>> Live from Las Vegas, it's theCUBE. Covering Boomi World 2018. Brought to you by Dell Boomi. >> Welcome back to theCUBE. We are live at the Encore in Las Vegas, I'm Lisa Martin with John Furrier. We're at Dell Boomi World 2018, second annual Dell Boomi World, and we're here with one of Dell Boomi and Dell's biggest GSIs. We've got Jason Cook, the Global Client Account Lead at Accenture serving Dell. Jason, thanks for joining John and me today. >> Thank you. >> So, second annual Dell Boomi World, bigger than last year. They were talking today, a lot of interesting numbers. 7,500 plus customers to date. They're adding five new customers everyday. I saw the Gartner Magic Quadrant from earlier this year and iPaaS, they are right up there in that strong leader category. Talk to us about the relationship that you have with Dell Technologies and the business heat of Dell Boomi. >> Yeah, yeah, it's an interesting one. So, Accenture has become very big. I think we now have 470,000 global employees, and our brand and presence is technology advisory and delivery, it predominates what we did. What's interesting about Dell and, specifically, Boomi is being so central to the technology ecosystem, there's much opportunity for partnership. Where Dell is present with enterprise clients, we're present too. And we tend to have long-running relationships with those clients. Most of our clients are tenured over 15 years. So it gives us an opportunity to have the type of longstanding relationship that Dell has with clients and advise on technology trends, and change, and break into the best thinking of the marketplace in their clients as they look to solve problems, of course, Dell is central to that solution set, as Boomi is too. >> And yesterday, they announced a new technology partner program. Dell Boomi has a broad partner ecosystem that it partners, implementation, GSIs, talk to us about that and the maybe new business opportunities that it will give to Accenture. >> Yeah, so we've enjoyed a relationship over the past several years in Europe working with Boomi. And we incubated a program over there called Eccentric Growth Partnerships, where with emerging companies such as Boomi, we've gone to market, leveraged the Accenture channel, and then brought scale to those technologies to deliver at enterprise level for their expectations. It's been very successful, you know, seen on both sides is a real win. And we're now transferring that into the North American market, so we're based on the heels of that success. We're looking to formalize some of the things we've been doing internationally in North America. A larger market for both of us, and so it's expanded opportunity in both places. >> Jason, talk about Accenture's own transformation. We've been following you guys for, I've been following Accenture when they changed their name. But recently you guys have invested, in the past decade, really early in data science. You guys have been on the public cloud very early. You've been partnering with your customers. And so that's all great, you guys do a good job with that. But what's interesting is you're actually helping them change their business model. >> Yes. >> So how has your own transformation within Accenture dealing with Dell, he's been doing a trillion dollars in business. Millions and millions of servers sold. His customers are changing. You guys are in that business model, enablement business, you're helping customers. What's the big business model impact that's happening in the market right now. >> Well, I think you know, as it pertains to Accenture, yeah, we've grown. I would say one of the hallmarks of the growth has been around digital, and I think 60% of our revenues are now digitally oriented, which are in the areas you described. So that's become our brand and presence, and the majority of what we do in the marketplace. I think the things that we're doing to serve clients, which are several of the things we've done internally, have been around all sorts of digitally-enabled journeys, whether it's the intelligent enterprise, the connected customer, the adoption of platforms, and the expanded use as a service within enterprises. There are plays within all those spaces where we end up bringing enablement to those clients. You know, examples would be, in the retail space, you know, growth and expansion of omnichannel techniques, so that the same customer experience exists across anywhere in retail. Programs around single views of customer are very, very common for us globally. Traditionally, less technical areas of the business, like a supply chain operating that's dominated by manufacturing and fulfillment and brick and mortar in the retail space. The real time visibility challenges that have historically been there are only now being able to be solved by technologies, and so there's several different. >> And the cloud certainly is horizontally scaled, so it impacts all industries that you play in, so, good for business. But the challenge that the CIOs have that we talked to, we hear and want to get your reaction to is, okay, I loved technology scale. I need to have proof points. I got to have mile markers that are going to be attainable with time-to-value. But the number one thing they say is I got to bring a competitive advantage into I.T., in a cloud construct that's horizontally scalable and work with partners in areas that aren't core. So, leverage supplier relationships, but build a core intellectual property or competitive advantage with I.T. How do you guys help them? What are some trends? What are those I.P. moments for your large and medium-sized customers? >> Yeah, I think that because we have the heritage of both advising on and delivering technology, where we tend to work closely with CIOs is around the speed-to-value, delivering on programs. We represent a wealth of experience and work in the marketplace, and those learnings can be brought to different clients, and fundamentally that's what's valuable to them. So I think that when we talk about cloud enablement, it's often a matter, too of thinking through, what are the specific business outcomes that can be delivered from the use of technology. And so, clients for example, I can think of some clients, that one company that has 1,400 legacy applications in a cloud footprint. And yet the business initiatives that come into the IT-- >> They must use containers a lot. >> Yeah, well exactly. The questions that come into the I.T. organization are often ones around how can we improve our visibility to product line profitability, as an example. And so, the use of cloud, the use of integration technologies like Boomi accelerates the ability to connect information from that disparate environment and deliver outcomes. >> And specifically more tactical, to get those outcomes, what specific things do you see? Is the cloud native? Is it the role of data? How are CIOs getting down and dirty, saying okay, I'm going to lock in on this as territory, we're going to build around and build on top of. Data, cloud, and IoT's new, and everyone knows what IoT is, it's going to be part of, either physical and/or low-hanging fruit. But what are they building on from an I.T. standpoint? Is it the data, is it the network? Is it the storage? So what do you see there? >> Yeah, I think it is the data. I think that's where we see, data-led seems to be the thinking in most of these cases around getting information consistently consumed throughout. 'Cause the world has become so data intensive that access to data is not the problem. It's the integration, and the derivation of value from it that's-- >> And scale, too, I mean. >> And scale, right, yeah. >> Hello cloud, so cloud and data seem to be. >> And it's become more distributed, too. And so dealing with distributed data sources and normalizing has been a-- >> That's where Boomi comes in, integrating all that stuff in, so cloud and data seem to be the pattern across the board generically speaking. I mean, obviously certain industries financial, service, oil, and gas have unique requirements. >> They all have their own cases for it, whether you're a distributed bank, or whether you're a distributed retailer, or whether you're dealing with oil wells in distributed locations, you run into common problems across all industries. >> And integration is so much more, as the iPaaS market has evolved, it's so much more than integrating applications. It's integrating applications, data from existing sources, from new sources, the API economy is essential for that. To enable an organization to create a customer experience that's going to allow them to use that data, and continue to get more customers, more data, and evolve faster than their competition. But transformation is a big challenge, right? And here, well, and even Dell Technologies were, the theme was about making it real, making it real for digital transformation, security transformation, huge priority, workforce. How, when Accenture is going in to integrate at, whether it's a retailer or an oil and gas company, how do you help them start? What's that start of a transformation? >> Well, it often is the transformations you were just referring to. Our typical engagement profile ranges from how do I engage my workforce in a new way? Or how do I improve visibility across a distributed network of retail stores, or banks, or what have you? And so those are the transformations, and then inevitably, the connection of information across those things become the enabling source. If you take, as an example, a customer experience program where, let's talk about a government example where they want a single view of a citizen, a tax payer, whatever it may be. There's so much information on that person in so many disparate places that has to be brought together in a cohesive way. Not only that, but brought together and then used effectively in serving that person. And that's where you see a lot of value. >> Jason, I want to pick your brain while you're here, 'cause Accenture's always got the smart people who know what's going on. And you got big customers, big examples. There's a dynamic right now between two kind of personas. Kind of making it generic for the conversation now. Persona one is the business executive who is responsible and chartered to drive the digital transformation with new and improved applications. Taking advantage of the legacy, bringing in the new, managing them either on their own schedule. And the second persona is the person deploying cloud. So how are companies organizing around these personas? One's got to be under the hood, I got to do multicloud I got to do Kubernetes, I got to do all these things. Stateless applications, stateful applications, integrate them all together. I'm deploying it. And then the business persona, hey, take that hill, more apps, more outcomes. So how are companies organizing around these dynamics? What's the best practice? >> Yeah, along the lines you describe. So, specifically, the business functions are becoming aligned with application domains, and those tend to be programmatically managed. And so we see structures around that programmatic management. To be very responsive to business needs, and particularly as clock speeds accelerate on delivery, maintaining that partnership is very, very important. Likewise, on the infrastructural side, we see alignment there too to take advantage of creating platforms, and enablement, and infrastructure, and delivery capabilities that can deliver on that promise. >> So they're working together on pizza teams, or like agile teams? >> So it's a customer-focused model for the programmatic work and it's an industrialization and an acceleration on the infrastructural side. And that's, again, where there's a strong fit with some of these-- >> Do you have a favorite example, speaking of that? So many departments, lines of business, need to have access to the same data to be able to develop new products and services, tune things, make things better, faster than their competition. So there's this sort of democratization and this need to be able to share the information so that the entire business can grow together. Do you have a favorite example of an organization of any industry that you've worked with that you've seen really do that well, so that business, at the end of the day, everyone's playing well together because they have to. The business now is connecting customers, vendors, partners, and delivering experiences that are truly differentiating. >> Integration programs, data programs, data lake programs, data science programs often have a governance mechanism out in front of them to prioritize the needs of their business. Both in the back, in terms of enablement of different sources of information being accessed, but also the uses on the front end. And so that is a practice that we're seeing grow exponentially. The other thing that's interesting, I think, in terms of best practice is that as intelligence accelerates and companies become more analytically driven, the traditional process of continuous improvement which used to be defined in terms of Six Sigma events and other things, where once in a while a function would be evaluated for efficiencies becomes a continuous capability. So in this governance model, the ability to refine, and tune, and improve things like integration, AI, analytics on a continuous cycle as opposed to having it be event-driven is certainly an emerging trend and a best practice that we see a lot of. >> Well, Jason, thanks so much for joining the program with John and me today, and sharing with us what's new with Accenture and Dell Boomi and how you're helping customers globally truly transform. >> It's a pleasure, thank you for having me. >> And for John Furrier, I'm Lisa Martin. You're watching theCUBE live from Boomi World 2018 in Las Vegas. John and I will be right back with our next guest. (electronic music)