>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019 brought to you by IBM Wear and its ecosystem partners. >> Welcome back, I'm stew minimum like co host for this segment is Justin War, and this is the 10th year of the Cube here at VM World 2019 when the lobby of Mosconi North and happened. Welcome to the program first, a first time guest on the program. June Yang, who is the vice president of product management and engineering at VM. Where. Thank you so much for joining us. >> Thank you for having me. >> And welcoming back to the program is Marin Cabra, who's the vice president. Product marketing of Cloud at Delhi emcee for in Great to See You, thanks to All right, June so many different pieces talking about Cloud Way. Think back 10 years ago, you know, Pomerance was talking about it like it's the software mainframe. What we're talking because, you know, even back then, you know, Cloud isn't really it's not a destination or a place. You know, there is no cloud is just somebody else's computer. It's more of an operating model, so of course, the VM work cloud on various solutions. Of course. Sitting here with Del, I'm sure we'll be talking about the V. MacLeod, a deli emcee. But just give us over a little bit about you know, you're in a lot of customer meetings. You know what's resonating with your customers. What are they coming to you tow? Discuss when it comes to their overall cloud strategy? >> Yeah, I think for a lot of customers, they're really looking for both the hybrid cloud story as well as a multi call story. I mean, this is something that Pat spend quite a bit of time talking to you on the Mondays keynote. We see customers clearly. Many of them have very large existing footprints on premises and edges again as a growing segment off their infrastructure. It's also getting very significant, making very significant investment over there. And of course, the public cloud itself. So we see many customer really trying to straddle the combination off the private cloud, the public cloud and the edge side, and our strategy is really we want to have a consistent infrastructure that's running everywhere, so therefore we have a consistent operational model that enables the customer and their advance to be to do that. >> Yeah, In some ways, it reminds me back. You know, in the early days when I worked with VM where every group had some application they'd built and you know which server they bought, you know, you know, they would run VM. We're underneath that because it would help with the efficiency in there. So in some ways, is multi cloud similar to what we had in multi vendor back in the day, >> I mean, we think of, you know, you think about the first it oration. Of'em were right. We're really thinking about We're taking the hype, the hyper visor, and making all the hardware underneath that to be really invisible right you're using, You're dealing with a high. You're doing the hyper visor and really hide it a head virginity off. What's underneath that? And then we talk about our STD Sierra, which is really focusing software defined data center were virtualized not only compute, but also storage and network as well and really hide in the head Virginity for that. And so the third iteration flies really looking at the cloud as the next level off you know, different instructor comes from money again. We want to go to hide that and offer consistent operational model there. >> So from the customer perspective, back in the day when Vienna, where was new It was new and scary for a lot of customers. And we had we saw that with cloud as well. So 10 years ago, Cloud was evil and wrong, and we should never use it. Customers have moved on in both of those cases Have we have We reached the point now where cloud is just Yes, it's accepted and we're going to be doing it. Are we? Are we going to have another battle about whether hybrid or multi cloud or customers just moved past that and are now looking at? We know what we want to use this for, so we know that we need to choose it. We're not gonna be moving everything to the cloud, but we're not gonna be putting everything in V EMS either. We're going to choose what is the right solution for the for the different views. Guys, >> I think over the last court, a couple of years that has become sort of the defective standard people comfortable with the cloud people comfortable with on premises. They know that it's gonna be hybrid cloud world. It's gonna be a multi cloud world. >> So Varun, we talked about the VM War cloud on Delhi M C. We had a number of conversations back. Adelle Technologies World. You know, earlier this year when you look out in the general market place, they're like, Oh, I look at the family. Well, Della's the hardware Veum. Where's the software? There are a lot of announcements this week that we're the cross pollination of pieces, and a lot of those are software pieces from the Dell family that tie into what's happening on VCF and the like. So bring us the update. >> Mr Was, as June said, both Daddy M. C and V M were incredibly customer driven companies, right? So what we've been hearing from customers is one. They're really excited about being able to try out the Ember cloud and a GMC, so we're very, very happy to be working with the hammer to bring this to market first. So that's something that that our customers have been asking us for. But then, along with that, as customers start understanding the model of the fully manage data. So you know the fully manage infrastructure you can. The next question that customers have is okay. I can now focus on higher value added service is And one of the things that immediately comes up next is okay. What about my data out? We're protected, right? I'm gonna be running applications on this. And we've already spoken on this show many times before. Data is increasingly one off our organization's most valuable assets. It's a competitive differentiator. Bc news, Every day, if it falls in the wrong hands, what happens? Right? So what we've been doing now, in addition to the three amazing amount of work that we've been doing the June's team to bring this to market, they've also been working on the data protection side. So now the deli emcee data protection is now validated to be working on Williams of you, MacLeod and DMC as the data protection solution. So this means that customers can not only take advantage of the the integration that we have on the infrastructure earlier. You can also take advantage of just have the peace of mind that our industry leading data protection solutions Will will be there to help them manage the data and protect their data. >> So it sounds like it's something that you don't have to think about it as an afterthought, which is often the challenge with data protection. If you if you wait to think about it, it never happens. So this pretty much just comes. We know it's gonna work. Turn it on Day one. Just have it. Start with your data being protected and just have that baked into the way that you run your operations so that it no longer becomes spinning up a specific backup project. Because those things that they always expensive, there's no there's no perceived value to the business of doing this, whereas if it's just now part off, this is how you run your infrastructure. So this is how you stand up via MacLeod on Delhi emcee, and this is just how you should do business. >> You know, it's absolutely like that way. What would we find? That's really exciting. What the Hammer Claw Run DMC is. Customers are asking us to deliver the cloud model right to their data centers do their edge locations, so that's how they want to consume software solutions as well. So what's amazing about the solution is you're you're doing everything to the browser. So that's how you're gonna cause you Data protection becomes an ad on service that you want to add on that. And I'm sure over time we're gonna enter the capabilities as well. But it's really that's the key part here. The ease of consumption it Sorry, The ease of use and basically being able to consume things through the browser is a game changer for for infrastructure, on data in the data center on the edge. >> So June 1 of the things that definitely has caught our attention and one of the bigger announcements this week is Tom Zoo in the con to Mission Control. That's what they call it because from going to have multiple locations, we've been looking for my entire career in I t o. You know, we're gonna have some tool that's going to manage across these environments and made a VM wear cloud, you know, on Delhi emcee. But I probably of'em were cloud on some of the public clouds, and I you might also be doing some kubernetes. That's not even with the V a more pieces, so help paint a picture is kind of where we are today and where we're going when it comes to you know that management consumption and maybe even some of the finances in getting to that cloud operating model across all my environments. >> Yeah, tonsil Vincenzo is a kind of follow. Your name for a number of products was in that tons of mission control, of course, is one part of that. The way we view Content Zoo is that this is really a multi called platform. We understand that customers of developers in particular, wanted to use consume, consume carbon eighties cluster and the often they want to choose communities. Cluster based on different cloud for variety reasons, sometimes cause something's resiliency, sometimes just geographical availability. And then there needs the way to be able to see this in the consolidated fashion. And that's what tons of mission control does. And that's when I showcase yesterday the keynote to really show that you can now have a single pane glass to be able to see all of these clusters across multiple clouds and and then be able to, you know, do some troubleshooting and so forth making things much easier that, of course, buildup Holly policies on top of these clusters and then welcome propagated changes and making sure those in force. So those are some really, really, I think, really good operational capabilities that really simplifies the data. The operational cut, you know, kind of the task that operator has to do its part of the >> driver for this, that that enterprises who got this investment in v sphere. So they've spent 10 years of 10 more years investing in envy sphere. And then all of a sudden, you've got these cloud people who want to come and do things in a completely different way. So now, as a business, I either I have to make a choice of what do I invest a lot of money in both of these things? Do I move everything to one model? It sounds like you're actually trying to provide customers with away. That's a look. You've already made these investments and you don't have to throw them all away. You can still operate things here, but you can also have these cloud things without having to move everything off into a completely different operating model. Is that fairly >> accurate. So I think we're very customer driven by We want to deliver what customer wants to. It wants to be able to consume S o. You know, That's why you know, part of the reason we're so excited about a Project Pacific on top of the V sphere side is really customer has made a huge investment on the visa for platform. And we've got 500,000 customers out there and tons of customers does. He becomes their standard in the data center and that you now have a kubernetes coming in and containers coming in and we don't want a customer. Have to do a siloed platform for it. And by embedding communities directly into V's for yourself, we have now made V's fear The platform for containers and for VMC Sport was well, so that investment customer has made on the on the VCR side. Now kind of moves out to people to cover the communities and containers as well. And because our std see and our hybrid cloud story we're taking the same V sphere across to be a mark on the deli Emcee the Mark child on aws mbm were cloud, you know on edge and so forth. That means all this benefits that fracture. Pacific greens is now going everywhere. >> Having spoken to some clients about the experience of even managed community service is it's really, really painful for them. So being about having these of use of these fear, if you could bring that to group in a visa and have that is a manage service, I'm sure you'll make a lot of people very happy. >> That's that's why we're so excited about it. >> Do you want to click one level further on the product Pacific stuff? Because the thing that struck me at first it's like, Wait, you know, containers and communities That's gonna be the cloud and being, you know, feast fear. We want to modernize it. But you know, that's not what I want to put in the public cloud. But Product Pacific. Is this primarily a data center offering? If I'm doing via more cloud in a public cloud to expect to be leveraging the native public cloud and then tan to helps me manage across them? Is that how we think of them? Or am I not getting the full story? >> So I think a little bit about you think about. There's 111 track is you can do is all these fear based clouds, right? These fear based on premise the sphere based on dahlia MSI ve sphere based on top of you know, public cloud right, That's one track if you follow that track than Project Pacific essentially allows you to be able to run both kubernetes and virtual machines on a single platform. Now, if customers also wanted to be able to run a native cloud, then this is what kind of bring tons of mission control in, because that's a multi called story. So that was kind of what paddle trying explain at the keynote in terms of hybrid cloud versus the versus the multi cloud. >> Okay, so you don't actually have to make a choice of one way of saying things, the tyranny of the single glass of pain. I have to make choices and you can't have a lot of things. And if there's one thing enterprises, height is that that's dedicating themselves to just one way of doing things, they like to have choice. >> We want to give them choices. Well, >> s O. B. Having that ability to be able to make those choices and have it be an end decision instead of war. I think that's >> so one of the questions we've gotten from customers this week is you know, your partners he had VM wear have just made a lot of acquisitions. It's a lot of integration work that needs to get it done. Their bills got strong experience in these things. That sit on top of the stack gives a little bit of what we should see going forward on your planet. >> I mean, I think if there's anything that's that's apparent this week, is that being there and L Technologies are just getting started. I mean, even as a having having known a little bit about some of these announcements, it was just so exciting to see all that stuff come Rio. And we're very, very excited to continue to work with the, um, where to bring. You know, Tan Xue. The various components attends a more Cooper container stuff as well, as well as other other capabilities that we saw in you realize orchestrator and automation. We want to bring that to our customers in an integrated fashion so that it's easy for them to deploy just easy for them to use. And so I think what you're seeing here is just the start. >> That sounds fantastic. Yeah. So all of this investment that women there were saying from from the M wear and from Delhi and see like our customers going to see the payoff immediately, like tomorrow. Or we're going to have to wait. Another wait for some of these investments and integration is to pay off. How long are we going away? >> You think a lot of this is coming to fruition already? We announced availability. Of'em were called on Dahlia emcee at B M World. So it's ready for customer to purchase today, right? If a customer wanted Thio, you know much like what I demolition at the keynote. If a customer has a data center, they want to stood up wherever they need to be taken, literally place, order and be able to get that right. So that's the benefit they can have immediately. And of course, a lot of the longer term things have been talking about by layering additional capabilities. When Project Pacific comes into for a shin, this becomes available, you know, across the veer mark Wild and tell'em see products as well. I mean, these things will all kind of continuous snowballing as we go forward. But there's immediate benefit today and they'll be ongoing benefit as we go forward, making additional investment. >> Excellent. I don't have to wait forever. >> Yes, yes, it's about instant gratification. That's the trick. Now >> what? Wonder if you could speak to kind of changing application portfolio. His customers are modernizing, Going cloud native on that, what's the impact on your platforms and what are you seeing and hearing from customers? >> You know, uh, there is obviously a lot of interest in containers, and customers are either already trying it out or having some sort of applications that her back is there or they have or they're looking at it and saying, This seems really interesting. In some ways, it seems very, very similar to what What I saw from customers five years ago when people were saying, I'm gonna move everything to the public club and, you know, sometimes you hear a little bit of I'm gonna move everything to containers. I think what we will likely see over the next few years is a little bit of rationalization, just like we saw with public and private, is that it's both. I think we will continue to see sort of traditional applications and new applications live in more off of'em centric model. And I think there will be as their new applications being built or as I squeeze package of their applications to be more container friendly. We'll see some go that way. I you know, if anything, I've learned it is One thing I've learned in the I T industry in all these years is there really isn't a one size fits all solution. We get very excited about things, >> and we're like, Oh, >> everybody's going to do this But the reality is, things balanced themselves out and into June's point as a vendor. What we want to do is we want to give our customers choice. But we know that there's no one size fits all, and we want them to choose what's right for their business and help them achieved their goals. >> So, June last question I have for you. Congratulations on the keynote yesterday way Heard way. No, a lot of the inside work and, you know, heard like the guy that swim across the English Channel like that got added to the agenda, you know, like days beforehand flew way. Understand? What happened with demos and last minute gives a little bit is to kind of the making of the team that helped put that together. You know anything that you know, you were super excited. That actually made the final stage that you might not have thought would've gotten there, >> you know, we started out was we were very ambitious, right? And we put in 15 or 16 demos into it. And as we started putting things together, time was our biggest enemy, you know? You know our friend Joe, who is, you know, running the day to show he was telling me you are 30 seconds over on this particular done, though you are 45 seconds on the other day. You give yourself credit here. I'm trying to tell the story here. So, unfortunately, we actually had to cut some demos out just because he couldn't fit into the scope of time. We want to make sure the story really comes out and the customer really understood what we're trying to show. I mean, I'm just so excited as part of the, you know, me doing the key day to keynote. I actually learned about a bunch of products I wasn't that familiar with. And so I was like, Wow, I didn't even know were doing that. And so just to see the amount of capabilities that we're bringing to bear, it's pretty astonishing and it's it's exciting. >> June, I'll say It reminds me of other cloud shows where there's so much going on so much new products getting launched that no single person can keep up with that. But thank you, June and Vern for helping our audience learn a little bit more about the areas that you're doing with >> my pleasure. >> Thank you for having us. >> Justin Warren. I'm still Minuteman back with more coverage at VM World 2019. Thank you for watching the Cube

(techno music) >> Narrator: Live from Las Vegas, it's the Cube. Covering Service Now Knowledge 2018. Brought to you by Service Now. >> Welcome back to the Cube's coverage of Service Now Knowledge 18 here in Las Vegas, Nevada. I'm your host Rebecca Knight. I'm joined by Pat Wadors. She is the Chief Talent Officer of Service Now, and Pat Tourigney who is the Senior Vice President HR Global Shared Services at Magellan Health. Pat and Pat, thanks so much for coming on the show. >> Pat Wadors: Thank you for having us. We're excited. >> Pat Tigourney: It's so great to be here Rebecca, thank you. >> Rebecca: Well you were both on the main stage this morning talking about Magellan's, Magellan Health Service Now journey. We started talking about a personal health scare that you had Pat, that really changed the way you think about the world of work, and the employers' role in that. Can you tell our viewers a little more about it? >> Pat: I'd be happy to Rebecca. So, obviously I had been working and had taken some time off to start and raise my family. And when I went back to work I started to feel unwell. And it took about two and a half years for me to finally get an answer. I had searched for many doctors, et cetera. But literally one day I was rushed to a hospital emergency room. After a few days I was diagnosed with stage three B colon cancer, and I was told I had probably about a three percent survival chance. So at that time I faced four years of surgery, and hospitalizations, and chemo and radiation. And of course during all this time you're hearing the probably outcomes and the statistics. But what I truly focused on was my purpose. Which was my family. I had two small children and they needed me, and I needed to be there for them. And so I learned a lot of lessons during that time, and I think anyone who goes through that would say that. But the two things that have really stuck with me is knowing my purpose, and leading with empathy. And it's truly changed how I live, how I work, how I interact with other people. And I think its made a huge difference in what I do every day. >> Rebecca: What Pat was just talking about, the leading with empathy, and the finding your purpose, these are two of the things that are central to the culture at Service Now. Can you describe a little bit more for our viewers, how you view this sort of purpose driven life? >> Pat Wadors: For me and for the company, its as essential to our success as our customers. So I know that purpose driven companies outperform those that don't have a purpose. And I know from a talent brand, and how we recruit and retain talent, if their personal purpose is aligned with the company purpose, not only do you get higher engagement and higher productivity, but that impacts our customers. And they have higher engagement and higher sat. So its great business. It's something that I think creates a competitive differentiation, and its something that our employees seek as an employer. So it's just something that I totally believe in and so does our company. >> Rebecca: So talk a little bit about VERN. First of all, what does VERN stand for? >> Pat: Oh I love VERN. (laughing) >> Pat: Everyone loves VERN. VERN stands for the Virtual Employee Resource Network. And a couple things that I would probably want to say about that is number one, you don't see HR in there at all. Because it's about the employee. This is a way that we are helping our employees fundamentally change how they work and how they engage with us. The reason I think VERN works is our employees voted on that name. So we had a whole campaign to launch VERN, and we offered up four different names, and our employees voted. And when VERN won we created a VERN persona, and everything else that goes with that. And he's just become part of our team. >> Rebecca: So what does VERN do? >> Pat: Well VERN is really sort of the, it took the place of our call center. VERN is a way for our employees to learn information, and answer their basic questions, and learn to work in new ways. And it helps, it's basically a consumerized HR product. If an employee can use google or shop online, they can use VERN. Its' very simple, it's easy and fun. And truly VERN has become a part of our team. So we don't have a call center anymore. We don't use email to answer questions. Our employees know that VERN is there for them twenty four seven. >> Rebecca: They have a question and ask VERN. >> Pat: Exactly. Turn to VERN, that's our motto. >> Rebecca: (laughing) I love it. So Pat, thinking about this empathic way of leading, how would you describe what it really means when it comes to HR? You had said before it really is a competitive differentiator, and that if you're happier at work, you're going to do better at work, you're going to be more energized, you're going to then provide better service to your customers. But how can companies, how can they build a culture of empathy? >> Pat: By listening. I think that when Pat and I were talking over dinner and I talked to my peers, companies that win listen. And they listen to their customers, and they reverse engineer back to their products and services. Great cultures listen. And our employees are going to tell us what's working what's not working. And if we capture those data sets, those moments, we give them the information, we give them the tools. They are joyful, they are more productive, there's a stickiness that I can not only survive there I'll thrive. And so by being empathetic, by seeing where the pain points are, by seeing what gets you joyful, and measuring those things and turning my dials accordingly, that to me is a winning situation. >> Rebecca: We're at a point in time where we have five generations in the workforce all at once. Can you describe what that's like, from your company perspective, from talent management and HR, and how catering to these very different segments of people who their comfort with technology is one thing, but also their phase of life. How do you do that? >> Pat: Well I think, honestly, there's this joyfulness, you used that word and I love that word, of how all these different generations really do work together and help one another. In a way we're all learning from each other. And we're not afraid to learn in front of each other. And that really makes a difference I think. And I think there's just this mutual respect of, we're all there to help each other and do the right thing for the company. And I think the empathy piece of it really comes across because, when you truly understand one another in a way that you care and you're showing that, it's not about age anymore or anything else, it's that we're all people working together trying to do our best work and we're there for each other. To me that's what it means. >> Pat: The only thing I would add to that is, when you look at consumerization of the enterprise, when you look at seamless, what they call frictionless solutions, it demystifies the technology. So if you have the older generation going "I've not used a bot" or "I don't know what machine learning is" I'm like can you type in your question? I can do that. And if I serve you knowledge bites that I can digest that answers my question and move on with my life, that's a gift. And so I think that if you make it more human, if you make it more approachable, then every generation appreciates that. And I also know that from my studies and from working in the valley for a long time in tech, is that every generation wants the same thing. They want to be heard, they want to be appreciated, treated respectfully, and know that they can do their best work. That they matter. >> Rebecca: So Pat you are relatively new to Service Now. You're from LinkedIn. You are so committed to the company you dyed your hair to match the brand identity. What drew you to Service Now? >> Pat: I was a customer of Service Now while at LinkedIn. And my goldilocks is a growth company. I'm a builder. I love creating culture and leading through change. And I also love geeking out with my peeps in HR. And so Service Now has a talent place, they are helping HR solve problems, and I get to geek out with them. I get to meet people like Pat, and have a wonderful dinner and a great conversation. That feeds my soul. I don't think I am unique in the problems I'm facing, and I copy shamelessly. I'm trying to steal VERN from her. (Pat laughing) I think that's awesome, I want a VERN button. >> Pat: I'm going to get you one. >> Pat: And then the added sauce for me where I fell in love, is when John Donahoe became the CEO and wanted my partnership to build an enduring high performing healthy company. And I'm like, sign me up. >> Rebecca: Talking about the culture of Service Now and Magellan Health, culture is so hard. It's just one of those things that, or maybe its not, maybe I'm making it out to be, but when you have large companies dispersed employees, i'ts sort of hard to always stay on message and to have everyone pulling in the same direction. How do you do it? What would you say you do at Magellan? I'm interested in how you do it at Service Now too. >> Pat: Want to go first? >> Pat: I'll take a stab. So, you got to think about where you're going. So what's your purpose? I'm going back to purpose. How do you serve the customer? What are those four key milestones that matter? And repeat, and I say rinse, and then repeat. So everyone hears it. You know the top five goals in the company. And we talk about it all hands, we refer to them in our internal portal, we talk about them, we measure them. We tell the employees this is what we wanted to do, this is what we did or didn't do. This is what we do next. And we're as transparent as we possibly can be. And the magic comes when every employee can look up and say I made that goal happen. And when they start seeing those dots connect, they can't wait to connect more dots. And that's when the journey starts accelerating. That's when you get more flywheel going in the organization where what I do is actually impacting profit, impacting customer success, impacting joy. >> Rebecca: And taking some ownership of it. >> Pat: I agree. I think that when everyone sort of shares in that purpose, and they understand what they do, how it affects that, it makes a huge difference. But I also think as an organization from a leadership perspective, if you model the behavior that you're seeking, and you set your expectations really high for that, and that in a very sort of respectful way when you see things that aren't right you say something about it, the culture does start to shift. And you start to build this feeling of we're there, we're together, we have each other's backs, we treat each other with dignity and respect, and honesty and openness, and you can really start to just shift it almost organically. >> Rebecca: Pat Tourigney, Pat Wadors, thanks so much for coming on the Cube. It was a great conversation. >> Pat: Oh thank you Rebecca. It's been great. >> Pat: Thank you for having us. >> Rebecca: We'll have more with the Cube's live coverage of Service Now just after this. (techno music)