15th anniversary of Google Maps. >> Michael: Yep. >> This year, and to think of a world without Google Maps, without that kind of instant access to knowledge, is really hard to even fathom. But as you said, we're making trade-offs when we use all these services, and now, some of the costs of those things are being maybe more exposed? Maybe more cute or in your face? I don't know, what would you say? >> Yeah, I mean, I think what's happening now is that what we're realizing is that it's changed our relationship with companies. Is that suddenly we've actually brought them into our lives. And, on one hand, they're offering and have the ability to offer services that you could never really do before. But on the other hand is that, if I'm going to let somebody in my life, suddenly they don't have to just provide me value and this is useful, is that they actually, people are expecting them to retain their values, too. So, how they protect your data, what they're good for the community, for the environment, for society, whether it's sustainable or not. Is that suddenly, whereas people used to only care about what the product you're getting, now how it's built and how your company's being run is starting, it's just starting to become important, too. >> Right, well it's funny, 'cause you used to talk about kind of triple bottom line, shareholders, customers and your employees. And you talked about, really, this kind of fourth line, which is community and really being involved in the community. People care, suddenly you go to conferences where we spend a lot of time all the utensils are now compostable and the forks are compostable. And a lot of the individual packaging stuff is going away. So people do care. >> They do, and there's a fourth and a fifth. It says that your community cares, but your partners do, too. Is that you can't, I'm going to say, downgrade the idea that your B2B folks care is that suddenly, we're finding ourselves tied to these other companies, and not just in a supply chain, but from everything. And so, you're not in this alone in terms of how you're delivering these things. But now it's becoming a matter that says, Well, man, if my partners are going to get pummeled because they're not doing the right thing or they don't have that broad scope, that's going to reflect on me, too. And so, now you're suddenly in this interesting position where all of the things that we suspected were going to happen around digital connecting everybody is just starting to, and I think that's going to have a lot of positive effects. >> Yeah, so one of the things you talked about earlier today, in an earlier presentation was kind of the shift from kind of buyer and seller, seller and consumer, to provider and collaborator. Really kind of reflecting a very different kind of a relationship between the parties as opposed to this one-shot transactional relationship. >> No, and that's right, and it doesn't matter who you're talking about, is that, if you're hiring folks for skills that you're assuming that they're going to learn, that's going to be different in three years, in five years, you're essentially partnering with them in order to take all of you on a journey. When you start talking about governments, is that you're now partnering with regulators. You look at companies like Tesla, who are working on regulations for electric cars, they're working on regulations around battery technology. And you see that this go-it-alone approach isn't what you're doing. Rather, it's becoming much more holistic. >> Right, so we're in the innovation hub, and I think number five of the five is really about innovation today. >> Michael: It is. >> And you guys are driving innovation. And, rest in peace, Clayton Christensen passed away, Innovator's Dilemma, my all-time favorite book. But the thing I love about that book is that smart people making sound decisions based on business logic and taking care of existing customers will always miss discontinuous change. But you guys are really trying to help big companies be innovative. What are some of the things that they should be thinking about, besides, obviously, engaging with Mary and the team here at Innovation Hub? >> Yeah, no, and that's the really interesting thing is that when we talked about innovation, you know, five or even 10 years ago, you were talking about, just: How do I find a new product or a new service to bring to market? And now, that's the minimum stakes. Like, that's what everybody's doing. And I think what we're realizing as we're seeing tech become such a big part is that we all see how it's affecting the world. And a lot of times that things are good is that there's no reason why you wouldn't look at somebody like a Lyft or Uber and say that it's had a lot of positive effects. But from the same standpoint is that, you ask questions of: Is it good for public transit? It is good for city infrastructure? And those are hard questions to ask. And I think where we're really pushing now is that question that says: We've got an entire generation of not-tech companies, but every company that's about to get into this innovation game, and what we want them to do is to look at this not the way that the tech folks did, that says, here's one service or one technology, but rather, look at it holistically that says: How am I actually going to implement this, and what is the real effects that it's going to have on all of these different aspects? >> Right, Law of Unintended Consequences is always a good one. >> Michael: It is. >> And I remember hearing years ago of this concept of curb management. I'm like, Curb management, who ever thought of that? Well, drive up and down in Manhattan when they're delivering groceries or delivering Amazon packages and FedEx packages and UberEats and delivery dog food now. Where is that stuff being staged now that the warehouse has kind of shifted out into the public space? So, you never kind of really know where these things are going to end up. >> No, and I'm not saying that we're going to be able to predict all of it. I think, rather, it's that starting point that says that we're starting to see a big push that says that these things need to be factored and considered. And then, similarly, it's the, if you're working with them up-front, it becomes less of a fault, on a fight of whose fault it is at the end, and it becomes more of a collaboration that says, How much more can we do if we're working with our cities, if we're working with our employees, if we're working with our customers? >> Right, now another follow up, you guys've been talking about this for years, is every company is a tech company or a digital company, depending on how you want to spin that. But as you were talking about it earlier today, in doing so and in converting from products to service, and converting from an ongoing relationship to a one-time transaction, it's not only at that point of touch with a customer, but you've got to make a bunch of fundamental changes back in your own systems to support kind of this changing business model. >> Now, and that's right, and I think this is going to become the big challenge of the generation, is that we've gotten to a point where just using their existing models for how you interact with your customers or how you protect their data or who owns the data, all of these types of things, is that they were designed back when we were doing single applications, and they were loading up on your Windows PC. And where we're at now is that we're starting to ask questions that says, All right, in this new world, what do I have to fundamentally do differently? And sometimes that can be as simple as asking a question that says, you know, there's a consortium of pharma folks who have created a joint way for them to develop all of their search algorithms for new drugs. But they're using block chain, and so they're not actually sharing the data. So they do all the good things, but they're pushing that up. But fundamentally, that's a different way to think about it. You're now creating an entirely new infrastructure because what you're used to is just handing somebody the data, and what they do with the data afterwards is kind of their issue and not yours. And so now we're asking big, new questions to do it. >> Right, another big thing that keeps coming up over and over is trust. And again, we talked a little earlier. But I find this really ironic situation where people don't necessarily trust the companies in terms of the people running the companies and what they're going to do with their data, but they fundamentally trust the technology coming out of the gate and this expectation of: Of course it works, everything works on my mobile phone. But the two are related, but not equal. >> Michael: No, I mean, they're not, I mean, and it's really pushing this idea that says we've been looking at all these, I'm going to say scary headlines, of people not trusting companies for the last number of years, while at the same time, the adoption for the technology has been huge. So there's this dichotomy that's going on in people, where at one point, they like the tech. You know, I think the last stat I saw is that everybody spends up to six-and-a-half hours a day involved on the internet, in their technology. But from the same standpoint is that they worry about who's using it and how and what is going to be done. And I think where we're at is that interesting piece that says we're not worried about a tech lash. We don't think that people are going to stop using technology. Rather, we think it's really this tech clash that says they're not getting the value that they thought out of it, or they're seeing companies that may be using this technologies that don't share the same values that they do, and really, what we think this becomes, is the next opportunity for the next generations of service providers in order to fill that gap. >> Right, yeah, don't forget there was a Friendster and a MySpace before there was a Facebook. >> Yeah, there was. >> So, nothing lasts forever. So, last question before I let you go, it's a busy night. The first one was the I in experience, and I think kind of the user experience doesn't get enough light as to such a defining thing that does move the market if, again, I love to pick on Uber, but the Uber experience compared to walking outside on a rainy day in Manhattan and hoping to hail down a cab is fundamentally different, and I would argue, that it's that technology put together in this user experience that defined this kind of game-changing event, as opposed to it's a bunch of APIs stitching stuff together in the back. >> No, that's right, and I think where we're at right now is that we're about to see the next leap beyond that. Is that, most of the time when we look at the experiences that we're doing today, they're one way. Is that people assume that, Yeah, I have your data, I'm trying to customize. And whether it's an ad or a buying experience or whatever, but they're pushing it as this one-way street, and when we talk about putting the I back in experience, it's that question of the next step to really get people both more engaged as well as to, I'm going to say improve the experience itself, means that it's going to become a partnership. So you're actually going to start looking for input back and forth, and it's sometimes going to be as simple as saying that that ad that they're pushing out is for a product that I've already bought. Or, you know, maybe even just tell me how you knew that that's what I was looking for. But it's sometimes that little things, the back and forth, is how you take something from, what can be a mediocre experience, even potentially a negative one, and really turn it into something that people like. >> Yeah, well, Michael, I'll let you go. I know you got a busy night, we're going to present this. And really thankful to you and the team, and congratulations for coming up with something that's a little bit more provocative than, Cloud's going to be big, or Mobile's going to be big, or Edge is going to be big. So this is great material, and thanks for having us back. Look forward to tonight. >> No, happy to do it, and next year we'll probably do it again. >> [Jeff\ I don't know, we already know everything, it's 2020, what else is unknown? >> Everything's going to change. >> All right, thanks again. (upbeat music)

>>from San Francisco. It's the Cube covering Accenture Tech Vision 20 twenties Brought to you by >>Accenture. >>Hey, welcome back here. Ready? Jeff Frick here with the Cube. We're at the Accenture San Francisco Innovation Hub in the 33rd floor of the Salesforce Tower in downtown San Francisco. It's 2020 the year we know everything with the benefit of hindsight. It what better way to kick off the year than they have the Accenture Tech vision reveal, which is happening later tonight. So we're really happy to have one of the authors who's really driving the whole thing. He's Michael Built the managing director of the Accenture Tech Vision. 2020. A very special edition. Michael, great to see you. Thanks for having me. Absolutely. So you've been doing this for a while? I think we heard earlier. This thing's been going on for 20 years, but you've been involved with at least the last eight a little bit more and more than that. So what's the, uh, what's kind of the big theme before we get into some of the individual? Yeah, So I >>mean, I think right now what we're really talking about is that our real big theme is this ui the digital people? And it's that recognition that says that we fundamentally changed. I mean, when you start looking at yourself in your lives, is that you've gotten to a point where you're letting your cellphone track you. You know your car knows where you are, probably better than your spouse does. You know you're handing your key to all go to Amazon and Wal Marts. They deliver packages. Your help, and more than that, is that actually, we're trying to start to revolve our lives around this technology. You know, I look at my own life and we just sold our second car specifically because we know that uber and lift exists to fill that void, >>right? Well, you don't look much further >>than than phone numbers. How many people remember anybody's phone number anymore? Right, cause you don't really have to. I >>think it's 1/15 anniversary of Google maps this year, and to think of a world without Google Maps without that kind of instant access to knowledge is is really hard to even fathom. But as you said, we're making trade offs when we use all these services and and Now, some of the costs of those things are being maybe more exposed, maybe more cuter in your face. I don't know. What would you say? >>I mean, I think what's happening now is that what we're realizing is that it's changed our relationship with is that suddenly we've actually brought them into our lives. And on one hand they're offering and have the ability to offer services that you could never really do before, you know. But on the other hand is that if I'm gonna let somebody in my life suddenly they don't have to provide. Just provide me value. And this is useful is that they actually irks people expecting them to retained their values to, you know, so how they protect your data. What they're good for the community, for the environment, for society, whether it's sustainable or not, is that suddenly whereas people used to only care about what the products are getting now, how it's built, how your company is being run, it's starting like it's just starting, you know, to become important too, >>right? Well, it's funny cause you used to talk about, you know, kind of triple bottom line shareholders, customers and your employees and you talked about really kind of this fourth line, which is the community and really being involved in the community. People care suddenly go to conferences that we spend >>a lot of time and you know, all the utensils air now compostable and the forks air compostable. And you know, a >>lot of the individual packaging stuff is going away, so people do care. >>They do. And then there's 1/4 and 1/5 that says, the your community cares, you know? But it's also your partners. Do, too, is that you can't you know, I'm going to say downgrade. You know, the idea that you're B two b folks care is that suddenly we're finding ourselves tied to these other companies, and not just in a supply chain, you know, but from everything. And so you're not in this alone in terms of how you're delivering these things. But now it's becoming a data that says the man, if my partners are going to get pummeled because they're not doing the right thing or they don't have that broad scope, is the that's going to reflect on me, too, And so now you're suddenly in this interesting position Where all of the things that we suspected we're gonna happen around digital connecting everybody is just starting to. And I think that's gonna have a lot of positive effects. >>Yep. So one of the things you talked about earlier today, earlier presentation was kind of the shift from kind of buyer and seller seller, consumer to provider and collaborator, Really kind of reflecting a very different kind of a relationship between the parties as opposed to kind of this 11 shot transactional relationship >>now And that's right. And it doesn't matter who you're talking about. This is that, You know, if you're hiring folks, you know, for skills that you're assuming that they're going to learn, you know, that's going to be different in three years and five years. You're essentially partnering with them in order to take all of you on a journey. You know, when you start talking about governments, is that you're now partnering with regulators. You know, you look at companies like Tesla who are working on, you know, regulations for electric cars. They're working on regulations around battery technology. And you see that this go it alone approaches and what you're doing? You know, Rather, it's becoming much more holistic, >>right? So we're in the innovation hub, and I think Number five of the five is really about innovation today. And you guys are driving >>innovation and you know the rest of peace. Clayton Christensen passed away. Innovator's Dilemma. My all Time favorite book The Thing I love about that book is it's smart people. Making sound decisions based on business logic and taking care of existing customers will always miss this continuous change. But you guys are really trying to help companies be innovative. What are some of the things that they that they should be thinking about besides obviously engaging with marrying the team here? And >>that's the really interesting thing is that you know, when we talk about innovation, you know, five or even 10 years ago, you were talking about just how do I find a new product or new service to bring to market? And now that's the minimum stakes like that's what everybody's doing. And I think what we're realizing as we're seeing tech become such a big part is that we all see how it's affecting the world. And a lot of times the things they're good is that there's no reason why you wouldn't look at somebody like a lifter uber and say that it's had a lot of positive effects. But from the same standpoint is that you ask questions of Is it good for public transit? It's good for city infrastructure, and those are hard questions to ask. And I think where we're really pushing now is that question that says We've got an entire generation of not tech companies. But every company that's about to get into this innovation game and what we want them to do is to look at this, not the way that the tech folks did. That says, Here's one service or one technology but rather look at it holistically. That says, How am I actually going to implement this? And what is the real effects that it's gonna have on all of these Different >>lot of unintended consequences is always >>a good, and I remember hearing years ago >>this concept of of curb management, curb management you ever thought of that will drive up and down in Manhattan when they're delivering groceries or delivering Amazon packages and FedEx packages and uber eats and delivery dog food. Now where's that stuff being staged? Now? The warehouses kind of shifted. You got into the public space, so you never kind of really know where these things they're going to end up? >>No. And I'm not saying that we're gonna be able to predict all of it. I think rather it's that starting point that says that, you know, we're starting to see a big push, you know, that says that these things need to be factored in and considered. And then similarly, it's the If you're working with them up front, it becomes less of a fault in a fight of who's fault. It is at the end, and it becomes more of a collaboration that says, How much more can we do if we're working with our cities that we're working with our employees? We're working with >>another follow up. You guys been talking about this for years? Is every company is a tech company or a digital company, depending on how you want to spin that. But as you were talking about earlier today in doing so and then converting from products to services and converting from an ongoing relationship 21 time transaction, it's not only at that point of view touch with a customer, but you've got to make a bunch of fundamental changes back in your own systems to support kind of this changing business >>models. And that's right. And I think this is going >>to become The big challenge of the generation is that we've gotten to a point where just using their existing models for you know how you interact with your customers or how you protect their data or who owns the data. All of these types of things is that they were designed back when we were doing single applications and they were loading up on your windows PC. And where we're at now is that we're starting ask questions that says Alright in this New World order why it's a fundamentally do differently, you know, And, you know, sometimes that could be You know, a simple is asking a question that says, You know, there's a consortium of pharma folks who have created a joint way for them to develop all of their search algorithms for new drugs, but they're using Blockchain, and so they're not actually sharing the data, so they do all the good things but they're pushing that. But fundamentally, that's a different way to think about it. You're not creating an entirely new infrastructure because what you're used to is just handing somebody the data on what they do with the data afterwards. It's kind of their issue and not yours. And so now we're asking big new questions to do it >>right. Another big thing that keeps coming up over and over is trust. And again, we talked little. Really? I find this really ironic situation where people don't necessarily trust the companies in terms of the people running the companies and what they're gonna do with their data. But they fundamentally trust the technology coming out of the gate and this expectation of, of course it works. Everything works on my on my mobile phone, but the two are inter related, but not equal. >>No, I mean, they're >>not. I mean, it's really pushing this idea that says the we've been looking at all of these. I'm going to say scary headlines. People are not trusting companies for the last number of years, while at the same time the adoption for the technology has been huge. But there's this dichotomy that's going on and people were at one point is the they like the tech. I think the last stat I stall is that everybody spends up to six and 1/2 hours a day involved on the Internet in their technology. But from the same standpoint is that they worry about who's using it, how and what it's done. And I think where we're at is that interesting piece that says the we're not worried about a backlash. We don't think that people are going to stop using technology. Rather, we think it's really this tech backlash that says they're not getting the value that they thought out of it, you know? Or they're seeing companies that may be using this, technologies that don't share the same values that they do. And really, what we think this becomes is the next opportunity for the next generations of service providers in order to fill that >>right. Don't forget, there was a Friendster and MySpace before there was a Facebook. Nothing lasts forever. So last question finally goes busy night. The 1st 1 was the eye and experience, and I think you know the kind of the user experience doesn't get enough light as to such a such a defining thing that doesn't move the market again. I lived in an uber right, but the uber experience compared to walking outside on a rainy day in Manhattan and hoping to nail down a cab is fundamentally different. And I would argue that it's that technology put together in this user experience that defined this kind of game changing event as opposed to, You know, it's a bunch of AP I stitch and stuff together in the back. >>That's right. And I think where we're at right now is that we're about to see the next leap. Beyond that is that you know, most of the time when we look at the experiences that we're doing today, they're one way is that people assume that, Yeah, I have your data trying to customize and whether it's a ad or buying experience or whatever. But they're pushing it as this one way street. And when we talk about putting the I back experience, it's that question of the next step to really get people both more engaged as well as to I'm going to say improve the experience. Self means that it's going to become a partnership. So you're actually going to start looking for input back and forth, you know? And it's sometimes it's going to be a simple is saying that that ad that they're pushing out is for a product that I've already bought or, you know, maybe even just tell me how you knew, You know, that that's what I was looking for. But it's sometimes that little things that back and forth is how you take something from, you know, which could be a mediocre experiences, even potentially a negative one and really turned it into something that people like. >>Yeah, well, Michael, I let you go. I know you got a busy night, and we're going to present this and ah, I really think to you and the team And congratulations for coming up with something that's a little bit more provocative than Cloud's Going to be big or mobile is going to be big or edge is going to be big. So this is a great material. And thanks for having us back. Look forward to tonight happening. >>Happy to do it. And, you know, next year will probably do it again. >>So we already know everything is 20. >>20. What else is No, A All right. Thanks again. >>Yeah,

>> From the Salesforce Tower in downtown San Francisco, it's theCUBE covering Accenture TechVision 2019. Brought to you by SiliconANGLE Media. (electronic music) >> Welcome back everybody, Jeff Frick here with theCUBE. We're in downtown San Francisco at the Salesforce Tower, the 33rd floor, brand new Accenture Innovation Hub, five stories here in the building, the ribbon cutting this morning, and we're really excited to have our next guest. He's been on many times, I think the first time in 2013. Fresh off the plane from Davos, Paul Daugherty, great to see you. >> It's great to be here Jeff and thanks for joining us at this event. It's a really big day for us here. >> Absolutely, now I didn't get your title in, I give you Chief Technology and Innovation Officer. You're really at kind of the forefront, so let's jump into the TechVision. This is something you guys do every year. You pick five kind of big trends that we should be taking a look at. There's a lot of detail. People can (laughs) take their time to read through it. But, I just want to touch on some of the highlights. What are some of the big changes from when we sat down a year ago? >> We have five trends this year. The number of trends varies a little bit, but the, you know, I think the one key takeaway and highlight from the Vision this year is this idea, the big idea, that we're entering the post-digital era, and I think many people will be surprised by that. They'll go what do ya mean post-digital? >> When you said that earlier today, I'm like post? We're just right in the meat of it aren't we? >> Right, but just to contextualize that a little bit, last year companies spent 1.1 trillion dollars on digital transformation. 94% of companies are doing some stage of digital transformation. 68% of them said they're pretty well set with their digital transformation. >> They said they're set? >> They're in good shape. Now you can question it. >> Does that surprise you? >> I question it, yes, it surprises me, and we're not sure that that's entirely-- >> Accurate? >> Representative, >> That's okay. >> But nonetheless, what is true is that every organization is adopting digital, and the question we're asking in the Vision is if everybody's doing digital, what's going to differentiate you? And, we believe that that's the characteristics of the post-digital environment where what you did leading up to now isn't going to be enough to differentiate you and lead to success in the future. In the post-digital era, it's about some new business concepts about how you shape your business and new technologies and some new corporate obligations that are going to be instrumental in your success as an organization. >> I want to dig into that a little bit 'cause I think it's a really interesting conversation. At the ribbon cutting this morning, we had representatives from the city and county of San Francisco, a representative from, I think, San Francisco State academic institution, and you said in some earlier remarks today that the responsibility for the company has moved beyond kind of stewardship for their customers, stewardship for their employees and their shareholders, but really they've got to be kind of active contributors to the community. And, that's been kind of called out over the last couple years especially in the tech industry that hey, you can't just do this stuff willy-nilly. You got to kind of take responsibility for what you can do. >> Yeah, well put, and that's one of the key things that we've been talking about in prior Visions, if you'll recall. This year, it's a big theme. The importance of this is, it's not just because it feels good. It's not just because you want to create good headlines. It's instrumental to your business success to be responsible, to create trust with your workers, employees, consumers and citizens and people in the communities you live in, and I'll explain why. What's happening is, we're creating increasingly intimate technology-enabled experiences for consumers. Think about implantable medical devices to prevent epileptic seizures. Think about the monitoring devices we use. Think about the information that's collected on us. People swipe on Tinder 1.1 million times per second, 3.7 million Google searches per second, 178 million emails per second, 266,000 hours of Netflix tracking every pause, play, fast forward, yeah per second, 266,000 hours. There's so much information collected on us out there. Our information is being used in so many different ways, and the technology is enabling companies to create individualized services for you that are great for consumers, but they're only going to be great if companies build the trust with their customers to get that data from them and if they honor the boundaries of responsibility to make sure they can sustain those products and services. >> But Paul, you scare me to death because every day we hear this breach, that breach, this breach, that breach. It's almost now-- >> Three billion identities in 2018 alone stolen. >> That's half the world, right, or almost. So, it's almost like okay, that's going to happen. And now that you're getting all this additional information, now you can tie the information from my phone that I'm takin' eight trips to 7-Eleven a day and spending way too much time on my couch not movin' around and how those things are going to tie together. One, for kind of the ethics of how the information is used when they have it, and two, it is probably going to get breached. An amazing concept you talked about earlier today, a digital twin. We hear about it from GE all the time for a jet engine, but to have a digital twin of me in some data base, that's, uh, you know, it's with everything, right? There's a good side and a scary side. >> There is, but I think this is where the idea of trust becomes very important. We need to think about, companies need to think about these services and their consumers in different ways. A lot of people, including myself, in the past have used phrases like data is the new oil. Data's the gold of artificial intelligence in this digital age we're living. I think that's dead wrong, and we got to change the mindset. Data isn't fuel or gold. Each piece of data is a fragment of a person and represents a part of a person's activity and identity, and I think if you change your thinking that way, and if you take a view that it's not all about optimizing the use of data, but it's about carefully using data in the right way that builds trust and provides value for the consumer, and you get that equitable exchange of value, that's what the future's all about. >> Right, so one of the topics, and again, we don't have time to go through all of 'em here, and you're going to give a presentation later, it's kind of just the whole machine and human interaction and how that's evolving. Specifically, I want to ask in terms of the work world. We hear about RPA, and everybody should have their own bots, and you can have bionic legs, so that you don't hurt your back if you're doing lifting. So, as you guys kind of look at how these things are melding, it's going to be an interesting combination of people with machines that are going to enable this kind of next gen of work. >> Yeah, no it'll be interesting. I think the important thing that we need to really think about is that like anything else, all these technologies are being designed by us, and we're deciding how to use them. We're deciding the principals around it, so this is about how do we design the world we want which gets back to the theme around responsibility and such. If you look at it, we find that workers are actually optimistic about the technology. Two thirds of workers are positive and optimistic about how all this technology's going to improve their job to even increase career prospects, but only half of those workers believe that their companies are going to provide them with the right training and learning. When we're talking about the human plus trend in here, the human plus worker trend is that it's not a nice to have for companies to provide learning platforms and train their employees. It's critical to their success because the jobs are changing so fast, roles are changing so fast, that if you as a company don't invest in a learning platform to continuously advance your people to fill the new jobs as they're being redefined every day, you as a company are going to get left behind, and that's what we're talking about in the human plus trend of the Vision. >> Right, another thing we hear all the time in terms of how technology's advancing on accelerating curves and people aren't so good at accelerating curves, but very specifically how no one person in one particular industry really has visibility as to what's happening in all these tangential. What's happening in health care? What's happening in drugs? What's happening in logistics? I'm in the media business, so I don't know. You guys are really sitting in an interesting catbird seat because you can see the transformation and the impacts of technology across this huge front, and it's that movement across that front which is really accelerating this thing way faster than people realize I think. >> Yeah it is, and it's a great position to be in to be able to look across like that. The thing I would say though is that unlike other eras of technology earlier, we're seeing remarkably broad industry adoption of these concepts. It's a little different in each industry as you just said, but every industry is looking at this. The interesting thing to me is one of the most common requests that I get from CEOs and from the C-Suite is they want to pull together a workshop, and they want to talk about their strategy and where they're going, and very often, more often than not now, they're saying, and I want to hear from people outside my industry. I want to hear what's happening over there. If I'm in insurance, I might want to hear what's happening in retail, or you know, they want to hear about different industries because they understand that the change is happening differently. They want to make sure they're not missing a pattern that they could apply in their own industry. >> Right, so last question before I let you go. You're speaking all the time. You're talkin' to customers. You go to cool shows like Davos and get to hang out with other big-brained people, but you get to participate in all these things, and now you have this facility. What does the Innovation Hub and these resources enable you to do with the clients that you couldn't do as we sit here in this beautiful new facility? >> Yeah, that's a great question. It's something we've worked on really hard over the last four or five years. It's creating what we call our Innovation Architecture, and it's, what we think, a unique way of putting together capability from research and thought leadership to our Accenture Ventures which is our venture capital investing arm to Accenture Labs which is our R and D and inventors to our studios where we co-create with clients to our industry professionals, the 2,000 people here in Northern California that are working with our clients everyday, and we can put all that together to turn the idea, the research, into results very quickly for our clients, and I don't think anybody can do it in the same way we can by co-like-heading all this and by the sheer investment we put into this. We invest over 800 million dollars a year in research and development, over a billion dollars a year in training for our people, and that results in things like 6,500, 6,500 patents that we generate, more than anybody else in our sector, and 1,400 of those come from our people right here in the San Francisco Innovation Hub, so it's an amazing place for innovation right here. >> All right, well Paul, thanks again for taking a few minutes. I know it's a busy day. You're gettin' ready to go present the findings for people. Where should they go to learn more about the TechVision? >> Go to accenture.com dot, uh, accenture.com/techvision. I think at midnight tonight Pacific Time it'll be out there, but by the time they see this, they'll probably have access to it, thanks. >> Paul, thanks for takin' a minute and good luck tonight. >> Always fun, thanks Jeff. >> He's Paul, I'm Jeff, you're watchin' theCUBE. We're at the Accenture Innovation Hub in downtown San Francisco in the Salesforce Tower. Thanks for watchin'. (electronic music)

>> From the Salesforce tower in downtown San Francisco, it's theCUBE, covering Accenture Tech Vision 2019 brought to you by Silicon Angle Media. (upbeat music) >> Hey welcome back, everybody. Jeff Frick here with theCUBE. We are in an exciting new location. Last year we covered the Accenture technology vision release 2018. It was at Minna Gallery, cool event. But this year the venue is off the hook and 33 stories high and we're really excited to be in the brand-new Accenture Innovation Hub and joining me here our first guest, John Del Santo, he is the senior managing director for the West region for Accenture and he is responsible for this beautiful five-story. So John, first off congratulations to you and the team. >> Thanks, it's been a big project opening up this place over the last year, but it's come together great. >> Yeah and this morning they had a nice ribbon cutting, all kinds of dignitaries so, you know, what does this mean in terms of kind of, you've been with the center a long time. Your presence in the Bay Area specifically, but also as part of more of this global innovation effort. >> Well I think it's this, this is bringing together all the best of Accenture that we already had in the Bay Area. We're putting it all under one roof. We're relocating everybody and we're expanding the team. So we announced 500 new technology jobs here in this location over the next year and expanding our apprentice program. But basically, it's all about bringing more talent to this location in San Francisco to do more projects with clients in this space. >> Right. So we'll get into it with some of the other folks that we have scheduled, but it's both a coworking space for the Accenture people in town and three solid floors of all kinds of labs and innovation, kind of hands-on spaces, if you will, to do this work with your clients. >> Absolutely, that co-creation, we think, is what is really differentiating us from our competitors and it's really allowing our clients to work with us and our experts, our technology experts, and the ecosystem partners that we do a ton of work with, real time to solve a problem. Brainstorm a problem, prototype it, solve it over a very short period of time. >> Yeah, I think it's a pretty unique approach that you guys have, which is imagine the future and then create the future. >> Yeah >> As opposed to just reacting to the future. And you made an interesting comment this morning about, you know, be the disrupter, not the disruptee. And my question is really, as you see the leadership at these traditional companies that are afraid of being disrupted, how are they kind of changing the way that they do things, knowing that the digital natives and the threats that they don't even see coming from a completely different direction are now bearing down, and they have to get with the program. >> Well they do have to. And then it's really our job, our purpose, you know, the talent that we have in this company's purpose is to make our clients succeed and be disrupters. Because if they're not, they will be disrupted. And so it's in our best interest to make sure we're bringin' in the best talent, pushing their thinking on ideas, and actually getting to a solution that can actually allow them to differentiate and serve their customers better. >> Right. >> So that's what we're all about, is making sure our clients are successful. >> And draggin' 'em kicking and screaming? Or are they, are they seeing-- >> Absolutely not. >> Are they seeing it in their competition? I mean, in terms of kind of that board-level discussion, where, you know, it's passe that everybody's a technology company, and everybody's doing digital disruption, but you're down in the weeds helping these people actually execute the detail. >> Yeah, well it's funny, you say everyone's a digital company, that was our big theme a few years ago at this exact event. >> Right, right. >> Absolutely, not kicking and screaming. Most executive teams, most business teams that we work with understand that they need to change. The pace of change at their business is rapid, it's faster and faster, and every year it gets faster, and so they need to actually be a lot more agile in that >> Right. >> And move quickly. >> So one of the big things in like the singularity and accelerating pace of change. And some of these big kind of macro trends that we're experiencing is that there's no single person that sees all the innovation change across this broad front, by industry, by role, etc. You guys are in a pretty unique position 'cause you actually get to see the technology innovation and the disruption and the digitization across a number of industries as well as a number of roles. So you can kind of see this big huge glacier that's moving down the valley. >> That's one of the really cool things about this particular geography and location is that literally steps from our door here on Mission Street in San Francisco, we've got clients from ten, fifteen different industries that we serve, and we can bring talent from ten or fifteen plus different industries plus the technology skills to make sure they're looking at the problem from all angles. So if it's a retailer, are they really thinking about financial services, 'cause we've got both skills here. If it's a retailer, are they thinking about platform-based selling? Do they have an omnichannel strategy? We've got the skills in this location cross-industry to help serve banks, retailers, products companies, software platform companies, etc. And I don't think you can find that anywhere else, at least in the Continental United States, given kind of where we are in our geography. >> Right. So you had a couple of special guests this morning at the ribbon cutting. You had a customer, which is great, but you also had a representative from City of San Francisco and I just want to shift gears and talk about, you know, what it is to be kind of an active member of the community. You know, the responsibility of companies we're seeing, with kind of this backlash, if you will, against some of the mega-companies out there. It's more than just taking care of your customers. It's more than just taking care of your employees and even your stockholders. But now companies are being asked to be more kind of responsible and active participants in their local community. That's always been sort of part of our ethos. It's always been part of our vision to help our clients succeed, but also to change the way the world works and lives. And therefore, we have to be really active in our communities. We're being a little bit more explicit about it lately. But it's our view that we need to be able to improve where we're working and living, 'cause our people are active and it's important that we help serve 'em. We have a very strong public service business. We serve the State of California, we serve the City and County of San Francisco as well as well as other entities in California. And it's critical for us to help improve California as we improve the businesses in California. And so it's clearly part of our mission. >> Right. The other thing I think it's interesting is kind of companies' roles with higher education. We've seen a lot of work that Accenture's doing with community colleges and, you know, it's more than just helping so that you get good talent to feed your own system, >> Right. >> But it's really, as the pace of change just continues to accelerate, you know, historical institutions aren't necessarily best-equipped to move that fast. So again, you guys are taking a much more active, you probably done it before, but more active vocal role in the local academic institutions as well. >> Absolutely, I mean, our university relationships are really, really strong, always have been. But it's always been a little selfish on our end. We're always trying to get the best talent out of the universities locally here and there's obviously great schools in the Bay Area. We want to be more engaged with those universities on projects together as well. We want more of a 360-degree relationship. We've got great examples of where we've done research with some of the universities here locally, where we've co-innovated with some of them and we want to do more of that so that there's more of a solid relationship. It's not just about us, you know, helping them find the best students to work here, >> Right. >> Which we want, (laughs) and we do every year, but making sure that we're actually involvin' them from a research perspective and any other kind of, you know, philanthropic idea that we might have together. >> Right. So big event tonight, big event this morning, >> Yeah. >> So before I let you go, it's a brand-new space, I wonder if you could share a couple fun facts for the people who haven't come to visit yet, but hopefully will come as part of a project and a co-creation about some of the cool unique features that you guys have-- >> Well some >> Built in this thing. >> Unique features in the building. First of all, there's unique features with the talent. So we have researchers here, labbers, we call 'em, from our labs, that have, you know, Accenture has thousands of patents. More than 10% of them have been actually invented here. So our inventors are a secret that we've had in Northern California for a long time and they're all based here now. We've got some really cool spaces. We've got an augmented reality room, which is basically a 360-degree room where you can, rather than having to wear virtual-reality goggles, you can actually go inside of a computer, go inside of a lab, go inside of a hospital, and get an experience that's much more hands-on and a lot more immersive, if you will, than you could any other way. We've got a maker lab where we actually are makin' stuff. So we've got a design business here where we've helped physically make not only software, we make a lot of software, everyone knows that, but we've actually made products that have embedded software in them and so there's that fabrication capability we actually have in this building as well, which is pretty unique for a high-rise. (laughs) so >> Right. No, we saw all the machines back there, >> Yup. >> Had a good tour earlier today so-- >> Oh lots of robots and toys and all that good stuff, too. >> Yeah, that's right, it's all the robot room. All right, well, John, thanks for taking a few minutes of your time. Really exciting day for you and the team, >> Yeah. >> And nothing but congratulations. >> Thank you so much. >> All right. >> Thank you, thanks for coming. >> He's John, I'm Jeff, you're watching theCUBE. We're at the brand-new Accenture Innovation Hub in downtown San Francisco in the Salesforce tower. Thanks for watching. (upbeat music)

>> From the Salesforce Tower in downtown San Francisco, it's theCUBE, covering Accenture Tech Vision 2019, brought to you by SiliconANGLE Media. >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We're in downtown San Francisco with a brand newly open Salesforce Tower, the 33rd floor, the middle of the brand new Accenture Innovation Hub. We're excited to have our next guest, who's been part of the Innovation Labs and the Innovation Hubs and a lot of innovation in the center for years and years and years. You've seen him before, we're at the 30th anniversary, I think last year. All the way from Paris, is Marc Carrel-Billiard. He is the Senior Managing Director for Accenture Labs. Marc, great to see you again. >> Great to see you Jeff again as well, I'm so happy. >> So, what do you think of the new space here? >> I love it, I just love it. I saw it building and everything and now it's ready, and we open it today, I mean it's just amazing. The stairs, did you see the stairs? >> I saw the stairs, yes. >> Really amazing, everything's good there. I think it's not an office, like Paul already said, it's really something better and I think it's a tool for explaining what is innovation at Accenture at play, I mean, how we use it, how we connect the labs, we use the liquid studio, all the ventures and everything, that's great. >> Great. But now it's all brought together, right? You had a couple satellite locations in the Bay Area-- >> Yeah and I think that with the story of putting all this stuff in what we call the Innovation Center, the Innovation Hub, and so putting everything in the same building and have different floors where we can address different talking with our clients. Are we talking about research? Are we talking about more polythiophene? Are we talking about, I mean ideally, it's all about driving innovation at scale. >> Right, right. >> At scale. >> So, we're here for the technology vision-- >> We are. >> Which will be in, in a little bit and then, Paul and they team will present-- >> Yep, they will. >> Five new transfer for 2018. One of the ones they called is DARQ, D-A-R-Q, >> I know. >> Which is distributed ledger technologies, formerly known as blockchain, but we don't want to call it blockchain. AI, extended reality, which is every kind of form, extended, augmented-- >> Mix relating everything, that's right. >> And quantum computer. >> You bet. >> So, from the labs point of view, from an Accenture kind of innovation looking forward, inventing the future, as you like to say, which I think is a great tagline, what are some of your priorities going forward, now that you got this great new space? Which is one of what I think 11 in the United States, right? >> So, my priorities are all of them, I mean, all of the above! Because I was like, do you remember at the time we were talking about SMAC? Like Social Mobility, there was analytics and cloud. I would say that DARQ is the new SMAC. So, we saw that basically, that technology has evolved and, from analytics, we'd like more AI work and everything, but it's still being combined and everything. You can still think about social media, collaborative stuff, we going to go through immersive reality where we going to continue collaborating. Think about cloud. I mean, just like cloud will bring you height, throughput computing power through the cloud. Well, I mean, also quantum computing can give you like amazing capability in terms of computing power. So I would say probably, like, DARQ is a new SMAC and so the lab has been working on it since, I would say, not since day one, but at the very beginning. And so, well obviously distributed ledger, you know that we have a lab in Sophia Antipolis, they're really spending a lot of time in the blockchains. So there's a couple of things that we're doing. I give you a couple of ideas. One is, maybe people talk about blockchains, and there's bunch of blockchains all over, there's like blockchains for manufacturing, there's blockchains for trade finance, there's blockchains for this and that. Problem is there's no very good interoperability between those blockchains. One thing that the lab is going to be working is how we can interoperate between those different blockchains. So you are basically a supply chain, you want to connect to a financial organization, how their blockchain will connect to your blockchain. Number one. The second thing we're going to be working on is the SMAC contract. The lab believes the SMAC contract is not smart enough. So we going to add more artificial intelligence in the SMAC contract to see what we could do better. Think about this SMAC contract as a stock procedure in database. How we make those stock procedure a little bit better. I mean, it's just analogy type of thing. >> Obviously, the blockchain conversation, any kind of demo, talking about DHL-- >> Yeah, DHL, exactly. >> But is that logistics, that merchandise move through their system, as you said, there's a lot of different touch points with a lot of different systems. So it's not an aggregated system, it's a problem, and the other thing is you don't necessarily need all the data for each person, >> You don't. >> Or transaction all along the line, right? >> You're absolutely right. And I talk about interoperability between blockchains, but there's going to be also interoperability between the blockchain that you're implementing and the legacy environment that you have. And this needs to be addressed as well. So lot of thinking about blockchains, I've always said for me that blockchain is the digital right management of your future. That kind of protocol, and we're working with companies that are basically creating movies and stuff like that, and how we leverage blockchain to change those movies between different parties. I mean, there's going to be a lot of cool stuff that we're going to be able to do. So that's blockchain. The D for distributed ledger. A for artificial intelligence. So artificial intelligence obviously is something very beginner labs. We have three labs that are delegated to artificial intelligence. >> Three? >> Yup, out of seven. One here, San Francisco. The other one in Bangalore, and the third one in Dublin, Ireland. And each of them are covering a little part of the things that we want to do with artificial intelligence. It's all about accelerating the artificial intelligence, so how we're going to think about new infrastructure, a new way of doing machine learning, using weak labeling, it's all about explainable AI, how you're going to connect the knowledge graph with machine learning, so that's the probabilistic model will give you an explanation of why they've decided to select this picture, or this information and so forth. And basically the other things we're going to be working on, artificial intelligence, is that human-machine interaction, and one thing that we want to address is what we call the conversational aspect of virtual agents. If you look at virtual agents today, voice comment type of things. >> Right, right. >> You can't really engage in a conversation. I want to look at that. How they're going to understand context, and how you're going to be exchanging better, and how you're going to flow a better conversation with that. One thing that's going to be very important in everything that we're doing is going back to semantic network, knowledge management, knowledge graph. How we combine knowledge graph with all these machine learning capabilities. That's artificial intelligence in the lab. >> Then you get, we'll just work down the list, right, then you've got the extended reality. >> Extended reality. >> So whatever kind of reality it is. >> So we're going to continue doing a lot of stuff for extended reality, immersive learning, we're going to use that, I think what's going to be important for us is that not to look at extended reality just from a vision standpoint, but try to use the combinatorial effect of every immersive sense that you have. So like, basically, hearing, also, smelling, touching the aptic, and how you combine all those senses to change completely, not the vision, but the experience. What you really feel. In fact, if you go to this Innovation Hub, I don't know if you've seen that we have an igloo-- >> We did, I saw the 360. >> That's right the 360, to try to immerse you already in some quantum computing experience, I think it's a good segue way also for quantum. So quantum, is that we've been doing a lot of progress with quantum too, you know, two years ago we started already to work with D-wave and then we have work with this company called 1QBit, so we build a software, so we use their software development kit, to program the quantum computer, and then we work with Biogen to do drug discovery, and changing the way you do that, by accelerating that through quantum computing. But we've continued, we've announced basically some partnership with IBM to look at their platform, we're continuing working with other interesting platform like Fujitsu, their Digital Annealer, and so forth, and what we want to do is that Accenture is very, very agnostic related to all those vendors. What we want to do is that we want to understand more about how you program those different architecture, how you see what type of problems they can solve, and how based you can program them. And so if we use the Abstraction Layer on top of all the others, and we can program on top of that, this is really cool, this is exactly what we want to do. >> So how close is it? How close is it to getting the production ready? I mean, you got it in the new vision for 2019, I mean, what are people just playing with it or is it ready for prime-time. >> No, no, no. >> Where is it these days? >> So first of all, DARQ stuff, all the people, all of our clients-- >> I mean quantum specifically. >> Okay quantum-specific. I think we're talking about three to five years to start to have real solutions. Right now, we have prototype, but we're moving to more pilot, and I think the solution will come soon. Probably in five years time, we're starting to ascend soon. Let me give you another idea. >> So the order of magnitude difference in the way that you can compute, the AI. >> Exactly, and I think that's going to change the game. It's going to change the game on everything. Let me give you maybe a last example that I'm sure you're going to love. And it's all about optimization matchmaking. Our tech vision this year is all about hyper-personalization, plus on-demand delivery, and so that's how at the moment, you know, you're going to change the game. The momentary moment. How you're going to change the reality of people. What you're going to be able to do. I'm going to tell you that, where we're going to use quantum computing. We're going to use quantum computing to do a better matchmaking between a person who is waiting for an organ and an organ that you can transplant to this person. And the moment is the accident that happens on the street. There's going to be someone basically dying on the street, so someone dead and then you need, basically, to get this organ, it could be a kidney, for example, every organs have a time-lapse that you can use basically to transport that to someone else. Now the question is that you have the organ, it's in basically an ice-cubed environment-like box, and then you transplant that to someone, you have like few hours to figure out who are the best receiver. And this is hyper-personalization, because you need to understand the variable of all the body that is going to receive that but all the variables of the organ, until now is all main front to do the matchmaking. We're rethinking that using quantum computing. >> It's just wild, you know, what the cloud really enabled to concept. If you had infinite compute, infinite store, and infinite networking, at basically free, asymptotically approaching free, what would you build? And that's a very different way to think about problems. >> Not only will we build some amazing things, but I think we would change the reality of every people. Every people will have their own reality that they could use product and service the way they want it, and this will be a completely different, not a world, but a game set, that would be completely different. >> Marc, we're almost out of time, but I just want to ask you about Pierre, former CEO of Accenture passed away recently, and I was really struck by the linked investors. So many people, you know, I follow you, I follow Paul, a lot of people posted, what a special man, and what an impact he had, sounds really personally with most of the leadership here in Accenture. I was wondering if you could share a few thoughts. >> Well obviously, I mean, everyone's been very sad that we lost Pierre. I mean, he was just an amazing person. He was really a role model, not only in business, but in life. And he was so fun about fun of innovations, he loved the labs, he loved what we could do in it, I think he was really thinking about better future for the people, better future for the world, and everything, and it was really amazing for that. Everyone was struck really to see that. But I think there was so many testimonials pouring from our people, but what I was even more amazed was our clients. He really moved clients. And his visions is an amazing legacy for Accenture, and we're going to, I mean, this is so precious what he left us and I think that I really want the lab, every day that we're inventing something, I'm always thinking about Pierre and what he would have thought about these things. He was always enthusiastic reading our research paper and everything, so definitely the lab's going to continue to innovate, and I hope that Pierre, wherever he is, will be watching. >> I'm sure he's smiling down. >> And will be happy with that. >> Alright, well Marc, thanks a lot for taking a few minutes and congratulations on this continual evolution of what you guys are doing with labs and Innovation Centers, and now the Innovation Hub here in downtown San Francisco. >> Thanks, Jeff. >> Alright. He's Marc, I'm Jeff, you're watching theCUBE. We're at downtown San Francisco at the Accenture Innovation Hub as part of the Accenture Technology Vision 2019 presentation. Thanks for watching. See you next time. (light electro music)

from the Salesforce tower in downtown San Francisco it's the cube covering Accenture tech vision 2019 brought to you by Silicon angle media hey welcome back everybody Jeff Rick here with the cube we're in downtown San Francisco 33rd floor salesforce tower the brand new just open ribbon-cutting ceremony this morning of the Accenture innovation hub and we're here for a very special event it's the Accenture technology vision presentation 2019 they put together four or five trends that we should look at and we're really excited to have our next guest he's an author behind this document he's Michael builts the managing director of Accenture technology vision Michael great to see you again I appreciate you having me back it's a license pace last year was at a little venue but this is this is quite impressive it's hard to beat the tower you get the views and the tech all right so let's jump into it so you've been doing this for a couple years now what jumped out that was special about 2019 I mean I think what's different about 2019 is that everybody realizes that companies are really becoming those digital companies and so people are actually starting to ask about what's next and I think this is really the first time that we've seen not just companies introspectively trying to figure out how to change themselves but really looking for that next step to figure out how they change the way people work the way people live and even people realizing that the things that they're doing are really having an effect on society as a whole I'm sure there's gonna be some CEOs that are gonna say Michael we're already there or looking at the next chapter we're barely getting started it seems like this thing has just got started but already we're kind of seeing second order third order of magnitude changes in how this digital transformation is evolving and I think that's really a result of how effective it's been is that the reason everybody's so interested the reason either excited and honestly even the reason why you see out cries when things go wrong is because we're changing rapidly but it really is having big impacts on you know just about every aspect of our life right so there's a there's a whole lot of meat in this report people can go on you can download it and spend some time reading it but I want to pick one of the topics set that we and that's really this kind of hyper personalization moving to a very different way you know talked about marketing to one and this and that but it was kind of marketing talk before now I can actually do it it is and and I think one reason we're seeing that happen is that we're not the only ones as companies going through this digital transformation you know all of our customers all of our workforce they're going through that digital transformation too and every time you're using an uber every time you're using social media to interact you know with your family and your friends in the world around you every time you invite a smart refrigerator or a piece into your home is that suddenly what's happening is people are cobbling together their own technology identities and these identities are ones that we're really starting to see become powerful ways for how they connect and how they work with businesses in ways they really never done before so we could go for hours and hours but we only have 10 minutes but one of the great topics you talked about earlier today everyone has their own reality and I know I think that first time anyone saw that was maybe in a Facebook feed when I realize wait your Facebook feed doesn't have the same stuff as my Facebook feed and now it's gotten way beyond your Facebook feed and to have these real hyper personalized experiences all along the way no I think that's right and what we're seeing is that we're really shifting from this idea of personalization that says how do I get you into a better category to individualization where it says no no no I'm actually deciding things for you you know I'll give you an example you know Healdsburg excuse me heidelberg hospital in germany is actually working on using digital twins for people so it's essentially a digital representative of an individual and in their case they're using it for things like pacemakers you know everybody's heart is different where a doctor's gonna want to plate those electrical you know probes on there in order to make sure you get the best benefit out of that pacemaker is gonna be different for every person and so instead of having generalized optimized rules actually create the digital twinning to figure out what's gonna be optimized for the actual person that we're doing this so that's really interesting right because we've been hearing about digital twins forever probably GE more than ever in terms of people I've talked to you in terms of create a digital twin for a jet engine you can run all kinds of tests you can but they do it for a person that's pretty interesting so they doing that like on a per patient basis for that for that one visit or are they really kind of taking a more longitudinal look at that these people in terms of managing their health care over time well I think right now they're just taking their first steps and so they're finding key points that says like a particular pacemaker surgery you know we see companies you know like food manufacturers that are trying to figure out whether your genetics is going to dispose you to certain tastes or certain flavors or even certain you know certain health benefits for it but we're still in that first step and I think what's so exciting about it is that you see the benefit that says yeah absolutely having a pacemaker that's built to be it's gonna work and it's gonna be a real benefit to somebody's life but that's just the tip of the iceberg you know we start to ask the question that says what happens when every company can do this what happens when every aspect of my life eventually could be you know catered just to me and that's when we really start thinking about the fact that we're we're headed as a society is towards these personalized realities right right which which begs a really big condition right which is trust it is right so I'm giving you all this data and all you might telling you that I'm going to the store and and what I'm surfing on my phone but now you you know you know a lot more about me and in fact you have a digital twin of me and yet we read everyday that everybody gets hacked their data breaches I think someone here said that the the time from a breach to discovery has gone from 250 days 250 days or something like that so high you know however the company's managed to the trust issue because it's a it's a tough it's a tough environment out there it really is a tough environment but I I think it's one that companies are starting to recognize it's gonna be part of the way they really differential themselves you know is that on one hand you've got the security piece of it that says you just want to make sure that the bad actors in the world the people who really are actively trying to do you harm aren't getting that and that's part of it you know and the reality is is the investments that we're seeing in security are raising every year but I think the harder question that people are starting to deal with is that they're being passed and they're asking their consumers to trust them in very different ways and they have before you know you look at somebody like an auto manufacturer that says they've spent you know the last 40 years making sure that we trust that their cars are reliable you know that's you're gonna be safe inside them and that you're gonna be able to drive these for a certain amount of time or maybe for an extended period you know over the lifespan of that vehicle but now we're pushing people into a comfort zone they're not quite there yet for that says well what happens when that car does know where you are at any point in time right it knows how many passengers there it can infer based off of what parking lot you're in what you're doing there and I think that companies are just now starting to recognize that not it's not new we have healthcare companies and we have financial services that have done this forever but it's new to an auto manufacturer that says that's a new type of trust they have to build and we're just now seeing companies realizing that they're gonna go on a new journey to create that relationship the consumers to build up that trust right the other thing you touched on a little bit earlier today was was kind of a changing responsibility set right and it used to be you know we learned in business school you just optimized to to get max shareholder value and right in and oh yeah you should probably take care of your customers and oh yeah we should I take care of our employees too I really you talked about it going really another step really being evolved in the community you know being a much more kind of active participant and outside kind of the direct sphere of the theater in which you play well I think we have to you know because we've spent and I think a lot of companies have spent so many years just building products you know to do things a little bit better but their deals doing the things that we're doing today you know that that mode that they have is that I have a specific role and yes I'm responsible for mm-hmm you know a good quality product but everything else is something that's out of your purview but what we're talking about now is having that amount of information about you means that I now have to have responsibility to protect that information and even how I share it with with my partners suddenly if I'm actually going to be effective in changing the longevity for how people live or how cities are designed is that it's no longer just about whether that roadwork it's whether or not the city was going to be designed correctly and benefits everybody and what we're I think we're getting to that point that people are realizing that the bigger the opportunity is is the bigger the responsibility is that goes with it and the friction and even some of the negative press that we're seeing happen right now you know in the marketplace is because people hadn't realize they saw the bigger opportunity but they hadn't quite realized that that responsibility is gonna be the way that it's gonna be effectively implemented right well what if you have an opinion because you know there's kind of a whole leadership thing and John talked earlier today when they kick off the center that he wants to help your clients be the disrupter not to disrupt D but what happened is you can t get these accidental no accidental people in tremendous power because of the success of their platforms Mark Zuckerberg to pick one Marc Benioff you know who built this building Jeff Bezos so they didn't necessarily start on that path to put in place these huge social engines that have these big impacts but they're kind of there they are but when you look at any of those examples is that what you realize is that they may not have realized the impact that they were gonna have as a society as a whole but there are opportunities they were chasing were huge is that when you look at the early pieces of Facebook is that they were realizing very early on that they were trying to change the way that people fundamentally communicate and how they create relationships over digital media they knew how big that opportunity was and I think that as we've seen them go through it and we're seeing the hardships that they're having now is that other people are they're not blind to it anymore they know that when you have that amount of opportunity there's automatically going to be ripple effects into everything right and I think what we're about to see is this next generation is not going to be able to get off the hook as easily because it's they can't claim ignorance because we all know these things are hot right so exciting times great great for for you congratulations for getting the report out I'm sure it was nice to hit print on that thing close never go to hit print you know but as we all know is the you know tomorrow is a new day and something else is gonna change and then you know we'll be back here again next year right alright well Michael thanks again for taking a few minutes good luck tonight on the on the presentation always great to catch up since your innovation hub brand-new downtown San Francisco the sales force our thanks for watching we'll see you next time

>> From the Sales Force tower in downtown San Francisco. It's the cube covering a censure Tech vision twenty nineteen brought to you by Silicon Angle media. >> Hey, welcome back. You're ready, Jeff. Freak >> here with the cue. We're >> in the center. Innovation hub, downtown San Francisco Salesforce >> Tower. The party is just getting started and you can see >> behind us. Had a ribboned coat ribbon cutting ceremony this morning. We're excited here for the Century Technology Vision awards given later today. But we're excited of our next cast. First >> time on the Cube. Ashley Miller. She's the director of Innovation West Region for centuries, actually. Welcome. >> Thank you so much. Glad to be here. >> So all these toys are for you to play with. >> They they are there so many interesting things to play with your so many incredible people. It's an incredible place to be. >> So it's a great aggregation of kind of a bunch of satellite offices. You've got three stories of really kind of active, engaging labs. I wonder if you could say I guess she had a soft opening a little while ago. Tonight was the heart opening. What are some of the ways that customers actually come in and use this facility? >> Yeah, way actually have five floors. We have the thirty first through thirty fifth floor. Five entire floors with several of those floors dedicated solely Teo, innovating with our clients and collaborating and co creating with our clients. So this is the official launch The Big Party, opening us officially with the ribbon cutting. But Way did have a soft launch over the summer, and in fact, we've been hosting many clients >> each week. >> It's it's really incredible that demand is quite high. People are very eager to come in and explore and learn as well as define strategies and actually co create solutions here with the experts. So it's it's exciting, >> so help. So they come in small teams, big teams. They come for a day a week. What are some of, you know, kind of the standard offerings? If you will t come and learn about invasion >> all of the above. We host clients as well as, you know, partners in the community, uh, students and educational groups. People who want to come in and learn about emerging technologies and their potential impact to business to society. A cz well as multiday and multiweek sessions where we're actually rode mapping solutions, building new ideas together and actually co creating prototypes and solutions to solve those those challenges >> right. So Paul, talk bitterly about your innovation, architecture's so everybody wants to know how to innovate, especially in a big company. It's it's not necessarily easy, and you guys have a bunch of assets in play. And then, as I understand it, the hub is the location where you bring all those assets under one roof. >> That's exactly right. This hub is a flagship hub where we have every element of our innovation architecture represented. So it's center has this architecture to help both ourselves innovate as well as our clients and our partners. So clients and partners can come here and access the incredible breadth of our experts, designers, engineers, builders. So here in our flagship hub, we have teammates from our research organization that's offering points of view and helping others understand. What does the future look like? We have teammates from our labs are R and D organization that's actually looking at these cutting edge technologies, quantum computing, connected devices, artificial intelligence and understanding, and using these technologies, developing prototypes to test and learn and understand their potential value. Then we have teammates who can actually build prototypes and solutions. Both connected digital devices as well as physical devices way have teammates in our ventures group who are partnering with the ecosystem of universities as well start ups as well as big ecosystem platform partners and bringing those teammates in and using their solutions to help procreate and ninety eight new opportunities for our clients. And then, of course, within our innovation architecture, we also have our delivery centers. So once you identify really game changing opportunity on, you've tested it and you understand, and it's a viable solution. Well, then you can scale it more cost efficiently through our delivery centers, >> right? So I know it might be asking you like to pick your favorite kid, but but but share. I mean, what is a Woody one or two of your kind of favorite things? That that is here in this innovation hub, that you just think it's just cool beyond compare. >> It is asking me to pick my favorite kid. There's so many incredible things here, but I can tell you what we have on display tonight. We have Mary Hamilton, the head of our labs organization, along with Theresa Tongue is a managing director within our labs and room on Chowdhry, who leads a practice of ethical, eh? I talking about the future of human and robot interaction. What does that mean for teams when they're augmented by robots? How do you do that in a fair way and in an ethical way, so that you're using the humans potential as well as the robot's potential. We have Mike Reading the head of our ventures team. We have him here, along with some of our teammates, from research Justin hers egg. And they're They're talking about the power of Blockchain to create transparency and accountability within supply chains. A CZ well is talking about some of the power of of some of the startups we're working with, like one Cuban quantum computing start up, which we partnered with Bio Gen. The healthcare company. Toe Actually use quantum computing. Teo. Increase the speed of drug discovery. It's really incredible. It takes on average in the industry. It takes ten years and a billion dollars to bring an average drug to market, and they're hoping they can speed this up significantly with with quantum computing. So way have stations on display where you can actually go inside a quantum computer where we'll use immersive technologies. And walking inside, you can actually understand and see what are the powers of quantum mechanics that enable quantum computing? Let's >> see, we >> have way have incredible leaders. So those were those >> were just going long >> so I could keep down. >> I love it. And we keep hearing about the incredible technologists that you have here that something like, I don't remember fifteen hundred out of the six thousand patents you've you've had are coming out of the people that work in this facility. >> It's it's unparalleled the talent that is in this building. Um, sometimes when I walk around, I can almost see the, you know, quantum physics coming out of their brains. They're just incredible. The talent that is here and the talent that we have accessible to our partners about TTO learn from a CZ Wells to partner with and build because these teammates, they're they're working on cutting edge things. And they're looking for partners to explore the validity of these new concepts. So a lot of times we're partnering with clients were both putting some skin in the game to test these ideas on DH. It's It's a really exciting place to be at the intersection of business and technology ideation and building solutions. >> Right? And you're not just doing it just for your clients to he had city and county San Francisco represented this morning at the ribbon cutting and really she talked about and John talked about earlier, you know, being an active participant in the community, and that's a really important piece of the >> puzzle. It is an important piece of the puzzle, and we're really passionate about being a part of the San Francisco community and helping to give back in our community as well as globally. So globally, we run a tech for good program. Where were you applying these emerging technologies to help benefit societies using things like Blockchain to make logistics distribution better and more trustworthy For companies that are delivering food? Teo indeed Populations things like using artificial intelligence built on top of Microsoft cognitive services help the blind to see doing these things. They're actually giving back to the world's population as well as our local population. Just in the last week, we hosted a group of young elementary school students coming in tow learn coding basics we're hosting. Last week we hosted one hundred students from an MBA program abroad. So we're often hosting students, clients, partners, startups. A few weeks back, we hosted a large healthtech challenge, which was really exciting. We had sea levels from some of our health companies. Come in tow, actually judge start ups from the Bay Area and to explore how those startups could tweak and refine their value statement and then explore opportunities to use those startups within the judge's organizations. So So it's a really exciting way that we're finding that being professionally generous, it pays it, tees up opportunities for centuries for our partners, way learn, they learn. And this hub is a powerful place of collaboration, >> right? What a great asset that you have to bring to bear. It's a It's a terrific story. Well, actually, thank you for taking a few minutes of your time. His party is a big part for you in the team, so I will let you get back to it. And again, Thanks for sitting down. Thank you so much. Alright, she's >> asking. Jeff, if you're watching the Cube, we're downtown San Francisco. Salesforce Tower at Thehe Century Innovation Hub. Grand opening. Thanks for watching. See you next time.

>> From the Salesforce Tower in downtown San Francisco, it's theCUBE, covering Accenture Tech Vision 2019. Brought to you by SiliconANGLE Media. (upbeat techno music) >> Hey welcome back everybody, Jeff Frick here with theCUBE. We are live in downtown San Francisco, the Salesforce office in the brand new Accenture Innovation Hub. It's the grand opening, like I say the soft opening, but we had the ribbon cutting, we're presenting the Accenture Technology Vision 2019 and we're excited to have somebody who's not a technologist who's very important to technology, she's Doctor Rumman Chowdhury, she's the Global Lead For Responsible AI at Accenture. >> I am. >> Great to see you. >> Thank you for having me on your program. >> Absolutely. So I was doing some background research on you and I love you introduce a lot of your talks about the fact that you're not a technologist, you come at this from a very, very different point of view. >> I do. So I am a social scientist by background. I've been working as a data scientist in artificial intelligence for some years but I'm not a computer scientist by trade. I come more from a stats background, which gives me a different perspective. So when I think of AI or data science, I literally think of it as information about people meant to understand trends in human behavior. >> So there's so many issues around responsible AI. We can talk, probably, to all these people, go on above, you know. >> Yeah. >> We don't have too much... And the first one is really a lot in the news right now, about AI is simply a codification of existing biases often, unless you really take a very proactive stance to make sure you're not just codifying biases in software. What are you seeing? >> Absolutely. So we really have to think about two kinds of bias. There's one that comes from our data, from our models. This can mean incomplete data, poorly trained models. But the second one to think about is you can have great data and a perfect model but we come from an imperfect world. We know that the world is not a fair place, some people just get a poor lot in life. We don't want to codify that into our systems and processes, so as we think about ethics and AI it's not just about improving the technology, it's about improving the society behind the technology. >> Right. >> Yeah. Another big topic I think that's really important is if you're doing a project and you want to think through some of the ethical issues, should we be collecting this data, why are we collecting this data, why are we running these algorithms and you make a decision it's for a particular person, purpose and the value outweighs the cost. But I think where the challenge really comes into is the next people that use that data or the next use that you don't necessarily have in mind and I think we hear that a lot in terms of kind of the complaints about the current state of big tech, where everyone is doing their little piece. >> Right. >> But what happens over time as those get rolled into maybe bigger pieces that weren't necessarily what they were starting with in the first place. >> Right. >> Absolutely, it's something I called moral outsourcing. Because what we build is often, we feel like a cog in a machine, we feel sometimes as technologists people aren't willing to take the responsibility for their actions, even though we should be. If we build something that is fundamentally unethical, we need to stop and ask ourselves, just because we can doesn't mean we should. >> Right. >> And think about the implications on society. Right now there's often not enough accountability because everybody feels like they're contributing to this larger machine, who am I to question it and the system will crush me anyway. So we need to empower people to be able to speak their minds and have an ethical conscience. >> So I'm curious in term of the reception of your message when you're talking to clients because clearly there's a lot of pressure to innovate fast. Everyone is telling everybody that data's the new oil and we've got to leverage these micro-experiences, et cetera, et cetera, et cetera. And they don't necessarily take a minute to step back and reflect >> Right. >> Is this the right thing, is this the right way? Are we collecting more data than we really need to achieve the objective? So how receptive are companies to your message? Do they get it? Do they have >> Yeah. >> To get hit upside the head with some problem before they really understand the value? >> So I'll give you a phrase that everybody understands and then they get the point of ethics in AI. Brakes help a car go faster. If we have the right kinds of guard rails, warning mechanisms, systems, to tell us if something is going to derail or get out of control, we feel more comfortable taking risks. So think about driving on the freeway. Because you know you can stop your car if the car in front of you stops abruptly, you feel comfortable driving 90 miles an hour. If you could not stop your car, nobody would go faster than 15. So I actually think of ethics and AI are an ethical implementation of technology as a way of helping companies be more innovative. It sounds contradictory but it actually works very well. If I know where my safe space is, I'm more capable of making true innovations. >> Right. So I want to get your take on another kind of topic, which is really kind of STEM education versus not STEM, or ethics. >> Right. >> And it's interesting, huge push on STEM, it's very, very important thing that's going on now. But as you look not that far down the road, and this events all about looking down the future, reinventing the future. As more and more of those kind of engineering functions are taken over by the machines >> Right. >> It seems like where the void is is really more talking about what are the implications, what are the deeper questions we should be asking, what are the ethics and the moral questions before just building a better mousetrap. >> Right. So you're raising a very hot button issue in the ethics and AI space. Is it simply enough to say all technologists should take an ethics course? I think it is very important to have an interdisciplinary education but, no, I don't think one ethics course, taken out of context in college will help you. So I think that there's a few things to think about. One is that corporations need to have an ethical culture. It needs to be a good thing to be ethical, number one. Number two, we need interdisciplinary teams. Often technologists will say, and rightfully so, "How was I supposed to know thing X would happen?" It's something very specific to a neighborhood or a country or a socio-economic group. And that's absolutely true. So what you should do is bring in a local community, the ACLU, some sort of a regional expert. So we do also need to move towards creating interdisciplinary teams. >> Right. So you brought up another really cool thing I think in one of your talks, FAITH. Fairness, Accountability, Transparency and Explainability >> Yes. >> Which is a, you know nobody likes black box algorithms. >> Yep. >> But fairness, specifically, is such an interesting concept. We all feel very slighted if we perceive things not to be fair. >> Yes. >> The reality is life is not fair, a lot of things are not fair. So as people try to incorporate some of these things into the way they do business, how can they do a better job, what are some of the things they should be thinking about >> Yeah. >> So they can have the faith? >> Fairness is a very complicated, complex thing and I invite you, or whenever someone asks, "What does it mean to be fair?" I point them towards this really great talk from this conference called Fat Star and it's called, 21 Definitions of Fairness. And it's all these different ways in which we can quantify and measure the concept of fairness. Well at Accenture, we took that talk and some other papers and created something called the Fairness Tool. So it's a tool to help guide discussion and show solutions on algorithmic bias and fairness. Now, the way we think about it is not as a decision maker but a decision enabler. So how can you communicate as a data scientist to a non-technical person to explain the potential flaws and problems and then take collective action? So the algorithm can help you make that decision but it's not automating the decision for you. So what it does is it helps smooth conversation and helps pinpoint where there might be bias or unfairness in your algorithm. >> Right. Well we don't have time tonight but another time we're going to >> Sure. >> Dig deeper into this and all the biomechanics and bioengineering >> Yes. >> And a lot of great topics that you've covered in a number of your talks. So I really enjoy getting to meet you and you do terrific work, really enjoy it. >> Thank you, thank you very much. >> Alright, thank you. She's Rumman, I'm Jeff, you're watching theCUBE. We're at the Accenture Innovation Hub in downtown San Francisco. Thanks for watching, see you next time. (upbeat techno music)

>> From the Salesforce Tower in downtown San Francisco, it's theCUBE. Covering Accenture Tech Vision 2019. Brought to you by SiliconANGLE Media. >> Hey, welcome back, everybody. Jeff Frick here with theCUBE. We're in downtown San Francisco in the Salesforce Tower. Accenture's taken over five floors of the Salesforce Tower, and they're opening their brand new Innovation Hub. It's pretty cool, formal ribbon cutting earlier today. We're excited to be here. It's three floors of cool innovation, then a couple work floors, so if you get a chance come check it out. A lot co-creation, a lot of neat technology happening. But we're here to talk about something a little bit different, that's championship basketball. So we're excited to be joined by Jeremy Thum, he's the senior director of digital experience from the Golden State Warriors, Jeremy, great to see you. >> Great to see you, thank you. >> And he's accompanied by Greg Jensen managing director from Accenture. Welcome. >> Thank you, great to be here. >> So digital experience, you guys are getting ready to embark on a big new adventure, a big construction project just south of, I was going to say AT&T Park, Oracle Park now at the new Chase Center. >> Yeah. >> A lot of talk, really excitement, tell us about what is going on at the Chase Center. >> There's never a dull moment at the offices these days as the Golden State Warriors organization is going through a pretty big transition. A transformation from basketball team that leases a building 50 nights a year into an entertainment company that owns and operates a world-class facility. And so all eyes are pointing to this project. All thought is going onto the project, and it's a really exciting time in the organization. >> It's really an amazing story of how much impact leadership really has. I mean, you had a perennial doormat franchise, right, that hadn't been to the playoffs for a long time. And David Lee shows up as the first all-star in Lord knows how long, and they have completely transformed their franchise on the basketball side. And now you see the same kind of energy vision, vision, probably, is really the best word, and now moving from Oracle Arena, one of the most beloved basketball home courts into the new Chase Center. So I what if you can just share some insight on what it is like to work for these guys? You know, what is the passion? How do they drive it down through the whole organization? >> It's incredible. I say that on a daily basis there is an energy level and an excitement about taking this organization to the next level, and there is no rest. We know that sports is cyclical, and the performance on the court is going to be cyclical, but the business can operate in a way, and create an environment that a business can succeed and thrive. And that's part of the move into Chase Center is the organization is expanding. The business is expanding into different areas, that we've never been in before, so it's exciting. >> Right. So how long have you been working with the Warriors? >> About 18 months. >> 18 months? And why did they bring you in? What are you helping them with? >> So we are the Warriors' official technology innovation partner. And as Jeremy and the team were thinking through the fan experience, they where assembling a really great team of partners, and one of those partners is Accenture. And so the reason that I'm here is because I spent about 3 1/2 years working with other media companies on transformations, doing sort of similar fan experience design. And it's really my job to bring the best of Accenture to the Warriors and make sure that as they're innovating on the fan experience, that we're helping them and that we're there as great partners to support them along the way. >> So what are some of the things that win the new fan experience besides just being the loudest arena in the NBA? >> Well, I think the most exciting thing that I'm working on with Greg and the Accenture team is the mobile application of the future. We have a Warriors App that exists now that serves a very specific purpose. As we move into a new building in a new district that surrounds the building and have a variety of events, we need a new mobile experience, also, so we will be building this new mobile experience as an application built specifically for the local fan. Anyone that can, or should, or will be coming to the district to enjoy an event at Chase Center. And of course, as we have a global fan base, there will still be content and interesting things to bring in a global audience to the mobile app. But this is really designed for the local fan to say how can we help you if you have a ticket to an upcoming event, or if you don't have a ticket to an event but just kind of want to see what's happening on the district, how can we help that experience along the way? And all the different touchpoints that go along with a game or an event experience. >> Right. So how much of the mobile app is kind of a launching point into the other things that are happening at the Chase Center versus being kind of its self-contained experience in it of itself? >> I'd love for your opinion on this, too. >> Yeah, I think the thing that the Warriors have done really well is they've positioned technology as enabler of the overall end-to-end experience. And so think of the mobile app as sort of the gateway that ties a lot of that experience together. But certainly there are other exciting activations that will happen within the Chase Center throughout the district, and the Warriors know how to put on a great show, both on the court and off. And so it's really that blend of sort of that background technology that's orchestrating this in concert along with that front, in-your-face, exciting Warrior brand and anthem that is really going to get folks excited. >> Yeah, we talk an awful lot about how we don't want technology to be the story. We want it to live in the background and help enhance the fan experience rather than being the headline. >> Right, I was going to say I'm sure the purists are like, I want to come watch a basketball game. It's a beautiful game, this is why I'm paying a big ticket price because this is what I want to watch. I don't need all these distractions of all these other things. So when you think about the experience and integrating it, as you said, as an amplification of watching the basketball game versus a distraction or something that takes away from the core. How do you kind of balance those priorities? How do you kind of level set a new feature request or a new workflow request? Versus, you know, don't forget at the end of the day, it's still about the basketball game first. >> It is, and in addition to the basketball game, it's all about the 200 other events that will be there. Think of all the concerts and family shows that could be coming to a facility that San Francisco has never had before. So the mobile experience is supposed to get enhanced, and I think were spending a lot of time thinking through. The moment you think about coming to an event, is when that sort of experience begins, and the mobile app should be a conduit to help and not get in the way of the experience, which is that thing that's on the stage or on the court. >> Right. A really good friend of mine is Bill Schlough, he's the CIO of the Giants, right, and every year they go through some big huge technology play, whether it's a new jumbo tron or it's new wifi under the seats. It's this really cool, like you said, this delicate balance where you want to bring in the tech, and people are expected to have tech. They want their Instagram to work when they send a picture with the kids. But, again, it's got to be, I don't want to say secondary, but it is secondary or a little bit behind the scenes. >> And I think the Warriors have been really thoughtful around using the application to help coming to the district and Chase Center become an experience. And what I mean by that is, your ability to do wayfinding from your home to get to your seat. Your ability to book a car service if you choose to leave the district or after a game. The ability to just sort of make your life more simplistic around the game, so that getting to and getting from the event is much simpler and much more streamlined for the fan. But when your in that experience, sure, you can pull up the stats to see that Stephs hit 11 three pointers in a row and broken Clay's most recent record. Or you certainly can just enjoy the game for what it is. >> Right, right. All right, before I let you go, thanks for bringing the trophy, too, Jeremy. Very nice. What's one or two totally unique nuggets that you can share at the Chase Center that are completely new and maybe kind of fall below the radar that you think are pretty cool? >> Well, I don't know if I want to give too many secrets away, but I will say that I think the experience will be something that cannot miss. From the visuals and where it's placed, I think just the visuals when you see the aesthetics is going to blow everyone away. And I think, hopefully, if we do it right, the technology and the mobile experience will be an element to it, but won't be the leading story. >> All right. Well, thanks for stopping by. Congrats on all the rings. And I look forward to one more season, right? We have one more season to go? >> Here we go! >> All right, thanks a lot. >> Thank you. >> All right he's Greg, he's Jeremy, I'm Jeff, you're watching theCUBE. We're at the Accenture Innovation Hub in downtown San Francisco. Thanks for watching, we'll see you next time. (upbeat music)

>> From the Salesforce Tower in downtown San Francisco, it's theCube, covering Accenture Tech Vision 2019, brought to you by SiliconANGLE Media. >> Hey welcome back everybody, Jeff Frick here with theCube. We're in downtown San Francisco with the Salesforce Tower. We're in the 33rd floor with the grand opening of the Accenture Innovation hub. It's five stories inside of the Salesforce Tower. It's pretty amazing, couple of work floors and then all kinds of labs and cool things. Tonight they introduce the technology vision. We've been coming for a couple of years. Paul Daugherty and team. Introduce that later, but we're excited to have a couple of the core team from the innovation hub. And we're joined by Mary Hamilton She's a managing director of Accenture Labs. Great to see you Mary. >> Nice to see you too. >> And Teresa Tung also managing director of Accenture Labs. Welcome. >> Thank you. >> So it's been quite a day. Starting with the ribbon cutting and the tours. This is quite a facility. So, what does it mean having this type of an asset at your disposal in your client engagements, training your own people, it's a pretty cool spot. >> Yeah, I think it's actually something that's, these innovation hubs are something that we're growing in the U.S. and around the world, but I think here in San Francisco, we have a really unique space and really unique team and opportunity where we're actually bringing together all of our innovation capabilities. We have all of them centered here and with the staircase that connects everyone, we can now serve clients by bringing the best of the best to put together the best solutions that have open innovation and research and co-creation and innovation all in one. >> Right and you had a soft opening how many months ago? So you've actually been running clients through here for a number of months, right? >> We have. So, we've been working here probably about six months in the workspaces. We've been bringing clients through, kind of breaking in the space, but just over the holidays we opened sort of all of the specialty spaces. So, the Igloo, the Immersive Experience, we've got a Makeshop, and those all started to open up so our employees can take advantage and our clients can come in. >> Right, right. >> Yeah. >> So one of the things that comes up over and over I think in every other interview that we've had today is the rock stars that are available here to help your clients. And Teresa I got to brag on you. >> Got one here. >> You're one of the rock stars, all you hear about is most patents of any services for most patents from this office of all the other offices in Accenture. >> All of Accenture >> You're probably the person. (laughs) So congratulations. Talk about your work. It's funny, doing some research, you have an interview from a long time ago, you didn't even think you wanted to get in tech. >> Yeah. >> Now you're kicking out more patents than anybody in Accenture which has like 600,000 people. Pretty great accomplishment. >> I think it's a great story how a lot about people think about technology as a geek sort of thing and they don't actually picture themselves in that role but really, technology is about imagining the future and then being able to make it happen. You can imagine an idea, and you think Cloud, and AI, VR, it's all so accessible today. You could buy a 3D printer and just print your own idea. >> Right. >> And that's so much different than I think it was even ten, twenty years ago. And so when you think about tech, it's much more about making something happen instead of, just again, coding and math. Those are enablers but that's not the outcome. >> Right, right. So what type is your specialty in terms of the type of patent work that you've done? >> I've done them all. So I start with cloud computing, doing a lot of APIs and AI. Most recently doing a lot of work on robotics and that's the next generation. >> Right. so one of the cool things here is, software is obvious, right? You get to do software development, but there's a lot of stuff. There's a lot of tangible stuff. You talked about robotics, there's a robotics lab. Fancy 3D printing lab. >> There's like this, >> Yep. >> I don't know, the maker lab, I guess you call it? >> That's right. >> So, I don't know that most people would think of Accenture maybe as being so engaged in co-creation of physical things beyond software innovation. So, has that been going on for a long time? Is that relatively new? And how is it playing in the marketplace? >> Yeah, so, there's a few things we've been doing. Some of it is the acquisitions we've made, so Mindtribe, Pillar, Matter, that really have that expertise in industrial design and physical products. So we're getting to that space. And then, I'm also, as a researcher's standpoint, I'm really excited about some of the area that you'd never think Accenture would play in around material science. So if you start to combine material science plus artificial intelligence, you start to have smart materials for smart products and that's where we see the future going is what are all the kinds of products and services that we might provide with new material? And new ways to use those materials And, >> Right. >> My original background, my degree is in material science so I feel like I've kind of come full circle and exactly what Teresa was saying is how can you design things and come up with new things? But now we're bringing it from a technology perspective. >> Right, got to get that graphene water filtration system so we can solve the water problem in California. That's another topic for another day. But I think one of the cool things is really the integration of the physical and the software. I think a really kind of underreported impact of what we're seeing today are connected devices. Not that they're just connected to do things, but they phone home at the end of the day and really enable the people that developed the products, to actually know how they're being used. And then the other thing I think is so powerful is you can get shared learning. I think that's one of the cool thing about autonomous cars and Waymo, right? If there's an accident, it's not just the people involved in the accident and the insurance adjuster that learn what not to do but you can actually integrate that learning now into the broader system. Everyone learns from one incident and that is so, so-- >> Right. >> different than what it was before. >> Yeah I mean, it really points to type of shared pursuits of larger business outcomes. By yourself, a company might see their customer and impact their business and their product, but if you think about the outcome for the customer, it's around taking an ecosystem approach. It might be your car, your insurance company, you as an individual, and maybe you might be a hobbyist with the car, you're mechanic. Like this ecosystem that I just described here. It's the same across all of the different types of verticals. People need to come together to share data to pursue these bigger outcomes. >> Right, you need to say? >> I was just going to say, and along those lines, if you're sharing data, those insights go across the legal system. But then they can get plugged back in to thinking about the design, and we're looking at something called generative design where if you have that data, you can start to actually give the designer new creative solutions that they may not have thought about. >> Right. >> So you can kind of say, hey based on these parameters of the data we've received back about this product, here are all the permutations of design that you might want to consider, and here's all the levers you can pull and then the designer can go in and then say, okay, this makes sense, this doesn't. But it gives them the set of here are all of the options based on the data. >> Right. >> And I think that's incredibly brilliant. It's kind of the human plus machine coming together to be more intelligent. >> So, human plus machine, great Segway, right? What we just got out of the presentation and one of the guys said there's three shortages coming up. There's food, water and people. And that the whole kind of automation and machines taking jobs is not the right conversation at all, that we desperately need machines and technology to take many of the tasks away because there aren't enough people to do all the tasks that are required. >> I mean think about it as a good thing. As a human, the human plus workers really enabling your job to be easier, more efficient, more effective, safer. So any task that's dull dirty, dangerous, those are things that we don't want to do as humans. We shouldn't be doing those as humans. That's a great place for the robotics and the machines to really pair with us. Or AI, AI can do a lot of those jobs at scale that again, as a human we shouldn't be doing. It's boring. Now you could have human plus machine whether it's robotics or AI to actually make the human a higher level worker. >> Right, I love the three Ds there. You got to add the fourth D, drudgery. Talking about automation, right, it's like drudgery. Nobody wants to do drudgery work. But unfortunately we still do. I mean, I'm ready for some more automation in my daily tasks for sure. Okay, so before we wrap up. What are you looking forward to? We got through the ribbon cutting. Are there some things coming in the short term that people should know about, that you're excited that you're either doing here, or some of your, kind of research directives now that we got the big five from Paul and team. What are you doing in the next little while that you can share? >> Well, I'm excited to have clients coming in, so >> Yeah. >> Al lot of the innovations that we have like Quantum Computing. This is a big bet for Accenture. At the moment, at the time we started Quantum Computing, our clients weren't begging for it yet. We made that market. We went out and took a bet. We saw how the technology was changing. We saw the investments in Quantum. We made the relationships with 1QBit, with IBM and through that, now we're able to find this client opportunity with Biogen and that's the story that we published a drug discovery method that is actually much better than what would happen before. >> Right. >> Yeah. >> Mary? >> For me it's about, it's also the clients and it's thinking about it from a co-research and co-innovation standpoint. So, how do we establish strategic, multiyear, long-term relationships with our clients where we're doing joint research together and we're leveraging everything that's in this amazing center, to bring the best and to kind of have this ongoing cycle of what's the next thing. How are we going to innovate together, and how are we going to transform them, talk about approximately from building physical products to building a set of services. >> Right, right. >> And I think that's just taking advantage of this to make that transformation with our clients is so exciting to me. >> Well, what a great space with great energy and clearly you guys look like you're ready to go. >> Hey, we are. >> So congrats again on the event, and thanks for taking a few minutes and sharing this terrific space with us. >> Thank you. >> Thank you. >> All right. She's Teresa, she's Mary, I'm Jeff. You're watching theCube, from San Francisco the Accenture Innovation Hub. Thanks for watching, we'll see you next time. (upbeat music)

(click) >> Hey welcome back everybody, Jeff Frick here with the Cube we're at the Accenture Technology Vision event 2018. The actual report comes out in a couple of days. We're here at the preview event. A couple hundred people in downtown San Francisco. A lot of demos of AR and VR downstairs. It's really a center kind of highlighting the top trends that they've surveyed their community and we're excited to be here to be joined by one of the experts. He's Tony Parisi, on the Cube a long time ago we looked at 2013 amazing. He's the global head of AR and VR for Unity technology. Tony great to see you again. >> Good to see you. >> So uh, so you've been on this AR VR virtual reality thing for a while. Amazing development in this space. >> I've been working in the field for a couple decades now in one form or another and it's just been great to see with the resurgence of virtual reality. And we had experiments 20 years ago trying to turn this into a consumer ready technology. Really wasn't ready yet. With the advent of oculus and some of these other technologies, we've seen something that a consumer could afford that enterprises can afford in large numbers. You know, some thousand dollar piece of hardware connected to a personal computer that's a few thousand dollars that can drive amazing VR experiences. These same kind of immersion techniques brought into a phone where you can take a smartphone and just look through it like a magic window into this extended reality where you're seeing 3D graphics that persist in the environment around you. And these are all working toward the future where we're going to have all this 3D amazingness. Digital magic in front of us. And it's just incredible to see how far we've come in all these years and how it's just about to be both consumer ready and be deployed into businesses for all kinds of different productivity opportunities. >> Yeah it's interesting >> Amazing - that a center role them all up into one. They went with the extended reality. Cause there's a lot of confusion, is it augmented reality, virtual reality you know, how much of it is virtual stuff overlayed to reality, how much reality is brought back into the virtual space. But at the end of the day it's a lot of blending. It's going to depend on the application. >> Definitely depends on the application. If you just take marketing terms and put them aside because everyone's got their own talking about this and agreed there's a little bit of confusion right now. If you just look at the common element, it is 3D graphics. It is graphics that represent objects, environments, places, people in a way that's much more realistic. It's much more intuitive for an enuser to grasp that touches us in our brains, in a place that a flat screen doesn't so that we remember it better, or learn it more effectively. That's what all of these different techniques have in common. So, you know, call it what you want. Accenture's rolling forward with all of that. My company Unity's supplying the core technology to power all of that across 30 platforms and you look at the whole industry. Game platforms, which is where we were born. And now in the VR and AR it's you know, a dozen platforms at least that look like they could be viable. The common element for anybody who's developing is that it's 3D graphics and they're going to make investments in certain kinds of software, certain kinds of application design and techniques and knowledge that's going to transfer among all of these different kinds of hardware platforms. Because we know at the end of the day there'll be a handful there will be 3 or 4 that end up dominating just like in any other part of the computer industry with any other digital technology. So, you know we're moment because it's so early where the technology um, we don't know how to talk about it yet. But I think if you look back, probably the same thing was true of mobile and the PC at the time if you were in the middle of it. - Right >> People call it the PC, or they called it the internet, or they called it the web, or then they called it mobile or a smartphone. You know, there's just all these terms for it but that, you know, that'll be in the the rear view mirror in a couple years. And we'll just all take this for granted as, oh there's 3D stuff now in front of us. Or there's a 3D place I go into in a VR headset. >> Yeah even we were at Baobab Studios last week and, you know, even in entertainment right? Early early television replicated just a stage right? And early movies replicated just a stage before they figured out what they could do with the medium. Same thing here and it's interestingly common, how much is interactive kind of game-like. How much of it's narrative storytelling like a movie. And he's like, don't think of it that way. It's a completely different medium with a completely different opportunity to tell stories, to do things in a completely different way. >> One hundred percent. That team at Baobab is amazing. They use Unity a lot to create their experiences. And they're the first to tell you, we don't quite know what it's going to look like in a few years. We're trying lot's of things, we are going to start from some, you know touchstones, some places we already know. Game design, linear storytelling. But this is a different beast and we don't know what we're going to get. Baobab is a great example of a company that's not afraid to experiment. They're going to try and put you, I mean, what they do is they make Pixar kind of quality, high production value animated content like a Pixar movie but you're in it in VR. You can look all around, you can see the entire action unfolding around you. And more than that, they've made you a part of the story. They make you a character. Usually a secondary character. So the whole burden is not on you as the viewer to have to figure this story out. But someone who can help the story along so you feel fully involved. And if you play that forward, if you think about where that's going to go in a few years, we may be the folks who are making the stories up. I mean, it starts with just kind of being a secondary character, but as we learn this as users, as we learn how to do this, we may start making the stories up and being a much more active part of it. But, somehow still having that sweet spot where we're giving the director and the content creator the final say in sort of how this world is being created. Uh, Brett Letter the famous director did Lawnmower Man if you know his work in a 90s work in a movie about VR. He's back in the world here also doing VR again. And he likens this to world building. He thinks VR creation for entertainment is much more like creating a Disney theme park. A world that you can inhabit and be part of and have fun for hours, days at a time versus telling one story from start to finish. So I mean, think about it what's going to happen in the next couple years. It's mind blowing where this could go. And we really don't know, none of us could predict. >> So you're deep into it Tony. I wonder if you could share a story of maybe some applications that you're seeing in production or kind of in development. Where people are not thinking, you know, men like me obviously we know entertainment, we know games, we know some of the industrial stuff like walking a shop floor and seeing the RPMs of a machine. But what are some of the applications that we don't know that you see coming down the pipe. >> Well if you just think about take one industry, like the auto industry. Right? I think you can imagine like you said if you're somewhat versed in this. The idea that you could use virtual reality to design a car instead of what they do today which is they use some 3D design packages but they still build a physical prototype of the car out of clay and, you know, companywide a Ford, or a Volkswagon, or a company like that will spend millions for every new car building these physical prototypes. They want to replace that with purely digital and virtual processes at some point which is going to save them a heck of a lot of time and money and materials cost. Right? But now you just take that one example and you take that car design and do the entire life cycle of that car to when it's assembled, manufactured, you can train people in VR how to do that. When it's getting rolled out onto a show floor, to people who are selling it. All the way to when that car is a self driving car that you put somebody into and they get in the cabin of that thing and the cabin because there's no driver in there, you now have a lot of room in there. Right? It's an entertainment center. So these kind of augmented and virtual reality technologies could potentially touch every phase in the lifecycle of not just the development, but the deployment, and the ongoing operation of a motor vehicle as we know it. So that's going to radically transform things sometime in the next 5 to 10 years. >> Alright Tony I'm going to let you go, the party's underway. We got the autonomous robots are playing in the band. In 5 years from now we can't wait 5 years because I don't even know what's going to be here. >> I hope we do this again. >> It'll be crazy different. - Well in advance of 5 years from now. >> So thanks for talking with me a few minutes. Tony Parisi, Jeff Rick, you're watching the Cube from the Accenture Technology Vision 2018. Thanks for watching. (upbeat digital music)

>> Hey welcome back everybody, Jeff Frick here, with theCUBE. We're at the Accenture Technology Vision 2018, it's actually the preview event, a couple of days before the report comes out. We came last year, it's really Accenture querying all their customers and partners, as to what are the hot topics for 2018? We're excited to have a return, from Accenture Labs, he's Marc Carrel-Billiard, the Global Lead for Accenture Labs. Last we saw you at the 30th anniversary. So, Marc, great to see you. >> Great to see you too, very happy to be here. >> Absolutely, and we saw you a year ago at this event as well. So, as you look at this Vision compared to last year's Vision, what really jumps out at you as being so different? >> I think what really jumps is just the fact that what we say here is that, you remember last year, it was all about technology for people, technology by people. What we see is that we move forward into, not just technology for people, by people, but how technology basically is shaping the society. And what people, basically I mean, like technology is changing their life, the way they work and everything. What we say to all this technology is that they're going to be a major impact in the society itself, and then companies need to work with people, need to work with society basically to change, basically, the new models. What we say also is that, something which is very important is that there's a transparency that needs to be brought out by this technology. I mean, it's like if you look at companies and everything they will have to build a social contract with these people. Bring in the technology. It's a two-way street now. >> Right, right. >> Like, you build a lot of technology, and people adopt this technology, and then need to bring back feedback. So what are you going to do about it? And it's not going to be about selling products, selling services, but building partnership. Partnership with the people, partnership to the society that you're going to build around them. That's very important. >> But it's kind of weird, because it's kind of bifurcated. On one hand, there's a personal level of connection that you've never had before. On the other hand, we're trying to automate, with software and data, as many processes as we can, which we've seen in Martek, probably on the cutting edge of that. And that sometimes can cause issues. So we're kind of bifurcating. Automate as much as you can, on the other hand, there's a personal touch and trust and a relationship that I never had before. >> I love this discussion, because I'll tell you this, I completely agree. But I think that people need to recognize that artificial intelligence, we've made tons of progress there. And you remember, we had so many winters along the way and everything. I think there will still be winters for artificial intelligence. Machines can do things very very well. >> Jeff: Right. >> But they still can't do what people can do. You know, for example, common sense learning. It's very difficult to explain to a machine what is common sense learning. You know what is common sense. For example, if I would like to build a robot that comes in your office, and picks, for example, a cup of coffee, and decide whether they want to throw it in the bin or basically reserve it for you, it's very difficult. You need to weigh the cup of coffee. You need to understand if it's warm or not warm. I mean, there's so many things that come to play. A robot would not be able to do that. You can do that, even your kids could do that. >> Pretty interesting. >> I know! >> So there's like five big things, I want to jump into a couple with you. One is, and you guys have twisted kind of common phrases-- >> We did, yeah >> A little bit of Accenture branding, of course, right? So one of them is the Internet of Thinking. So rather than the Internet of Things, which is very popular, and then, of course, we hear about the industrial Internet of Things. You talked about the Internet of Thinking. What do you mean by that? >> Okay, so Internet of Thinking is all about to recognize that every product in the world today will be very intelligent. We talk about artificial intelligence. We're baking the intelligence into systems. They all have matched learning, they all learn about what you're doing. So what we need to do is that, when we're going to build a new environment and everything, we need to understand exactly where all the processing power for this intelligence going to be sitting. Is it going to be, for example, if you have to reinvent the car of the future, where it's going to be driverless. You need to re-think about the cockpit of the future and the experience. There needs to be a lot of matched learning, intelligence, to understand exactly how they want to interact with you. Should sudoers sudo-vise? To recognizing your face when you're frowning, and stuff like that. I mean there's going to be so many things, so there's lot of processing power to put. Where do you put all this processing power? In the chip in the car? >> Right. >> Do you want to split it between the chip in the car and some other chip in the cloud? Where do you put all the data related to what you're going to be doing in this car? You want to look at all these data only in the platform in the car or you want to put a little bit in the cloud so you're going to be able to crunch all the data? You going to be sitting in a seat. American people spend on average, 500 hours per year in the car. Can you imagine what we can do there? Imagine we have sensors in the seats. We're going to be able to collect a lot of data about your wellness your well-being and everything. We want to make you more healthy. What are we going to do with all this data? Are we going to crunch the data basically in the car? Or in the cloud? So, what we want to say is that the Internet of Things is going to evolve to Internet of Thinking because we're going to have to be smarter. Not only to implement smart product in the car or something else, but to decide about our fixture. Where are we going to put all that stuff? Which process are we going to use? CPU, FPGA, GPU, even quantum computing? People need to think about where they're going to put the architecture. What type of flavor of architecture they want to have. All these things need to come into play. >> I know, I know! >> Marc we could go and go and go, unfortunately we're getting the hook, they're going to start their program so maybe we'll get you back after the program. >> Sure. >> Thanks for taking a few minutes, they're going to start the program behind us. I'm Jeff Frick, he's Marc, you're watching theCUBE at the Accenture Technology Vision 2018. We'll be right back after the presentation. >> Alright, sure. >> Thanks Marc. Alright, welcome back everybody! We are still the Accenture Tech Vision 2018 free event, the autonomous band is playing, very loudly. But it's good. So we've got Marc back, Marc Carrel-Billiard, and again he is Accenture Labs' Global Lead and he is also all on top of Extended Reality. >> Extended Reality. >> So Marc, we could talk about OR, VR, AR. >> Optics, olfactives, everything. >> Now it's ER? >> That's right. >> Extended reality. >> Extended reality's VR, I mean it's like, I think it takes every type of sensors or immersion, feeling and everything you can have because it's all about combinatory effect. If I combine the augmented reality with the audio, as well with the smell, as well as with the touch then you feel that something is happening. In fact-- >> How long until you just pass all the sensors and just go right to the wires? That's what I'm waiting for. (laughing) These things are not built to look at googles, right? >> I know, I know, I know. But it's coming. >> It's coming but what's interesting though, you guys put a play on it about distance. >> Marc: That's right. >> You guys are, you're positioning this as really a way to break down distance. >> Absolutely, I mean-- >> Jeff: How does that work? >> Well, we call that the end of distance because I think the feeling that we have is that what you're going to be doing is that, you know what I mean it's always the same stuff that you're looking for talent. You're looking for skill. You're looking for people. You're looking for information. Here. Where it's out there. How how are you going to bridge that? How are you going to reduce the distance? To bring people to you, to bring the skills you need, to build the information you need. Extended reality, virtual reality, that can help you out to do that. I'll give you an example, Komatsu, it's a Japanese company. >> Big tractors and things. >> That's right, big tractors and everything. Sometimes, I mean it's a lot of investment and everything, you want to try them out, you want to test them, but it's snowing, it's pouring, it's raining. You're not going to do it. What are you going to do? Why, you're going to use the vehicle a bit in virtual >> They're all autonomous though, and they all drive themselves around. >> But not now, there's some not there. But eventually you can use that in your office. You're going to be training in your office and when it stops raining, basically you're going to be there and you're going to be able to drive that and you're going to be able to use them. We see that in the oil and gas industry. We are building very complex platforms. It takes 10 years to build them, maybe less. The question is that, do you want to wait for five years, 10 years until the platform is delivered, to start training your people? No. I'm going to bring basically that to them directly. It's not only end of distance, it's end of time. I can reduce the time that this stuff is delivered, virtually, to train the people onboard and when they're going to be there. So they're going to be using virtual reality, to be trained on the platform, and then when they're going to be on the platform, they know how it works. But even more, then you go to augmented reality, When they can do maintenance on equipment by augmenting information, to make them more efficient. >> So what's the killer app going to be? Is it a killer app problem? Is it a hardware problem, right, we're still wearing the clunky goggles. What's the breakthrough? >> So the breakthrough is really new devices because right now, if you look at the market today in AR, VR, we're talking about $14 billion, one-four. The billion dollars-- >> Today? >> Yeah, today. Which is a lot. >> Yeah, it's a real number. >> But most of it is on the devices. Most of it is on gaming devices. You know, the stuff that you find on Xbox, the stuff that you find on the PlayStation, very consumer-driven. The big business is really enterprise business which is how you're going to use these devices in oil and gas industry, in automotive industry, in very toxic environments. Where the device needs to be lightweight, with long battery-life, it needs to be intrinsically safe as well. Safe in the-- >> Jeff: Environment, right. >> The devices are coming, and then by 2020 the estimate is that, that whole business is going to shift from $14 billion to $143, one forty three. >> By 2020? >> Yeah. >> Two years from now? That's right, two-three years, because the devices are there. And then, right now 70% of this business is consumer-driven, and 30% is enterprise. We're going to flip that. 70% is going to be enterprise, and 30% will be consumer. >> In 2020? >> Yes. >> Just right around the corner. >> Right around the corner. I mean, I met with a couple of companies, this company called RealWear, they doing amazing device. It's a device you wear, you can put that on the helmet, very very light. You can drop it from 10 meters, it bounce back. It works. And then basically you have bots with cognition in the very noisy environment, like this one, you can speak, you recognize everything. It can provide you with augmented reality information about what you need to do and everything. That's the typical device that we need. You can use it in toxic environments. It has other certification. I mean it's IPv6 and everything, you can run on it and it doesn't do anything, and that's exactly what we need to develop the new use case, that's going to drive these further. >> Yeah, cause we're still a long way from there but two years is not very long, >> It's not long. >> for the devices. >> I mean, it's acceleration. >> Right, right. Alright Marc, well we're excited. What's your favorite AR-VR-ER application? >> You and I, we go to Venice tomorrow, always virtual reality, and so with the combination of the olfactive, the sound, the sun and everything. You can be sitting there on the terrace, you can hear the Vaporetto passing by, you eat the bread, and I fake your brain with the olfactive stuff, you believe it's a pizza, and you drink the water and it's Chianti. That's what it's going to be. >> See I think the device is going to be when it plugs into your head. Again, avoid all these things and go straight in. And then it begs the question, did you really do it? >> I know, I know. Or not? That's way deep, we don't have time Marc. >> It was great to see you. >> Thanks for stopping by. He's Marc, I'm Jeff, you're watching theCube, Accenture Technology Vision preview party, thanks for watching. (bright music)

you hey welcome back everybody jeff rick here with the cube we're at the Accenture technology vision 2018 pre-event the actual paper comes out in a couple days we got invited for a preview or excited to be here we came last year and it's pretty wild you know five big trends influencing the technology world Accenture is at the leading edge so we're happy to be here we've got a new guest Jason well she's the managing director of a centers extended reality are you doing Rachel it see you nice to meet you so you guys are not doing a our VR ER BR you've come up with it you coulda grabbed at all in extender II out right sort of XR every one of it I like it so you're running this business you know give us kind of an update how its evolving you know we see the devices the movies are starting to come out but it's still so nascent it is but at you know what we're seeing we've seen a lot of it up shift from a year ago two years ago all this stuff was being done in the Innovation Lab so the corporate Innovation Lab sitting in Silicon Valley they were trying things out for concepts of what have you we've seen a ship now where it's the business starting to push the agenda so it maybe it's the VP of Operations maybe it's the chief Learning Officer and I think that trends a big difference because it starts to mean the business is seeing this as it could provide value now still we're seeing a lot of pilots so we've kind of moved into proof of concept to the pilot to some major deployments but it's a pretty big trend that we've done that that shift even you know we're starting to see our P's come out right but again is another key signpost that this is moving beyond that just test and learn phase - actually real implementations so it's pretty interesting we talked to bail BAP Studios and they make movies and MBR and it's you know it's kind of an interesting parallel when they used to make movies that's just filming what used to be on stage right and it takes a while to understand kind of this new platform and to start to operate in that new platform are there some examples that you can that you've seen where it's no longer just a 3d version of what I used to do is shoot 2d but actually starting to take advantage of this new medium yeah well I think in terms of the different types of trainings we look at immersive training or VR training probably the hottest segment of that you know we kind of have the world broken down into ten different segments the immersive training is definitely the hottest of the ten segments that we're seeing client interested and partially because it applies to every organization right now so they move them from CBT to VR type training and I think in that space there's still a lot of lot to be learned around okay how do I reinvent that experience I can do things in three dimensions I could create personally the idea of presence where I'm actually kind of getting to the subconscious level of people if I can recreate an experience to them it's pretty real right so just understanding how to use the medium and not just repeat that same CBT based training right it's an evolution that we're going through right now so you're the creative directors the experienced designers that are used to 2d or having to relearn this this medium and that's a specific use case where we're seeing the you know some of those challenges and some of the opportunities and what is it about that what are some of the things are discovering that that is either makes it easier learning better learning is it just a different type of experience or there is the type of experience that they can now throw in a training environment so different than they could ever represent before I think you know welcome one of the things is you can do training in in situations you couldn't have done before you know put somebody in a nuclear power plant meltdown but I can't really do that in the real world I can drop you into VR and again this idea if you do it really well you see the mind it's pretty much real right I could put someone through that pressure cooker multiple times over and over again and it's just I can't do that in the real world if I do that two dimensions on a flat screen I'm not getting that that lingering effect where you know I actually felt like I wanted it experience and you know the military's been doing that for years so recreating types of situational awareness simulations to basically get people prepared for that now you see companies like Walmart Paul talked about right at Walmart doing it for Black Friday right it's kind of crazy that's it out all black right exactly weeks before so I think those kind of you think about inclusion and diversity training you know sexual harassment training so things that the medical field has been looking at VR for like treating post-traumatic stress syndrome or you know addiction therapy they've been doing that for a number of years now so you know how do you take that in a good way in an ethical way and start to apply that right to training and you know the thing there is is I think this is why we're in the early stages some of that is we need more data around the effectiveness of it so the academic research says it's gonna be better like because because that's spatial awareness the fact that it's right I've recreated a real situation in my head but we just need more metrics and more data that shows the really the powerful effect of that over time okay I think that's what some of our clients are waiting for and you said there's two kind of 10 categories you guys have broken it down what are some of the other leading ones beyond education shirts so you know if I take on just run through them real quick we kind of break the world into enterprise use cases where the user of the glasses of the headsets is an employee and then the consumer base or customer base use cases on the enterprise side we're looking at the value chain from design and engineering kind of factoring in operations is the second category immersive training being the third pretty much the digital workplace so the idea if you saw the demo the teleportation so I replaced videoconferencing with with VR conferencing I don't know if I'm ready for that hey so how about tell the conference's we save that one to the end yeah I don't want to say I want to be sitting at home you know in my lounge where I'm trying to die and then you get stuck on the conference and then on the consumer side there's sort of the obvious use case immersive marketing right we've had digital marketing for years we had the web we had mobile now we're gonna have AR and VR that's gonna be a big advertising space for for brands then you look at companies like unity are doubling down and how they're gonna enable that so immersive marketing the ARV our commerce post-sale services and and then you know a big category is the you know not just a our VR and how it enables the value chain but how is it going to become a product feature for brand new products the companies to go after so you know I've been a reality in the car we already have HUDs up displays but we have driverless cars you're gonna start to put v are inside the driverless cars as an entertainment platform so it's a whole different sort of segment beyond just how do i how do i been able to value troy how do i actually start to to create new products to services a new monetization so early really still to figure out you know what to do with this medium which you really haven't had before and in fact the guys that bail Bob said don't only they have to figure out to do the medium but the only way to do it is to actually do the development inside the medium you know you don't develop outside then go in and check it out it doesn't work you got to be actually in the medium itself to be doing really effective velvet well I think what's interesting is you look at the studios that are really kind of moved into the VR space for entertainment Penrose Studios here in San Francisco great studio they're just so amazed amazing work they are ones that are pushing the envelope just like the movie industry did on the tools to create VR right well let those those those innovations will find their way into the main street tools for those of us who aren't coding and entertainment you know but we still need the tools to create these types of experiences alright Jason well it's gonna be an exciting year and I look forward to to an update a year from now that sounds good all right he's Jason wells I'm Jeff Rick you're watching the queue from the Accenture technology vision 2018 thanks for watching to catch you next time

>> Hey welcome back, everybody. Jeff Frick here with the CUBE. We're at the Accenture Technology Vision 2018, actually, the preview event, 'about 200 people. The actual report comes out in a couple of days. A lot of interesting conversations about what are the big trends in 2018 in Accenture. Surveyed Paul Daugherty and team and really excited. Just was a panel discussion to get into a little bit of the not exactly a technology, but really the trust and ethics conversations. We're joined by Dr. Shannon Vallor. She's a professor at Santa Clara University. Dr. Vallor, great to see you. >> Great to be here, thank you! >> So you were just on the panel, and of course there was a car guy on the panel. So everybody loves this talk about cars and autonomous vehicles. You didn't get enough time. (chuckles) So we've got a little more time, which is great. >> Great! >> But one of the things that you brought up that I think was pretty interesting is really, kind of a higher-level view of what role technology plays in our life before. And you said before it was ancillary, it was a toy, it was a gimmick. It was a cool new car, a status symbol, or whatever. But now technology is really defining who we are, what we do, how we interact, not only with the technology of other people. It's really taken such a much more fundamental role with a bunch more new challenges. >> Yeah, and fundamentally that means that these new technologies are helping to determine how our lives go, not just whether we have the latest gadget or status symbol. Previously, as I said, we tended to take on technologies as ornaments to our life, as luxuries to enrich our life. Increasingly, they are the medium through which we live our lives, right? They're the ways that we find the people we want to marry. They're the ways that we access resources, capital, healthcare, knowledge. They're the ways that we participate as citizens in a democracy. They are entering our bodies. They're entering our homes. And the level of trust that's required to really welcome technology in this way without ambivalence or fear, it's a kind of trust that many technology companies weren't prepared to earn. >> Jeff: Right, Right. >> Because it goes much deeper than simply having to behave in a lawful manner, or satisfy your shareholders, right? It means actually having to think about whether your technologies are helping people live better lives, and whether you're earning the trust that your marketing department, your engineers, your salespeople are out there trying to get from your customers. >> Right. And it's this really interesting. When you talked about a refrigerator, I just love that example 'cause most people would never let their next door neighbor look into their refrigerator. >> Shannon: Or their medicine cabinet, right? >> Or their medicine cabinet, right. And now you want to open that up to automatic replenishment. And it's interesting 'cause I don't think a lot of companies that came into the business with the idea that they were going to have this intimate relationship with their customers to a degree, and a personal responsibility to that data. They just want to sell them some good stuff and move on >> Sure. >> to the next customer. >> Yes. >> So it's a very different mindset. Are they adjusting? How are the legacy folks dealing with this? >> Well, the good news is, is that there are a lot more conversations happening about technology and ethics within industry circles. And you even see large organizations coming together to try to lead in an effort to develop more ethical approaches to technology design and development. So, for example, the big five leaders in AI have come together to form the partnership for AI and social good. And this is a really groundbreaking movement that could potentially lead other industry participants to say, "Hey we need to get on board with this, "and we have to start thinking >> Right. >> "about what ethical leadership looks like for us," as opposed to just a sort of PR kind of thing. Yeah, we throw the word "ethics" on a few websites or slides and then we're good, right? >> Right. >> It has to go much deeper than that. And that's going to be a challenge. But it has to be at a level where rank and file workers and project managers have procedures that they know how to go through that involve ethical analysis, prediction, and preparing ethical responses to failures or conflicts that might arise. >> Right, there's just so many layers to this that we could go on for a long time. >> Sure. >> But the autonomous band has kicked up. >> Yes, yes! >> But one of the things is when you're collecting the data for a specific purpose, and you put all the efficacy in as to why and how, and what you're going to treat, what you don't know is how that data might be used by someone else next week, >> Yes. >> next year, >> Yes. >> ten years from now. >> Absolutely. >> And you can't really know because there's maybe things that you aren't aware of. So a very difficult challenge. >> And I think we have to just start thinking in terms of different kinds of metaphors. So data up until now has been seen as something that had value and very little risk associated with it. Now our attitudes are starting to shift, and we're starting to understand that data carries not just value, not just the ability to monetized, but immense power. And that power can be both constructive or destructive. Data is like jet fuel, right? It can do great things. >> Right. >> But you've got to store it carefully. You have to make sure that the people handling it are properly trained. That they know what can go wrong. >> Right. >> Right? That they've got safety regimes in place. No one who handles jet fuel treats it the way that some companies treat data today. But today, data can cause disasters on a scale similar to a chemical explosion. People can die, lives can be ruined, and people can lose their life savings over a breach or a misuse of data that causes someone to be unjustly accused of fraud or a crime. So we have to start thinking about data as something much more powerful than we have in the past. >> Jeff: Right. >> And you have the responsibility to handle it appropriately. >> Right, but we're still so far away, right? We're still sending money to the Nigerian prince who needs help getting out of the airport at Newark Airport. I mean, even just the social, >> Yes. >> the social factors still haven't caught up. And then you've got this kind of whole API economy where so many apps are connected to so many apps. >> Right. >> So even, where is the data? >> Yeah. >> And that's before you even get into a plane flying over international borders while you send an email, I mean. >> Right, yes. >> The complexity is crazy! >> Yep, and we're never going to get a handle on all of it. So one of the things I like to tell people is, it's important not to let the perfect become the enemy of the good, right? >> Jeff: Right. >> So the idea is, yes, the problem is massive. Yes, it's incredibly complex. Can we address every possible risk? Can we forestall every possible disaster? No. Can we do much better than we're doing now? Absolutely. So, I think, the important thing is not to focus on how massive the problem or the complexities are, but think about how can we move forward from here to get ourselves in a better and more responsible position. And there's lots of ways to do that. Lots of companies are already leading the way in that direction. So I think that there's so much progress to be made that we don't have to worry too much about the progress that we might never get around to making. >> Right, right. But then there's this other interesting thing that's going on that we've seen with kind of the whole "fake news," right? Which is algorithms are determining what we see. >> Shannon: Yes. >> And if you look at the ad tech model as kind of where the market has taken over the way that that operates, >> Shannon: Yep. >> there's no people involved. So then you have things happen like what happened with YouTube, where advertisers' stuff is getting put into places where they don't want it. >> Yeah. >> But there's really no people, there's no monitoring. >> Yes. >> So how do you see that kind of evolving? 'Cause on one hand, you want more social responsibility and keeping track of things. On the other hand, so much is moving to software, automation, and giving people more of what they want, not necessarily what they need. >> Well, and that means that we have to do a much better job of investing in human intelligence. We have to, for every new form of artificial intelligence, we need an even more powerful provision of human intelligence to guide it, to provide oversight. So what I like to say is, AI is not ready for solo flight, right? And a lot of people would like that to be the case because, of course, you can save money if you can put an automated adjudication system in there and take the people out. But we've seen over and over again that that leads again and again to disaster and to huge reputational losses to companies, often huge legal liabilities, right? So we have to be able to get companies to understand that they are really protecting themselves and their long-term health if they invest in human expertise and human intelligence to support AI, to support data, to support all of the technologies that are giving these companies greater competitive advantage and profitability. >> But does the delta in the machine scale versus human scale just become unbearable? Or can we use the machine scale to filter out the relatively small number of things that need a person to get involved. I mean. >> Yeah, and the-- >> How do you see some kind of some best practices? >> Yeah, so the answer depends on the industry, depends upon the application. So there's no one size fits all solution. But what we can often do is recognize that typically human and AI function best together, right? So we can figure out the ways in which the AI can amplify the human expertise and wisdom, and the human expertise can fill in some of the gaps that still exist in artificial intelligence. Some of the things that AIs just don't see, just don't recognize, just aren't able to value or predict. And so when we figure out the ways that human and artificial intelligence can compliment each other in a particular stetting, then we can get the most reliable results, and often the fairest and safest results. They might not always be the most efficient from the narrow standpoint of speed and profit, right? >> Jeff: Right, right. >> So they have able to step back and say at the end of the day, quality matters, trust matters. And just as if we put together a shoddy project on the cheap and put it out there, it's going to come back to bite us. If we put shoddy AI in place of important human decisions that affect human lives, it's going to come back to bite us. So we need to invest in the human expertise and the human wisdom, which has that ethical insight to round out what AI still lacks. >> So do you think the execution of that trust building becomes the next great competitive advance? I mean, >> Yeah. >> nobody talks about that right? Data's the new oil, >> Sure! And blah, blah, blah, blah, blah. And software defined, AI driven automation, but that's not necessarily only to the goal in road, right? There's issues. >> Right. >> So is trust, you think? >> Absolutely. >> The next great competitive differentiator? >> Absolutely. I think in the long run it will be. If you look at, for example, the way that companies like Facebook and Equifax have really damaged, in pretty profound ways, the public perception of them as trustworthy actors in, not just the corporate space, right? But in the political space for Facebook, in the economic space for Equifax. And we have to be able to recognize that those associations of a major company with that level of failure are really lasting, right? Those things don't get forgotten in one news cycle. So I think we have to recognize that today people don't know who to trust, right? It used to be that you could trust the big names, the big Fortune 500 companies. >> The blue chips, right. >> The blue chips, right. >> Right. >> And then it was the little fly by night companies that you didn't really know whether you could trust, and maybe you'd be more cautious in dealing with them. Now the public has no way of understanding which companies will genuinely fulfill the trust in the relationship >> Right. >> that the customer gives them. And so there's a huge opportunity from a competitive standpoint for companies to step up and actually earn that trust and say, in a way that can be backed up by action and results, "Your data's safe with us," right? "Your property's safe with us. "Your bank account is safe with us. "Your personal privacy is safe with us. "Your votes are safe with us. "Your news is safe with us." >> Right. >> Right? And that's the next step. >> But everyone is so cynical that, unfortunately Walter Cronkite is dead, right? >> Sure. >> We don't trust politicians anymore. We don't trust news anymore. We don't trust, now more and more, the companies. So it's a really kind of rough world in the trust space. >> Yeah! >> So do you see any kind of (chuckles) silver lining? I mean, how do we execute in this kind of crazy world where you just don't know? >> Well, what I like to say is that you have to be cautiously optimistic about this because society simply doesn't keep going without some level of trust, right? Markets depend on trust. Democracy depends on trust. Neighborhoods depend on trust, right? >> Jeff: Right. >> So either trust comes back into our lives at some deep level or everything falls apart. Frankly, those are the only choices. So if nature abhors a vacuum, and right now we have a vacuum of trust, then there's a huge opportunity for people to start stepping into that space and filling that void. So I'd like to focus on the positive potential here rather than the worst case scenario, right? The worst case scenario is, we keep going as things have been going and trust in our most important institutions continues to crumble. Well, that just ends in societal collapse >> Right, right. >> one way or the other. If we don't want to do that, and I presume that if there's anything we can all agree on, it's that that's not where we want to go. >> Right. >> Then now is the time for companies, if need be, to come together and say, "We have to step into this space "and create new trusted institutions and practices "that will help stabilize society and drive progress "in ways that aren't just reflected in GDP "but are reflected in human wellbeing, "happiness, a sense of security, a sense of hope. "A sense that technology actually does gives us a future "that we want to to be happy about moving into." >> Right, right. >> Right? >> So I'll give you the last word. >> Sure. >> We'll end on a positive note. What are some examples of companies or practices that you see out there as kind of shining lights that other people should be either aware of, emulate. Let's talk about the positive before we >> Sure. cut you lose. >> Well, one thing that I mentioned already is the AI partnership that has come together with companies that are really leading the conversation along with a lot of other organizations like AI Now, which is an organization on the East Coast that's doing a lot of fantastic work. There are a lot of companies supporting research into ethical development, design, and implementation of new technologies. That's something we haven't seen before, right? This is something that's only happened in the last two or three years. It's an incredibly positive development. Now we just have to make sure that the recommendations that are developed by these groups are actually taken onboard and implemented. And it'll be up to many of the industry leaders to set an example of how that can be done because they have the resources >> Right. >> and the ability to lead in that way. I think one of the other things that we can look at is that people are starting to become less naive about technology. Perhaps the silver lining of the loss of trust is the ability of consumers to be a little wiser, a little more appropriately critical and skeptical, and to figure out ways that they can, in fact, protect their interests. That they can actually seek out and determine who earns their trust. >> Right. >> Where their data is safest. And so I'm optimistic that there will be a sort of meeting, if you will, of the public interest and the interests of technology developers who really need the public to be on board, right? >> Jeff: Right. >> You can't make a better world if society doesn't want to come along with you. >> Jeff: Right, right. >> So my hope is, and I'm cautiously optimistic about that, that these forces will come together and create a future for us that we actually want to move into. >> All right, good. I don't want to leave on a sad note! >> Great, yes. >> Dr. Shannon Vallor, she's positive about the future. It's all about trust. Thanks for taking a few minutes. >> Thank you. >> I'm Jeff Frick, she's Dr. Shannon. Thanks for watching. We'll catch you next time. (upbeat techno music)

(clicking) >> Hey, welcome back, everybody, Jeff Frick here with theCUBE. We're at the Accenture Technology Vision event 2018. It's the preview event. The actual report will come out in a couple days. We're excited to be here and get a preview. About 200 some odd people downtown San Francisco and it's exciting times. There's a survey that goes out to thousands of executives, of really what are the big themes for 2018? We're excited to have one of the authors of the survey, Michael Biltz. He's the managing director of Accenture Technology Vision. Michael, great to see you. >> It's great to have you in here. >> So how long have you been doing these Vision-- >> I think I've been doing it for the last 10 years. >> 10 years? >> It's a long, long time. >> So 2018, things are moving, I can't believe we're already 18 years into this new century. What are some of the surprises that came out this year? >> I mean, I think the biggest surprise is how onboard everybody is with the technology transformations we're going through. We've been talking about this need for companies to really become this digital business for so long that it was really surprising that this year, nobody's talking about that. It's all assumed. And so now, companies are really starting to take that bigger look at how they're changing their industry, how they're embedding themselves into peoples' lives, and more and more, they're starting to talk about what are their real responsibilities to society as a whole, if their businesses, their technology, their services are actually going to start changing the way that people live. >> Yes, it's pretty amazing, and also really changing the way people interact with businesses. I mean, it's been happening in banking for a long time, where, you know, kids don't go to branches. They don't even know what a branch is. They hardly know what cash is, much less an ATM, or the neighborhood trusted banker. >> No, and the funny thing is is that it's intentional, is that when we started looking at the survey, what we found was that there was a remarkable shift that big companies, so think Global 2000 companies, they actually believe fundamentally that they are going to be competing based off of trust. And so they know that if they don't have the trust of their employees, the trust of the government, the trust of all of their consumers, is that all the things that they want to do they're not going to be able to do, and so they're really starting to employ this with how they act and interact with everybody. >> Right, it's funny how the market really drives the values, 'cause the other one obviously is increasing diversity, social responsibility. That's really being driven, well hey, it is good business, but it's not so much top down as bottom up not only for the customers, but those same customers that you're trying to employ, as these younger kids are coming into the work force. >> That's right, I mean, everybody's starting to read the label of companies, is that-- >> I love that. >> They're fundamentally actually looking at not just what they're producing, but why they're producing it, what the ripple effects are, and how it's going to affect things at larger, and companies are taking notice. >> That's funny you say, "Read the label." I sat talking to Michelle Dennedy, from Cisco, she's their chief privacy officer. And she was comparing the GDPR to kind of when they enacted labeling on food, right? Before we didn't know what was in the food, we just kind of trusted, suddenly the law goes into effect, there's a lot of things that have to go into place, kind of of a pain in the butt, but, at the end of the day, it's a much better and much more trusted open information flow. >> No, it definitely is, but I think there's a difference between what's happening now, versus what's happening then, is the reason that everybody's so concerned about it now is 'cause it's personal. Is that there are machines in your home that have a potential to listen to you. You cars are making decisions on braking that are going to determine whether you're going to get into accidents, and so, this connection the companies have and they want, to get your data, understand who you are, and push things to your goals, those are the same things that are causing people to really stand up and pay attention, and it goes whoa, I have to actually understand why they're doing this, and what they're going to do with it, and honestly, it's making for not only better products, because they have more information, but it's making for more socially conscious companies. >> Yeah, but it's interesting, right? Because when people start collecting data for a certain purpose, they might not know other uses for that data down the road, so it's kind of a tough situation when you don't really know what the purposes of that data might become. >> No, that's right, but I think that's the real positive note of what we're starting to see, there's obviously going to be bad actors, we're never saying that there are not going to be flaws, or people who are going to do the wrong thing, but we're at this really interesting point that companies know that if they can't get the trust, and the data to make those next set of products, that they're not going to be in business, and so they're policing themselves more than they have in the past. >> Right. There's this kind of interesting thing that's going on with all the automation, 'cause on one hand, it is a much more personal connection that you're going to have with a company. On the other hand, we want to drive as much software automation based on data as we can. If you look at the ad tech market as one of the more mature versions, you're starting to see some impacts of that, where it's kind of crashing into the social, things recently at YouTube, and Facebook, where, a technology platform is suddenly being looked at to have responsibility, has to do some type of monitoring, which then, of course, begs a whole 'nother question, as to, your tomato is my tomato, there's a whole free speech element-- >> Yeah? >> Well, so open that up to a much broader set of interactions, it's going to be interesting times. >> It is, and I think that's where everybody's coming to, is that, on one hand, you have this huge pressure around automation. It says, it's just going to be more efficient to have machines doing a lot of the things that these companies do in scale, but at the same point in time, is that the moment that you automate something, you change it. You change how you do your supply chain, you change how you provide medical care, you change the way the transportation system works, and the problem that people are running into, as companies, is that in order to automate, you have to have the people that are going to be comfortable with the change, that means regulators have to be comfortable with the change, your employees have to be comfortable with the change, and your consumers do too, and so now, that big picture of what you're looking at means that I'm not a product company anymore, I'm not a service company anymore, I'm actually shaping the whole market. >> Yeah, I want to dig into one thing, of your five trends that we're going to be talking about later tonight, and that's the extended reality. 'Cause there's a lot of AR, VR, there's so many Rs, and you guys just went with the big E. Rolls it all into one. >> You got to go broad, it's the end distance, yeah. >> But it's pretty interesting, 'cause there's a bunch of demos downstairs, we just the interview at Baobab Studios, he's trying to drive innovation around move-making and storytelling in VR, but it's really, I think, it's the mix which is really going to see the quickest uptake, and the quickest kind of eye delivery. >> It is, and we're super excited about this trend, fundamentally because, we're at this tipping point right now, is that we're finally getting to a point where you see big companies like GE are using it to rewire turbines, you see folks downstairs that are helping you to build new cars, to sell vehicles, and do a lot of new training things, and all of these things are real, happening now, but they beauty of it is that it's really just that first step to something bigger, where folks are talking about, as you said, what if I'm walking around and I could have any experience or any information at my fingertips, and that's got to big change from everything from education, to healthcare, to just how we live and interact with other people. >> Never-ending opportunity for a century, I don't think. >> No. (Jeff laughs) It is a really good time to be a technology company, and I think that's why we keep pushing every company to do it, is that this is just the beginning, every time we have something new, there's so much new opportunity out there, and there's so much opportunity to really make peoples' lives better, and so you got a potential to have it both ways, make money, and really help people out. >> Alright, Mike, well the autonomous jazz band is getting a little loud-- >> It is-- >> So I'm going to cut you loose and say thanks for taking a minute. >> Thanks for having me. >> Alright, he's Michael, I'm Jeff, you're watching theCUBE for the Accenture Technology Vision 2018. Thanks for watching. (soothing electronic music)