from the cube studios in Palo Alto in Boston connecting with thought leaders all around the world this is a cube conversation everyone welcome to this cube conversation here in the cubes Palo Alto Studios we're here with the quarantine crew I'm John for your host we've got a great guest John Madison CMO an EVP of products of Fortinet and today more than ever in this changing landscape accelerating faster and faster certainly as this covin 19 crisis has forced business to realize a lot of the at scale problems are at hand and a lot of things are exposed in terms of problems and opportunities you have to take care of one of them security John thanks for coming on cube and looking forward to chatting about your recent event you had this week and also the updates at Florida thanks for joining me yeah it's great to be here John so more than ever the innovation strategies are not just talking points anymore in board meetings or companies there's they actually have to come out of this pandemic and operate through it with real innovation with actionable outcomes they've got to get their house in order you're seeing projects really focusing in on the at scale problems which is essentially keep the network's run and keep the sick the security fabric in place this is critical path stuff but the innovation coming out of it has to be a growth play for companies and this has been a big thing so you guys are in the middle of it we've chatted about all the four to guard stuff and all this you're seeing all the traffic you're seeing all the all the impact this work at home has forced companies to not only deal to new realities but it's exposed some things they need to double down on and things they need to either get rid of or fix fast what's your take on all this yeah you know I think it took a lot of people by surprise and the first thing I would like to do is you know spank our employees our customers and partners for the work they've done in the last six to seven weeks now what was happening was a lot of customers had built their work from home programs around a certain percentage 5% 10% 15% and that's what they scaled it for then all of a sudden you know everybody had to work from home and so you went from maybe a thousand people to 10,000 or 5,000 to 50,000 they had to scale very quickly because this had to be implemented in hours and days not weeks and months luckily our systems are able to gaile very quickly we can scale using a security processing units which offload the CPU and allow a lot of users simultaneously to access through VPN SSL VPN IPSec VPN and then we have an implementation at home ranging from a very simple Microsoft Wyant all the way to our clients all the way to even off Buda gate firewalls at home so we really did work very hard to make sure that our customers could maintain their business proposition during these times you know I want to get those work at home and I think it's a little big Sdn story and you guys have been on for a long time I mean we've talked with your you and your folks many times around st Wynn and what it means to to have that in place but this work at home those numbers are off the charts strange and this is disruption this was an unforeseen disruption it's not like a hurricane or flood this is real and we've also talked with you guys and your team around the endpoint you know the edge of the network that's the explosion of the billions of edges this is just an industry kind of inside baseball conversation and then also the immersion of the lifestyle we now live in so you have a world where it was inside baseball for this industry now every company and everyone's feeling it this is a huge issue I'm at home I got to protect myself I got data I gotta have a VPN I mean this is a reality that just wasn't seen I mean what do you guys are what are you guys doing in this area well I think it changes that this long-term architect and so you know the past we talked about there being millions of edges and people go how many billions of edges and what's happened is if you're working from home that's an edge and so the long term architecture means that companies need to take care of where their network edges are now the SEM at home they had them at the branch office they have them at the end of prize and the data center in the cloud then we need to decide know where to apply the security is it at the endpoint is it at the edges is the data center or bout an S T one is absolutely essential because every edge you'll have whether that were home now whether it be in your data center or eCampus on the cloud needs that st-1 technology and make sure you can guide the applications in a secure manner what's interesting is I actually deployed st-1 in my home here I've got two ISP connections one week I'm casting off with AT&T now that may be overkill right now for most people about putting st-1 in their homes but I think long-term homes are gonna be part of the enterprise network it's just another eight take a minute to explain the SD win I would call it the this is a mill especially this is not your grandfather's st win I mean it's changed st when is the internet I mean basically at home what does that mean if users don't know care what the products are at the end of the day they're working at home so kind of SD win has taken on a new broader scope if you will it's not just the classic SD win or is it can you take us through I mean and this is a category that's becoming much broader what's your what's your nails is there yeah again I'm not saying that you know consumers are gonna be putting SD wine in the homes right now but if I'm an executive and I rely on my communication out there are lots of meetings during the day work from home I want it to be as reliable as possible so if my one is pee goes down and I can't get on the internet that's an issue if I have to ISPs I have much higher availability but more importantly us you and I can guide the applications where I want when they want I can make sure you know my normal home traffic goes off certain direction the certain on a VLAN and segmentation policy whereas my war can be completely set out so again I you know I think SDRAM technology is important for the home long term is important for the branch for the enterprise and the data center and Earls St ones built into all up all our forty gates have sp1 you just switch it on we think it's a four essential technology going forward to drive that cloud on-ramp real quick follow-up on that for the folks in the enterprise I see the enterprise will make it easier for their customers their users who are at home so it feels consumer II invisible if you will I think that's the short-term what's what are what are you seeing your customers and prospective customers thinking when they come back or as they operate now in this new reality when they say you know what we really miss forecasted this now they have to get back to business what are they gonna do do they do more sta on I mean what's the architecture how does that get done what's the conversation like you know as this evolved for the next it's gonna slowly open up it still it's going to be a new reality for at least 12 months what's the conversation with the customer right now when it comes to going in and taking care of this so it doesn't happen again yeah what I'm doing actually actually what I'm doing a lot of virtual ABC's obviously we usually have 200 our customers that come to our corporate quarters or executive briefings and I'm doing actually more virtually and a lot of the opening conversations is they don't think they're gonna go completely Hunter's under percent back to where they were there's always going to be now a fraction of work-from-home people they may move around some of their physical location so as I said the ST when is that piece on the edge whether it be your home ranch campus or data centers gonna be there to guide the applications guide the users and devices to the right applications of wherever they may be as it could be in the cloud of communion data center it could be anywhere and then the key conversation thereafter for customers long-term architecture wise is where do I apply my security stack and the security spat consists of basic things like antivirus all right yes more detection capabilities even even response to Isis given that stack how much do I put in the edge how much do I put in my endpoint how much do I put my branch how much I put in my campus data center and cloud and then how do I maintain a policy a single policy across all of those and then now and again maybe I have to move that stack cross so that's going to be the key long term architecture question for enterprises as they move to a slightly different composition of workforce in different locations is hey I've got to make sure every edge that I have I identify and I secure when SP ran and then how do I apply the security stack cross all the diff tell great insight thanks for sharing that I want to get your take on now speaking of working at home you're also the CMO as well as the EVP of products which is a unique job because you can talk about any think when the cube we love it you had an event accelerate 2020 the folks watching go to the hashtag on Twitter hashtag accelerate 20 that's the hash tag you'll see a lot of the the pictures of the slides and some commentary I was laying down some tweets all the analysts were as well what are some of the highlights for you is a great presentation by the CEO you gave a talk and there's a lot of breakouts you had to do a digital event because you couldn't hold the physical event so you kind of had a shelter-in-place kind of and how did it go and what are some of the highlights yeah on the one side I was a bit sad you know we had or what we call accelerates arrange for this year in Barcelona and New York Mexico and San Jose we had to cancel war for them and I'm very quickly spin up a digital event a virtual event and you know we end up there's some initial targets around you know you know each of our physical events we get between two and three thousand and so we're thinking you know if we got to ten thousand this would be great we actually ended up with thirty thirty-two thousand or something like that registered and actually the percentage that showed off was even higher so we had over 20,000 people actually come online and go through our keynotes we built it so you go through the keynotes then you can go off to the painting what we call the breakouts for more detail we did verticals oh it did more technology sessions and so it's great and you know we tried our best to answer the questions online because these things are on demand we had three we had one for the u.s. one premiere and won't write back and so there was times but to get that sort of exposure to me is amazing twenty thousand people on there listening and it connects into another subject which is education and fun yet for some time as invested I would say you know my CEO says but I'll invest a bit more in education versus the marketing advertising budget now go okay okay that's that hey we'll work on that but education for us we announced a few weeks ago that education is now training is free for customers for everybody and we'd also been you know leading the way by providing free training for our partners now it's completely free for everybody we have something called the network security expert which goes from one to eight one and two of that are actually open to the public right now and if I go to the end of last year we had about two to three thousand people maybe a week come on and do the training obviously majority doing the NSC one courses you get further through to eight it's more technical last week we had over eighty thousand people we just think about those numbers incredible because people you know having more time let's do the training and finding is as they're doing this training going up the stack more quickly and they're able to implement their tools more quickly so training for us is just exploded off the map and I and there's a new reality of all the unemployment and also people are at home and there's a lot of job about the skill gap before in another cube conversation it's it's more apparent than ever and why not make it free give people some hope give them some tools to be successful there's demand yes and it's not you know it's not just them you know IT professionals are Ennis e1 is a foundational course and you'll see kids and students and universities doing it and so Ben Mars granddad's dad's doing it so we we're getting all sorts of comments and social media about the training you know our foundation great stuff has a great we'll put a plug on that when should we get that amplified for its really good stuff I got to ask you about the event one of the things I really like about the presentation was from your CEO and you gave one as well was the clarity around the vision of security and a couple of things that were notable to me was the confluence of the collision between networking and security and at the intersection of those two forces you have an accelerated integrated policy dynamic to me this is the heart of DevOps of what used to be in cloud being kind of applied to security you have data you got all kinds of new things emerging new patterns new signals that's security so you got to be you got to be fast you got to identify things so you guys are in this business that's one force and the other one was the billions of edges and this idea that there's no perimeter so it's everything's immersive so illustrate some points of validation on that from your standpoint is that how you guys are seeing it unfold in the future is that happening now can you give us a feeling for whether where we are and that those those kind of paradigms yeah good point so I think it's been happening it's happening now has been happening the future you know if you look at networking and our CEO Enzi talked about this and that networking hasn't really cheer outing and switching we go back to 2000 we had 100 mega under megabit now you have formed a gigabit but the basic function we haven't really changed that much securities different we've gone from a firewall and we add VPN then we at next-gen firewall then we had SSL inspection now we've added sd1 and so this collisions kind of an equal in that you know networking's sped ahead and firewalling is stayed behind because it's just got too many applications on that so the basic principle premise of the company of putting net is to build and bring that together so it's best of all accelerate the basic security network security functions so you can consolidate multiple functions on one system and then bring networking and security together a really good example of security where or nexium firewall where you can accelerate and so our security processing units and my analogy simple analogy is GPUs inside games where their GPU offloads CPU to allow rendering to happen very quick it's the same for us RSP use way of a network SPU and we have a Content SPU which all flows the CPU to allow a security and networking do it be accelerated work now coming to your second point about the perimeter I I'm not quite sure whether the perimeters disappear and the reason I say that is customer still goes they have firewalls on the front of the networks they have endpoint protection they have protection in the cloud so it's not that the perimeters disappeared it's just but much larger and so now the perimeters sitting across all your infrastructure your endpoints your in factories you got IOT devices you've got workloads in different powered and that means you need to look very carefully at those and give visibility initially and then apply the control that control maybe it's a ten-point security it may be SD mine at the edge it may be a compliance template in the cloud but you need visibility of all those edges which have been created with the perimeters reading across the image it's interesting you bring up a good point we always have kind of debates over beers on this on this topic you know the old model was mote you know get the castle and the gate but here the perimeter of the edge if you believe there's an edge and I do believe you find it perfectly the edge is a perimeter it's an endpoint right so it's a door into the internet so are the network so is the perimeter just an end adorn there's more doors right so or service yeah just think about it the castle would did multiple doors is the back everyone's the door there's this dozle someday and you have to define those H's and have visibility of them and that's why things like network access control know for you know zero trust network access is really important making sure you kind of look at the edge inside your way and so your data center and then it's like you powd what workloads are spinning off and what's the configuration and what's there what's from a data perspective right your recommendation and I'm a customer looking at my network I got compute I got edge devices and users I realized there's a billions of edges on my network now and the realities hit me I wasn't really being proactive on investing what do I do what's the PlayBook for me as I start to rethink that and what do I put into place how do I get going now I got to rethink it I now recognize I got full validation I got to manage this I got to do something what's your recommendation to me if I'm a customer the key to me is and I've had this conversation now for the last five years and it's getting louder and louder and that is I suppose I spend a lot of money on point solution point but even end point may have five point products on there and so they're getting to the conclusion it's just too hard to manage I can't find all the right people I get so many alerts from so many security systems I can't work out what's going on and the conversation now is how do I deploy a platform we call it the security fabric now I don't deploy that fabric across my network I'm not saying you should go from 30 vendors to one vendor that would be nice of course but I what I'm saying as you go from 30 vendors down to maybe five or six platform the platform's perform multiple functions it could be they're out there you attach a platform a designer platform just birth protector or a particular organization or part of the network and so the platform allows you then to build automation and the automation allows you to see things more quickly and react to things more quickly and do things without manual intervention the platform approach it's absolutely starting to resonate yes you've still got very very large customers who put everything into segments of a C's Exedra book most customers now moving towards a yeah I think you know as you see and again back to that collision with the end of the intersection we have integrated policies if you're gonna do any integration which is the data problem so we talk about all the time to a lot of different tools can create silos and there's a use case for that but also creates problematic situations I mean a platform gives you a much more robust capability to be adaptive to be real time to program and automate yeah it's it's it's an issue if you've got 30 vendors and just be honest it's also an issue in the industry so I mean networking the story kind of worked out how to work together you can use the same different vendor switches and routers and they roughly work together with cybersecurity they've all been deal you know built totally separately not to even work and that's why you've got these multiple layers you've got a product the security problem then this got its own analytics engine and manager then you've got a manager of managers and an analyzer of analyzers and the sim system and then a saw I mean just goes on it makes it so complex for people and that's why I think they look into something a bit more simplified but most importantly the platform must be friendly from a consumption model you must be able to do an appliance where you need to do virtual machine SAS cloud native container whatever it may be because that network has changed in those ages as those edges move you've got them to have a platform that adaptable to the consumption model require you know I had a great cartridge with Phil Quaid you see your seaso over there and we were chatting around you know this idea of I won't say customization but there's no one turnkey monolithic application it seems to these platforms tend to be enabling where the seaso trend is to have teams building ok and and and almost a customized but building software to automate to solve their use case for their outcome so enabling that is a trend we're seeing so I think you guys are on the right track there any comment on your take on this enabling platform is that something that you guys are seeing that CSIS is looking at more in-house development more use case focus because they have the data they got real-time they need to be building on a platform not told what they could do yeah I think you've always had this this network team trying to build things fast and open and the security team trying to post things down and make it more secure you know it becomes even more problematic if you kind of go to the cloud where you've got pockets a developer's kind of thing do things in the DevOps way really as fast as possible and sometimes the controls are not put in place in fact no the big as I said the biggest issue for the cloud is not so much you know malware it it's more about miss configuration that's why you're seeing the big breaches and that's more of a customer thing to do and so I think what the seaso is trying to do is make sure they apply the controls appropriately and again their job has become much harder now we've got all the multitude of endpoints that they didn't have before they've got now there when that's not just the closed MPLS network is old off different types of broadband 5 G's coming towards the end of this year next year as well the data centers may have decreased a bit but they've still got datacenter capacity and they're probably got 5 or 6 hours and 20 different SAS applications that put a deal with and they've got to deal with developers in there so it's a harder job for them and they need to melt or add those tools but come back to that single point of management great stuff John Madison CMO EVP great insight there it's almost a master class right there you laid it all out on what's going on a final question any change is what any other news updates on the four net front I know you guys got some answer I didn't see the breakouts of the session I had something else going on I think I've been walking dog and do some other things but you know being at home and to take care of things what's new what's what's out that people might have missed that's coming out of for today you're telling me you didn't have 60 hour a breakout on dedicated I don't think yeah we've you know we've have a lot going on you know we have a big R&D team here in North America and Canada and with a lot of products coming out this time of the year we bring out our 40 OS network operating system with 6.4 over 300 new features inside there including new orchestration systems for sp1 and then also we actually launched on network processor seven and the board gate already 200 F powered by four network processor sevens it's some system out there and provide over 800 gigs of fire or capacities but in bill V explain acceleration they can do things like elephant flows huge flows of data so there's always there's always new products coming out of 14 it sure those are the two big ones for this quarter you guys certainly are great interviews to talk to great a lot of expertise there final final question you know everyone every company's got their culture Moore's laws cadence of Moore's laws Intel faster cheaper smaller what's the for Annette culture if you had to kind of boil it down what's it you guys are always pushing great products out there all high quality I'll see security you got to be buttoned up and have good ops and controls but you still need to push the envelope and have stadia what's the culture if you had to kind of boil the culture down for Porter net what would it be that's always an interesting question and so the company's been going since 2000 okay the founders are still there NZ's CEO and Michael Z's the CTO and I think that one of the philosophies is that listen to the customer very closely because you can get distracted by shiny objects all over the place I want to go and do this oh yeah let's build this what about this and in the end the customer and and what they want may get lost and so we listen very closely we use you know we have a very high content of technology people who can translate the customer use case into what we should build and so I think that's the culture we have and maintain that so we're very close to our customers we've been building very quickly for them make sure it works it needs tweaking then we'll look at it again a very very customer driven always great to hear from the founders you guys had a great event accelerate 20 that's the hashtag some great highlights on Twitter some commentary there and of course go to Ford a net site to check out the replays Sean man so thanks for taking the time to share your insights here on the cube conversation I really appreciate it thank you okay it's cube concert here in Palo Alto we're bringing you all the interviews during this time we have our quarantine crew the cube is virtual we'll do whatever it takes to get the interviews out there and get the stories out there and the people behind the tech making it happen I'm John Fourier thanks for watching [Music]

>> Live from Las Vegas. It's the Cube covering Adobe Summit twenty nineteen brought to you by extension for interactive. >> Hey, welcome back it when Cube live coverage here in Las Vegas are doubly. Summit twenty nineteen. I'm John Murray with Jeffrey, my coz this week. Two days of wall to wall coverage. Our next guest is Glenn Hartman. North America lied for a censure Interactive. Thanks for joining us. Hey, thanks for having me. Great beer. So you guys are doing some great stuff around the creativity, peace, doing great customer experience. Implement taste. We have a great walk through from a lot of the folks from your organization. You're designing up ideas and products, delivering them and then operating them. Nice model. Yeah, thanks. Is that your business model that has network, What century? Interactives business model. I mean center and >> really about one thing. It's about creating, delivering and running the best experiences on the planet. We help our clients do that for their own customers. And when >> we talk about experience, a lot of people have different definitions for that, especially at the conference here. It's not necessarily an experience of a website or a mobile app or u X is people use it. It's really anyway, a brand engages with a customer. It's not just marketing. Either it could be sales or customer service loyalty. Anything anyway. A brand promise can be delivered. Teo to customers. One of things that I've noticed with you guys is that it's a talk track and thought leaders around a new creative and new creativity. And Toby honestly with software that they haven't now the cloud you're seeing in the marketplace. We saw this at Sundance two years ago. A new kind of creative is, um, organically coming into the marketplace with more channels to direct to consumer, whether it be to be or be to see you and now have new kinds of mechanisms to take product, whether it's APS or content or movies, You start to see this democratization really starting to happen. How is that changing? How you guys helped us is because now they now have new capability. They can tell their story in a different way. They have access to new kinds of channels that weren't there before. How is that changing the business, in your opinion, die in a profound way? So I mean, everybody knows that marking is inextricably linked >> to technology and data. Everybody knows that. But when >> we are thinking about the new, creative and own ways that you can tell stories and create experiences. We look at experience very differently. I mentioned before that it was all about all the different touch points in the ways people interact with the brand. But when we look at experience, we call it the Big E. And the biggie actually stands for empathy. And it's understanding how to define what a brand experience means to that customer and defining success in terms of that customer. And you know, Jeff and John, you guys air not to find by your data set or what you bought last week. You could be very different types of people in different situations and understanding ways to empathize with you in the moment and having experiences change in the moment and having creative play, a part of that and data play. A part of that is the big hot. It's a new way of looking at things, and the last part of that, too. And the big is about emotion. So when you have a big brand that has some emotional connection, you know you love this brand for an automotive or you love this hotel chain or there's some brand a connection you have. How do you have that connection flow through every touch? Point and data and technology can enable that. But it's really empathy and emotion. That's the driver. How do you get empathy and creativity to work together? Because you now have an accelerant with data you mentioned getting to know people's empathizing with them in the moment it's contextual. I could be having a great day or a bad day or driving my kids to school of whatever's going on with me. It certainly there might be some data out. How do you get the creativity and the empathy to work together in your mind? You see that appointment? That's the nice parties. More than ever, we have different data sets that can help us do that. Just give you a couple of examples. Um, instead of understanding how to market >> to someone so they'LL buy the next product on basing. That may be on their demographic, maybe basing it on their preferences. You've hear all these terms and marketing for years, and you can understand what they bought. >> Instead of understanding that, why don't we try and look and use data which you could easily do today to understand why they bought something so it could be something as simple as like a I don't know, Cpg example. Maybe have shampoo and you could say, Well, they bought these kinds of things before, So maybe they'LL buy that champion. But if they know that, you know, maybe Jeff is equal friendly are John. Maybe you're more into things that maybe you buy that shampoo because you care about animals and they know they don't test them on animals. Or maybe it's something more about experience that that particular shampoo won't make your daughter cry when you ship your her hair. And it helps that experience that that's the reason why it actually helps me. You're empathizing in the moment with something that is meaningful that you care >> about. It's not about a better deal or >> better price or some kind of feature. It's something actually about you more meaningful, much very meaningful interaction. Data set is that because there's no data before, is it more? There's more signals, potentially to get exposed to that, because that's a hard data points to get. I mean, to find the why is a holistic kind of perspective. It's true, but I mean, I think it's more of a mind set. The date is there, but the mind set has been different. Over time, people were looking to technology every buzz word in the world use big data and personalization. Aye, aye. And then now it's a I and machine learning and like, Well, that's great. And they're all wonderful enablers, as I said, but it has to be driven by empathy first. So it all starts. >> I mean, we've been saying this forever customer, centrist city and a customer >> concerts. But really, I mean, for real. If you start to use those data sets, aunt have the mindset has to be a c M. O. R. A brand manager is someone who actually it's advocating for the customer, and they're willing to say, No, I don't need big data. I don't need all the data. I need this gold nugget part so I can speak to John. >> It's interesting plate, as you say, the emotional part of the biggie. Also, I think it is the old Coke commercial, right raw one world together, and we all cry and there's some great McDonald's commercials, right when you talk about you think beyond that to the to the empathy. I can't help but think of kind of the whole purpose. Purpose driven, mission driven companies. You know, kids coming out of college want to work for mission driven, cos we heard it over and over. And the key notes, you know, we're not a product company, not even really a service company. But we're committed to two, an ideal to the mission. Beep. Be partners with us, be our customer. Let's have a relationship that goes so much deeper and longer than any particular transaction is that kind of that tied it, that that is a part of it? >> Absolutely. Now, the interesting thing of what you said is that people are >> tied to a purpose and maybe something that's meaningful in a broad sense, absolutely. And that's a wonderful place to start. And you can start to align products and services in that way, >> the way he talked about, like, shampoo and, you know, animal testing, right? Well, >> it's a good one, but the next one is really getting a little bit Mohr down to you. So I think all that is great, but really understand what you need in the moment, because what happens is it. Some of those things may change if you are shopping at a grocery store every >> Saturday for your family and you're used to doing down your attitude. There might be different then when >> you're shopping, when your kid is sick and you got pulled out of work and you got to get there to get the prescription, you're into speed and your stress in the moment they're versus. Maybe >> on Saturday you're like all try some new coupons and try some new things and go by. The little tasting >> station is actually behaviors that you want to understand in the moment. That is a big part of that as well. But the key thing to hear is, let's think of this when you deal with empathy. It's not just getting to know all those things. Even if it gets to that level, it's actually changing the way marketers think about talking to communicating and relating to customers even the language that they use. I mean, think of it >> today. I mean, >> still, people use marketers are their marketing to people. It's, uh, that's acquire customers. Let's convert wind developers over good. We don't win their helpers over. And what was the last time you guys were real excited about getting converted? Okay, it's not a fun experience, right? So if you even changed, I might send you say, Let's market with someone or let's let's help them. You actually create experiences that are useful and helpful not about conversion and not a business metric. But success is defined by the customer. How are you guys playing this? Because this is really kind of ties on multiple threads. I mean, the whole nother community angle to people belong to communities in context to their life. And they engage. And when they engage his emotional connection to a group of this and some cohorts is the worker. Thank you. Okay, groups. But they're friends and colleagues, or whatever could be you guys were. The point is, with customers, take us through a use case day in the life of empathy, deployed into how you guys do business with the big Branson and one of the success. How do you make it happen? What's the engagement look like? How does someone do this? So they just wake up one morning, say Okay, I'm gonna have more empathy. They also call you guys up. What happens? Like what? Take us through What? Certain evidence was made in the slide. I could give you >> a little bit of it. An example of how stars we've been talking a little bit more dramatically about sick kids and testing on pets and animals and things like that. Not testing the pets. Can you imagine? I'd really be >> horrible. But single graphic of the users individual personal things is hard, right? So? Well, I mean, the whole point of this is that when you really get into the mechanics of how this works, I'll give you an >> example. It's a little bit less dramatic. OK, so it's a telecommunications company. Telco company. That's selling. You guys know what? Triple play? Yeah. Okay, So you have It's >> a cable and a phone, right? All it's it's like a commodity product writers. There's no emotional thing necessarily. But in that game, if you can just optimize certain parts of the journey, you can make a big difference, right so way got a benign request from a marketer. Teo say, Listen, we do a lot of paid search. Can you help us with this one product? Just if you move it even like one percent, it would be significant to the company. But when? So okay, we'LL do that, >> and it worked out. We go in and help them do their >> search. But because we're thinking about experience in a broader sense for so well, let's let's do it more. Let's make them be able to transact or engage in multiple ways. Well, you could. You could sign up for the service to email. Or maybe there's click to call or click to chat. Or you could even walk into a branch and do it there. Maybe through the call centre, right? It's what's all that's working together on the channel, though fun words you want easy. You're leveraging >> different technologies to do it and people, >> so the way this worked was you were coming in through search and then eventually a lot of them were converting in the call center. So it was all working. And you think that's great? Well, it wasn't great to the company at all. They were very upset. The people that we're buying the media, we're really bummed because they couldn't get the attribution of the credit for the thing was in the call center. So they came over the great idea. They said, OK, take the phone number off and take the the click to call off and will force the >> customer to convert in. Our channel, of >> course, is a brilliant company with great people and rational thinking prevailed and they didn't do that. But they said, Well, what do we do? I said, Well, you're going to eat and multi attribution model to be able to help you do that, Okay, but that's not enough because you also need a new sales incentive and commission structure inside the call center because those people are getting pit on that. But since it's such a low commodity product, that's not gonna work to change. That's that's a new sales kind of thing, then you wait. They can't talk for another three seconds to that person because you'LL bring the margins on. You got to get him back. All the turtleneck just screwed up. That's right. So there's a new business process is now a new operating model whose skills to get him back into the general. So all of a sudden it's benign. Request from a marketing team taken, you optimize my paint search becomes new business transformation. Okay, now, because that brand manager had the guts to say I'm going to advocate for this customer. This customer wants to come in through this channel. They want to convert over here, and we're gonna actually change the operating model, the sales structure to call the sales lead. I had to call the CFO on the CEO, and we're gonna make this happen, Gonna change the way we do business on behalf of that customer. That is weight world, I could tell you we see this all the time and marketers all the time that there's so married to their website analytics funnel that that's all about who gets credit coded earls and the customer experience is a brutal. It's like I'm not here on other sites are all over the place. I don't really need to go the site every day, right? Somebody only go there when Otto and the thing we were talking about before. If you're grocery shopping >> and Europe's have set on Tuesday and you want to get off >> for your kid at versus the nice leisurely thing we talked about on the weekend, there's a whole nother set of outcomes in Cape Yas you have to deal with. If you went into that supermarket on Tuesday and they figured out a way to get you in and out fast and just get those two or three autumns, you need it for your kid. That's a failed trip. According to the grocery industry. You need to be in there longer they want, so you stay in the back. That's right. Totally. That breaks the whole model, but it's wonderful for you. You'LL shop there forever because of that experience, what you're getting at the Morrises air, changing the business models of cos that's the bottom line. You're at the center. That could be a driver for the transformation. That's it. Empathy. Is the driver Absolutely no. You need to have the emotional connection to all that stuff to help also internally see emos. I don't need to just be relevant and customers that need to be relevant to the enterprise. They need to be relevant to the CEO, Doc in seconds and hear the screaming and kicking and screaming right now. Glenn, that's great. But man, that's a heavy lift way could do it. How do you How do you get it? Because now I can see a cultural reaction. The antibodies will come out and attack that notion because it's scary because now, like, whoa, yeah, well, I mean, it is hard, but the good news is, is that we see, even at this conference, and a lot of our clients are coming over to do that this incremental ways to get there. But I'll make it simple. So the advantages are we said this new technology, new data that allow you to do some of this stuff right? That's great. And you can see a lot of them consolidating, right? A lot of the stacks all now have content and analytics and commerce and all that, and in this nice ways that they come together and that consolidation can help, and there's other ones that can handle different data sets, and that helps to his automation. And but the thing is that what people miss is one of the ways to accelerate this is add a human centered approach to how you actually create the experience internally. And what I mean is, it's not enough to consolidate the data and figure out that Gold nugget and not enough to do with technology have to do with humans. It's a human centered approach, so we're bringing in integrated teams of humans that are pulling all the stuff together. It's someone who understands strategy. Maybe someone understands creative when it hit me in the club, basically their prime in the pump getting it. But they will sit together. They sent to get the analytics. People sit next to the creative people. It's in next you people. They work on it as they designed the experience. You don't do a strategy project and then do a A road map and then do an R P for technology enabled Waterfall does not work, but it's beyond even waterfall versus algebra. This is actually taking humans and consolidate that thinking New skill sets at the center in like an incubator way to do pilots to do prototyping to do things. If you want to create that new experience that we're talking about in any of these cases, you gotta hand CMO some kind of thing that can bring to the team and say, Look, here's an app that would enable this or he has a pilot We could try without boiling the ocean toe, actually create an experience that would move the needle or whatever. Lame corporate analogy. Just make more money and get some decent results in Get a beachhead, just small eatery through it. Glenn. Great Insights. This is a great time. We'd love to get you back on the Cuban girl down, and it's kind of design thinking, combined with execution on the front lines with customers. Center the value proposition. Great conversation before we and just give a quick plug for the business. What's going on with a sensor Interactive? How's the business going? What are your goals? How many people are working there? What's the geography is looked like? Give us enough. Thanks for asking So essential Interactive is enjoying its third year as being listed by at H magazine, is the largest digital agency in the world on the fastest growing Wei have coverage and a truly integrated global delivery model that hits every part of the of every market. And we're so excited. Tio have this growth because it's a way to show that the market is truly interested and being experienced lead and the way we're defining experience. We're seeing more and more clients moving from some of these incremental changes to really >> try to put the customer at the center of what they're doing. And, you know, X Ensure Interactive believes in this model it is. It's very much in some ways way. Call it a new kind of provider, like an experience agency for lack of a better term. TTO help companies drive that transformation, and it's >> done with people and technology, and we're been on a tear recently. Most are growth is organic, but we also do lots and lots of acquisitions to make these capabilities come together. All the creativity and the design and the strategy and the techniques and the run of it is all in one integrated team, and that is very, very helpful when you're trying to do some of the things we've been talking about and you're you guys. I think I'm the right way. This customer wave is really, really because with digital customers air in charge, they control their data. They're now going to shift is happening. We're starting to see some visibility into it. It was going to impact the economics process and business models, so I think it's just beginning. Congratulations really is thanks. And we're so excited because some of the >> client successes it's truly transformational somethings. You got it. Carnival or Marriott or or Subway. I >> mean, it's a whole different >> kind of way of looking at experience, and it's >> really helping people. It's not just for its good for the business, but we're really changing people's lives and helping have experiences be meaningful. It's been wonderful and fun for us. Glenn, Thanks so much for sharing this insights here in the Cube. Hey, thanks for going the data Here live adobe summat. Twenty nineteen, Jumper, jefe Rick, Stay tuned for more coverage after this short break