>> From theCUBE Studios in Palo Alto and Boston, bringing you data-driven insights from theCUBE and ETR, this is Breaking Analysis with Dave Vellante. >> This past week we saw two of the Big 3 cloud providers present the latest update on their respective cloud visions, their business progress, their announcements and innovations. The content at these events had many overlapping themes, including modern cloud infrastructure at global scale, applying advanced machine intelligence, AKA AI, end-to-end data platforms, collaboration software. They talked a lot about the future of work automation. And they gave us a little taste, each company of the Metaverse Web 3.0 and much more. Despite these striking similarities, the differences between these two cloud platforms and that of AWS remains significant. With Microsoft leveraging its massive application software footprint to dominate virtually all markets and Google doing everything in its power to keep up with the frenetic pace of today's cloud innovation, which was set into motion a decade and a half ago by AWS. Hello and welcome to this week's Wikibon CUBE Insights, powered by ETR. In this Breaking Analysis, we unpack the immense amount of content presented by the CEOs of Microsoft and Google Cloud at Microsoft Ignite and Google Cloud Next. We'll also quantify with ETR survey data the relative position of these two cloud giants in four key sectors: cloud IaaS, BI analytics, data platforms and collaboration software. Now one thing was clear this past week, hybrid events are the thing. Google Cloud Next took place live over a 24-hour period in six cities around the world, with the main gathering in New York City. Microsoft Ignite, which normally is attended by 30,000 people, had a smaller event in Seattle, in person with a virtual audience around the world. AWS re:Invent, of course, is much different. Yes, there's a virtual component at re:Invent, but it's all about a big live audience gathering the week after Thanksgiving, in the first week of December in Las Vegas. Regardless, Satya Nadella keynote address was prerecorded. It was highly produced and substantive. It was visionary, energetic with a strong message that Azure was a platform to allow customers to build their digital businesses. Doing more with less, which was a key theme of his. Nadella covered a lot of ground, starting with infrastructure from the compute, highlighting a collaboration with Arm-based, Ampere processors. New block storage, 60 regions, 175,000 miles of fiber cables around the world. He presented a meaningful multi-cloud message with Azure Arc to support on-prem and edge workloads, as well as of course the public cloud. And talked about confidential computing at the infrastructure level, a theme we hear from all cloud vendors. He then went deeper into the end-to-end data platform that Microsoft is building from the core data stores to analytics, to governance and the myriad tooling Microsoft offers. AI was next with a big focus on automation, AI, training models. He showed demos of machines coding and fixing code and machines automatically creating designs for creative workers and how Power Automate, Microsoft's RPA tooling, would combine with Microsoft Syntex to understand documents and provide standard ways for organizations to communicate with those documents. There was of course a big focus on Azure as developer cloud platform with GitHub Copilot as a linchpin using AI to assist coders in low-code and no-code innovations that are coming down the pipe. And another giant theme was a workforce transformation and how Microsoft is using its heritage and collaboration and productivity software to move beyond what Nadella called productivity paranoia, i.e., are remote workers doing their jobs? In a world where collaboration is built into intelligent workflows, and he even showed a glimpse of the future with AI-powered avatars and partnerships with Meta and Cisco with Teams of all firms. And finally, security with a bevy of tools from identity, endpoint, governance, et cetera, stressing a suite of tools from a single provider, i.e., Microsoft. So a couple points here. One, Microsoft is following in the footsteps of AWS with silicon advancements and didn't really emphasize that trend much except for the Ampere announcement. But it's building out cloud infrastructure at a massive scale, there is no debate about that. Its plan on data is to try and provide a somewhat more abstracted and simplified solutions, which differs a little bit from AWS's approach of the right database tool, for example, for the right job. Microsoft's automation play appears to provide simple individual productivity tools, kind of a ground up approach and make it really easy for users to drive these bottoms up initiatives. We heard from UiPath that forward five last month, a little bit of a different approach of horizontal automation, end-to-end across platforms. So quite a different play there. Microsoft's angle on workforce transformation is visionary and will continue to solidify in our view its dominant position with Teams and Microsoft 365, and it will drive cloud infrastructure consumption by default. On security as well as a cloud player, it has to have world-class security, and Azure does. There's not a lot of debate about that, but the knock on Microsoft is Patch Tuesday becomes Hack Wednesday because Microsoft releases so many patches, it's got so much Swiss cheese in its legacy estate and patching frequently, it becomes a roadmap and a trigger for hackers. Hey, patch Tuesday, these are all the exploits that you can go after so you can act before the patches are implemented. And so it's really become a problem for users. As well Microsoft is competing with many of the best-of-breed platforms like CrowdStrike and Okta, which have market momentum and appear to be more attractive horizontal plays for customers outside of just the Microsoft cloud. But again, it's Microsoft. They make it easy and very inexpensive to adopt. Now, despite the outstanding presentation by Satya Nadella, there are a couple of statements that should raise eyebrows. Here are two of them. First, as he said, Azure is the only cloud that supports all organizations and all workloads from enterprises to startups, to highly regulated industries. I had a conversation with Sarbjeet Johal about this, to make sure I wasn't just missing something and we were both surprised, somewhat, by this claim. I mean most certainly AWS supports more certifications for example, and we would think it has a reasonable case to dispute that claim. And the other statement, Nadella made, Azure is the only cloud provider enabling highly regulated industries to bring their most sensitive applications to the cloud. Now, reasonable people can debate whether AWS is there yet, but very clearly Oracle and IBM would have something to say about that statement. Now maybe it's not just, would say, "Oh, they're not real clouds, you know, they're just going to hosting in the cloud if you will." But still, when it comes to mission-critical applications, you would think Oracle is really the the leader there. Oh, and Satya also mentioned the claim that the Edge browser, the Microsoft Edge browser, no questions asked, he said, is the best browser for business. And we could see some people having some questions about that. Like isn't Edge based on Chrome? Anyway, so we just had to question these statements and challenge Microsoft to defend them because to us it's a little bit of BS and makes one wonder what else in such as awesome keynote and it was awesome, it was hyperbole. Okay, moving on to Google Cloud Next. The keynote started with Sundar Pichai doing a virtual session, he was remote, stressing the importance of Google Cloud. He mentioned that Google Cloud from its Q2 earnings was on a $25-billion annual run rate. What he didn't mention is that it's also on a 3.6 billion annual operating loss run rate based on its first half performance. Just saying. And we'll dig into that issue a little bit more later in this episode. He also stressed that the investments that Google has made to support its core business and search, like its global network of 22 subsea cables to support things like, YouTube video, great performance obviously that we all rely on, those innovations there. Innovations in BigQuery to support its search business and its threat analysis that it's always had and its AI, it's always been an AI-first company, he's stressed, that they're all leveraged by the Google Cloud Platform, GCP. This is all true by the way. Google has absolutely awesome tech and the talk, as well as his talk, Pichai, but also Kurian's was forward thinking and laid out a vision of the future. But it didn't address in our view, and I talked to Sarbjeet Johal about this as well, today's challenges to the degree that Microsoft did and we expect AWS will at re:Invent this year, it was more out there, more forward thinking, what's possible in the future, somewhat less about today's problem, so I think it's resonates less with today's enterprise players. Thomas Kurian then took over from Sundar Pichai and did a really good job of highlighting customers, and I think he has to, right? He has to say, "Look, we are in this game. We have customers, 9 out of the top 10 media firms use Google Cloud. 8 out of the top 10 manufacturers. 9 out of the top 10 retailers. Same for telecom, same for healthcare. 8 out of the top 10 retail banks." He and Sundar specifically referenced a number of companies, customers, including Avery Dennison, Groupe Renault, H&M, John Hopkins, Prudential, Minna Bank out of Japan, ANZ bank and many, many others during the session. So you know, they had some proof points and you got to give 'em props for that. Now like Microsoft, Google talked about infrastructure, they referenced training processors and regions and compute optionality and storage and how new workloads were emerging, particularly data-driven workloads in AI that required new infrastructure. He explicitly highlighted partnerships within Nvidia and Intel. I didn't see anything on Arm, which somewhat surprised me 'cause I believe Google's working on that or at least has come following in AWS's suit if you will, but maybe that's why they're not mentioning it or maybe I got to do more research there, but let's park that for a minute. But again, as we've extensively discussed in Breaking Analysis in our view when it comes to compute, AWS via its Annapurna acquisition is well ahead of the pack in this area. Arm is making its way into the enterprise, but all three companies are heavily investing in infrastructure, which is great news for customers and the ecosystem. We'll come back to that. Data and AI go hand in hand, and there was no shortage of data talk. Google didn't mention Snowflake or Databricks specifically, but it did mention, by the way, it mentioned Mongo a couple of times, but it did mention Google's, quote, Open Data cloud. Now maybe Google has used that term before, but Snowflake has been marketing the data cloud concept for a couple of years now. So that struck as a shot across the bow to one of its partners and obviously competitor, Snowflake. At BigQuery is a main centerpiece of Google's data strategy. Kurian talked about how they can take any data from any source in any format from any cloud provider with BigQuery Omni and aggregate and understand it. And with the support of Apache Iceberg and Delta and Hudi coming in the future and its open Data Cloud Alliance, they talked a lot about that. So without specifically mentioning Snowflake or Databricks, Kurian co-opted a lot of messaging from these two players, such as life and tech. Kurian also talked about Google Workspace and how it's now at 8 million users up from 6 million just two years ago. There's a lot of discussion on developer optionality and several details on tools supported and the open mantra of Google. And finally on security, Google brought out Kevin Mandian, he's a CUBE alum, extremely impressive individual who's CEO of Mandiant, a leading security service provider and consultancy that Google recently acquired for around 5.3 billion. They talked about moving from a shared responsibility model to a shared fate model, which is again, it's kind of a shot across AWS's bow, kind of shared responsibility model. It's unclear that Google will pay the same penalty if a customer doesn't live up to its portion of the shared responsibility, but we can probably assume that the customer is still going to bear the brunt of the pain, nonetheless. Mandiant is really interesting because it's a services play and Google has stated that it is not a services company, it's going to give partners in the channel plenty of room to play. So we'll see what it does with Mandiant. But Mandiant is a very strong enterprise capability and in the single most important area security. So interesting acquisition by Google. Now as well, unlike Microsoft, Google is not competing with security leaders like Okta and CrowdStrike. Rather, it's partnering aggressively with those firms and prominently putting them forth. All right. Let's get into the ETR survey data and see how Microsoft and Google are positioned in four key markets that we've mentioned before, IaaS, BI analytics, database data platforms and collaboration software. First, let's look at the IaaS cloud. ETR is just about to release its October survey, so I cannot share the that data yet. I can only show July data, but we're going to give you some directional hints throughout this conversation. This chart shows net score or spending momentum on the vertical axis and overlap or presence in the data, i.e., how pervasive the platform is. That's on the horizontal axis. And we've inserted the Wikibon estimates of IaaS revenue for the companies, the Big 3. Actually the Big 4, we included Alibaba. So a couple of points in this somewhat busy data chart. First, Microsoft and AWS as always are dominant on both axes. The red dotted line there at 40% on the vertical axis. That represents a highly elevated spending velocity and all of the Big 3 are above the line. Now at the same time, GCP is well behind the two leaders on the horizontal axis and you can see that in the table insert as well in our revenue estimates. Now why is Azure bigger in the ETR survey when AWS is larger according to the Wikibon revenue estimates? And the answer is because Microsoft with products like 365 and Teams will often be considered by respondents in the survey as cloud by customers, so they fit into that ETR category. But in the insert data we're stripping out applications and SaaS from Microsoft and Google and we're only isolating on IaaS. The other point is when you take a look at the early October returns, you see downward pressure as signified by those dotted arrows on every name. The only exception was Dell, or Dell and IBM, which showing slightly improved momentum. So the survey data generally confirms what we know that AWS and Azure have a massive lead and strong momentum in the marketplace. But the real story is below the line. Unlike Google Cloud, which is on pace to lose well over 3 billion on an operating basis this year, AWS's operating profit is around $20 billion annually. Microsoft's Intelligent Cloud generated more than $30 billion in operating income last fiscal year. Let that sink in for a moment. Now again, that's not to say Google doesn't have traction, it does and Kurian gave some nice proof points and customer examples in his keynote presentation, but the data underscores the lead that Microsoft and AWS have on Google in cloud. And here's a breakdown of ETR's proprietary net score methodology, that vertical axis that we showed you in the previous chart. It asks customers, are you adopting the platform new? That's that lime green. Are you spending 6% or more? That's the forest green. Is you're spending flat? That's the gray. Is you're spending down 6% or worse? That's the pinkest color. Or are you replacing the platform, defecting? That's the bright red. You subtract the reds from the greens and you get a net score. Now one caveat here, which actually is really favorable from Microsoft, the Microsoft data that we're showing here is across the entire Microsoft portfolio. The other point is, this is July data, we'll have an update for you once ETR releases its October results. But we're talking about meaningful samples here, the ends. 620 for AWS over a thousand from Microsoft in more than 450 respondents in the survey for Google. So the real tell is replacements, that bright red. There is virtually no churn for AWS and Microsoft, but Google's churn is 5x, those two in the survey. Now 5% churn is not high, but you'd like to see three things for Google given it's smaller size. One is less churn, two is much, much higher adoption rates in the lime green. Three is a higher percentage of those spending more, the forest green. And four is a lower percentage of those spending less. And none of these conditions really applies here for Google. GCP is still not growing fast enough in our opinion, and doesn't have nearly the traction of the two leaders and that shows up in the survey data. All right, let's look at the next sector, BI analytics. Here we have that same XY dimension. Again, Microsoft dominating the picture. AWS very strong also in both axes. Tableau, very popular and respectable of course acquired by Salesforce on the vertical axis, still looking pretty good there. And again on the horizontal axis, big presence there for Tableau. And Google with Looker and its other platforms is also respectable, but it again, has some work to do. Now notice Streamlit, that's a recent Snowflake acquisition. It's strong in the vertical axis and because of Snowflake's go-to-market (indistinct), it's likely going to move to the right overtime. Grafana is also prominent in the Y axis, but a glimpse at the most recent survey data shows them slightly declining while Looker actually improves a bit. As does Cloudera, which we'll move up slightly. Again, Microsoft just blows you away, doesn't it? All right, now let's get into database and data platform. Same X Y dimensions, but now database and data warehouse. Snowflake as usual takes the top spot on the vertical axis and it is actually keeps moving to the right as well with again, Microsoft and AWS is dominant in the market, as is Oracle on the X axis, albeit it's got less spending velocity, but of course it's the database king. Google is well behind on the X axis but solidly above the 40% line on the vertical axis. Note that virtually all platforms will see pressure in the next survey due to the macro environment. Microsoft might even dip below the 40% line for the first time in a while. Lastly, let's look at the collaboration and productivity software market. This is such an important area for both Microsoft and Google. And just look at Microsoft with 365 and Teams up into the right. I mean just so impressive in ubiquitous. And we've highlighted Google. It's in the pack. It certainly is a nice base with 174 N, which I can tell you that N will rise in the next survey, which is an indication that more people are adopting. But given the investment and the tech behind it and all the AI and Google's resources, you'd really like to see Google in this space above the 40% line, given the importance of this market, of this collaboration area to Google's success and the degree to which they emphasize it in their pitch. And look, this brings up something that we've talked about before on Breaking Analysis. Google doesn't have a tech problem. This is a go-to-market and marketing challenge that Google faces and it's up against two go-to-market champs and Microsoft and AWS. And Google doesn't have the enterprise sales culture. It's trying, it's making progress, but it's like that racehorse that has all the potential in the world, but it's just missing some kind of key ingredient to put it over at the top. It's always coming in third, (chuckles) but we're watching and Google's obviously, making some investments as we shared with earlier. All right. Some final thoughts on what we learned this week and in this research: customers and partners should be thrilled that both Microsoft and Google along with AWS are spending so much money on innovation and building out global platforms. This is a gift to the industry and we should be thankful frankly because it's good for business, it's good for competitiveness and future innovation as a platform that can be built upon. Now we didn't talk much about multi-cloud, we haven't even mentioned supercloud, but both Microsoft and Google have a story that resonates with customers in cross cloud capabilities, unlike AWS at this time. But we never say never when it comes to AWS. They sometimes and oftentimes surprise you. One of the other things that Sarbjeet Johal and John Furrier and I have discussed is that each of the Big 3 is positioning to their respective strengths. AWS is the best IaaS. Microsoft is building out the kind of, quote, we-make-it-easy-for-you cloud, and Google is trying to be the open data cloud with its open-source chops and excellent tech. And that puts added pressure on Snowflake, doesn't it? You know, Thomas Kurian made some comments according to CRN, something to the effect that, we are the only company that can do the data cloud thing across clouds, which again, if I'm being honest is not really accurate. Now I haven't clarified these statements with Google and often things get misquoted, but there's little question that, as AWS has done in the past with Redshift, Google is taking a page out of Snowflake, Databricks as well. A big difference in the Big 3 is that AWS doesn't have this big emphasis on the up-the-stack collaboration software that both Microsoft and Google have, and that for Microsoft and Google will drive captive IaaS consumption. AWS obviously does some of that in database, a lot of that in database, but ISVs that compete with Microsoft and Google should have a greater affinity, one would think, to AWS for competitive reasons. and the same thing could be said in security, we would think because, as I mentioned before, Microsoft competes very directly with CrowdStrike and Okta and others. One of the big thing that Sarbjeet mentioned that I want to call out here, I'd love to have your opinion. AWS specifically, but also Microsoft with Azure have successfully created what Sarbjeet calls brand distance. AWS from the Amazon Retail, and even though AWS all the time talks about Amazon X and Amazon Y is in their product portfolio, but you don't really consider it part of the retail organization 'cause it's not. Azure, same thing, has created its own identity. And it seems that Google still struggles to do that. It's still very highly linked to the sort of core of Google. Now, maybe that's by design, but for enterprise customers, there's still some potential confusion with Google, what's its intentions? How long will they continue to lose money and invest? Are they going to pull the plug like they do on so many other tools? So you know, maybe some rethinking of the marketing there and the positioning. Now we didn't talk much about ecosystem, but it's vital for any cloud player, and Google again has some work to do relative to the leaders. Which brings us to supercloud. The ecosystem and end customers are now in a position this decade to digitally transform. And we're talking here about building out their own clouds, not by putting in and building data centers and installing racks of servers and storage devices, no. Rather to build value on top of the hyperscaler gift that has been presented. And that is a mega trend that we're watching closely in theCUBE community. While there's debate about the supercloud name and so forth, there little question in our minds that the next decade of cloud will not be like the last. All right, we're going to leave it there today. Many thanks to Sarbjeet Johal, and my business partner, John Furrier, for their input to today's episode. Thanks to Alex Myerson who's on production and manages the podcast and Ken Schiffman as well. Kristen Martin and Cheryl Knight helped get the word out on social media and in our newsletters. And Rob Hof is our editor in chief over at SiliconANGLE, who does some wonderful editing. And check out SiliconANGLE, a lot of coverage on Google Cloud Next and Microsoft Ignite. Remember, all these episodes are available as podcast wherever you listen. Just search Breaking Analysis podcast. I publish each week on wikibon.com and siliconangle.com. And you can always get in touch with me via email, david.vellante@siliconangle.com or you can DM me at dvellante or comment on my LinkedIn posts. And please do check out etr.ai, the best survey data in the enterprise tech business. This is Dave Vellante for the CUBE Insights, powered by ETR. Thanks for watching and we'll see you next time on Breaking Analysis. (gentle music)

>> All right, we'll be back in a moment. We'll have Stephen Manly, the CTO, and Anjan Srinivas, the GM and VP of Product Management will join me. You're watching theCUBE, the leader in high tech enterprise coverage. >> Ransomware is top of mind for everyone. The attacks are becoming more frequent and more sophisticated. It's a problem you can't solve alone anymore. Ransomware is built to exploit weaknesses in your backup solution, destroying data and your last line of defense. With many vendors, it can take a lot of effort and configuration to ensure your backup environment is secure. Criminals also know that it's easy to fall behind on best practices like vulnerability scans, patches and updates. In fact, 42% of vulnerabilities are exploited after a patch has been released. After an attack, recovery can be a long and manual process that still may not restore clean or complete data. The good news is that you can keep your data safe and recover faster with the Druva data resiliency cloud on your side. The Druva platform functions completely in the cloud with no hardware, software, operating system, or complex configurations. Which means there are none of the weaknesses that ransomware commonly uses to attack backups. Our software is a service model delivers 24/7 365 fully managed security operations for your backup environment. We handle all the vulnerability scans, patches and upgrades for you. Druva also makes zero trust security easy with built in multi-factor authentication, single sign on and roll based access controls. In the event of an attack, Druva helps you stop the spread of ransomware and quickly understand what went wrong with built in access insights and anomaly detection. Then you can use industry first tools and services to automate the recovery of clean unencrypted data from the entire timeframe of the attack. Cyber attacks are a major threat, but you can make protection and recovery easy with Druva. (upbeat music) >> Welcome back everyone to theCUBE special presentation with Druva on Why Ransomware Isn't Your Only Problem. I'm John Furrier, host of theCUBE. Our next guest are Stephen Manly's, Chief Technology Officer of Druva and Anjan Srinivas, who is the general manager and Vice President of Product Management at Druva. Gentleman, you got the keys to the kingdom, the technology, ransomware, data resilience. This is the topic the IDC white paper that you guys put together with IDC really kind of nails it out. I want to get into it right away. Welcome to this segment, I really appreciate it. Thanks for coming on. >> Great to be here John. >> So what's your thoughts on the survey's conclusion, obviously, the resilience is huge. Ransomware continues to thunder away at businesses and causes a lot of problems. Disruption, I mean, it's endless ransomware problems. What's your thoughts on the conclusion? >> So I'll say the thing that pops out to me is on the one hand everybody who sees the survey, who reads it's is going to say, well, that's obvious. Of course, ransomware continues to be a problem. Cyber resilience is an issue that's plaguing everybody. But I think when you dig deeper and there's a lot of subtleties to look into. But one of the things that I hear on a daily basis from the customers is it's because the problem keeps evolving. It's not as if the threat was a static thing to just be solved and you're done. Because the threat keeps evolving, it remains top of mind for everybody because it's so hard to keep up with what's happening in terms of the attacks. >> And I think the other important thing to note, John, is that people are grappling with this ransomware attack all of a sudden where they were still grappling with a lot of legacy in their own environment. So they were not prepared for the advanced techniques that these ransomware attackers were bringing to market. It's almost like these ransomware attackers had a huge leg up in terms of technology that they had in their favor while keeping the lights on was keeping it ideally from all the tooling that needed to do. A lot of people are even still wondering when that happens next time what do I even do? So clearly not very surprising. Clearly I think it's here to stay. And I think as long as people don't retool for a modern era of data management, this is going to stay this way. >> Yeah, I mean, I hear this whole time in our CUBE conversations with practitioners. It's kind of like the security program, give me more tools I'll buy anything that comes in the market, I'm desperate. There's definitely attention, but it doesn't seem like people are satisfied with the tooling that they have. Can you guys share kind of your insights into what's going on in the product side because people claim that they have tools at fine points of recovery opportunities but they can't get there. So it seems to be that there's a confidence problem here in the market. How do you guys see that? Because I think this is where the rubber meets the road with ransomware 'cause it is a moving train, it's always changing but it doesn't seem as confidence. Can you guys talk about that? What's your reaction? >> Yeah, let me jump in first and Stephen can add to it. What happens is I think this is a panic buying and they have accumulated this tooling now just because somebody said it could solve your problem. But they haven't had a chance to take a relook from a ground up perspective to see where are the bottlenecks, where are the vulnerabilities and which tooling set needs to lie where, where does the logic need to reside. And what at Druva of we are watching people do and people do it successfully, is that as they have adopted Druva technology which is ground up built for the cloud, and really built in a way which is driven at a data insight level where we have people even monitoring our service for anomalies and activities that are suspicious. We know where we need to play a role in really kind of mitigating this ransomware. And then there is a whole plethora of ecosystem players that kind of combine to really really finish the story so to say, right? So I think this has been a panic buying situation. This is like, get me any help you can give me. And I think as this settles down and people really understand that longer term as they really build out a true defense mechanism, they need to think really ground up. They will start to really see the value of technologies like Druva and try to identify the right set of ecosystem to really bring together to solve it meaningfully. >> I was going to say I mean, one of the really interesting things in this survey for me and for a moment, little more than a moment it made me think was the large number of respondents who said, I've got a really efficient well run back up environment. Who then on basically the next question said, and I have no confidence that I can recover from a ransomware attack. And you scratch your head and you think, well, if your backup environment is so good, why do you have such low confidence? And I think that's the moment when we dug deeper and we realized, if you've got a traditional architecture and let's face it, the disbase architecture has been around for almost two decades now in terms of disbased backup. You can have that tune to the help, that can be running as efficiently as you want it. But it was built before the ransomware attacks, before all these cyber issues really started hitting companies. And so I have this really well run traditional backup environment that is not at all built for these modern threat vectors. And so that's really why customers are saying, I'm doing the best I can, but as Anjan pointed out, the architecture, the tooling isn't there to support what problems I need to solve today. >> Well, that's a great point. And before we get into the customer side I want to get to in second. I interviewed Jaspreet, the founded and CEO many years ago even before the pandemic and you mentioned modern. You guys have always had the cloud with Druva, this is huge. Now that you're past the pandemic, what is that modern cloud edge that you guys have? Because that's a great point. A lot of stuff was built kind of back up and recovery bolted on, not really kind of designed into the current state of the infrastructure and the cloud native application modern environment we're seeing right now is a huge issue. >> I think to me there's three things that come up over and over and over again as we talk to people in terms of being built in cloud, being cloud native, why isn't an advantage? The first one is security and ransomware. And we can go deeper but the most obvious one that always comes up is every single backup you do with Druva is air gapped, offsite, managed under a separate administrative domain so that you're not retrofitting any sort of air gap network and buying another appliance or setting up your own cloud environment to manage this. Every backup is ransomware protected, guaranteed. I think the second advantage is the scalability. And this certainly plays into account as your business grows or in some cases as you shrink or repurpose workloads you're only paying for what you use. But it also plays a big role again when you start thinking of ransomware recoveries because we can scale your recovery in cloud on premises as much or as little as you want. And then I think the third one is we're seeing basically things evolving, new workloads, data sprawl, new threat vectors. And one of the nice parts of being SaaS service in the cloud is you're able to roll out new functionality every two weeks and there's no upgrade cycle, there's no waiting. The customer doesn't have to say, wow, I need it six months in the lab before I upgrade it and it's an 18 month, 24 month cycle before the functionality releases. You're getting it every two weeks and it's backed by Druva to make sure it works. >> That says it. Anjan, you got the product side, it's a challenging job 'cause you have so many customers asking for things probably on the roadmap you probably go hour for that one. But I want to get your thoughts on what you're hearing and seeing from customers. we just reviewed the IDC with Phil. How are you guys responding to your customer's needs? Because it seems that it's highly accelerated probably on the feature request, but also structurally as as ransomware continues to evolve. What are you hearing, what's the key customer need? How are you guys responding? >> Yeah, actually I have two things that I hear very clearly when I talk to customers. One, I think after listening to their security problems and their vulnerability challenges because we see customers and help customers who are getting challenged by ransomware on a weekly basis. And what I find that this problem is not just a technology problem, it's an operating model problem. So in order to really secure themselves, they need a security operating model and a lot of them haven't figured out that security operating model in totality. Now, where we come in as Druva is that we are providing them the cloud operating model and a data protection operating model combined with a data insights operating model which all fit into their overall security operating model that they are really owning and they need to manage and operate. Because this is just not about a piece of technology. On top of that, I think our customers are getting challenged by all the same challenges of not just spending time on keeping the lights on, but innovating faster with less. And that has been this age old problem, do more with less. But in this whole, they're like trying to innovate we're in the middle of the war so to say, right? The war is happening, they're getting attacked, but there's also net new shadow IT challenges that's forcing them to make sure that they can manage all the new applications that are getting developed in the cloud. There is thousands of SaaS applications that they're consuming not knowing which data is critical to their success and which ones to protect and govern and secure. So all of these things are coming at them at 100 miles per hour while they're just trying to live one day at a time. And unless they really develop this overall security operating model helped by cloud native technologies like Druva that is really providing them a true cloud native model of really giving like a touchless and an invisible protection infrastructure not just beyond backups, beyond just the data protection that we all know of into this kind of this mindset of kind of being able to look at where each of those functionalities need to lie. That's where I think they're grappling with. Now Druva is clearly helping them with keep up to pace with the public cloud innovations that they need to do and how to protect data. We just launched our EC2 offering to protect EC2 virtual machines back in AWS. And we are going to be continuing to evolve that to further many services that public cloud software 'cause our customers are really kind of consuming them at breakneck speed. >> So the new workloads, the new security capabilities. Love that, good call out there. Stephen there's still the issue of the disruption side of it. You guys have a guarantee, there's a cost to ownership as you get more tools. Can you talk about that angle of it? Because you got new workloads, you got the new security needs, what's the disruption impact? Because you won't avoid that, how much is it going to cost you? And you guys have this guarantee, can you explain that? >> Yeah, absolutely. So Druva launched our $10 million data resiliency guarantee. And for us, there were really two key parts to this. The first obviously is $10 million means that, again, we're willing to put our money where our mouth is and that's a big deal, right? That we're willing to back this with the guarantee. But then the second part and this is the part that I think reflects that sort of model that Anjan was talking about. We sort of look at this and we say, the goal of Druva is to do the job of protecting and securing your data for you. So that you as a customer don't have to do it anymore. And so the guarantee actually protects you against multiple types of risks all with SLAs. So everything from your data is going to be recoverable in the case of a ransomware attack. Okay, that's good. Of course, for it to be recoverable we're also guaranteeing your backup success rate. We're also guaranteeing the availability of the service. We're guaranteeing that the data that we're storing for you can't be compromised or leaked externally. And we're guaranteeing the long term durability of the data so that if you back up with us today and you need to recover it 30 years from now, that data is going to be recovered. So we wanted to really attack the end to end risks that affect our customers. Cybersecurity is a big deal but it is not the only problem out there. And the only way for this to work is to have a service that can provide you SLAs across all of the risks because that means, again, as a SaaS vendor, we're doing the job for you so you're buying results as opposed to technology. >> That's great point. Ransomware isn't the only problem, that's the title of this presentation. But it's a big one and people concerned about it so great stuff. And the last five minutes guys if you don't mind, I'd love to have you share what's on the horizon for Druva. You mentioned the new workloads Anjan, you mentioned this new security hearing shift left, DevOps is now the developer model, they're running IT. Yet data and security teams now stepping in and trying to be as high velocity as possible for the developers and enterprises. What's on the horizon for Druva? What trends is the company watching and how are you guys putting that together to stay ahead in the marketplace and the competition? >> I think listening to our customers, what we realize is they need help with the public cloud number one. I think that's a big wave of consumption. People are consolidating their data centers moving to the public cloud. They need help in expanding data protection which becomes the basis of a lot of the security operating model that I talked about. They need that first from Druva before they can start to get into much more advanced level of insights and analytics on that data to protect themselves and secure themselves and do interesting things with that data. So we are expanding our coverage on multiple fronts there. The second key thing is to really bring together a very insightful presentation layer which I think is very unique to Druva because only we can look at multiple tenants, multiple customers because we are a SaaS vendor. And look at insights and give them best practices and guidances and analytics that nobody else can give. There's no silo anymore because we are able to take a good big vision view and now help our customers with insights that otherwise that information map is completely missing. So we are able to guide them down a path where they can optimize which workloads need what kind of protection and then how to secure them. So that is the second level of insights and analytics that we are building. And there's a whole plethora of security offerings that we are going to build all the way from a feature level where we have things like recycle bin that's already available to our customers today to prevent any anomalous behavior and attacks that would delete their backups and then they still have a way to recover from it. But also things to curate and get back to that point in time where it is safe to recover and help them with a sandbox which they can recover confidently knowing it's not going to jeopardize them again and reinfect the whole environment again. So there's a whole bunch of things coming, but the key themes are public cloud, data insights and security. And that's where my focus is to go and get those features delivered. And Stephen can add a few more things around services that Stephen is looking to build and launch. >> Sure. So John, I think one of the other areas that we see just an enormous groundswell of interest. So public cloud is important, but there are more and more organizations that are running hundreds if not thousands of SaaS applications. And a lot of those SaaS applications have data. So there's the obvious things like Microsoft 365, Google Workspace, but we're also seeing a lot of interest in protecting Salesforce. Because if you think about it, if someone deletes some really important records in Salesforce, that's actually kind of the record of your business. And so we're looking at one more SaaS application protection and really getting deep in that application awareness. It's not just about backup and recovery. When you look at something like a Salesforce or something like a Microsoft 365, you do want to look into sandboxing, you want to look into long term archival. Because this is the new record of the business, what used to be in your on-premises databases that all lives in cloud and SaaS applications now. So that's a really big area of investment for us. The second one, just to echo what Anjan said is, one of the great things of being a SaaS provider is I have metadata that spans across thousands of customers and tens of billions of backups a year. And I'm tracking all sorts of interesting information that is going to enable us to do things like make backups more autonomous. So that customers, again, I want to do the job for them, we'll do all the tuning, we'll do all the management for them. To be able to better detect ransomware attacks, better respond to ransomware attacks because we're seeing across the globe. And then of course, being able to give them more insight into what's happening in their data environment so they can get a better security posture before any attack happens. Because let's face it, if you can set your data up more cleanly, you're going to be a lot less worried and a lot less exposed when that attack happens. So we want to be able to again, cover those SaaS applications in addition to the public cloud. And then we want to be able to use our metadata and use our analytics and use this massive pipeline we've got to deliver value to our customers. Not just charts and graphs, but actual services that enable them to focus their attention on other parts of the business. >> That's great stuff, Anjan. >> And remember John, I think all this while keeping things really easy to consume, consumer grade UI, APIs. And during the power of SaaS as a service simplicity to kind of continue on amongst kind of keeping these complex technologies together. >> Anjan, that's a great call out. I was going to mention ease of use and self-service, big part of the developer and IT experience expected it's a table stakes, love the analytic angle. I think that brings the scale to the table and faster time to value to get to learn best practices. But at the end of the day, automation, cross cloud protection and security to protect and recover. This is huge and this is a big part of not only just protecting against ransomware and other things, but really being fast and being agile. So really appreciate the insights. Thanks for sharing on this segment, really under the hood and really kind of the value of the product. Thanks for coming on, appreciate it. >> Thank you very much. >> Okay, there it is. You got the experts talk about the hood, the product, the value, the future of what's going on with Druva and the future of cloud native protecting and recovering. This is what it's all about. It's not just ransomware they have to worry about. In a moment, Dave Allante will give you some closing thoughts on the subject here. You're watching theCUBE, the leader in high tech enterprise coverage. >> As organizations migrate their business processes to multi-cloud environments, they still face numerous threats and risks of data loss. With a growing number of cloud platforms and fragmented applications, it leads to an increase in data silos, sprawl and management complexity. As workloads become more diverse, it's challenging to effectively manage data growth, infrastructure, and resource costs across multiple cloud deployments. Using numerous backup vendor solutions for multiple cloud platforms can lead to management complexity. More importantly, the lack of centralized visibility and control can leave you exposed to security vulnerabilities, including ransomware that can cripple your business. The Druva data resiliency cloud is the only 100% SaaS data resiliency platform that provides centralized, secure air gapped and immutable backup and recovery. With Druva, your data is safe with multiple layers of protection and is ready for fast recovery from cyber attacks, data corruption, or accidental data loss. Through a simple, easy to manage platform, you can seamlessly protect fragmented, diverse data at scale, across public clouds and your business critical SaaS applications. Druva is the only 100% SaaS vendor that can manage, govern, and protect data across multiple clouds and business critical SaaS applications. It supports not just backup up and recovery, but also data resiliency across high value use cases such as e-discovery, sensitive data governance, ransomware and security. No other vendor can match Druva for customer experience, infinite scale, storage optimization, data immutability and ransomware protection. The Druva data resiliency cloud, your data always safe, always ready. Visit druva.com today to schedule a free demo. (upbeat music) >> One of the big takeaways from today's program is that in the scramble to keep business flowing over the past two plus years, a lot of good technology practices have been put into place. But there's much more work to be done, specifically because the frequency of attacks is on the rise and the severity of lost, stolen or inaccessible data is so much higher today. Business resilience must be designed into architectures and solutions from the start. It cannot be an afterthought. Well, actually it can be, but you won't be happy with the results. Now, part of the answer is finding the right partners, of course, but it also means taking a systems view of your business, understanding the vulnerabilities and deploying solutions that can balance cost efficiency with appropriately high levels of protection, flexibility, and speed/accuracy of recovery. We hope you found today's program useful and informative. Remember, this session is available on demand in both its full format and the individual guest segments. All you got to do is go to thecube.net and you'll see all the content. Or you can go to druva.com. There are tons of resources available including analyst reports, customer stories. There's this cool TCO calculator. You can find out what pricing looks like and lots more. Thanks for watching Why Ransomware Isn't Your Only Problem made possible by Druva. A collaboration with IDC and presented by theCUBE, your leader in enterprise and emerging tech coverage. (upbeat music)

>> The past 2 1/2 years have seen a dramatic change in the security posture of virtually all organizations. By accelerating the digital business mandate, the isolation economy catalyzed a move toward cloud computing to support remote workers. This we know. This had several ripple effects on CSO and CIO strategies that were highly visible at the Board of Directors' level. Now, the first major change was to recognize that the perimeter had suddenly been vaporized. Protection, as a result, moved away from things like perimeter-based firewalls toward more distributed endpoints, cloud security, and modern identity management. The second major change was a heightened awareness of the realities of ransomware. Ransomware as a service, for example, emerged as a major threat where virtually anyone with access to critical data and criminal intentions could monetize corporate security exposures. The third major change was a much more acute understanding of how data protection needed to become a fundamental component of cybersecurity strategies, and more specifically, CIOs quickly realized that their business resilience strategies were too narrowly DR-focused, that their DR approach was not cost efficient and needed to be modernized, and that new approaches to operational resilience were needed to reflect the architectural and business realities of this new environment. Hello, and welcome to "Why Ransomware isn't Your Only Problem," a service of theCUBE made possible by Druva, and in collaboration with IDC. I'm your host, Dave Vellante, and today, we're presenting a three-part program. We'll start with the data. IDC recently conducted a global survey of 500 business technology practitioners across 20 industries to understand the degree to which organizations are aware of and prepared for the threats they face in today's new world. IDC Research Vice President Phil Goodwin is here to share the highlights of the study and to summarize the findings from a recent research report on the topic. After that, we're going to hear from Curtis Preston, who's the Chief Technical Evangelist at Druva. I've known Curtis for decades. He's one of the world's foremost experts on backup and recovery, specifically, and data protection, generally. Curtis will help us understand how the survey data presented by IDC aligns with the real world findings from the field from his point of view. And he'll discuss why so many organizations have failed to successfully recover from an attack without major pains and big costs, and how to avoid such operational disruptions and disasters. And then finally, we'll hear from the technical experts at Druva, Stephen Manley and Anjan Srinivas. Stephen is a 10-time CUBE alum and Chief Technology Officer at Druva, and Anjan is Vice President and General Manager of Product Management at the company. And these individuals will specifically address how Druva is closing the gaps presented in the IDC survey through their product innovation. But right now I'm going to toss it to Lisa Martin, another one of the hosts for today's program. Lisa, over to you. (upbeat music) >> Bill Goodwin joins me next, the VP of Research at IDC. We're going to be breaking down what's going on in the threat landscape. Phil, welcome to the program. It's great to have you back on theCUBE. >> Hey, Lisa, it's great to be here with you. >> So talk to me about the state of the global IT landscape as we see cyberattacks massively increasing, the threat landscape changing so much. What is IDC seeing? >> You know, you really hit the top topic that we find from IT organizations as well as business organizations. And really, it's that digital resilience, that ransomware that has everybody's attention, and it has the attention, not just of the IT people, but of the business people alike, because it really does have profound effects across the organization. The other thing that we're seeing, Lisa, is really a move towards cloud. And I think part of that is driven by the economics of cloud, which fundamentally changed the way that we can approach disaster recovery, but also has accelerated during the pandemic for all the reasons that people have talked about in terms of work from home and so on. And then really the third thing is the economic uncertainty, and this is relatively new for 2022, but within IDC we've been doing a lot of research around what are those impacts going to be? And what we find people doing is they want greater flexibility, they want more cost certainty, and they really want to be able to leverage those cloud economics to have the scale up or scale down on demand nature of cloud. So those are, in a nutshell, kind of the three things that people are looking at. >> You mentioned ransomware. It's a topic we've been talking about a lot. It's a household word these days. It's now, Phil, no longer if we're going to get attacked, it's when, it's how often, it's the severity. Talk about ransomware as a priority all the way up the stack to the C-suite, and what are they trying to do to become resilient against it? >> Well, what some of the research that we did is we found that about 77% of organizations have digital resilience as a top priority within their organization. And so what you're seeing is organizations trying to leverage things to become more resilient, more digitally resilient, and to be able to really hone in on those kinds of issues that are keeping them awake at night, quite honestly. If you think about digital resilience, it really is foundational to the organization, whether it's through digital transformation or whether it's simply data availability, whatever it might happen to be. Digital resilience is really a large umbrella term that we use to describe that function that is aimed at avoiding data loss, assuring data availability, and helping the organization to extract value from their data. >> And digital resilience, data resilience, as every company these days has to be a data company to be competitive. Digital resilience, data resilience, are you using those terms interchangeably or is data resilience defined as something a little bit different? >> Well, sometimes yeah, we do get caught using them when one is the other. But data resilience is really a part of digital resilience, if you think about the data itself in the context of IT computing. So it really is a subset of that, but it is foundational to IT resilience. You can't have IT resilience without data resilience. So that's where we're coming from on it. >> Inextricably linked, and it's becoming a corporate initiative, but there's some factors that can complicate digital resilience, data resilience for organizations. What are some of those complications that organizations need to be aware of? >> Well, one of the biggest is what you mentioned at the top of the segment, and that is the area of ransomware. The research that we found is about 46% of organizations have been hit within the last three years. You know, it's kind of interesting how it's changed over the years. Originally, being hit by ransomware had a real stigma attached to it. Organizations didn't want to admit it, and they really avoided confronting that. Nowadays, so many people have been hit by it that that stigma has gone. And so really it is becoming more of a community kind of effort as people try to defend against these ransomers. The other thing about it is it's really a lot like Whac-A-Mole, you know. They attack us in one area and we defend against it so they attack us in another area, and we defend against it. And in fact, I had an individual come up to me at a show not long ago and said, "You know, one of these days we're going to get pretty well defended against ransomware and it's going to go away." And I responded I don't think so because we're constantly introducing new systems, new software, and introducing new vulnerabilities. And the fact is ransomware is so profitable, the bad guys aren't going to just fade into the night without giving it a a lot of fight. So I really think that ransomware is one of those things that is here for the long term and something that we have to address and have to get proactive about. >> You mentioned some stats there, and recently IDC and Druva did a white paper together that really revealed some quite shocking results. Talk to me about some of the things. Let's talk a little bit about the demographics of the survey and then talk about what was the biggest finding there, especially where it's concerning ransomware? >> Yeah, this was a worldwide study. It was sponsored by Druva and conducted by IDC as an independent study. And what we did, we surveyed 500, it was a little over 500 different individuals across the globe in North America, select countries in Western Europe, as well as several in Asia Pacific. And we did it across industries there were 20 different industries represented, they're all evenly represented. We had surveys that included IT practitioners, primarily CIOs, CTOs, VP of infrastructure, you know, managers of data centers, things like that. And the biggest finding that we had in this, Lisa, was really finding that there is a huge disconnect, I believe, between how people think they are ready and what the actual results are when they get attacked. Some of the statistics that we learned from this, Lisa, include 83% of organizations believe, or told us that they have a playbook that they have for ransomware. I think 93% said that they have a high degree, or a high or very high degree of confidence in their recovery tools and are fully automated. And yet, when you look at the actual results, you know, I told you a moment ago, 46% have been attacked successfully. I can also tell you that in separate research, fewer than 1/3 of organizations were able to fully recover their data without paying the ransom, and some 2/3 actually had to pay the ransom. And even when they did, they didn't necessarily achieve their full recovery. You know, the bad guys aren't necessarily to be trusted, and so the software that they provide sometimes is fully recovered, sometimes it's not. So you look at that and you go, wow. On the one hand, people think they're really, really prepared, and on the other hand, the results are absolutely horrible. You know, 2/3 of people having to pay the ransom. So you start to ask yourself, well, what's going on there? And I believe that a lot of it comes down to, kind of reminds me of the old quote from Mike Tyson. "Everybody has a plan until they get punched in the mouth." And I think that's kind of what happens with ransomware. You think you know what you're doing. You think you're ready, based on the information you have. And these people are smart people, and they're professionals, but oftentimes, you don't know what you don't know. And like I said, the bad guys are always dreaming up new ways to attack us. And so, I think, for that reason, a lot of these have been successful. So that was kind of the key finding to me and kind of the aha moment really in this whole thing, Lisa. >> That's a massive disconnect with the vast majority saying, "We have a cyber recovery playbook," yet nearly 1/2 being the victims of ransomware in the last three years, and then 1/2 of them experiencing data loss. What is it then that organizations in this situation across any industry can do to truly enable cyber resilience, data resilience? As we said, this is a matter of this is going to happen, just a matter of when and how often. >> It is a matter, yeah, as you said, it's not if, when, or how often, it's really how badly. So I think what organizations are really doing now is starting to turn more to cloud-based services, you know, finding professionals who know what they're doing, who have that breadth of experience and who have seen the kinds of necessary steps that it takes to do a recovery. And the fact of the matter is a disaster recovery and a cyber recovery are really not the same thing. And so organizations need to be able to plan the kinds of recovery associated with cyber recovery in terms of forensics, in terms of scanning, in terms of analysis, and so forth. So they're turning to professionals in the cloud much more, in order to get that breadth of experience, and to take advantage of cloud-based services that are out there. >> Talk to me about some of the key advantages of cloud-based services for data resilience versus traditional legacy on-prem equipment. What are some of the advantages? Why is IDC seeing this big shift to cloud where data resilience is concerned? >> Well, the first and foremost is the economics of it. You know, you can have on-demand resources. In the old days, when we had disaster recoveries where we had two different data centers and a failover and so forth, you know, you had double the infrastructure. If you're financial services, it might even be triple the infrastructure. It was very complicated, very difficult. By going to the cloud, organizations can subscribe to disaster recovery as a service. And increasingly what we see is a new market of cyber recovery as a service. So being able to leverage those resources, to be able to have the forensic analysis available to them, to be able to have the other resources available that are on demand, and to have that plan in place to have those resources in place. I think what happens in a number of situations, Lisa, is that organizations think they're ready, but then all of a sudden they get hit, and all of a sudden they have to engage with outside consultants, or they have to bring in other experts, and that extends the time to recover that they have and it also complicates it. So if they have those resources in place, then they can simply turn them on, engage them, and get that recovery going as quickly as possible. >> So what do you think the big issue here is? Is it that these IPT practitioners, over 500 that you surveyed across 20 industries, this a global survey, do they they not know what they don't know? What's the overlying issue here? >> Yeah, I think that's right. You don't know what you don't know, and until you get into a specific attack, you know, there are so many different ways that organizations can be attacked. And, in fact, from this research that we found is that, in many cases, data exfiltration exceeds data corruption by about 50%. But when you think about that, the issue is, once I have your data, what are you going to do? I mean, there's no amount of recovery that is going to help. So organizations are either faced with paying the ransom to keep the data from perhaps being used on the dark web, or whatever, or simply saying no, and taking their chances. So best practice things like encryption, immutability, things like that that organizations can put into place. Certainly air gaps, having a solid backup foundation to where data is, you have a high recovery, high probability of recovery, things like that. Those are the kinds of things that organizations have to put into place, really as a baseline to assure that they can recover as fast as possible and not lose data in the event of a ransomware attack. >> Given some of the disconnect that you articulated, the stats that show so many think we are prepared, we've got a playbook, yet so many are being attacked, the vulnerabilities as the landscape, threat landscape, just gets more and more amorphous. What do you recommend organizations do? You talked to the IT practitioners, but does this go all the way up to the board level in terms of, hey guys, across every industry, we are vulnerable, this is going to happen. We've got to make sure that we are truly resilient and proactive? >> Yes, and in fact, what we found from this research is in more than 1/2 of cases, the CEO is directly involved in the recovery. So this is very much a C-suite issue. And if you look at the consequences of ransomware, it's not just the ransom, it's the lost productivity, it's the loss of revenue. It's the loss of customer faith and goodwill, and organizations that have been attacked have suffered those consequences, and many of them are permanent. So people at the board level, whether it's the CEO, the CFO, the CIO, the CSO, you know, whoever it is, they're extremely concerned about these. And I can tell you, they are fully engaged in addressing those issues within their organization. >> So all the way at the top, and critically important, business critical for any industry. I imagine some industries may be a little bit more vulnerable than others, financial services, healthcare, education. We've just seen a big attack in Los Angeles County. But in terms of establishing data resilience, you mentioned ransomware isn't going anywhere, it's a big business, it's very profitable. But what is IDC's prediction where ransomware is concerned? Do you think that organizations, if they truly adopt cloud and SaaS-based technologies, can they get to a place where the C-suite doesn't have to be involved to the point where they really actually have a functioning playbook? >> I don't know if we'll ever get to the point where the C-suite is not involved. It's probably very important to have that level of executive sponsorship. But what we are seeing is, in fact, we predict that by 2025, 55% of organizations will have shifted to a cloud-centric strategy for their data resilience. And the reason we say that is, you know, workloads on premises aren't going away. So that's the core. We have an increasing number of workloads in the cloud and at the edge, and that's really where the growth is. So being able to take that cloud-centric model and take advantage of cloud resources like immutable storage, being able to move data from region to region inexpensively and easily, and to be able to take that cloud-centric perspective and apply it on premises as well as in the cloud and at the edge is really where we believe that organizations are shifting their focus. >> Got it, we're just cracking the surface here, Phil. I wish we had more time, but I had a chance to read the Druva-sponsored IDC white paper. Fascinating finds. I encourage all of you to download that, take a read. You're going to learn some very interesting statistics and recommendations for how you can really truly deploy data resilience in your organization. Phil, it's been a pleasure to have you on the program. Thank you for joining me. >> No problem. Thank you, Lisa. >> In a moment, John Furrier will be here with his next guest. For right now, I'm Lisa Martin, and you are watching theCUBE, the leader in live tech coverage. >> We live in a world of infinite data. Sprawling, dispersed, valuable, but also vulnerable. So how do organizations achieve data resiliency when faced with ever expanding workloads, increasing security threats, and intensified regulations? Unfortunately, the answer often boils down to what flavor of complexity do you like best? The common patchwork approaches are expensive, convoluted, and difficult to manage. There's multiple software and hardware vendors to worry about, different deployments for workloads running on-premises or in the cloud. And an inconsistent security framework resulting in enterprises maintaining four to five copies of the same data, increasing costs and risk, building to an incoherent mess of complications. Now, imagine a world free from these complexities. Welcome to the the Druva Data Resiliency Cloud, where full data protection and beautiful simplicity converge. No hardware, no upgrades, no management, just total data resilience. With just a few clicks, you can get started integrating all of your data resiliency workflows in minutes. Through a true cloud experience built on Amazon Web Services, the Druva platform automates and manages critical daily tasks, giving you time to focus on your business. In other words, get simplicity, scalability, and security instantly. With the Druva Data Resiliency Cloud, your data isn't just backed up, it's ready to be used 24/7 to meet compliance needs and to extract critical insights. You can archive data for long-term retention, be protected against device failure and natural disasters, and recover from ransomware lightning fast. Druva is trusted with billions of backups annually by thousands of enterprises, including more than 60 of the Fortune 500, costing up to 50% less than the convoluted hardware, software, and appliance solutions. As data grows and becomes more critical to your business advantage, a data resiliency plan is vital, but it shouldn't be complicated. Druva makes it simple. (upbeat music) (mouse clicks) >> Welcome back, everyone, to theCUBE and the Druva special presentation of "Why Ransomware isn't Your Only Problem." I'm John Furrier, host of theCUBE. We're here with W Curtis Preston, Curtis Preston, as he's known in the industry, Chief Technical Evangelist at Druva. Curtis, great to see you. We're here at "Why Ransomware isn't Your Only Problem." Great to see you, thanks for coming on. >> Happy to be here. >> So we always see each other at events now events are back. So it's great to have you here for this special presentation. The white paper from IDC really talks about this in detail. I'd like to get your thoughts, and I'd like you to reflect on the analysis that we've been covering here in this survey data, how it lines up with the real world that you're seeing out there. >> Yeah, I think it's, the survey results really, I'd like to say, I'd like to say that they surprised me, but unfortunately, they didn't. The data protection world has been this way for a while where there's this difference in belief, or difference between the belief and the reality. And what we see is that there are a number of organizations that have been hit, successfully hit by ransomware, paid the ransom and/or lost data, and yet the same people that were surveyed, they had high degrees of confidence in their backup system. And, you know, I could probably go on for an hour as to the various reasons why that would be the case, but I think that this long running problem that as long as I've been associated with backups, which, you know, has been a while, it's that problem of, you know, nobody wants to be the backup person. And people often just, they don't want to have anything to do with the backup system, and so it sort of exists in this vacuum. And so then management is like, "Oh, the backup system's great," because the backup person often, you know, might say that it's great because maybe it's their job to say so. But the reality has always been very, very different. >> It's funny, you know. "We're good, boss, we got this covered." >> Yeah, it's all good, it's all good. >> And the fingers crossed, right? So again, this is the reality, and as it becomes backup and recovery, which we've talked about many times on theCUBE, certainly we have with you before, but now with ransomware, also, the other thing is people get ransomware hit multiple times. So it's not only like they get hit once, so, you know, this is a constant chasing the tail on some ends, but there are some tools out there, You guys have a solution, and so let's get into that. You know, you have had hands-on backup experience. What are the points that surprise you the most about what's going on in this world and the realities of how people should be going forward? What's your take? >> Well, I would say that the one part in the survey that surprised me the most was people that had a huge, you know, there was a huge percentage of people that said that they had, you know, a ransomware response, you know, and readiness program. And you look at that, and how could you be, you know, that high a percentage of people be comfortable with their ransomware readiness program, which includes a number of things, right? There's the cyberattack aspect of responding to a ransomware attack, and then there's the recovery aspect. And so you believe that your company was ready for that, and then you go, and I think it was 67% of the people in the survey paid the ransom, which as a person who, you know, has spent my entire career trying to help people successfully recover their data, that number, I think, just hurt me the most is that because, you talked about re-infections. The surest way to guarantee that you get re-attacked and reinfected is to pay the ransom. This goes back all the way to ransom since the beginning of time, right? Everyone knows if you pay the blackmail, all you're telling people is that you pay blackmail. >> You're in business, you're a good customer >> Yeah, yeah, exactly. >> for ransomware. >> Yeah, so the fact that, you know, 60, what, 2/3 of the people that were attacked by ransomware paid the ransom. That one statistic just hurt my heart. >> Yeah, and I think this is the reality. I mean, we go back, and even the psychology of the practitioners was, you know, it's super important to get backup and recovery, and that's been around for a long time, but now that's an attack vector, okay? And there's dollars involved, like I said, I'm joking, but there's recurring revenue for the bad guys if they know you're paying up and if you're stupid enough not to change your tooling. So again, it works both ways. So I got to ask you, why do you think so many owners are unable to successfully respond after an attack? Is it because, they know it's coming, I mean, they're not that dumb. I mean, they have to know it's coming. Why aren't they responding successfully to this? >> I think it's a litany of things, starting with that aspect that I mentioned before, that nobody wants to have anything to do with the backup system, right? So nobody wants to be the one to raise their hand because if you're the one that raises their hand, "You know, that's a good idea, Curtis, why don't you look into that?" Nobody wants to be- >> Where's that guy now? He doesn't work here anymore. Yeah, I hear where you coming from. >> Exactly. >> It's psychology (indistinct) >> Yeah, so there's that. But then the second is that because of that, no one's looking at the fact that backups are the attack vector. They become the attack vector. And so because they're the attack vector, they have to be protected as much, if not more than the rest of the environment. The rest of the environment can live off of Active Directory and, you know, and things like Okta, so that you can have SSO and things like that. The backup environment has to be segregated in a very special way. Backups have to be stored completely separate from your environment. The login and authentication and authorization system needs to be completely separate from your typical environment. Why? Because if that production environment is compromised, now knowing that the attacks or that the backup systems are a significant portion of the attack vector, then if the production system is compromised, then the backup system is compromised. So you've got to segregate all of that. And I just don't think that people are thinking about that. You know, and they're using the same backup techniques that they've used for many, many years. >> So what you're saying is that the attack vectors and the attackers are getting smarter. They're saying, "Hey, we'll just take out the backup first so they can't backup. So we got the ransomware." It makes sense. >> Yeah, exactly. The largest ransomware group out there, the Conti ransomware group, they are specifically targeting specific backup vendors. They know how to recognize the backup servers. They know how to recognize where the backups are stored, and they are exfiltrating the backups first, and then deleting them, and then letting you know you have ransom. >> Okay, so you guys have a lot of customers. They all kind of have the same problem. What's the patterns that you're seeing? How are they evolving? What are some of the things that they're implementing? What is the best practice? >> Well, again, you've got to fully segregate that data, and everything about how that data is stored and everything about how that data's created and accessed, there are ways to do that with other, you know, with other commercial products. You can take a standard product and put a number of layers of defense on top of it, or you can switch to the way Druva does things, which is a SaaS offering that stores your data completely in the cloud in our account, right? So your account could be completely compromised. That has nothing to do with our account. It's a completely different authentication and authorization system. You've got multiple layers of defense between your computing environment and where we store your backups. So basically, what you get by default with the way Druva stores your backups is the best you can get after doing many, many layers of defense on the other side and having to do all that work. With us, you just log in and you get all of that. >> I guess, how do you break the laws of physics? I guess that's the question here. >> Well, because that's the other thing is that by storing the data in the cloud, and I've said this a few times, you get to break the laws of physics, and the only way to do that is time travel. (both laughing) So yes, so Druva has time travel. And this is a Curtisism, by the way, I don't think this is our official position, but the idea is that the only way to restore data as fast as possible is to restore it before you actually need it, and that's kind of what I mean by time travel, in that you, basically, you configure your DR, your disaster recovery environment in Druva one time, and then we are pre-restoring your data as often as you tell us to do, to bring your DR environment up to the, you know, the current environment as quickly as we can so that in a disaster recovery scenario, which is part of your ransomware response, right? Again, there are many different parts, but when you get to actually restoring the data, you should be able to just push a button and go. The data should already be restored. And that's the way that you break the laws of physics is you break the laws of time. >> (laughs) Well, all right, everyone wants to know the next question, and this is a real big question is, are you from the future? >> (laughs) Yeah. Very much the future. >> What's it like in the future, backup, recovery? How does it restore? Is it air gapping everything? >> Yeah, well, it's a world where people don't have to worry about their backups. I like to use the phrase get out of the backup business, just get into the restore business. You know, I'm a grandfather now, and I love having a granddaughter, and I often make the joke that if I'd have known how great grandkids were, I would've skipped straight to them, right? Not possible. Just like this. Recoveries are great. Backups are really hard. So in the future, if you use a SaaS data protection system and data resiliency system, you can just do recoveries and not have to worry about backups. >> Yeah, and what's great about your background is you've got a lot of historical perspective. You've seen that, the waves of innovation. Now it really is about the recovery and real time. So a lot of good stuff going on. And got to think automated, things got to be rocking and rolling. >> Absolutely. Yeah. I do remember, again, having worked so hard with many clients over the years, back then, we worked so hard just to get the backup done. There was very little time to work on the recovery. And I really, I kid you not, that our customers don't have to do all of those things that all of our competitors have to do to, you know, to break, to try to break the laws of physics, I've been fighting the laws of physics my entire career, to get the backup done in the first place, then to secure all the data, and to air gap it and make sure that a ransomware attack isn't going to attack it. Our customers get to get straight to a fully automated disaster recovery environment that they get to test as often as possible and they get to do a full test by simply pressing a single button. And you know, I wish everybody had that ability. >> Yeah, I mean, security's a big part of it. Data's in the middle of it all. This is now mainstream, front lines, great stuff. Curtis, great to have you on, bring that perspective, and thanks for the insight. Really appreciate it. >> Always happy to talk about my favorite subject. >> All right, we'll be back in a moment. We'll have Stephen Manley, the CTO, and Anjan Srinivas, the GM and VP of Product Management will join me. You're watching theCUBE, the leader in high tech enterprise coverage. >> Ransomware is top of mind for everyone. Attacks are becoming more frequent and more sophisticated. It's a problem you can't solve alone anymore. Ransomware is built to exploit weaknesses in your backup solution, destroying data, and your last line of defense. With many vendors, it can take a lot of effort and configuration to ensure your backup environment is secure. Criminals also know that it's easy to fall behind on best practices like vulnerability scans, patches, and updates. In fact, 42% of vulnerabilities are exploited after a patch has been released. After an attack, recovery can be a long and manual process that still may not restore clean or complete data. The good news is that you can keep your data safe and recover faster with the Druva Data Resiliency Cloud on your side. The Druva platform functions completely in the cloud with no hardware, software, operating system, or complex configurations, which means there are none of the weaknesses that ransomware commonly uses to attack backups. Our software as a service model delivers 24/7/365 fully managed security operations for your backup environment. We handle all the vulnerability scans, patches, and upgrades for you. Druva also makes zero trust security easy with built-in multifactor authentication, single sign-on, and role-based access controls. In the event of an attack, Druva helps you stop the spread of ransomware and quickly understand what went wrong with built-in access insights and anomaly detection. Then you can use industry first tools and services to automate the recovery of clean, unencrypted data from the entire timeframe of the attack. Cyberattacks are a major threat, but you can make protection and recovery easy with Druva. (electronic music) (upbeat music) (mouse clicks) >> Welcome back, everyone, to theCUBE's special presentation with Druva on "Why Ransomware isn't Your Only Problem." I'm John Furrier, host of theCUBE. Our next guests are Stephen Manley, Chief Technology Officer of Druva, and Anjan Srinivas, who is the General Manager and Vice President of Product Management at Druva. Gentlemen, you got the keys to the kingdom, the technology, ransomware, data resilience. This is the topic. The IDC white paper that you guys put together with IDC really kind of nails it out. I want to get into it right away. Welcome to this segment. I really appreciate it. Thanks for coming on. >> Great to be here, John. >> So what's your thoughts on the survey's conclusion? Obviously, the resilience is huge. Ransomware continues to thunder away at businesses and causes a lot of problems, disruption. I mean, it's endless ransomware problems. What's your thoughts on the conclusion? >> So I'll say the thing that pops out to me is, on the one hand, everybody who sees the survey and reads it is going to say, "Well, that's obvious." Of course, ransomware continues to be a problem. Cyber resilience is an issue that's plaguing everybody. But I think when you dig deeper and there's a lot of subtleties to look into, but one of the things that I hear on a daily basis from the customers is, it's because the problem keeps evolving. It's not as if the threat was a static thing to just be solved and you're done. Because the threat keeps evolving, it remains top of mind for everybody because it's so hard to keep up with what's happening in terms of the attacks. >> And I think the other important thing to note, John, is that people are grappling with this ransomware attack all of a sudden where they were still grappling with a lot of legacy in their own environment. So they were not prepared for the advanced techniques that these ransomware attackers were bringing to market. It's almost like these ransomware attackers had a huge leg up in terms of technology that they had in their favor while keeping the lights on was keeping IT away from all the tooling that they needed to do. A lot of people are even still wondering, when that happens next time, what do I even do? So clearly not very surprising. Clearly, I think it's here to stay, and I think as long as people don't retool for a modern era of data management, this is going to to stay this way. >> Yeah, I hear this all the time in our CUBE conversations with practitioners. It's kind of like the security pro, give me more tools, I'll buy anything that comes in the market, I'm desperate. There's definitely attention, but it doesn't seem like people are satisfied with the tooling that they have. Can you guys share kind of your insights into what's going on in the product side? Because, you know, people claim that they have tools at crime points of recovery opportunities, but they can't get there. So it seems to be that there's a confidence problem here in the market. How do you guys see that? 'cause I think this is where the rubber meets the road with ransomware 'cause it is a moving train, it's always changing, but it doesn't seem there's confidence. Can you guys talk about that? What's your reaction? >> Yeah, let me jump in first, and Stephen can add to it. What happens is, I think this is a panic buying and they have accumulated this tooling now just because somebody said they could solve your problem, but they haven't had a chance to take a real look from a ground up perspective to see where are the bottlenecks? Where are the vulnerabilities? And which tooling set needs to lie where? Where does the logic need to reside? And what, in Druva, we are watching people do and people do it successfully, is that as they have adopted Druva technology, which is ground up built for the cloud, and really built in a way which is, you know, driven at a data insight level where we have people even monitoring our service for anomalies and activities that are suspicious. We know where we need to play a role in really kind of mitigating this ransomware, and then there's a whole plethora of ecosystem players that kind of combine to really finish the story, so to say, right? So I think this has been a panic buying situation. This is like, "Get me any help you can give me." And I think as this settles down and people really understand that longer term as they really build out a true defense mechanism, they need to think really ground up. They will start to really see the value of technologies like Druva, and try to identify the right set of ecosystem to really bring together to solve it meaningfully. >> Yes, Stephen? >> I was going to say, I mean, one of the the really interesting things in the survey for me, and for a moment, a little more than a moment, it made me think was that the large number of respondents who said, "I've got a really efficient, well-run back environment," who, then, on basically the next question said, "And I have no confidence that I can recover from a ransomware attack." And you scratch your head and you think, "Well, if your backup environment is so good, why do you have such low confidence?" And I think that's the moment when we dug deeper and we realized, if you've got a traditional architecture, and let's face it, the disk-based architecture's been around for almost two decades now, in terms of disk-based backup, you can have that tuned to the hilt. That can be running as efficiently as you want it, but it was built before the ransomware attacks, before all these cyber issues, you know, really start hitting companies. And so I have this really well-run traditional backup environment that is not at all built for these modern threat vectors. And so that's really why customers are saying, "I'm doing the best I can," but as Anjan pointed out, the architecture, the tooling isn't there to support what problems I need to solve today. >> Yeah, great point. >> And so, yeah. >> Well, that's a great point. Before we get into the customer side I want to get to in second, you know, I interviewed Jaspreet, the founder and CEO many years ago, even before the pandemic, and you mentioned modern. You guys have always had the cloud with Druva. This is huge. Now that you're past the pandemic, what is that modern cloud edge that you guys have? 'Cause that's a great point. A lot of stuff was built kind of backup and recovery bolted on, not really kind of designed into the current state of the infrastructure and the cloud native application modern environment we're seeing right now. It's a huge issue. >> I think, to me there's three things that come up over and over and over again as we talk to people in terms of, you know, being built in cloud, being cloud native, why is it an advantage? The first one is security and ransomware. And we can go deeper, but the most obvious one that always comes up is every single backup you do with Druva is air gapped, offsite, managed under a separate administrative domain so that you're not retrofitting any sort of air gap network and buying another appliance or setting up your own cloud environment to manage this. Every backup is ransomware protected, guaranteed. The second advantage is the scalability. And you know, this certainly plays into account as your business grows, or, in some cases, as you shrink or repurpose workloads, you're only paying for what you use. But it also plays a big role, again, when you start thinking of ransomware recoveries because we can scale your recovery in cloud, on premises as much or as little as you want. And then I think the third one is we're seeing, basically, things evolving, new workloads, data sprawl, new threat vectors. And one of the nice parts of being a SaaS service in the cloud is we're able to roll out new functionality every two weeks and there's no upgrade cycle, there's no waiting. The customer doesn't have to say, "Wow, I needed six months in the lab before I upgrade it and it's an 18-month, 24-month cycle before the functionality releases. You're getting it every two weeks, and it's backed by Druva to make sure it works. >> Anjan, you know, you got the product side, you know, it's a challenging job 'cause you have so many customers asking for things, probably on the roadmap, you probably can go an hour for that one, but I want to get your thoughts on what you're hearing and seeing from customers. We just reviewed the IDC with Phil. How are you guys responding to your customer's needs? Because it seems that it's highly accelerated, probably on the feature requests, but also structurally as ransomware continues to evolve. What are you hearing? What's the key customer need? How are you guys responding? >> Yeah, actually, I have two things that I hear very clearly when I talk to customers. One, I think, after listening to their security problems and their vulnerability challenges, because we see customers and help customers who are getting challenged by ransomware on a weekly basis. And what I find that this problem is not just a technology problem, it's an operating model problem. So in order to really secure themselves, they need a security operating model and a lot of them haven't figured out that security operating model in totality. Now where we come in, as Druva, is that we are providing them the cloud operating model and a data protection operating model, combined with a data insights operating model which all fit into their overall security operating model that they are really owning and they need to manage and operate, because this is not just about a piece of technology. On top of that, I think our customers are getting challenged by all the same challenges of not just spending time on keeping the lights on, but innovating faster with less. And that has been this age old problem, do more with less. But in this whole, they're like trying to innovate in the middle of the war, so to say. The war is happening, they're getting attacked, but there's also net new shadow IT challenges that's forcing them to make sure that they can manage all the new applications that are getting developed in the cloud. There is thousands of SaaS applications that they're consuming, not knowing which data is critical to their success and which ones to protect and govern and secure. So all of these things are coming at them at 100 miles per hour, while they're just trying to live one day at a time. And unless they really develop this overall security operating model, helped by cloud native technologies like Druva that really providing them a true cloud native model of really giving like a touchless and an invisible protection infrastructure. Not just beyond backups, beyond just the data protection that we all know of into this mindset of kind of being able to look at where each of those functionalities need to lie. That's where I think they're grappling with. Now Druva is clearly helping them with keep up to pace with the public cloud innovations that they need to do and how to protect data. We just launched our EC2 offering to protect EC2 virtual machines back in AWS, and we are going to be continuing to evolve that to further the many services that public cloud software 'cause our customers are really kind of consuming them at breakneck speed. >> So new workloads, new security capabilities. Love that. Good call out there. Stephen, there's still the issue of the disruption side of it. You guys have a guarantee. There's a cost of ownership as you get more tools. Can you talk about that angle of it? You got new workloads, you got the new security needs, what's the disruption impact? 'Cause you want to avoid that. How much is it going to cost you? And you guys have this guarantee, can you explain that? >> Yeah, absolutely. So Druva launched our $10 million data resiliency guarantee. And for us, there were really two key parts to this. The first obviously is $10 million means that, you know, again, we're willing to put our money where our mouth is, and that's a big deal, right? That we're willing to back this with the guarantee. But then the second part, and this is the part that I think reflects that sort of model that Anjan was talking about. We sort of look at this and we say the goal of Druva is to do the job of protecting and securing your data for you so that you, as a customer, don't have to do it anymore. And so the guarantee actually protects you against multiple types of risks, all with SLAs. So everything from your data's going to be recoverable in the case of a ransomware attack. Okay, that's good. Of course, for it to be recoverable, we're also guaranteeing your backup success rate. We're also guaranteeing the availability of the service. We're guaranteeing that the data that we're storing for you can't be compromised or leaked externally, and we're guaranteeing the long-term durability of the data so that if you backup with us today and you need to recover 30 years from now, that data's going to be recovered. So we wanted to really attack the end-to-end risks that affect our customers. Cybersecurity is a big deal, but it is not the only problem out there, and the only way for this to work is to have a service that can provide you SLAs across all of the risks, because that means, as a SaaS vendor, we're doing the job for you so you're buying results as opposed to technology. >> That's great. Great point. Ransomware isn't the only problem. That's the title of this presentation, but it's a big one. (laughs) People are concerned about it, so great stuff. In the last five minutes, guys, if you don't mind, I'd love to have you share what's on the horizon for Druva? You mentioned the new workloads, Anjan. You mentioned this new security. You're going to shift left. DevOps is now the developer model. They're running IT. Get data and security teams now stepping in and trying to be as high velocity as possible for the developers and enterprises. What's on the horizon for Druva? What trends is the company watching, and how are you guys putting that together to stay ahead in the marketplace and the competition? >> Yeah, I think, listening to our customers, what we realize is they need help with the public cloud, number one. I think that's a big wave of consumption. People are consolidating their data centers, moving to the public cloud. They need help in expanding data protection, which becomes the basis of a lot of the security operating model that I talked about. They need that first, from Druva, before they can start to get into much more advanced level of insights and analytics around that data to protect themselves and secure themselves and do interesting things with that data. So we are expanding our coverage on multiple fronts there. The second key thing is to really bring together a very insightful presentation layer, which, I think, is very unique to Druva because only we can look at multiple tenants, multiple customers because we are a SaaS vendor, and look at insights and give them best practices and guidances and analytics that nobody else can give. There's no silo anymore because we are able to take a good big vision view and now help our customers with insights that otherwise that information map is completely missing. So we are able to guide them down a path where they can optimize which workloads need what kind of protection, and then how to secure them. So that is the second level of insights and analytics that we are building. And there's a whole plethora of security offerings that we are going to build, all the way from a feature level where we have things like (audio distorts) that's already available to our customers today to prevent any anomalous behavior and attacks that would delete their backups and then they still have a way to recover from it, but also things to curate and get back to that point in time where it is safe to recover and help them with a sandbox which they can recover confidently knowing it's not going to jeopardize them again and reinfect the whole environment again. So there's a whole bunch of things coming, but the key themes are public cloud, data insights, and security, and that's where my focus is, to go and get those features delivered, and Stephen can add a few more things around services that Stephen is looking to build and launch. >> Sure, so, yeah, so John, I think one of the other areas that we see just an enormous groundswell of interest. So public cloud is important, but there are more and more organizations that are running hundreds, if not thousands of SaaS applications, and a lot of those SaaS applications have data. So there's the obvious things, like Microsoft 365, Google Workspace, but we're also seeing a lot of interest in protecting Salesforce because, if you think about it, if someone you know deletes some really important records in Salesforce, that's actually kind of the record of your business. And so, we're looking at more and more SaaS application protection, and really getting deep in that application awareness. It's not just about backup and recovery when you look at something like a Salesforce, or something like Microsoft 365. You do want to look into sandboxing, you want to look into long-term archival, because this is the new record of the business. What used to be in your on-premises databases, that all lives in cloud and SaaS applications now. So that's a really big area of investment for us. The second one, just to echo what Anjan said is, one of the great things of being a SaaS provider is I have metadata that spans across thousands of customers and tens of billions of backups a year. I'm tracking all sorts of interesting information that is going to enable us to do things like make backups more autonomous so that customers, again, I want to do the job for them. We'll do all the tuning, we'll do all the management for them to be able to better detect ransomware attacks, better respond to ransomware attacks, because we're seeing across the globe. And then, of course, being able to give them more insight into what's happening in their data environment so they can get a better security posture before any attack happens. Because, let's face it, if you can set your data up more cleanly, you're going to be a lot less worried and a lot less exposed when that attack happens. So we want to be able to, again, cover those SaaS applications in addition to the public cloud, and then we want to be able to use our metadata and use our analytics and use this massive pipeline we've got to deliver value to our customers. Not just charts and graphs, but actual services that enable them to focus their attention on other parts of the business. >> That's great stuff. >> And remember, John, I think all this while keeping things really easy to consume, consumer grade UI, APIs, and then really the power of SaaS as a service, simplicity to kind of continue on, amongst kind of keeping these complex technologies together. >> Anjan, that's a great callout. I was going to mention ease of use and self-service. Big part of the developer and IT experience. Expected. It's the table stakes. Love the analytic angle, I think that brings the scale to the table, and faster time to value to get to learn best practices. But at the end of the day, automation, cross-cloud protection and security to protect and recover. This is huge, and this is a big part of not only just protecting against ransomware and other things, but really being fast and being agile. So really appreciate the insights. Thanks for sharing on this segment, really under the hood and really kind of the value of the product. Thanks for coming on, appreciate it. >> Thank you very much. >> Okay, there it is. You have the experts talk about under the hood, the product, the value, the future of what's going on with Druva, and the future of cloud native protecting and recovering. This is what it's all about. It's not just ransomware they have to worry about. In a moment, Dave Vellante will give you some closing thoughts on the subject here. You're watching theCUBE, the leader in high tech enterprise coverage. >> As organizations migrate their business processes to multi-cloud environments, they still face numerous threats and risks of data loss. With a growing number of cloud platforms and fragmented applications, it leads to an increase in data silos, sprawl, and management complexity. As workloads become more diverse, it's challenging to effectively manage data growth, infrastructure, and resource costs across multiple cloud deployments. Using numerous backup vendor solutions for multiple cloud platforms can lead to management complexity. More importantly, the lack of centralized visibility and control can leave you exposed to security vulnerabilities, including ransomware that can cripple your business. The Druva Data Resiliency Cloud is the only 100% SaaS data resiliency platform that provides centralized, secure, air gapped, and immutable backup and recovery. With Druva, your data is safe with multiple layers of protection and is ready for fast recovery from cyberattacks, data corruption, or accidental data loss. Through a simple, easy to manage platform, you can seamlessly protect fragmented, diverse data at scale, across public clouds, and your business critical SaaS applications. Druva is the only 100% SaaS vendor that can manage, govern, and protect data across multiple clouds and business critical SaaS applications. It supports not just backup and recovery, but also data resiliency across high value use cases, such as e-discovery, sensitive data governance, ransomware, and security. No other vendor can match Druva for customer experience, infinite scale, storage optimization, data immutability, and ransomware protection. The Druva Data Resiliency Cloud, your data, always safe, always ready. Visit druva.com today to schedule a free demo. (upbeat music) >> One of the big takeaways from today's program is that in the scramble to keep business flowing over the past 2+ years, a lot of good technology practices have been put into place, but there's much more work to be done, specifically, because the frequency of attacks is on the rise and the severity of lost, stolen, or inaccessible data is so much higher today, business resilience must be designed into architectures and solutions from the start. It cannot be an afterthought. Well, actually it can be, but you won't be happy with the results. Now, part of the answer is finding the right partners, of course, but it also means taking a system's view of your business, understanding the vulnerabilities and deploying solutions that can balance cost efficiency with appropriately high levels of protection, flexibility, and speed slash accuracy of recovery. Here we hope you found today's program useful and informative. Remember, this session is available on demand in both its full format and the individual guest segments. All you got to do is go to thecube.net, and you'll see all the content, or you can go to druva.com. There are tons of resources available, including analyst reports, customer stories. There's this cool TCO calculator. You can find out what pricing looks like and lots more. Thanks for watching "Why Ransomware isn't Your Only Problem," made possible by Druva, in collaboration with IDC and presented by theCUBE, your leader in enterprise and emerging tech coverage. (upbeat music)

(upbeat music) >> Welcome back everyone to theCUBE special presentation with Druva on why ransomware isn't your only problem. I'm John Furrier, your host of theCUBE. Our next guest are Stephen Manly, Chief Technology Officer of Druva. And Anjan Srinivas, who is the general manager and vice president of product management in Druva. Gentleman, you got the keys to the kingdom, the technology, ransomware, data resilience. This is the topic, the IDC White Paper that you guys put together with IDC. Really nails it out. I want to get into it right away. Welcome to this segment. I really appreciate it. Thanks for coming on. >> Anjan: Great to be here John. >> So what's your thoughts on the survey's conclusion? Obviously the resilience is huge. Ransomware continues to thunder away at businesses and causes a lot of problems, disruption. I mean, it's endless ransomware problems. What's your thoughts on the conclusion? >> So I'll say the thing that pops out to me is on the one hand, everybody who sees the survey, who reads, it's going to say, well that's obvious. Of course ransomware continues to be a problem. Cyber resilience is an issue that's plaguing everybody. But I think when you dig deeper and there's a lot of subtleties to look into, but one of the things that I hear on a daily basis from the customers is it's because the problem keeps evolving. It's not as if the threat was a static thing to just be solved and you're done. Because the threat keeps evolving, it remains top of mind for everybody because it's so hard to keep up with what's happening in terms of the attacks. >> And I think the other important thing to note, John, is that people are grappling with this ransomware attack all of a sudden where they were still grappling with a lot of legacy in their own environment. So they were not prepared for the advanced techniques that these ransomware attackers were bringing to market. It's almost like these ransomware attackers had a huge leg up in terms of technology that they had in their favor while keeping the lights on was keeping IT away from all the tooling that needed to do. A lot of people are even still wondering when that happens next time, what do I even do? So clearly not very surprising. Clearly I think it's here to stay and I think as long as people don't retool for a modern era of data management, this is going to stay this way. >> Yeah, I mean I hear this all the time in our CUBE conversations with practitioners It's like the security product. Give me more tools. I'll buy anything that comes in the market. I'm desperate. There's definitely attention, but it doesn't seem like people are satisfied with the tooling that they have. Can you guys share your insights into what's going on in the product side? Because people claim that they have tools at fine points of recovery opportunities, but they can't get there. So it seems to be that there's a confidence problem here in the market. How do you guys see that? 'Cause I think this is where the rubber meets the road with ransomware 'cause it is a moving train. It's always changing, but it doesn't seem this confidence. Can you guys talk about that? What's your reaction? >> Yeah, let me jump in first and Stephen can add to it. What happens is I think this is a panic buying and they have accumulated this tooling now just because somebody said could solve your problem but they haven't had a chance to take a relook from a ground up perspective to see where are the bottlenecks, where are the vulnerabilities, and which tooling set needs to lie where, where does the logic need to reside? And what a Druva, we are watching people do and people do it successfully is that as they have adopted Druva technology, which is ground up built for the cloud and really built in a way which is driven at a data insight level where we have people even monitoring our service for anomalies and activities that are suspicious. We know where we need to play a role in really mitigating this ransomware. And then there is a whole plethora of ecosystem players that combine really, really finish the story so to say. So I think this has been a panic buying situation. This is like, get me any help you can give me. And I think as this settles down and people really understand that longer term as they really build out a true defense mechanism, they need to think really ground up. They will start to really see the value of technologies like Druva and try to identify the right set of ecosystem to really bring together to solve it meaningfully. >> John: Yes, Stephen. >> I was going to say, one of the really interesting things in the survey for me and for a moment, little more than a moment, it made me think was that the large number of respondents who said I've got a really efficient well-run backup environment who then on basically the next question said, and I have no confidence that I can recover from a ransomware attack. And you scratch your head and you think, well if your backup environment is so good, why do you have such low confidence? And I think that's the moment when we dug deeper and we realized, if you've got a traditional architecture and let's face it, the disk-based architecture's been around for almost two decades now in terms of disk-based backup, you can have that tune to the health. That can be running as efficiently as you want it, but it was built before the ransomware attacks, before all these cyber issues really start hitting companies. And so I have this really well-run traditional backup environment that is not at all built for these modern threat vectors. And so that's really why customers are saying, I'm doing the best I can, but as Anjan pointed out, the architecture, the tooling isn't there to support what problems I need to solve today. >> Yeah, great point. >> And so yeah. >> Well, that's a great point. Before we get into the customer side, I want to get to in second, I interviewed Jaspreet, the founder and CEO, many years ago even before the pandemic. You mentioned modern. You guys have always had the cloud with Druva. This is huge. Now that you're past the pandemic, what is that modern cloud edge that you guys have? 'Cause that's a great point. A lot of stuff was built, backup and recovery bolted on, not really designed into the current state of the infrastructure and the cloud native application modern environment we're seeing right now is a huge issue. >> I think, to me, there's three things that come up over and over and over again as we talk to people in terms of being built in cloud, being cloud native, why is it an advantage? The first one is, is security and ransomware. And we can go deeper, but the most obvious one that always comes up is every single backup you do with Druva is air gap, offsite, managed under a separate administrative domain so that you're not retrofitting any air gap network and buying another appliance or setting up your own cloud environment to manage this. Every backup is ransomware protected, guaranteed. I think the second advantage is the scalability. And this certainly plays into account as your business grows or in some cases as you shrink or repurpose workloads. You're only paying for what you use. But it also plays a big role, again, when you start thinking of ransomware recoveries because we can scale your recovery in cloud, on-premises as much or as little as you want. And then I think the third one is, we're seeing basically things evolving, new workloads, data sprawl, new threat vectors. And one of the nice parts of being a SaaS service in the cloud is you're able to roll out new functionality every two weeks and there's no upgrade cycle, there's no waiting. The customer doesn't have to say, wow, I need it six months in the lab before I upgrade it and it's an 18-month, 24-month cycle before the functionality releases. You're getting it every two weeks and it's backed by Druva to make sure it works. >> Anjan, you got the product side. It's challenging job 'cause you have so many customers asking for things probably on the roadmap. You probably go hour for that one. But I want to get your thoughts on what you're hearing and seeing from customers. We just reviewed the IDC with Phil. How are you guys responding to your customer's needs? Because it seems that it's highly accelerated probably on the feature request, but also structurally as as ransomware continues to evolve. What are you hearing? What's the key customer need? How are you guys responding? >> Yeah, actually, I have two things that I hear very clearly when I talk to customers. One, I think after listening to their security problems and their vulnerability challenges, because we see customers and help customers who are getting challenge by ransomware on a weekly basis, and what I find that this problem is not just a technology problem, it's an operating model problem. So in order to really secure themselves, they need a security operating model and a lot of them haven't figured out that security operating model in totality. Now where we come in as Druva is that we are providing them the cloud operating model and a data protection operating model combined with a data insights operating model, which all fit into that overall security operating model that they are really owning and they need to manage and operate because this is just not about a piece of technology. On top of that, I think our customers are getting challenged by all the same challenges of not just spending time on keeping the lights on, but innovating faster with less. And that has been this age old problem, do more with less. But in this whole, they're like trying to innovate when the middle of the war so to say. The war is happening, they're getting attacked, but there's also net new shadow IT challenges that's forcing them to make sure that they can manage all the new applications that are getting developed in the cloud. There is thousands of SaaS applications that they're consuming, not knowing which data is critical to their success and which ones to protect and govern and secure. So all of these things are coming at them at a hundred miles per hour while they're just trying to live one day at a time. And unless they really develop this overall security operating model helped by cloud native technologies like Druva that really providing them a true cloud native model of really giving like a touchless and an invisible protection infrastructure. Not just beyond backups, beyond just the data protection that we all know of into this mindset of being able to look at where each of those functionalities need to lie. That's where I think they're grappling with. Now Druva is clearly helping them with keep up to pace with the public cloud innovations that they need to do and how to protect data. We just launched our EC2 offering to protect EC2 virtual machines back in AWS and we are going to be continuing to evolve that to further many services that public cloud software 'cause our customers are really consuming them at breakneck speed. >> So the new workloads, the new security capabilities, love that. Good call out there. Stephen, there's still the issue of the disruption side of it. You guys have a guarantee. There's a cost of ownership as you get more tools. Can you talk about that angle of it? Because this is, you got new workloads, you got the new security needs, what's the disruption impact? 'Cause we won't avoid that. How much it going to cost you? And you guys have this guarantee, can you explain that? >> Yeah, absolutely. So Druva launched our $10 million data resiliency guarantee. And for us, there were really two key parts to this. The first obviously is $10 million means that, again, we're willing to put our money where our mouth is and that's a big deal. That we're willing to back this with the guarantee. But then the second part, and this is the part that I think reflects that model that Anjan was talking about. We look at this and we say, the goal of Druva is to do the job of protecting and securing your data for you so that you as a customer don't have to do it anymore. And so the guarantee actually protects you against multiple types of risks all with SLAs. So everything from, your data's going to be recoverable in the case of a ransomware attack. Okay, that's good. Of course for it to be recoverable, we're also guaranteeing your backup success rate. We're also guaranteeing the availability of the service. We're guaranteeing that the data that we're storing for you can't be compromised or leaked externally. And we're guaranteeing the long term durability of the data so that if you back up with us today and you need to recover 30 years from now, that data's going to be recovered. So we wanted to really attack the end-to-end risks that affect our customers. Cybersecurity is a big deal, but it is not the only problem out there and the only way for this to work is to have a service that can provide you SLAs across all of the risks because that means, again, as a SaaS vendor, we're doing the job for you so you're buying results as opposed to technology. >> That's great. Great point. Ransomware isn't the only problem. That's the title of this presentation, but it's a big one. People concerned about it. So great stuff. In the last five minutes guys, if you don't mind, I'd love to have you share what's on the horizon for Druva. You mentioned the new workloads Anjan. You mentioned this new security hearing shift left. DevOps is now the developer model. They're running IT, yet data and security teams now stepping in and trying to be as high velocity as possible for the developers and enterprises. What's on the horizon for Druva? What trends is the company watching, and how are you guys putting that together to stay ahead in the marketplace in the competition? >> Yeah, I think listening to our customers, what we realize is they need help with the public cloud, number one. I think that's a big wave of consumption. People are consolidating their data centers moving to the public cloud. They need help in expanding data protection, which becomes the basis of a lot of the security operating model that I talked about. They need that first from Druva before they can start to get into much more advanced level of insights and analytics on that data to protect themselves and secure themselves and do interesting things with that data. So we are expanding our coverage on multiple fronts there. The second key thing is to really bring together a very insightful presentation layer, which I think is very unique to Druva because only we can look at multiple tenants, multiple customers because we are a SaaS vendor and look at insights and give them best practices and guidances and analytics that nobody else can give. There's no silo anymore because we are able to take a good big vision view and now help our customers with insights that otherwise that information map is completely missing. So we are able to guide them down a path where they can optimize which workloads need, what kind of protection, and then how to secure them. So that is the second level of insights and analytics that we are building. And there's a whole plethora of security offerings that we are going to build all the way from a feature level where we have things like recycled bin that's already available to our customers today to prevent any anomalous behavior and attacks that would delete their backups and then they still have a way to recover from it, but also things to curate and get back to that point in time where it is safe to recover and help them with a sandbox, which they can recover confidently knowing it's not going to jeopardize them again and reinfect the whole environment again. So there's a whole bunch of things coming, but the key themes are public cloud, data insights, and security and that's where my focus is to go and get those features delivered. And Stephen can add a few more things around services that Stephen is looking to build and launch. >> Sure. So John, I think one of the other areas that we see just an enormous groundswell of interest. So public cloud is important, but there are more and more organizations that are running hundreds, if not thousands of SaaS applications and a lot of those SaaS applications have data. So there's the obvious things like Microsoft 365, Google Workspace, but we're also seeing a lot of interest in protecting Salesforce because if you think about it, if someone deletes some really important records in Salesforce, that's actually the record of your business. And so we're looking at more and more SaaS application protection and really getting deep in that application awareness. It's not just about backup and recovery when you look at something like a Salesforce or something like a Microsoft 365, you do want to look into sandboxing, you want to look into long-term archival because, and this is the new record of the business. What used to be in your on-premises databases, that all lives in cloud and SaaS applications now. So that's a really big area of investment for us. The second one, just to echo what Anjan said is, one of the great things of being a SaaS provider is I have metadata that spans across thousands of customers and tens of billions of backups a year. And I'm tracking all sorts of interesting information that is going to enable us to do things like make backups more autonomous so that customers, again, I want to do the job for them. We'll do all the tuning. We'll do all the management for them to be able to better detect ransomware attacks, better respond to ransomware attacks because we're seeing across the globe. And then of course being able to give them more insight into what's happening in their data environment so they can get a better security posture before any attack happens. Because let's face it, if you can set your data up more cleanly, you're going to be a lot less worried and a lot less exposed from when attack happens. So we want to be able to, again, cover those SaaS applications in addition to the public cloud. And then we want to be able to use our metadata and use our analytics and use this massive pipeline we've got to deliver value to our customers, not just charts and graphs, but actual services that enable them to focus their attention on other parts of the business. >> That's great stuff. >> And remember John, I think all this while keeping things really easy to consume, consumer grade UI, APIs, and really, the power of SaaS as a service, simplicity to continue on amongst keeping these complex technologies together. >> Anjan that's a great call out. I was going to mention ease of use and self-service. Big part of the developer and IT experience, expected, it's the table stakes. Love the analytic angle. I think that brings the scale to the table and faster time to value to get to learn best practices. But at the end of the day, automation, cross cloud protection, and security to protect and recover. This is huge and this is a big part of not only just protecting against ransomware and other things, but really being fast and being agile. So really appreciate the insights. Thanks for sharing on this segment. Really under the hood and really the value of the product. Thanks for coming on. Appreciate it. >> Thank you very much. >> Okay, there it is. You got the experts talking about under the hood, the product, the value, the future of what's going on with Druva and the future of cloud native protecting and recovering. This is what it's all about. It's not just ransomware they have to worry about. In a moment, Dave Vellante will give you some closing thoughts on the subject here. You're watching theCUBE, the leader in high tech enterprise coverage. (gentle music)

(upbeat music) >> Good morning, everyone. Welcome back to "theCUBE." Lisa Martin here with John Furrier. This is day three of our wall-to-wall coverage of VMware Explore. John and I are pleased to welcome back one of our alumni, Muddu Sudhakar, the CEO of AISERA. Welcome to the program, Muddu. It's great to meet you. >> Thank you, Lisa. Thanks for having me. Thank you, John. >> Great to see you again. You're like an industry analyst coming on "theCUBE". You should be like a guest analyst, breaking down. I know you got your own company to run, and by the way, the recent funding you had, congratulations. >> Thank you. >> In a market that's not getting a lot of funding. You get an up around. Congratulations on that. >> Thank you. >> Business is good? >> Very good, thank you. Look, Goldman Sachs Investing, along with Zoom and Thoma Bravo, it was great for us. >> Great stuff. Well, I'm glad we could get you in. This day three, Lisa and I and Dave Vellante and Dave Nicholson have all been talking to everyone for two days here at VMware Explore, formerly VMworld, our 12th year covering their annual conference, as you know, and we've been telling the executives, but day three is more of, we're going to mix it up. We're going to bring people in and get their opinions about Supercloud, does VMware go post-Broadcom? Obviously, that's going to happen. Looks like nothing's going to stop that from happening. What's next? What's the impact? Who wins? Who loses? VMware certainly not acting like they're going to get gutted. They're all full throttle ahead. They're laying down some announcements, vSphere 8, you got vSAN 8, they got cloud-native, they're talking multi-cloud. VMware's not looking like they're flinching. What's going on, in your view, outside of the bubble that we're here in San Francisco, out in the real world, in the trenches. What are people talking about? What do you see? >> Lot to unpack. (all laugh) >> Start at wherever you want. >> Yes. You know, I was a VMware alumni too. >> Yes >> You sold the company to VMware. You know the inside. Okay, So then, even then- >> I worked with Paul and Pat and Raghu. It's great to be back at VMware now. I think there's a lot going on in VMware. VMware is here to stay. The brand will stay. The VMware customers will stay for years to come. I think Broadcom and VMware, I think it's a great industry consolidation, the way in which I see it. And it is going to help all the customers too, right? Broadcom, having such a large foot play into both CA, the software business, the hardware business. I think what will happen is that Broadcom will try to create a hybrid cloud of their own with VMware. So there'll be a fourth player in the cloud industry. And then back to John, your Supercloud. The Supercloud by definition, there'll be private clouds, public clouds, hybrid clouds. I think Broadcom with VMware will help your vision of the Supercloud and what your customers are asking. >> Yeah, one of the things I want to get your thoughts on, Lisa and I were talking yesterday with the executives, AJ Patel in particular, he's a middleware guy. >> Right. >> So what he did was Oracle. He did a lot of the fusion stuff at Oracle. He now runs Modern Apps. And you came in at the time, I think, when they were just getting that app vision going, and Paul Moritz actually had it early with his 2010 vision, but too early on the app side. But that ended up happening too. So the question is, is Broadcom going to be this middleware layer, and treat the cloud like hardware. And then, apps or apps. Companies are apps. In a digital transformation, technology is the company. >> Right >> So the company is the app. >> That's right, >> Is an application. So apps and hardware, middle, a middleware model emerging. Do you think they're going for that? Or am I just making this up in my head? >> No, I think to me, I see Broadcom as much more, they're like a peer company at the high level. So they're funded by- >> Like a private equity company. >> Private equity company. >> You mean from a dollar standpoint. >> From a dollar standpoint. So Broadcom is going to fund companies. They're going to buy companies. They bought CA, they bought all the other assets. So Broadcom will have always hardware. The middle level could be VMware, but they also have CA, right? They have a bunch of apps here. So I see the Broadcom is also using VMware to run applications. So the consolidation will be they'll create a Supercloud using VMware. They're going to own their own apps. I don't think Broadcom's story is stopped. Its journey to come. They're going to buy more acquisitions, more apps companies. I won't be surprised, in the future, they buy Zendesk. I won't be surprised, in the future, they buy other apps companies, SaaS companies and cloud enterprise companies. Right? So that's where the P is coming. So the broad conversion is, I need a base middleware, like you're saying. There's no other middleware on top of hardware better than VMware. >> So do you think that they'll keep the stuff that's coming out of the other? 'Cause we've been speculating on "theCUBE" this week. They have the core business, but there's all this stuff that's kind of coming out of the oven that's not EBITDA-oriented yet. Do you think they keep that or they let it go? >> I think that's a great question to hang their CEO of Broadcom. But to me, I think, knowing them, they're going to keep, and if you look at Symantec, they kept parts of Symantec, this whole parts of it. So I think all options are on the table for them, right? They'll do whatever it is. But I think it has to be the ones that high growth companies they may give it. It all goes back to is it a profitability to it or not? But his vision is very good. I want to own the middleware, right? He will own the middleware using VMware to your vision, create a Supercloud and own the apps. So I think you'll see Broadcom is the fourth vendor in the cloud race. You have Microsoft, AWS, Google, and Broadcom is actually going to compete with this four. >> So you think there'll be a hyper scale? They'll be in the top three or four. >> There'll be top four. >> Okay. >> Along with Oracle. So now, we are talking about the five vendors will be Amazon, Azure, Google, Oracle, and Broadcom. >> We had Amazon guy on, Steve Jones. I should have asked him that question. I just don't see that happening yet. They have to have the full hardware side. How do you see that coming in? 'Cause Amazon's innovating at the atom level and they're working on stuff that's physical, transit, physics stuff, like down to the root level. >> I think Broadcom figure, look, they own the chips out right, at the end of the day. They also have a lot of chips such to supply to both mobile and this. So if there's anybody who can figure out the hardware, it will be Broadcom. That is their core of area. They didn't have the core in the software and the middleware. VMware is going to give them the OS, the Kubernetes, the VMs. Once you have that layer, I think you can innovate both up and below, right? So I think, John, I think Broadcom VMware will be a force to reckon with and I think these guys are going to get into healthcare space though. So if you see the way they battle, you and me are talking Lisa, like Microsoft bought new ones, Oracle bought Cerner. So they all paid 30 billion each. So the next battle ground will be, they'll start in the healthcare industry. Somebody's going to go look at the healthcare apps like Epic, right? They're going to look at how we can do the hospitals. They're going to look at hospital healthcare professionals. That area will be disrupted a lot in the same. >> What other industries do you think, besides healthcare, are ripe for disruption with Broadcom VMware? >> I think endpoint management, like remember VMware bought AirWatch when I was there back then, right? That whole area is called digital experience management. So that endpoint mainly will be disrupted. So Broadcom with VMware will go again into endpoint. I'm talking endpoint could be the servers, desktops, VMware Max, right? Virtual Desktop VDI. So that whole management of mobile devices to desktop, that whole industry will be disrupted. A lot of players are there trying to do more consulting services. I think VMware is a great assets and tools. If I'm Broadcom, my chip sets are going into the endpoint. So that area will be disrupted a lot with Broadcom in VMware. >> Yeah, one of the things that VMware, people have been talking about, is that the CA acquisition that Broadcom did was the playbooks public. Everyone saw what they did. They killed sales and market and they killed all the execs, metaphorically speaking. They fired them. VMware's got a different vibe here. I'm feeling like it could go one way or the other. I think they should keep them, personally. But you don't know. If they're a PE company, they EBIDA driven, maybe it's just simply numbers. >> Right. >> If that's the case, then I'm worried. But VMware's got pride, they got mojo, and they've got expertise in software. Maybe a little bit different circumstance? What's take on this? Or do you think it's going to be black and white to the numbers? >> I think, knowing Hank's playbook, if he knows what he's going to do, right? His playbook will be consistent with Symantec. >> You think he already knows what he wants to do? >> I think so. I think at that level, both with Simulink and Broadcom, they already know the playbook. At this stage the games, people already know their game. It's like a chess move. They already know. They'll look at VMware and see which assets to keep, which one not to keep, which organization, but I think Hank is a master at this one. To me, I'm personally excited with the VMware Broadcom combination. It's a great thing for the industry. It's great for VMware and VMware customers and partners. >> Well, John, you and Dave had a chance to sit down with Raghu. What were some of the things that he unpacked about the Broadcom acquisition? >> He was on talking points. He was on message. He was saying the things that any CEO was going to make a lot of cash on this deal. And he's proud. I think it wasn't about the money for him. I sensed that he's certainly going to make a lot of cash on this deal as an executive, but he's a long time VMware employee and a well loved and revered person. He's done a lot of great work, technically set the agenda. So I think their mindset is we're going to just continue to do an amazing job as VMware as we are and then let Broadcom, let the chips fall where they may, and hopefully, if they do a good job, maybe they'll either refactor some of their base plans or they laid it all out in the field, so to speak. So that's my vibe. Now specifically, he made some comments, like, "Yeah, we're really proud." And he staying technical. He's still like, "This is really happening." So I think he's going to, essentially, to the very end, be like, "Cross cloud and hybrid cloud. This is our third generation." So there he's hanging onto the VMware third act that they're saying, and he hopes that it comes home. And I think he's going to just deal with it. He didn't seem flustered and he didn't seem overly confident. >> Okay. >> I guess that's my opinion. What do you think? >> Personally worked with Raghu, worked for Raghu, so I think of him as the greatest CEO for VMware ever could have, right? It's a journey. It was Paul Maritz, then Pat Gelsinger, now Raghu. I think he's in the right place, right time to lead VMware, and Raghu's doing a fantastic job. And personally, getting these two companies married, I think Raghu did the right partnership with Broadcom. >> Well, I think if this event's any indication if they're just sitting back and waiting, they're not, and this event was well done, it was pulled off. The branding's amazing. I thought they did a good job with the name change. And then in light of all the Broadcom issues, the execution was great. It was not a bad show here. It was a good show. It wasn't terrible at all. People were excited. I think the ecosystem also felt that Broadcom, like an electronic shock to the system, like something's going to happen. Let's wait and see. I'm going to go to the event to see if it's going to be around and kind of getting a feel first party, in person, what's happening. Again, remember VMware didn't have an event since 2019. This is a community that thrives on physical, face to face camaraderie, community. And so, I think the show was a success. And I think that's a result of Raghu and his team. >> Because we have a booth there for AISERA, my company, we have a booth. We are offering coffee and donuts. You guys should come by and tell people. You'll get a free coffee and a donut, but it's one of the best shows I've seen. Well, I think people after pandemic are back, people are interacting. We have 500 people in one day at our booth. So for a startup company like us, getting that much crowd is unheard of. So it's great. We're very excited. >> The vibe from the partner community, I had a chance to talk with a lot of partners, AWS, NetApp, Rackspace, really seems like the partnerships side of VMware is very, very strong and the partners are excited about what's next for VMware. Did you have a chance to talk with any of the partners? >> Actually, look. I'm actually meeting with Karen. So Karen Egan is my contact at VMware too, and Sumit, (indistinct) a bunch of the customer success organization. We talk to people in their digital experience management team. We are very excited to be partner with both VMware's customer, partner, and all experts, right? I'll need the VMware ecosystem for my company to thrive. So for us, VMware customers are my customers and leveraging VMware APIs into VMware, that's that's important for us. >> Lisa, that's a great question because that brings us to the question of, okay, clearly this show also proves to us from our conversations and exploring the floor, the wave is coming. This next cloud wave is here. We're calling it Supercloud, whatever you want to call it, it's coming and it's real, and people know it. And also the lines of sight into economics around where people can fit in this next level ecosystem is becoming clear. So I think people kind of know what's the right side of the street to be on in this next shift. So that's coming. That's independent of Broadcom. So the floor represents to me the excitement for not only the VMware workload powering software, with or without Broadcom, but the next wave. So the question is if Broadcom goes down their path and Hank does what he does, who wins and who loses on where things flow? Because this energy is going to flow somewhere. Is it going to flow to AWS? Is it going to flow to Microsoft? Is it going to flow to HPE with Green Lake getting some great traction? NetApp's doing great. We just heard from them. So the partners aren't hurting. It's only going to get better. re:Invent's right around the corner. That's a packed house. Their ecosystem's growing like a weed. Who wins? 'Cause the customers at VMware are enterprise customers. They're used to being serviced. They have sales reps from Microsoft, they got sales reps from Hewlett Packard Enterprise, real senior enterprise stakeholders there. So someone's going to end up filling in as VMware settles into their broad composition. Who wins and who loses, in your mind? >> A Very good question. So my thing is, I think it's... Well, I put Microsoft and Amazon the winners. In that way, actually mean Microsoft will win because in a true Supercloud, your vision, back to hybrid cloud on-prem and public cloud, VMware disruption with Broadcom, as if there's any bridge in the market, Microsoft will take advantage of it. Azure, right? Amazon VMware is there. Then, you have Google and VMware. So I think Azure will probably try to take advantage of this, but very next will be Amazon, right away there. That leaves you with Google Cloud, right? Google Cloud is the one. So they're the people that are able to figure out what to do in this equation. And then, obviously, the other one is Oracle. Oracle has no hearts in this game. So to me, the people who are going to probably lose impact model will be Oracle if the Broadcom and VMware will happen. So it's Azure, Amazon winning the race, probably Google is right behind them. Oracle will be distinct. Other side is Dell. Actually, Dell has no game in this. Our Broadcom and VMware, Dell should be the one. >> Dell might have a little secret sauce on the table with Michael Dell. >> That's true. >> If he convert his shares, he might be the largest shareholder at Broadcom. >> That's true. >> He could end up owning all the back. >> So he may be the winner all the time. (all laugh) >> Don't count him out. Well, this is a good question. I want to just double click on this. So you get customer dynamic. Where do they go? You get the community, which is a big force multiplier in this world, and if you had to bet on community between Microsoft and Amazon Web Services, Amazon trumps Microsoft on force multiplier community. Ecosystem, AWS beats Microsoft on that one. So it's interesting because it's now multiple dimensions we're talking about here. It's customers. That's the top order, right? The customers. But also, you got community, the people who put on sessions, the people in the community that are the influencers that are leading the trends, and developers are very trending, relative to what kind of code they use, what's their environments? So the developers is changing that landscape and, ultimately, the ecosystem of partners, right? 'Cause there's a lot more overlap between AWS and VMware's ecosystem than there is between Microsoft and that. And HPE is just starting an ecosystem. So it's going to be very interesting. >> It is. It is. I think Broadcom and VMware cannot be any best time for the industry, right? As you said. HP is coming in. Oracle is coming in. And to your point, VMware and AWS are another best partners. Now, this going to create any gap for Microsoft to enter for Azure? I think that's where the market is saying that it's going to open up a hybrid cloud player for Microsoft to enter what is to be a tight relationship with VMware and Amazon. Right? So people will rethink through their apps. And more importantly, the end point to me. See, the key is, like you talk about with Supercloud, nobody's talking about Supercloud for the endpoint. >> You mean Edge or security? >> Not an Edge endpoint. Endpoint could be your devices, laptop, desktop. >> Or a building or a light bulb or whatever. >> Desktop or VDI desktop services servers, right? So we call it endpoint cloud. There's no endpoint Supercloud. John, that's an area that you should double click on. Super cloud for the servers is different from Supercloud for endpoint. >> Well, SuperCloud.World is the URL out there. If you're interested in Supercloud, we are adding tracks to that body of work. So we had our event on August 9th. It was virtual event, where Dave and I are going to add a data track, we're going to add a security track, and we should add, maybe, an endpoint workspace, work. >> That's a VMware brand, Workspace and Horizon. So that whole workspace endpoint for Supercloud is going to happen. >> Yes. >> Right. That kind of deviates from- >> Do you like Supercloud? Are you bullish on Supercloud? >> I'm very bullish on Supercloud because I, myself, is running on-prem in VPCs, public clouds, private clouds. Supercloud kind of composites it so app should be designed. 'Cause I don't want to design an app for one cloud. It's not going to work. So it's like how Java came and I can run it on any platform. The ideas you build it on Supercloud, run it, whatever you want. Right? >> That's exactly it. So what would you want to see in Supercloud as it evolves? And we were part of this open conversation. This is our point for today. We're going to have a great panel come up later today. We're going to have the influencers come on to debate what Supercloud should or shouldn't be. If you want to add to the contribution, we'll add this into the work, what should what's needed in Supercloud? What's table stakes. >> I think we need a Java compiler that will happen for Supercloud. I build it once, execute in any place I want, right? Using the Terraform, HashiCorp (indistinct) So what I don't want is keep building this thing for every cloud. I want to abstract that out. The whole idea of Supercloud is how Java gave me the abstraction for hardware 20 years back or 30 years back, we need the same abstraction for the cloud today. Otherwise, I'm customizing for VM Cloud, I'm customizing for AWS, Azure, Google Cloud. We, as an application vendor, it's too hard to keep doing it. I have now thousand tuners. I don't need thousand DevOps people. I need maybe 10 DevOps people. So there's a clear abstraction complexity that industry should develop, and your concept Supercloud with everybody thinking that, and it has to start from the grassroots with ecosystem. >> What do you think about the participants in this abstraction layer? Because someone said on "theCUBE" here this week, the people in the abstraction layer shouldn't be participants in the below or above the abstraction. >> I think it should be everybody, right? It's all inclusive. You need the apps guys to come in. You need the OS players to come in. You need the cloud vendors to come in, infrastructure. So you need everybody. >> Okay, let's just say that you were the spokesperson for the Supercloud organization, Supercloud.World. How would you sell AWS on why it's important for them? >> It's because they can build it and sell it in AWS and multiple AWS Gov Cloud, AWS On-prem, VPCs. It's even important for them, their expansion, their market time upfront. If I'm (indistinct), if I'm built on Supercloud, I can increase my time share. Otherwise I'm bringing only to public cloud. >> Okay, so I'll say, I'm Amazon and we have a concept called "One Way Doors." We don't want to go through a one way door. Is Supercloud a one way door for them? What's in it for them? Do they make more? Does it help their ecosystem? And the same question from Microsoft Azure and Google cloud. >> They're make more money. They're making their apps run in multiple places. It's a natural expansion. You are solving your customer problems for Amazon and DGC, right? My job is give people choices. I give choice to Lisa. Lisa can run it on public cloud. John, you can run it on VPC, AWS. >> So you're saying, so you think customers are asking for this right now? >> Everybody's asking. >> But don't really know how to say it? >> Customers are asking. Partners are asking. All of us are asking. >> Okay, what's the ask? >> Ask is give me a one place to build applications and run it anywhere without adding the complexity. >> Okay. Done. That's Supercloud. It'll ship tomorrow. (Lisa laughs) Well done. (John laughs) All right, well done. Final question for you. Lisa and I have been talking with folks here. What advice would you give the folks that are in here? 'Cause we have a lot of activity, people with marketing their solutions and products. They're trying to put a voice out there around thought leadership and trying to figure out what side of the street they should be on relative to the next 10 years as they're here at VMware Explore, as the next gen cloud comes around. What's the right narrative? What's the right positioning for companies to be on right now to be the most relevant and in the flow? >> I don't know about 10 years, but right now we are in difficult economic times, right? Markets are down. Inflation is up. So I think the fastest cost, people should focus on cost. How can it take cost? Automation is the key, right? Whether you use AI or automation , like you and me talking, John, last week, right? That's important. Every CEO I talk to is focused on cost. How do I cut my cost? How can I do with fewer resources? How can I do with fewer people, right? So the new budget right now is cut your budget in half. So every company, every exec should think about how can you be a good citizen? How can I get growth and scale? How can I do more with less? And that should be the next 12 months. >> That was a lot of the theme of conversations that I had with the VMware ecosystem, doing more with less. So that's definitely on everyone's minds. >> Right, and that's what my company is fully focused on. AISERA is all about AI automation. How can we solve your thing? We want to be solving customer problem. We are like your automation engine for your enterprise, right? We are a platform of platform. That's why I like the Supercloud. I can run AISERA as a platform on top of Supercloud. >> Excellent. >> Wow! If only we had more time! I know that you guys could really dig into Supercloud and take it even further. So you have to come back, Muddu. >> I will. >> He always wants to come back. >> I will be back. >> He's on the team. He's has contributed to the open source effort of Supercloud. Thank you. >> Yes. >> All right, thank you so much for joining John and me and kind of breaking down your vision on VMware Broadcom and the future. Next step, we've got to get some customers on here. I really want to understand what the customer experience is going to be like, but we'll have to another segment on that one. >> We will do that. Thank you, Lisa, for having me. >> My pleasure. >> John. >> Thank you very much. Thank you. >> For our guest and John Furrier, I'm Lisa Martin. You're watching "theCUBE" live on day three of our coverage of VMware Explore. We'll be back after a short break. (upbeat corporate music)

(digital music) >> And we're back live in New York. It's theCUBE. It's not SNL, it's better than SNL. Lisa Martin and John Furrier here with about 10,000 to 12,000 folks. (John chuckles) There is a ton of energy here. There's a ton of interest in what's going on. But one of the things that we know that AWS is really well-known for is its massive ecosystem. And one of its ecosystem partners is joining us. Please welcome Domenic Ravita, the VP of Product Marketing from SingleStore. Dominic, great to have you on the program. >> Well, thank you. Glad to be here. >> It's a nice opening, wasn't it? (Lisa and John laughing) >> I love SNL. Who doesn't? >> Right? I know. So some big news came out today. >> Yes. >> Funding. Good number. Talk to us a little bit about that before we dig in to SingleStore and what you guys are doing with AWS. >> Right, yeah. Thank you. We announced this morning our latest round, 116 million. We're really grateful to our customers and our investors and the partners and employees and making SingleStore a success to go on this journey of, really, to fulfill our mission to unify and simplify modern, real time data. >> So talk to us about SingleStore. Give us the value prop, the key differentiators, 'cause obviously customers have choice. Help us understand where you're nailing it. >> SingleStore is all about, what we like to say, the moments that matter. When you have an analytical question about what's happening in the moment, SingleStore is your best way to solve that cost-effectively. So that is for, in the case of Thorn, where they're helping to protect and save children from online trafficking or in the case of True Digital, which early in the pandemic, was a company in Southeast Asia that used anonymized phone pings to identify real time population density changes and movements across Thailand to have a proactive response. So really real time data in the moment can help to save lives quite literally. But also it does things that are just good commercially that gives you an advantage like what we do with Uber to help real time pricing and things like this. >> It's interesting this data intensity happening right now. We were talking earlier on theCUBE with another guest and we said, "Why is it happening now?" The big data has been around since the dupe days. That was hard to work with, then data lakes kicked in. But we seem to be, in the past year, everyone's now aware like, "Wow, I got a lot of data." Is it the pandemic? Now we're seeing customers understand the consequences. So how do you look at that? Because is it just timing, evolution? Are they now getting it or is the technology better? Is machine learning better? What's the forces driving the massive data growth acceleration in terms of implementing and getting stuff out, done? (chuckles) >> We think it's the confluence of a lot of those things you mentioned there. First of all, we just celebrate the 15-year anniversary of the iPhone, so that is like wallpaper now. It's just faded into our daily lives. We don't even think of that as a separate thing. So there's an expectation that we all have instant information and not just for the consumer interactions, for the business interactions. That permeates everything. I think COVID with the pandemic forced everyone, every business to try to move to digital first and so that put pressure on the digital service economy to mature even faster and to be digital first. That is what drives what we call data intensity. And more generally, the economic phenomenon is the data intensive era. It's a continuous competition and game for customers. In every moment in every location, in every dimension, the more data hat you have, the better value prop you can give. And so SingleStore is uniquely positioned to and focused on solving this problem of data intensity by bringing and unifying data together. >> What's the big customer success story? Can you share any examples that highlight that? What are some cool things that are happening that can illustrate this new, I won't say bit that's been flipped, that's been happening for a while, but can you share some cutting edge customer successes? >> It's happening across a lot of industries. So I would say first in financial services, FinTech. FinTech is always at the leading edge of these kind of technology adaptions for speeds and things like that. So we have a customer named IEX Cloud and they're focused on providing real time financial data as an API. So it's a data product, API-first. They're providing a lot of historical information on instruments and that sort of thing, as well as real time trending information. So they have customers like Seeking Alpha, for instance, who are providing real time updates on massive, massive data sets. They looked at lots of different ways to do this and there's the traditional, transactionals, LTP database and then maybe if you want to scale an API like theirs, you might have a separate end-memory cache and then yet another database for analytics. And so we bring all that together and simplify that and the benefit of simplification, but it's also this unification and lower latency. Another example is GE who basically uses us to bring together lots of financial information to provide quicker close to the end-of-month process across many different systems. >> So we think about special purpose databases, you mentioned one of the customers having those. We were in the keynote this morning where AWS is like, "We have the broadest set of special purpose databases," but you're saying the industry can't afford them anymore. Why and would it make SingleStore unique in terms of what you deliver? >> It goes back to this data intensity, in that the new business models that are coming out now are all about giving you this instant context and that's all data-driven and it's digital and it's also analytical. And so the reason that's you can't afford to do this, otherwise, is data's getting so big. Moving that data gets expensive, 'cause in the cloud you pay for every byte you store, every byte you process, every byte you move. So data movement is a cost in dollars and cents. It's a cost in time. It's also a cost in skill sets. So when you have many different specialized data sets or data-based technologies, you need skilled people to manage those. So that's why we think the industry needs to be simplified and then that's why you're seeing this unification trend across the database industry and other parts of the stack happening. With AWS, I mean, they've been a great partner of ours for years since we launched our first cloud database product and their perspective is a little bit different. They're offering choice of the specialty, 'cause many people build this way. But if you're going after real time data, you need to bring it. They also offer a SingleStore as a service on AWS. We offer it that way. It's in the AWS Marketplace. So it's easily consumable that way. >> Access to real time data is no longer a nice-to-have for any company, it's table stakes. We saw that especially in the last 20 months or so with companies that needed to pivot so quickly. What is it about SingleStore that delivers, that you talked about moments that matter? Talk about the access to real time data. How that's a differentiator as well? >> I think businesses need to be where their customers are and in the moments their customers are interacting. So that is the real time business-driver. As far as technology wise, it's not easy to do this. And you think about what makes a database fast? A major way of what makes it fast is how you store the data. And so since 2014, when we first released this, what Gartner called at the time, hybrid transaction/analytical processing or HTAP, where we brought transactional data and analytical data together. Fast forward five years to 2019, we released this innovation called Universal Storage, which does that in a single unified table type. Why that matters is because, I would say, basically cost efficiency and better speed. Again, because you pay for the storage and you pay for the movement. If you're not duplicating that data, moving it across different stores, you're going to have a better experience. >> One of the things you guys pioneered is unifying workloads. You mentioned some of the things you've done. Others are now doing it. Snowflake, Google and others. What does that mean for you guys? I mean, 'cause are they copying you? Are they trying to meet the functionality? >> I think. >> I mean, unification. I mean, people want to just store things and make it, get all the table stakes, check boxes, compliance, security and just keep coding and keep building. >> We think it's actually great 'cause they're validating what we've been seeing in the market for years. And obviously, they see that it's needed by customers. And so we welcome them to the party in terms of bringing these unified workloads together. >> Is it easy or hard? >> It's a difficult thing. We started this in 2014. And we've now have lots of production workloads on this. So we know where all the production edge cases are and that capability is also a building block towards a broader, expansive set of capabilities that we've moved onto that next phase and tomorrow actually we have an event called, The Real Time Data Revolution, excuse me, where we're announcing what's in that new product of ours. >> Is that a physical event or virtual? >> It's a virtual event. >> So we'll get the URL on the show notes, or if you know, just go to the new site. >> Absolutely. SingleStore Real Time Data Revolution, you'll find it. >> Can you tease us with the top three takeaways from Revolution tomorrow? >> So like I said, what makes a database fast? It's the storage and we completed that functionality three years ago with Universal Storage. What we're now doing for this next phase of the evolution is making enterprise features available and Workspaces is one of the foundational capabilities there. What SingleStore Workspaces does is it allows you to have this isolation of compute between your different workloads. So that's often a concern to new users to SingleStore. How can I combine transactions and analytics together? That seems like something that might be not a good thing. Well, there are multiple ways we've been doing that with resource governance, workload management. Workspaces offers another management capability and it's also flexible in that you can scale those workloads independently, or if you have a multi-tenant application, you can segment your application, your customer tenant workloads by each workspace. Another capability we're releasing is called Wasm, which is W-A-S-M, Web Assembly. This is something that's really growing in the open source community and SingleStore's contributing to that open source scene, CF project with WASI and Wasm. Where it's been mentioned mostly in the last few years has been in the browser as a more efficient way to run code in the browser. We're adapting that technology to allow you to run any language of your choice in the database and why that's important, again, it's for data movement. As data gets large in petabyte sizes, you can't move it in and out of Pandas in Python. >> Great innovation. That's real valuable. >> So we call this Code Engine with Wasm and- >> What do you call it? >> Code Engine Powered by Wasm. >> Wow. Wow. And that's open source? >> We contribute to the Wasm open source community. >> But you guys have a service that you- >> Yes. It's our implementation and our database. But Wasm allows you to have code that's portable, so any sort of runtime, which is... At release- >> You move the code, not the data. >> Exactly. >> With the compute. (chuckles) >> That's right, bring the compute to the data is what we say. >> You mentioned a whole bunch of great customer examples, GE, Uber, Thorn, you talked about IEX Cloud. When you're in customer conversations, are you dealing mostly with customers that are looking to you to help replace an existing database that was struggling from a performance perspective? Or are you working with startups who are looking to build a product on SingleStore? Is it both? >> It is a mix of both. I would say among SaaS scale up companies, their API, for instance, is their product or their SaaS application is their product. So quite literally, we're the data engine and the database powering their scale to be able to sign that next big customer or to at least sleep at night to know that it's not going to crash if they sign that next big costumer. So in those cases, we're mainly replacing a lot of databases like MySQL, Postgre, where they're typically starting, but more and more we're finding, it's free to start with SingleStore. You can run it in production for free. And in our developer community, we see a lot of customers running in that way. We have a really interesting community member who has a Minecraft server analytics that he's building based on that SingleStore free tier. In the enterprise, it's different, because there are many incumbent databases there. So it typically is a case where there is a, maybe a new product offering, they're maybe delivering a FinTech API or a new SaaS digital offering, again, to better participate in this digital service economy and they're looking for a better price performance for that real time experience in the app. That's typically the starting point, but there are replacements of traditional incumbent databases as well. >> How has the customer conversation evolved the last couple of years? As we talked about, one of the things we learned in the pandemic was access to real time data and those moments that matter isn't a nice-to-have anymore for businesses. There was that force march to digital. We saw the survivors, we're seeing the thrivers, but want to get your perspective on that. From the customers, how has the conversation evolved or elevated, escalated within an organization as every company has to be a data company? >> It really depends on their business strategy, how they are adapting or how they have adapted to this new digital first orientation and what does that mean for them in the direct interaction with their customers and partners. Often, what it means is they realize that they need to take advantage of using more data in the customer and partner interaction and when they come to those new ideas for new product introductions, they find that it's complicated and expensive to build in the old way. And if you're going to have these real time interactions, interactive applications, APIs, with all this context, you're going to have to find a better, more cost-effective approach to get that to market faster, but also not to have a big sprawling data-based technology infrastructure. We find that in those situations, we're replacing four or five different database technologies. A specialized database for key value, a specialized database for search- >> Because there's no unification before? Is that one of the reasons? >> I think it's an awareness thing. I think technology awareness takes a little bit of time, that there's a new way to do things. I think the old saying about, "Don't pave cow paths when the car..." You could build a straight road and pave it. You don't have to pave along the cow path. I think that's the natural course of technology adaption and so as more- >> And the- pandemic, too, highlighted a lot of the things, like, "Do we really need that?" (chuckles) "Who's going to service that?" >> That's right. >> So it's an awakening moment there where it's like, "Hey, let's look at what's working." >> That's right. >> Double down on it. >> Absolutely. >> What are you excited about new round of funding? We talked about, obviously, probably investments in key growth areas, but what excites you about being part of SingleStore and being a partner of AWS? >> SingleStore is super exciting. I've been in this industry a long time as an engineer and an engineering leader. At the time, we were MemSQL, came into SingleStore. And just that unification and simplification, the systems that I had built as a system engineer and helped architect did the job. They could get the speed and scale you needed to do track and trace kinds of use cases in real time, but it was a big trade off you had to make in terms of the complexity, the skill sets you needed and the cost and just hard to maintain. What excites me most about SingleStore is that it really feels like the iPhone moment for databases because it's not something you asked for, but once your friend has it and shows it to you, why would you have three different devices in your pocket with a flip phone, a calculator? (Lisa and Domenic chuckles) Remember these days? >> Yes. >> And a Blackberry pager. (all chuckling) You just suddenly- >> Or a computer. That's in there. >> That's right. So you just suddenly started using iPhone and that is sort of the moment. It feels like we're at it in the database market where there's a growing awareness and those announcements you mentioned show that others are seeing the same. >> And your point earlier about the iPhone throwing off a lot of data. So now you have data explosions at levels that unprecedented, we've never seen before and the fact that you want to have that iPhone moment, too, as a database. >> Absolutely. >> Great stuff. >> The other part of your question, what excites us about AWS. AWS has been a great partner since the beginning. I mean, when we first released our database, it was the cloud database. It was on AWS by customer demand. That's where our customers were. That's where they were building other applications. And now we have integrations with other native services like AWS Glue and we're in the Marketplace. We've expanded, that said we are a multi-cloud system. We are available in any cloud of your choice and on premise and in hybrid. So we're multi-cloud, hybrid and SaaS distribution. >> Got it. All right. >> Got it. So the event is tomorrow, Revolution. Where can folks go to register? What time does it start? >> 1:00 PM Eastern and- >> 1:00 PM. Eastern. >> Just Google SingleStore Real Time Data Revolution and you'll find it. Love for everyone to join us. >> All right. We look forward to it. Domenic, thank you so much for joining us, talking about SingleStore, the value prop, the differentiators, the validation that's happening in the market and what you guys are doing with AWS. We appreciate it. >> Thanks so much for having me. >> Our pleasure. For Domenic Ravita and John Furrier, I'm Lisa Martin. You're watching theCUBE, live from New York at AWS Summit 22. John and I are going to be back after a short break, so come back. (digital pulsing music)

>> The CUBE presents Dell technologies world brought to you by Dell. >> Hey everyone. Welcome back to theCube's live coverage of Dell technologies World 2022 from the Venetian in Las Vegas. Lisa Martin here with Dave Vellante, Dave this is our second day, lots of conversations. We've been talking a lot about APEX, Multi-cloud, edge, resilience, cyber resilience. >> I guess the number one topic actually. I mean, a lot of Multi-cloud talk obviously too, but I think security is the hot topic at the event. >> It is a hot topic, and we've got two guests joining us from Dell technologies. We're going to unpack that and talk about some of the great new things they are enabling. Please welcome. One of our alumni, Mihir Maniar our vice president at Dell technologies and Aaron Krishnmoorthy, global strategy resiliency and security at Dell technologies. Guys, welcome to the program. >> Pleasure meeting you Lisa and Dave. >> So ransomware, it's a household term. I'm pretty sure my mom even knows what ransomware is. >> Exactly. >> Legitimately. But I mean, if you look at the numbers, a ransomware attack is happening once every 11 seconds, the numbers, the stats say, an estimated 75% of organizations are going to face an attack, 75%, by 2025, it's around the corner. So it's no longer a matter of are we going to get hit? If we get hit? It's when? And that resiliency, and that recovery is absolutely critical. Talk about some of the things there, Dell's comprehensive approach to helping organizations really build resiliency. >> That's a great point. So if you go to see organizations are going to get hit, if not already 75% already out there. And then we find that through research, a lot of our customers need a lot of help. They need help because security is really complex. I mean, they have a tough job, because there's so many attacks happening at the same time. One single ransomware incident can cost them on an average $13 million. They have to integrate 50 plus different security vendors to go and build a secured defense in depth, kind of for mechanism, they're liable to the board, at the same time they have lines of business that are talking about, hey, can you provide me, you know, security, but make sure productivity doesn't get impacted. So it's a tough role for them, And that's where Dell services comes in, where our Dell Managed Security Services. We have a full comprehensive suite of offers for our customers to help them to remain secure. And we have focused on the services based on a NEST framework, so I can talk more about the NEST framework as a hobby about, go about doing that. >> There's a lot of talk in the community about should I pay the ransom? Should they not pay the ransom? And I suppose your advice would be, well pay up front and avoid the ransom if you can. >> Absolutely. Yeah. Dave, what we've seen is the ransomware payment has been very unreliable. We know of many, many examples where either they paid the ransom and they were not able to recover data, or they got the decryption keys and the recover process was too slow. So we are all about helping customers understand the risks that they have today, and giving them some pragmatic technology solutions. >> Talk about that conversation. Where is it happening at the customer level, as security is a board level conversation. Are you still talking with the CIOs lines of business, who else is involved in really understanding where all these vulnerabilities are within an organization? >> Yeah. So that's a great question. So we work with CIOs, we work with CSOs a lot more and the CSOs actually are facing the skills shortage problem. >> Yes. >> That's where they need actually help from vendors like Dell. And talking about ransomware, if you go to see a NEST framework, it goes all the way from identification of threats to prevention, creating measures with defense in depth. How do you detect and respond to threats in time? Because time is critical actually. And recovering from threats. So in that whole process, it's better for customers to have the full suite of security services installed, so that they don't end up paying the ransomware eventually. To provide the whole defense mechanism. >> So the adversary is, very, they're motivated. They're well funded, incredibly sophisticated these days. So how do you not lose if you're a customer? What's the playbook that you're helping your customers proceed with? >> Yeah, it's a great, so in the NEST framework as I mentioned before, services are evolving around, how do you identify the threats that exist in the customer's network? So we provide advisory services and we provide assessment of the customer's vulnerabilities that exist, so we can detect those vulnerabilities, and then we can build the prevention mechanisms once we detect those vulnerabilities. It's all about what you cannot see, you can't really defend against. So that's where the whole assessment comes in, where you can go and do a zero trust assessment for the customers entire infrastructure, and then figure out where those issues lie. So we can go and block those loopholes, with the prevention mechanisms. In the prevention mechanisms, actually we have a whole zero trust prevention mechanism. So you can actually go and build out, end to end defense in depth, kind of security. >> Arun, before the pandemic, the term zero trust people would roll their eyes. It was kind of a buzzword, and it's becoming sort of a mandate. What does zero trust mean to your customers? How are you helping them achieve it? >> Yeah. So great question, Dave. A lot of customers think zero trust is a product. It's not, it's a framework, it's a mindset. It helps customer think through, what kind of access do I want to give my users, my third party, my customers? Where does my data sit in my environment? Have I configured the right network policies? Have I segmented my network? So it is a collection of different strategies that work across cloud, across data, across network, across applications that interact with each other and what we are helping customers with understand what that zero trust actually means and how they can translate into actionable technology implementations. >> What do you help customers do that when we know that, I mean, the average customer has what? Seven different backup protection solutions alone, if we're talking about like data protection. How do you help them understand what's in their environment now? If they're talking about protecting applications, users, data, network, what's that conversation? And what's that process like to simplify their protection so that they really can achieve cyber resilience? >> That's correct. That's a great question, Lisa. One of the big issues we see with customers, is they don't know what they don't know. There's data across multi-cloud, which is great, it enables productivity, but it also is not within the four walls of a data center. So one of the first things we do is identify where customer's data is, where is their application live? And then we look for blind spots. Are you protecting your SaaS workloads? Are you protecting your endpoints? And we give them a holistic strategy on data protection and you bring up a great point. A lot of customers have had accidental growth over the years. They started off with one tool and then different business needs drove them to different tools. Maybe now is a good time to evaluate what is your tool set, can we consolidate it and reduce the risk in the environment. >> Yeah, I dunno if you guys are probably familiar with that. I use it a lot when I write, it's an Optive chart and it's this eye test and it says here's this security landscape that taxonomy it's got to be the most complicated of any in the business. And so my question is ecosystem, you've got to have partners. But there's so many choices, how are you helping to solve that problem of consolidating choices and tools? >> That's a great point. So if you look at the zero trust framework which Lisa you talked about, in the zero trust framework, we have few things we look at, that is through Dell's technologies and partner technologies. So we can provide things like secure access, context based. So which users can access which applications. Identity based, the second one is which applications can talk to which applications for micro segmentation. Again, identity based. And then you have encryption everywhere, encryption with data and motion data and rest. Encryption is super important to prevent hacks. So, and then you have cloud workloads, we have cloud workload protection. So some of those things, we rely on our partners and some of them actually we have technologies in house I was like Arun talked about the cyber resilience and the world that we have in house. So we provide the end-to-end framework for our customer for zero trust, where we can go and identify, we can assess, we can go build it out for them. We can detect and respond with our excellent MDR service that we came out with last, just last year. So that MDR service allows you to detect attacks and respond automatically using our AI and ML platform, that reduces the signal from the noise and allows to prevent these attacks from happening. >> Arun, question for you as we've seen the proliferation of cyber attacks during the pandemic, we've seen the sophistication increasing, the personalization is increasing. Ransomware as a service is making it, there is no barrier to entry these days. How has Dell technologies overall cyber resilience strategy evolved in the last couple of years? I imagine that there's been some silver linings and some accelerations there. >> Yeah, absolutely Lisa. One of the things we recognized very early on when big cyber attacks going on five years ago, we knew that at as much as customers had great technologies to prevent a cyber attack, it was a matter of when, not if. So we created the first purpose built solution to help customers respond and recover from a cyber attack. We created innovative technologies to isolate the data in a cyber wall. We have imutable technologies that lock the data, so they can't be tampered with. And we also build some great intelligence based on IML. In fact, this is the first and only product in the world that looks at backup data, does full content indexing, and it's able to look for behaviors or patterns in your environment that you could normally not find with signature based detection systems. So it's very revolutionary and we want to help customers not only on the prevention side, which is proactive. We want them to be equally, have a sound strategy on how they would respond and recover from a cyber attack. >> So there's two pieces there, proactive, and then if, and when you get hit, how do you react? And I think about moments in cyber, I mean Stuxnet was obviously a huge turning point. And then of course the solar winds. And you see that the supply chain hacks, you see the island hopping and the living off the land and the stealth moves. So, it's almost like wow, some of these techniques have even being proactive, you're not going to catch 'em. So you've got to have this, you talked about the NEST framework multi-level, but I mean customers are aware, obviously everybody customer you talk to the solar winds, blah, blah. But it seems like they're still sleeping with one eye open. Like they're really nervous. And like we haven't figured it out as an industry yet. And so that's where solutions like this are so critical because you're almost resigning yourself to the fact that, well, you may not find it being proactive. >> Yeah, right. >> But you've got to have, the last, it's like putting tapes in a truck and driving them somewhere. What do you? Do you sense that it was a major milestone in the industry, milestone, negative milestone and that was a turning point and it was kind of a wake up call for the industry, a new wake up call. What's your sense of how the industry is responding? >> Yeah, I think that's a great point. So if you go to see the verbiages that it's not, if you're going to get attacked, it's when you're going to get attacked. So the attacks are going to happen no matter what. So that's the reason why the defense in depth and the zero test framework comes into play, where customers have to have an end-to-end holistic framework, so that they can have not just an defensive mechanisms, but also detect and respond when the attacks happen. And then as you mentioned, some of them, you just can't catch all of them. So we have excellent incident response and recovery mechanisms. So if the attack happened, it will cause damage. We can do forensics analysis. And on top of that, we can go and recover like the cyber recovery wall. We can recover that data and them production again, ready. >> I guess, I'm sorry. What I was trying to ask is, do you think we've understand solar winds, have the industry figured it out? >> Yeah, great question. I think this is where customers have to take a pragmatic approach on how they do security. And we talk about concepts like intrinsic security. So in other words, you can do a certain activity in your environment and punt the ball to some other team to figure out security. Part of what Dell does, you asked the question, there's a lot of tools, where do customers start? One of the big values we bring to customers is the initial awareness and just educating customers. Hey, what happened in these water-shed moment, in with these different attacks. Wannacry, Stuxnet, and how did those customers respond and where did they fail? So let's do some lessons learned with past attacks and let's move forward with some pragmatic solutions. And, we usually don't overwhelm our customers with a lot of tools. Let's have a roadmap, let's do an incremental build of your security posture. And over time, let's get your enter organization to play with it. >> You talk about awareness, obviously that's critical, but one of the other things that's critical with the cyber threats and the what's going on today is the biggest threat venture still is people. >> Exactly. >> So talk to us about some of the things that you help organizations do. When you're talking about the from an awareness perspective, it's training the people not to open certain links if they look suspicious, that sort of thing. How involved is Dell technologies with your customers from a strategic perspective about really drilling this into the end users that they've got a lot of responsibility here? >> Yeah, if you go to see phishing is one of the most common attack vectors to go and infiltrate these attacks. So Dell has a whole employee education program that they rolled out. So we all are aware of the fact, that clicking on links and phishing is a risk factor. And we are trying to take that same message to our customers through an employee awareness training service. So we can actually provide education for the employees from getting these phishing attacks happening. >> Yeah, that's really critical because as I mentioned, we talked about the sophistication, but the personalization, the social engineering is off the charts these days. And it's so easy for someone to, especially with with all this distractions that we have going on, if you're working from home and you've got kids at home or dogs barking and whatnot, it's easy to be fooled into something that looks incredibly legitimate. >> You bring another great point. You can keep tell people in your environment don't do things, don't do it. You create a friction. We want people to be productive. We want them to use different access to different applications, both inhouse and in the cloud. So this is where technology comes into play. There are some modern malware defenses that will help customers identify some of these email phishing, spear phishing. So they are in a better prepared position. And we don't want to curb productivity, but we want to also make, a very secure environment where people can. >> That's a great point is it has to be frictionless. I do have a question for you guys with respect to SaaS applications. I talk to a lot of customers using certain SaaS applications who have this sort of, there's a, a dual responsibility model there, where the SaaS vendors responsible for the application protection. But Mr. and Miss customer, you're responsible for the data, we are. Are you finding that a lot of organizations are going help. We've got, Google workspace, Microsoft 365, Salesforce, that, and it's really incredibly business critical to data. Dell technologies help us protect this, because this is on vulnerability that we were not aware of. >> Absolutely, and that's why we have the backup service with APEX, where we can actually have stats, data which is backed up using IEX solution for backup recovery. So, yes, that's very critical. We have the end to end portfolio for backing it up, having the vault, which is a air gap solution, recovering from it when you have an attack. And I think the value prop that Dell brings to the table is we have the client side and we have the data center side, With the Multi-cloud. So we provide a completely hardened infrastructure, where we all the way from supply chain to secure OS, secure boot and secure image. Everything is kind of hardened with stick hardening on top of that. And then we have the services layer to go and make sure we can assess the risks, we can detect and respond, we can recover. So that we can keep our customers completely secure. That's the value prop that we bring to the table with unmatched scale of Dell services. In terms of the scale that we bring to the table to our customers and help them out. >> It's an interesting opportunity. And it's certainly from a threats perspective, one that's going to persist. Obviously we know that, great that there's been such a focus from Dell on cyber resiliency for its customers, whether we're talking about multi-cloud OnPrem, public cloud, SaaS applications, it's critical. It's a techno, it's a solution that every industry has to take advantage of guys. Thank you so much for joining us. I wish we had more time. I could talk about this all day. >> Thank you. >> Great work going on there. Congratulations on what was going on with APEX and the announcement, and I'm sure we'll be hearing more from you in the future. >> Excellent. Thank you, Lisa. We are super excited about Dell services and what we can bring for managed security services for our customers. >> Excellent. >> Appreciate it. >> Thanks guys. >> Thank you. >> For our guests and for Dave Vellante. I'm Lisa Martin, you're watching theCube live from day two of our coverage of Dell technologies World, live from Las Vegas. Dave and I will be right back with our last guest of the day. (gentle music)

>>Welcome to the Cubes Coverage of Splunk.com 2021. My name is Dave Atlanta and the Cube has been covering.com events since 2012 and I've personally hosted many of them. And since that time we've seen the evolution of Splunk as a company and also the maturation in the way customers analyzed, protect and secure their organizations, data and applications. But the forced march to digital over the past 19 months has brought more rapid changes to sec UP teams than we've ever seen before. The adversary is capable. They're motivated and they're deploying very sophisticated techniques that have pressured security pros like never before. And with me to talk about these challenges and how Splunk is helping customers respond as jane wang is the vice president of security products that Splunk jane. Great to have you on the cube. Thanks for coming on. >>Very nice to meet you. Thank you for having me. >>You're very welcome. So how d how can you think about or how do you think about the fact that the imperative to accelerate digital transformation has impacted security teams? How has it impacted sec ops teams in your view? >>Yeah. Well, just going back to our customers and what I've learned from all the customer conversations I have every every week many of our customers are under a massive digital transformation. They're moving to the cloud and the cloud opens up more attack surface, more attack work surface, there's more threats that come over cloud, new workspaces to attack services, new api is to manage secure and protect and our customers are really struggling to gain the visibility they need to really manage and secure across all that infrastructure. >>Yeah. And we've also seen the whole, obviously the work from home trend, the hybrid work movement, you know, people aren't set up for that. I mean, you remember people were ripping out literally ripping out desktops and bringing them home and you know, the home network had to be upgraded. So lots of changes there. And we've we've talked a lot in the cube jane about the fragmentation of tooling and the lack of qualified talent when we talked to see. So as you ask him, the number one problem, I can't get, I can't hire enough talent in the field of of cybersecurity. So I wonder if you can address how this has made it more difficult for security teams to maintain end to end visibility across their environments. What's the fundamental challenge there? >>Yeah, well you're really you're really nailing this. The fundamental challenges that many security products are not built to integrate seamlessly with one another. When I'm talking to customers, their frontline security operations teams often have 30 different consoles open on their monitor at one time and there really manual disjointed processes, the copying and pasting hash names and iP addresses from one consults the other. It slows them down. It really slows them down in protecting those threats. So because those products aren't assigned to integrate together and all that data from each of those security tools isn't brought into one place. It just exacerbates the challenge for security operations seems makes their job really, really hard to do. Which takes time. It takes time. It makes it harder to detect and respond to threats quickly and today more than ever we need to be able to detect and respond to threats quickly. >>Yeah, I do a weekly program called Breaking Analysis and once a quarter I look at the cyberspace and I use a chart to emphasize this complexity. It's it's a from a company called operative, I don't know if you've ever seen it but it's this eye chart, it's this taxonomy of the security landscape and it's mind blowing how much complexity there is. So how to Splunk help organization organizations address these challenges. >>Yeah, so I think bringing, we have one security operations platform cloud native cloud delivered. There are many parts of being able to streamline workflows for when you're first detect a threat or a potential threat right through to when teams close and immediate that threatened the changes in their environment to ensure they're protected. So the whole thing is helping security teams detects faster, investigate faster and respond faster to threat. There are four parts to that in our security operations, platform Splunk security cloud. The first one is advanced security analytics. So the nature of threats is evolving. They're becoming more sophisticated. We have very smart, well funded Attackers whose day job who spend all their time trying to break into organizations. So you need really advanced security analytics to detect those threats, then we need to automate security operations so that it's not so manual, so you don't have poor folks sitting in front of multiple consoles doing manual tasks to respond to those threats and make sure their organizations are protected. One key thing is that this year Splunk acquired true Star so that we can bring in d do rationalize multiple sources of threat intelligence and apply that threat intelligence both to our analytics and our operations so that you have broader insights from the security community outside Splunk and that intelligence can really help and speed both detection and response. And the last thing that's been true about Splunk since spunk became Splunk many many years ago is that we are committed to partners and we deeply integrate with many other security tools uh in a very seamless way. So whatever investments customers have made within their security operations center, we will integrate and bring together those tools in one workspace. So there's the big advantages I think you get when, when you run your security operations said transplant security cloud, >>that's a nice little description. And having followed Splint for so many years, it's sort of, it tracks the progression of your ascendancy. You know, you started you you we we used to have log analytics that were just impossible. You sort of made that much easier took that to advanced kind of use big data techniques even though Splunk really never used that term. But but you were like the leader and big data um in terms of being able to analyze um uh data to help remediate issues. The automation key is p pieces key the acquisitions. You've made a very interesting um you mentioned around de doop threat intelligence but also you've done some cool stuff in the cloud and we always used to say jane watch for the ecosystem. We early too early, you know, last decade we saw you as a really hot company. We said one of the keys to your growth is going to be the ecosystem. And you've you've clearly made some progress there. I wonder if you could tell us more About the announcements that you're making here at.com. >>Yeah. Well we're going back everything that we do on the security team, every line of code every engineer writes is all around helping detect, investigate and respond faster to really secure organizations. So if I look at those intern I start with faster time to detect what have we done. So bringing in the threat intelligence that I mentioned again, that's really gonna help to take new threats and to take them really, really quickly. You don't have to spend time going and looking manually at external sources of threat intelligence. It will be brought right in to enterprise security at your fingertips. So that that's pretty huge. We're bringing other more advanced content right into our stem enterprise security. So that will help detect threats that our research team sees as emerging again. This is going to just bring bring that intelligence right to customers where they work every day, um faster time to investigate. So this is this is really exciting uh back in november we reduced and we are really something called risk based alerting. That is an amazing new capability that we've iterated on ever since. And we have more iterations that we're announcing um tomorrow actually. And so risk based alerting pulls together what may have been single atomic alerts that can often be overwhelming to a sock brings those together into one overarching alert that helps you see the whole pattern of an attack, the whole series of things that happened over time. That might be an attack on your organization. One customer told us that that reduced the time it took for them to do an investigation from eight hours down to 10 minutes to really helping faster time to investigate. And then the next one is faster time to respond. So we have a new visual playbook editor for our sore security orchestration and response to which is in the cloud but also available on prayer. But that new visual playbook editor really reduces the need for custom code. Makes playbooks more modular, so it can help anyone in the security operations team respond to threats really, really quickly. So faster time to detect, investigate and respond those are, those are really cool for us. And then there's some exciting partnerships that I want to talk about just to really focus on reducing the burden of all those disparate tools on consoles and bringing them down and and integrating them together. So we'll have some announcements. There are new integrations that we're releasing with Mandiant Aziz scalar and detects. I'm personally very excited about a fireside chat that Kevin Mandia, the Ceo and president of Mandiant, we'll be having tomorrow with our Ceo Doug merit. So those are some of the things we're announcing. It's a big year for security. Very excited >>to tell you that's, that's key. I want to just kind of go through and follow up on some of the faster time to detect with the threat intelligence. That's so important because we read about how long it takes sometimes for for organizations to even find out that somebody has infiltrated their environment. This risk based learning, it sounds like and you're so right, it's like paper cuts having a bottoms up analysis. It's almost overwhelming. You don't have a sense as to really where the focus should be. So if you can have more of a top down, hey start here and sort of bucket ties things. It's gonna, it's gonna accelerate and then the faster response time. The thing that strikes me jane with your visual playbook editor is as you well know, the the way in which bad guys get in now they're very stealthy, you almost have to be stealthy in your response. So if you have to write custom code that's going to alert the bad guys that they're they're seeing now seeing code that they've never seen before, they must have detected us and then they escalate, you know, they get you in a harder, tighter headlock. Uh and I love the partnerships, you know, we, we followed the trend toward remote security. Cloud security, where's the scale is a big player, Amanda you mentioned. So that's that's great too. I mean it feels like the puzzle pieces are coming together. It's it's almost like a game of constant, you know, you're never there but you've got to stay vigilant. >>I really think so today. I mean it's been a great 12 months that's blank. We have done so much over the past year leading up to this.com. I'm very excited to talk to folks about it. I think one thing I didn't really mention that I kind of touched on earlier in the talk that we're having was around cloud security monitoring. So holistic cloud security monitoring. We've got some updates there as well with deeper integrations into G C P A W S Azure, one dr SharePoint box net G drive. Like customers are using many, many cloud services today and they don't have a holistic view across all those services I speak to see so every week that tell me they just really need one view. Not to go into each of those cloud service providers or cloud services, one at a time to look at the security posture, they need that all in a central location. So we normalize, we ingest and normalize data from each of those cloud services so you can see threats consistently across each of them. I think that's really, really something different that Splunk is doing um that other security offerings are not doing. >>I think that's a super important point and I do hear that a lot from CsoS where they say look we have so many different environments, so many different tools and they each have their own little framework so we have to go in and and investigate and then come back out and then our teams have to go into a new sort of view and come back out and and they just run out of time and they just don't again, lack of lack of skills to actually do this, can't hire half fast enough, can't train fast enough. So so that higher level view but still the ability to drill down and understand what those root causes. That's it's a it's a it's a top down bottoms up type of approach and and so as opposed to just throwing grains of sand at the second teams and then hoping, you know, they find the pearl, so jane, I'll give you the last word, Maybe some final thoughts. >>No, I just wanted to thank everyone for listening. I want to thank everyone for joining dot com 21. We're very excited to hear from you and speak with you. So thank you very much. >>Excellent. Great having you in the cube, keep it right there, everybody for more coverage of the cube. Splunk dot com 21. We'll be right back, >>Yeah.

>>Individuals create developers, translate ideas to code, to create great applications and great applications. Touch everyone. A Docker. We know that collaboration is key to your innovation sharing ideas, working together. Launching the most secure applications. Docker is with you wherever your team innovates, whether it be robots or autonomous cars, we're doing research to save lives during a pandemic, revolutionizing, how to buy and sell goods online, or even going into the unknown frontiers of space. Docker is launching innovation everywhere. Join us on the journey to build, share, run the future. >>Hello and welcome to Docker con 2021. We're incredibly excited to have more than 80,000 of you join us today from all over the world. As it was last year, this year at DockerCon is 100% virtual and 100% free. So as to enable as many community members as possible to join us now, 100%. Virtual is also an acknowledgement of the continuing global pandemic in particular, the ongoing tragedies in India and Brazil, the Docker community is a global one. And on behalf of all Dr. Khan attendees, we are donating $10,000 to UNICEF support efforts to fight the virus in those countries. Now, even in those regions of the world where the pandemic is being brought under control, virtual first is the new normal. It's been a challenging transition. This includes our team here at Docker. And we know from talking with many of you that you and your developer teams are challenged by this as well. So to help application development teams better collaborate and ship faster, we've been working on some powerful new features and we thought it would be fun to start off with a demo of those. How about it? Want to have a look? All right. Then no further delay. I'd like to introduce Youi Cal and Ben, gosh, over to you and Ben >>Morning, Ben, thanks for jumping on real quick. >>Have you seen the email from Scott? The one about updates and the docs landing page Smith, the doc combat and more prominence. >>Yeah. I've got something working on my local machine. I haven't committed anything yet. I was thinking we could try, um, that new Docker dev environments feature. >>Yeah, that's cool. So if you hit the share button, what I should do is it will take all of your code and the dependencies and the image you're basing it on and wrap that up as one image for me. And I can then just monitor all my machines that have been one click, like, and then have it side by side, along with the changes I've been looking at as well, because I was also having a bit of a look and then I can really see how it differs to what I'm doing. Maybe I can combine it to do the best of both worlds. >>Sounds good. Uh, let me get that over to you, >>Wilson. Yeah. If you pay with the image name, I'll get that started up. >>All right. Sen send it over >>Cheesy. Okay, great. Let's have a quick look at what you he was doing then. So I've been messing around similar to do with the batter. I've got movie at the top here and I think it looks pretty cool. Let's just grab that image from you. Pick out that started on a dev environment. What this is doing. It's just going to grab the image down, which you can take all of the code, the dependencies only get brunches working on and I'll get that opened up in my idea. Ready to use. It's a here close. We can see our environment as my Molly image, just coming down there and I've got my new idea. >>We'll load this up and it'll just connect to my dev environment. There we go. It's connected to the container. So we're working all in the container here and now give it a moment. What we'll do is we'll see what changes you've been making as well on the code. So it's like she's been working on a landing page as well, and it looks like she's been changing the banner as well. So let's get this running. Let's see what she's actually doing and how it looks. We'll set up our checklist and then we'll see how that works. >>Great. So that's now rolling. So let's just have a look at what you use doing what changes she had made. Compare those to mine just jumped back into my dev container UI, see that I've got both of those running side by side with my changes and news changes. Okay. So she's put Molly up there rather than mobi or somebody had the same idea. So I think in a way I can make us both happy. So if we just jumped back into what we'll do, just add Molly and Moby and here I'll save that. And what we can see is, cause I'm just working within the container rather than having to do sort of rebuild of everything or serve, or just reload my content. No, that's straight the page. So what I can then do is I can come up with my browser here. Once that's all refreshed, refresh the page once hopefully, maybe twice, we should then be able to see your refresh it or should be able to see that we get Malia mobi come up. So there we go, got Molly mobi. So what we'll do now is we'll describe that state. It sends us our image and then we'll just create one of those to share with URI or share. And we'll get a link for that. I guess we'll send that back over to you. >>So I've had a look at what you were doing and I'm actually going to change. I think that might work for both of us. I wondered if you could take a look at it. If I send it over. >>Sounds good. Let me grab the link. >>Yeah, it's a dev environment link again. So if you just open that back in the doc dashboard, it should be able to open up the code that I've changed and then just run it in the same way you normally do. And that shouldn't interrupt what you're already working on because there'll be able to run side by side with your other brunch. You already got, >>Got it. Got it. Loading here. Well, that's great. It's Molly and movie together. I love it. I think we should ship it. >>Awesome. I guess it's chip it and get on with the rest of.com. Wasn't that cool. Thank you Joey. Thanks Ben. Everyone we'll have more of this later in the keynote. So stay tuned. Let's say earlier, we've all been challenged by this past year, whether the COVID pandemic, the complete evaporation of customer demand in many industries, unemployment or business bankruptcies, we all been touched in some way. And yet, even to miss these tragedies last year, we saw multiple sources of hope and inspiration. For example, in response to COVID we saw global communities, including the tech community rapidly innovate solutions for analyzing the spread of the virus, sequencing its genes and visualizing infection rates. In fact, if all in teams collaborating on solutions for COVID have created more than 1,400 publicly shareable images on Docker hub. As another example, we all witnessed the historic landing and exploration of Mars by the perseverance Rover and its ingenuity drone. >>Now what's common in these examples, these innovative and ambitious accomplishments were made possible not by any single individual, but by teams of individuals collaborating together. The power of teams is why we've made development teams central to Docker's mission to build tools and content development teams love to help them get their ideas from code to cloud as quickly as possible. One of the frictions we've seen that can slow down to them in teams is that the path from code to cloud can be a confusing one, riddle with multiple point products, tools, and images that need to be integrated and maintained an automated pipeline in order for teams to be productive. That's why a year and a half ago we refocused Docker on helping development teams make sense of all this specifically, our goal is to provide development teams with the trusted content, the sharing capabilities and the pipeline integrations with best of breed third-party tools to help teams ship faster in short, to provide a collaborative application development platform. >>Everything a team needs to build. Sharon run create applications. Now, as I noted earlier, it's been a challenging year for everyone on our planet and has been similar for us here at Docker. Our team had to adapt to working from home local lockdowns caused by the pandemic and other challenges. And despite all this together with our community and ecosystem partners, we accomplished many exciting milestones. For example, in open source together with the community and our partners, we open sourced or made major contributions to many projects, including OCI distribution and the composed plugins building on these open source projects. We had powerful new capabilities to the Docker product, both free and subscription. For example, support for WSL two and apple, Silicon and Docker, desktop and vulnerability scanning audit logs and image management and Docker hub. >>And finally delivering an easy to use well-integrated development experience with best of breed tools and content is only possible through close collaboration with our ecosystem partners. For example, this last year we had over 100 commercialized fees, join our Docker verified publisher program and over 200 open source projects, join our Docker sponsored open source program. As a result of these efforts, we've seen some exciting growth in the Docker community in the 12 months since last year's Docker con for example, the number of registered developers grew 80% to over 8 million. These developers created many new images increasing the total by 56% to almost 11 million. And the images in all these repositories were pulled by more than 13 million monthly active IP addresses totaling 13 billion pulls a month. Now while the growth is exciting by Docker, we're even more excited about the stories we hear from you and your development teams about how you're using Docker and its impact on your businesses. For example, cancer researchers and their bioinformatics development team at the Washington university school of medicine needed a way to quickly analyze their clinical trial results and then share the models, the data and the analysis with other researchers they use Docker because it gives them the ease of use choice of pipeline tools and speed of sharing so critical to their research. And most importantly to the lives of their patients stay tuned for another powerful customer story later in the keynote from Matt fall, VP of engineering at Oracle insights. >>So with this last year behind us, what's next for Docker, but challenge you this last year of force changes in how development teams work, but we felt for years to come. And what we've learned in our discussions with you will have long lasting impact on our product roadmap. One of the biggest takeaways from those discussions that you and your development team want to be quicker to adapt, to changes in your environment so you can ship faster. So what is DACA doing to help with this first trusted content to own the teams that can focus their energies on what is unique to their businesses and spend as little time as possible on undifferentiated work are able to adapt more quickly and ship faster in order to do so. They need to be able to trust other components that make up their app together with our partners. >>Docker is doubling down and providing development teams with trusted content and the tools they need to use it in their applications. Second, remote collaboration on a development team, asking a coworker to take a look at your code used to be as easy as swiveling their chair around, but given what's happened in the last year, that's no longer the case. So as you even been hinted in the demo at the beginning, you'll see us deliver more capabilities for remote collaboration within a development team. And we're enabling development team to quickly adapt to any team configuration all on prem hybrid, all work from home, helping them remain productive and focused on shipping third ecosystem integrations, those development teams that can quickly take advantage of innovations throughout the ecosystem. Instead of getting locked into a single monolithic pipeline, there'll be the ones able to deliver amps, which impact their businesses faster. >>So together with our ecosystem partners, we are investing in more integrations with best of breed tools, right? Integrated automated app pipelines. Furthermore, we'll be writing more public API APIs and SDKs to enable ecosystem partners and development teams to roll their own integrations. We'll be sharing more details about remote collaboration and ecosystem integrations. Later in the keynote, I'd like to take a moment to share with Docker and our partners are doing for trusted content, providing development teams, access to content. They can trust, allows them to focus their coding efforts on what's unique and differentiated to that end Docker and our partners are bringing more and more trusted content to Docker hub Docker official images are 160 images of popular upstream open source projects that serve as foundational building blocks for any application. These include operating systems, programming, languages, databases, and more. Furthermore, these are updated patch scan and certified frequently. So I said, no image is older than 30 days. >>Docker verified publisher images are published by more than 100 commercialized feeds. The image Rebos are explicitly designated verify. So the developers searching for components for their app know that the ISV is actively maintaining the image. Docker sponsored open source projects announced late last year features images for more than 200 open source communities. Docker sponsors these communities through providing free storage and networking resources and offering their community members unrestricted access repos for businesses allow businesses to update and share their apps privately within their organizations using role-based access control and user authentication. No, and finally, public repos for communities enable community projects to be freely shared with anonymous and authenticated users alike. >>And for all these different types of content, we provide services for both development teams and ISP, for example, vulnerability scanning and digital signing for enhanced security search and filtering for discoverability packaging and updating services and analytics about how these products are being used. All this trusted content, we make available to develop teams for them directly to discover poll and integrate into their applications. Our goal is to meet development teams where they live. So for those organizations that prefer to manage their internal distribution of trusted content, we've collaborated with leading container registry partners. We announced our partnership with J frog late last year. And today we're very pleased to announce our partnerships with Amazon and Miranda's for providing an integrated seamless experience for joint for our joint customers. Lastly, the container images themselves and this end to end flow are built on open industry standards, which provided all the teams with flexibility and choice trusted content enables development teams to rapidly build. >>As I let them focus on their unique differentiated features and use trusted building blocks for the rest. We'll be talking more about trusted content as well as remote collaboration and ecosystem integrations later in the keynote. Now ecosystem partners are not only integral to the Docker experience for development teams. They're also integral to a great DockerCon experience, but please join me in thanking our Dr. Kent on sponsors and checking out their talks throughout the day. I also want to thank some others first up Docker team. Like all of you this last year has been extremely challenging for us, but the Docker team rose to the challenge and worked together to continue shipping great product, the Docker community of captains, community leaders, and contributors with your welcoming newcomers, enthusiasm for Docker and open exchanges of best practices and ideas talker, wouldn't be Docker without you. And finally, our development team customers. >>You trust us to help you build apps. Your businesses rely on. We don't take that trust for granted. Thank you. In closing, we often hear about the tenant's developer capable of great individual feeds that can transform project. But I wonder if we, as an industry have perhaps gotten this wrong by putting so much emphasis on weight, on the individual as discussed at the beginning, great accomplishments like innovative responses to COVID-19 like landing on Mars are more often the results of individuals collaborating together as a team, which is why our mission here at Docker is delivered tools and content developers love to help their team succeed and become 10 X teams. Thanks again for joining us, we look forward to having a great DockerCon with you today, as well as a great year ahead of us. Thanks and be well. >>Hi, I'm Dana Lawson, VP of engineering here at get hub. And my job is to enable this rich interconnected community of builders and makers to build even more and hopefully have a great time doing it in order to enable the best platform for developers, which I know is something we are all passionate about. We need to partner across the ecosystem to ensure that developers can have a great experience across get hub and all the tools that they want to use. No matter what they are. My team works to build the tools and relationships to make that possible. I am so excited to join Scott on this virtual stage to talk about increasing developer velocity. So let's dive in now, I know this may be hard for some of you to believe, but as a former CIS admin, some 21 years ago, working on sense spark workstations, we've come such a long way for random scripts and desperate systems that we've stitched together to this whole inclusive developer workflow experience being a CIS admin. >>Then you were just one piece of the siloed experience, but I didn't want to just push code to production. So I created scripts that did it for me. I taught myself how to code. I was the model lazy CIS admin that got dangerous and having pushed a little too far. I realized that working in production and building features is really a team sport that we had the opportunity, all of us to be customer obsessed today. As developers, we can go beyond the traditional dev ops mindset. We can really focus on adding value to the customer experience by ensuring that we have work that contributes to increasing uptime via and SLS all while being agile and productive. We get there. When we move from a pass the Baton system to now having an interconnected developer workflow that increases velocity in every part of the cycle, we get to work better and smarter. >>And honestly, in a way that is so much more enjoyable because we automate away all the mundane and manual and boring tasks. So we get to focus on what really matters shipping, the things that humans get to use and love. Docker has been a big part of enabling this transformation. 10, 20 years ago, we had Tomcat containers, which are not Docker containers. And for y'all hearing this the first time go Google it. But that was the way we built our applications. We had to segment them on the server and give them resources. Today. We have Docker containers, these little mini Oasys and Docker images. You can do it multiple times in an orchestrated manner with the power of actions enabled and Docker. It's just so incredible what you can do. And by the way, I'm showing you actions in Docker, which I hope you use because both are great and free for open source. >>But the key takeaway is really the workflow and the automation, which you certainly can do with other tools. Okay, I'm going to show you just how easy this is, because believe me, if this is something I can learn and do anybody out there can, and in this demo, I'll show you about the basic components needed to create and use a package, Docker container actions. And like I said, you won't believe how awesome the combination of Docker and actions is because you can enable your workflow to do no matter what you're trying to do in this super baby example. We're so small. You could take like 10 seconds. Like I am here creating an action due to a simple task, like pushing a message to your logs. And the cool thing is you can use it on any the bit on this one. Like I said, we're going to use push. >>You can do, uh, even to order a pizza every time you roll into production, if you wanted, but at get hub, that'd be a lot of pizzas. And the funny thing is somebody out there is actually tried this and written that action. If you haven't used Docker and actions together, check out the docs on either get hub or Docker to get you started. And a huge shout out to all those doc writers out there. I built this demo today using those instructions. And if I can do it, I know you can too, but enough yapping let's get started to save some time. And since a lot of us are Docker and get hub nerds, I've already created a repo with a Docker file. So we're going to skip that step. Next. I'm going to create an action's Yammel file. And if you don't Yammer, you know, actions, the metadata defines my important log stuff to capture and the input and my time out per parameter to pass and puts to the Docker container, get up a build image from your Docker file and run the commands in a new container. >>Using the Sigma image. The cool thing is, is you can use any Docker image in any language for your actions. It doesn't matter if it's go or whatever in today's I'm going to use a shell script and an input variable to print my important log stuff to file. And like I said, you know me, I love me some. So let's see this action in a workflow. When an action is in a private repo, like the one I demonstrating today, the action can only be used in workflows in the same repository, but public actions can be used by workflows in any repository. So unfortunately you won't get access to the super awesome action, but don't worry in the Guild marketplace, there are over 8,000 actions available, especially the most important one, that pizza action. So go try it out. Now you can do this in a couple of ways, whether you're doing it in your preferred ID or for today's demo, I'm just going to use the gooey. I'm going to navigate to my actions tab as I've done here. And I'm going to in my workflow, select new work, hello, probably load some workflows to Claire to get you started, but I'm using the one I've copied. Like I said, the lazy developer I am in. I'm going to replace it with my action. >>That's it. So now we're going to go and we're going to start our commitment new file. Now, if we go over to our actions tab, we can see the workflow in progress in my repository. I just click the actions tab. And because they wrote the actions on push, we can watch the visualization under jobs and click the job to see the important stuff we're logging in the input stamp in the printed log. And we'll just wait for this to run. Hello, Mona and boom. Just like that. It runs automatically within our action. We told it to go run as soon as the files updated because we're doing it on push merge. That's right. Folks in just a few minutes, I built an action that writes an entry to a log file every time I push. So I don't have to do it manually. In essence, with automation, you can be kind to your future self and save time and effort to focus on what really matters. >>Imagine what I could do with even a little more time, probably order all y'all pieces. That is the power of the interconnected workflow. And it's amazing. And I hope you all go try it out, but why do we care about all of that? Just like in the demo, I took a manual task with both tape, which both takes time and it's easy to forget and automated it. So I don't have to think about it. And it's executed every time consistently. That means less time for me to worry about my human errors and mistakes, and more time to focus on actually building the cool stuff that people want. Obviously, automation, developer productivity, but what is even more important to me is the developer happiness tools like BS, code actions, Docker, Heroku, and many others reduce manual work, which allows us to focus on building things that are awesome. >>And to get into that wonderful state that we call flow. According to research by UC Irvine in Humboldt university in Germany, it takes an average of 23 minutes to enter optimal creative state. What we call the flow or to reenter it after distraction like your dog on your office store. So staying in flow is so critical to developer productivity and as a developer, it just feels good to be cranking away at something with deep focus. I certainly know that I love that feeling intuitive collaboration and automation features we built in to get hub help developer, Sam flow, allowing you and your team to do so much more, to bring the benefits of automation into perspective in our annual October's report by Dr. Nicole, Forsgren. One of my buddies here at get hub, took a look at the developer productivity in the stork year. You know what we found? >>We found that public GitHub repositories that use the Automational pull requests, merge those pull requests. 1.2 times faster. And the number of pooled merged pull requests increased by 1.3 times, that is 34% more poor requests merged. And other words, automation can con can dramatically increase, but the speed and quantity of work completed in any role, just like an open source development, you'll work more efficiently with greater impact when you invest the bulk of your time in the work that adds the most value and eliminate or outsource the rest because you don't need to do it, make the machines by elaborate by leveraging automation in their workflows teams, minimize manual work and reclaim that time for innovation and maintain that state of flow with development and collaboration. More importantly, their work is more enjoyable because they're not wasting the time doing the things that the machines or robots can do for them. >>And I remember what I said at the beginning. Many of us want to be efficient, heck even lazy. So why would I spend my time doing something I can automate? Now you can read more about this research behind the art behind this at October set, get hub.com, which also includes a lot of other cool info about the open source ecosystem and how it's evolving. Speaking of the open source ecosystem we at get hub are so honored to be the home of more than 65 million developers who build software together for everywhere across the globe. Today, we're seeing software development taking shape as the world's largest team sport, where development teams collaborate, build and ship products. It's no longer a solo effort like it was for me. You don't have to take my word for it. Check out this globe. This globe shows real data. Every speck of light you see here represents a contribution to an open source project, somewhere on earth. >>These arts reach across continents, cultures, and other divides. It's distributed collaboration at its finest. 20 years ago, we had no concept of dev ops, SecOps and lots, or the new ops that are going to be happening. But today's development and ops teams are connected like ever before. This is only going to continue to evolve at a rapid pace, especially as we continue to empower the next hundred million developers, automation helps us focus on what's important and to greatly accelerate innovation. Just this past year, we saw some of the most groundbreaking technological advancements and achievements I'll say ever, including critical COVID-19 vaccine trials, as well as the first power flight on Mars. This past month, these breakthroughs were only possible because of the interconnected collaborative open source communities on get hub and the amazing tools and workflows that empower us all to create and innovate. Let's continue building, integrating, and automating. So we collectively can give developers the experience. They deserve all of the automation and beautiful eye UIs that we can muster so they can continue to build the things that truly do change the world. Thank you again for having me today, Dr. Khan, it has been a pleasure to be here with all you nerds. >>Hello. I'm Justin. Komack lovely to see you here. Talking to developers, their world is getting much more complex. Developers are being asked to do everything security ops on goal data analysis, all being put on the rockers. Software's eating the world. Of course, and this all make sense in that view, but they need help. One team. I told you it's shifted all our.net apps to run on Linux from windows, but their developers found the complexity of Docker files based on the Linux shell scripts really difficult has helped make these things easier for your teams. Your ones collaborate more in a virtual world, but you've asked us to make this simpler and more lightweight. You, the developers have asked for a paved road experience. You want things to just work with a simple options to be there, but it's not just the paved road. You also want to be able to go off-road and do interesting and different things. >>Use different components, experiments, innovate as well. We'll always offer you both those choices at different times. Different developers want different things. It may shift for ones the other paved road or off road. Sometimes you want reliability, dependability in the zone for day to day work, but sometimes you have to do something new, incorporate new things in your pipeline, build applications for new places. Then you knew those off-road abilities too. So you can really get under the hood and go and build something weird and wonderful and amazing. That gives you new options. Talk as an independent choice. We don't own the roads. We're not pushing you into any technology choices because we own them. We're really supporting and driving open standards, such as ISEI working opensource with the CNCF. We want to help you get your applications from your laptops, the clouds, and beyond, even into space. >>Let's talk about the key focus areas, that frame, what DACA is doing going forward. These are simplicity, sharing, flexibility, trusted content and care supply chain compared to building where the underlying kernel primitives like namespaces and Seagraves the original Docker CLI was just amazing Docker engine. It's a magical experience for everyone. It really brought those innovations and put them in a world where anyone would use that, but that's not enough. We need to continue to innovate. And it was trying to get more done faster all the time. And there's a lot more we can do. We're here to take complexity away from deeply complicated underlying things and give developers tools that are just amazing and magical. One of the area we haven't done enough and make things magical enough that we're really planning around now is that, you know, Docker images, uh, they're the key parts of your application, but you know, how do I do something with an image? How do I, where do I attach volumes with this image? What's the API. Whereas the SDK for this image, how do I find an example or docs in an API driven world? Every bit of software should have an API and an API description. And our vision is that every container should have this API description and the ability for you to understand how to use it. And it's all a seamless thing from, you know, from your code to the cloud local and remote, you can, you can use containers in this amazing and exciting way. >>One thing I really noticed in the last year is that companies that started off remote fast have constant collaboration. They have zoom calls, apron all day terminals, shattering that always working together. Other teams are really trying to learn how to do this style because they didn't start like that. We used to walk around to other people's desks or share services on the local office network. And it's very difficult to do that anymore. You want sharing to be really simple, lightweight, and informal. Let me try your container or just maybe let's collaborate on this together. Um, you know, fast collaboration on the analysts, fast iteration, fast working together, and he wants to share more. You want to share how to develop environments, not just an image. And we all work by seeing something someone else in our team is doing saying, how can I do that too? I can, I want to make that sharing really, really easy. Ben's going to talk about this more in the interest of one minute. >>We know how you're excited by apple. Silicon and gravis are not excited because there's a new architecture, but excited because it's faster, cooler, cheaper, better, and offers new possibilities. The M one support was the most asked for thing on our public roadmap, EFA, and we listened and share that we see really exciting possibilities, usership arm applications, all the way from desktop to production. We know that you all use different clouds and different bases have deployed to, um, you know, we work with AWS and Azure and Google and more, um, and we want to help you ship on prime as well. And we know that you use huge number of languages and the containers help build applications that use different languages for different parts of the application or for different applications, right? You can choose the best tool. You have JavaScript hat or everywhere go. And re-ask Python for data and ML, perhaps getting excited about WebAssembly after hearing about a cube con, you know, there's all sorts of things. >>So we need to make that as easier. We've been running the whole month of Python on the blog, and we're doing a month of JavaScript because we had one specific support about how do I best put this language into production of that language into production. That detail is important for you. GPS have been difficult to use. We've added GPS suppose in desktop for windows, but we know there's a lot more to do to make the, how multi architecture, multi hardware, multi accelerator world work better and also securely. Um, so there's a lot more work to do to support you in all these things you want to do. >>How do we start building a tenor has applications, but it turns out we're using existing images as components. I couldn't assist survey earlier this year, almost half of container image usage was public images rather than private images. And this is growing rapidly. Almost all software has open source components and maybe 85% of the average application is open source code. And what you're doing is taking whole container images as modules in your application. And this was always the model with Docker compose. And it's a model that you're already et cetera, writing you trust Docker, official images. We know that they might go to 25% of poles on Docker hub and Docker hub provides you the widest choice and the best support that trusted content. We're talking to people about how to make this more helpful. We know, for example, that winter 69 four is just showing us as support, but the image doesn't yet tell you that we're working with canonical to improve messaging from specific images about left lifecycle and support. >>We know that you need more images, regularly updated free of vulnerabilities, easy to use and discover, and Donnie and Marie neuro, going to talk about that more this last year, the solar winds attack has been in the, in the news. A lot, the software you're using and trusting could be compromised and might be all over your organization. We need to reduce the risk of using vital open-source components. We're seeing more software supply chain attacks being targeted as the supply chain, because it's often an easier place to attack and production software. We need to be able to use this external code safely. We need to, everyone needs to start from trusted sources like photography images. They need to scan for known vulnerabilities using Docker scan that we built in partnership with sneak and lost DockerCon last year, we need just keep updating base images and dependencies, and we'll, we're going to help you have the control and understanding about your images that you need to do this. >>And there's more, we're also working on the nursery V2 project in the CNCF to revamp container signings, or you can tell way or software comes from we're working on tooling to make updates easier, and to help you understand and manage all the principals carrier you're using security is a growing concern for all of us. It's really important. And we're going to help you work with security. We can't achieve all our dreams, whether that's space travel or amazing developer products ever see without deep partnerships with our community to cloud is RA and the cloud providers aware most of you ship your occasion production and simple routes that take your work and deploy it easily. Reliably and securely are really important. Just get into production simply and easily and securely. And we've done a bunch of work on that. And, um, but we know there's more to do. >>The CNCF on the open source cloud native community are an amazing ecosystem of creators and lovely people creating an amazing strong community and supporting a huge amount of innovation has its roots in the container ecosystem and his dreams beyond that much of the innovation is focused around operate experience so far, but developer experience is really a growing concern in that community as well. And we're really excited to work on that. We also uses appraiser tool. Then we know you do, and we know that you want it to be easier to use in your environment. We just shifted Docker hub to work on, um, Kubernetes fully. And, um, we're also using many of the other projects are Argo from atheists. We're spending a lot of time working with Microsoft, Amazon right now on getting natural UV to ready to ship in the next few. That's a really detailed piece of collaboration we've been working on for a long term. Long time is really important for our community as the scarcity of the container containers and, um, getting content for you, working together makes us stronger. Our community is made up of all of you have. Um, it's always amazing to be reminded of that as a huge open source community that we already proud to work with. It's an amazing amount of innovation that you're all creating and where perhaps it, what with you and share with you as well. Thank you very much. And thank you for being here. >>Really excited to talk to you today and share more about what Docker is doing to help make you faster, make your team faster and turn your application delivery into something that makes you a 10 X team. What we're hearing from you, the developers using Docker everyday fits across three common themes that we hear consistently over and over. We hear that your time is super important. It's critical, and you want to move faster. You want your tools to get out of your way, and instead to enable you to accelerate and focus on the things you want to be doing. And part of that is that finding great content, great application components that you can incorporate into your apps to move faster is really hard. It's hard to discover. It's hard to find high quality content that you can trust that, you know, passes your test and your configuration needs. >>And it's hard to create good content as well. And you're looking for more safety, more guardrails to help guide you along that way so that you can focus on creating value for your company. Secondly, you're telling us that it's a really far to collaborate effectively with your team and you want to do more, to work more effectively together to help your tools become more and more seamless to help you stay in sync, both with yourself across all of your development environments, as well as with your teammates so that you can more effectively collaborate together. Review each other's work, maintain things and keep them in sync. And finally, you want your applications to run consistently in every single environment, whether that's your local development environment, a cloud-based development environment, your CGI pipeline, or the cloud for production, and you want that micro service to provide that consistent experience everywhere you go so that you have similar tools, similar environments, and you don't need to worry about things getting in your way, but instead things make it easy for you to focus on what you wanna do and what Docker is doing to help solve all of these problems for you and your colleagues is creating a collaborative app dev platform. >>And this collaborative application development platform consists of multiple different pieces. I'm not going to walk through all of them today, but the overall view is that we're providing all the tooling you need from the development environment, to the container images, to the collaboration services, to the pipelines and integrations that enable you to focus on making your applications amazing and changing the world. If we start zooming on a one of those aspects, collaboration we hear from developers regularly is that they're challenged in synchronizing their own setups across environments. They want to be able to duplicate the setup of their teammates. Look, then they can easily get up and running with the same applications, the same tooling, the same version of the same libraries, the same frameworks. And they want to know if their applications are good before they're ready to share them in an official space. >>They want to collaborate on things before they're done, rather than feeling like they have to officially published something before they can effectively share it with others to work on it, to solve this. We're thrilled today to announce Docker, dev environments, Docker, dev environments, transform how your team collaborates. They make creating, sharing standardized development environments. As simple as a Docker poll, they make it easy to review your colleagues work without affecting your own work. And they increase the reproducibility of your own work and decreased production issues in doing so because you've got consistent environments all the way through. Now, I'm going to pass it off to our principal product manager, Ben Gotch to walk you through more detail on Docker dev environments. >>Hi, I'm Ben. I work as a principal program manager at DACA. One of the areas that doc has been looking at to see what's hard today for developers is sharing changes that you make from the inner loop where the inner loop is a better development, where you write code, test it, build it, run it, and ultimately get feedback on those changes before you merge them and try and actually ship them out to production. Most amount of us build this flow and get there still leaves a lot of challenges. People need to jump between branches to look at each other's work. Independence. Dependencies can be different when you're doing that and doing this in this new hybrid wall of work. Isn't any easier either the ability to just save someone, Hey, come and check this out. It's become much harder. People can't come and sit down at your desk or take your laptop away for 10 minutes to just grab and look at what you're doing. >>A lot of the reason that development is hard when you're remote, is that looking at changes and what's going on requires more than just code requires all the dependencies and everything you've got set up and that complete context of your development environment, to understand what you're doing and solving this in a remote first world is hard. We wanted to look at how we could make this better. Let's do that in a way that let you keep working the way you do today. Didn't want you to have to use a browser. We didn't want you to have to use a new idea. And we wanted to do this in a way that was application centric. We wanted to let you work with all the rest of the application already using C for all the services and all those dependencies you need as part of that. And with that, we're excited to talk more about docket developer environments, dev environments are new part of the Docker experience that makes it easier you to get started with your whole inner leap, working inside a container, then able to share and collaborate more than just the code. >>We want it to enable you to share your whole modern development environment, your whole setup from DACA, with your team on any operating system, we'll be launching a limited beta of dev environments in the coming month. And a GA dev environments will be ID agnostic and supporting composts. This means you'll be able to use an extend your existing composed files to create your own development environment in whatever idea, working in dev environments designed to be local. First, they work with Docker desktop and say your existing ID, and let you share that whole inner loop, that whole development context, all of your teammates in just one collect. This means if you want to get feedback on the working progress change or the PR it's as simple as opening another idea instance, and looking at what your team is working on because we're using compose. You can just extend your existing oppose file when you're already working with, to actually create this whole application and have it all working in the context of the rest of the services. >>So it's actually the whole environment you're working with module one service that doesn't really understand what it's doing alone. And with that, let's jump into a quick demo. So you can see here, two dev environments up and running. First one here is the same container dev environment. So if I want to go into that, let's see what's going on in the various code button here. If that one open, I can get straight into my application to start making changes inside that dev container. And I've got all my dependencies in here, so I can just run that straight in that second application I have here is one that's opened up in compose, and I can see that I've also got my backend, my front end and my database. So I've got all my services running here. So if I want, I can open one or more of these in a dev environment, meaning that that container has the context that dev environment has the context of the whole application. >>So I can get back into and connect to all the other services that I need to test this application properly, all of them, one unit. And then when I've made my changes and I'm ready to share, I can hit my share button type in the refund them on to share that too. And then give that image to someone to get going, pick that up and just start working with that code and all my dependencies, simple as putting an image, looking ahead, we're going to be expanding development environments, more of your dependencies for the whole developer worst space. We want to look at backing up and letting you share your volumes to make data science and database setups more repeatable and going. I'm still all of this under a single workspace for your team containing images, your dev environments, your volumes, and more we've really want to allow you to create a fully portable Linux development environment. >>So everyone you're working with on any operating system, as I said, our MVP we're coming next month. And that was for vs code using their dev container primitive and more support for other ideas. We'll follow to find out more about what's happening and what's coming up next in the future of this. And to actually get a bit of a deeper dive in the experience. Can we check out the talk I'm doing with Georgie and girl later on today? Thank you, Ben, amazing story about how Docker is helping to make developer teams more collaborative. Now I'd like to talk more about applications while the dev environment is like the workbench around what you're building. The application itself has all the different components, libraries, and frameworks, and other code that make up the application itself. And we hear developers saying all the time things like, how do they know if their images are good? >>How do they know if they're secure? How do they know if they're minimal? How do they make great images and great Docker files and how do they keep their images secure? And up-to-date on every one of those ties into how do I create more trust? How do I know that I'm building high quality applications to enable you to do this even more effectively than today? We are pleased to announce the DACA verified polisher program. This broadens trusted content by extending beyond Docker official images, to give you more and more trusted building blocks that you can incorporate into your applications. It gives you confidence that you're getting what you expect because Docker verifies every single one of these publishers to make sure they are who they say they are. This improves our secure supply chain story. And finally it simplifies your discovery of the best building blocks by making it easy for you to find things that you know, you can trust so that you can incorporate them into your applications and move on and on the right. You can see some examples of the publishers that are involved in Docker, official images and our Docker verified publisher program. Now I'm pleased to introduce you to marina. Kubicki our senior product manager who will walk you through more about what we're doing to create a better experience for you around trust. >>Thank you, Dani, >>Mario Andretti, who is a famous Italian sports car driver. One said that if everything feels under control, you're just not driving. You're not driving fast enough. Maya Andretti is not a software developer and a software developers. We know that no matter how fast we need to go in order to drive the innovation that we're working on, we can never allow our applications to spin out of control and a Docker. As we continue talking to our, to the developers, what we're realizing is that in order to reach that speed, the developers are the, the, the development community is looking for the building blocks and the tools that will, they will enable them to drive at the speed that they need to go and have the trust in those building blocks. And in those tools that they will be able to maintain control over their applications. So as we think about some of the things that we can do to, to address those concerns, uh, we're realizing that we can pursue them in a number of different venues, including creating reliable content, including creating partnerships that expands the options for the reliable content. >>Um, in order to, in a we're looking at creating integrations, no link security tools, talk about the reliable content. The first thing that comes to mind are the Docker official images, which is a program that we launched several years ago. And this is a set of curated, actively maintained, open source images that, uh, include, uh, operating systems and databases and programming languages. And it would become immensely popular for, for, for creating the base layers of, of the images of, of the different images, images, and applications. And would we realizing that, uh, many developers are, instead of creating something from scratch, basically start with one of the official images for their basis, and then build on top of that. And this program has become so popular that it now makes up a quarter of all of the, uh, Docker poles, which essentially ends up being several billion pulse every single month. >>As we look beyond what we can do for the open source. Uh, we're very ability on the open source, uh, spectrum. We are very excited to announce that we're launching the Docker verified publishers program, which is continuing providing the trust around the content, but now working with, uh, some of the industry leaders, uh, in multiple, in multiple verticals across the entire technology technical spec, it costs entire, uh, high tech in order to provide you with more options of the images that you can use for building your applications. And it still comes back to trust that when you are searching for content in Docker hub, and you see the verified publisher badge, you know, that this is, this is the content that, that is part of the, that comes from one of our partners. And you're not running the risk of pulling the malicious image from an employee master source. >>As we look beyond what we can do for, for providing the reliable content, we're also looking at some of the tools and the infrastructure that we can do, uh, to create a security around the content that you're creating. So last year at the last ad, the last year's DockerCon, we announced partnership with sneak. And later on last year, we launched our DACA, desktop and Docker hub vulnerability scans that allow you the options of writing scans in them along multiple points in your dev cycle. And in addition to providing you with information on the vulnerability on, on the vulnerabilities, in, in your code, uh, it also provides you with a guidance on how to re remediate those vulnerabilities. But as we look beyond the vulnerability scans, we're also looking at some of the other things that we can do, you know, to, to, to, uh, further ensure that the integrity and the security around your images, your images, and with that, uh, later on this year, we're looking to, uh, launch the scope, personal access tokens, and instead of talking about them, I will simply show you what they look like. >>So if you can see here, this is my page in Docker hub, where I've created a four, uh, tokens, uh, read-write delete, read, write, read only in public read in public creeper read only. So, uh, earlier today I went in and I, I logged in, uh, with my read only token. And when you see, when I'm going to pull an image, it's going to allow me to pull an image, not a problem success. And then when I do the next step, I'm going to ask to push an image into the same repo. Uh, would you see is that it's going to give me an error message saying that they access is denied, uh, because there is an additional authentication required. So these are the things that we're looking to add to our roadmap. As we continue thinking about the things that we can do to provide, um, to provide additional building blocks, content, building blocks, uh, and, and, and tools to build the trust so that our DACA developer and skinned code faster than Mario Andretti could ever imagine. Uh, thank you to >>Thank you, marina. It's amazing what you can do to improve the trusted content so that you can accelerate your development more and move more quickly, move more collaboratively and build upon the great work of others. Finally, we hear over and over as that developers are working on their applications that they're looking for, environments that are consistent, that are the same as production, and that they want their applications to really run anywhere, any environment, any architecture, any cloud one great example is the recent announcement of apple Silicon. We heard from developers on uproar that they needed Docker to be available for that architecture before they could add those to it and be successful. And we listened. And based on that, we are pleased to share with you Docker, desktop on apple Silicon. This enables you to run your apps consistently anywhere, whether that's developing on your team's latest dev hardware, deploying an ARM-based cloud environments and having a consistent architecture across your development and production or using multi-year architecture support, which enables your whole team to collaborate on its application, using private repositories on Docker hub, and thrilled to introduce you to Hughie cower, senior director for product management, who will walk you through more of what we're doing to create a great developer experience. >>Senior director of product management at Docker. And I'd like to jump straight into a demo. This is the Mac mini with the apple Silicon processor. And I want to show you how you can now do an end-to-end arm workflow from my M one Mac mini to raspberry PI. As you can see, we have vs code and Docker desktop installed on a, my, the Mac mini. I have a small example here, and I have a raspberry PI three with an led strip, and I want to turn those LEDs into a moving rainbow. This Dockerfile here, builds the application. We build the image with the Docker, build X command to make the image compatible for all raspberry pies with the arm. 64. Part of this build is built with the native power of the M one chip. I also add the push option to easily share the image with my team so they can give it a try to now Dr. >>Creates the local image with the application and uploads it to Docker hub after we've built and pushed the image. We can go to Docker hub and see the new image on Docker hub. You can also explore a variety of images that are compatible with arm processors. Now let's go to the raspberry PI. I have Docker already installed and it's running Ubuntu 64 bit with the Docker run command. I can run the application and let's see what will happen from there. You can see Docker is downloading the image automatically from Docker hub and when it's running, if it's works right, there are some nice colors. And with that, if we have an end-to-end workflow for arm, where continuing to invest into providing you a great developer experience, that's easy to install. Easy to get started with. As you saw in the demo, if you're interested in the new Mac, mini are interested in developing for our platforms in general, we've got you covered with the same experience you've come to expect from Docker with over 95,000 arm images on hub, including many Docker official images. >>We think you'll find what you're looking for. Thank you again to the community that helped us to test the tech previews. We're so delighted to hear when folks say that the new Docker desktop for apple Silicon, it just works for them, but that's not all we've been working on. As Dani mentioned, consistency of developer experience across environments is so important. We're introducing composed V2 that makes compose a first-class citizen in the Docker CLI you no longer need to install a separate composed biter in order to use composed, deploying to production is simpler than ever with the new compose integration that enables you to deploy directly to Amazon ECS or Azure ACI with the same methods you use to run your application locally. If you're interested in running slightly different services, when you're debugging versus testing or, um, just general development, you can manage that all in one place with the new composed service to hear more about what's new and Docker desktop, please join me in the three 15 breakout session this afternoon. >>And now I'd love to tell you a bit more about bill decks and convince you to try it. If you haven't already it's our next gen build command, and it's no longer experimental as shown in the demo with built X, you'll be able to do multi architecture builds, share those builds with your team and the community on Docker hub. With build X, you can speed up your build processes with remote caches or build all the targets in your composed file in parallel with build X bake. And there's so much more if you're using Docker, desktop or Docker, CE you can use build X checkout tonus is talk this afternoon at three 45 to learn more about build X. And with that, I hope everyone has a great Dr. Khan and back over to you, Donnie. >>Thank you UA. It's amazing to hear about what we're doing to create a better developer experience and make sure that Docker works everywhere you need to work. Finally, I'd like to wrap up by showing you everything that we've announced today and everything that we've done recently to make your lives better and give you more and more for the single price of your Docker subscription. We've announced the Docker verified publisher program we've announced scoped personal access tokens to make it easier for you to have a secure CCI pipeline. We've announced Docker dev environments to improve your collaboration with your team. Uh, we shared with you Docker, desktop and apple Silicon, to make sure that, you know, Docker runs everywhere. You need it to run. And we've announced Docker compose version two, finally making it a first-class citizen amongst all the other great Docker tools. And we've done so much more recently as well from audit logs to advanced image management, to compose service profiles, to improve where you can run Docker more easily. >>Finally, as we look forward, where we're headed in the upcoming year is continuing to invest in these themes of helping you build, share, and run modern apps more effectively. We're going to be doing more to help you create a secure supply chain with which only grows more and more important as time goes on. We're going to be optimizing your update experience to make sure that you can easily understand the current state of your application, all its components and keep them all current without worrying about breaking everything as you're doing. So we're going to make it easier for you to synchronize your work. Using cloud sync features. We're going to improve collaboration through dev environments and beyond, and we're going to do make it easy for you to run your microservice in your environments without worrying about things like architecture or differences between those environments. Thank you so much. I'm thrilled about what we're able to do to help make your lives better. And now you're going to be hearing from one of our customers about what they're doing to launch their business with Docker >>I'm Matt Falk, I'm the head of engineering and orbital insight. And today I want to talk to you a little bit about data from space. So who am I like many of you, I'm a software developer and a software developer about seven companies so far, and now I'm a head of engineering. So I spend most of my time doing meetings, but occasionally I'll still spend time doing design discussions, doing code reviews. And in my free time, I still like to dabble on things like project oiler. So who's Oberlin site. What do we do? Portal insight is a large data supplier and analytics provider where we take data geospatial data anywhere on the planet, any overhead sensor, and translate that into insights for the end customer. So specifically we have a suite of high performance, artificial intelligence and machine learning analytics that run on this geospatial data. >>And we build them to specifically determine natural and human service level activity anywhere on the planet. What that really means is we take any type of data associated with a latitude and longitude and we identify patterns so that we can, so we can detect anomalies. And that's everything that we do is all about identifying those patterns to detect anomalies. So more specifically, what type of problems do we solve? So supply chain intelligence, this is one of the use cases that we we'd like to talk about a lot. It's one of our main primary verticals that we go after right now. And as Scott mentioned earlier, this had a huge impact last year when COVID hit. So specifically supply chain intelligence is all about identifying movement patterns to and from operating facilities to identify changes in those supply chains. How do we do this? So for us, we can do things where we track the movement of trucks. >>So identifying trucks, moving from one location to another in aggregate, same thing we can do with foot traffic. We can do the same thing for looking at aggregate groups of people moving from one location to another and analyzing their patterns of life. We can look at two different locations to determine how people are moving from one location to another, or going back and forth. All of this is extremely valuable for detecting how a supply chain operates and then identifying the changes to that supply chain. As I said last year with COVID, everything changed in particular supply chains changed incredibly, and it was hugely important for customers to know where their goods or their products are coming from and where they were going, where there were disruptions in their supply chain and how that's affecting their overall supply and demand. So to use our platform, our suite of tools, you can start to gain a much better picture of where your suppliers or your distributors are going from coming from or going to. >>So what's our team look like? So my team is currently about 50 engineers. Um, we're spread into four different teams and the teams are structured like this. So the first team that we have is infrastructure engineering and this team largely deals with deploying our Dockers using Kubernetes. So this team is all about taking Dockers, built by other teams, sometimes building the Dockers themselves and putting them into our production system, our platform engineering team, they produce these microservices. So they produce microservice, Docker images. They develop and test with them locally. Their entire environments are dockerized. They produce these doctors, hand them over to him for infrastructure engineering to be deployed. Similarly, our product engineering team does the same thing. They develop and test with Dr. Locally. They also produce a suite of Docker images that the infrastructure team can then deploy. And lastly, we have our R and D team, and this team specifically produces machine learning algorithms using Nvidia Docker collectively, we've actually built 381 Docker repositories and 14 million. >>We've had 14 million Docker pools over the lifetime of the company, just a few stats about us. Um, but what I'm really getting to here is you can see actually doctors becoming almost a form of communication between these teams. So one of the paradigms in software engineering that you're probably familiar with encapsulation, it's really helpful for a lot of software engineering problems to break the problem down, isolate the different pieces of it and start building interfaces between the code. This allows you to scale different pieces of the platform or different pieces of your code in different ways that allows you to scale up certain pieces and keep others at a smaller level so that you can meet customer demands. And for us, one of the things that we can largely do now is use Dockers as that interface. So instead of having an entire platform where all teams are talking to each other, and everything's kind of, mishmashed in a monolithic application, we can now say this team is only able to talk to this team by passing over a particular Docker image that defines the interface of what needs to be built before it passes to the team and really allows us to scalp our development and be much more efficient. >>Also, I'd like to say we are hiring. Um, so we have a number of open roles. We have about 30 open roles in our engineering team that we're looking to fill by the end of this year. So if any of this sounds really interesting to you, please reach out after the presentation. >>So what does our platform do? Really? Our platform allows you to answer any geospatial question, and we do this at three different inputs. So first off, where do you want to look? So we did this as what we call an AOI or an area of interest larger. You can think of this as a polygon drawn on the map. So we have a curated data set of almost 4 million AOIs, which you can go and you can search and use for your analysis, but you're also free to build your own. Second question is what you want to look for. We do this with the more interesting part of our platform of our machine learning and AI capabilities. So we have a suite of algorithms that automatically allow you to identify trucks, buildings, hundreds of different types of aircraft, different types of land use, how many people are moving from one location to another different locations that people in a particular area are moving to or coming from all of these different analyses or all these different analytics are available at the click of a button, and then determine what you want to look for. >>Lastly, you determine when you want to find what you're looking for. So that's just, uh, you know, do you want to look for the next three hours? Do you want to look for the last week? Do you want to look every month for the past two, whatever the time cadence is, you decide that you hit go and out pops a time series, and that time series tells you specifically where you want it to look what you want it to look for and how many, or what percentage of the thing you're looking for appears in that area. Again, we do all of this to work towards patterns. So we use all this data to produce a time series from there. We can look at it, determine the patterns, and then specifically identify the anomalies. As I mentioned with supply chain, this is extremely valuable to identify where things change. So we can answer these questions, looking at a particular operating facility, looking at particular, what is happening with the level of activity is at that operating facility where people are coming from, where they're going to, after visiting that particular facility and identify when and where that changes here, you can just see it's a picture of our platform. It's actually showing all the devices in Manhattan, um, over a period of time. And it's more of a heat map view. So you can actually see the hotspots in the area. >>So really the, and this is the heart of the talk, but what happened in 2020? So for men, you know, like many of you, 2020 was a difficult year COVID hit. And that changed a lot of what we're doing, not from an engineering perspective, but also from an entire company perspective for us, the motivation really became to make sure that we were lowering our costs and increasing innovation simultaneously. Now those two things often compete with each other. A lot of times you want to increase innovation, that's going to increase your costs, but the challenge last year was how to do both simultaneously. So here's a few stats for you from our team. In Q1 of last year, we were spending almost $600,000 per month on compute costs prior to COVID happening. That wasn't hugely a concern for us. It was a lot of money, but it wasn't as critical as it was last year when we really needed to be much more efficient. >>Second one is flexibility for us. We were deployed on a single cloud environment while we were cloud thought ready, and that was great. We want it to be more flexible. We want it to be on more cloud environments so that we could reach more customers. And also eventually get onto class side networks, extending the base of our customers as well from a custom analytics perspective. This is where we get into our traction. So last year, over the entire year, we computed 54,000 custom analytics for different users. We wanted to make sure that this number was steadily increasing despite us trying to lower our costs. So we didn't want the lowering cost to come as the sacrifice of our user base. Lastly, of particular percentage here that I'll say definitely needs to be improved is 75% of our projects never fail. So this is where we start to get into a bit of stability of our platform. >>Now I'm not saying that 25% of our projects fail the way we measure this is if you have a particular project or computation that runs every day and any one of those runs sale account, that is a failure because from an end-user perspective, that's an issue. So this is something that we know we needed to improve on and we needed to grow and make our platform more stable. I'm going to something that we really focused on last year. So where are we now? So now coming out of the COVID valley, we are starting to soar again. Um, we had, uh, back in April of last year, we had the entire engineering team. We actually paused all development for about four weeks. You had everyone focused on reducing our compute costs in the cloud. We got it down to 200 K over the period of a few months. >>And for the next 12 months, we hit that number every month. This is huge for us. This is extremely important. Like I said, in the COVID time period where costs and operating efficiency was everything. So for us to do that, that was a huge accomplishment last year and something we'll keep going forward. One thing I would actually like to really highlight here, two is what allowed us to do that. So first off, being in the cloud, being able to migrate things like that, that was one thing. And we were able to use there's different cloud services in a more particular, in a more efficient way. We had a very detailed tracking of how we were spending things. We increased our data retention policies. We optimized our processing. However, one additional piece was switching to new technologies on, in particular, we migrated to get lab CICB. >>Um, and this is something that the costs we use Docker was extremely, extremely easy. We didn't have to go build new new code containers or repositories or change our code in order to do this. We were simply able to migrate the containers over and start using a new CIC so much. In fact, that we were able to do that migration with three engineers in just two weeks from a cloud environment and flexibility standpoint, we're now operating in two different clouds. We were able to last night, I've over the last nine months to operate in the second cloud environment. And again, this is something that Docker helped with incredibly. Um, we didn't have to go and build all new interfaces to all new, different services or all different tools in the next cloud provider. All we had to do was build a base cloud infrastructure that ups agnostic the way, all the different details of the cloud provider. >>And then our doctors just worked. We can move them to another environment up and running, and our platform was ready to go from a traction perspective. We're about a third of the way through the year. At this point, we've already exceeded the amount of customer analytics we produce last year. And this is thanks to a ton more albums, that whole suite of new analytics that we've been able to build over the past 12 months and we'll continue to build going forward. So this is really, really great outcome for us because we were able to show that our costs are staying down, but our analytics and our customer traction, honestly, from a stability perspective, we improved from 75% to 86%, not quite yet 99 or three nines or four nines, but we are getting there. Um, and this is actually thanks to really containerizing and modularizing different pieces of our platform so that we could scale up in different areas. This allowed us to increase that stability. This piece of the code works over here, toxin an interface to the rest of the system. We can scale this piece up separately from the rest of the system, and that allows us much more easily identify issues in the system, fix those and then correct the system overall. So basically this is a summary of where we were last year, where we are now and how much more successful we are now because of the issues that we went through last year and largely brought on by COVID. >>But that this is just a screenshot of the, our, our solution actually working on supply chain. So this is in particular, it is showing traceability of a distribution warehouse in salt lake city. It's right in the center of the screen here. You can see the nice kind of orange red center. That's a distribution warehouse and all the lines outside of that, all the dots outside of that are showing where people are, where trucks are moving from that location. So this is really helpful for supply chain companies because they can start to identify where their suppliers are, are coming from or where their distributors are going to. So with that, I want to say, thanks again for following along and enjoy the rest of DockerCon.

>> Announcer: From theCUBE Studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is a CUBE Conversation. >> Hey, welcome back, everybody. Jeff Frick here with theCUBE coming to you from our Palo Alto studios for a CUBE Conversation. We're talking about the Citrix Workspace Summit. It happened earlier today. And we've got one of the experts in the field, CUBE alumni and always a really fun guest to have on. Let's give a welcome to Tamara McCleary. She's coming to us from Colorado. She's the CEO of Thulium but you know her from social media and seeing her at all the conferences and speaking. And Tamara, it's great to see you again >> Jeff, it's so good to be here. Hey, next best thing to being in person, right? >> Absolutely. I mean, there is some good stuff. Neither of us had to get on an airplane today and we were able just to connect via the magic of the internet, which I think people forget how magic it truly is. So I looked up, we last spoke, it was mid-April. We were about a month into this thing after the kind of shutdown. And really the topic there was about this light switch moment on the work from home front. Now we're seven months into this, eight months into this, and clearly it's not going away anytime soon. And even when it does, it's not going to go back exactly to the way it was. So first off, how are you doing? 'Cause I know you spend a lot of time at conferences and traveling all over the world, so your life's been changed quite a bit. And then two, just your kind of perspective as we've moved from the light switch moment to the, that this is the new normal and will be the new normal going forward. Maybe not exactly how it is today, but we're not going back to the way that it was before. >> You couldn't be more spot on, Jeff. In fact, when you said April, to me, it almost feels like not seven months. It feels much longer ago. And since the last time I got on an airplane was the end of February, and that was a huge disruption to me in my life. I had always been in three, four cities a week, every week, and haven't traveled on an airplane since February. So the world is different, and it has shifted, and there's no going back. We can't step in the river twice and hit that same spot. I totally messed up that quote, but that's me. You're used to that already. >> Jeff: Exactly. >> But some things don't change. But I think when we look at work, and what we were talking about back in April is that now we're looking at the potential for kind of a hybrid approach, whether we're talking about work or even kids, some kids going back to school, there's a hybrid approach. And with that comes its own set of complexities that we have to consider. So not only has the culture shifted into a place where you have your workforce who has gotten used to working remotely, and there's a lot of things with working remotely that we didn't have when office was the centrical focus for the workplace. So there's a lot of flexibility when you work from home. And I think one of the interesting things with the Citrix Workspace Summit was when CEO David Henshall talked about how it's the people, right? So it's our workforce, our employees who are our most valuable, but also our most costly assets. So we have to make sure that the employee experience is one that is pleasing and helps us to have not only talent acquisition, but also talent retention in a really dynamic, competitive atmosphere. And I'm sure I just posed this question so we could go a million different places with this. Where do you want to go with it, Jeff? >> Well, I was going to say, and of course we can go forever, and we don't have forever, so at some point we'll have to stop talking at the end of this interview. But I just love having you on. And what I want to drill in is as we've talked about the new way to work for a very, very long time. This is not a new topic. And we've had remote work tools and we've had VPNs and we've had mobile phones now since 2007, but we didn't have this forcing function, and I think that's what's really different here is that now it wasn't a choice anymore. There was no more planning and talking about it and maybe or maybe not. Work from home was kind of a first-class citizen in terms of priority. COVID changed all that dramatically overnight. And it's driven home this other kind of concept which we talk a lot about generically in terms of the customer experience as they interact with our applications, which is the way that now they actually interact with the company. And we've talked a little bit about new way to work, but now it's really driven to the forefront, because as you said, there's a lot of benefits from working from home. You could eat dinner with your family, maybe can pick up a few more of the kids' activities, whether it's a sports game in the middle of the afternoon or something in the evening, but there's also a lot of stress. There's a lot of kind of this always on and this constant notifications, whether it's coming from email or text or Slack or Teams or Asana or whatever. So refocusing on the employee experience and elevating that up into a much more important thing, as you said, for both wellness and employee satisfaction, but also retention and getting new employees. It's really changed the priority of that whole set of, kind of point of view around the employee experience that wasn't there kind of pre-COVID. >> Absolutely. And I think you just tapped onto something that I think affects all of us who are juggling these multifaceted lives, and that is the constant interruption and distraction, and that costs money. And I think about that as the CEO of our organization is that how many of these distractions could be avoided to create efficiency and productivity. It also creates happiness for the individual. I don't think anybody likes to be constantly distracted, but when you have a bunch of different applications and you don't have them in one accessible place and you're constantly having to flip between these applications, it can cause a lot of friction and frustration. And I think genuinely that was my very first introduction to Citrix was the ability to really streamline and have everything in one place on a beautiful dashboard that was personalized to the individual. Not everybody in the organization needs to have all the applications, right? Some of your employees only need a few, and it just depends on who they are and what they're doing within the organization. And so I think decreasing that friction, making it easier for people, and certainly ensuring not only a frictionless experience at home but also ensuring security is huge. I mean, how many times have we talked about cybersecurity is not a bolt on afterwards. It has to be all the way up through the stack. And certainly we did have an increased threat landscape with work from home situations because there were all these security breaches and issues and vulnerabilities. So I know we're not talking security today, but I'm wild about it. But I think that all of these things, what I like about what Citrix is doing, and I enjoy the Summit, is the fact that they're blending everything into a single solution so that it just gets done. Work gets done from wherever you are, whether you're at home, you're in office, or in your car, work gets done. >> And not only work but I thought the theme that's interesting that came out in David's keynote is our best work. It's good work and high-value work. And there's really kind of two aspects of that. One, as you just said, is please help me with the distractions and use machine learning and artificial intelligence and this unified platform to decide whether I should or should not be distracted. Also help me prioritize what I should be working on kind of right now, which, again, a great opportunity for AI and ML to elevate that which is most important to the top of my inbox. But even more in one of the keynotes was integrating the concept of wellness, and not just wellness in the HR manual at the back after vision and dental and getting your health checks, but wellness even where the application suggests that you take a two-hour window in this particular period of time to be thoughtful and do some deep thinking. And someone mentioned the people we talk about in automation and getting rid of drudgery and errors and all the bad stuff that comes from doing crappy work, not only is it not fun, but super error prone. This is a really different to use technology to help the employee, as you said, not only just get work done, but get good work done, get high-value work done, prioritize good stuff, and not just deal with the incessant henpecking that is the notification world that it's really easy to fall into if you don't turn some of that stuff off or at least tone them down a little bit. >> That's so true. I don't know if you saw this, but there a study by Stanford of, I think it was 16,000 workers, and over a nine-month period, they did this study, and it was a study looking at work from home and whether productivity was increased. And every, 'cause at first you remember what it was, Jeff. I mean, in the old regime, we would thought, oh dear, we don't want a remote workforce because everybody's going to be hanging out in their pajamas and screwing around and not doing work. And that's not true. What ends up happening is that this study showed that productivity increased by 13%. And, I mean, that's huge, right? So there was a huge bump in performance. And in this particular study, the variables that they cited was perhaps that they had a quieter workspace. I mean, you're not getting barraged by all the endless meetings, unless you have endless Zoom meetings, but that's a whole nother conversation. But you're having more time to focus and flexibility on when you work, which also increases focus. But I thought what you mentioned, the wellness piece was important, because then if you look at other studies, there was a Forbes article that cited that the average worker starts at 8:32 a.m. or something like that and works until 5:38 p.m. And I think the days of the week that were the most productive were Tuesday, Wednesdays, and Thursdays. But this was interesting, I thought. Telephone calls were up by 230%, so the calls that employees were making, and CRM activity was up by 176% and email up by 57% and chats up by 9%. So what we're seeing is that people are trying to find creative ways to remain connected and communicate, but in different ways. And I think that's where the wellness piece comes in and kind of what you were saying with that. I think it's a microapp that Citrix has on their Workspace, their workspace dashboard that pops up a reminder and says, hey, you think you should take a break or get up from your desk. But I think that what's nice about that is it's easy to get sucked into your computer all day. I'm guilty. I will definitely say I can start off pretty darn early in the morning or usually around by five and go till late at night. But, and it's all in front of the computer screen. So maybe I need that Citrix workspace solution to tap me on the shoulder and tell me to go take a meditation break. >> At least one of those watches that'll tell you to get up and twist around. Well, let's shift gears a little bit. They had Satya Nadella on, and Satya is a phenomenal executive, been super successful turning that big, very large boat, Microsoft, into really a cloud company and a SaaS company, and nothing but great success. Always happy to hear him. He had some interesting comments I want to run by you. One of them he said is we were dogmatic about work before, but don't replace what we were with just a new dogma. And what he really highlighted, A, obviously without the technology platform and cloud and all these tools that we have in place, this couldn't have happened. But more importantly, he said it really highlights the need for flexibility and resiliency, and to really, again, kind of elevate those as the first class citizens as to what you should be optimizing for. And really the highlight within this sudden shift with COVID that if you've got those capabilities, you're going to be successful, and if you don't, you're in real trouble >> I'm glad you brought Satya up, because he also said something really cool that I think is true, and that is we are running right now, currently we are running a global scale experiment. Do you remember him saying that? >> Yeah. >> And it's so true. I think right now the social scientists are going wild because finally they've got their captive collection of their study, their guinea pigs. But the other thing he was saying, too, is that we're going to be harnessing all these technologies to be able to re-skill and up-skill. And how long have we been talking about this, Jeff, with the future of work, that it will be a re-skilling and up-skilling of the workforce. He even mentioned holographic technology. He didn't go into it, but just the mention of it got me thinking about how we are currently using some of those nascent technologies to be able to up-skill and re-skill our workforces and also protect a workforce that doesn't necessarily need to be on scene on the edge of it all. And then he gave an example of an engineer being able to communicate with a first-line worker without having to be actually in the physical presence. And so I think this crucible that we're in called a global pandemic, forcing our hand, really, to do all the things that we've been talking about at all these conferences that we've been to, for me, maybe the past two decades, is that it's show, don't tell. So we're not talking about it anymore. We actually have to do it. And another thing that Satya said was that nine to five is definitely not true anymore with work. It's flexibility. And it's really... He also mentioned this EEG study into meeting fatigue. >> Jeff: Yes. >> I thought it was pretty wild. An EEG study into meeting fatigue. And I bet even without reading that study, all of us who are on video conferencing systems can probably tell what the outcome of that was. But concentration wanes very quickly. In fact, I think in that study it was after 20 minutes. But, so kudos to Citrix for putting on their summits, because did you notice for once we had the enjoyment of all these just really contents, deliciously packed segments that were short. >> Jeff: Right. >> Whereas at live events, they went on way too long. I mean, even customer stories went on way too long. And I really love the staccato nature of these customer stories and partnerships and what was working, and I just thought that they did a really nice job, and it was interesting because it met perfectly with staying underneath that 20-minute window before attention wanes. >> Right, right. And they even broke it up into three conferences, right? It was Citrix Synergy before. >> Right. >> Now it's workspaces, it's cloud, and then the third one will be security. But I want to double down on another concept. We talked about it last time with you and with Amy about measuring work and about kind of old work paradigms in terms of measuring performance that were really based more on activity than output. And this concept that work is an output, not a place. And it kind of makes you think of talking about cloud and a cloud-centric way of thinking about things. It's not necessarily the delivery method. It's about adopting quick change and rapid pace and having everything available that you need anywhere you are at the same time. So it seems strange to me that it took this to drive people to figure out that they should be measuring output and not activity. And were some early applications that came out when this all went down that are going to report back as to how often are you looking at your Zoom calls and how often are you sitting in front of your desk and all this silly stuff that just, again, misses the point. And I think this whole employee experience is, as you said, make 'em happy, make 'em feel fulfilled. They want to do meaningful work. They want to do high-value work. They just don't want to be an integration machine between the email system and the accounts receivable system and the accounts payable system. There's so much of an opportunity to get more value from the people, which, oh, by the way, makes for happier people. So do you think finally we're at a point where we can start getting away from just measuring activity unless that's your job to put a widget on a screw and really focus on output and high-value output and innovative output and deep thinking output versus just checking another box and passing the paper down the line? >> You know, Jeff, that reminds me of what Erica Volini, I think she's global human capital practice at Deloitte. I really loved her presentation. I also like the fact that I felt like she was speaking from her home, and she mentioned she's a new mom, and so there was this warmth and connection there which also I think is something really that we don't think about being, but it is a gift since we've all had to work from home is being able to see kind of executive individuals in a regular environment, and it humanizes it all, right? She said something really interesting in her talk. She was talking about rearchitecting the future of work, and she was talking about essentially, the premise was that human beings need, crave, have to have work that's meaningful and real. And part of this whole experience piece, part of this removing the friction from the experience of the employee and providing opportunities, stimulating growth opportunities for employees to give them that sense of meaning. But also she talked about the relationships. I mean, work is a huge part of the relationships in our life. And so this meaningful relationships and connections and in her architecting the work of the future, it's harnessing technology in service to humans to do a better job. And I think the word she used was augmentation, right? So the augmentation piece would be as we think about reinventing or re-imagining or re-architecting, we look at what's going to happen when we have the human working with the machine, but the machine in service to augmenting that human being to do, potential is what she was talking about, to really reach their potential. And so it's not about being replaced by technology. It's not being replaced by artificial intelligence, with machine learning algorithms. It's actually working in tandem so that technology potentiates the human that is using the technology. And I think that was a really good way of putting it. >> Right, right. I mean, we talk, it's one of our taglines, right? To separate the signal from the noise. And the problem is with so many systems now, and I forget, you may know off the top of your head, the average number of applications that people have to interact with every day to get their job done. >> Too many. >> Too many. >> Too many. >> It's a lot. So, so there is a lot of noise, but there's also some signal. And so if you're not paying attention, you can miss the signal that might be super, super important because you're overwhelmed by the noise. And so I think it is a real interesting challenge. It's a technology challenge to apply the machine learning and artificial intelligence, to sort through the total flow, to be able to prioritize and separate the signal from the noise to make sure we're working on the stuff that we should be working on. And I think it's a growing challenge as we just seem to always be adding new applications and adding new notifications and adding new systems that we have to interact with versus taking them away. So Citrix has this approach where we're just going to bring it all in together under one place. And so whether it's your Salesforce notification or your Slack notification or Zoom meeting, whatever, to have it orchestrated as a single place so I don't have 18 tabs, 14 browsers, and two laptops running just to get my day job done. >> You're going to make me self-conscious of all the tabs I have right now. Thanks a lot, Jeff. But, it's kind of, I like hearing stories, right? I think stories communicate to me kind of these practical applications. And I think Citrix did a brilliant job in the Workspace Summit of highlighting some of these customer stories that were really inspiring during the pandemic. One of 'em was City National Bank and Ariel Carrion? This is a test of my memory. He's the CTO, right, of City National Bank. And he's talking about that they had already had a partial migration to the cloud prior to the pandemic. So obviously there was an advantage for those organizations that already had their toe in the water. So, but when the pandemic hit, then it really catalyzed that movement all the way into the cloud and essentially creating a digital bank. And what was really interesting to me is that they funded 9600 loans and taking on new clients during that time of transformation to a digital bank. And one of the coolest things that he said to me was that in a regular program, it would've taken, mind you, get this. It would've taken 14 years, 14 years to accomplish what they did in three months. >> That's a long time. >> I was blown away, right? Just to me, that speaks a lot, because what we're talking about here is their clients are small business, and who do you think was impacted most during the pandemic? Small business. So the ability to get loans was critically important to the survival of a lot of companies. And the same story they had with eBay and David Lessor was talking, he's a senior manager in the office of the CIO, I think I remember. And he was talking about how obviously eBay is a digital platform, right? But if you think about the pandemic when we were all had these shelter in place orders, lots of people were able to still make money and earn a living because they were able to do business on eBay. And both eBay and City National Bank are obviously customers of Citrix. But I just found this to be really inspiring, because for eBay pre-pandemic, it was like, I don't know. I think they said they had 11,000 connected users prior to the pandemic, and a lot of those were in physical call centers. >> Jeff: Right. >> And then post-pandemic, I think he was reaching, saying end of Q4 was going to be something like 14,000 connected users. That's huge from 11 to 14. >> Yeah. >> And again, to your point, it's kind of forcing our hand into really not only pivoting, but increasing our speed in this ever-changing dynamic environment. >> Right. >> You know, one of the other things that came up, before I let you go, that it's always nice to have frameworks. Sometimes it just helps us organize our thoughts and it's kind of a mental cheat sheet. And they talked about the four Cs, connectivity, content, collaboration, and culture. And I would have to say they're in inverse order of how I would potentially have prioritized them. But I just wanted to zero in on the culture piece, 'cause I don't think people focus enough on culture. And one of the things I think we talked about in April, and I've certainly talked about a number of times going through this thing in leadership in these crazy times is that the frequency and the type and the topics in communication within your internal world have gone up dramatically. I think we had the, we had a CMO on the other day, and she said internal comms, this is a big company, prior to COVID was important, but not that important within the list of the CMO's activity. But then once this thing hit, right, suddenly internal communications, again, in terms of frequency and the types of topics you're talking about and the forums that you talk about and the actual vehicles in which you talk about, whether it's a all hands Zoom call or it's more frequent one-on-ones with your manager, really, really increase the importance of culture, and then I think probably is going to show over time the people that have it right, getting some separation distance from the people that got it wrong. I wonder if you could just talk about, 'cause you're a big culture person and you know how important the people part of the whole thing is. >> Yeah, culture drives everything. You're right. And that was Citrix's CIO who gave those four Cs, I think, Meerah Rajavel. >> Yeah, yeah. >> She gave those four Cs. And you couldn't be, you couldn't have tapped into something that I think is the soft underbelly of the organization, which is what is the culture. And anyone who's worked in an organization with a sick culture knows that it's just, it's cancerous, right? It grows and it causes decay. And I don't care how much innovation you have. If the culture is sick, you just, you're going to lose your best people. It's hard to work in a sick culture. And so I think what we had to do is when we all started working remotely, that was a culture shift, because we were siloed off of it. We weren't actually hanging out in physical space. Some of the things that we enjoyed about meeting with other human beings physically changed. And so it really behooved organizations to take a look at how they were going to foster culture digitally, how they were going to create that sense of bonding between not only those within your departmental area, but cross over into other areas. And I think that creating that culture that says I don't have to be in the exact same physical space, but we can still connect. I mean, you and I are doing this. We're not in the same physical space. >> Jeff: Right. >> But I'm still going to feel like we met today. >> Jeff: Right. >> You can create that for your employees. And it also means that we learned that we don't have to be in that same physical space, right? And I thought that was a really interesting position when Hayden Brown, the CEO of Upwork, was talking at the summit and saying that even when we look at creating culture with employees who aren't necessarily, maybe it's a workforce from all over the world that you're using, a remote workforce. And when you're using things like employees, if you've got work to do and you can find a really good talent and you can grab them for what it is that you need, you're actually increasing your ability to be able to deliver on things versus having to worry about whether you have that person in house, but you still can create that culture where everyone is inclusive, where someone can be in Australia and someone's in San Francisco and someone's in the UK, and you still have to create a cohesive, inclusive culture. And it matters not anymore whether or not you are a full-time employee or if you're a contract worker. I think in today's space, and certainly in those future of work conversations, it's more about, to the very first thing you said at the beginning, it's more about output. How's that for tying it back up again? >> Jeff: Yeah, very good. >> And that was totally unplanned. But it is about output, and that's going to be the future of work culture. It's not going to be the title that you have, whether or not you're a full-time employee or a part-time employee or a contract worker. It's going to be who are you meeting with? Who are you having these digital interfaces with and Slacking with or using any sort of platform application that you want to use. It's remaining in touch and in communication, and no longer is it about a physical space. It's a digital space. >> Right, right. All right, well, I'm going to give you the last word. You are a super positive person, and there's reasons, and for people that haven't watched your TED Talk, they should. I think it's super impactful and it really changed the way I look at you. So of all the negatives, wrap us up with some positives that you see as we come out of COVID that going through this experience will make in our lives, both our work lives as well as our personal lives. >> Well, since you're going to allow me to go deep here, I would say one of the things that COVID has brought us is pause. It caused us to go in. And with any dark night of the soul, we have to wrestle with the things that are real for us, and the things that fall away are those that were false, false perceptions, false ideas, illusions of even thinking who we are, what we're doing. And we had to come home to ourselves. And I think one of the things that COVID gave us through uncertainty was finding a center in that uncertainty. And maybe we got to know our beloveds a bit more. Maybe we got to know our kids a bit more, even if they drive us crazy sometimes. But in the end, I think maybe we all got to know ourselves a little bit more. And for that, I think we can harness those seeds of wisdom and make better choices in the future to co-create together a future that we are all pleased to wake up in, one that is fair, one that is equal, one that is inclusive, and one that we can be proud to have contributed to. And that's what I hope we've taken from this extremely hard time. >> Well, Tamara, thanks for sharing your wisdom with us. Really appreciate it. And great to see ya. >> Good to see you, too, thank you. >> All right, she's Tamara, I'm Jeff. You're watching theCUBE. Thanks for watching. We'll see you next time. (bright music)

>> Narrator: From around the globe it's theCUBE with digital coverage of Dell Technologies World. Digital experience brought to you by Dell Technologies. >> Welcome back everybody. Jeff Frick here with theCUBE. Welcome back to our ongoing coverage of Dell Technology World. We've been covering Dell Tech World since it started really. It used to just be Dell World and there was EMC World after the merger and this is the all virtual version but we're excited to be here and we've got a great panel coming up. I think you're going to enjoy it. Our first guest is Rajesh Janey. He is the Senior Vice President of Global Alliances for APJ for Dell Technologies. Rajesh, where are you coming in from today? >> I'm speaking to you from Gurgaon, India. >> Awesome. It's the power of the virtual, right? It's not all bad that we don't have to get on planes all the time. >> Absolutely. >> And joining him is Utpal Bakshi. He is the Vice President and Global Vertical Head High Tech for Wipro. Utpal, good to see you. >> Nice to see you. >> And where are you calling us in from? >> I'm from Dallas, Texas. Actually suburb outside of Dallas called South Lake. >> Oh, excellent. Great to see you and again didn't have to get on a plane to do this so not all bad. And also joining us is Satish Yadavalli. He is the Vice President and Global Practice Head, Cloud and Infrastructure Services for Wipro. Satish, where are you joining us from? >> Hi, I'm joining from Bangalore, India. >> Excellent. Welcome. So gentlemen let's just jump into it. Wipro's a huge services firm, does a lot of work with Dell so I wonder Rajesh if you can talk really about the importance of partnerships and the importance of having somebody like Wipro within the Dell ecosystem. >> Absolutely. Thank you for having us on with Wipro. Wipro and we have had a partnership which is over two decades old and we have a multifaceted 360 degree kind of relationship with Wipro. Wipro is a platinum partner and what's more while we bring a lot of technology and products and the depth of product which are relevant to customer's transformation scenarios today, coupled with Wipro's consulting and services and design abilities this becomes an unbeatable power house so to say whereby we can work closely with a customer to help them transform and live in what we are calling the next normal. >> Yeah that's great. Utpal to you there's a lot of interesting trends going on. We've had cloud and big data been going on for a lot but really the talk in social media is what's driving your digital transformation, the CEO, the CIO or COVID and we all know what the answer is. So we've got a lot of new stuff in terms of digital transformation, working from anywhere, workforce transformation. Wonder if you can speak a little bit about how COVID has accelerated some of the priorities that your customers are trying to get done. >> Yeah. I think that's a great point. Wipro has been transforming over the last several years. We were a strong, large scale system integration partner, large IT organization but over the last several years we pivoted hard into the digital transformation world moving into the design side, leading the design, moving to cloud and helping our clients help make that journey and all of that got accelerated with the whole COVID situation. The work from home became all pervasive and the whole virtualization of the workforce really pivoted with some of our key transformational ideas around live workspace and the virtual desk which we've been working very closely with Dell have taken shape. So that has been a big part of our ongoing strategy. Doing the modernization off the network has also accelerated the customer networks and infrastructure was not necessarily set up for enabling these hybrid work environment. A lot of our clients are coming back and saying they want to modernize and actually accelerate. So that has all changed with COVID. Some of it is very positive actually for the business. >> Right. >> From an SI perspective. >> Satish, you've got cloud and infrastructure in your title. Public cloud really changed the game when Amazon kind of came on the scene and now we're seeing this evolution and change over time between a public cloud and hybrid cloud and multi cloud and cloud on cloud. I wonder if you could speak to and then even have an AWS inside of other people's clouds. They're trying to get it out there. The evolution of cloud both as a technology but really more as a way of thinking in terms of rapid deployment of new functionality to support the business and what you're seeing with your customers today. >> So let me share a perspective, right? Enterprises today are looking at options to extract greater value from hybrid cloud investment. It's a brownfield environment today where customers have their existing data centers but the hyperscalers have really come into play now and right cloud is the strategy which most of our customers embrace to address the market demands which are primarily focused on business outcomes today. As Wipro we have invested in developing a holistic extensible platform led approach called Wipro BoundaryLess Enterprise to drive business outcomes to customers. So the BLE construct is all about providing a ready to use plug-and-play platforms making IT easily consumable from multiple stakeholder personas be it admins, be it line of businesses, developers and partners. So basically we have built a holistic solution and our BLE solutions has majorly five building blocks. The first building block would be the BoundaryLess Data Center. The second is the BoundaryLess Container Platform. The third is the BoundaryLess Data Protection Platform. The fourth is the BoundaryLess Cloud Exchange where we get together all the internet connections and define the software defined network part to give access to the workloads across hybrid environments and the BoundaryLess Integration Platform which we call it as BLIP. Basically this is what we have put together to deliver an outcome to the customers powered by BLE. >> So BLE again, you call it the BoundaryLess Enterprise. What's the most important components of BLE? What are the things that most people are missing to actually implement the strategy? >> So if I actually build on you, right? The five building blocks let me elaborate in detail. The first is on the BoundaryLess Data Center. This enables our clients to deliver an infrastructure as a service across data centers and public clouds and enables customers to seamlessly move workloads from Edge to Cloud and manage them in a consistent and efficient model. That's the first building block of our BLE. The second important building block is container, right? We all know today container orchestration is key across hybrid cloud and with micro services and architectures becoming more prominent we see huge search for managing various Kubernetes enrollments with our clients. So our BLCP platform leverages solutions like VMware Tanzu, which is again a Dell company to enable clients manage the multicloud Kubernetes enrollments through a single pane of glass and provide seamless migration and movement of workloads across cloud environments. That's going to be the key in the future with microservices being dominant and every enterprise embracing microservices architectures this becomes very important building block in our overall solution. The third important stuff is BoundaryLess Data Protection. Now that data is all cross in hybrid cloud environment and application actually consume this data it is important to protect the data which is intellectual property and very critical to every business. So with the BLDP platform we ensure that we deliver availability, solidarity, security and reliability of cloud adoption increasingly and rapidly across multicloud platforms. So our solution leverages the DTC of Dell and other existing Dell storages and data production solutions to offer seamless and right cost models which will be very critical for any cloud transformation and schedules as we move forward. The fourth point which I was talking about is BLCE. This is basically a cloud exchange where in a hybrid cloud environment you need to establish connectivities across PaaS and SaaS platforms as well as on-premise networks to provide seamless access to data and the workloads which are in multicloud scenarios. So that's about BLCE. With respect to BLIP it is an integration platform. Today we are in a software defined world and when I talk about providing a single pane of glass solution it is important for us to have an integration platform where I can bring all EPIs together and do northbound and southbound integrations with the architectures of clients and the cloud providers to spin off workloads, to commission, decommission and provide a seamless consumption experience to clients across multiple hyperscalers and on-premise infrastructure. >> Thank you for that summary. I think you hit on all the big trends. I want to go back to you Rajesh 'cause you said that this is a really unique time. You've been in the business for a very long time. You've seen a lot of other transformations and you've seen a lot of big trends. Why is this one different? What makes where we are today such a unique point in time in this IT industry journey? >> Excellent. I think I would say we are in a period of what is called an enforced innovation. While most of the time transformation in IT has been very, very sequential or continuous I think we are seeing an order of shift in the transformation and this whole situation is forcing everyone to accelerate the pace of innovation and transformation. There are two key priorities for every organization in this time. One, build resilient operations and second employee safety. These two parameters have forced the organization to look at their businesses differently, look at their IT infrastructure differently and created a sort of opportunity you can say which is ripe for Wipro's BoundaryLess Enterprise because there are no boundaries. People are working from home. They're no longer in an office confined or boundary. So that's smart. Coming back we are seeing an accelerated innovation. That means our partnership to deliver customer transformation at scale becomes all the more important. Bringing all the good technologies of Dell on one side and combining it Wipro's size, scale and services help us lead in the marketplace for customer transformation. And what's more, we are adding our Dell financial services solutions as Dell Tech on demand to enable all this to be consumed as a service and with flexible payment options which Wipro helps us translate it to customer offerings. >> That's great. Utpal, I want to go to you and get your perspective on how customers, in terms of this boundaryless, how things have changed since March 15th which at least here in the US, I don't know if in India it was on the same date when everything basically got shut down. So it was this light switch moment. Everybody worked from home, no planning, no thought like ready, set, go to now we're six, seven, eight months into this thing and clearly we're it's a marathon not a sprint and even if we go back to some semblance of what was the old normal the new normal is going to be different and everyone is not going to go back to work full time like they did before. So how, from a customer perspective, from a technology implementation perspective and from an initiative and getting this stuff done how has that changed pre-COVID then oh my goodness, it's the light switch moment and now it's, hey, we're in this for the long term. >> Yeah. I think Rajesh did hit upon that a little bit. This is truly that moment where it was a forced innovation. Some of it was happening anyways and it was bound to happen but I think the COVID kind of accelerated all of it. What has impacted is it all started with, okay, how do we enable work from home? And that is when the whole BoundaryLess infrastructure, the virtual desk solutions and all of that started getting impact. I think after that most companies have realized that this is not a short term fix. It is a longterm it's going to be here for staying so they wanted to have a longterm fix so they wanted to come in with innovation but at the same time from a business perspective they've had impact in business so they wanted very creative business models for them to get set with the technology innovation quicker but they didn't want to do it in a traditional way of paying it all upfront and moving it to that. So that is where the creativity in terms of joint innovation which we did with Dell, in flexible payment options, bringing in some kind of an asset lease model and things like that have gained traction. A lot more conversations are around we want to transform help us find a way to make the transformation sooner with maybe less investment upfront and find a way to fund this from the future savings we'll get so that we can be ready for the future without necessarily impacting the bottom line today. All of that has changed, I would say in summary, has accelerated the adoption and the rate of change but it has also led to all of us thinking some creative business models and new approaches to doing business. >> Right, right. Satish back to you. What are the big conflicts that always exist? There's innovation versus security, right? And enabling innovation and giving people more power, more tools, more data to do things at the same time now your tax surface has increased you don't necessarily have everybody locked down on their home infrastructure and they were forced into this. When people are talking about digital transformation, how do they continue to drive forward and how are you helping them on innovation and enabling innovation at the same time as you talked about keeping the data protected and really thinking about business resiliency and continuity in this to increase the tax surface not only because of mobile, but now with the working from home thing? It's increased exponentially. >> Yeah. So I would just take an example of how Wipro handled this pandemic when it hit us and what solutions we get. So let me just give you a perspective. As we all know the current pandemic has disrupted many industries and we were no exception. Basically COVID has brought to the forefront many crucial factors in terms of business continuity process, the quality of employee experience and the automation connected with the employees. So while we enable our employees to connect, collaborate, and communicate with ease from anywhere from any device in a secure way with a consistent user experience powered by Wipro LiVE Workspace platform which actually takes care of delivering a seamless onboarding of user via the Wipro LiVE Workspace platform and consume all the services the way they used to traditionally consume when they were working from office? So this is something which is the power of Wipro LiVe Workspace platform we have implemented to deliver a seamless employee experience access to the workspaces. That's one but also there are some learnings. When we implemented the solutions on the flip side as businesses we must also acknowledge and be cognizant of the fact that employees are trying hard to juggle between frequent interruptions at home and notifications from various applications we receive both on corporate and personal devices. Basically in a nut shell it is difficult to have the culture of corporate to be working from home. Basically that's another big learning. While all of us are adjusting to this new normal we are in constant touch with our employees and trying to improve the overall employee connect and experience. From a solution perspective let me just give you what we actually did. We have close to 175,000 employees across the globe. Suddenly started working from home post lockdown. What does this mean? The traffic pattern suddenly changed the directions which were traditionally moving on a East to West direction started moving North to South. Basically this means a 100% of the workforce in a corporate started coming from the internet to access the corporate infrastructure and then gain access to the customer network. So basically we had to quickly swing in with our solutions and got our engineering teams to re engineer and tweet the infrastructure and security architecture to this new normal. By leveraging our Wipro BLE and video architectures which is powered by Dell VxRail, NSX we were able to spin off and build capacity on on-prem as well as on cloud in less than 24 hours post one got approvals from the client. Lastly we also deployed a back to work IoT solution which helped our employees to get back to work safely. Basically the solution offers various security parameters. Apart from traditional COVID updates it also helps in scanning the employees' temperatures, employee movement within the office premises, bundled with video analytics and enables secure touch less access to the ODCs for employees who are coming back to work. So we are putting all these solutions together and we pretty much seamlessly were able to navigate from the pandemic situation and get our business back to operations in a matter of days. >> 175,000 People. It's really interesting to think about how that network traffic completely changed from inside the firewalls to everything coming from the outside. It's a lot of people to get working from home right away so congratulations on that. As we come to a close Rajesh, I want to come back to you and talk about again, partnership in the age of this rapid acceleration of technology adoption, new technology move. We talked about the work from home. We've talked about cloud. We haven't talked very much about there's this other big thing that's coming down the pike which is 5G and IoT and kind of this entirely new scale of communication that's machine to machine, not person to person and now these connected devices. The amount of traffic continues to go up into the right at an accelerating rate. Tell us a little bit about the meaningfulness of having a partnership like Wipro that you guys can build solutions around new cutting edge technologies and have that real close connection with the customer or with all the supporting services. >> We'd love to. And maybe first I'll give you a perspective on how our employee base started working from home. Some other statistics that they wanted to show maybe add on towards what Satish said. We transitioned 120,000 employees. Twice the normal to work from home within two weeks and every day we are running something like 20,000 meetings and 16 million zoom minutes per day. That's the kind of traffic IT has seen. >> 16 million zoom minutes per day? >> Zoom minutes per day. >> Wow. >> That's the kind of traffic and our VPN traffic user load just tripled. At software or IT we call Dell digital. It was just a smooth and seamless experience. Now coming back, you said rightly. While we have partnered so far to deliver to the solution which are here today and the customers needs which are here today, what are we going to do for the future needs especially ie 5G IoT? We believe as a corporation that Edge is going to be the next wave of innovation. And next way our customers will benefit. Therefore connectivity to Edge via 5G becomes critical. IoT devices and managing the traffic and contain it there itself rather than flowing it back to data center becomes critical. As an example Wipro and Dell technologies are using our hyper converge solutions along with VMware telco and software for a European telco to provide automation and AI to deliver rapid results for the customer. So these are just early parts of it. We are partnering with Wipro to build solutions around 5G as well as telecom related innovation that'll come into the picture. IoT Satish spoke about a simple example of employee attendance. Imagine this is a need which will only accelerate from every organization, multiply it with the automation and AI that needs to be built into machines and feeding all the data back to drive some intelligence and refine the processes, refine the business outcomes. So I think we are working together on many such things and what's important is in all this, when the universe just explodes to devices and millions of devices, security becomes a paramount feature and we are working with Wipro to build what is called an embedded security into each of the solutions that we are designing. Security cannot be an afterthought or a bolt on it's becoming an integral part of the overall solution as we move towards the Edge. >> Yeah, right. And I think as Satish talked about all the distractions and notifications there're a lot of great opportunities for applied AI too to help people know what to do next. It's hard to be context switching all the time, not only on your work, but also the spouses working from home, the kids are doing homeschooling. It's not an optimal environment at all. Gentlemen thank you for your time. Congratulations on your partnership and hope you have a fantastic Dell Tech World. Sorry we can't be in person but this is not too bad. >> Thank you. >> Jeff >> Thank you >> Thank you Utpal, thank you Satish for your partnership. >> All right. Thank you gentlemen. >> Thank you. >> Alright. Stay with us for continuing coverage of Dell Technologies World 2020. I'm Jeff Frick. Thanks for watching. (upbeat music)

>> Narrator: From theCUBE Studios in Palo Alto and Boston connecting with thought leaders all around the world, this is theCUBEConversation. >> Hey, welcome back everybody Jeffrey here with theCUBE we're in our Palo Alto Studios the calendar has turned to late September I still can't believe it. We're still getting through the COVID issue and as we've seen in the news companies are taking all different types of tacts and how they're announcing kind of their go forward strategy with the many of them saying they're going to continue to have work from home or work from anywhere policies. And we're really excited to have our next guest from Citrix. He's Tim Minahan, the EVP of Strategy and the CMO of Citrix, Tim great to see you. >> Jeff, thanks for having me. >> Yeah so love having you guys on we had Tamara on and Amy Haworth this back in April when this thing was first starting and you know we had this light switch moment and everyone had to deal with a work from anywhere world. Now, it's been going on for over six months, people are making announcements, Google, Facebook, Twitter I'm out in the Valley so a lot of the companies here locally saying we're probably not going to have you back for a very long period of time. You guys have been in the supporting remote workers for a really long time, you're kind of like Zoom right place, right time, right market and then suddenly this light switch moment, it's a whole lot more important than it was before. We're six months into this thing what can you share that you've seen from your customers and kind of the transition that we've gone from kind of the shock and awe back in March to now we're in late September almost to October and this is going to continue for a while. >> Yeah, Jeff well, if there is any silver lining to the global crisis that we're all living through, it's that it has indeed caused organizations in all industries really to accelerate their digital transformation and to rethink how they work. And so at Citrix we've done considerable crisis scenario modeling. Engaging with our own customers, with government officials, with influencers around the globe really to determine how will the current environment change, cause companies to change their operating models and to prioritize their IT investments. And it really boils down to while there's variations by geography and sector, our modeling points to three major shifts in behavior. The first is looking for greater agility in their operations companies are adopting more variable operating models, literally in everything from their workforce strategy to the real estate strategy, to their IT strategy to allow them to scale up quickly to the next inevitable, unplanned event or opportunity. And for IT this typically means modernizing their application environment and taking that kind of one to three year cloud transition plan and accelerating it into a few months. The second thing we're seeing is because of the pandemic companies are realizing they need to prioritize employee experience to provide a consistent and secure work experience wherever work needs to get done. Whether that's in the office, whether that's on the road or increasingly whether that's at home and that goes beyond just traditional virtualization applications but it's also for delivering in a secure and unified environment. Your virtual apps alongside your SaaS apps, your web apps, your mobile apps, et cetera. And then finally, as companies rapidly move to the cloud and they adopt SaaS and they moved to these more distributed IT operating models, their attack surface from a security standpoint expands and they need to evolve their security model to one that is much more contextual and understands the behaviors and the access behaviors of individuals so if you're going to apply security policies and you'll keep your company information and application secure no matter where work is getting done. >> That's a great summary and you know there's been lots of conversation about security and increased attack surface but now you had a blog post that you published last month, September 15th, really interesting. And you talked about kind of COVID being this accelerant in work from home and we talk a lot about consumerization of IT and apps but we haven't talked a lot about it in the context of the employee experience. And you outlined some really great specific vocabulary those people need to be able to sit and think and create and explore the way they want so they can become what they can be free from the distractions at the same time you go through the plethora of I don't know how many business apps we all have to interact with every single day from Salesforce to Asana to Slack to Outlook to Google Drive to Box to et cetera, et cetera. And as you point out here the distractions in I think you said, "People are interrupted by a text, a chat or application alert every two minutes." So that there's this real battle between trying to do higher value work and less minutiae versus this increasing number of applications that are screaming for my attention and interrupting me anytime I'm trying to get something done. So how do you guys look at that and say, hey, we've got an opportunity to make some serious improvements so that you can get to that and cut the employee experience so they can deliver the higher value stuff and not just moving paper down the line. >> Yeah, absolutely Jeff, to your point you know a lot of the tools that we've introduced and adopted and the devices we've used in the like over the years certainly provide some advantages in helping us collaborate better, helping us execute business transactions and the like. However, they've also added a lot of complexity, right? As you said, typical employees use more than a dozen apps to get work done often four or more just to complete a single business process like submitting an expense or a purchase order or approving time off. They spend another 20% of their time searching for information they need to do their jobs across all of these different applications and collaboration channels and they are interrupted by alerts and texts and chats every few minutes. And that really keeps them from doing their core jobs and so Citrix is committed to delivering a digital workspace solutions that help companies transform employee experience to drive better business outcomes. And we do that in three ways. Number one is leveraging our heritage around delivering a unified and secure work environment. We bring all of the resources and employee needs together, your virtual apps and desktops, your SaaS apps, your web apps, your mobile apps, your information and your content into one unified experience. We wrapper that in a contextualized security model that doesn't get in the way of employees getting their job done but understands that employees, their behavior, their access protocols and assigns additional security policies, maybe a second level of authentication or maybe turning off certain features if they're behaving a little bit differently. But the key thing I think is that the third component we've also over the past several years infused within this unified workspace, intelligence, machine learning, workflows or micro apps that really remove that noise from your day, providing a personalized work stream to that individual employee and only offering up the individual tasks or the insights that they need to get their job done. Really guiding them through their day and automating some of that noise out of their day so they can really focus on being creative, focus on being innovative and to your point, giving them that space they need to succeed. >> Yeah, it's a great point, Tim and you know one of the hot buzz words that we hear all the time right now is artificial intelligence and machine learning. And people talk about it, it's kind of like big data where that's not really where the opportunity is in kind of general purpose AI as we've talked to people in natural language processing and video processing. It's really about application specific uses of AI to do something and I know you guys commissioned looks like a report called Work 2035. There's a nice summary that I was able to pull off the internet and there's some really positive things in here. It's actually, you know it got some good news in it about work being more flexible and new jobs will be created and productivity will get a major boost but the piece  I wanted to focus on which piggybacks on what you're just talking is the application of AI around a lot of specific tasks whether that's nudges, personal assistance, wearables that tell you to get up and stretch. And as I think and what triggered as you said, as this person is sitting at their desk trying to figure out what to do now, you've got your calendar, you've got your own tasks but then you've got all these notifications. So the opportunity to apply AI to help me figure out what I should be focusing on that is a tremendous opportunity and potential productivity enhancer, not to mention my mental health and positive attitude and engagement. >> Yeah, absolutely Jeff, and this Work 2035 project that we undertook is from a year long effort of research, quantitative research of business executives, IT executives supplemented with qualitative research with futurist work experts and the like to really begin a dialogue together with governments, with enterprises, with other technology companies about how we should be leveraging technology, how we should be changing our operating models and how we should be adapting our business culture to facilitate a new and better way to work. And to your point, some of the key findings are it's not going to be Skynet out there in the future. AI is not going to overtake all of our jobs and the like it is going to actually help us, you're going to see more of the augmented worker that really not only offers up the insights and the tasks like we just talked about when they're needed but actually helps us through decision-making helps us actually assess massive amounts of data to better engage with customers, better service healthcare to patients and the like. To your point, because of this some jobs certainly will be lost but new jobs will be created, right? And some people will need to be the coaches or trainers for these bots and robots. You'll see things like advanced data scientists becoming more in demand, virtual reality managers, privacy and trust managers. And then to your point, work is going to be more flexible we already talked about this but the ability to allow employees to perform at their best and give them all the resources they need to do so wherever work needs to happen, whether that's in the office, in the field or at home but importantly for businesses and even for employees this actually changes the dynamic of what we think about as a workforce. We can now tap into new pools of talent not just in remote locations but entire segments that had because of our traditional work hub model where I build a big office building or a call center and people have to commute there. Now they can work anywhere so you think about recent retirees that have a lot of domain expertise can get back into the workforce, stay at home parents or stay at home caregivers can actually engage and use their skills and expertise to reengage in that workforce. These are really, really exciting things and then the last thing is, it will help us improve employee engagement, improve wellness and improve productivity by having AI help us throughout our day, guiding us to the right decisions and automating tasks that typically added noise to our day so that we can focus on where we as humans are great which is some of the key decision-making, the creativity, the innovation to drive that next wave of growth for our companies. >> Yeah it's really interesting the kind of divergence that you're seeing with people in this opportunity, right? One of the benefits is that there is no script in how to move forward today, right? This has never happened before, especially at the scale so people are trying all kinds of things and you're talking about is a lot of positive uses of technology to an aide or to get blockers out of the way and help people do a better job. Unfortunately, there's this whole other track that we hear about, you know monitoring, are you in front of your desk, monitoring how many Zoom calls are you on a day, monitoring all these silly things that are kind of old school management of activity versus kind of new school managing of output. And we've done a lot of interviews on this topic, one of Darren Murph from GitLab great comments, does it now as a boss, your job should be removing blockers from your people to help them do a better job, right? That's such a different kind of mentality than managing their tasks and managing the minutiae. So really a lot of good stuff and we could go for a very long time and maybe we'll have a followup, but I want to shift gears a little bit here and talk about the other big delta that impacts both of you and I pretty dramatically and that's virtual events or the fact that basically March 15th there was no more gatherings of people, period. And you guys we've covered Citrix Synergy in the past but this year you guys have gone a different kind of tact. And again, I think what's so interesting about it is there is no right answer and everyone is trying to experiment and we're seeing all different ways to get your message to the market. But then the other really important part of events is getting leads, right? And getting engagement with your audience whether that's customers, whether that's partners, whether it's prospects, whether it's press and analysts and everything else. So I wonder if you can share with us kind of the thinking you had the benefit of kind of six months into this thing versus a couple of weeks which a few people had in early May, you know how did you kind of look at the landscape and how did you come to the conclusion that for you guys, it's this three event you've got Citrix Cloud on October 8th, Citrix Workspace Summit on October 22nd and Citrix Security Summit on October 29th. What did you think about before you came to this decision? >> Yeah, it's a great question, Jeff and certainly we put a lot of thought into it and to your point what helped clarify things for us is we always put the customer first. And so, like many other companies we did have our Big User Conference scheduled for the May timeframe, but you know considering the environment at that time and companies were just figuring out how to get their employees home and working securely and safely, how to maintain business continuity. We felt the inappropriate at time to be able to be talking about future innovations and so on and so forth. So we made the decision to kind of put an end to our Citrix Synergy for the year and instead, we went through all this scenario modeling as I mentioned and we've accelerated our focus and our investments and our partnerships to develop new innovations to help our customers achieve the three things that they prioritize which is accelerating that cloud transition, that hybrid multicloud transition plan, advancing their digital workspace and employee experience strategies and embracing a new, more contextual security framework. And so when we thought about how do we bring those announcements to market, how do we help educate our customers around these topics? It became very clear that we needed to design for digital attention spans which means it's not everything in the kitchen sink and we hope that we're bringing a whole bunch of different buying segments together and customer segments together and hope that they glean out the key insights we want. Instead, we wanted to be very focused around the cloud acceleration, the workspace and employee experience strategies and the security strategies is we created three separate summits. And even within the summits we've designed them for digital attention spans, no individual segment is going to be more than 20 minutes long. There'll be very descriptive so you can almost choose your own pathway as you go through the conference rather than having to commit a whole day or the likes you can get the information you need, it's supplemented by knowledge centers so you can go deeper if you want to and talk to some of our experts, if you want to. And it's certainly something we'll use to facilitate ongoing dialogue long after the day of event. >> Really interesting 20 minutes is the longest session. That is really progressive and again I think it's great to hear you say that you started from the perspective of the customer. I think so many people have basically started from the perspective of what did we do for the SaaS convention May five through eight in 2019 and then try to replicate that kind of almost one-to-one in a digital format which isn't really doing justice to either of the formats, I think and not really looking at the opportunity that digital affords that physical doesn't and we just getting together and grabbing a coffee or a drink or whatever in those hallways but there's a whole lot of things that you can do on a digital event that you can't do in a physical event. And we're seeing massive registration and more importantly, massive registration of new people that didn't have the ability couldn't afford it, couldn't get away from the shop whatever the reason is that that the physical events really weren't an option. So I think instead of focusing on the lack of hallway chatter spend your time focusing on the things you can do with this format that you couldn't before. And I think removing the space-time bounds of convention space availability and the limited number of rooms that you can afford, blah, blah, blah, blah, blah, and the budget this really does open up a very different way to get your message to market. >> It does, Jeff and what I'm excited about is what does it mean for the future of events overall? I think there's going to be some very valuable lessons learned for all of us in the industry and I expect just like work won't be the same when we return back to the office, post-pandemic. I don't think the events approach that companies take is going to be quite the same as it was previous and I think that'll be a good thing. There'll be a lot of lessons learned about how people want to engage, how to reach new segments, as you mentioned. And so I think you'll see a blended events strategy from companies across the industry going forward. >> Yeah. And to your point, event was part of your communication strategy, right? It was part of your marketing strategy it is part of your sales strategy so that doesn't necessarily all have to again be bundled into one week in May and can be separated. Well, Tim really, really enjoyed the conversation I have to say your blog posts had some really kind of really positive things in it in terms of the way people should be thinking about their employees not as resources but as people which is one of my pet peeves I'm not a big fan of the human resources word and I really was encouraged by some of the stuff coming out of this 2035 I think you said it's going to be an ongoing project so it'll be great to see what continues to come out because I don't know how much of that was done prior to COVID or kind of augmented after COVID but I would imagine the acceleration on the Delta is going to go up dramatically over the next several months or certainly over the next couple of years. >> Yeah, Jeff, I would say I think Winston Churchill said it best "Never waste a good crisis." And smart companies are doing that right now. I think there's going to be a lot of lessons learned there's going to be a lot of acceleration of the digital transformation and the work model transformations and the business model transformations that companies have had on the radar but haven't really been motivated to do so. And they're really accelerating those now I think that the world of work and the world of IT is going to look a heck of a lot different when we emerge from all of this. >> Yep, yep. I agree well, Tim thank you again for sharing your insight, sharing your information and is great to catch up. >> You too. >> Alright, take care. >> I know. >> He's Tim, I'm Jeff you're watching theCUBE. Thanks for watching we'll see you next time.

>> Announcer: From "theCUBE" studios in Palo Alto and Boston, this is an episode in the Remote Works Citrix Virtual Series. >> Hi, I'm Stu Miniman. And welcome to this special conversation talking about back to work. Of course, the COVID global pandemic impacting everyone working from home and what's happening as these productivity changes. So, really happy to welcome to the program two of our Cube alumni. First of all, we have PJ Hough. He is the Executive Vice President and Chief Product Officer of the Citrix. And also joining us, Maribel Lopez, she is the Founder and Principal Analyst at Lopez Research. PJ and Maribel, thanks so much for joining us. >> Thank you Stu. >> Thanks Stu. >> Alright, so let's talk. You know, we've been in this pandemic now for, you know, a good chunk of time, many months. Some of us are back in the office. Some, we are talking a lot about, Maribel I think you talked about hybrid work in some of the readings and writings that you've done. So, I'd love to hear, you know, you're thinking right now, what you're hearing from your customers, and how should we be thinking about that workforce both today and really for kind of the next six to 12 months? PJ, maybe we'll start with you and how Citrix is helping and Maribel would love you to chime in with what you're hearing from customers and in your research. >> Yeah, I think it's a very interesting time for our customers right now. First of all, I have to say, generally impressed I am with the way that businesses have managed to transition from, you know, working in the office to working in this almost 100% remote environment for many of our customers. And that they've made that transition, you know, many of them using our technology. But using very much every technique available to them and maybe even bending some of the previous rules that they had about what their strategies would be with regard to particular technologies or solutions. But it's been really very impressive to see everyone move from that, you know, state where they had to leave their offices, many at relatively short notice, all the way to, you know, where we are today. And of course, as you mentioned Stu, we now have a subset of those customers who are actually either beginning to move back or preparing to move back. But, I still think that's a journey that's ahead of most of the customers that I deal with on a daily basis. >> So for me, you know, I feel that there are really several things happening, right? We have new profiles that we're looking at. So in the back to office, some people will go back to the office and be full time there. Many people will be remote work. In fact, you might even hire some people, and never physically have them come into the office to meet with anybody. It might all be done by a video as an example. And then there'll be nomadic workers, where some people will come in more for this concept of collaboration, and then they'll go back and work from home. So, those three profiles, I think we talked about them in the past, but really, there were very few people that thought there was going to be a large percentage of remote work. And nomadic work was more something that was thought I'm traveling. It wasn't thought that I might work at home and really use the office as more a collaborative engagement space. >> Yeah, it's been fascinating to watch many of the large technology enterprise companies that I work with, have been giving their employees the option. It is, you know, okay, hey, when things open up, do you want to stay fully remote? You know, it's going to be, you know, the ripple effect on real estate. Maribel as you were saying, you know, how we think about where they live and work compared to what they had before. PJ, I want to come to you. The discussion we've had for many years in the industry is, you know, customer experience is so important, but of course, it's the employee experience that is going to be a big piece of how customer experience and we create that delight. Of course, as you mentioned, Citrix has been helping customers, you know, really change how they think about where employees work, how employees work. So, you know, is this just accelerating what we've seen before? What does that, you know, employee experience look like in today's environment? >> Well, I think this is a really important area for, I think, organizations to focus on at a time like this. Obviously, there's been a lot of attention in the last decade on the customer experience, and I would say the digital customer experience. And maybe even a little bit ahead of some of the investments that have been made in the employee experience that has needed to keep up with that. And so, you know, we've been doing some research, some of it was done earlier in the year in fact, that shows a very high correlation between the performance of companies and the response from employees who claim that they have very good to excellent digital tools to help them do their job. And I think one of the areas where companies have either, I will say succeeded or maybe felt a little bit of stress in the system, in this movement of employees from the office to the home, is whether or not the experience they were able to deliver was consistent with what the employees had previously been leveraging when they were in the office. We've all built up a set of technologies and capabilities over many years in our offices, and now we somehow, you know, came home with a laptop or a Chromebook. And the reality was, you know, did that really reflect the best power of the tools and the capabilities that the employees previously had access to in the office? And it's certainly been an area of focus for us at Citrix. It's really matching that set of capabilities so that no matter where the employee is, they get full access to the set of applications and services with the security and the control that you need to protect all the assets of the enterprise. >> You know PJ, I think this is actually really important, this concept. I'm calling it a right time experience, you know, right information to the right person at the right time. So how do you get your applications and services to them on whatever device they might have had during the pandemic? Because a lot of people didn't actually have laptops at home. Maybe they were in an environment where they were using desktops. So that application delivery was really important. The security wrapped around that is super important because now we're in a scenario where basically the crown jewels of an organization, their data, is in homes and other places distributed around the world. So, we have to make sure that A, that that's accessible and that B, that that's secured. And I think that this is a new imperative that we've talked about for some time, but how you deliver it in this new world is very different. And I think that the employee experience had always lagged the customer experience. And now we're trying to close that gap and hopefully take it to the next level. >> It could great point out. I was just kind of laughing. I think back if you dial back the clock, you know, say 15 years, the discussion was all about the consumerization of IT. The experience that I had at home when I was using devices or using technology was better than what I had at the office. Now of course, you know, not only do I see people taking laptops home, they have their big screen monitors. They need to make sure that they have access to the right data. We need to make sure that things are secure. So PJ, help us understand a little bit what are some of those services? It's not, you know, the VDI conversation that we were having a decade ago. So, you know, what is it that IT has either been delivering or scrambling to make sure that we can be as productive at home as we were sitting in the office? >> Well, I can certainly tell you that for our customers, the critical pieces of technology that they've been leveraging, start with the workspace experience. We deliver a workspace experience that includes VDI. It includes virtualized applications and desktops, and for many organizations, they still are, you know, critical applications. But the application portfolio that the employees use today is much broader than that, and includes, you know, web applications and SaaS applications, homegrown service based applications, et-cetera, as well as there are mobile applications. And so really wrapping all that in a single workspace, that's the journey that we've been on as a company. And it's really being put to the test right now, by our customers who are really trying to give employees access, not just maybe to the one or two core applications, they needed to do their job. But remember, in the six months that's gone by, most of the employees have had to, you know, fill out an expense report, or maybe use the HR system for some process or maybe take some time off that they wanted to record. So in addition to the core applications, they needed access to that full suite of applications that they use on a daily basis. And so that's certainly one set of technologies that our customers have been leveraging. They're using it both for the experience, but also for the security because we provide that same control over those applications inside the workspace experience no matter what type of application it is. And then I'd say the second area where our technology has been heavily leveraged is in our networking products providing the access and the control back to the enterprise resources that employees have to get access to on a daily basis. >> I think one of the things that you brought up PJ. Sorry, sorry Stu, is really important. And that's sort of that acceleration layer to make sure that you have a good experience, and that you have that secure connection. The other thing I think is really interesting is we're actually rethinking what that experience means for the employee. It used to be that when you were trying to create an experience, it was sort of one device, one universal look and feel for everything, one set of applications. I actually think that organizations are being much more thoughtful now when they're creating what PJ referred to as a workspace. You know, the workspace for Maribel might look very different than it does for Stu than it does for PJ, and it might be a combination of different style technologies. I mean, it could be that, you know, I'm in the contact center and I want to VDI experience dropped on me where I don't have to manage anything. I don't do anything. I just open up the device, and everything comes down to me. And then it all goes away when I'm done with my workday, because that's what needs to happen. You can't have private information on, you know, personal identifiable information on someone's home device. So, I think we're really going to be sophisticated about what a workspace means. >> Yeah. Maribel I was just commenting PJ made a comment. There's this thing he said, talked about taking a day off. I didn't realize that was still a thing in 2020. But, Maribel I'm curious, you know, as many people felt that this was okay. It was a short time. I'm going to have a couple of months and then we're just going to go back to the office. I think we understand now that however, things have fundamentally changed. And therefore, this isn't okay, hey, temporarily I can do this, and have to worry about my kids and myself and the space and the internet and all of these pieces. What do companies need to do to kind of make sure that we've set up our employees for success? You know, what are some of the challenges that you hear out there? That people are saying, Oh, geez, you know, I'm ready for it. And I think you laid out very well. There's a big difference between, you know, you might be a developer, in which case, you're probably used to working distributed with people all around the globe and asynchronously, versus somebody that was like, hey, wait, you know, everyday I can have a stand up meeting with my entire team and look across the table at them. >> Well, there's a lot going on. Some of it is cultural. Some of it is technical. And some of it's actually surprising on the technology side. I think the first thing that when we started with COVID, we realized that not everybody has the right portfolio of devices and while that might sound a bit insignificant, if you do not have the say right PC with the right performance to do video, that's difficult. Now we're talking about all the environmental elements. Right? Do you have the right lighting? Do you have the right audio capability? Can I actually see you with that webcam? Is the webcam in the right place? So, the environmental things are sort of the first stage. We just talked a bit about the security that people are struggling with now, making sure that they have people with the right security for the data they have. The education and training around that also hasn't been done. You know, we had a certain set of people that were trained on how to work remotely, but then we sent everyone home, and they're clicking on links that they shouldn't be clicking on and compromising devices. So, there's a lot of challenges still with the education and training that we're seeing. And then as I mentioned earlier, I think that organizations are trying to figure out what's the right portfolio services and do I have the right portfolio services. I actually purchased something to deal with COVID, but is that the right thing? You know, and now we're moving from what I'm calling remote light to remote right. Where we're really being very thoughtful about who needs what style of services, how scalable are those services? And then culturally, I mean, I think we have issues like, how do you deal with multiple time zones? You have to find a time zone that works for, say, Europe and Asia for everybody to be on the call. Is that really feasible? How do we think about that collaborative environment moving forward? So, a lot of interesting challenges ahead. >> Yeah. Actually, I see customers really struggling or at least planning on all three fronts right now. The first being the people processes that we use. And think about the number of employees that have been hired since this has started, who've had an onboarding experience that's been, let's say, at least unorthodox. And maybe very much not what they were expecting or their colleagues either. I have certainly many colleagues now that I've never met face to face for the duration of their careers at Citrix. And hopefully that will change at some point in the future. But I know in the meantime, we're going to onboard quite a few more employees who have that same experience. So, I think your people processes, starting with onboarding, but all the way through to, you know, training and everything else, especially for managers, I think is really important. Then you think about the processes that we have as companies, and how we conduct our own business on a day to day basis. And many of our processes were highly optimized for face to face communication, as you pointed out, Stu. Being in the same conference room across the table from each other. So how do we, I would say, lean down maybe a little bit our processes, make them a little leaner, make them easier to operate for people who are operating remotely? And then that last part is, of course, what's the technology that we bring to burry these solutions? Both I will say the technology that we enable people to have access to when they're remotely working, working from home, and then how do we reconfigure shared space, office spaces so that they make even more sense, when we're back in the office? Personally, I don't see myself going back to the office to do solo work. I see myself going back to the office to communicate with other employees, to collaborate with other people and to connect to my team. And I'll probably find other ways to get my work done. But I leverage the office more as a shared collaboration space than I'd previously thought about in the past. >> PJ, I liked what Maribel talked about setting up, you know, remote work right. You know, the promise has been, we've talked about for a lot of years, like I remember working in the telecom industry back in the 90s. It was going to be well, you know, we should have ubiquitous video and access to everything, wherever we are. You know, 5G, come on we're going to have enough bandwidth to be able to solve all these things, right? So, help us understand, you know, how do we deploy something today that gives people the flexibility? So that as you said, you can be remote when you're doing solo work, you can go to the office. And, you know, are we getting to the point that companies have that elasticity and agility of technology to enable that? >> Well, I certainly think while the problem may have gotten more complicated, I think the array of solutions that's available to customers is staggering right now. Let's start with just the cloud infrastructure that's available to organizations. It truly is elastic capacity, if you've built a cloud footprint for your organization. And we've seen many of our customers take advantage of moving what had been a small group of employees who may have been working remote to having to support everybody, and just extending that cloud infrastructure capacity. Clearly something that you can do in a very different way than if you're trying to build out data center capacity, for example, on-premises in order to deal with it. So I think that's one thing that's changed. The second thing you hinted at, which is just the quality of network infrastructure. Clearly not perfect, and those of us that are working from home and remote locations, occasionally experience the glitches that we probably didn't experience quite so much in the office. But on average, I would say that technology has proven to be a, you know, highly scalable and worthy of all of the investment that we've made in it as countries and as industry. So, that's the second one that I think is really, you know, really quite different. And the third one is, I think the nature of the solutions that have been built on top. Not just, you know, the technologies from Citrix. But you look at many of the other applications, whether it's modern video conferencing software, or collaboration tools, many of them are designed with the cloud in mind and with connectivity as a core principle. And so many of these things that we previously had as a personal computing devices, there are no shared computing resources accessing vast quantities of capability that's cloud based over networks that have really evolved quite rapidly. And while all of these will continue to require investment. Once again, I would have to say how impressed I've been with the way that the infrastructure and the technology has scaled to meet what was really unprecedented demand in the last six months. >> I guess one of the things I want to pick up on that PJ said, is I've been starting to talk to clients about this concept of moving from a network of buildings to the network of one. So, when we think of employee experience, you know, my experience is a summation of like, the devices, the bandwidth, the service quality of the services that we're buying. And really, instead of us looking at managing just a few, you know, this floor, the WiFi on this floor, this building. We're now starting to say, okay, if we've got 10,000 people, then we have, you know, 10,000 networks of one, so to speak, that we're looking at monitoring, managing, making sure that we've optimized that experience, so that if we all want to have a call like this, that we can actually have a high quality video experience together. That's not a trivial task for organization. So I think that's another thing that they have to think about. And I'm actually really happy about this workspace concept and moving to this workspace concept. Because the great thing about a workspace is it's yours and it can be delivered wherever you are, on whatever devices are available. So, if you want to go to the office and use a shared device, you can log in and it's Maribel's experience. If I want to be at home, it's my experience at home. If I want to be in a coffee shop someday or hotel someday, hopefully, it's that experience as well. So, that I think is extremely powerful in a different way to think about what we're trying to achieve. >> Maribel I want to come back to you. It's companies have really had to make decisions very fast this year. Talk about how this whole discussion we have about where people work fits into the broader discussions of their cloud strategy and their security strategy which we've touched on a little bit. >> Well, one of the things I think is fascinating is pre-COVID. The type of discussions we're having with people is, I don't know if I can go to the cloud, or only this type of data can go to the cloud. And I really have to figure out how to parse it and do governance on it. And we going to need a managed, you know, three to five year transition plan. And I plan on having X percent of my apps this year and Y percent of my apps. Well, hey, that all went out the window, if you really wanted to get work done, you basically ramped up your cloud efforts very quickly. So, many of the sacred cows have actually gone away, which I'm really excited about. Because now I think we can truly take that digital transformation concept to the next level, where we're saying, okay, we're not recreating everything that we had in the past. We're now starting to think about, well, what types of new processes and services make sense? How do we actually do business process transformation? Not just technology transformation. So, very big change within six months. Now, I think a lot of organizations had to do it quick and dirty. And now they're going back and they're saying, okay, you know, part of that remote light or remote right concept it's just in general. Did I buy the right things? Should I buy something different? What is the set of SaaS services, cloud infrastructure I need? So, they're going full guns, like digital transformation has happened for many organizations now. Now, how do we get it to the next level? >> I think Maribel one of the important things that you highlighted is in this transition to new platforms like moving to the cloud, that organizations go through. Step one often is to effectively recreate what they had in that new environment. But the reality is that the cloud and the capability of the cloud opens up a whole vast new array of potential and possibilities. And certainly already in our Citrix portfolio, there are many examples of places where we've built services and capabilities in the cloud that would have been, you know, frankly either unimaginable or impossible to build, when we were thinking about customers running all of the software themselves in their own data centers. And as that transition occurs more and more, the customers who have made the leap to the cloud, not only do they get the elasticity of the capacity and the scale and the global footprint that cloud providers give them, but they also get access to new services and capabilities that they can use to power experiences inside their enterprise, either for their customers, or for their employees. And so, if you think about it in generational terms, you know, I've probably witnessed less than a handful of what I think of as significant transitions in our industry. Whether it was mainframe to PC or PC to mobile or mobile to internet, and now this transition, which I think is really, I think in, you know, progress is the transition to cloud. That's that next big platform, that next big opportunity that I think is going to transform the way not only we deliver capabilities to employees, but the way we think about what technology can actually do for us as organizations. >> Yeah PJ, we've absolutely seen just such a huge acceleration. I've talked to some companies. They were dipping their toe in, and now they've jumped full in because they have to. As you both pointed out, though, security is something we need to really make sure that it's not, okay, I've jumped in and of course, everything's going to be fine. We understand shared responsibility model when we're talking about cloud. PJ, are there tips that you have for companies as to here's what you absolutely should do. And hey, maybe as you're expanding your remote workforce, maybe there's certain things that it's time to retire or rethink of the way you think about security in this aspect. >> I think, you know, the area where I think customers are really starting to focus right now is securing the experience and the devices that they have their employees working on on a day to day basis. That's really where the biggest shift has occurred in their infrastructure. If your applications were in your data center, they probably still are. If they were in the cloud, or from a SaaS vendor, they probably still are. It's the employees and their device that's really moved to a location that requires a rethink around security. And I think there's several approaches that we see customers take. One is, of course, if you own and manage the device that you've given to the employee, you can clearly secure the endpoint. And then from there, you can manage and secure the traffic. And you can secure access to the applications on the back end. In fact, in some ways, that's the, I'd said either the brute force way or the, I think, easiest way for an enterprise to achieve this. The reality is, though, that many enterprises have relied on, employees either leveraging personally owned devices or issuing them with devices that previously they hadn't thought about required that they needed management in the organization. And so this is where some of the technologies that we have at Citrix, where we've moved the security boundary from the physical device, to the workspace itself to the experience. Really allows you to migrate that same security profile across multiple platforms, across multiple endpoints, and still deliver that same experience to the employees. I think that's one from an experience point of view. And then the second one is, we've seen a lot of customers rely very heavily on VPN as an access mechanism to get to corporate resources. And again, I think it's a unfortunately one size doesn't fit all but VPN is is effectively a one size solution. And it is the keys to the kingdom. Once you have access to VPN inside an organization, you have access to everything that an employee I had access to. And so what we see is customers taking maybe a more granular view of how they implement security at the application level, so that they can grant me access to the apps that I need inside the data center infrastructure inside the enterprise infrastructure, but not necessarily all the applications and all the data and all the content. And so I think there are, you know, real technologies that are, you know, in the market today that are available to customers, to really come back and look at maybe some of those brute force solutions that they initially deployed. And now start to layer on maybe more granular and more sophisticated solutions on top of that. That really minimize the security risk, and narrow the exposure to literally just the data that's absolutely required and the applications that are absolutely required. >> You know, I actually want to pick up on this. 'Cause I think this is such a critical point for organizations and this VPN point is a good one. When I was talking about moving from remote light to remote right. VPN isn't enough, if you've given somebody access to the kingdom, what if they happen to be on a compromised device? Well, then you basically just opened, as PJ said, yourself up for bad actors to enter your organization. So, security continues to be a layer cake. It's always been a layer cake. Some people call it a Jenga Tower, same concept. But basically, you have to secure every layer of the stack. You have to secure at the device layer. You have to secure at the application layer, the network transit layer in the cloud. And I think that organizations that are really serious about this, are spending more time and energy trying to figure out where to plug those different gaps. But you can start as an organization, everything from what computing hardware do you buy. You know, does it have a secure route of trust on it? So, that's one thing if you're thinking about buying new equipment. And then you start to layer things like workspace technologies, device management technologies, and all those provide different layers of security up the stack. And sadly, as PJ said, you know, there is no silver bullet. But, we have gotten to a part where it could be easier where you can buy fewer things, but it's still a coordinated effort of tools to make that whole stack secure. >> Alright, the last technology area I want to poke at, is we haven't talked about data yet. You know, there's the opportunity for analytics. You know, and it's a little bit, you know, Maribel maybe start with you. There's the opportunity to really understand, you know, are people leveraging things? Are there problems that maybe they might not report that the system can let me? But you also want to make sure that it's not big brother looking over what we're doing, and there's concern about that. So, what are you seeing out there? Any, you know, emerging trends as to how that work remote right that you talk about can leverage analytics and data? >> So the first thing I think is really important is the fact that you should be looking for technology providers that do collect and provide a certain amount of analytics for you. And then the question is, how detailed do you want that analytics? Do you want that analytics down to a user level? Well, if it turns out to be network performance, that's great. If it turns out to be, you know, every application they've entered, and how much is in, and how much time they spent on that application. Maybe yes, maybe no. Maybe you want it to be a little more lightweight. You know, maybe it's something that says, if this application hasn't been used in any period of time, because that's an issue around licensing. Do you need that licensing? But do you need to know if I've been spending, you know, 30 hours a week in Outlook. There's a bit of a privacy dance that we need to do there. There's just because you can doesn't mean you should. But what you really should be talking to your vendors about is, you know, how can I see what the experience is that my employees are having with your service? You know, is it operational? Is it being used? Should it be be optimized in some way? Are there analytics that you can provide me that prevent issues? You know, if there is a slowdown in the network, I need to know that that's going to impact users. If there's an outage in a service, I need to know what the impact is to that user and then maybe be able to predict some of those things before it happens so that we can manage and control that experience. So I think analytics are important. I think you have to really say, okay, what are we trying to achieve with those analytics? And balance the privacy and experience. >> So maybe a couple of comments. We've been investing in our analytics platform before this pandemic struck. And so we've seen quite a significant shift in the use cases that customers are applying those analytics to address. The first one really is for remote workers. The point that Maribel alluded to is, you know, have I delivered as secure an experience as I previously had delivered to my employees who (indistinct) the office, and how do I measure myself against that? And certainly we have the security analytics capability to help organizations understand anomalies in the system. Whether or not they're occurring, you know, inside the data center or on the endpoint device that the employee is using. And so that's one that I think customers are finding very valuable. The secondary is to do with actually the quality of that experience, the performance of that individual experience. And so we're again tracking at the user level, what their experience is like. And we're allowing organizations to have visibility into whether or not, they've actually delivered a usable, you know, high quality experience to all of their employees. Something that I frequently saw IT do by walking into offices and looking over your shoulder as you use an application and saying that's pretty good performance. And now of course, they're relying on remote response from remote employees with, you know, networks that they don't manage. So really, can you get a handle on what that experience is like. So both of those are actually analytic services that are aimed at helping IT deliver a high quality, reliable, secure service. The other area where we are exploring and beginning to see some usage for analytics is actually sharing the insight of usage and patterns of usage with the employee themselves. So while it might not be advisable to record how many hours I spend in a given application and shared that with IT, it might be useful information to share back with the employee themselves, about their pattern of usage of applications. Maybe recommending applications that other people in their team or their work group are using. Maybe recommending content, documents, insights, reports that other people have access to. And so if you start to take a broader look at how that analytics, then understanding of user behavior can get used. You can see that it can not only inform the security posture understanding of the organization, but it can also augment the employees on experience inside the workspace. And personally, that's where I'm most excited about the use of analytics is not so much on the IT side, which I think is quite expected. I think it is the novel and innovative use of analytics to really drive new experiences inside the workspace. >> I think this contextual concept is great, right? So, understanding how you use your services, understanding what your team uses, providing that extra bit of analytics that tries to help you figure out what you should be doing next, how can you optimize your own personal performance and productivity. That's where we start to see the analytics sing and do something different that we didn't do before. So, it learns about me. It predicts things but it also creates, helps me create new new, better employees experiences. >> Yeah, I think my phone is keeps asking me if I want to uninstaller the entire folder of travel apps, because it's been a long time since I've touched those. Look, it's been a really great discussion. If there's one thing we've learned this year is that you need to be open to the new data, and listening to everyone and being able to adjust fast. As we said early on in this whole pandemic, (indistinct) the companies that have gone through digital transformation, they're lucky because the agility that they built into their processes is going to allow them to do that. But as we've seen, many other companies are moving fast. And I think Satya Nadella is the one who said, you know, we did two years worth of, you know, transformation in two months. So, I want to just give you both a final word, you know, final advice for companies as they look at that challenge in front of them as to back to work that we set up at the beginning. PJ, we'll start with you. >> Well, thank you, Stu. I mean be the first thing I'd say is once again how, you know, I've been impressed by the organizations that we work with our customers, and their ability to move quickly to address the immediate problems. I think the good news is that this was a roadmap and a journey that many of their suppliers and vendors, including Citrix, we were on the path to help deliver solutions that are very much aligned with what these organizations are experiencing. So I think it's a great time to engage with organizations like ours and others that are providing these technologies to understand what that roadmap actually looks like. And to really pick the best of what's out there to help organizations, I think, make them more thoughtful and considered and probably long term decisions that they've got to make over the next, you know, six to 12 months that really set them up for success here in the future. I'm very excited because in many ways, I feel like that experience that organizations had of accelerating their two year project through, you know, two months or two weeks. That's a journey that we've been on with those customers. And we are excited by the fact that they've come through that first phase. Lots of people have a lot of things, still to figure out ahead of them. And we're delighted and honored to be engaged with those customers to help them through that. >> So for me, when I talk to customers, I say this is an amazing time to reimagine your business and really focus on what you think your technology and strategic advantage of your business is. Use technology for that. You can build versus buy. Build for the things that are going to create strategic advantage, buy for everything else. >> Maribel and PJ, thank you so much for joining me. Great discussion, lots things for people to think about. And looking forward to watching everybody as they go through their journey in the next steps going back to work. >> Thank you. >> Thank you. >> And thank you for joining us. I'm Stu Miniman. As always, thank you for watching "theCUBE". (upbeat music)

>> Announcer: From "theCUBE" studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is a cube conversation. >> Hi, I'm Stu Miniman. And welcome to this special conversation talking about back to work. Of course, the COVID global pandemic impacting everyone working from home and what's happening as these productivity changes. So, really happy to welcome to the program two of our Cube alumni. First of all, we have PJ Hough. He is the Executive Vice President and Chief Product Officer of the Citrix. And also joining us, Maribel Lopez, she is the Founder and Principal Analyst at Lopez Research. PJ and Maribel, thanks so much for joining us. >> Thank you Stu. >> Thanks Stu. >> Alright, so let's talk. You know, we've been in this pandemic now for, you know, a good chunk of time, many months. Some of us are back in the office. Some, we are talking a lot about, Maribel I think you talked about hybrid work in some of the readings and writings that you've done. So, I'd love to hear, you know, you're thinking right now, what you're hearing from your customers, and how should we be thinking about that workforce both today and really for kind of the next six to 12 months? PJ, maybe we'll start with you and how Citrix is helping and Maribel would love you to chime in with what you're hearing from customers and in your research. >> Yeah, I think it's a very interesting time for our customers right now. First of all, I have to say, generally impressed I am with the way that businesses have managed to transition from, you know, working in the office to working in this almost 100% remote environment for many of our customers. And that they've made that transition, you know, many of them using our technology. But using very much every technique available to them and maybe even bending some of the previous rules that they had about what their strategies would be with regard to particular technologies or solutions. But it's been really very impressive to see everyone move from that, you know, state where they had to leave their offices, many at relatively short notice, all the way to, you know, where we are today. And of course, as you mentioned Stu, we now have a subset of those customers who are actually either beginning to move back or preparing to move back. But, I still think that's a journey that's ahead of most of the customers that I deal with on a daily basis. >> So for me, you know, I feel that there are really several things happening, right? We have new profiles that we're looking at. So in the back to office, some people will go back to the office and be full time there. Many people will be remote work. In fact, you might even hire some people, and never physically have them come into the office to meet with anybody. It might all be done by a video as an example. And then there'll be nomadic workers, where some people will come in more for this concept of collaboration, and then they'll go back and work from home. So, those three profiles, I think we talked about them in the past, but really, there were very few people that thought there was going to be a large percentage of remote work. And nomadic work was more something that was thought I'm traveling. It wasn't thought that I might work at home and really use the office as more a collaborative engagement space. >> Yeah, it's been fascinating to watch many of the large technology enterprise companies that I work with, have been giving their employees the option. It is, you know, okay, hey, when things open up, do you want to stay fully remote? You know, it's going to be, you know, the ripple effect on real estate. Maribel as you were saying, you know, how we think about where they live and work compared to what they had before. PJ, I want to come to you. The discussion we've had for many years in the industry is, you know, customer experience is so important, but of course, it's the employee experience that is going to be a big piece of how customer experience and we create that delight. Of course, as you mentioned, Citrix has been helping customers, you know, really change how they think about where employees work, how employees work. So, you know, is this just accelerating what we've seen before? What does that, you know, employee experience look like in today's environment? >> Well, I think this is a really important area for, I think, organizations to focus on at a time like this. Obviously, there's been a lot of attention in the last decade on the customer experience, and I would say the digital customer experience. And maybe even a little bit ahead of some of the investments that have been made in the employee experience that has needed to keep up with that. And so, you know, we've been doing some research, some of it was done earlier in the year in fact, that shows a very high correlation between the performance of companies and the response from employees who claim that they have very good to excellent digital tools to help them do their job. And I think one of the areas where companies have either, I will say succeeded or maybe felt a little bit of stress in the system, in this movement of employees from the office to the home, is whether or not the experience they were able to deliver was consistent with what the employees had previously been leveraging when they were in the office. We've all built up a set of technologies and capabilities over many years in our offices, and now we somehow, you know, came home with a laptop or a Chromebook. And the reality was, you know, did that really reflect the best power of the tools and the capabilities that the employees previously had access to in the office? And it's certainly been an area of focus for us at Citrix. It's really matching that set of capabilities so that no matter where the employee is, they get full access to the set of applications and services with the security and the control that you need to protect all the assets of the enterprise. >> You know PJ, I think this is actually really important, this concept. I'm calling it a right time experience, you know, right information to the right person at the right time. So how do you get your applications and services to them on whatever device they might have had during the pandemic? Because a lot of people didn't actually have laptops at home. Maybe they were in an environment where they were using desktops. So that application delivery was really important. The security wrapped around that is super important because now we're in a scenario where basically the crown jewels of an organization, their data, is in homes and other places distributed around the world. So, we have to make sure that A, that that's accessible and that B, that that's secured. And I think that this is a new imperative that we've talked about for some time, but how you deliver it in this new world is very different. And I think that the employee experience had always lagged the customer experience. And now we're trying to close that gap and hopefully take it to the next level. >> It could great point out. I was just kind of laughing. I think back if you dial back the clock, you know, say 15 years, the discussion was all about the consumerization of IT. The experience that I had at home when I was using devices or using technology was better than what I had at the office. Now of course, you know, not only do I see people taking laptops home, they have their big screen monitors. They need to make sure that they have access to the right data. We need to make sure that things are secure. So PJ, help us understand a little bit what are some of those services? It's not, you know, the VDI conversation that we were having a decade ago. So, you know, what is it that IT has either been delivering or scrambling to make sure that we can be as productive at home as we were sitting in the office? >> Well, I can certainly tell you that for our customers, the critical pieces of technology that they've been leveraging, start with the workspace experience. We deliver a workspace experience that includes VDI. It includes virtualized applications and desktops, and for many organizations, they still are, you know, critical applications. But the application portfolio that the employees use today is much broader than that, and includes, you know, web applications and SaaS applications, homegrown service based applications, et-cetera, as well as there are mobile applications. And so really wrapping all that in a single workspace, that's the journey that we've been on as a company. And it's really being put to the test right now, by our customers who are really trying to give employees access, not just maybe to the one or two core applications, they needed to do their job. But remember, in the six months that's gone by, most of the employees have had to, you know, fill out an expense report, or maybe use the HR system for some process or maybe take some time off that they wanted to record. So in addition to the core applications, they needed access to that full suite of applications that they use on a daily basis. And so that's certainly one set of technologies that our customers have been leveraging. They're using it both for the experience, but also for the security because we provide that same control over those applications inside the workspace experience no matter what type of application it is. And then I'd say the second area where our technology has been heavily leveraged is in our networking products providing the access and the control back to the enterprise resources that employees have to get access to on a daily basis. >> I think one of the things that you brought up PJ. Sorry, sorry Stu, is really important. And that's sort of that acceleration layer to make sure that you have a good experience, and that you have that secure connection. The other thing I think is really interesting is we're actually rethinking what that experience means for the employee. It used to be that when you were trying to create an experience, it was sort of one device, one universal look and feel for everything, one set of applications. I actually think that organizations are being much more thoughtful now when they're creating what PJ referred to as a workspace. You know, the workspace for Maribel might look very different than it does for Stu than it does for PJ, and it might be a combination of different style technologies. I mean, it could be that, you know, I'm in the contact center and I want to VDI experience dropped on me where I don't have to manage anything. I don't do anything. I just open up the device, and everything comes down to me. And then it all goes away when I'm done with my workday, because that's what needs to happen. You can't have private information on, you know, personal identifiable information on someone's home device. So, I think we're really going to be sophisticated about what a workspace means. >> Yeah. Maribel I was just commenting PJ made a comment. There's this thing he said, talked about taking a day off. I didn't realize that was still a thing in 2020. But, Maribel I'm curious, you know, as many people felt that this was okay. It was a short time. I'm going to have a couple of months and then we're just going to go back to the office. I think we understand now that however, things have fundamentally changed. And therefore, this isn't okay, hey, temporarily I can do this, and have to worry about my kids and myself and the space and the internet and all of these pieces. What do companies need to do to kind of make sure that we've set up our employees for success? You know, what are some of the challenges that you hear out there? That people are saying, Oh, geez, you know, I'm ready for it. And I think you laid out very well. There's a big difference between, you know, you might be a developer, in which case, you're probably used to working distributed with people all around the globe and asynchronously, versus somebody that was like, hey, wait, you know, everyday I can have a stand up meeting with my entire team and look across the table at them. >> Well, there's a lot going on. Some of it is cultural. Some of it is technical. And some of it's actually surprising on the technology side. I think the first thing that when we started with COVID, we realized that not everybody has the right portfolio of devices and while that might sound a bit insignificant, if you do not have the say right PC with the right performance to do video, that's difficult. Now we're talking about all the environmental elements. Right? Do you have the right lighting? Do you have the right audio capability? Can I actually see you with that webcam? Is the webcam in the right place? So, the environmental things are sort of the first stage. We just talked a bit about the security that people are struggling with now, making sure that they have people with the right security for the data they have. The education and training around that also hasn't been done. You know, we had a certain set of people that were trained on how to work remotely, but then we sent everyone home, and they're clicking on links that they shouldn't be clicking on and compromising devices. So, there's a lot of challenges still with the education and training that we're seeing. And then as I mentioned earlier, I think that organizations are trying to figure out what's the right portfolio services and do I have the right portfolio services. I actually purchased something to deal with COVID, but is that the right thing? You know, and now we're moving from what I'm calling remote light to remote right. Where we're really being very thoughtful about who needs what style of services, how scalable are those services? And then culturally, I mean, I think we have issues like, how do you deal with multiple time zones? You have to find a time zone that works for, say, Europe and Asia for everybody to be on the call. Is that really feasible? How do we think about that collaborative environment moving forward? So, a lot of interesting challenges ahead. >> Yeah. Actually, I see customers really struggling or at least planning on all three fronts right now. The first being the people processes that we use. And think about the number of employees that have been hired since this has started, who've had an onboarding experience that's been, let's say, at least unorthodox. And maybe very much not what they were expecting or their colleagues either. I have certainly many colleagues now that I've never met face to face for the duration of their careers at Citrix. And hopefully that will change at some point in the future. But I know in the meantime, we're going to onboard quite a few more employees who have that same experience. So, I think your people processes, starting with onboarding, but all the way through to, you know, training and everything else, especially for managers, I think is really important. Then you think about the processes that we have as companies, and how we conduct our own business on a day to day basis. And many of our processes were highly optimized for face to face communication, as you pointed out, Stu. Being in the same conference room across the table from each other. So how do we, I would say, lean down maybe a little bit our processes, make them a little leaner, make them easier to operate for people who are operating remotely? And then that last part is, of course, what's the technology that we bring to burry these solutions? Both I will say the technology that we enable people to have access to when they're remotely working, working from home, and then how do we reconfigure shared space, office spaces so that they make even more sense, when we're back in the office? Personally, I don't see myself going back to the office to do solo work. I see myself going back to the office to communicate with other employees, to collaborate with other people and to connect to my team. And I'll probably find other ways to get my work done. But I leverage the office more as a shared collaboration space than I'd previously thought about in the past. >> PJ, I liked what Maribel talked about setting up, you know, remote work right. You know, the promise has been, we've talked about for a lot of years, like I remember working in the telecom industry back in the 90s. It was going to be well, you know, we should have ubiquitous video and access to everything, wherever we are. You know, 5G, come on we're going to have enough bandwidth to be able to solve all these things, right? So, help us understand, you know, how do we deploy something today that gives people the flexibility? So that as you said, you can be remote when you're doing solo work, you can go to the office. And, you know, are we getting to the point that companies have that elasticity and agility of technology to enable that? >> Well, I certainly think while the problem may have gotten more complicated, I think the array of solutions that's available to customers is staggering right now. Let's start with just the cloud infrastructure that's available to organizations. It truly is elastic capacity, if you've built a cloud footprint for your organization. And we've seen many of our customers take advantage of moving what had been a small group of employees who may have been working remote to having to support everybody, and just extending that cloud infrastructure capacity. Clearly something that you can do in a very different way than if you're trying to build out data center capacity, for example, on-premises in order to deal with it. So I think that's one thing that's changed. The second thing you hinted at, which is just the quality of network infrastructure. Clearly not perfect, and those of us that are working from home and remote locations, occasionally experience the glitches that we probably didn't experience quite so much in the office. But on average, I would say that technology has proven to be a, you know, highly scalable and worthy of all of the investment that we've made in it as countries and as industry. So, that's the second one that I think is really, you know, really quite different. And the third one is, I think the nature of the solutions that have been built on top. Not just, you know, the technologies from Citrix. But you look at many of the other applications, whether it's modern video conferencing software, or collaboration tools, many of them are designed with the cloud in mind and with connectivity as a core principle. And so many of these things that we previously had as a personal computing devices, there are no shared computing resources accessing vast quantities of capability that's cloud based over networks that have really evolved quite rapidly. And while all of these will continue to require investment. Once again, I would have to say how impressed I've been with the way that the infrastructure and the technology has scaled to meet what was really unprecedented demand in the last six months. >> I guess one of the things I want to pick up on that PJ said, is I've been starting to talk to clients about this concept of moving from a network of buildings to the network of one. So, when we think of employee experience, you know, my experience is a summation of like, the devices, the bandwidth, the service quality of the services that we're buying. And really, instead of us looking at managing just a few, you know, this floor, the WiFi on this floor, this building. We're now starting to say, okay, if we've got 10,000 people, then we have, you know, 10,000 networks of one, so to speak, that we're looking at monitoring, managing, making sure that we've optimized that experience, so that if we all want to have a call like this, that we can actually have a high quality video experience together. That's not a trivial task for organization. So I think that's another thing that they have to think about. And I'm actually really happy about this workspace concept and moving to this workspace concept. Because the great thing about a workspace is it's yours and it can be delivered wherever you are, on whatever devices are available. So, if you want to go to the office and use a shared device, you can log in and it's Maribel's experience. If I want to be at home, it's my experience at home. If I want to be in a coffee shop someday or hotel someday, hopefully, it's that experience as well. So, that I think is extremely powerful in a different way to think about what we're trying to achieve. >> Maribel I want to come back to you. It's companies have really had to make decisions very fast this year. Talk about how this whole discussion we have about where people work fits into the broader discussions of their cloud strategy and their security strategy which we've touched on a little bit. >> Well, one of the things I think is fascinating is pre-COVID. The type of discussions we're having with people is, I don't know if I can go to the cloud, or only this type of data can go to the cloud. And I really have to figure out how to parse it and do governance on it. And we going to need a managed, you know, three to five year transition plan. And I plan on having X percent of my apps this year and Y percent of my apps. Well, hey, that all went out the window, if you really wanted to get work done, you basically ramped up your cloud efforts very quickly. So, many of the sacred cows have actually gone away, which I'm really excited about. Because now I think we can truly take that digital transformation concept to the next level, where we're saying, okay, we're not recreating everything that we had in the past. We're now starting to think about, well, what types of new processes and services make sense? How do we actually do business process transformation? Not just technology transformation. So, very big change within six months. Now, I think a lot of organizations had to do it quick and dirty. And now they're going back and they're saying, okay, you know, part of that remote light or remote right concept it's just in general. Did I buy the right things? Should I buy something different? What is the set of SaaS services, cloud infrastructure I need? So, they're going full guns, like digital transformation has happened for many organizations now. Now, how do we get it to the next level? >> I think Maribel one of the important things that you highlighted is in this transition to new platforms like moving to the cloud, that organizations go through. Step one often is to effectively recreate what they had in that new environment. But the reality is that the cloud and the capability of the cloud opens up a whole vast new array of potential and possibilities. And certainly already in our Citrix portfolio, there are many examples of places where we've built services and capabilities in the cloud that would have been, you know, frankly either unimaginable or impossible to build, when we were thinking about customers running all of the software themselves in their own data centers. And as that transition occurs more and more, the customers who have made the leap to the cloud, not only do they get the elasticity of the capacity and the scale and the global footprint that cloud providers give them, but they also get access to new services and capabilities that they can use to power experiences inside their enterprise, either for their customers, or for their employees. And so, if you think about it in generational terms, you know, I've probably witnessed less than a handful of what I think of as significant transitions in our industry. Whether it was mainframe to PC or PC to mobile or mobile to internet, and now this transition, which I think is really, I think in, you know, progress is the transition to cloud. That's that next big platform, that next big opportunity that I think is going to transform the way not only we deliver capabilities to employees, but the way we think about what technology can actually do for us as organizations. >> Yeah PJ, we've absolutely seen just such a huge acceleration. I've talked to some companies. They were dipping their toe in, and now they've jumped full in because they have to. As you both pointed out, though, security is something we need to really make sure that it's not, okay, I've jumped in and of course, everything's going to be fine. We understand shared responsibility model when we're talking about cloud. PJ, are there tips that you have for companies as to here's what you absolutely should do. And hey, maybe as you're expanding your remote workforce, maybe there's certain things that it's time to retire or rethink of the way you think about security in this aspect. >> I think, you know, the area where I think customers are really starting to focus right now is securing the experience and the devices that they have their employees working on on a day to day basis. That's really where the biggest shift has occurred in their infrastructure. If your applications were in your data center, they probably still are. If they were in the cloud, or from a SaaS vendor, they probably still are. It's the employees and their device that's really moved to a location that requires a rethink around security. And I think there's several approaches that we see customers take. One is, of course, if you own and manage the device that you've given to the employee, you can clearly secure the endpoint. And then from there, you can manage and secure the traffic. And you can secure access to the applications on the back end. In fact, in some ways, that's the, I'd said either the brute force way or the, I think, easiest way for an enterprise to achieve this. The reality is, though, that many enterprises have relied on, employees either leveraging personally owned devices or issuing them with devices that previously they hadn't thought about required that they needed management in the organization. And so this is where some of the technologies that we have at Citrix, where we've moved the security boundary from the physical device, to the workspace itself to the experience. Really allows you to migrate that same security profile across multiple platforms, across multiple endpoints, and still deliver that same experience to the employees. I think that's one from an experience point of view. And then the second one is, we've seen a lot of customers rely very heavily on VPN as an access mechanism to get to corporate resources. And again, I think it's a unfortunately one size doesn't fit all but VPN is is effectively a one size solution. And it is the keys to the kingdom. Once you have access to VPN inside an organization, you have access to everything that an employee I had access to. And so what we see is customers taking maybe a more granular view of how they implement security at the application level, so that they can grant me access to the apps that I need inside the data center infrastructure inside the enterprise infrastructure, but not necessarily all the applications and all the data and all the content. And so I think there are, you know, real technologies that are, you know, in the market today that are available to customers, to really come back and look at maybe some of those brute force solutions that they initially deployed. And now start to layer on maybe more granular and more sophisticated solutions on top of that. That really minimize the security risk, and narrow the exposure to literally just the data that's absolutely required and the applications that are absolutely required. >> You know, I actually want to pick up on this. 'Cause I think this is such a critical point for organizations and this VPN point is a good one. When I was talking about moving from remote light to remote right. VPN isn't enough, if you've given somebody access to the kingdom, what if they happen to be on a compromised device? Well, then you basically just opened, as PJ said, yourself up for bad actors to enter your organization. So, security continues to be a layer cake. It's always been a layer cake. Some people call it a Jenga Tower, same concept. But basically, you have to secure every layer of the stack. You have to secure at the device layer. You have to secure at the application layer, the network transit layer in the cloud. And I think that organizations that are really serious about this, are spending more time and energy trying to figure out where to plug those different gaps. But you can start as an organization, everything from what computing hardware do you buy. You know, does it have a secure route of trust on it? So, that's one thing if you're thinking about buying new equipment. And then you start to layer things like workspace technologies, device management technologies, and all those provide different layers of security up the stack. And sadly, as PJ said, you know, there is no silver bullet. But, we have gotten to a part where it could be easier where you can buy fewer things, but it's still a coordinated effort of tools to make that whole stack secure. >> Alright, the last technology area I want to poke at, is we haven't talked about data yet. You know, there's the opportunity for analytics. You know, and it's a little bit, you know, Maribel maybe start with you. There's the opportunity to really understand, you know, are people leveraging things? Are there problems that maybe they might not report that the system can let me? But you also want to make sure that it's not big brother looking over what we're doing, and there's concern about that. So, what are you seeing out there? Any, you know, emerging trends as to how that work remote right that you talk about can leverage analytics and data? >> So the first thing I think is really important is the fact that you should be looking for technology providers that do collect and provide a certain amount of analytics for you. And then the question is, how detailed do you want that analytics? Do you want that analytics down to a user level? Well, if it turns out to be network performance, that's great. If it turns out to be, you know, every application they've entered, and how much is in, and how much time they spent on that application. Maybe yes, maybe no. Maybe you want it to be a little more lightweight. You know, maybe it's something that says, if this application hasn't been used in any period of time, because that's an issue around licensing. Do you need that licensing? But do you need to know if I've been spending, you know, 30 hours a week in Outlook. There's a bit of a privacy dance that we need to do there. There's just because you can doesn't mean you should. But what you really should be talking to your vendors about is, you know, how can I see what the experience is that my employees are having with your service? You know, is it operational? Is it being used? Should it be be optimized in some way? Are there analytics that you can provide me that prevent issues? You know, if there is a slowdown in the network, I need to know that that's going to impact users. If there's an outage in a service, I need to know what the impact is to that user and then maybe be able to predict some of those things before it happens so that we can manage and control that experience. So I think analytics are important. I think you have to really say, okay, what are we trying to achieve with those analytics? And balance the privacy and experience. >> So maybe a couple of comments. We've been investing in our analytics platform before this pandemic struck. And so we've seen quite a significant shift in the use cases that customers are applying those analytics to address. The first one really is for remote workers. The point that Maribel alluded to is, you know, have I delivered as secure an experience as I previously had delivered to my employees who (indistinct) the office, and how do I measure myself against that? And certainly we have the security analytics capability to help organizations understand anomalies in the system. Whether or not they're occurring, you know, inside the data center or on the endpoint device that the employee is using. And so that's one that I think customers are finding very valuable. The secondary is to do with actually the quality of that experience, the performance of that individual experience. And so we're again tracking at the user level, what their experience is like. And we're allowing organizations to have visibility into whether or not, they've actually delivered a usable, you know, high quality experience to all of their employees. Something that I frequently saw IT do by walking into offices and looking over your shoulder as you use an application and saying that's pretty good performance. And now of course, they're relying on remote response from remote employees with, you know, networks that they don't manage. So really, can you get a handle on what that experience is like. So both of those are actually analytic services that are aimed at helping IT deliver a high quality, reliable, secure service. The other area where we are exploring and beginning to see some usage for analytics is actually sharing the insight of usage and patterns of usage with the employee themselves. So while it might not be advisable to record how many hours I spend in a given application and shared that with IT, it might be useful information to share back with the employee themselves, about their pattern of usage of applications. Maybe recommending applications that other people in their team or their work group are using. Maybe recommending content, documents, insights, reports that other people have access to. And so if you start to take a broader look at how that analytics, then understanding of user behavior can get used. You can see that it can not only inform the security posture understanding of the organization, but it can also augment the employees on experience inside the workspace. And personally, that's where I'm most excited about the use of analytics is not so much on the IT side, which I think is quite expected. I think it is the novel and innovative use of analytics to really drive new experiences inside the workspace. >> I think this contextual concept is great, right? So, understanding how you use your services, understanding what your team uses, providing that extra bit of analytics that tries to help you figure out what you should be doing next, how can you optimize your own personal performance and productivity. That's where we start to see the analytics sing and do something different that we didn't do before. So, it learns about me. It predicts things but it also creates, helps me create new new, better employees experiences. >> Yeah, I think my phone is keeps asking me if I want to uninstaller the entire folder of travel apps, because it's been a long time since I've touched those. Look, it's been a really great discussion. If there's one thing we've learned this year is that you need to be open to the new data, and listening to everyone and being able to adjust fast. As we said early on in this whole pandemic, (indistinct) the companies that have gone through digital transformation, they're lucky because the agility that they built into their processes is going to allow them to do that. But as we've seen, many other companies are moving fast. And I think Satya Nadella is the one who said, you know, we did two years worth of, you know, transformation in two months. So, I want to just give you both a final word, you know, final advice for companies as they look at that challenge in front of them as to back to work that we set up at the beginning. PJ, we'll start with you. >> Well, thank you, Stu. I mean be the first thing I'd say is once again how, you know, I've been impressed by the organizations that we work with our customers, and their ability to move quickly to address the immediate problems. I think the good news is that this was a roadmap and a journey that many of their suppliers and vendors, including Citrix, we were on the path to help deliver solutions that are very much aligned with what these organizations are experiencing. So I think it's a great time to engage with organizations like ours and others that are providing these technologies to understand what that roadmap actually looks like. And to really pick the best of what's out there to help organizations, I think, make them more thoughtful and considered and probably long term decisions that they've got to make over the next, you know, six to 12 months that really set them up for success here in the future. I'm very excited because in many ways, I feel like that experience that organizations had of accelerating their two year project through, you know, two months or two weeks. That's a journey that we've been on with those customers. And we are excited by the fact that they've come through that first phase. Lots of people have a lot of things, still to figure out ahead of them. And we're delighted and honored to be engaged with those customers to help them through that. >> So for me, when I talk to customers, I say this is an amazing time to reimagine your business and really focus on what you think your technology and strategic advantage of your business is. Use technology for that. You can build versus buy. Build for the things that are going to create strategic advantage, buy for everything else. >> Maribel and PJ, thank you so much for joining me. Great discussion, lots things for people to think about. And looking forward to watching everybody as they go through their journey in the next steps going back to work. >> Thank you. >> Thank you. >> And thank you for joining us. I'm Stu Miniman. As always, thank you for watching "theCUBE". (upbeat music)

>> Announcer: From "theCUBE" studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is a cube conversation. >> Hi, I'm Stu Miniman. And welcome to this special conversation talking about back to work. Of course, the COVID global pandemic impacting everyone working from home and what's happening as these productivity changes. So, really happy to welcome to the program two of our Cube alumni. First of all, we have PJ Hough. He is the Executive Vice President and Chief Product Officer of the Citrix. And also joining us, Maribel Lopez, she is the Founder and Principal Analyst at Lopez Research. PJ and Maribel, thanks so much for joining us. >> Thank you Stu. >> Thanks Stu. >> Alright, so let's talk. You know, we've been in this pandemic now for, you know, a good chunk of time, many months. Some of us are back in the office. Some, we are talking a lot about, Maribel I think you talked about hybrid work in some of the readings and writings that you've done. So, I'd love to hear, you know, you're thinking right now, what you're hearing from your customers, and how should we be thinking about that workforce both today and really for kind of the next six to 12 months? PJ, maybe we'll start with you and how Citrix is helping and Maribel would love you to chime in with what you're hearing from customers and in your research. >> Yeah, I think it's a very interesting time for our customers right now. First of all, I have to say, generally impressed I am with the way that businesses have managed to transition from, you know, working in the office to working in this almost 100% remote environment for many of our customers. And that they've made that transition, you know, many of them using our technology. But using very much every technique available to them and maybe even bending some of the previous rules that they had about what their strategies would be with regard to particular technologies or solutions. But it's been really very impressive to see everyone move from that, you know, state where they had to leave their offices, many at relatively short notice, all the way to, you know, where we are today. And of course, as you mentioned Stu, we now have a subset of those customers who are actually either beginning to move back or preparing to move back. But, I still think that's a journey that's ahead of most of the customers that I deal with on a daily basis. >> So for me, you know, I feel that there are really several things happening, right? We have new profiles that we're looking at. So in the back to office, some people will go back to the office and be full time there. Many people will be remote work. In fact, you might even hire some people, and never physically have them come into the office to meet with anybody. It might all be done by a video as an example. And then there'll be nomadic workers, where some people will come in more for this concept of collaboration, and then they'll go back and work from home. So, those three profiles, I think we talked about them in the past, but really, there were very few people that thought there was going to be a large percentage of remote work. And nomadic work was more something that was thought I'm traveling. It wasn't thought that I might work at home and really use the office as more a collaborative engagement space. >> Yeah, it's been fascinating to watch many of the large technology enterprise companies that I work with, have been giving their employees the option. It is, you know, okay, hey, when things open up, do you want to stay fully remote? You know, it's going to be, you know, the ripple effect on real estate. Maribel as you were saying, you know, how we think about where they live and work compared to what they had before. PJ, I want to come to you. The discussion we've had for many years in the industry is, you know, customer experience is so important, but of course, it's the employee experience that is going to be a big piece of how customer experience and we create that delight. Of course, as you mentioned, Citrix has been helping customers, you know, really change how they think about where employees work, how employees work. So, you know, is this just accelerating what we've seen before? What does that, you know, employee experience look like in today's environment? >> Well, I think this is a really important area for, I think, organizations to focus on at a time like this. Obviously, there's been a lot of attention in the last decade on the customer experience, and I would say the digital customer experience. And maybe even a little bit ahead of some of the investments that have been made in the employee experience that has needed to keep up with that. And so, you know, we've been doing some research, some of it was done earlier in the year in fact, that shows a very high correlation between the performance of companies and the response from employees who claim that they have very good to excellent digital tools to help them do their job. And I think one of the areas where companies have either, I will say succeeded or maybe felt a little bit of stress in the system, in this movement of employees from the office to the home, is whether or not the experience they were able to deliver was consistent with what the employees had previously been leveraging when they were in the office. We've all built up a set of technologies and capabilities over many years in our offices, and now we somehow, you know, came home with a laptop or a Chromebook. And the reality was, you know, did that really reflect the best power of the tools and the capabilities that the employees previously had access to in the office? And it's certainly been an area of focus for us at Citrix. It's really matching that set of capabilities so that no matter where the employee is, they get full access to the set of applications and services with the security and the control that you need to protect all the assets of the enterprise. >> You know PJ, I think this is actually really important, this concept. I'm calling it a right time experience, you know, right information to the right person at the right time. So how do you get your applications and services to them on whatever device they might have had during the pandemic? Because a lot of people didn't actually have laptops at home. Maybe they were in an environment where they were using desktops. So that application delivery was really important. The security wrapped around that is super important because now we're in a scenario where basically the crown jewels of an organization, their data, is in homes and other places distributed around the world. So, we have to make sure that A, that that's accessible and that B, that that's secured. And I think that this is a new imperative that we've talked about for some time, but how you deliver it in this new world is very different. And I think that the employee experience had always lagged the customer experience. And now we're trying to close that gap and hopefully take it to the next level. >> It could great point out. I was just kind of laughing. I think back if you dial back the clock, you know, say 15 years, the discussion was all about the consumerization of IT. The experience that I had at home when I was using devices or using technology was better than what I had at the office. Now of course, you know, not only do I see people taking laptops home, they have their big screen monitors. They need to make sure that they have access to the right data. We need to make sure that things are secure. So PJ, help us understand a little bit what are some of those services? It's not, you know, the VDI conversation that we were having a decade ago. So, you know, what is it that IT has either been delivering or scrambling to make sure that we can be as productive at home as we were sitting in the office? >> Well, I can certainly tell you that for our customers, the critical pieces of technology that they've been leveraging, start with the workspace experience. We deliver a workspace experience that includes VDI. It includes virtualized applications and desktops, and for many organizations, they still are, you know, critical applications. But the application portfolio that the employees use today is much broader than that, and includes, you know, web applications and SaaS applications, homegrown service based applications, et-cetera, as well as there are mobile applications. And so really wrapping all that in a single workspace, that's the journey that we've been on as a company. And it's really being put to the test right now, by our customers who are really trying to give employees access, not just maybe to the one or two core applications, they needed to do their job. But remember, in the six months that's gone by, most of the employees have had to, you know, fill out an expense report, or maybe use the HR system for some process or maybe take some time off that they wanted to record. So in addition to the core applications, they needed access to that full suite of applications that they use on a daily basis. And so that's certainly one set of technologies that our customers have been leveraging. They're using it both for the experience, but also for the security because we provide that same control over those applications inside the workspace experience no matter what type of application it is. And then I'd say the second area where our technology has been heavily leveraged is in our networking products providing the access and the control back to the enterprise resources that employees have to get access to on a daily basis. >> I think one of the things that you brought up PJ. Sorry, sorry Stu, is really important. And that's sort of that acceleration layer to make sure that you have a good experience, and that you have that secure connection. The other thing I think is really interesting is we're actually rethinking what that experience means for the employee. It used to be that when you were trying to create an experience, it was sort of one device, one universal look and feel for everything, one set of applications. I actually think that organizations are being much more thoughtful now when they're creating what PJ referred to as a workspace. You know, the workspace for Maribel might look very different than it does for Stu than it does for PJ, and it might be a combination of different style technologies. I mean, it could be that, you know, I'm in the contact center and I want to VDI experience dropped on me where I don't have to manage anything. I don't do anything. I just open up the device, and everything comes down to me. And then it all goes away when I'm done with my workday, because that's what needs to happen. You can't have private information on, you know, personal identifiable information on someone's home device. So, I think we're really going to be sophisticated about what a workspace means. >> Yeah. Maribel I was just commenting PJ made a comment. There's this thing he said, talked about taking a day off. I didn't realize that was still a thing in 2020. But, Maribel I'm curious, you know, as many people felt that this was okay. It was a short time. I'm going to have a couple of months and then we're just going to go back to the office. I think we understand now that however, things have fundamentally changed. And therefore, this isn't okay, hey, temporarily I can do this, and have to worry about my kids and myself and the space and the internet and all of these pieces. What do companies need to do to kind of make sure that we've set up our employees for success? You know, what are some of the challenges that you hear out there? That people are saying, Oh, geez, you know, I'm ready for it. And I think you laid out very well. There's a big difference between, you know, you might be a developer, in which case, you're probably used to working distributed with people all around the globe and asynchronously, versus somebody that was like, hey, wait, you know, everyday I can have a stand up meeting with my entire team and look across the table at them. >> Well, there's a lot going on. Some of it is cultural. Some of it is technical. And some of it's actually surprising on the technology side. I think the first thing that when we started with COVID, we realized that not everybody has the right portfolio of devices and while that might sound a bit insignificant, if you do not have the say right PC with the right performance to do video, that's difficult. Now we're talking about all the environmental elements. Right? Do you have the right lighting? Do you have the right audio capability? Can I actually see you with that webcam? Is the webcam in the right place? So, the environmental things are sort of the first stage. We just talked a bit about the security that people are struggling with now, making sure that they have people with the right security for the data they have. The education and training around that also hasn't been done. You know, we had a certain set of people that were trained on how to work remotely, but then we sent everyone home, and they're clicking on links that they shouldn't be clicking on and compromising devices. So, there's a lot of challenges still with the education and training that we're seeing. And then as I mentioned earlier, I think that organizations are trying to figure out what's the right portfolio services and do I have the right portfolio services. I actually purchased something to deal with COVID, but is that the right thing? You know, and now we're moving from what I'm calling remote light to remote right. Where we're really being very thoughtful about who needs what style of services, how scalable are those services? And then culturally, I mean, I think we have issues like, how do you deal with multiple time zones? You have to find a time zone that works for, say, Europe and Asia for everybody to be on the call. Is that really feasible? How do we think about that collaborative environment moving forward? So, a lot of interesting challenges ahead. >> Yeah. Actually, I see customers really struggling or at least planning on all three fronts right now. The first being the people processes that we use. And think about the number of employees that have been hired since this has started, who've had an onboarding experience that's been, let's say, at least unorthodox. And maybe very much not what they were expecting or their colleagues either. I have certainly many colleagues now that I've never met face to face for the duration of their careers at Citrix. And hopefully that will change at some point in the future. But I know in the meantime, we're going to onboard quite a few more employees who have that same experience. So, I think your people processes, starting with onboarding, but all the way through to, you know, training and everything else, especially for managers, I think is really important. Then you think about the processes that we have as companies, and how we conduct our own business on a day to day basis. And many of our processes were highly optimized for face to face communication, as you pointed out, Stu. Being in the same conference room across the table from each other. So how do we, I would say, lean down maybe a little bit our processes, make them a little leaner, make them easier to operate for people who are operating remotely? And then that last part is, of course, what's the technology that we bring to burry these solutions? Both I will say the technology that we enable people to have access to when they're remotely working, working from home, and then how do we reconfigure shared space, office spaces so that they make even more sense, when we're back in the office? Personally, I don't see myself going back to the office to do solo work. I see myself going back to the office to communicate with other employees, to collaborate with other people and to connect to my team. And I'll probably find other ways to get my work done. But I leverage the office more as a shared collaboration space than I'd previously thought about in the past. >> PJ, I liked what Maribel talked about setting up, you know, remote work right. You know, the promise has been, we've talked about for a lot of years, like I remember working in the telecom industry back in the 90s. It was going to be well, you know, we should have ubiquitous video and access to everything, wherever we are. You know, 5G, come on we're going to have enough bandwidth to be able to solve all these things, right? So, help us understand, you know, how do we deploy something today that gives people the flexibility? So that as you said, you can be remote when you're doing solo work, you can go to the office. And, you know, are we getting to the point that companies have that elasticity and agility of technology to enable that? >> Well, I certainly think while the problem may have gotten more complicated, I think the array of solutions that's available to customers is staggering right now. Let's start with just the cloud infrastructure that's available to organizations. It truly is elastic capacity, if you've built a cloud footprint for your organization. And we've seen many of our customers take advantage of moving what had been a small group of employees who may have been working remote to having to support everybody, and just extending that cloud infrastructure capacity. Clearly something that you can do in a very different way than if you're trying to build out data center capacity, for example, on-premises in order to deal with it. So I think that's one thing that's changed. The second thing you hinted at, which is just the quality of network infrastructure. Clearly not perfect, and those of us that are working from home and remote locations, occasionally experience the glitches that we probably didn't experience quite so much in the office. But on average, I would say that technology has proven to be a, you know, highly scalable and worthy of all of the investment that we've made in it as countries and as industry. So, that's the second one that I think is really, you know, really quite different. And the third one is, I think the nature of the solutions that have been built on top. Not just, you know, the technologies from Citrix. But you look at many of the other applications, whether it's modern video conferencing software, or collaboration tools, many of them are designed with the cloud in mind and with connectivity as a core principle. And so many of these things that we previously had as a personal computing devices, there are no shared computing resources accessing vast quantities of capability that's cloud based over networks that have really evolved quite rapidly. And while all of these will continue to require investment. Once again, I would have to say how impressed I've been with the way that the infrastructure and the technology has scaled to meet what was really unprecedented demand in the last six months. >> I guess one of the things I want to pick up on that PJ said, is I've been starting to talk to clients about this concept of moving from a network of buildings to the network of one. So, when we think of employee experience, you know, my experience is a summation of like, the devices, the bandwidth, the service quality of the services that we're buying. And really, instead of us looking at managing just a few, you know, this floor, the WiFi on this floor, this building. We're now starting to say, okay, if we've got 10,000 people, then we have, you know, 10,000 networks of one, so to speak, that we're looking at monitoring, managing, making sure that we've optimized that experience, so that if we all want to have a call like this, that we can actually have a high quality video experience together. That's not a trivial task for organization. So I think that's another thing that they have to think about. And I'm actually really happy about this workspace concept and moving to this workspace concept. Because the great thing about a workspace is it's yours and it can be delivered wherever you are, on whatever devices are available. So, if you want to go to the office and use a shared device, you can log in and it's Maribel's experience. If I want to be at home, it's my experience at home. If I want to be in a coffee shop someday or hotel someday, hopefully, it's that experience as well. So, that I think is extremely powerful in a different way to think about what we're trying to achieve. >> Maribel I want to come back to you. It's companies have really had to make decisions very fast this year. Talk about how this whole discussion we have about where people work fits into the broader discussions of their cloud strategy and their security strategy which we've touched on a little bit. >> Well, one of the things I think is fascinating is pre-COVID. The type of discussions we're having with people is, I don't know if I can go to the cloud, or only this type of data can go to the cloud. And I really have to figure out how to parse it and do governance on it. And we going to need a managed, you know, three to five year transition plan. And I plan on having X percent of my apps this year and Y percent of my apps. Well, hey, that all went out the window, if you really wanted to get work done, you basically ramped up your cloud efforts very quickly. So, many of the sacred cows have actually gone away, which I'm really excited about. Because now I think we can truly take that digital transformation concept to the next level, where we're saying, okay, we're not recreating everything that we had in the past. We're now starting to think about, well, what types of new processes and services make sense? How do we actually do business process transformation? Not just technology transformation. So, very big change within six months. Now, I think a lot of organizations had to do it quick and dirty. And now they're going back and they're saying, okay, you know, part of that remote light or remote right concept it's just in general. Did I buy the right things? Should I buy something different? What is the set of SaaS services, cloud infrastructure I need? So, they're going full guns, like digital transformation has happened for many organizations now. Now, how do we get it to the next level? >> I think Maribel one of the important things that you highlighted is in this transition to new platforms like moving to the cloud, that organizations go through. Step one often is to effectively recreate what they had in that new environment. But the reality is that the cloud and the capability of the cloud opens up a whole vast new array of potential and possibilities. And certainly already in our Citrix portfolio, there are many examples of places where we've built services and capabilities in the cloud that would have been, you know, frankly either unimaginable or impossible to build, when we were thinking about customers running all of the software themselves in their own data centers. And as that transition occurs more and more, the customers who have made the leap to the cloud, not only do they get the elasticity of the capacity and the scale and the global footprint that cloud providers give them, but they also get access to new services and capabilities that they can use to power experiences inside their enterprise, either for their customers, or for their employees. And so, if you think about it in generational terms, you know, I've probably witnessed less than a handful of what I think of as significant transitions in our industry. Whether it was mainframe to PC or PC to mobile or mobile to internet, and now this transition, which I think is really, I think in, you know, progress is the transition to cloud. That's that next big platform, that next big opportunity that I think is going to transform the way not only we deliver capabilities to employees, but the way we think about what technology can actually do for us as organizations. >> Yeah PJ, we've absolutely seen just such a huge acceleration. I've talked to some companies. They were dipping their toe in, and now they've jumped full in because they have to. As you both pointed out, though, security is something we need to really make sure that it's not, okay, I've jumped in and of course, everything's going to be fine. We understand shared responsibility model when we're talking about cloud. PJ, are there tips that you have for companies as to here's what you absolutely should do. And hey, maybe as you're expanding your remote workforce, maybe there's certain things that it's time to retire or rethink of the way you think about security in this aspect. >> I think, you know, the area where I think customers are really starting to focus right now is securing the experience and the devices that they have their employees working on on a day to day basis. That's really where the biggest shift has occurred in their infrastructure. If your applications were in your data center, they probably still are. If they were in the cloud, or from a SaaS vendor, they probably still are. It's the employees and their device that's really moved to a location that requires a rethink around security. And I think there's several approaches that we see customers take. One is, of course, if you own and manage the device that you've given to the employee, you can clearly secure the endpoint. And then from there, you can manage and secure the traffic. And you can secure access to the applications on the back end. In fact, in some ways, that's the, I'd said either the brute force way or the, I think, easiest way for an enterprise to achieve this. The reality is, though, that many enterprises have relied on, employees either leveraging personally owned devices or issuing them with devices that previously they hadn't thought about required that they needed management in the organization. And so this is where some of the technologies that we have at Citrix, where we've moved the security boundary from the physical device, to the workspace itself to the experience. Really allows you to migrate that same security profile across multiple platforms, across multiple endpoints, and still deliver that same experience to the employees. I think that's one from an experience point of view. And then the second one is, we've seen a lot of customers rely very heavily on VPN as an access mechanism to get to corporate resources. And again, I think it's a unfortunately one size doesn't fit all but VPN is is effectively a one size solution. And it is the keys to the kingdom. Once you have access to VPN inside an organization, you have access to everything that an employee I had access to. And so what we see is customers taking maybe a more granular view of how they implement security at the application level, so that they can grant me access to the apps that I need inside the data center infrastructure inside the enterprise infrastructure, but not necessarily all the applications and all the data and all the content. And so I think there are, you know, real technologies that are, you know, in the market today that are available to customers, to really come back and look at maybe some of those brute force solutions that they initially deployed. And now start to layer on maybe more granular and more sophisticated solutions on top of that. That really minimize the security risk, and narrow the exposure to literally just the data that's absolutely required and the applications that are absolutely required. >> You know, I actually want to pick up on this. 'Cause I think this is such a critical point for organizations and this VPN point is a good one. When I was talking about moving from remote light to remote right. VPN isn't enough, if you've given somebody access to the kingdom, what if they happen to be on a compromised device? Well, then you basically just opened, as PJ said, yourself up for bad actors to enter your organization. So, security continues to be a layer cake. It's always been a layer cake. Some people call it a Jenga Tower, same concept. But basically, you have to secure every layer of the stack. You have to secure at the device layer. You have to secure at the application layer, the network transit layer in the cloud. And I think that organizations that are really serious about this, are spending more time and energy trying to figure out where to plug those different gaps. But you can start as an organization, everything from what computing hardware do you buy. You know, does it have a secure route of trust on it? So, that's one thing if you're thinking about buying new equipment. And then you start to layer things like workspace technologies, device management technologies, and all those provide different layers of security up the stack. And sadly, as PJ said, you know, there is no silver bullet. But, we have gotten to a part where it could be easier where you can buy fewer things, but it's still a coordinated effort of tools to make that whole stack secure. >> Alright, the last technology area I want to poke at, is we haven't talked about data yet. You know, there's the opportunity for analytics. You know, and it's a little bit, you know, Maribel maybe start with you. There's the opportunity to really understand, you know, are people leveraging things? Are there problems that maybe they might not report that the system can let me? But you also want to make sure that it's not big brother looking over what we're doing, and there's concern about that. So, what are you seeing out there? Any, you know, emerging trends as to how that work remote right that you talk about can leverage analytics and data? >> So the first thing I think is really important is the fact that you should be looking for technology providers that do collect and provide a certain amount of analytics for you. And then the question is, how detailed do you want that analytics? Do you want that analytics down to a user level? Well, if it turns out to be network performance, that's great. If it turns out to be, you know, every application they've entered, and how much is in, and how much time they spent on that application. Maybe yes, maybe no. Maybe you want it to be a little more lightweight. You know, maybe it's something that says, if this application hasn't been used in any period of time, because that's an issue around licensing. Do you need that licensing? But do you need to know if I've been spending, you know, 30 hours a week in Outlook. There's a bit of a privacy dance that we need to do there. There's just because you can doesn't mean you should. But what you really should be talking to your vendors about is, you know, how can I see what the experience is that my employees are having with your service? You know, is it operational? Is it being used? Should it be be optimized in some way? Are there analytics that you can provide me that prevent issues? You know, if there is a slowdown in the network, I need to know that that's going to impact users. If there's an outage in a service, I need to know what the impact is to that user and then maybe be able to predict some of those things before it happens so that we can manage and control that experience. So I think analytics are important. I think you have to really say, okay, what are we trying to achieve with those analytics? And balance the privacy and experience. >> So maybe a couple of comments. We've been investing in our analytics platform before this pandemic struck. And so we've seen quite a significant shift in the use cases that customers are applying those analytics to address. The first one really is for remote workers. The point that Maribel alluded to is, you know, have I delivered as secure an experience as I previously had delivered to my employees who (indistinct) the office, and how do I measure myself against that? And certainly we have the security analytics capability to help organizations understand anomalies in the system. Whether or not they're occurring, you know, inside the data center or on the endpoint device that the employee is using. And so that's one that I think customers are finding very valuable. The secondary is to do with actually the quality of that experience, the performance of that individual experience. And so we're again tracking at the user level, what their experience is like. And we're allowing organizations to have visibility into whether or not, they've actually delivered a usable, you know, high quality experience to all of their employees. Something that I frequently saw IT do by walking into offices and looking over your shoulder as you use an application and saying that's pretty good performance. And now of course, they're relying on remote response from remote employees with, you know, networks that they don't manage. So really, can you get a handle on what that experience is like. So both of those are actually analytic services that are aimed at helping IT deliver a high quality, reliable, secure service. The other area where we are exploring and beginning to see some usage for analytics is actually sharing the insight of usage and patterns of usage with the employee themselves. So while it might not be advisable to record how many hours I spend in a given application and shared that with IT, it might be useful information to share back with the employee themselves, about their pattern of usage of applications. Maybe recommending applications that other people in their team or their work group are using. Maybe recommending content, documents, insights, reports that other people have access to. And so if you start to take a broader look at how that analytics, then understanding of user behavior can get used. You can see that it can not only inform the security posture understanding of the organization, but it can also augment the employees on experience inside the workspace. And personally, that's where I'm most excited about the use of analytics is not so much on the IT side, which I think is quite expected. I think it is the novel and innovative use of analytics to really drive new experiences inside the workspace. >> I think this contextual concept is great, right? So, understanding how you use your services, understanding what your team uses, providing that extra bit of analytics that tries to help you figure out what you should be doing next, how can you optimize your own personal performance and productivity. That's where we start to see the analytics sing and do something different that we didn't do before. So, it learns about me. It predicts things but it also creates, helps me create new new, better employees experiences. >> Yeah, I think my phone is keeps asking me if I want to uninstaller the entire folder of travel apps, because it's been a long time since I've touched those. Look, it's been a really great discussion. If there's one thing we've learned this year is that you need to be open to the new data, and listening to everyone and being able to adjust fast. As we said early on in this whole pandemic, (indistinct) the companies that have gone through digital transformation, they're lucky because the agility that they built into their processes is going to allow them to do that. But as we've seen, many other companies are moving fast. And I think Satya Nadella is the one who said, you know, we did two years worth of, you know, transformation in two months. So, I want to just give you both a final word, you know, final advice for companies as they look at that challenge in front of them as to back to work that we set up at the beginning. PJ, we'll start with you. >> Well, thank you, Stu. I mean be the first thing I'd say is once again how, you know, I've been impressed by the organizations that we work with our customers, and their ability to move quickly to address the immediate problems. I think the good news is that this was a roadmap and a journey that many of their suppliers and vendors, including Citrix, we were on the path to help deliver solutions that are very much aligned with what these organizations are experiencing. So I think it's a great time to engage with organizations like ours and others that are providing these technologies to understand what that roadmap actually looks like. And to really pick the best of what's out there to help organizations, I think, make them more thoughtful and considered and probably long term decisions that they've got to make over the next, you know, six to 12 months that really set them up for success here in the future. I'm very excited because in many ways, I feel like that experience that organizations had of accelerating their two year project through, you know, two months or two weeks. That's a journey that we've been on with those customers. And we are excited by the fact that they've come through that first phase. Lots of people have a lot of things, still to figure out ahead of them. And we're delighted and honored to be engaged with those customers to help them through that. >> So for me, when I talk to customers, I say this is an amazing time to reimagine your business and really focus on what you think your technology and strategic advantage of your business is. Use technology for that. You can build versus buy. Build for the things that are going to create strategic advantage, buy for everything else. >> Maribel and PJ, thank you so much for joining me. Great discussion, lots things for people to think about. And looking forward to watching everybody as they go through their journey in the next steps going back to work. >> Thank you. >> Thank you. >> And thank you for joining us. I'm Stu Miniman. As always, thank you for watching "theCUBE". (upbeat music)

>> Announcer: From theCUBE Studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is a CUBE conversation. >> Hello, welcome back to theCUBE's coverage, CUBE Virtual's coverage, CUBE digital coverage, of AWS Summit, virtual online, Amazon Summit's normally in face-to-face all around the world, it's happening now online, follow the sun. Of course, we want to bring theCUBE coverage like we do at the events digitally, and we've got a great guest that usually comes on face-to-face, he's coming on virtual, Sanjay Poonen, the chief operating officer of VMware. Sanjay great to see you, thanks for coming in virtually, you look great. >> Hey, John thank you very much. Always a pleasure to talk to you. This is the new reality. We both happen to live very close to each other, me in Los Altos, you in Palo Alto, but here we are in this new mode of communication. But the good news is I think you guys at theCUBE were pioneering a lot of digital innovation, the AI platform, so hopefully it's not much of an adjustment for you guys to move digital. >> It's not really a pivot, just move the boat, put the sails up and sail into the next generation, which brings up really the conversation that we're seeing, which is this digital challenge, the virtual world, it's virtualization, Sanjay, it sounds like VMware. Virtualization spawned so much opportunity, it created Amazon, some say, I'd say. Virtualizing our world, life is now integrated, we're immersed into each other, physical and digital, you got edge computing, you got cloud native, this is now a clear path to customers that recognize with the pandemic challenges of at-scale, that they have to operate their business, reset, reinvent, and grow coming out of this pandemic. This has been a big story that we've been talking about and a lot of smart managers looking at projects saying, I'm doubling down on that, and I'm going to move the resources from this, the people and budget, to this new reality. This is a tailwind for the folks who were prepared, the ones that have the experience, the ones that did the work. theCUBE, thanks for the props, but VMware as well. Your thoughts and reaction to this new reality, because it has to be cloud native, otherwise it doesn't work, your thoughts. >> Yeah, I think, John, you're right on. We were very fortunate as a company to invent the term virtualization for an x86 architecture and the category 20 years ago when Diane founded this great company. And I would say you're right, the public cloud is the instantiation of virtualization at its sort of scale format and we're excited about this Amazon partnership, we'll talk more about that. This new world of doing everything virtual has taken the same concepts to whole new levels. We are partnering very closely with companies like Zoom, because a good part of this is being able to deliver video experiences in there, we'll talk about that if needed. Cloud native security, we announced an acquisition today in container security that's very important because we're making big moves in security, security's become very important. I would just say, John, the first thing that was very important to us as we began to shelter in place was the health of our employees. Ironically, if I go back to, in January I was in Davos, in fact some of your other folks who were on the show earlier, Matt Garman, Andy, we were all there in January. The crisis already started in China, but it wasn't on the world scene as much of a topic of discussion. Little did we know, three, four weeks later, fast forward to February things were moving so quickly. I remember a Friday late in February where we were just about to go the next week to Las Vegas for our in-person sales kickoffs. Thousands of people, we were going to do, I think, five or 6,000 people in Las Vegas and then another 3,000 in Barcelona, and then finally in Singapore. And it had not yet been categorized a pandemic. It was still under this early form of some worriable virus. We decided for the health and safety of our employees to turn the entire event that was going to happen on Monday to something virtual, and I was so proud of the VMware team to just basically pivot just over the weekend. To change our entire event, we'd been thinking about video snippets. We have to become in this sort of virtual, digital age a little bit like TV producers like yourself, turn something that's going to be one day sitting in front of an audience to something that's a lot shorter, quicker snippets, so we began that, and the next thing we began doing over the next several weeks while the shelter in place order started, was systematically, first off, tell our employees, listen, focus on your health, but if you're healthy, turn your attention to serving your customers. And we began to see, which we'll talk about hopefully in the context of the discussion, parts of our portfolio experience a tremendous amount of interest for a COVID-centered world. Our digital workplace solutions, endpoint security, SD-WAN, and that trifecta began to be something that we began to see story after story of customers, hospitals, schools, governments, retailers, pharmacies telling us, thank you, VMware, for helping us when we needed those solutions to better enable our people on the front lines. And all VMware's role, John, was to be a digital first responder to the first responder, and that gave tremendous amount of motivation to all of our employees into it. >> Yeah, and I think that's a great point. One of the things we've been talking about, and you guys have been aligned with this, you mentioned some of those points, is that as we work at home, it points out that digital and technology is now part of lifestyle. So we used to talk about consumerization of IT, or immersion with augmented reality and virtual reality, and then talk about the edge of the network as an endpoint, we are at the edge of the network, we're at home, so this highlights some of the things that are in demand, workspaces, VPN provisioning, these new tools, that some cases we've been hearing people that no one ever thought of having a forecast of 100% VPN penetration. Okay, you did the AirWatch deal way back when you first started, these are now fruits of those labors. So I got to ask you, as managers of your customer base are out there thinking, okay, I got to double down on the right growth strategy for this post-pandemic world, the smart managers are going to look at the technologies enabled for business outcome, so I have to ask you, innovation strategies are one thing, saying it, putting it place, but now more than ever, putting them in action is the mandate that we're hearing from customers. Okay I need an innovation strategy, and I got to put it into action fast. What do you say to those customers? What is VMware doing with AWS, with cloud, to make those innovation strategies not only plausible but actionable? >> That's a great question, John. We focused our energy, before even COVID started, as we prepared for this year, going into sales kickoffs and our fiscal year, around five priorities. Number one was enabling the world to be multicloud, private cloud and public cloud, and clearly our partnership here with Amazon is the best example of that and they are our preferred cloud partner. Secondly, building modern apps with microservices and cloud native, what we call app modernization. Thirdly, which is a key part to the multicloud, is building out the entire network stack, data center networking, the firewalls, the load bouncing in SD-WAN, so I'd call that cloud network. Number four, the modernization of workplace with an additional workspace solution, Workspace ONE. And five, intrinsic security from all aspects of security, network, endpoint, and cloud. So those five priorities were what we began to think through, organize our portfolio, we call them solution pillars, and for any of your viewers who're interested, there's a five-minute version of the VMware story around those five pillars that you can watch on YouTube that I did, you just search for Sanjay Poonen and five-minute story. But then COVID hit us, and we said, okay we got to take these strategies now and make them more actionable. Exactly your question, right? So a subset of that portfolio of five began to become more actionable, because it's pointless going and talking about stuff and it's like, hey, listen, guys, I'm a house on fire, I don't care about the curtains and all the wonderful art. You got to help me through this crisis. So a subset of that portfolio became kind of what was those, think about now your laptop at home, or your endpoint at home. People wanted, on top of their Zoom call, or surrounding their Zoom call, a virtual desktop managed easily, so we began to see Workspace ONE getting a lot of interest from our customers, especially the VDI part of that portfolio. Secondly, that laptop at home needed to be secured. Traditional, old, legacy AV solutions that've worked, enter Carbon Black, so Workspace ONE plus Carbon Black, one and two. Third, that laptop at home needs network acceleration, because we're dialoguing and, John, we don't want any latency. Enter SD-WAN. So the trifecta of Workspace ONE, Carbon Black and VeloCloud, that began to see even more interest and we began to hone in our portfolio around those three. So that's an example of where you have a general strategy, but then you apply it to take action in the midst of a crisis, and then I say, listen, that trifecta, let's just go and present what we can do, we call that the business continuity or business resilience part of our portfolio. We began to start talking to customers, and saying, here's our business continuity solution, here's what we could do to help you, and we targeted hospitals, schools, governments, pharmacies, retailers, the ones who're on the front line of this and said again, that line I said earlier, we want to be a digital first responder to you, you are the real first responder. Right before this call I got off a CIO call with the CIO of a major hospital in the northeast area. What gives me great joy, John, is the fact that we are serving them. Their beds are busting at the seam, in serving patients-- >> And ransomware's a huge problem you guys-- >> We're serving them. >> And great stuff there, Sanjay, I was just on a call this morning with a bunch of folks in the security industry, thought leaders, was in DC, some generals were there, some real thought leaders, trying to figure out security policy around biosecurity, COVID-19, and this invisible disruption, and they were equating it to like the World Wars. Big inflection point, and one of the generals said, in those times of crisis you need alliances. So I got to ask you, COVID-19 is impactful, it's going to have serious impact on the critical nature of it, like you said, the house is on fire, don't worry about the curtains. Alliances matter more than ever when you need to come together. You guys have an ecosystem, Amazon's got an ecosystem, this is going to be a really important test to the alliances out there. How do you view that as you look forward? You need the alliances to be successful, to compete and win in the new world as this invisible enemy, if you will, or disruptor happens, what's your thoughts? >> Yeah, I'll answer in a second, just for your viewers, I sneezed, okay? I've been on your show dozens of time, John, but in your live show, if I sneezed, you'd hear the loud noise. The good news in digital is I can mute myself when a sneeze is about to happen, and we're able to continue the conversation, so these are some side benefits of the digital part of it. But coming to your question on alliance, super important. Ecosystems are how the world run around, united we stand, divided we fall. We have made ecosystems, I've always used this phrase internally at VMware, sort of like Isaac Newton, we see clearly because we stand on the shoulders of giants. So VMware is always able to be bigger of a company if we stand on the shoulders of bigger giants. Who were those companies 20 years ago when Diane started the company? It was the hardware economy of Intel and then HP and Dell, at the time IBM, now Lenovo, Cisco, NetApp, DMC. Today, the new hardware companies Amazon, Azure, Google, whoever have you, we were very, I think, prescient, if you would, to think about that and build a strategic partnership with Amazon three or four years ago. I've mentioned on your show before, Andy's a close friend, he was a classmate over at Harvard Business School, Pat, myself, Ragoo, really got close to Andy and Matt Garman and Mike Clayville and several members of their teams, Teresa Carlson, and began to build a partnership that I think is one of the most incredible success stories of a partnership. And Dell's kind of been a really strong partner with us on private cloud, having now Amazon with public cloud has been seminal, we do regular meetings and build deep integration of, VMware Cloud and AWS is not some announcement two or three years ago. It's deep engineering between, Bask's now in a different role, but in his previous role, that and people like Mark Lohmeyer in our team. And that deep engineering allows us to know and tell customers this simple statement, which both VMware and Amazon reps tell their customers today, if you have a workload running on vSphere, and you want to move that to Amazon, the best place, the preferred place for that is VMware Cloud and Amazon. If you try to refactor that onto a native VC 2, it's a waste of time and money. So to have the entire army of VMware and Amazon telling customers that statement is a huge step, because it tells customers, we have 70 million virtual machines running on-prem. If customers are looking to move those workloads to Amazon, the best place for that VMware Cloud and AWS, and we have some credible customer case studies. Freddie Mac was at VMworld last year. IHS Markit was at VMworld last year talking about it. Those are two examples and many more started it, so we would like to have every VMware and Amazon customer that's thinking about VMware to look at this partnership as one of the best in the industry and say very similar to what Andy I think said on stage at the time of this announcement, it doesn't have to be now a trade-off between public and private cloud, you can get the best of both worlds. That's what we're trying to do here-- >> That's a great point, I want to get your thoughts on leadership, as you look at COVID-19, one of our tracks we're going to be promoting heavily on theCUBE.net and our sites, around how to manage through this crisis. Andy Jassy was quoted on the fireside chat, which is coming up here in North America, but I saw it yesterday in New Zealand time as I time shifted over there, it's a two-sided door versus a one-sided door. That was kind of his theme is you got to be able to go both ways. And I want to get your thoughts, because you might know what you're doing in certain contexts, but if you don't know where you're going, you got to adjust your tactics and strategies to match that, and there's and old expression, if you don't know where you're going, every road will take you there, okay? And so a lot of enterprise CXOs or CEOs have to start thinking about where they want to go with their business, this is the growth strategy. Then you got to understand which roads to take. Your thoughts on this? Obviously we've been thinking it's cloud native, but if I'm a decision maker, I want to make sure I have an architecture that's going to carry me forward to the future. I need to make sure that I know where I'm going, so I know what road I'm on. Versus not knowing where I'm going, and every road looks good. So your thoughts on leadership and what people should be thinking around knowing what their destination is, and then the roads to take? >> John, I think it's the most important question in this time. Great leaders are born through crisis, whether it's Winston Churchill, Charles de Gaulle, Roosevelt, any of the leaders since then, in any country, Mahatma Gandhi in India, the country I grew up, Nelson Mandela, MLK, all of these folks were born through crisis, sometimes severe crisis, they had to go to jail, they were born through wars. I would say, listen, similar to the people you talked about, yeah, there's elements of this crisis that similar to a World War, I was talking to my 80 year old father, he's doing well. I asked him, "When was the world like this?" He said, "Second World War." I don't think this crisis is going to last six years. It might be six or 12 months, but I really don't think it'll be six years. Even the health care professionals aren't. So what do we learn through this crisis? It's a test of our leadership, and leaders are made or broken during this time. I would just give a few guides to leaders, this is something tha, Andy's a great leader, Pat, myself, we all are thinking through ways by which we can exercise this. Think of Sully Sullenberger who landed that plane on the Hudson. Did he know when he flew that airbus, US Airways airbus, that few flock of birds were going to get in his engine, and that he was going to have to land this plane in the Hudson? No, but he was making decisions quickly, and what did he exude to his co-pilot and to the rest of staff, calmness and confidence and appropriate communication. And I think it's really important as leaders, first off, that we communicate, communicate, communicate, communicate to our employees. First, our obligation is first to our employees, our family first, and then of course to our company employees, all 30,000 at VMware, and I'm sure similarly Andy does it to his, whatever, 60, 70,000 at AWS. And then you want to be able to communicate to them authentically and with clarity. People are going to be reading between the lines of everything you say, so one of the things I've sought to do with my team, all the front office functions report to me, is do half an hour Zoom video conferences, in the time zone that's convenient to them, so Japan, China, India, Europe, in their time zone, so it's 10 o'clock my time because it's convenient to Japan, and it's just 10 minutes of me speaking of what I'm seeing in the world, empathizing with them but listening to them for 20 minutes. That is communication. Authentically and with clarity, and then turn your attention to your employees, because we're going stir crazy sitting at home, I get it. And we've got to abide by the ordinances with whatever country we're in, turn your attention to your customers. I've gotten to be actually more productive during this time in having more customer conference calls, video conference calls on Zoom or whatever platform with them, and I'm looking at this now as an opportunity to engage in a new way. I have to be better prepared, like I said, these are shorter conversations, they're not as long. Good news I don't have to all over the place, that's better for my family, better for the carbon emission of the world, and also probably for my life long term. And then the third thing I would say is pick one area that you can learn and improve. For me, the last few years, two, three years, it's been security. I wanted to get the company into security, as you saw today we've announced mobile, so I helped architect the acquisition of Carbon Black, very similar to kind of the moves I've made six years ago around AirWatch, very key part to all of our focus to getting more into security, and I made it a personal goal that this year, at the start of the year, before COVID, I was going to meet 1,000 CISOs, in the Fortune 1000 Global 2000. Okay, guess what, COVID happens, and quite frankly that goal's gotten a little easier, because it's much easier for me to meet a lot more people on Zoom video conferences. I could probably do five, 10 per day, and if there's 200 working days in a day, I can easily get there, if I average about five per day, and sometimes I'm meeting them in groups of 10, 20. >> So maybe we can get you on theCUBE more often too, 'cause you have access to a video camera. >> That is my growth mindset for this year. So pick a growth mindset area. Satya Nadella puts this pretty well, "Move from being a know-it-all to a learn-it-all." And that's the mindset, great company. Andy has that same philosophy for Amazon, I think the great leaders right now who are running these cloud companies have that growth mindset. Pick an area that you can grow in this time, and you will find ways to do it. You'll be able to learn online and then be able to teach in some fashion. So I think communicate effectively, authentically, turn your attention to serving your customers, and then pick some growth area that you can learn yourself, and then we will come out of this crisis collectively, individuals and as partners, like VMware and Amazon, and then collectively as a society, I believe we'll come out stronger. >> Awesome great stuff, great insight there, Sanjay. Really appreciate you sharing that leadership. Back to the more of technical questions around leadership is cloud native. It's clear that there's going to be a line in the sand, if you will, there's going to be a right side of history, people are going to have to be on the right side of history, and I believe it's cloud native. You're starting to see this emersion. You guys have some news, you just announced today, you acquired a Kubernetes security startup, around Kubernetes, obviously Kubernetes needs security, it's one of those key new enablers, disruptive enablers out there. Cloud native is a path that is a destination opportunity for people to think about, why that acquisition? Why that company? Why is VMware making this move? >> Yeah, we felt as we talked about our plans in security, backing up to things I talked about in my last few appearances on your show at VMworld, when we announced Carbon Black, was we felt the security industry was broken because there was too many point benders, and we figured there'd be three to five control points, network, endpoint, cloud, where we could play a much more pronounced role at moving a lot of these point benders, I describe this as not having to force our customers to go to a doctor and say I've got to eat 5,000 tablets to get healthy, you make it part of your diet, you make it part of the infrastructure. So how do we do that? With network security, we're off to the races, we're doing a lot more data center networking, firewall, load bouncing, SD-WAN. Really, reality is we can eat into a lot of the point benders there that I've just been, and quite frankly what's happened to us very gratifying in the network security area, you've seen the last few months, some firewall vendors are buying SD-WAN players, kind of following our strategy. That's a tremendous validation of the fact that the network security space is being disrupted. Okay, move to endpoint security, part of the reason we acquired Carbon Black was to unify the client side, Workspace ONE and Carbon Black should come together, and we're well under way in doing that, make Carbon Black agentless on the server side with vSphere, we're well on the way to that, you'll see that very soon. By the way both those things are something that the traditional endpoint players can't do. And then bring out new forms of workload. Servers that are virtualized by VMware is just one form of work. What are other workloads? AWS, the public clouds, and containers. Container's just another workload. And we've been looking at container security for a long time. What we didn't want to do was buy another static analysis player, another platform and replatform it. We felt that we could get great technology, we have incredible grandeur on container cell. It's sort of Red Hat and us, they're the only two companies who are doing Kubernetes scales. It's not any of these endpoint players who understand containers. So Kubernetes, VMware's got an incredible brand and relevance and knowledge there. The networking part of it, service mesh, which is kind of a key component also to this. We've been working with Google and others like Istio in service mesh, we got a lot of IP there that the traditional endpoint players, Symantec, McAfee, Trend, CrowdStrike, don't know either Kubernetes or service mesh well. We add now container security into this, we really distinguish ourselves further from the traditional endpoint players with bringing together, not just the endpoint platform that can do containers, but also Kubernetes service mesh. So why is that important? As people think about their future in containers, they'll want to do this at the runtime level, not at the static level. They'll want to do it at build time And they'll want to have it integrated with some of their networking capabilities like service mesh. Who better to think about that IP and that evolution than VMware, and now we bring, I think it's 12 to 14 people we're bringing in from this acquisition. Several of them in Israel, some of them here in Palo Alto, and they will build that platform into the tech that VMware has onto the Carbon Black cloud and we will deliver that this year. It's not going to be years from now. >> Did you guys talk about the-- >> Our capability, and then we can bring the best of Carbon Black, with Tanzu, service mesh, and even future innovation, like, for example, there's a big movement going around, this thing call open policy agent OPA, which is an open source effort around policy management. You should expect us to embrace that, there could be aspects of OPA that also play into the future of this container security movement, so I think this is a really great move for Patrick and his team, I'm very excited. Patrick is the CEO of Carbon Black and the leader of that security business unit, and he came to me and said, "Listen, one of the areas "we need to move in is container security "because it's the number one request I'm hearing "from our CESOs and customers." I said, "Go ahead Patrick. "Find out who are the best player you could acquire, "but you have to triangulate that strategy "with the Tanzu team and the NSX team, "and when you have a unified strategy what we should go, "we'll go an make the right acquisition." And I'm proud of what he was able to announce today. >> And I noticed you guys on the release didn't talk about the acquisition amount. Was it not material, was it a small amount? >> No, we don't disclose small, it's a tuck-in acquisition. You should think of this as really bringing us some tech and some talent, and being able to build that into the core of the platform of Carbon Black. Carbon Black was the real big move we made. Usually what we do, you saw this with AirWatch, right, anchor on a fairly big move. We paid I think 2.1 billion for Carbon Black, and then build and build and build on top of that, partner very heavily, we didn't talk about that. If there's time we could talk about it. We announced today a security alliance with top SIEM players, in what's called a sock alliance. Who's announced in there? Splunk, IBM QRadar, Google Chronicle, Sumo Logic, and Exabeam, five of the biggest SIEM players are embracing VMware in endpoint security, saying, Carbon Black is who we want to work with. Nobody else has that type of partnership, so build, partner, and then buy. But buy is always very carefully thought through, we're not one of these companies like CA of the past that just bought every company and then it becomes a graveyard of dead acquisition. Our view is we're very disciplined about how we think about acquisition. Acquisitions for us are often the last resort, because we'd prefer to build and partner. But sometimes for time-to-market reasons, we acquire, and when we acquire, it's thoughtful, it's well-organized within VMware, and we take care of our people, 'cause we want, I mean listen, why do acquisitions fail? Because the good people leave. So we're excited about this team, the team in Israel, and the team in Palo Alto, they come from Octarine. We're going to integrate them rapidly into the platform, and this is a good evidence of VMware investing more in security, and our Q3 earnings pulled, John, I said, sorry, we said that the security business was a billion dollar business at VMware already, primarily from network, but some from endpoint. This is evidence of us putting more fuel behind that fire. It's only been six, seven months and Patrick's made his first acquisition inside Carbon Black, so you're going to see us investing more in security, it's an important priority for the company, and I expect us to be a very prominent player in these three pillars, network security, endpoint security, endpoint is both client and the workload, and cloud. Network, endpoint, cloud, they are the three areas where we think there's lots of room for innovation in security. >> Well, we'll be watching, we'll be reporting and analyzing the moves. Great playbook, by the way. Love that organic partnering and then key acquisitions which you build around, it's a great playbook, I think it's very relevant for this time. The most important question I have to ask you, Sanjay, and this is a personal question, because you're the leader of VMware, I noticed that, we all know you're into music, you've been putting music online, kind of a virtual band. You've also hired a CUBE alumni, Victoria Verango from McAfee who also puts up music, you've got some musicians, but you kind of know how to do the digital moves there, so the question is, will the music at VMworld this year be virtual? >> Oh, man. Victoria is actually an even better musician than me. I'm excited about his marketing gifts, but I'm also excited to watch him. But yeah, you've heard him sing, he's got a voice that's somewhat similar to Sting, so we, just for fun, in our Diwali, which is an Indian celebration last year, Tom Corn, myself, and a wonderful lady named Divya, who's got a beautiful voice, had sung a song, which was off the soundtrack of the Bollywood movie, "Secret Superstar," and we just for fun decided to record that in our three separate homes, and put that out on YouTube. You can listen, it's just a two or three-minute run, and it kind of went a little bit viral. And I was thinking to myself, hey, if this is one way by which we can let the VMware community know that, hey, you know what, art conquers COVID-19, you can do music even socially distant, and bring out the spirit of VMware, which is community. So we might build on that idea, Victoria and I were talking about that last night and saying, hey, maybe we do a virtual music kind of concert of maybe 10 or 15 or 20 voices in the various different countries. Record piece of a song and music and put it out there. I think these are just ways by which we're having fun in a virtual setting where people get to see a different side of VMware where, and the intent here, we're all amateurs, John, we're not like great. There are going to be mistakes in this music. If you listen to that audio, it sounds a little tinny, 'cause we're recording it off our iPhone and our iPad microphone. But we'll do the best we can, the point is just to show the human spirit and to show that we care, and at the end of the day, see, the COVID-19 virus has no prejudice on color of skin, or nationality, or ethnicity. It's affecting the whole world. We all went into the tunnel at different times, we will come out of this tunnel together and we will be a stronger human fabric when we're done with this, We shall absolutely overcome. >> Sanjay, give us a quick update to end the segment on your thoughts around VMworld. It's one of the biggest events, we look forward to it. It's the only even left standing that theCUBE's been to every year of theCUBE's existence, we're looking forward to being part of theCUBE virtual. It's been announced it's virtual. What are some of the thinking going on at the highest levels within the VMware community around how you're going to handle VMworld this year? >> Listen, when we began to think about it, we had to obviously give our customers and folks enough notice, so we didn't want to just spring that sometime this summer. So we decided to think through it carefully. I asked Robin, our CMO, to talk to many of the other CMOs in the industry. Good news is all of these are friends of ours, Amazon, Microsoft, Google, Salesforce, Adobe, and even some smaller companies, IBM did theirs. And if they were in the first half of the year, they had to go virtual 'cause we're sheltered in place, and IBM did theirs, Okta did theirs, and we began to watch how they were doing this. We're kind of in the second half, because we were August, September, and we just sensed a lot of hesitancy from our customers that wanted to get on a plane to come here, and even if we got just 500, 1,000, a few thousand, it wasn't going to be the same and there would always be that sort of, even if we were getting back to that, some worry, so we figured we'd do something that might be semi-digital, and we may have some people that roam, but the bulk of it is going to be digital, and we changed the dates to be a little later. I think it's September 20th to 29th. Right now it's all public now, we announced that, and we're going to make it a great program. In some senses like we're becoming TV producer. I told our team we got to be like Disney or ESPN or whoever your favorite show is, YouTube, and produce a really good several-hour program that has got a different way in which digital content is provided, smaller snippets, very interesting speakers, great brand names, make the content clear, crisp and compelling. And if we do that, this will be, I don't know, maybe it's the new norm for some period of time, or it might be forever, I don't know. >> John: We're all learning. >> In the past we had huge conferences that were busting 50, 70, 100,000 and then after the dot-com era, those all shrunk, they're like smaller conferences, and now with advent of companies like Amazon and Salesforce, we have huge events that, like VMworld, are big events. We may move to a environment that's a lot more digital, I don't know what the future of in-presence physical conferences are, but we, like others, we're working with AWS in terms of their future with Reinvent, what Microsoft's doing with Ignite, what Google's doing with Next, what Salesforce's going to do with Dreamforce, all those four companies are good partners of ours. We'll study theirs, we'll work together as a community, the CMOs of all those companies, and we'll come together with something that's a very good digital experience for our customers, that's really what counts. Today I did a webinar with a partner. Typically when we did a briefing in our briefing center, 20 people came. There're 100 people attending this, I got a lot more participation in this QBR that I did with this SI partner, one of the top SIs in the world, in an online session with them, than would I have gotten if they'd all come to Palo Alto. That's goodness. Should we take the best of that world and some physical presence? Maybe in the future, we'll see how it goes. >> Content quality. You know, you know content. Content quality drives everything online, good engagement creates community, that's a nice flywheel. I think you guys will figure it out, you've got a lot of great minds there, and of course, theCUBE virtual will be helping out as we can, and we're rethinking things too-- >> We count on that, John-- >> We're going to be open minded to new ideas, and, hey, whatever's the best content we can deliver, whether it's CUBE, or with you guys, or whoever, we're looking forward to it. Sanjay, thanks for spending the time on this CUBE Keynote coverage of AWS Summit. Since it's digital we can do longer programs, we can do more diverse content. We got great customer practitioners coming up, talking about their journey, their innovation strategies. Sanjay Poonen, COO of VMware, thank you for taking your precious time out of your day today. >> Thank you, John, always a pleasure. >> Thank you. Okay, more CUBE, virtual CUBE digital coverage of AWS Summit 2020, theCUBE.net is we're streaming, and of course, tons of videos on innovation, DevOps, and more, scaling cloud, scaling on-premise hybrid cloud, and more. We got great interviews coming up, stay with us our all-day coverage. I'm John Furrier, thanks for watching. (upbeat music)