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

>>from around the globe. It's the queue with digital coverage of Docker Con Live 2020 brought to you by Docker and its ecosystem partners. Welcome to the Special Cube coverage of Docker Con 2020. It's a virtual digital event co produced by Docker and the Cube. Thanks for joining us. We have great segment here. Precision cancer medicine really is evolving where the personalization of the data are really going to be important to personalize those treatments based upon unique characteristics of the tumors. This is something that's been a really hot topic, talking point and focus area in the industry. And technology is here to help with two great guests who are using technology. Docker Docker containers a variety of other things to help the process go further along. And we got here spring and who's the bioinformatics research assistant and Camille took Who's a student and in turn, you guys done some compelling work. Thanks for joining this docker con virtualized. Thanks for coming on. >>Thanks for having me. >>So first tell us about yourself and what you guys doing at the Children's Cancer Institute? That's where you're located. What's going on there? Tell us what you guys are doing there? >>Sure, So I built into Cancer Institute. As it sounds, we do a lot of research when it comes to specifically the Children's cancer, though Children a unique in the sense that a lot of the typical treatment we use for adult may or may not work or will have adverse side effects. So what we do is we do all kinds of research. But what lab and I love, which we call a dry love What we do research in silica, using computers at the develop pipelines in order to improve outcomes for Children. >>And what are some of the things you get some to deal with us on the tech side, but also there's the workflow of the patients survival rates, capacity, those constraints that you guys are dealing with. And what are some of the some of the things going on there that you have to deal with and you're trying to improve the outcomes? What specific outcomes were you trying to work through? >>Well, at the moment off of the past decade and all the work you've done in the past decade, we've made a substantial impact on the supply of ability off several high risk cancers in Pediatrics on and we've Got a certain Program, which spent I'll talk about in more depth called the Zero Childhood Cancer Program and essentially that aims to reduce childhood cancer in Children uh, zero. So that, in other words, with the previous five ability 100% on hopefully, no lives will be lost. But that's >>and what do you guys doing specifically? What's your your job? What's your focus? >>Yes, so part of our lab Old computational biology. Uh, we run a processing pipeline, the whole genome and our next guest that, given the sequencing information for the kids, though, we sequence the healthy cells and we sequence there. Two missiles. We analyze them together, and what we do is we find mutations that are causing the cancel that help us determine what treatment. So what? Clinical trials might be most effective for the kids and so specifically Allah books on that pipeline where we run a whole bunch of bioinformatics tools, that area buying thematic basically biology, informatics, and we use the data generated sequel thing in order to extract those mutations that will be the cancer driving mutations that hopefully we can target in order to treat the kids. >>You know, you hear about an attack and you hear Facebook personalization recommendation engines. What the click on you guys are really doing Really? Mawr personalization around treatment recommendations. These kinds of things come into it. Can you share a little bit about what goes on there and and tell us what's happening? >>Well, as you mentioned when you first, some brought us into this, which we're looking at, the the profile of the team itself and that allows us to specialize the medication on the young treatment for that patient on. Essentially, that lets us improve the efficiency and the effectiveness off the treatment, which in turn has an impact on this probability off. >>What are some of the technical things? How did you guys get involved with Docker with Docker fit into all this? >>Yeah, I'm sure Camille will have plenty to bring up on this as well. But, um, yes, it's been quite a project to the the pipeline that we have. Um, we have built on a specific platforms and is looking great. But as with most tools in a lot of things that you develop when your engineers eyes pretty easy for them to become platform specific. And then that kind of stuck there. And you have to re engineer the whole thing kind of of a black hole. That's such a pain to there. So, um, the project that Mikhail in my field working on was actually taking it to the individual's pools we used in the pipeline and Docker rising them individually containing them with the dependencies they need so that we could hook them up anyway. We want So we can configure the pipeline, not just customized based off of the data like we're on the same pipeline and every it even being able to change the pipeline of different things to different kids. Be able to do that easily, um, to be able to run it on different platforms. You know, the fact that we have the choice not only means that we could save money, but if there's a cloud instance that will run an app costal. If there's a platform that you know wanted to collaborate with us and they say, Oh, we have this wholesome data we'd love for you to analyze. It's over hell, like a lot of you know, >>use my tool. It's really great. >>Yeah. And so having portability is a big thing as well. And so I'm sure people can go on about, uh, some of the pain point you having to do authorize all of the different, But, you know, even though they Austin challenges associated with doing it, I think the payoff is massive. >>Dig into this because this is one of the things where you've got a problem statement. You got a real world example. Cancer patients, life or death gets a serious things going on here. You're a tech. You get in here. What's going on? You're like, Okay, this is going to be easy. Just wrangle the data. I throw some compute at it. It's over, right? You know what? How did you take us through the life? They're, you know, living >>right. So a supreme I mentioned before, first and foremost well, in the scale of several 100 terabytes worth of data for every single patient. So obviously we can start to understand just how beneficial it is to move the pipeline to the data, rather the other way around. Um, so much time would be saved. The money costs as well, in terms of actually Docker rising the but the programs that analyze the data, it was quite difficult. And I think Sabrina would agree mate would agree with me on this point. The primary issue was that almost all of the apps we encountered within the pipeline we're very, very heavily dependent on very specific versions off some dependencies, but that they were just build upon so many other different APS on and they were very heavily fined tuned. So docker rising. It was quite difficult because we have to preserve every single version of every single dependency in one instance just to ensure that that was working. And these apps get updated quite Simpson my regularly. So we have to ensure that our doctors would survive. >>So what does it really take? The doc arise your pipeline. >>I mean, it was a whole project. Well, um, myself, Camille, we had a whole bunch of, um, automatic guns doing us over the summer, which was fantastic as well. And we basically have a whole team of lost words like, Okay, here's another automatic pull in the pipeline. You get enterprise, you get to go for a special you get enterprise, they each who individually and then you've been days awake on it, depending on the app. Easier than others. Um, but particularly when it comes to things a lot by a dramatic pools, some of them are very memory hungry. Some of them are very finicky. Some of the, um ah, little stable than others. And so you could spend one day characterizing a tool. And it's done, you know, in a handful of Allah's old. Sometimes it could make a week, and he's just getting this one tool done. And the idea behind the whole team working on it was eventually use. Look through this process, and then you have, um, a docker file set up. Well, anyone to run it on any system. And we know we have an identical set up, which was not sure before, because I remember when I started and I was trying to get the pipeline running on my own machine. Ah, lot of things just didn't look like Oh, you don't have the very specific version of ah that this developer has. 00 that's not working because you don't have this specific girl file that actually has a bug fixes in it. Just for us like, Well, >>he had a lot of limitations before the doctor and doctor analyzing docker container izing it. It was tough. What was it like before and after? >>And we'll probably speak more people full. It was basically, uh, yeah, days or weeks trying to set up on in. Stole everything needed around the whole pipeline. Yeah, it took a long time. And even then, a lot of things, But how you got to set up this? You know, I think speculation of pipeline, all the units, these are the three of the different programs. Will you need this version of obligation? This new upgrade of the tools that work with that version of Oz The old, all kinds of issues that you run into when they schools depend on entirely different things and to install, like, four different versions of python. Three different versions of our or different versions of job on the one machine, you know, just to run it is a bit of >>what has. It's a hassle. Basically, it's a nightmare. And now, after you're >>probably familiar with that, >>Yeah. So what's it like after >>it's a zoo? It supports ridiculously efficient. Like it. It's It's incredible what Michael mentioned before, as soon as we did in stone. Those at the versions of the dependencies. Dhaka keeps them naturally, and we can specify the versions within a docker container. So we can. We can absolutely guarantee that that application will run successfully and effectively every single time. >>Share with me how complicated these pipelines are. Sounds like that's a key piece here for you guys. And you had all the hassles that you do. Your get Docker rised up and things work smoothly. Got that? But tell >>me about >>the pipelines. What's what's so complicated about them? >>Honestly, the biggest complication is all of the connection. It's not a simple as, um, run a from the sea, and then you don't That would be nice, but that know how these things work if you have a network of programs with the output of this, input for another, and you have to run this program before this little this one. But some of the output become input for multiple programs, and by the time you hook the whole thing up, it looks like a gigantic web of applications. The way all the connections, so it's a massive Well, it almost looks like a massive met when you look at it. But having each of the individual tools contained and working means that we can look them all up. And even though it looks complicated, it would be far more complicated if we had that entire pipeline. You know, in a single program like having to code, that whole thing in a single group would be an absolute nightmare. Where is being able to have each of the tools as individual doctors means we just have the link, the input on that book, which is the top. But once you've done that, it means that you know each of the individual pools will run. And if an individual fails, or whatever raised in memory or other issues run into, you can rerun that one individual school re hooks the output into whatever the next program is going without having one massive you know, program will file what it fails midway through, and there's nothing you can do. >>Yeah, you unpack. It really says, Basically, you get the goodness to the work up front, and a lot of goodness come out of it. So this lets comes to the future of health. What are the key takeaways that you guys have from this process? And how does it apply to things that might be helpful to you right around the corner? Or today, like deep learning as you get more tools out there with machine learning and deep learning? Um, we hope there's gonna be some cool things coming out. What do you guys see here? And the insights? >>Well, we have a section of how the computational biologist team that is looking into doing more predictive talks working out, um, basically the risk of people developing can't the risks of kids developing cancel. And that's something you can do when you have all of this data. But that requires a lot of analysis as well. And so one of the benefits of you know being able to have these very moveable pipelines and tools makes it easier to run them on. The cloud makes it easier to shale. You're processing with about researches to the hospitals, just making collaboration easier. Mainz that data sharing becomes a possibility or is before if you have three different organizations. But the daughter in three different places. Um, how do you share that with moving the daughter really feasible. Pascal, can you analyze it in a way that practical and so I don't want one of the benefits of Docker? Is all of these advanced tools coming out? You know, if there's some amazing predicted that comes out that uses some kind of regression little deep learning, whatever. If we wanted to add that being able to dock arise a complex school into a single docker ice makes it less complicated that highlighted the pipeline in the future, if that's something we'd like to do, >>Camille, any thoughts on your end on this? >>Actually, I was Sabrina in my mind for the last point. I was just thinking about scalability definitely is very. It's a huge point because the part about the girls as a technology does any kind of technology that we've got to inspect into the pipeline. As of now, it be significantly easier with the use of Docker. You could just docker rise that technology and then implant that straight into the pipeline. Minimal stress. >>So productivity agility doesn't come home for you guys. Is that resonate? >>Yeah, definitely. >>And you got the collaboration. So there's business benefits, the outcomes. Are there any proof points you could share on some results that you guys are seeing some fruit from the tree, if you will, from all this Goodness. >>Well, one of the things we've been working on is actually a collaboration with those Bio Commons and Katica. They built a platform, specifically the development pipelines. We wanted to go out, and they have support for Docker containers built into the platform, which makes it very easy to push a lot of containers of the platform, look them up and be able to collaborate with them not only to try a new platform without that, but also help them look like a platform to be able to shoot action access data that's been uploaded there as well. But a lot of people we wouldn't have been able to do that if we hadn't. Guys, they're up. It just wouldn't have. Actually, it wouldn't be possible. And now that we have, we've been able to collaborate with them in terms of improving the platform. But also to be able to share and run our pipelines on other data will just pretty good, >>awesome. Well, It's great to have you on the Cube here on Docker Con 2020 from down under. Great Internet connections get great Internet down. They're keeping us remote were sheltering in place here. Stay safe and you guys final question. Could you eat? Share in your own words from a developer? From a tech standpoint, as you're in this core role, super important role, the outcomes are significant and have real impact. What has the technology? What is docker ization done for you guys and for your work environment and for the business share in your own words what it means. A lot of other developers are watching What's your opinion? >>But yeah, I mean, the really practical point is we've massively increased capacity of the pipeline. One thing that been quite fantastic years. We've got a lot of increased. The Port zero child who can program, which means going into the schedule will actually be able to open a program. Every child in Australia that, uh, has cancel will be ableto add them to the program. Where is currently we're only able to enroll kids who are low survivability, right? So about 30% the lowest 30% of the viability we're able to roll over program currently, but having a pipeline where we can just double the memory like that double the amount of battle. Uh, and the fact that we can change the instance is really to just double the capacity trip. The capacity means that now that we have the support to be able to enroll potentially every kid, Mr Leo, um, once we've upgraded the whole pipeline, it means will actually be a code with the amount of Children being enrolled, whereas on the existing pipeline, we're currently that capacity. So doing the upgrade in a really practical way means that we're actually going to be a triple the number of kids in Australia. We can add onto the program which wouldn't have been possible otherwise >>unleashing the limitations and making it totally scalable. Your thoughts as developers watching you're in there, Your hand in your hands, dirty. You built it. It's showing some traction. What's what's your what's your take? What's your view? >>Well, I mean first and foremost locks events. It just feels fantastic knowing that what we're doing is as a substantial and quantify who impact on the on a subset of the population and we're literally saving lives. Analyze with the work that we're doing in terms off developing with With that technology, such a breeze especially compared Teoh I've had minimal contact with what it was like without docker and from the horror stories I've heard, it's It's It's a godsend. It's It's it's really improved The quality of developing. >>Well, you guys have a great mission. And congratulations on the success. Really impact right there. You guys are doing great work and it must feel great. I'm happy for you and great to connect with you guys and continue, you know, using technology to get the outcomes, not just using technology. So Fantastic story. Thank you for sharing. Appreciate >>you having me. >>Thank you. >>Okay, I'm John for we here for Docker Con 2020 Docker con virtual docker con digital. It's a digital event This year we were all shale three in place that we're in the Palo Alto studios for Docker con 2020. I'm John furrier. Stay with us for more coverage digitally go to docker con dot com from or check out all these different sessions And of course, stay with us for this feat. Thank you very much. Yeah, yeah, yeah, yeah, yeah, yeah

>> live from London, England. It's the key covering a ws summat London twenty nineteen brought to you by Amazon Web services. >> Welcome back to London. Everybody, this is David. Continue watching the Cube. The leader in live tech coverage. We're here at the London A ws sum of twelve thousand people here for one day summit, which is typically the size of a large tech event that we cover in Las Vegas. John Lovelock is here is a vice president analyst that gardeners essentially gardeners Chief Forecaster John, Thanks for coming with huge pleasure to have you. Thanks for >> having me. It's a great show today. Great event. Happy to be here. >> You're in from Toronto. And, uh, yeah, I'm very impressed with the crowd. He obviously a developer crowd. You and I aren't ties. They see us coming. They think we're trying to sell him something. Waseem have >> ah, monopoly on all the ties and the rule. We have a very diverse group here, but they're all very enthusiastic. Could be here. It's been a great conference. >> So everywhere we go, we hear numbers. Obviously people want toe talk about the size of the market, its growth. That's your job to figure that out. I mean, I've heard numbers that it's a multi trillion dollar market now, uh, growing faster than GDP. I'd love to get your your thoughts on that. Where do we start? Top level macro. What's the pick? >> Top level macro cloud in all of its forms is the fastest growing tech the gardener is tracking. There is definitely spending in there. We're in the twenty twenty five percent growth globally. Nothing else comes close. Your overall growth rate for Total I'd spend this year is one point one percent cloud a twenty five percent. It is moving the market. The only way is doing that, of course, it's by taking money away from legacy lines of business. You know, it's about the switch and spending preference from legacy it and moving that into clouded in all of its forms. >> So it's a share shift you see going on. So you've got the total market growing below global GDP. Is that is that a fair statement? >> It's just below global TV >> usually tracks pretty closely. You would think right? I mean, it's logical that it would >> actually this almost no correlation between GDP and spend really It is one of the biggest things that we have to fight again. >> So that's a myth. >> Absolute myth here to tell you it is dead. There is a flight co relation, but there's no causation. Yl move between GDP and spending, just not there. >> So that makes your job even harder. It does. We have to >> watch what the vendors. They're selling off what they hope to spend. But most importantly, it's about what the demand side is doing. What are people doing? Why air they buying what they're buying? How much are they spending on the stuff that they have, what's get retired and what gets replaced with something new? And that's the whole big shift that we're seeing is a lot of things that are being retired out of the CEOs bag of tricks and a lot of new things coming in. So the spending shift that we're seeing it's all down to where is the CEO in their journey? Howie? How quickly are they able to move from legacy? I t to the new it How quickly is their business moving into being a digital business? >> So okay, so it's one plus percent growth on what we're talking two trillion, three trillion. I mean, what's the four trillion >> four trillion dollars by twenty twenty? >> Okay, And you said Cloud computing growing its twentieth twenty five percent. Eight of us, a thirty billion dollars run right business now growing at forty two percent. Inconstant currency. We're going in at nearly or maybe even slightly more than twice the market. That's astounding, that basically adding nine to ten million dollars a year. >> And they are right in the sweet spot for cloud growth. Do >> you think they hit the law of large numbers of people have been predicting that for years. Could get a company that size in your experience. Continue to grow at that pace? >> Absolutely there is. There is nothing stopping a ws from taking advantage of this market. We're nowhere near saturated for cloud changes. Most of software spend is still on legacy and maintenance of of software. On Prem. There's still a great deal of money being spent on servers and infrastructure and networking equipment, and all of that gets bled out into the cloud. Eventually, where they have opportunity to shift is almost limitless. You know the amount of money that is being spent by enterprises on cloud is different around the world. In the US, where cloud basically started where the infection started and it's spreading around the world. Back in twenty sixteen, there were about sixty percent of overall enterprise spend was on cloud. The rest of the world is tracking towards that. We have company countries that air close the U. K Canada one two years behind France Germany three four, most of Europe in the three to five years behind. We have some countries that are lagging a little bit further and several dinner just resisting that are not on track to get to cloud. We don't see them getting to cloud even in the ten year times, fam. But the fact that cloud spend in the U. S. Still makes up over fifty percent of global spending on cloud, but only twenty five percent of global spending on it, a lot of money still left to move over. >> That's interesting that that was the facts that's that suggest that there is a delta and cloud adoption between between United States and rest of world that the vendor narrative would not have you believe that? Am I getting that right? Is it? Is it not only slower adoption? What are they they as sophisticated in their adoption, or is there a delta there as well? >> There is a bit of it. There is a delta also in the sophistication. We know that there's a skill gap when it comes to cloud. Everywhere in the world faces the skill gap of the number of people they need with the new skills and cloud and the people they have with the skills that they have. Many companies are missing the fact that some of their Cobol programmers are the ones that should be developing their new cloud applications because it's about changing the business. And nobody knows their business better than the guys that have been writing the legacy apse that have been running the business for the last twenty years. So the training opportunity is actually with their Kobol programs with their long term programmers. We're not seeing that hitting into the market as much as we'd like. >> So your job very difficult job spent. The consolidation makes your job harder in a way, because part of a squint through companies want to tell you what they want to tell you, but you got to figure out what the truth is. When you think about Cloud, it appears relatively straightforward. It's a pure play. They now report their numbers. That must have helped you a lot. But a lot of vendors will throw everything the kitchen sink, you know, numbers for cloud. So you have to parse through that. You have to come up with common definitions across. I mean, good example. Certainly. IBM Oracle broke it out earlier, but now they sort of consolidate everything. One wonders, OK, Where they trying to hide? Not not to pick on people, but their large, established legacy companies. But they want to show their investors. Oh, we're growing at this. The Sirait. So how do you parse through that and squint through that and then come out the other end with the >> real numbers? Well, we have a lot of advantages of Gardner. We spend millions of dollars every year on surveying out globally. We get, we get responses back from CEOs from around the world. We do the largest CEO survey every single year, so we're getting feedback on where the money is being spent. We also have interviews that we do with our clients every single day. We do over two hundred fifty thousand enquiries with clients every year. So we're getting a great deal of feedback from where the money is being spent. We have to reconcile both sides of it. What the vendors air expecting to be what they're telling us that they're making and reconcile ing that with what we're being told is being spent. So we have multiple sides to get to this angle and again. When you start with a vendor, you start with their global revenue. It has to parse out from They're >> gonna match the income statement somehow. But so you've got the empirical data from your surveys. You've got the vendor data. You bottom up. You could do that. And you've got the anecdotal data from your inquiry. You know, your your corporate memory on kind of putting your job is to put all that together. >> Yeah, and we're tracking what we call our peer inside data. We're asking our clients, you know, when they're making a choice which fenders air, they choosing Which friends are they considering? Why did they make the choices? They are. We have our talent neuron database where we're scraping job postings from around the world. So we have somewhere over four billion job postings covering the last five years. So when a company is telling us that they have a large new division, we could go back and say, I don't see you ever hiring those people. So we do have multiple points of light that all really have to come together. It is a tremendously interesting job in a bit of a challenge, but it's one that keeps me up. >> Okay, I often joke. Well, well, Doctor, Uh, Oz. Sorry, Dr Watson. Replace Dr Welby and the answer comes back. Well, you won't replace Dr Oz because you still have to have that nurturing and that interaction. Do you feel as though machine intelligence Based on what? You know, Gardner analysts, You got experts? Many, I'm sure that Follow artificial intelligence machine intelligence. Do you feel like you guys can start applying? Aye, aye. Deep learning, et cetera. To identify patterns to make your job easier, more effective, more science than art. What? Your thoughts on >> that? Well, we have taken a different road. Artificial intelligence requires a lot of good bad data going into it in order to make the right decision. It is changing so quickly. It's difficult to get enough data points together to train and artificial intelligence. We do do some augmentation way. Do have tools that automates certain processes for us and feed us results from multiple millions of data points. But at the end of the day, it's not about coming up with four trillion dollars. That's interesting to anybody. It's the why is it four trillion dollars? Why is it a different four trillion dollars than last year's three point nine trillion dollars? And what's the changing environment that is going >> on >> and the story behind it? The segments, the share shifts and those other trends that you're seeing? >> Because everybody on this floor, all of these eyes start ups, they desperately want to make my number's wrong. They want to change the market in such a dramatic way that they disrupt all of the spending. I can't train in a eye to watch for that >> is your background in econometrics. You an economist? Do you have a math whiz or you're computer scientist? >> All of that, Yeah, have degrees in economics and statistics. I have forty years almost in computer programming been through this cycle for many, many times. So I did a great job from he has all of my sword skill sets coming together. >> You're obviously not a one man band. You mentioned you do, you know, spend millions of dollars on surveys. Two hundred fifty thousand enquiries, but still hurting all that data and actually making sense of it, is it is. It is a challenge. How do you How do you manage that? How are you evolving your your systems, your models? I mean what you used today The tooling is different than it was ten years ago, and you've gotta stay. Current >> are are forecasting model generically. We call the market dynamic models, and what they do is build out user behavior. Where's demand coming from? How are we fulfilling on that demand? What do we do with the investments that we've already made? The's models run from nineteen eighty through twenty thirty. It takes somewhere in the neighborhood of eight hundred thousand calculations to come up with one segment forecast for forty three countries. We have over two hundred fifty segments that we forecast, so you could see the complexity that we're getting into. There are over two hundred fifty analysts that gardener who are working on from what we call her our technology and service provider research group, to help our vendor clients know where their market is, know where it's going, and the partners that they should be looking >> towards you factor in or how do you factor in if it all your geo political trends? Um, tariffs, things of that nature. What do you say? You know what we're gonna do? A clean forecast on DH. Let the market figure that out. How do you handle it? At >> the end of the day, there's two very important pieces within a model. They break into signal and noise. The signal is the shifting buying patterns. When the demand level changes, there's a signal there when a choice pattern changes. Instead of buying license software, I'm starting to buy Cloud. That's a signal change. Those are the things that we focus on. The stuff that you were talking about the economic situations brexit, terrorists, China. Those were all noise. They're important. They have to be taken account of in the model, but they're not the most important thing. All right, Brexit right now is depressing the US air, the European spending on it. It is below that one point one percent growth rate. Because of the uncertainty. People are keeping their finger, their hands in their pockets when it comes to big changes in it. But the big shift is still happening. We're still seeing movement towards cloud. We're still seeing movement towards digital business. All those big signals air there, there dampened a little bit by the noise of the economy. >> So the rip currents obviously cloud. You mentioned that digital business, which I interpreted is data orientation toward a business a little >> bit more with you. >> But please add some color to that. And what are some of the other rip currents that you're seeing? >> Artificial intelligence is another riptide that is moving through. It is a big trend that is changing what's expected of technology at every level. Digital business is changing what's expected of customer interactions at every level. Digital business ecosystems, where companies air able to interact in a way that moves data from one organization to the other without necessarily having trust, commitment or a contract is a major change that we're seeing it reduces the friction of handoff between one business and the other speeds. The process drops the cost. >> A lot of your clients are large, established businesses, gardeners well known for advising those businesses. Many of those businesses, their data lives in silos. They have legacy infrastructure, technical debt. Call it whatever you want it, and they're getting disrupted by these. You know, the guys who were doing Cloud Native, all the guys out here that want to make your full forecast wrong. How does Gardner see just sort of anecdotally, those guys closing the gap, the traditional, the incumbents closing that gap >> into the source extent they don't have to, right? Certainly their size is going to give them longevity. Whether they make change or not, they will see their influence on the market. Chip away if they don't start to, they don't have the same urgency is the small vendors that are moving quickly. Where we see them doing things is very patiently and incrementally, they're taking different processes and moving them to the cloud. It is very common to see them take something that they're already doing are comfortably doing and moving that to a new platform and improving that small piece incremental change. The world gets better with incremental change. Where we love to see them do something is where they actually change the business model first using the technology that's going to enable that we have the company in China who has managed to get home food delivery cheaper than buying it in a restaurant because they change the business model First. They work with the places that are selling the food they're doing group on their doing direct cash, ordering they're doing guaranteed sale so that they could get food less expensively. They're using artificial intelligence to workout delivery routes and pick up so that multiple deliveries are made at the same time. In most of the world, that's not the That's not been the model. They've changed one part of delivery. We're going to make it easier for you to order food on your phone, and then we're going to charge you for the delivery, and we're going to charge you more for the food that's coming in. That's incremental. It's nice, it's helping. But when we change the model first, the outcome is so much better. >> So last course of U. S. Largest market, right? In terms >> of largest market for fifty eight percent of cloud. Spend >> little nightie spending Generally correct. Correct. China. When do you think Do you think China will overtake The U. S. Is the largest market for I spent >> china right now. Is Scott almost double the growth and cloud spending of the U. S. It is as a percentage of spends still well below. But they're the only country that is breaking the trend of following the US. They're on a much steeper incline. They could be above the US spend by twenty twenty five, even with a growth rate that the U. S. Is on. >> John. Awesome having you on. Thanks so much for having me really a pleasure having you great insights from Gardner analyst John Lovelock. And you're watching the Cube were bringing it all to you live from London this day. Volonte, we're right back right after this short break

>> Announcer: Live from San Francisco, it's theCUBE, covering Red Had SUMMIT 2018, brought to you by Red Hat. >> Hello everyone, welcome back. This is theCUBE's exclusive live coverage here in San Francisco at Red Hat SUMMIT 2018. I'm John Furrier with my co-host John Troyer. Our next guest is Arkady Kanevsky, Ph.D, Director Software Development at Dell EMC, Service Provider Business Unit. Thanks for joining us, thanks for coming on. >> Thank you for having me here. >> So we were just talking before we came on, obviously great, we're in the middle of the open here in the hall, in Moscone West. But you guys have a definition of service providers. It's very broad. It's obviously Dell EMC, you guys, Dell's tons of equipment that they sell, providing a lot of the equipment What does that, just take a quick second to describe who you guys are targeting, and your role here at Red Hat SUMMIT? >> Sure so we are a small portion within the Dell EMC portfolio and the organization I am in specifically creating a target and a solution for service providers. The service provider, you know the probably best known service providers are telecommunication service providers, AT&T, Verizon, Telestrom, you know all over the world. Very highly regulated areas, and have been around forever, and they are going through the major transformation right now from the 4G to 5G, network age, and so on. But we are also covering the much larger set of the providers. If you can think of the hosted service provider, managed service providers, those are the people who either have as a core of their business, providing the services for their customers. If you can think of the eBay, or Amazon, or Google, they have the services which are, they're running public cloud or not a public cloud for general sense, but for specific purpose which they're delivering, SalesForce, >> Yeah everyone's a service provider. If they're using cloud, they're some sort of service provider right? >> If they're delivering they're volume through the service, then they are the service providers. If you are, you know you have the businesses which are still doing the business the way they were doing before. Banks are not really service providers. They are not them, and yes they communicate with their customers through the portals, but that's not the purpose of their business. >> It's great now in 2018, we are gettin' some clarity on cloud right. We thought maybe it was all into public, now we see that actually there's a lot of use cases for smaller public clouds, hybrid clouds, private clouds depending on peoples needs. I'm curious how the service provider world, specifically like the MSBs, and the telcos of the world, are looking at how, what kinds of clouds they're going to provide, and maybe also how they partner with the bigger clouds. >> So there is a different angle there. So people, a lot of the work being done in a public cloud, initially when they try to do the development of their new application because it's the easiest way for them to do it, but once you hit the next level and you need to deliver it as a service in a special and more regulated environment, where we have certain strict security requirement. You want to protect access to the data. A lot of the time they kind of do the hybrid, go on the hybrid model because it's much more, they have better control of what they're doing. I mean some of the announcement and some of the demos, we showed that today in the keynote today and two days ago, we're clearly demonstrating this kind of approach. So we are partnering with Red Hat over developing the optimized platforms for the development and operation of those applications. All the way from RHEL Linux layer all the way up to OpenShift and beyond? >> All the way, we announced on Monday that we have our seventh joint version of Red Hat OpenStack already bundled. This is the first one where we start providing the workload optimized host, such that customer can choose to optimize from the hardware, to the operating system, to the OpenStack for their specific workload. We have a profile, pre-defined profile for NFE and we have a pre-defined profile for web based application, and of course it's open sourced, and extendible, flexible, and provide what customer expecting for their own use cases. >> How 'about the relationship between Dell, now Dell EMC, now Dell Technologies, and a variety of other things, the relationship with Red Hat. How long, how many years, how deep? How would you describe the relationship time-wise, and just duration, and depth? >> Very happy to, so we start our relationship 18 years ago, in 2001 was the first release of the laptops and the servers with a pre-installed program that on the factory, and Dell, at that time Dell was OEMing that solution for the customers. Over the years since that we started developing more and more solutions for different customer domain. We have HPC based solution, again URL based. We have SAP, we have Oracle, and variety of different Hadoop Open, Hadoop variation of the Hadoop, again on the base RHEL platforms. And most recently the OpenStack over the last five years. At the Dell Technology World last week, we announced all of the OpenShift on bare metal as a joint solution between the two companies. We have the OpenShift on OpenStack which we announced two years ago, still supportable and delivered to our customers. So the goal for us is to provide the flexibility and choices for the customers. >> What's the unique value for customers that you guys bring to the table? What's the unique value with the Red Hat relationship that's the most important? >> So the most important is the robustness of the integrated solutions, and the two companies together standing behind them. So they can go either to Red Hat or to Dell EMC and we together delivering of the solution. It is robust, it is still open and flexible, but it is also optimized all the way from hardware to the top layer of the software for their use cases. >> So customers are concerned, obviously we saw Spectre bug, and all this stuff going on with security. Red Hat customers, they're not micro-coders, I mean they have to upgrade. You guys have to take that responsibility at the hardware level, and some great certification, we know that. Going forward as the stacks become robust from, you know down to the chip level, up through applications, well you've got DevOps, you've got all these cool things happening. How are you guys keeping up with the pace to mitigate security risks and continuing the partnership? What's the story of the customer? What should they know about that particular piece? >> So obviously we are taking care of security on multiple layers from the micro-code, as you pointed out, in the solution partnering not only with Red Hat but with Intel and the hardware vendors to ensure that all of the mitigated, mitigation factors are put into place for security. But most importantly we are providing the tooling to make the benching and fixes in automated way without any disruption to the workloads which customer are running. Or minimizing the disruption for the workload so you can do all of your securities updates and for that matter, upgrades of the solution in such a way that you're minimizing the disruption for your customers. >> Okay so security, obviously hugely important. One of the themes of this event has been talking to the IT audience about kind of up-leveling digital, but you can call it digital transformation, but actually bringing more business value, and that's been really well received here as you realize all the demos, faster time to market, more business value, faster time to value. So as you talk with the customers here, and service providers. What are they asking you as a director of the software stack that has to, that you could look at as just the bottom of the stack, but in fact is hugely important to what they're doing. So what are you having to provide from the Dell side to help that acceleration? >> So the most important thing that our customer looking for is partnership. They're looking for us working with Intel, with Red Hat, and with partners specific to their area, to do together integration, and so we can provide the support and lifecyle of the solutions. >> John T: You're part of the rubber hits the road. They buy the unit, and the system, and the software from you. It better be all integrated and work. >> Correct, so again they go on this Oz with Red Hat because they want to have a flexibility so they can add more things, but what they're looking for, especially teleco providers, they would like Oz to partner all the way down to the next level-up with NFE lenders. The people who are providing them virtualized functions, so they can bring that to the solution and have level of confidence and you know peace of mind, that all of those pieces have been integrated together, validated together, and we have a continuous program where we take care of them of the full upgrade and lifecyle of not individual pieces, but the whole thing. >> Once your customers know about your relationship with Red Hat, want to get to the end of the statement, which is really even important. 'Cause I think this is important. We're seeing more and more security go from chip, to the OS, to the application layer. There's going to be more and more of that, and you got to evolve your relationship and technology. >> Yes. >> What should they know about Dell, Dell Technologies, Dell EMC, Dell proper and that's most important for them to understand, what you guys do for customers. >> So one of the most important things to understand, now we are Dell Technology. We have been Dell Technology for about a year and a lot of the integration pieces start being mature and now we can have a joint integrate solution. One of the big piece of the Dell Technology portfolio is RSA. They're probably the oldest and the most established security company in the world. And we are getting more and more integration of their tool sets into various solutions across the board. And that probably is the unique value which we as a Dell Technology can provide because we have individual pieces which are leaders in their specific field and we can put all of those pieces together to have the value to the customers through one place. >> That's exciting, well thanks for coming on and sharing the insight. We love Michael Dell, been a big fan, and Michael's been on theCUBE many times. He listens, he's probably watching right now. Hey Michael, how are you? Sorry I missed Dell EMC World, or Dell World, but John was there with Stu. Great to have you on. We've seen continuous success and a lot of skeptics on that merger, or the mergers, or the whole thing, and Pivotal just went public. Things are happening. >> Definitely, exciting time to live in. >> Yeah, thanks for coming on. More live coverage here in San Francisco at Red Hat SUMMIT 2018. I'm John Furrier, John Troyer, stay with us for more coverage after this short break. (digital music)

(triumphant music) >> Hello and welcome to a special CUBE Conversation, exclusive content here in Palo Alto Studios, I'm John Furrier, the co-founder of SiliconANGLE Media, and cohost of theCUBE. We have exclusive news with Vectra Networks announcing new funding, new R and D facility. I'm here with the president and CEO, Hitesh Sheth, who's the president and CEO. Welcome to theCUBE Conversation, congratulations. >> Thank you John. glad to be here. >> So you've got some big news. >> Vectra Networks, you guys doing some pretty cool stuff with AI and cyber. >> Correct. >> But it's not just software, it's really kind of changing the game with IT operations, the entire Cloud movement, DevOps automations, all impacting the enterprise. >> Hitesh: Yes. >> And other companies. >> Hitesh: Yes. >> Before we dig into some of the exclusive news you guys have, take a minute to talk about, what is Vectra? What is Vectra Networks? >> Maybe it'd be useful to give you context of the way we see the security industry evolving. And if you think about the last 20 years, and if you were to speak to the security person in an enterprise, their primary concern would be around access banishment, who gets in, who gets out. The firewall industry was born to solve this problem. And you know, in many ways its been a gift that's kept on giving. You know, you've got companies with multi-billion dollar evaluations, Palo Alto, Checkpoint, Fortinet, you know, piece of Cisco, etc, right? There's roughly about 40 billion dollars on the market cap sitting in this industry today. Now, if you go back to the same enterprise today, and you look at the next 5-10 years and you ask them, "What is the number one issue that you care about?" Right? It's no longer who's getting in and out from an access policy standpoint, it's all about threat, management, and mitigation. So, the threat's signal is now the most important commodity inside the enterprise and the pervasive challenge for the customer, the enterprise customer, is, "How do I get my hands on this threat's signal in the most efficient way possible?" And we, at Vectra, are all about automating and helping our customers hunt for advanced cyber attacks using artificial intelligence. >> Where did you get the idea of AI's automation? I've always said in theCUBE, "Oh, AI's a bunch of b.s. Because real true AI is there. But again, AI is really kind of growing out of machine learning. >> Hitesh: Right >> Automating, and so this kind of loose definition but certainly is very sexy right now. People love AI. >> Hitesh: Correct. >> I mean, AI is awesome. But at a practical matter, it seems to be very important for good things, also for the enterprise, where'd you get the idea for using AI for cyber? >> Well, you know, I would go back to in my journey intersection with the notion of using AI for cyber security, Back in about 2010, there are major cyber events reported in the press. At that time, I was in the networking sector and in the networking sector, we all looked at it and said, "You know, we can do something about this," and being good networking company is, we thought we would build chips that would do DPI and do packet inspection. It was, too be blunt, old school thinking, okay? Fast forward to 2012 and I was sitting with Vinod Khosla of Khosla ventures and we were talking about the notion of security. How can you transform security dramatically >> Mhmm. >> Hitesh: And this is when we started talking about using artificial intelligence. It was very nascent and frankly, if you went up and down Sand Hill at that time, you know, most of the venture companies would have- and they did, because we were raising money at the time, they would look at us and said, "You guys are nuts. This is just not going to happen." You know, it's very experimental, it would take forever to come to pass. But that's usually the best time to go and build a new business and take a risk, right? And we said, you know what, AI has matured enough. >> By the way, at that time, they were also poo-pooing the Cloud. >> Absolutely. >> Amazon will be nothing. >> Yeah, exactly. Generally, a good time, a good time to go and do something revolutionary. But, here are the other things to know. Not only had the technology around AI and its applicability had advanced enough, but two other things have happened at the same time. The cost of compute had changed dramatically. The cost of storage had changed dramatically. And ultimately, if AI is going to be efficient, not only is the software got to be good, but the computer's got to be valid as well. Storage got to be valid as well. These three things were really coming together on their timeframe. >> Well, what's interesting, let's dig into that for a second because knowing what the scene was with networking at the time, you said, "old thinking," but the state of the art, you know, In the 90's and 2000's was, hardware got advanced, so you had wire speed capability. So, you can do some cool things like, you know, like still move through the network and do some inspection. >> Hitesh: Correct. >> And you said DPACK is recommended But that's the concept of looking at the data. >> Hitesh: That's correct. >> John: So, okay, now they might have been narrow view so now you take it back >> Hitesh: Yes. >> With AI, am I getting it right? You're thinking of zooming out saying, okay, >> Hitesh: A couple of things. >> You find that notion of inspection of data >> Right. >> With more storage, more compute >> But it comes down to also, you know, what data are you looking at, right? When you had wire spec in booties, you would apply your classic signature based approaches. So you could deal with known attacks, right? What is really happening, like 2011-2012 onwards is, the attack landscape is more stored dramatically. It changes so fast that the approach of just dealing with the known was never going to be enough. >> Yeah. >> So, how do you deal with the unknown? You need software that can learn. You need software that can adapt on the fly. And this is where machine learning comes into play. >> You got to assume everyone's a bad actor at that point. >> You got to assume everybody has been infiltrated in some way or fashion. >> Well, the Cloud, certainly, you guys were on the front end, kind of probably thought we're crazy with other VC's, you mentioned that. But at the time, I do remember when Cloud was kind of looked at as just nonsense. >> Yeah >> But if you then go look at what that impact has been, you're in the right side of history, congratulations,. What really happened? When was the C change? You mentioned 2012, was that because of the overall threat landscape change? Was that because of open source? Was that because of new state sponsored threats? >> Hitesh: Yeah. A couple things. >> What was the key flash point? >> Hitesh: A couple of things. We saw, at the time, that there was an emerging class of threats in the marketplace being sponsored by either state actors but we also saw that there was significant funding going into creating organized entities that were going to go and hack large enterprises. >> John: Not state sponsored directly, state sponsored, kind of, you know, >> On the side. >> Yeah, on the side. >> Let's call them, "For Profit Entities," okay? >> Sounds like Equifax to me. (laughter) >> That's a good point. And we saw that happening. Trend two was, there were enough public on the record, hacks are getting reported, right? Sony would be a really good example at the time. But just as fundamentally, it's not just enough that there's a market. The technology has got to be sufficiently ready to be transformative, and this is the whole point around what we saw in compute and storage and the fact that there was enough advancement in the machine learning itself that it was worth taking a risk and experimenting to see what's going to happen. And in our journey, I can tell you, it took us about 18 months, really, to kind of tune what we were doing because we tried and we failed for 18 months before we kind of came to an answer that was actually going to gel and work for the customers. >> And what's interesting is having a pattern oriented to look for the unknown >> Hitesh: Yeah >> Because it's, you know, in the old days was, "Hey, here's a bunch of threats, look for'em and be prepared to deploy." Here, you got to deal with a couple of the unknown potentially attack. But also I would say that we've observed the surface areas increased. So, you mention Checkpoint in these firewalls. >> Hitesh: Yes. Absolutely. >> Those are perimeter based security models. So you got a perimeter based environment. >> Hitesh: Correct. >> Everyday. >> Hitesh: And you got IOT. >> IOT. So it's a hacker's dream. >> It's absolutely. The way I like to think about it is you got an end by end probatational issue. You got an infinite possible, if you're a hacker, you're absolutely right, it's Nirvana. You've got endless opportunities to break into the enterprise today. It's just going to get better. It's absolutely going to get better for them. >> John: Well, let's get to the hard news. You guys have an announcement. You've got new funding >> Hitesh: Yeah. >> And an R and D facility, in your words, what is the announcement? Share the data. >> We're really excited to announced that we have raised closed a round of 36 million dollars, Series D funding, it's being led by Atlantic Bridge, they are a growth fund, and they've got significant European roots, and in addition to Atlantic Bridge, we're bringing on board two new investors, two additional investors. The Ireland's Strategic Investment Fund, number one, effectively the sovereign fund of Ireland, and then secondly, Nissho Electronics of Japan. This is going to bring our double funding to 123 millions dollars, today. What we're going to be using this funds for is to find things with. One is the classic expansion of sales and marketing. I think we've had very significance success in our business. From 2016 to 2017, our business grew 181% year end year, subscription based, all subscription revenue. So, we're going to use this, this new fuel, to drive business growth, but just as important, we're going to drive our needs growth significantly. And as part of this new funding, we are opening up a brand new R & D center in Dublin, Ireland. This is our fourth R & D center. We've got one here in San Jose, California. We've got one in Austin, Texas, Cambridge, Massachusetts, and so this is number four. >> John: So, you hired some really smart people. How many engineers do you guys have? >> So, we are about a 140% company, roughly half the company is in R and D. >> I see a lot of engineering going on and you need it, too. So let's talk about competitors. Darktrace is out there, heavily funded companies, >> Hitesh: Yes. >> Their competitor, how do you compare against the competition and why do you think you'll be winning? >> I can tell you, statistically, whether it is Darktrace or we run into barcoding with Cisco as well. We win into large enterprise. We win 90% of the time. [Overlapping Conversation] >> It's actually correct. And I'll describe to you why is it that we win. We look at people like Darktrace and there are other smaller players in the marketplace as well And I'll tell you one thing fundamentally true about the competitive landscape and that differentiates us. AI is on everybody's lips nowadays, right? As you pointed out. But what is generally true for most companies doing AI and I think this is true for our competition as well, it tends to be human augmented AI. It's not really AI, right? This is sort of like the Wizard of Oz, you know, somebody behind the curtain actually doing the work and that ultimately does not deliver the promise of AI and automation to the customer. The one thing we have been very - >> John: They're using AI to cover up essentially manual business models for all people added, is that what you're saying? >> Hitesh: That's correct. Effectively, it's still people oriented answer for the customer and if AI is really true, then automation has got to be the forefront and if automation is really going to be true, then the user experience of the software has got to be second to none >> John: So, I know Mike Lynch is on the board of that company, Darktrace, he was indicted or charged with fraud to front for HP for billions of dollars. So, is he involved? Is he a figurehead? How does he relate to that? >> I think you should talk to Mike. You should put him in this chair and have this conversation. I recommend it, that would be great. >> John: I don't think he'd come on. >> But my understanding is that he has a very heavy hand in the reign of Darktrace. Darktrace, if you go to their website, so this is all public data, if you look at their management chain, this is all Autonomy people. What that means, respect to how Autonomy was running and how Vectra is being run, is for them to speak about, what I can tell you is that, when we meet them competitively, we meet other competitors. >> John: I mean, if I'm a customer, I would have a lot of fear and certainty in doubt to work with an Autonomy led because they had such a head fake with the HP deal and how they handled that software and just software stack wasn't that great either. So, I mean, I would be concerned about that. [Overlapping Discussion] >> History may be repeating itself. >> Okay, so you won't answer the question. Okay, well, let's get back to Vectra. Some interesting, notable things I discovered was, you guys had been observing what's been reported in the press with the Olympics. >> Hitesh: Correct. >> You have information and insight on what's going on with the Olympics. Apparently, they were hacked. Obviously, it's in Korea, so it's Asia, there's no DNS that doesn't have certificates that have been hacked or whatever so, I mean, what's going on in South Korea with the Olympics? What's the impact? What's the data? >> Hitesh: Well, I'm going to think, what is really remarkable is that, despite the history of different kinds of attacks, Equifax, what have you, nation state events, political elections getting impacted and so forth, once again, a very public event. We have had a massive breach and they've been able to infiltrate their systems and the remarkable thing is they- >> John: There's proof on this? >> There's proof on this. This is in the press. There's no secret data in our part, which is, this very much out there, in the public arena, they have been sitting in the infrastructure of the Olympics, in Korea, for months and the remarkable thing is, why were they able to get in? Well, I can tell you, I'm pretty sure that the approach to security that these people took is no different than the approach of security most enterprises take. Right? The thing that should really concern us all is that they chose to attack, they chose to infiltrate, but they actually paused before really fundamentally damaging the infrastructure. It goes to show you that they are demonstrating control. I can come in. I can do what I want for as long as I want. I can stop when I want. >> John: They were undetected. >> They were undetected. Absolutely. >> John: And they realized that these attacks reflected that. >> Absolutely. And given the fact there seems to be a recent trend of going after public events, we have many other such public events coming to bear. >> How would you guys have helped? >> The way we would help them, most fundamentally is that, look, here's the fundamental reality, there are, as we've discussed just a second ago, there are infinite options as to break in, into the infrastructure, but once you're in, right? For people like you and I, who are networking people, you're on our turf and the things you can do inside the network are actually very visible. They're very visible, right? It's like somebody breaking through your door, once they get in, their footprints are everywhere, right? And if you had the ability to get your hands on those footprints, right? You can actually contain the attack at- as close to real time as possible, before any real damage is done. >> But then we're going to see where the action is, no doubt about it, you can actually roll that data up and that's where the computer- >> And then you could apply machine learning. You can extract the data, look at the network, extract the right data out of it, apply machine learning or AI and you can get your hands on the attack well before it does any real damage. >> John: And so to your point, if I get this right, if I hear ya properly, computers are much stronger now. >> Hitesh: Correct. >> And with software and AI techniques, you can move on this data quickly. >> Hitesh: Correct. But you have got to, you've got to have a fundamental mindset shift, which is, "I'm not in the business of stopping attacks anymore, I should try, but I recognize I will be breached every single time. So, then, I better have the mechanisms and the means to catch the attack once it's in my environment." And that mindset shift is not pervasive. I am 1,000% sure at the Olympics that people designed the security search have said, "We can stop this stuff, don't worry about it." You had that taught differently that would not be in this position today. >> This is the problem. In all society, whether it's a shooting at a school or Olympic hack event, the role of data is super critical. That's the focus, thanks for coming on and sharing the exclusive news at theCUBE with exclusive coverage of the breaking news of the new round of funding for Vectra Networks. I'm John Furrier. Thanks for watching. >> Hitesh: Thank you, John. (triumphant music)

>> live from the Congress Centre in London, England. It's the queue at M i t. And the digital economy The second machine age Brought to you by headlines sponsor M i t. >> I already We're back Dave along with Student of American Nelson and Macca Fear are back here after the day Each of them gave a detailed presentation today related to the book Gentlemen, welcome back to to see you >> Good to see you again I want to start with you >> on a question. That last question That and he got from a woman when you're >> starting with him on a question that was asked of him Yes. And you'LL see why when you find something you like. You dodged the question by the way. Fair for record Hanging out with you guys makes us smarter. Thank you. Hear it? So the question was >> around education She expressed real concern, particularly around education for younger people. I guess by the time they get to secondary education it's too late. You talked about in the book about the three r's we need to read. Obviously we need to write Teo be able to do arithmetic in our head. Sure. What's your take on that on that question. You >> know those basics, our table stakes. I mean, you have to be able to do that kind of stuff. But the real payoff comes from creativity doing something really new and original. The good news is that most people love being creative and original. You look at a kid playing, you know, whether it there two or three years old, that's all that you put some blocks in front of them. They start building, creating things, and our school system is, Andy was saying in his his talkers, questions was, is that many of the schools are almost explicitly designed to tamp that down to get people to conform, get them to all be consistent. Which is exactly what Henry Ford needed for his factories, you know, to work on the assembly line. But now that machines could do that repetitive, consistent kind of work, it's time to let creativity flourish again. And that's when you got to do on top of those basic skills. >> So I have one, and it's pretty clear that that that are Kramer education model. It's really hard for some kids to accept. They just want they want to run around. They want to go express themselves. They wantto poke a world. That's not what that grid full of desks is designed to do. >> We call that a d d. Now I follow. Yeah, I have one >> Montessori kid out of my foot. Really? He's by far the most creative most ano didactic. You're a Montessori Travel Marie, not the story. Have it right? Is that >> Look, I'm not educational research. I am Amon a story kid. I think she got it right. And she was able to demonstrate that she could take kids out of the slums of Bologna who were, at the time considered mentally defective. There's this notion that the reason the poor are poor because they were they were just mentally insufficient. And she could show their learning and their progress. So I completely agree with Eric. We need all of our students need to be able to Teo, accomplish the basics, to read, to write, to do basic math. What Montessori taught me is you can get there via this completely kind of hippie freeform route. And I'm really happy for that education talk. Talk about you and your students. >> Your brainstorm on things that people could do with computers. Can't. >> Yeah, a lot of money >> this and exercise that you do pretty regularly. What's that? How is >> that evolved? A little >> something. We do it more systematically, I almost always doing in at talking over where With Forum. It's a kind of dinner conversation out we can't get away from. So we're hearing a lot. And you know, there's a recurring patterns that emerged, and you heard some of them today around interpersonal skills around creativity. Still, coordination is still physical coordination. What some of these have in common is that their skills that we've evolved over literally, you know, hundreds of thousands or millions of years. And there are billions of neurons devoted to some of these skills. Coordination, vision, interpersonal skills and other skills like arithmetic is something that's really very recent, and we don't have a lot of neurons devoted to that. So it's not surprising the machines can pick up those more recent skills more than the Maurin eight ones. Now overtime, will machines be able to do more of those other skills? I suspect they probably will exactly how long it will take. That's the question for neuroscientists. The AI researchers >> made me make that country think about not just diagnosing a patient but getting them to comply with the treatment regimen. Take your medicine. Eat better. Stop smoking. We know the compliance rates for terrible for demonstrably good ideas. How do we improve them? Is in a technology solution a little bit. Is it an interpersonal solution? Absolutely. I think we need deeply empathetic, deeply capable people to help each other become healthier, become better people. Right Program might come from an algorithm, but that algorithm on the computer that spits it out is going to be lousy at getting most people to comply. Way need human beings for that. So when >> we talking technology space, we've been evangelizing that people need to get rid of what we call the undifferentiated having lifting. And I wonder if there's an opportunity in our personal life, you think about how much time we spend Well, you know, what are we doing for dinner when we're running the kids around? You know, how do I get dressed in the different things that have here their studies sometimes like waste so much brain power, trying to get rid of these things and there's opportunities. Welcome, Jetsons. Actually, no, they >> didn't have these problems that can help us with some of that. I think people should actually help us with over of it. You know, I actually I have a personal trainer and he's one of the last people that I would ever have exclude from my life because he's the guy who could actually help me lead a healthier life. And I play so much value on that. >> I like your metaphor of this is undifferentiated stuff, that really it's not the stuff that makes you great. It's just stuff you have to do. And I remember having a conversation with folks that s AP, and they said, you know, sure would like to brag about this, but we take away a lot of stuff that isn't what differentiates companies in the back office stuff. Getting your basic bookkeeping, accounting, supply chain stuff done and it's interesting. I think we could use the same thing for for personal lives. Let's get rid of that sort of underbrush of necessity stuff so we can focus on the things that are uniquely good at >> alright so way have to run out when I need garbage bags with toilet paper. Honestly, a drone should show up and drop that on my friends. >> So I wonder when I look at the self driving car that you've talked about, will we reach a point that not only do we trust computers in the car, it's cars to drive herself? But we've reached a point where we're just got nothing. Trust humans anymore because self driving cars there just so much safer and better than what we've got is that coming >> in the next twenty years? I personally think so, and the first time is deeply weird and unsettling. I think both of us were a little bit terrified the first time we drove in the Google Autonomous Car and the Google or driving it hit the button and took his hands off the controls. That was a weird moment. I liken it to when I was learning to scuba dive. Very first breath you take underwater is deeply unsettling because you're not supposed to be doing this. After a few breaths, it becomes background. >> But you know, I was I was driving to the airport to come here, and I look in the lanes left to me. There's a woman, you know, texting, and I'd be much you're terrifying if she wasn't driving. If the computer is doing because then we could be more, that's the right way to think about it. I think the time will come and it may not be that far away. We're the norm's shift exactly the other way around and be considered risky to have a human at the wheel and the safety. That thing that the insurance company will want is to have a machine there. You know, I think this is a temporary phase with Newt technology. We become frightened of them. When microwave ovens first came out, they were weird and wonderful. Not most of us think of them is really kind of boring and routine. Same thing is gonna happen with self driving to accidents. Well, that's the story is, that is, But none of them were. Of course, according to the story >> driving, what's clear is that they're safer than the human driver. As of today, they are only going to get safer. We're not evolving that quick, >> but you got the question. Is that self driving, car driven story? Dr. We laughed because we're live in Boston. But your answer was, Will drive started driving, driving, >> you know, eventually, you know, I think it's fair to say that there's a big difference. You know, the first nineteen, ninety five, ninety nine percent of driving is something that's a lot easier. That last one percent or one hundredth of one percent becomes much, much harder. And right now we've had There's a card just last week that drove across the United States, but there were half a dozen times when he had to have a human interviews and particularly unusual situations. And I think because of our norms and expectations, that won't be enough for a self driving car to be safer than humans will need it to be te next paper or something like maybe >> like the just example may be the ultimate combination is a combination of human and self driving car, >> Maybe situation after situation. I think that's going to be the case and I'LL go back to medical diagnosis. I would at least for the short to medium term, I would like to have a pair of human eyes over the treatment plan that the that being completely digital diagnostician spits out. Maybe over time it will be clear that there are no flaws in that. We could go totally digital, but we can combine the two. >> I think in most cases what anything is right, what you brought up. But you know the case of self driving cars in particular, and other situations where humans have to take over for a machine that's failing for someway like aircraft. When the autopilot is doing things right, it turns out that that transition could be very, very rocky and expecting a human to be on call to be able to quickly grasp what's going on in the middle of a crisis of a freak out that's not reasonable isn't necessarily the best time to be swishing over. So there's a there's a fuel. Human factors issued their of how you design it, not just to the human could take over, but you could make a kind of a seamless transition. And that's not easy. >> Okay, so maybe self driving cars, that doesn't happen. But back to the medical example. Maybe Watson will replace Dr Welby, but have not Dr Oz >> interaction or any nurse or somebody who actually gets me to comply again. But also, I do think that Dr Watson can and should take over for people in the developing world who only have access instead of First World medical care. They've got a smartphone. OK, we're going to be able to deliver absolute top shelf world class medical diagnostics to those people fairly quickly. Of course, we should >> do that and then combine it with a coach who gets people to take the prescription when they're supposed to do it, change their eating habits or communities or whatever else you hear your peers are all losing weight. >> Why aren't you? >> I wantto askyou something coming on. Time here has been gracious with your time and your talk. We're very out spoken about. A couple of things I would summarize. It is you lot must Bill Gates and Stephen Hawking. You're paranoid tens. There's no privacy in the Internet, so get over. >> I didn't say there's no privacy. I know working. I think it's important to be clear on this. I think privacy is really important. I do think it's right that we have, and we should have. What I don't want to do is have a bureaucrat defined my privacy rights for me and start telling >> companies what they can and can't do is a result. What >> I'd much prefer instead is to say, Look, if there are things that we know >> Cos we're doing that we do not approve >> of let's deal with that situation as opposed to trying to put the guard rails in place and fence off the different kinds of innovative, strict growth, right? >> I mean, there's two kinds of mistakes you could make. One is, you can let companies do things and you should have regulated them. The other is. You could regulate them preemptively when you really should have let them do things and both kinds of errors or possible. Our sense of looking at what's happening in Jinan is that we've thrived where we allow more permission, listen innovation. We allowed companies to do things and then go back and fix things rather than when we try and locked down the past in the existing processes, so are leaning. In most cases, not every case is to be a little more free, a little more open recognized that there will be mistakes. It's not gonna be that we're perfectly guaranteed is that there is a risk when you walk across the street but go back and fix things at that point rather than preemptively define exactly how things are gonna play. Let >> me give you an example. If Google were to say to me, Hey, Andy, unless you pay us x dollars per month, we're gonna show the world your last fifty Google searches. I would completely pay for that kind of blackmail, right? Certain your search history is incredibly personal reveals a lot about you. Google is not going to do that. It would just it would crater their own business. So trying to trying to fence that kind of stuff often advance makes a lot of sense to me. Then then then relying on this. This sounds a little bit weird, but a combination of for profit companies and people with three choice that that's a really good guarantor of our freedoms and our rights. So you >> guys have a pretty good thing going. It doesn't look like strangle each other anytime soon. But >> how do you How do you decide who >> does one treat by how you operate with reading the book? It's like, Okay, like I think that was Andy because he's talking about Erica. I think that was Erica's. He's talking, >> but I couldn't tell you. I think it's hard for you to reverse engineer because it gets so co mingled over time. And, you know, I gave the example the end of the talk about humans and machines working together synergistically. I think the same thing is true with Indian me out. You may disagree, but I find that we are smarter when we work together so much smarter. Then when we work individually, we go and bring some things on the blackboard. And I had these aha moments that I don't think I would've had just sitting by myself and do I should be that ah ha moment to Andy. To me, it's actually to this Borg of us working together >> and fundamentally, these air bumper sticker things to say. If after working with someone, you become convinced that they respect you and that you could trust them and like Erik says that you're better off together, that you would be individually, it's a complete no brainer to >> keep doing the work together. Well, we're really humbled to be here. You guys are great contact. Everything is free and available. We really believe in that sort of economics. And so thank you very much for having us here. >> Well, it's just a real pleasure. >> All right, Right there, buddy. We'LL be back to wrap up right after this is Q relied from London. My tea.