(bright music) >> Hello, and welcome to today's session of the 2021 AWS Global Public Sector Partner Awards. I'm your host, Natalie Erlich and today we'll highlight the best cybersecurity solution. I'm very pleased to welcome our next guests. They are Tina Thorstenson executive public sector strategist at CrowdStrike and Jennifer Dvorak information security architect for the State of Arizona. Thank you so much for being with me today. >> Thanks for having us. >> Yep, thank you. >> Perfect. Well you know obviously a really wild year with COVID and it certainly pushed a lot of boundaries. Cyber security resiliency also a hot topic as ransomware really spiked up. How have you addressed this concern and really accelerated this push with COVID-19 in the backdrop? I'd love it if either one of you would just like to jump in here. >> Well, CrowdStrike was one of our initiatives for 2020 and it was significantly increased, accelerated due to COVID. So we had to roll out in a matter of weeks when we had a matter of months previously and it really provided us the visibility that we needed for folks taking their computers home. We had no way of triaging any of our incidents when the computers were at home. So rolling out CrowdStrike as quickly as possible it gave us remote access, it gave us visibility and that was huge for our organization. >> Tina, if you could weigh in on this as well, that would be terrific. >> Sure absolutely. And you know, Jen with the State of Arizona is one of our premier customers but across the board with the 2021 global threat report that we issue each year, what we saw there was a fourfold increase in the number of intrusions. So to your point about the threat activity and it's not getting better. So what CrowdStrike is on a mission to do is stop regions and protect organizations against these bad actors so that they're, that we minimize disruptions. It's really been tremendous to see and build a ecosystem from a platform approach that started with visibility on the end point that Jen was just alluding to. >> And Jennifer, I'd love to get your insight how the public sector and the private sector can work better in tandem with each other in order to protect customers and also communities against ransomware attacks and other kinds of cybersecurity threats that we've seen coming from Russia for instance. >> Certainly so our state CISO Tim Roemer, he has definitely encouraged us to make partners with our private vendors. So that's one of his strategic initiatives and we really want partners in the private sector. We want folks that are going to come alongside us and help us with our security goals. And CrowdStrike has been one of those vendors. We don't want to just spend money and then the vendor runaway, we want somebody that's going to be with us every step of the way. We've had some incidents this past year and CrowdStrike was the first team to alert us because it was a different agency or a different part of our organization that we don't typically work with a lot. And that was really helpful because we were able to act quickly and address the issues that arose. So just having somebody that's looking out for your best interests and being a true partner is what we're really looking for. And that's the only way that we can circumvent these ransomware attacks. >> And Tina I'd love it if you'd weigh in as well. How do you see your role in this effort to protect the public evolving now in 2021? >> So I love that question and especially with the role of my role brand new in COVID interestingly enough, to create this bi-directional executive alignment with our customers and our internal teams and overall at CrowdStrike our goal, as I said is to stop breaches and it's really to bring, to minimize the frustration that comes sometimes with rolling out security tools. I've been at this a long time and tools like CrowdStrike are really game changers for security teams that are really about protecting organizations. And essentially what we do is we brought a single platform where when it, when the, when our software is deployed to an organization across their laptops, desktops, server and cloud infrastructure, we were born in the cloud kind of before it was cool and now we serve more than 11,000 customers. And that threat activity goes to a single AWS instance where we look across all of the threat activity. And then when we see activity in one area, we can protect all of our customers. That's the power of the cloud. >> Perfect and I'd love Jennifer's insights here too. What steps are you taking now to keep the public protected and the state cyber ready? >> And I like Tina's point about being born in the cloud. So State of Arizona is a cloud first state. We are also looking for solutions in the cloud, and I think by leveraging cloud solutions, we're able to be more nimble. We're able to pivot our approach to security and address anything that comes up more quickly. So being cloud first, even though it's, it wasn't embraced initially, I think that it's something that we've been driving towards and looking for more partners that support that cloud first initiative that we have. >> And Tina what's top of mind? What are some of the key initiatives that your team and teams are going to be focused on in the years ahead? What's the next phase for cybersecurity? >> Great question and we've talked quite a bit about the end point but where we're headed and really where we've invested heavily the last couple of years and we'll continue moving forward is now that we have, we've brought this game-changing visibility to our security teams on the end point of each one of the systems in their environment where we've expanded the platform to now include cloud services like I mentioned. Now include indicators of misconfigurations which are so detrimental to teams working in a hybrid cloud environment. And then we've also moved into the identity protection space. And essentially what we're doing there is the same thing we've been doing to protect workloads coming from desktops and laptops across the country and around the world and moved to a model where we're also in a zero trust principles way looking for threat activity coming in through identities, through people logging into these systems and doing the same real-time continuous monitoring and taking proactive action to protect organizations where we see malicious activity. >> Terrific, well, in light of COVID-19, we saw a big spike in ransomware and I'd love to hear specifically from Tina why do we need trusted partners rather than software vendors in this fight? >> You know, it's so important to get out in front of all of the adversaries and most recently that we've seen huge growth in the e-crime actors that are taking advantage of the tools that are unfortunately in the market today, sometimes even free that allow them to hold organizations hostage. And the reason that's so important to partner with organizations and companies like CrowdStrike, is that we've been thinking ahead and we are designed in a way to stop an individual, a breach or adversary attack from occurring but we've been watching how their adversary works and now we can see their activity very early on before they have a chance to gain a foothold in an organization's server or laptop or even a phone or a tablet. And really what we're doing is we're providing protection so that it doesn't even need to move to an analyst to do further review. We just stop it right at the gate before it causes harm. And the reason that this is so important probably is obvious, but we're about making sure that the organizations like the State of Arizona can continue on their business and without these kinds of disruptions. So we haven't designed against one particular adversary but we really designed an approach that works across them all because we've been watching so closely how they move through environments for years. And we use the power of artificial intelligence delivered from the cloud to protect against all things including ransomware. >> Right it's really an evolving process. You constantly have to be vigilant for the next threat. Now I'd love to hear how you see things change with your tech partners and providers at the moment. >> So from a CrowdStrike perspective, we aim to be absolutely the best in class for the products and services that we provide whether that's your products that you can purchase like our endpoint solutions or whether that's services like our 24/7 threat hunting teams or Falcon Complete Teams that basically serve as an extension of an organization's team. But it's absolutely critical that we move this direction and not try to be the best at everything and instead partner. So we have extensive partnerships with Zscaler and Proofpoint and so many others, Okta. I mean the list goes on and on with now hundreds. And we also have a CrowdStrike store. So once you're a customer we've reduced the friction to taking on and trying out new modules, either from us or new options that maybe you haven't considered before from our trusted partners, much like the AWS marketplace we've got the CrowdStrike store and it's a growing set of partnerships where we build those integrations. So, my prior life I was the CISO for Arizona State University most recently. And we spend an awful lot of time integrating these solutions in a CrowdStrike. We're about building those integrations so that the teams within the organizations that can get on to doing innovative things within their space, rather than having to spend all their time tying these technologies together. >> Yeah now shifting to Jennifer late last year we learned that suspected Russian hackers broke into the US government agencies including a county in Arizona. So what measures has the State of Arizona put in place now to ensure that something like that won't happen again or that at least the state is very vigilant and ready to protect citizens and the government against these threats? >> We're definitely partnering with products like or vendors like CrowdStrike. That's what we, we're looking to extend those partnerships. And not only that we're developing our information sharing program across state, local and territorial governments. So we're looking to partner with the cities, the counties. Cybersecurity is a team sport. Cybersecurity is, it takes everyone. It takes the whole state working together. And that's one of the things that we've been trying to build. So working in conjunction with the state fusion center, the Arizona Counter Terrorism Information Center, we've been working to do more indicators of compromise sharing, any intelligence that we've been gathering from these counties that maybe did have an incident or a breach. We want to make sure that the information is disseminated to everyone so that we can be stronger and protect against it. Additionally, we we're always looking for grants that we can extend so that we're able to extend our products that we use to some of the smaller cities and towns and counties so that they can leverage some of the same technologies like CrowdStrike in their environments at a fraction of the cost or paid for by a grant. >> Terrific, well, Tina how does your experience as a CrowdStrike customer now come into play in your current role? >> Well, how's it come into play? Well, I think that it makes it really easy for me to be a liaison internally and help internal teams understand what it's like to sit as a CISO or as a CIO or deputy CIO. And to understand the kinds of challenges that these teams are (indistinct) these leaders of these teams are facing as they're moving forward with their innovation agenda while making sure to make sure that they're gaining those operational efficiencies that are so important today and wowing their customers all the while, right? So I think really what I bring to it is that level of experience to make sure that the voices of our customers are heard internally and that we continue to build products and services that make sense for the needs of our customers additional capabilities. Like we just released Falcon X Recon is an example of one of our newer capabilities where we're basically looking at their deep and dark web activity and bringing that together in the single platform, single event console that we've leveraged for years now. And in highlighting that activity many, in many cases, pre breach. So before you'd ever see it hit your, in your organization's operational environment, we would detect it through that service. So, I think it's those, all those things combined. >> Terrific well, CrowdStrike won a number of key accolades this year, and I was curious, Tina what you attribute to this huge success. >> Well, I have to tell you that I've been in the security space for far too long. And what I can say is that until CrowdStrike came along, there wasn't a solution, a security solution that we could get software running on an end point that wasn't just frustrating across the board. There were conflicts with other software running or the software would work great for one platform but it wouldn't work for the other. So we really have this new approach. And I think that that's what's made us, in fact I'm sure it's certainly what made me a wildly happy customer is that staff, faculty, employees, if we hadn't told them the software was being rolled out, they wouldn't have even noticed. You know it doesn't impact the machines and it's really provided this amazing experience and bringing all that with 150 different adversary groups that we track and we take that on for the customers and just bring visibility for the immediate things they need to take action on. I think those are all of the things that got us to this point in building out this platform is going to be really amazing to see in the years to come as we expand across other areas within the security space, either developing our own or really driving partnerships to make it easier for our customers. >> Yeah, terrific. Well, I pulled up the stat here for us to examine because I think it's really important for our viewers to understand just how important cybersecurity is and how it's going to be even more important for customers and for the private citizens and public citizens. According to Cybersecurity Ventures, cyber crime costs will grow by 15% per year reaching 10.5 trillion by 2025. That's just in about four years. And not only that, cyber crime will become the third largest economy in the world after the United States and China. So, I mean, it's really terrific that you're stepping up. You know just if you could both, perhaps Jennifer can go first and then Tina, what are the key lessons that you have for even the federal government to take a more proactive stance against these threats? >> Well, I think it's clear that this is a very lucrative venture, business venture. It's treated like a business venture by these criminal actors and they have a formula and it works. So I don't see that it's going to be changing anytime soon. And it's also not something that is highly sophisticated, highly technical. It's very easy. It's very much phishing, you know, users clicking on emails and vulnerabilities and environments. It's really a very easy formula that they continue to repeat. So I think until the federal government has more ways to recoup some of these ransomware payments, or we're able to stop some of these ransomware as a service products from being used, I think it's going to continue. So we're defenders so we need to make sure that we're ready for anything that comes and using products that keep us safe is really the best way and training our users. >> Terrific and Tina? >> Thank you. So we are so passionate about making sure that our customers can sleep better at night. When it comes down to tips it really comes back to the basics in many regards but the basics are sometimes really hard to do. So they sound simple, but they aren't so easy to do. And it's basics like making sure your systems are patched. Every organization has just a growing number of devices and pieces of software and infrastructure and all of those things need to be patched nearly immediately to stay out in front of today's adversaries. And Jen's right, Some are sophisticated, some are not but the reality is if we leave those windows open, we will have adversaries, oh, you know walk into our house if you will. So the basics like that also making sure that you have great backups, right? So if you do run into an instance of a ransomware where your systems are locked that you have the ability to recover quickly, being proactive and making sure that you have the partnership arrangement ahead of time is a third really important thing to do. Many organizations now have IRR retainers that they, incident response retainers that you can use proactively in years where you don't find yourself on your heels in a reactive situation but then it's there when you need it. Sometimes it's hard to find great services when there are the flood of ransomware attacks like we've seen in recent months. And then lastly, and I should have started with this 'cause it's the most important part, train your people. It's so important to make sure that security is just a culture, a part of the culture, just like you lock your car and you lock your house. Making sure that you're thinking about those things that will help keep you safe and your organization safe. >> Really excellent points. Thank you both so much for your insights. That was Tina Thorstenson executive public sector strategist at CrowdStrike, as well as Jennifer Dvorak, information security architect for the State of Arizona. Again, really appreciate your insights. This was a fantastic conversation with you. And that's all for the 2021 AWS Global Public Sector Partner Awards or in this session of that. I'm your host Natalie Erlich and see you very soon. (bright music)

>>Mhm Welcome to the cubes coverage of HP discover 2021. I'm your host lisa martin. I've got a couple of guests with me here from emphasis. Alumni Yuma lacks empathy. Is back. Senior vice president and regional head of EMEA emphasis Yuma. It's great to see you welcome back to the program. >>Yeah. Hi Liza. It's great to be back for discover 2021. It's been a great opportunity to meet with health, a lot of our stakeholders and HP. >>Excellent. We're gonna dig into that. And so do Cutie is here as well. The Cto Cloud Advisory, VP hybrid cloud engineering platforms and automation at emphasis. Sergey Welcome to the program. >>Thank you lisa. It's a pleasure to be in the program is my first time but I really enjoy it. Well, >>Welcome. Welcome. So the next 15 minutes or so we're gonna unpack a survey that was just done as we know cloud has catalyzed a lot in the last year. One of those being cloud adoption. Talk to us about some of the things that you've seen as more and more enterprises are moving workloads to cloud. How is a hybrid cloud enabling businesses to grow, enabling them to actually have a competitive edge? >>Uh lisa if you uh if you look at the pre covid scenario and what there are many, many clients which actually made a significant move into cloud, but there were many few, a few of the companies who didn't really take a mature uh cloud adoption. But those companies which actually did the adoption, we see that have taken a big step with the help of the when the covid hit them because they were able to be very resilient. But at the same time they were able to the cloud adoption really help them to improve their business profits. Uh When we did this cloud radar survey across all the geography is we didn't get across the U. S. The latin, the issue pacific the EMEA markets. And when we looked at uh what our clients and enterprises were able to recover and get all of this whole cloud adoption. We've we've got a number of 414 billions of profits that the enterprises can make by using this cloud adoption. And that's what we saw in this survey that we did with our clients. >>Yeah, that's huge enterprises. The survey found can add up to you said 414 billion and that new profits annually through effective cloud adoption and sticking with you for a second. What does emphasis described as effective cloud adoption? >>When we look at cloud adoption, we have enterprises who started shifting workloads which are very comfortable for them. And then uh then they started to take the more mature understanding of moving workloads which were very critical to the business. So when we look at effective, it is a combination of both the ones that were very easy to go to the cloud, the ones that made business is able to bring in new applications and new go to markets uh to their segments to their clients. But then it is also about taking some of those legacy world clothes and making a choice the right choice to take it by transforming those applications and environments uh, into the cloud direction. And that's what we call us effective. It's just not the easy ones but also those complex and legacy rebuild ones that that effectively goes on to transform itself into a new way for the for their clients and for the experience of the users. >>It's a big changes coming, big opportunities. So as we see, we've talked about this for many times, more and more companies moving to multi cloud arrangements for a variety of reasons, what have been some of the things that emphasis has experienced and what are some of your viewpoints on a multi cloud? >>Thank you, lisa. So, um, if you look around >>right, you know, hybrid >>cloud has been the new normal. Right? And um, and if you look at it, private cloud is becoming an essential component for hosting applications. You know, uh you know, when you look at it, it's more about applications which have low latency requirements, it has regulatory requirements or it has a static demand of infrastructure. Now, what emphasis has done in this space is is that, you know, we have um we have developed a framework which we call it as a right cloud solution framework >>and this is >>focused on implementing a hybrid, multi cloud leveraging and in house developed tools and frameworks as well as platforms along with our strategic partner ecosystem, >>that is our biggest contribution >>onto the hybrid multi cloud world. Now, the foundation of our framework is emphasis public cloud platform. It's a unified multi cloud management platform. It can provision, it can orchestrate, it can also manage the cloud deployment across multiple of the environment. It can be a private, it can be public or it can be on the edge. >>Now, apart from all of these >>things, it also offers features and functionalities very similar to the hyper scholars and either it can be in terms of the user experience or it can be in a commercial model or a technology stack or it can be reports or it can be persona based user experience and integration with multiple systems. It brings all of these functionalities >>seamlessly >>across the >>multiple hybrid >>ecosystem protect. That's the biggest contribution from emphasis in this space. >>Got it. Okay. As we see the just clear growth of multi cloud in every industry. Talk to us about what the cloud radar survey uncovered with respective you've mentioned that big number, the correlation between cloud transformation and profitable growth for enterprises across any industry. >>So I did mention about it uh Liza in in the previous question as well. Then we looked at when we look at enterprises trying to take the cloud adoption. The big benefits for the enterprises do happen when they crossed that uh layer of moving a significant part of their existing legacy in a very transformed new world. And that brings in the new way of working for their customers, for their end users and internally as well for their various stakeholders. And that I think is creating a cost structure for them, which is very, very optimal from where they were. But at the same time, it is enabling their ecosystem of of users and customers to come and operate in a very seamless fashion. And that is the biggest advantage of uh boosting profits for them at the same time, cutting costs within the, within the internal stakeholders. So at one stage you're optimizing your cost at another stage, you're bringing in a easiness for your clients to operate on, which is actually creating that enlarged profit boost. >>We're sticking with you for a second. If we unpack that growth, that business profit growth opportunity that the survey uncovered, Are we talking about things like faster time to market, increasing scale? What are some of the things underneath that hood? >>So, if you if you look at uh traditionally cloud was considered uh the enabler for quick, faster time to market. But now cloud has become the central theme for resilience. If you look at the covid pandemic, uh, those, those enterprises which were already cloud enabled, we're able to resiliently and sustain their business and grow their businesses. So as economy started opening up, if I can talk about an automotive client who is today enriching businesses out of china because they have the first economy that has opened up after the pandemic. So you see a lot of enablement for those enterprises which have already taken the cloud journey. And if you look at Today enterprises are in somewhere around 17-18% of of cloud adopt mint and if they can take that to the 40%, that's when they will see that kind of boosted profits. And we can clearly see about $400 plus billion dollars of profits that enterprises can make. >>All right, so let's talk to you for a second. If we look at some of the survey results, the acceleration that is expected to be seen by in the next year of enterprises moving so many more workloads to cloud. You talked about hybrid cloud. Talk to me about how the experience of working with HP in creating joint solution suites is going to help the customers facilitate and drive that transformation. >>Thank you lisa. So if you look at H P E, H P E comes with a fine set of technology and commercial constructs, you know, that complements our right cloud framework >>and they offer >>the solutions. The whole sort of a lot of solutions offer private cloud as a service which is a major component of our right club framework. >>Either it is a >>continuous service with HP is as ephemeral data platform on HP hardware, or >>Vida as a >>service based on a compose Herbal and Converse infrastructure or H P. S cloud built on >>HPC cloud, build on Cray systems >>and all of them commercially supported with an H. P. S. Green leg offering makes it very attractive for our customers. Now, these integrations have helped us in providing a >>very similar >>metering and billing along with the chargeback solutions, very much in line with what is being provided by Hyper scholars. Apart from this, we >>also work very closely with >>H P E >>to create a >>very compelling sourcing strategy for driving hybrid, cloud driven digital transformation while taking cost out and protecting the existing investments through various financial models for our customers, helping them in terms of transforming their digital estate in the, in the new cloud world. >>And um, I want to get your perspective as well, the HP emphasis partnership talk to me about that being a win win for your clients in every industry. >>So actually uh Liza is a great question and this probably is my third uh cube interview and I've told this previously as well in my previous interviews as well. The relationship between emphasis and hedge P. Is very very strategy and it's it's very very top down driven. And today we've seen very high transformative opportunities that two organizations have come together and we won't call it win win but we call it a win win win which is essentially win for HP win for emphasis but even for the clients as well. So if you look at some of the engagements that we have jointly done, everything has been transformative. I can talk about uh energy client where we've done a huge which will V. D. I. Uh engagement with them where we have been able to take them very uh seamlessly when the covid pandemic hit them so that there are significant part of their right to users but be able to operate from their residences. Uh I can talk about a great story about how we had enabled Green Lake for a wind energy company. Uh and how that Green Lake capability help the customer to migrate the application seamlessly uh to a hybrid cloud. And there are so many examples of similar scale and size when we look at clients in the manufacturing space and the automobile sector where we've really done work very closely with PHP across all regions and all geography is uh to make this what I would call when when very partnership. >>I like that when when when who wouldn't want that one more question for you. Talk to me about the next, as we talked about some of those survey results and I think folks can find that survey, the cloud radar survey on the emphasis dot com website. I found it on the homepage there. But looking at how much Transformation is expected in the next 12 months or so, what are some of the things that we can expect from emphasis on H. P. E. to help drive and catalyze that growth that you expect to see in the next 12 months? >>Yeah. And I was talking to you before this interview and you said that yes, we gotta look at this. And I was feeling very happy that you have the opportunity to look at the side. And you said that look there's an opportunity to also make to continuously provide feedback. And we're very happy for clients to come in and look at it and do provide us the feedback. This is a constant learning for us. We have a big learning company Uh and when it comes to uh the next 12 months of agenda, I think the pipeline is very robust for both us and the hp. In terms of the way we want to take proactive transformational opportunities to the to our clients create a value differentiation on the hybrid cloud for them. And uh clearly uh this this survey clearly came back to reflect back to us that our strategy that we've done together as partners is the right strategy because there is a significant headroom for growth uh in the cloud space for both emphasis and H. B. >>Excellent. Well gentlemen, thank you for joining me today, talking to me about what emphasis and HP are doing together, unpacking some of the significant insights that the cloud radar survey has uncovered. We appreciate your time. >>Thank you lisa. Thank you. Thank you for giving us this >>opportunity. Absolutely. For election. Saw ju I'm lisa martin. You're watching the cubes coverage of HP discover 2021. Yeah. Mhm. Yeah.

>>Welcome to the cubes coverage of HP discover 2021. I'm your host lisa martin. I've got a couple of guests with me here from emphasis. Alumni Yuma lacks empathy. Is back. Senior vice president and regional head of EMEA emphasis Yuma. It's great to see you welcome back to the program. >>Yeah. Hi Liza. It's great to be back for discover 2021. It's been a great opportunity to meet with a lot of our stakeholders and hp. >>Excellent. We're gonna dig into that. And so do Cutie is here as well. The CTO Cloud Advisory, VP hybrid cloud engineering platforms and automation at emphasis Sergey Welcome to the program. >>Thank you lisa. It's a pleasure to be in the program is my first time but I really enjoy it. Well >>Welcome. Welcome. So the next 15 minutes or so we're gonna unpack a survey that was just done as we know cloud has catalyzed a lot in the last year. One of those being cloud adoption. Talk to us about some of the things that you've seen as more and more enterprises are moving workloads to cloud. How is a hybrid cloud enabling businesses to grow, enabling them to actually have a competitive edge? >>Uh lisa if you uh if you look at the pre covid scenario and what there are many, many clients which actually made a significant move into cloud, but there were many few, a few of the companies who didn't really take a mature uh cloud adoption. But those companies which actually did the adoption, we see that have taken a big step with the help of the when the covid hit them because they were able to be very resilient, but at the same time they were able to the cloud adoption really help them to improve their business profits. Uh When we did this cloud reader survey across all the geography is we didn't get across the U. S. The latin, the issue pacific the email markets. And when we looked at uh what our clients and enterprises were able to recover and get all of this whole cloud adoption. We've got a number of 414 billions of profits that the enterprises can make by using this cloud adoption. And that's what we saw in this survey that we did with our clients. >>Yeah, that's huge. Enterprises the survey found can add up to you said 414 billion and that new profits annually through effective cloud adoption and sticking with you for a second. What does emphasis described as effective cloud adoption? >>When we look at cloud adoption, we have enterprises who started shifting workloads which are very comfortable for them. And then uh then they started to take the more mature understanding of moving workloads which were very critical to the business. So when we look at effective, it is a combination of both the ones that were very easy to go to the cloud, the ones that made business is able to bring in new applications and new, go to markets uh, to their segments to their clients. But then it is also about taking some of those legacy world clothes and making a choice the right choice to take it by transforming those applications and environments uh, into the cloud direction. And that's what we call as effective. It's just not the easy ones, but also those complex and legacy rebuild ones that that effectively goes on to transform itself into a new way for the for their clients and for the experience of the users. >>It's a big changes coming, big opportunities. We see, we've talked about this for many times more and more companies moving to multi cloud arrangements for a variety of reasons. What have been some of the things that emphasis has experienced and what are some of your viewpoints on a multi cloud? >>Thank you, lisa. So, um, if you look around right, you know, hybrid cloud has been the new normal. Right? And um and if you look at it, private cloud is becoming an essential component for hosting applications. You know, uh you know, when you look at it, it's more about applications which have low latency requirements, you know, it has regulatory requirements or it has a static demand of infrastructure. Now, what emphasis has done in this space is is that, you know, we have um we have developed a framework which we call it as a right loud solution framework and this is focused on implementing a hybrid multi cloud leveraging an in house developed tools and frameworks as well as platforms along with our strategic Puerto rico system, that is our biggest contribution onto the hybrid multi cloud world. Now, the foundation of our framework is emphasis Polly cloud platform. It's a unified multi cloud management platform. It can provision, it can orchestrate, it can also manage the cloud deployment across multiple of the environment. It can be a private, it can be public or it can be on the edge. Now, apart from all of these things, it also offers features and functionality is very similar to the hyper scholars and either it can be in terms of the user experience or it can be in a commercial model or a technology stack or it can be reports or it can be persona based user experience and integration with multiple systems. It brings all of these functionalities seamlessly across the multiple hybrid ecosystem. That's the biggest contribution from emphasis in this space. >>Got it. Okay. As we see the just clear growth of multi cloud in every industry. Talk to us about what the cloud radar survey uncovered with respective you mentioned that big number, the correlation between cloud transformation and profitable growth for enterprises across any industry. >>So I did mention about it uh lisa in in the previous question as well. When we looked at when we look at enterprises trying to take the cloud adoption, the big benefits for the enterprises do happen when they crossed that uh layer of moving a significant part of their existing legacy in a very transformed new world. And that brings in the new way of working for their customers for their end users and internally as well for their various stakeholders. And that I think is creating a cost structure for them, which is very, very optimal from where they were. But at the same time, it is enabling their ecosystem of of users and customers to come and operate in a very seamless fashion. And that is the biggest advantage of uh boosting profits for them at the same time, cutting costs within the, within the internal stakeholders. So at one stage you're optimizing your cost at another stage, you're bringing in the easiness for your clients to operate on, which is actually creating that enlarged profit boost. >>I'm sticking with you for a second. If we unpack that growth, that business profit growth opportunity that you the survey uncovered, Are we talking about things like faster time to market, increasing scale? What are some of the things underneath that hood? >>So, if you if you look at uh traditionally cloud was considered uh the enabler for quick, faster time to market. But now cloud has become the central theme for resilience. If you look at the covid pandemic, uh, those, those enterprises which were already cloud enabled, we're able to resiliently and sustain their business and grow their businesses. So as economy started opening up, if I can talk about an automotive client who is today enriching businesses out of china because they have the first economy that has opened up after the pandemic. So you see a lot of enablement for those enterprises which have already taken the cloud journey. And if you look at Today, enterprises are in somewhere around 17-18% of of cloud adopt mint and if they can take that to the 40%, that's when they will see that kind of boosted profits. And we can clearly see about $400 plus billion dollars of profits that enterprises can make. >>All right, so let's talk to you for a second. If we look at some of the survey results, the acceleration that is expected to be seen by in the next year of enterprises moving so many more workloads to cloud. You talked about hybrid cloud. Talk to me about how the experience of working with HP in creating joint solution suites is going to help the customers facilitate and drive that transformation. >>Thank you lisa. So if you look at H P E, H P E comes with a fine set of technology and commercial constructs, you know, that complements our right cloud framework and they offer the solutions. The whole sort of a lot of solutions offer private cloud as a service which is a major component of our right club framework. Either it is a continuous service with HP is is immoral data platform on HP hardware or video as a service based on a compose Herbal and Converse infrastructure or H. P. S cloud built on HPC cloud, build on Cray systems and all of them commercially supported with an H. P. S. Green leg offering makes it very attractive for our customers. Now, these integrations have helped us in providing a very similar metering and billing along with the chargeback solutions, very much in line with what is being provided by Hyper scholars. Apart from this, we also work very closely with H. P. E to create a very compelling sourcing strategy for driving hybrid cloud driven digital transformation while taking cost out and protecting the existing investments through various financial models for our customers, helping them in terms of transforming their digital estate in the, in the new cloud world. >>And um, I want to get your perspective as well. The HP emphasis partnership talk to me about that being a win win for your clients in every industry. >>So actually uh Visa is a great question and this probably is my third uh cube interview and I've told this previously as well in my previous interviews as well, the relationship between emphasis and hedge P is very very strategy and it's it's very very top down driven. And today we've seen very high transformative opportunities that two organizations have come together and we won't call it win win, but we call it a win win win, which is essentially win for HPV win for emphasis, but even for the clients as well. So if you look at some of the engagements that we have jointly done, everything has been transformative. I can talk about uh energy client where we've done a huge which will be D I uh engagement with them, where we have been able to take them very uh seamlessly when the covid pandemic hit them so that there are significant part of their right to users but be able to operate from their residences. I can talk about a great story about how we had enabled Green Lake for a wind energy company. Uh and how that Green Lake capability help the customer to migrate the application seamlessly uh to a hybrid cloud. And there are so many examples of similar scale and size when we look at clients in the manufacturing space and the automobile sector, where we've really done work very closely with HP across all regions and all geography is uh to make this what I would call a win win win partnership. >>I like that when when when who wouldn't want that. One more question for you talk to me about the next, as we talked about some of those survey results and I think folks can find that survey the cloud radar survey on the emphasis dot com website. I found it on the homepage there. But looking at how much Transformation is expected in the next 12 months or so, what are some of the things that we can expect from emphasis on H. P. E. to help drive and catalyze that growth that you expect to see in the next 12 months? >>Yeah. And I was talking to you before this interview and you said that yes, we gotta look at this. And I was feeling very happy that you have the opportunity to look at the side. And you said that look there's an opportunity to also make to continuously provide feedback. And we're very happy for clients to come in and look at it and do provide us the feedback. This is a constant learning for us. We have a big learning company Uh and when it comes to uh the next 12 months of agenda, I think the pipeline is very robust for both us and the hp. In terms of the way we want to take proactive transformational opportunities to the to our clients create a value differentiation on the hybrid cloud for them. And uh clearly uh this this survey clearly came back to reflect back to us that our strategy that we've done together as partners is the right strategy because there is a significant headroom for growth uh in the cloud space uh for both emphasis and H. B. >>Excellent. Well gentlemen, thank you for joining me today, talking to me about what emphasis and HP are doing together, unpacking some of the significant insights that the cloud radar survey has uncovered. We appreciate your time. >>Thank you lisa. Thank you. Thank you for giving us this opportunity. >>Absolutely. For election Soju. I'm lisa martin. You're watching the cubes coverage of HP discover 2021. Yeah, yeah.

(upbeat music) >> Welcome to theCUBE's coverage of HPE Discover 2021. I'm your host, Lisa Martin. I've got a couple of guests with me here from Infosys. Alumni Uma Lakshmipathy is back, Senior Vice President and Regional Head of EMEA at Infosys. Uma, it's great to see you welcome back to the program. >> Yeah. Hi Lisa. It's great to be back for Discover 2021. It's been a great opportunity to meet with a lot of stakeholders in HPE. >> Excellent. We're going to dig into that. And Saju Sankarankutty is here as well. The CTO, Cloud Advisory, VP-Hybrid Cloud Engineering, Platforms and Automation at Infosys. Saju, welcome to the program. >> Thank you, Lisa. It's a pleasure to be in the program. It is my first time, but I really enjoyed it as well. >> Well, welcome, welcome. So the next 15 minutes or so, we're going to unpack a survey that was just done. As we know, cloud has catalyzed a lot in the last year. One of those being cloud adoption. Talk to us about some of the things that you've seen as more and more enterprises are moving workloads to cloud. How is the hybrid cloud enabling businesses to grow, enabling them to actually have a competitive edge? >> Lisa, if you look at the pre-COVID scenario, there are many, many clients which actually made a significant move into cloud, but there were many few of the companies who didn't really take a mature cloud adoption. But those companies which actually did the adoption, we see that have taken a big step with the help of the, when the COVID hit them because they were able to be very resilient, but at the same time, they were able to, the cloud adoption really helped them to improve their business profits. When we did this cloud radar survey across all the geographies, we did it across the US, the Latin, the Asia Pacific, the EMEA markets, and when we looked at what our clients and enterprises were able to recover and get all of this whole cloud adoption, we got a number of 414 billions of profits that the enterprises can make by using this cloud adoption. And that's what we saw in this survey that we did with our clients. >> Yeah, that's huge enterprises. The survey found can add up to, you said 414 billion and net new profits annually through effective cloud adoption. Uma, sticking with you for a second, what does Infosys describe as effective cloud adoption? >> When we look at cloud adoption, we have enterprises who started shifting workloads, which are very comfortable for them. And then they started to take the more mature understanding of moving workloads, which are very critical to the business. So when we look at effective, it is a combination of both. The ones that were very easy to go to the cloud. The ones that made businesses able to bring in new applications, the new go-to markets to their segments, to their clients. But then, it is also about taking some of those legacy workloads and making a choice, the right choice to take it by transforming those applications and environments into the cloud adoption. And that's what we call as effective. It's just not the easy ones, but also those are complex and legacy riddled ones that effectively goes on to transform itself into a new way for their clients and for the experience of the users. >> So big changes coming big opportunities. Saju, we see we've talked about this for many times, more and more companies moving to multicloud arrangements for a variety of reasons. What have been some of the things that Infosys has experienced and what are some of your viewpoints on a multicloud? >> Thank you, Lisa. So if you look around, hybrid cloud has been the new normal and if you look at it, private cloud is becoming an essential component for hosting applications. When you look at it, it's more about applications which have low latency requirements, it has regulatory requirements, or it has a static demand of infrastructure. Now, what Infosys has done in this spaces is that we have developed a framework which we call it as a right cloud solution framework. And this is focused on implementing a hybrid multicloud leveraging and in-house developed tools and frameworks as well as platforms along with those strategic partner ecosystem. That is our biggest contribution onto the hybrid multicloud world. Now, the foundation of our framework is Infosys polycloud platform. It's a unified multicloud management platform. It can provision, it can orchestrate, it can also manage the cloud deployment across multiple of the environments. It can be a private, it can be a public, or it can be on the edge. Now, apart from all of these things, it also offers features and functionalities very similar to the hyperscalers. And either it can be in terms of the user experience or it can be in a commercial model or a technology stack or it can be reports or it can be persona based user experience and integration with multiple systems, it brings all of these functionalities seamlessly across the multiple hybrid ecosystem. That's the biggest contribution from Infosys in this space. >> Got it. Okay. Uma, as we see the, just clear growth of multicloud in every industry, talk to us about what the cloud radar survey uncovered with prospective? You've mentioned that big number, the correlation between cloud transformation and profitable growth for enterprises across any industry. >> So I did mention about that Lisa in the previous question as well. When we look at enterprises trying to take the cloud adoption, the big benefits for the enterprises do happen when they cross that layer of moving a significant part of their existing legacy in a very transformed new world. And that brings in the new way of working for the customers, for their end users and internally as well for the various stakeholders. And that I think is creating a cost structure for them, which is very, very optimal from where they were. But at the same time, it is enabling their ecosystem of users and customers to come and operate in a very seamless fashion. And that is the biggest advantage of boosting profits for them at the same time cutting costs within the internal stakeholders. So at one stage, you're optimizing your cost. At the other stage, you're bringing in an easiness for your clients to operate on, which is actually creating that enlarged profit boost. >> Uma, sticking with you for a second. If we unpack that growth, that business profit growth opportunity that the survey uncovered, are we talking about things like faster time to market, increasing scale? What are some of the things underneath that hood? >> So if you look at traditionally, cloud was considered the enabler for quick faster time to market, but now a cloud has become the central theme for resilience. If you look at the COVID pandemic, those enterprises which were already cloud enabled were able to resiliently and sustain their business and grow their businesses. So as the economy started opening up, if I can talk about an automotive client who is today enriching businesses out of China because they have the first economy that has opened up after the pandemic. So you see a lot of enablement for those enterprises which have already taken the cloud journey. And if you look at today, enterprises are in somewhere around 17 to 18% of cloud adoption. And if they can take that to the 40%, that's when they will see that kind of boosted profits and we can clearly see about 400 plus billion dollars of profits that enterprises can make. >> All right. Saju, let's talk to you for a second. If we look at some of the survey results, the acceleration that is expected to be seen by in the next year of enterprises moving so many more workloads to cloud. You talked about hybrid cloud, talk to me about how the experience of working with HPE and creating joint solution suites is going to help the customers facilitate and drive that transformation. >> Thank you, Lisa. So if you look at HPE, HPE comes with a fine set of technology and commercial constructs that complements our right cloud framework and they offer the solution, the whole sort of lot of solutions offer private cloud as a service, which is a major component of our right cloud framework. Either it is a container as a service with HPE's ezmeral data platform on HP hardware or VDA as a service based on a composable and conversed infrastructure or HPC cloud build on great systems and all of them commercially supported with an HPE GreenLake offering makes it very attractive for our customers. Now, these integrations have helped us in providing a very seamless metering and billing along with the chargeback solutions very much in line with what is being provided by hyperscalers. Apart from this, we also work very closely with HPE to create a very compelling sourcing strategy for driving hybrid cloud driven digital transformation while taking costs out and protecting the existing investments through various financial models for our customers helping them in terms of transforming their digital estate in the new cloud world. >> And Uma, I want to get your perspective as well, the HPE Infosys partnership. Talk to me about that being a win-win for your clients in every industry. >> So actually Lisa, it's a great question. And this probably is my third CUBE interview. And I've told this previously as well in my previous interviews as well. The relationship between Infosys and HPE is very, very strategic And it's very, very top down driven. And today, we've seen very high transformative opportunities that two organizations have come together and we won't call it win-win, but we call it win-win-win, which is essentially a win for HPE, win for Infosys, but even for the clients as well. So if you look at some of the engagements that we've jointly done, everything has been transformative. I can talk about energy client where we've done a huge virtual VDI engagement with them where we have been able to dig them very seamlessly when the COVID pandemic hit them. So then they're a significant part of their IT users, but being able to operate from their residences. I can talk about a great story about how we had enabled GreenLake for a wind energy company and how that GreenLake capability helped the customer to migrate the application seamlessly to a hybrid cloud. And there are so many examples of similar scale and size when we look at clients in the manufacturing space and the automobile sector where we really done a work very closely with HPE across all regions and all geographies to make this what I would call a win-win-win partnership. >> I like that, win-win-win. Who wouldn't want that? One more question, Uma for you. Talk to me about the next, as we talked about some of those survey results and I think folks can find that survey, the cloud radar survey on the infosys.com website. I found it on the homepage there. But looking at how much transformation is expected in the next 12 months or so, what are some of the things that we can expect from Infosys and HPE to help drive and catalyze that growth that you expect to see in the next 12 months? >> Yeah. And I was talking to you before this interview and you said that yes, we are to look at this. And I was feeling very happy that you had the opportunity to look at the site. And you said that, look, there's an opportunity to also make, to continuously provide feedback and we're very happy for clients to come in and look at it and do provide us the feedback. This is a constant learning for us. We are a big learning company. And when it comes to the next 12 months of agenda, I think the pipeline is very robust for both us and the HPE in terms of the way we want to take proactive transformational opportunities to our clients. Create a value differentiation on the hybrid cloud for them and clearly, this survey clearly came back to reflect back to us that our strategy that we've done together as partners is the right strategy because there is a significant headroom for growth in the cloud space for both Infosys and HPE. >> Excellent. Well, gentlemen, thank you for joining me today talking to me about what Infosys and HPE are doing together, unpacking some of the significant insights that the cloud radar survey has uncovered. We appreciate your time. >> Thank you, Lisa. Thank you. Thank you for giving us this opportunity. >> Absolutely. For Uma and Saju >> Thank you, Lisa. I'm Lisa Martin, you're watching theCUBEs coverage of HPE Discover 2021. (bright music)

>> 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 with theCUBE. We're in our Palo Alto Studios on this kind of continuing leadership series that we've put together. Reaching out to the community for tips and tricks on kind of getting through what is, this kind of ongoing COVID crisis and situation as it continues to go weeks and weeks and weeks. And I'm really excited to have one of my favorite members of our community, is Nick Mehta, the CEO of Gainsight. Had the real pleasure of interviewing him a couple times and had to get him on. So Nick, thanks for taking some time out of your very busy day to join us. >> Jeff, honored to be here, thank you. >> Pleasure, so let's just jump into it. One of the reasons I wanted to get you on, is that Gainsight has been a distributed company from the beginning, and so I think the COVID, suddenly everyone got this work from home order, there was no prep, there was no planning, it's like this light switch digital transformation moment. So love to hear from someone who's been doing it for awhile. What are some of the lessons? How should people think about running a distributed company? >> Yeah, it's really interesting, Jeff, 'cause we are just by happenstance, from the beginning, distributed where we have, our first two offices were St. Louis and Hyderabad, India. So two places you cannot get there through one flight. So, you have to figure out how to collaborate asynchronously and then over time, we have offices in the Bay Area. We have tons of people that work from home. And so we try to tell people we don't have a headquarters. The headquarters is wherever you are, wherever you live and wherever you want to work. And so we've always been super flexible about come in to the office if you want, don't come in, et cetera. So different than some companies in that respect. And because of that, pre-COVID, we always a very heavy video culture, lots of video conferencing. Even if some people were in an office, there's always somebody else dialing in. One benefit we got from that is you never had to miss your kids' stuff or your family things. I would go to my daughter's performance in the middle of the day and know I can just dial into a call on the way there. And so we always had that. But what's amazing is now we're all on a level playing field, there's nobody in our office. And I got to say, this is, in some ways, even better 'cause I feel like when you're the person dialed in, and a lot of people are in a room, you probably had that experience, and it feels like you're kind of not on the same playing field, right? Hard to hear the jokes or the comments and you might not feel like you're totally in crowd, so to speak, right? But now everyone's just at their computer, sitting there in a chair all day doing these Zooms and it does feel like it's equalizing a little bit. And what it's caused us to do is say, hey, what are ways we can all recreate that community from home? So as an example, every 7:45 a.m. every day, we have a Zoom call that's just pure joy and fun. Trivia, pets, kids. The employees' kids announce people's birthdays and the weather. And so these ways we've been able to integrate our home and our work that we never could before, it's really powerful. It's a tough situation overall, and we feel for all the people affected. But even in tough situations, there are silver linings, and we're finding 'em. >> Yeah, it's funny, we just had Darren Murph on the other day. I don't know if you know Darren. He is the head of Remote Work at GitLab, and he-- >> Oh, yeah. >> And he talked about kind of the social norms. And one of the instances that he brought up was, back in the day when you had some people in the office, some people joining via remote, that it is this kind of disharmony because they're very different situations. So one of his suggestions was have everybody join via their laptop, even if they're sitting at their desk, right? So, as you said, you get kind of this level playing field. And the other thing which dovetails off what you just said is he always wanted executives to have a forcing function to work from home for an extended period of time, so they got to understand what it's all about. And it's not only looking through a little laptop or this or that, but it's also the distractions of the kids and the dogs and whatever else is happening around the house. So it is wild how this forcing function has really driven it. And his kind of takeaway is, as we, like say, move from can we get it into cloud to cloud first? And does it work on mobile to mobile first? >> Now it's really-- >> Yeah. >> It's really remote first. And if you-- >> Remote first. >> A remote first attitude about it and kind of turn it on it's head, it's why shouldn't it be remote versus can it be remote? It really changes the conversation and the dynamic of the whole situation. >> I love that. And just, GitLab, by the way, has been a true inspiration 'cause they are the most remote, remote company. And they share so much, I love what you said. As just two examples of reacting to what you said, pre-COVID, we always wanted to keep a level playing field. So we actually moved our all-hands meetings to be instead of being broadcast from one room, and you're kind of seeing this small screen with all these people, we all just were at computers presenting. And so everyone's on a level playing field. So I thought what GitLab said is great. And then the other point, I think post-COVID we have learned is the kids and the dogs aren't distractions, they're part of our life. And so embracing those and saying, hey, I see that kid in the background, bring them onto the screen. Even during work meetings, even customer meetings, you know? And I'm seeing, I'm on a customer meeting and the customer's bringing their kids onto the screen and it's kind of breaking this artificial wall between who we are at home and who we are at work 'cause we're human beings all throughout. At Gainsight, we talk about a human first approach to business and we've never been more human as a world than we are right now. >> Love it, love it. So another, get your thoughts on, is this whole idea of measurement and productivity at home. And it's really, I have to say, disturbing to see some of the new product announcements that are coming out in terms of people basically snoopin' on people. Whether it's trackin' how many hours of Zoom calls they're on, or how often are they in the VPN, or having their camera flip on every so many minutes or something. We had Marten Mickos on, who's now the CEO of HackerOne. He was CEO at MySQL years ago before it went to Sun and he had the great line, he said, it's so easy to fake it at the office, but when you're at home and you're only output is your deliverable, it makes it a lot easier. So I wonder if you can share some of your thoughts in terms of kind of managing output, setting expectations, to get people to get their work done. And then, as you see some of these new tools for people that are just entering this thing, it's just not right (chuckles). >> Yeah, I agree with you and Marten. I'm a huge fan of Marten, as well, I totally agree with both of it. And I think there's an older approach to work, which is more like a factory. It's like you got to see how many widgets you're processing and you got to micromanage and you got to monitoring and inspecting. Look, I don't run a factory, so maybe there are places where that model makes sense. So I'm not going to speak for every leader, but I could say if you're in a world where your job is information, services, software, where the value is the people and their knowledge, managing them that way is a losing battle. I go back to, some folks probably know, this famous TED Talk by Dan Pink on basically what motivates people. And in these knowledge worker jobs, it's autonomy, mastery and purpose. So autonomy, we have the freedom to do what we want. Mastery, we feel like we're getting better at jobs. And purpose, which is I have a why behind what I do. And I think, take that time you spend on your micromanagement and your Zoom, analyzing the Zoom sessions, and spend it on inspiring your team, on the purpose. Spend it on enabling your team in terms of mastery. Spend it on taking away barriers so they have more autonomy. I think you'll get way more out of your team. >> Yeah, I agree. I think it's, as Darren said, again, he's like, well, would you trust your people if you're on the fourth floor and they're on the sixth? So just-- >> Yeah, exactly. >> If you don't trust your people, you got to bigger issue than worrying about how many hours they're on Zoom, which is not the most productive use of time. >> People waste so much time in the office, and getting to the office. And by the way, I'm not saying that it's wrong, it's fine too. But it's not like the office is just unfettered productivity all the time, that's a total myth. >> Yes, so let's shift gears a little bit and talk about events. So, obviously, the CUBE's in the event business. We've had to flip completely 'cause all the events are, well, they're all going digital for sure, and/or postponing it or canceling. So we've had to flip and do all dial-ins and there's a whole lot of stuff about asynchronous. But for you, I think it's interesting because as a distributed company, you had Gainsight Pulse as that moment to bring people together physically. You're in the same boat as everybody else, physical is not an option this year. So how are you approaching Gainsight Pulse, both because it's a switch from what you've done in the past, but you at least had the benefit of being in a distributed world? So you probably have a lot of advantages over people that have never done this before. >> Yeah, that's a really interesting, insightful observation. So just for a context, Pulse is an event we do every year to bring together the customer success community. 'Cause, as you observed, there is value in coming together. And so this is not just for our employees, this is for all the customer success people, and actually increasingly product management people out there, coming together around this common goal of driving success for your customers. And it started in 2013 with 300 people, and last year, we had 5,000 people at our event in San Francisco. We had similar events in London and Sydney. And so it's a big deal. And there's a lot of value to coming together physically. But obviously, that's not possible now, nor is it advisable. And we said, okay, how do we convert this and not lose what's special about Pulse? And leverage, like you said, Jeff, the fact that we're good at distributed stuff in general. And so we created what we call Pulse Everywhere. We didn't want to call it Pulse Virtual or something like that, Pulse Webinar, because we didn't want to set the bar as just like, oh, my virtual event, my webinar. This is something different. And we called it Everywhere, 'cause it's Pulse wherever you are. And we joke, it's in your house, it's in your backyard, it's on the peloton, it's walking the dog. You could be wherever you are and join Pulse this year, May 13th and 14th. And what's amazing is last year we had 5,000 people in person, this year we already have 13,000 people registered as of the end of April. And so we'll probably have more than three times the number of people at Pulse Everywhere. And we're really bringing that physical event concept into the virtual, literally with, instead of a puppy pit, where you're in a physical event, you'll bring puppies often, we have a puppy cam where you can see the puppies. We're not giving up on all of our silly music videos and jokes and we actually ship cameras and high-end equipment to all the speakers' houses. So they're going to have a very nice digital experience, our attendees are. It's not going to be like watching a video conference call. It's going to be like watching a TV show, one much like what you try to do here, right? And so we have this amazing experience for all of our presenters and then for the audience. And we're really trying to say how do we make it so it feels like you're in this really connected community? You just happen to not be able to shake people's hands. So it's coming up in a few weeks. It's a big experiment, but we're excited about it. >> There's so many conversations, and we jumped in right away, when this was all going down, what defines a digital event? And like you, I don't like the word virtual. There's nothing fake or virtual. To me, virtual's second to life. And kind of-- >> Yeah. >> Video game world. And like you, we did, it can't be a webinar, right? And so, if you really kind of get into the attributes of what is a webinar? It's generally a one-way communication for a significant portion of the allocated time and you kind of get your questions in and hopefully they take 'em, right? It's not a truly kind of engaged process. That said, as you said, to have the opportunity to separate creation, distribution and consumption of the content, now opens up all types of opportunity. And that's before you get into the benefits of the democratization, as you said, we're seeing that with a lot of the clients we work with. Their registration numbers are giant. >> Totally. >> Because-- >> You're not traveling to spend money, yeah. >> It'll be curious to see what the conversion is and I don't know we have a lot of data there. But, such a democratizing opportunity. And then, you have people that are trying to force, as Ben Nelson said on, you know Ben from Minerva, right? A car is not a mechanical horse, they're trying to force this new thing into this old paradigm and have people sit for, I saw one today, 24 hours, in front of their laptop. It's like a challenge. And it's like, no, no, no. Have your rally moment, have your fun stuff, have your kind of your one-to-many, but really there's so much opportunity for many-to-many. >> Many-to-many. >> Make all the content out there, yeah. >> We've created this concept in this Pulse Everywhere event called Tribes. And the idea is that when you go to an event, the goal is actually partially content, but a lot of times it's connection. And so in any given big event, there's lots of little communities out there and you want to meet people "like you". Might be people in a similar phase of their career, a similar type of company, in our case, it could be companies in certain industry. And so these Tribes in our kind of Pulse Everywhere experience, let people break out into their own tribes, and then kind of basically chat with each other throughout the event. And so it's not the exact same thing as having a drink with people, but at least a little bit more of that serendipitous conversation. >> Right, no, it's different and I think that's really the message, right? It's different, it's not the same. But there's a lot of stuff you can do that you can't do in the physical way, so quit focusing on what you can't do and embrace what you can. So that's great. And good luck on the event. Again, give the plug for it. >> Yeah, it's May 13th and 14th. If you go to gainsightpulse.com you can sign up, and it's basically anything related to driving better success for your customers, better retention, less churn, and better product experience. It's a great event to learn. >> Awesome, so I want to shift gears one more time and really talk about leadership. That's really kind of the focus of this series that we've been doing. And tough times call for great leadership. And it's really an opportunity for great leaders to show their stuff and let the rest of us learn. You have a really fantastic style. You know I'm a huge fan, we're social media buddies. But you're very personable and you're very, kind of human, I guess, is really the best word, in your communications. You've got ton of frequency, ton of variety. But really, most of it has kind of this human thread. I wonder if you can share kind of your philosophy behind social, 'cause I think a lot of leaders are afraid of it. I think they're afraid that there is reward for saying something stupid is not worth the benefit of saying okay things. And I think also a lot of leaders are afraid of showing some frailty, showing some emotion. Maybe you're a little bit scared, maybe we don't have all the answers. And yet you've really, you're not afraid at all. And I think it's really shines in the leadership activities and behaviors and things you do day in and day out. So how do you think about it? What's your strategy? >> Yeah, it's really interesting you ask, Jeff, because I'm in a group of CEOs that get together on a regular basis, and I'm going to be leading a session on social media for CEOs. And honestly, when I was putting it together, I was like, it's 2020, does that still need to exist? But somehow, there is this barrier. And I'll talk more about it, but I think the barrier isn't just about social media, it's just about how a CEO wants to present herself or himself into the world. And I think, to me, the three things to ask yourself are, first of all, why? Why do you want to be on social media? Why do you want to communicate to the outside? You should have a why. Hopefully you enjoy it, but also you're connecting from a business perspective with your customers. And for us, it's been a huge benefit to really be able to connect with our customers. And then, who are you targeting? So, I actually think an important thing to think about is it's okay to have a micro-audience. I don't have millions of Twitter followers like Lady Gaga, but within the world of SaaS and customer success and retention, I probably have a decent number. And that means I can really connect with my own specific audience. And then, what. So, the what is really interesting 'cause I think there's a lot of non-obvious things about, it's not just about your business. So I can tweet about customer success or retention and I do, but also the, what, about you as an individual, what's happening in your family? What's happening in the broader industry, in my case of SaaS? What's happening in the world of leading through COVID-19? All the questions you've asked, Jeff, are in this lens. And then that gets you to the final which is the, how. And I think the, how, is the most important. It's basically whether you can embrace the idea of being vulnerable. There's a famous TED Talk by Brene Brown. She talks about vulnerability is the greatest superpower for leaders. I think the reason a lot of people have a hard time on social media, is they have a hard time really being vulnerable. And just saying, look, I'm just a human being just like all of you. I'm a privileged human being. I have a lot of things that luckily kind of came my way, but I'm just a human being. I get scared, I get anxious, I get lonely, all those things. Just like all of you, you know. And really being able to take off your armor of, oh, I'm a CEO. And then when you do that, you are more human. And it's like, this goes back to this concept of human first business. There's no work persona and home persona, there's just you. And I think it's surprising when you start doing it, and I started maybe seven, eight, nine years ago, it's like, wow, the world wants more human leaders. They want you to just be yourself, to talk about your challenges. I had the kids, when we got to 13,000 registrations for Pulse Everywhere, they pied me in the face. And the world wants to see CEOs being pied in the face. Probably that one, for sure, that's a guaranteed crowd pleaser. CEOs being pied in the face. But they want to see what you're into outside of work and the pop culture you're into. And they want to see the silly things that you're doing. They want you to be human. And so I think if you're willing to be vulnerable, which takes some bravery, it can really, really pay off for your business, but I think also for you as a person. >> Yeah, yeah. I think it's so insightful. And I think people are afraid of it for the wrong reasons, 'cause it is actually going to help people, it's going to help your own employees, as well, get to know you better. >> Totally, they love it. >> And you touched on another concept that I think is so important that I think a lot of people miss as we go from kind of the old broadcast world to more narrow casting, which is touching your audience and developing your relationship with your audience. So we have a concept here at theCUBE that one is greater than 1% of 100. Why go with the old broadcast model and just spray and you hope you have these really ridiculously low conversion rates to get to that person that you're trying to get to, versus just identifying that person and reaching out directly to those people, and having a direct engagement and a relative conversation within the people that care. And it's not everybody, but, as you said, within the population that cares about it it's meaningful and they get some value out of it. So it's a really kind of different strategy. So-- >> I love that. >> You're always get a lot of stuff out, but you are super prolific. So you got a bunch of projects that are just hitting today. So as we're getting ready to sit down, I see you just have a book came out. So tell us a little bit about the book that just came out. >> Sure, yeah, it's funny. I need to get my physical copy too at my home. I've got so a few, just for context. Five years ago, we released this first book on "Customer Success" which you can kind of see here. It's surprising really, really popular in this world of SaaS and customer success and it ties, Jeff, to what you just said which is, you don't need to be the book that everyone in the world reads, you need to be the book that everyone in your world reads. And so this book turned out to be that. Thousands of company management teams and CEOs in software and SaaS read it. And so, originally when this came out, it was just kind of an introduction to what we call customer success. Basically, how do you retain your customers for the long-term? How do you get them more value? And how do you get them to use more of what they've bought and eventually spend more money with you? And that's a mega-trend that's happening. We decided that we needed an update. So this second book is called "Customer Success Economy." It just came out, literally today. And it's available on Amazon. And it's about the idea that customer success started in tech companies, but it's now gone into many, many industries, like healthcare, manufacturing, services. And it started with a specific team called the customer success management team. But now it's affecting how companies build products, how they sell, how they market. So it's sort of this book is kind of a handbook for management teams on how to apply customer success to your whole business and we call it "Customer Success Economy" 'cause we do think the future of the economy isn't about marketing and selling transactional products, but it's about making sure what your customers are buying is actually delivering value for them, right? That's better for the world, but it's also just necessary 'cause your customers have the power now. You and I have the power to decide how to transport ourselves, whether it's buying a car or rideshare, in the old world when we could leave our house. And we have the power to decide how we're going to stay in a city, whether it's a hotel or Airbnb or whatever. And so customers have the power now, and if you're not driving success, you're not going to be able to keep those customers. And so "Customer Success Economy" is all about that. >> Yeah, and for people that aren't familiar with Gainsight, obviously, there's lots of resources that they can go. They should go to the show in a couple weeks, but also, I think, the interview that we did at PagerDuty, I think you really laid out kind of a great definition of what customer success is. And it's not CRM, it has nothing to do with CRM. CRM is tracking leads and tracking ops. It's not customer success. So, people can also check that. But I want to shift gears again a little bit because one, you also have your blog, MehtaPhysical, that came out. And you just came out again recently with a new post. I don't know when you, you must have a army of helper writers, but you talk about something that is really top of mind right now. And everyone that we get on theCUBE, especially big companies that have the benefit of a balance sheet with a few bucks in it, say we want to help our customers, we want to help our people be safe, obviously, that's first. But we also want to help our customers. But nobody ever really says what exactly does that mean? And it's pretty interesting. You lay out a bunch of things that are happening in the SaaS world, but I jumped on, I think it's number 10 of your list, which is how to think about helping your customers. And you give some real specific kind of guidance and guidelines and definitions, if you will, of how do you help our customers through these tough times. >> Yeah, so I'll summarize for the folks listening. One of the things we observed is, in this terrible tough times right now, your customers are in very different situations. And for simplicity, we thought about three categories. So the companies that we call category one, which are unfortunately, adversely affected by this terrible crisis, but also by the shutdown itself, and that's hotels, restaurants, airlines, and you can put other folks in that example. What do those customers need? Well, they probably need some financial relief. And you have to figure out what you're going to do there and that's a hard decision. And they also just need empathy. It's not easy and the stress level they have is massive. Then you've got, on the other extremes, a small number of your customers might be doing great despite this crisis or maybe even because of it, because they make video conferencing technology or remote work technology, or they make stuff for virtual or telemedicine. And those folks actually are likely to be super busy because they're just trying to keep up with the demand. So what they need from you is time and help. And then you got the people in between. Most companies, right, where there may be a mix of some things going well, some don't. And so what we recommended is think about your strategy, not just inside out, what you want, but outside in, what those clients need. And so as an example, you might think about in that first category, financial relief. The second category, the companies in the middle, they may need, they may not be willing to spend more money, but they may want to do more stuff. So maybe you unlock your product, make it available, so they can use everything in your suite for a while. And maybe in that third category, they're wiling to spend money, but they're just really busy. So maybe you offer services for them or things to help them as they scale. >> Yeah, so before I let you go, I just want to get your reaction to one more great leader. And as you can tell, I love great leaders and studying great leaders. Back when I was in business school we had Dave Pottruck, who at that time was the CEO of Schwab, come and speak and he's a phenomenal speaker and if you ever get a chance to see him speak. And at that point in time, Schwab had to reinvent their business with online trading and basically kill their call-in brokerage for online brokerage, and I think that they had a fixed price of 19.99, whatever it was. This was back in the late 90s. But he was a phenomenal speaker. And we finished and he had a small dinner with a group of people, and we just said, David, you are a phenomenal speaker, why, how, why're you so good? And he goes, you know, it's really pretty simple. As a CEO, I have one job. It's to communicate. And I have three constituencies. I kind of have the street and the market, I have my internal people, and then I have my customers and my ecosystem. And so he said, I, and he's a wrestler, he said, you know I treated it like wrestling. I hired a coach, I practiced my moves, I did it over and over, and I embraced it as a skill and it just showed so brightly. And it's such a contrast to people that get wrapped around the axle with their ego, or whatever. And I think you're such a shiny example of someone who over communicates, arguably, in terms of getting the message out, getting people on board, and letting people know what you're all about, what the priorities are, and where you're going. And it's such a sheer, or such a bright contrast to the people that don't do that that I think is so refreshing. And you do it in a fun and novel and in your own personal way. >> That's awesome to hear that story. He's a inspirational leader, and I've studied him, for sure. But I hadn't heard this specific story, and I totally agree with you. Communication is not something you're born with. Honestly, you might know this, Jeff, or not, as a kid, I was super lonely. I didn't really have any friends and I was one of those kids who just didn't fit in. So I was not the one they would pick to be on stage in front of thousands of people or anything else. But you just do it over and over again and you try to get better and you find, I think a big thing is finding your own voice, your own style. I'm not a super formal style, I try to be very human and authentic. And so finding your style that works for you, I agree, it's completely learnable. >> Yeah, well, Nick, thank you. Thanks for taking a few minutes. I'm sure you're super, super busy getting ready for the show in a couple weeks. But it's always great to catch up and really appreciate you taking some time to share your thoughts and insights with us. >> Thank you, Jeff, it's an honor. >> All right, he's Nick Mehta, I'm Jeff Frick. You're watching theCUBE. Thanks for watching, we'll see you next time. (soft music)

>> Narrator: Live from Las Vegas, it's theCUBE. Covering ServiceNow Knowledge 2018. Brought to you by ServiceNow. >> Welcome back everyone to theCUBE's live coverage of ServiceNow Knowledge18. We're coming at you from Las Vegas, I'm your host, Rebecca Knight, along with my cohost Dave Vellante, we are theCUBE, we are the leader in live tech coverage. We are joined by Sebastiaan Laurijsse, he is the global senior director, IT, cyber security, digital transformations at NXP, thanks so much for coming on theCUBE Sebastiaan. >> Thank you for having me. >> Good to see you. >> Thank you. >> So I want to start out by asking you a little bit about NXP, what you do and then what your company does and then also what you do there. >> NXP is the leading semiconductors in providing products for automotive and our company vision is providing a sure connections and infrastructures for a smart world. And that's what we are trying to achieve by implementing new ways of working with making the world more autonomous, like autonomous driving et cetera, so that's really what we're trying to do. >> Dave: Cool company. >> We are really building the future of tomorrow. >> Yeah. >> Big, large company too right? >> Yeah. Roughly about 36 thousand employees currently. >> Wow, okay, yeah. >> So you said you're really building the future of tomorrow, unpack that a bit, tell our viewers exactly what you're doing there. >> So today what you have experienced also on this event is a lot about artificial intelligence and machine learning. NXP has been elected as the number three in the world as the provider of solutions for artificial intelligence. So if you really think what we are developing today, it's already started and will become available in five or three years from now. So it's, you only can imagine what the future brings us and what we will shape. >> When do you think owning your own car and driving your own car will become and exception? >> Driving your own car, you won't own a car anymore. It will be some kind of help that comes to your home on demand when you need it and it even predicts when you like to travel and then it comes by automatically. >> How far away is that, you think it's two decades? >> Nah I think here it's not about technology, I think we have the technology to even enable it today. >> Dave: It's policy. >> It's policy, regulation, compliancy that doesn't allow to lets go harvest all data to make the right decisions there. >> We had the insurance company on the other day and they were like, no we're going to figure this out. >> Out of necessity. >> We always figure this stuff out. >> Yeah it's really not about technology anymore, it's really about legal, what prevents us access the data to make the right decisions, right. >> It's amazing though just to watch the progression of automotive, I mean they're basically software defined vehicles now I mean how many semiconductors are in a car now? >> Yeah but also you can clearly see within that experience, we are transforming our business to more software because developing a product as hardware that needs to stay in for 15 years or longer if you look to a car. Then you would like to have the ability to be dynamic more on top of the product by using software so also our products are becoming software defined. >> So you're a very R and D centric culture. >> Sebastiaan: Yes. >> Maybe talk about that ethos and the cultural aspects, and maybe what the process looks like, share with our viewers. >> I think it's the most awesome part of the company. Of course we also manufacture our products but mainly R and D is so dynamic, we have so, tech savvy people and we have so much issues as IT and you think what are they consuming so much bandwidth on Netflix and then they tell me hey we are developing a product for 4K entertainment into the car. So I have an issue on my wider network, you're providing all kinds of services but you're building for entertainment into the car for the future. >> That car better be autonomous. >> Exactly. >> Yes. >> That's for the kids in the back seat I think. >> Yes. >> You once described ServiceNow as the platform of platforms can you talk a little bit about that from your R and D process? >> So what you clearly see and also I think that all companies will eventually become an IT company, yeah? Also the banking companies tell us now today they are an IT company with a banking license. What I truly believe in is that we need to close the gap between IT and the business so I think the future model is that IT will dissolve for a certain part into the business. But you don't want to have, of course you still have you shared services, you still have a hybrid model where you have the countries where you're providing support from, so you're not always as close to the business. You have 24 seven economy and you need to provide those services and what you don't want to build is human interfaces. So what you try to achieve by building the platform of platforms, the fabric is that you try to connect the business acumen, the business dynamics, the project management tools that requires management into the IT systems and since you can detect the phase where they are in if they are facing issues with their products the projects are slipping or delaying, you would like to increase automatically the severity of the incidents. So that they can automatically solve and you have a better understanding of the business priorities. >> NXP is really interesting because you're at the intersection of a lot of big trends. I'm mean you're a hardware-- >> Sebastiaan: IOT. >> You're hardware manufacturers, you're a software developer, security, AI, IOT and underlying all this is data. >> Yeah, the new money. >> Yeah, right so I'm just envisioning this pretty complicated matrix, I'm wondering if you could describe that in your terms. >> If you look from an IT infrastructure perspective the growth on data is enormous. To cope with that growth because the data allows us to make better products. Data could be a requirement but could be also the affect of the results. What we tried to prevent, the project in bringing to the real life that you feel your requirement of quality is increasing. We had consumer great, automotive great, and we had for the flying industry, also the same great. But however your norm is increasing, so what you clearly see by increasing the norm, we call that the total quality culture, you also would like to have a total quality product, you don't want to replace your phone one year from now and I think if you look four years back, a phone, one and a half years, two years and then you had a new one. But as products become more expensive, they become more part of your daily life, part of your personal brand even and it generates that data, we need, if you try to work on proper quality that will generate an enormous amount of data. But a data can use, you optimize your processes upfront in the future as such it becomes more cost efficient to develop new products. So it's really about the conditioning for more data is also conditionally need to optimize your processes. >> Where does ServiceNow fit in to all this? How do you use ServiceNow? >> So for me what you really see in ServiceNow today is the best work flow engine you can imagine. It really orchestrates all IT and connecting business processes. And I think the potential and I think if you look into the portfolio where they have HR, it's going beyond IT and now they often, as already said by John Donahue, they come in via the IT angle, ITSM but as the process become more and more part of your culture rather than inhabit a forced way of working then the platform starts supporting the culture of your organization because by machine learning a proper UI, visualization capabilities it becomes really part about metering, showing what you're doing and really helps you to orchestrate your daily work and that's also I think of the new company, it's a little too difficult to pronounce, have you ever, it's about orchestrating the future way of working. >> So we're hearing so much about this, making the world of work work better for people, you describe it as a work flow engine, really helping employees organize their work days, orchestrate their work days, improve them, can you describe the culture at NXP and sort of how ServiceNow is improving employees everyday lives. >> What we really try to do and it's also what we see it's easy to show the cost efficiency savings you have from a platform as ServiceNow. If you improve your onboarding by optimizing the process by three days, because that's your first point of engagement when you bring some people on board and if it goes fluently, work integration with ServiceNow providing the services, everything is ready at day one. Day one you're there, your laptop is ready, your provisions, your desk is ready, and you have orchestrated a process that's a flawless end user experience. And that's what we would like to provide with ServiceNow, orchestrate with ServiceNow, because that's what the uses is. If it's a need of any of the help of services, we would like them to go, shift left to ServiceNow and with help of knowledge help themselves. We are all doctor Google and we would like to have access to that information ourselves and not be dependent by the expert, we all become that expert. >> Are employees happier? I mean I think that's a question too. Because we know that from research that happier employees make more productive >> Are more productive. Workplaces. They're more likely to stay, recommend it to their friends and the network gets bigger, I mean what's your-- >> If you have a company that shapes the future, we have very happy employees. (laughing) >> Self fulfilling prophecy there. >> Yes. >> When did you go live with? >> So we are one of the first adopters in 2007 in Europe. So we really started then, I don't know the name because they talk about days, months and now they talk about locations. (laughing) But I think we did a big overhaul during some of our big integrations that we have done so we are really one of the first customers in Europe providing the product. >> And how far, where, what version you in now? >> We are ready to upgrade, we will skip one release if we go to-- >> It's coming to London. >> Yep, London. >> Oh okay. And you started with ITSM like most? >> ITSM, ITOM, so IT operation management and now we have the IT business management app like demand management, IT financial management, really orchestrating from demand to fulfilling. >> A lot of our guys have written that they feel like machine intelligence and ITOM go together very well. >> Yes. >> You agree with that and how do you see that affecting your business? >> So what we clearly see is that the mean time to detect, the mean time to repair, we would like to detect algae before they hit the end user. So you really would like to make sure that before they notice it's already been solved. Or when it goes wrong, they already say we're on top of it, we know, we know the impact, we know that the whole chain of events, a single network port or power outage somewhere in a room could cause a big effect on the whole IT service and therefore research now helps us to make sure that we are on top of the things. >> Sebastiaan you mentioned off camera that you are very intimately involved with ServiceNow and helping them with their roadmap, providing feedback so can you share with us some of the things that you talk about with them and what would you like to see, where's their white space, what's on their to do list from your perspective? >> So what, but of course, if you look to our portfolio, what we are doing as NXP. So a member of the product advisory council for IT operation management and I'm closely working also on the Lighthouse program with ServiceNow and all kind of new releases, what I really think if you see what you are investing, of course they are now coming forward with the chatbots, awesome but if I see how my children consume information, using YouTube and I think also John touched upon it, what we are building as NXP is in the flawless end user experience and everything as being you don't have a UI. If you look to your car, today you have a speedometer, an RPM meter, why do you have RPM on your dashboard, why? What's the value of you know? In the past you needed it to shift gears and why is it still there? Does it really add value? >> Cause it's cool. (laughing) We love dials, come on. >> So it's about the end user experience, it's about your lifestyle, your brand identity it's not as more about requirements so, of course UI is important, I believe it, what's more important I think to invest in that engine behind it machine learning, artificial intelligence and how to ingest data. So because what is really required to make smart decisions is a lot of data and still I think the platform has potential, but there's some room for improvement to get proper integration by onboarding more data making the right decisions and orchestrate the actions out of it and I think the learn think act, we have the same strategy as sense, think, act at NXP I think that's how robotics and AI will work in the future. >> Data is the fuel for your innovation. >> Yes. >> So it's a great point you're making. >> I wonder if you could talk a little bit about the feelings in Europe, you're based in the Netherlands, about automation and the future of jobs because in the United States there is a significant anxiety about the machines coming for our jobs and at least the media portray it that way and I'm curious from your perspective, what is the feeling in Europe? >> Of course I think I see the opportunity but automation will change of course, automation, machine learning, it will essentially change the whole way of working. Because what we say it's about helping the business by decision automation, making decisions so we try to reduce the human effort, we have a total equality culture but we still need more and more people to help them that ask the right questions. Because the innovation of course come from a lot of data But still have people who connect the dots of never existing connections before. If you have a lot of data and you don't know which questions to ask, would you build a new solution? So it's still about smart people and creativity and of course we know patterns, we know what people are doing. But still the real breakthroughs is being done by people and therefore we need those people still in the future. So the anxiety is there yes, automation is there but I think it's about building a joint incentive between your outsource provider, your source provider between your workforce is what's the incentive for them on automation because otherwise you get a culture of fear and anxiety and a lot of doubt and that will be counterproductive for your company value. >> What do you think as a journalist. I mean you're right, the mainstream media talks about this a lot and they're actually accurate, the data is there to suggest that machines are replacing humans and cognitive functions and that's a concern but there's not a lot written in the media about the opportunity, there is some about the opportunities but more importantly what to do about it, in other words, public policy, education, I mean maybe I'm just missing it but. >> No, I agree with you, I completely agree and also this idea that Sebastiaan is bringing up is showing, proving that this can work for you, I mean this is actually going to improve your work life by taking Carol out of the drudge work or show opportunities for humans and robots to work alongside of each other. >> Yes. >> Rebecca: So there you go. >> Well in tech you better be an optimist you know. >> It's true. >> Although it seems like Musk and Stephen Hawking weren't optimists but maybe they're thinking you know hundreds of years-- >> Light years ahead. >> Right, right, right, right. You report directly to the CIO, at this conference, we're hearing so much about the changing role of the CIO and how the CIO has to be thinking so much more broadly about the business than ever before I mean how do you see it? >> So that's an interesting question because that's exactly where we are in today so we have had the classic way of the CIO, financial risk control et cetera then we have the transforminal CIO, then we have the CDO, or we have the future COO who takes care of operations because today IT is often being seen in the enterprise companies as a shared service center, something you do with the lights off but clearly bank accounts, what I already told you before was we are now IT companies with a banking license as IT becomes more dominant, it becomes part of operations and yes, we need a transformational CIO, CDO or a new type of COO that sees IT as part of the operations and the way of working. And of course you can give the new title, but at the end it's just a smart guy who helps the company succeed and brings IT as one together to make success. It's not about the role or responsibility, I think there's still the name of a chief information, chief data officer it's still the right title because he makes sure he gets the right data towards the business to make the right decisions faster. >> Right, great. >> It's not about running only the lights on. When the lights doesn't go on, it's IT's fault, right? >> Rebecca: Always, always. >> Always. >> Yeah that need doesn't go away but it's table stakes now. >> Exactly, Sebastiaan, thanks so much for coming on theCUBE, it was a pleasure having you here. >> Thank you. >> I'm Rebecca Knight, for Dave Vallante we will have more from theCUBE's live coverage of ServiceNow Knowledge18 coming up just after this. (upbeat music)

>> Narrator: Live from Las Vegas, it's the Cube. Covering Interconnect 2017. Brought to you by IBM. >> OK, welcome back everyone. We're here live in Las Vegas. I'm wearing the Blockchain Revolution hat right here. Of course, I'm John Furrier with the Cube, and my co host Dave Vellante, we're excited to have celebrity author, thought leader, futurist and fill in the blank on the title Don Tapscott, who's the author of the Blockchain Revolution. Legend in the industry, thought leader, you and your son a compelling new book, but you've been on the fringe of all the game changing technologies going back with social media, we've been following your work, it's been great. Now we're at the front range of Blockchain, OK? Now it's becoming pretty clear to some of the innovators like IBM and others that it's not about Bitcoin alone, it's about the Blockchain Revolution, the Blockchain itself. Welcome to the Cube and what's going on? What is Blockchain? (laughing) >> Well, it's great to hear, be here. The one thing you didn't mention is I play keyboards in a rock band. So. >> The most interesting man on the Cube right now. >> We used to do a concert every year whether our public demanded it or not, but no, we're a charity event. We've raised a few million dollars for good causes. Anyway. I think, along with my son Alex, we figured this out a couple of years ago that this is the second era of the internet. For the first few decades, we've had the internet of information. And if I send you some information, PDF, PowerPoint, E-mail, even with the website, I keep the original. I'm sending you a copy. That doesn't work so great for assets. Like money, stocks, bonds. Identities, votes. Music, art. Loyalty points. If I send you $100, it's really important I don't still have the money, and I can't send it to you. So this has been called the double spend problem by cryptographers for a long time. And Blockchain solves this problem. We've had the internet of information, now we're getting the internet of value. Where anything of value, from money to votes to music can be exchanged peer to peer. And where we can transact, keep records, and trust each other without powerful intermediaries. Now that doesn't mean intermediaries are going to go away, but they're going to have to embrace this technology or they will be toast. >> I mean, this is clear, you see the distributive computing paradigm, I mean, we're all network guys and by training, you can follow this revolution. But now when you start thinking about trust and value and you talk about digitizing the world. So, if you go to digital transformation, that's the thesis, that we're in this digital transformation, you're digitizing money, you're digitizing transactions. Explain more on the value piece because now if everything's going digital, there now needs to be a new model around how to handle the transactions at scale, and with security problems, hackers. >> Yeah, OK. Well that gets to a couple of really good points. First of all, what is digital? You know, you think, "Well, I tap my card at Starbucks "and bits go through all these networks and different "companies with different computer systems and three "days later a settlement occurs." But that's actually a bunch of messages. It's not money. Money, cash, is a bare instrument. If you have cash in your pocket, you are the bearer of that instrument, which means that you own it. And what we're talking about is something very different here, of creating digital cash. That's stored on a global ledger. So, rather than there being a three day settlement period, there's no settlement period because you're just making a change in the database. And this is a very revolutionary concept. And as for security, I mean, think about, I don't know, you're right, it's not about Bitcoin. But if we took the case of the Bitcoin Blockchain. If I wanted to hack that, I'd have to hack that 10 minute block that has all those transactions, which is linked to the previous block and the previous block, I'd have to hack the entire history of commerce on that Blockchain, not just on one computer, but simultaneously across millions of computers, all using the highest level of cryptography, while the most powerful computing resource in the world, the minors are watching me to make sure I don't mess around. Now, I won't say it's impossible, just like I suppose it's not impossible to take a Chicken McNugget and turn it back into a chicken, but it's really hard to do. A lot, and so these systems are way more secure than our current systems. >> Yes, it fundamentally impossible, and you don't have a third party verification system that's also an exposure area, it's globally distributed, right, so let's go back to what is Blockchain? What's the Blockchain 101? >> Well, Blockchain is a distributed ledger where anything of value, from money to votes, and music can be stored, transacted, managed, in a secure and confidential way, and where trust between parties is established, not by a big intermediary, but by cryptography, by collaboration, and some clever code. >> So, talk about the premise of the book. Sort of why you wrote it and what the fundamental premise is. >> Well, three years ago, three years and five weeks ago, at a father son ski trip, over a large piece of beef, and a very nice bottle of wine, Alex and I started thinking about what all this means. And we decided to work together. And he wrote a very cogent paper about how this new ecosystem could govern itself and my publisher got wind of it and said, "That sounds like a book." So we launched a dozen projects, couple of years ago, on how this technology changes, not just financial services, how it changes the corporation and the deep structure and architecture of the firm. How it changes every industry. How it changes government. Democracy, there's an opportunity to end the crisis of legitimacy of our democratic institutions. But what it means for culture and so on. And then we wrote the book. And it was published in May 10th last year, it's been a big best seller, it's the best selling book on Blockchain. It's actually the only real book on Blockchain. In some countries it was ridiculous. For a while, in Canada, it was competing with Harry Potter and an adult coloring book, as the best selling book in the country. >> That's the state of our culture right there. (laughing) >> What is an adult coloring book, anyway? (laughing) >> That's the million dollar question right there. >> There are a lot of geeky books on Blockchain, but this-- >> Well, actually, there aren't, there are books on crypto currency, on Bitcoin. >> Yeah, absolutely. >> And but the only real book on Blockchain is Blockchain Revolution. >> So, but you're really focusing on the business impact, organizational impact, even societal impact, so explain the premise. >> Well, where do we start? Let's start with the firm. Corporation, foundation of capitalism, based on double entry accounting. That's what enabled capitalism. Well, with Blockchain, you get a third entry onto the ledger, so you have triple entry accounting, so you don't need, say, audits. Every year, because there's an annual audit. That's just the beginning. Because the reason that we have firms, according to the Nobel Prize winning economist Ronald Coase, is that the transaction costs in an open market, like the cost of search, finding all the right people and information, the cost of contracting, for every little activity we're contract prohibitive. The cost of coordination, getting all these people to work together, didn't know each other. The cost of establishing trust, all of that in an open market is prohibitive, so we bring that inside the boundaries of a firm. Well, Blockchain will devastate those transaction costs. So we're talking about a fundamental change in how we orchestrate capability, in our economy, to innovate, to create goods and services. And for that matter, to create public value. So this is not some interesting little technology. This is the second era of the internet. I think it's going to be bigger than the first era was. >> So the internet, I mean, the value creation side. So let's take that additional asset side. So assume everything's digitized, got IOTs out there, industrial IOT, wearables, smart cars, smart cities, smart everything, but now you've got to create value as a firm, so let's roll that forward, we have the now somewhat frictionless transactional environment in an open market, how do firms create value out of those digital assets? >> Well, they'll create value in some ways that are radically different than today. So let me give you an example. Who are the big digital value disrupters today? Well, you can start with the so called sharing economy. You know, Uber, Airbnb, Lyft. >> The Cube. >> Sorry? >> The Cube. (laughing) We're disrupting the world right now. >> Well, you're actually not a sharing economy company in the sense that I think. >> In the traditional sense. >> Actually, I don't think they are, either. I mean, the reason that Uber's successful is precisely because it doesn't share. It's a service aggregator. So, why do you need a $70,000,000,000 corporation to do what Uber does? It could be done by a distributed ledger with some smart contracts and autonomous agents. Everything that the corporation does could be done by software. Airbnb. You know, how about, we'll call it B Airbnb, Blockchain Airbnb. So, you go onto your mobile device, and you're looking for a place, and you're going to be in Vegas, and all the hotels are booked because of IBM, and then you find a place, you book it, and then you show up, you turn your key that starts a smart contract payment to the owner of the apartment or the room, and you check out, you turn your key, it's closed. The software has a payment system built into it. So the renter of the room gets paid. You enter a five star on your device. And that's immutable, and it's a five star rating on a Blockchain. Everything that Airbnb as a company does could actually be done by this software. So, Bob Dylan, there's something going on here and you don't know what it is, I mean, people are all locked in an old paradigm about what's disruption. Get ready for this. >> So what's the impact, I mean, not the impact, what's the inhibitor, so, obviously, any new technology you see all the naysayers, so obviously this is a great vision, what's going to be the impediment? >> Well, they are all kinds of impediments and inhibitors, and there are all kinds of ways that this can get messed up. A big one is that we're overcoming now is that people think, well this is about Bitcoin, well, it's not. The real pony here is the underlying technology of Blockchain, and that's the biggest innovation in computer science in a generation, I think. But also, you know, I wrote this 1992 in Paradigm Shift, I said, when you get a new paradigm, it's a new mental model, and these things cause dislocation and disruption and uncertainty, and they're nearly always received with coolness. I mean, you guys know what it's like to be received with coolness as you introduce a new idea as do I, going back to the '70s. But, and vested interests fight against change. And leaders of old paradigms have great difficulties embracing the new. So you think about a company like Western Union that can charge 10% for remittances that take four to seven days. Well, with new tools, they don't take four to seven days, they take minutes, and they charge, based on Blockchain, they charge a point and a half. So, it's the old-- >> The inhibitors, they got to get their solutions out there so that they could go after and eat some of the lunch of the older guys. >> Well, they have to eat their own lunch, that's-- >> Western Union could be disrupted by a new entrant, right? So you got a new entrant coming in, they got to cannibalize themselves-- >> And at that point, it tips, there are enough disruptive entrants, right? >> So, it's all those inhibitors to change and for the IT people that are at this event, this is an exciting opportunity, but you do need to learn a new kind of knowledge base to function in this distributed ledger environment. You need to learn about hyper ledger, for starters, because that's the real enterprise platform. >> All right, so folks watching, like my son who helps us out sometimes as well, you have a father son relationship, which is super inspirational. He's, say he wants to get involved in Blockchain. He wants to jump right in, he's kind of a hacker type, what does he do? How does he get involved? Obviously read the book, Blockchain Revolution, get the big picture. Is there other things you'd advise? >> Well, buying the book in massive volume is always a good first step, no. Seriously. Well, one thing I always say to people is personal use is a precondition for any kind of comprehension. So just go get yourself a wallet for some crypto currency and download it and you'll learn all about public key encryption and so on. But I think in a company there are a number of things that managers need to do. Need to start doing pilots, sandboxes, developing and understanding use cases, and our new Blockchain research institute is going to be a big help in that. But also, for an IT person, is your son an IT guy or he's more an entrepreneur? >> No, he's 21 years old. >> He's 21. >> He doesn't know anything about IT. >> He's a computer science guy. >> He's born in the cloud. IT, can't spell IT. >> Well. (laughing) >> IT's for old guys like us. (laughing) >> We're telling him what he should do, he should be here telling us what we should do. >> John: That's why we hired him, he's a little guinea pig. >> Digital natives, you know, we're digital immigrants, we had to learn the language. But, for the IT people, it's all about not just experimenting, but about moving towards operational systems and about architecture. Because our architectures are based on traditional computing environments and this is something from Paradigm Shift, you remember, I interviewed Max Hopper who invented the Sabre Reservation System for American Airlines, and he says, "The big problem, Don, "is that if I don't have a target architecture, "every time I spend a dollar, I'm building up my legacy "and making it worse by investing in IT." And so that's where I came up with this formulation, yeah, God may have created the world in six days, but he didn't have an installed base to start with. (laughing) So, what we need to do is to start to think about architectures that embrace Blockchain. And this is an historic new opportunity for anybody who cares about IT. >> Is the disruptive enabler for Blockchain the fact that we're now fully connected as a society, or is it something else that we don't see? What's your view on, what's the real wealth creating disruptive enabler? >> Well, you can sense that the rate of change is a lot faster for the second generation than the first. 1993, '94, when I wrote the Digital Economy, it was dial-up. Ebay. >> 14 four. >> Amazon didn't exist. >> Actually 98 I think it was. >> When I wrote that book. Google was five years away. Facebook was 10 years away, so but now we've got wireless, we've got IP everywhere. We've got mobility. We've got the cloud, we've got all the preconditions for this new innovation to happen a lot faster. And that's why, I mean, a year ago, there wasn't a lot of talk at this event about Blockchain. Today it's the big buzz. >> I wonder if you could talk about other applications. You talk about hyper ledger, it's a great place for a starting point, especially for IBM, but one of the areas I'm excited about is security. You know, like the MIT Enigma Project, and there are others, you know, security is such a problem. Every year we look back, John and I, we say, do we feel more secure? And no, we feel less secure. What about the application of Blockchain in security use cases? >> Well, Blockchains are more secure in a number of ways. One is they're harder to hack than traditional servers. And people say, "No, our company, we're bulletproof." Right, tell that to JP Morgan and Home Depot-- >> Target fidelity-- >> The Democratic National Convention, but also tell it to the CIA. I mean, if the CIA can be hacked, then any of these traditional server technologies can be hacked. So that, alone, is a huge case to move towards hyper ledger and these other type platforms. But you said, "I feel less secure these days." And that's a really interesting statement. Because I think that, in many ways, the security of the person has been undermined by the internet of information, as well. That, first of all, we don't own the data that we create. That's a crazy situation. We all create this massive new asset. It's a new asset class. Probably more important than industrial plant, in the industrial age. Maybe more important than land in the agrarian age. We create it, but these data frackers, you know, like-- >> Facebook. >> --Facebook. Own it and that's a big problem. The virtual you is not owned by you. So we need to get our identity back and to manage it responsibly, and people who say to me, "Well, Don, privacy's dead, get over it." This is foolishness. Privacy is the foundation of freedom. And all these things are happening in our world today that undermine our basic security. Our identity's being taken away from us. Or the fact that things happen in this digital world that we don't know, what are the underlying algorithms? If I take this, and I drop it, that's called gravity. I know what's going to happen. But if I go onto Facebook and I do certain things, I have no idea what are the algorithms that's determining what's happening with that and how the data is used. So-- >> Hello fake news. That's how fake news came about. >> Well, yeah, totally. >> People don't know what to trust and it's like, wait a minute. >> Exactly, and well, this has led, also, to a total fragmentation of public discourse, where we've all ended up in these little self reinforcing echo chambers where the purpose of information is not to inform us, it's to, I don't know, give us comfort. >> Divide people. >> Yeah. So, I'm not saying that Blockchains can fix everything, in fact, they can't fix anything, it's humans that fix things. But the key point that Alex and I make in the book is that once again the technology genie has escaped from the bottle, and it was summoned by this person that we don't even know who they are. At a very uncertain time in history. But it's giving us another kick at the can. To sort of fix these problems. To make a world where trust is embedded in everything and where things are trustworthy, and where people are trustworthy, and maybe we can rewrite the whole economic power grid and the old order of things for the better. And that's really important. >> My final question for you, and this is kind of a thought provoking question. Every major revolution, you see, big one, you've seen a counter culture, '60s, computer revolution, PC revolution, are we on the edge now of a new counter culture developing? Because the things you're kind of teasing out is this new generation, is it the '60s version of tech hippies or is there going to be a, because you're getting at radical reconfiguration, radical value creation, this is good evolution, and fast. So you can almost see the young generation, like my son, you're talking about, teaching us how to do it, that's a counter culture. Do you see that happening? >> Well, first of all, I see this change in culture profoundly, so artists can get fairly compensated for the work they create. Imogen Heap puts her song on a Blockchain platform, and the song's inside a smart contract that specifies the IP rights. And you want to listen to it, maybe it's free, you want to put it in your movie, it costs more. The way she describes it is the song acts as a business, and it has a bank account. So, we can profoundly change many aspects of culture, bringing more justice to our culture. But I'm not sure there'll be a counter culture in the traditional sense because you've got people embracing Blockchain that want to fix a bunch of problems, but also people who want to make large organizations more competitive and more effective. The smart banks are embracing this because they know they can cut their transaction costs in half, probably. And they know that if they don't do it, somebody else will. >> And IBM's embracing it because they write software and they service all those firms with technology. >> Well, IBM, the case of IBM is really interesting, and I'll end on that one. That if you think about it, and I go back, I mean, there were only main frames when I started, and IBM was the leader of the bunch, right? And then all the bunch died, but IBM somehow reinvented itself and it got into mini computers and then we saw the rise of the PC and IBM invented the IBM PC, and then we got into the internet, and once again, all these companies died off but somehow IBM was able to find within itself the leadership to transform itself. And I'm, I won't say I'm shocked, but I have to tell you, I'm really delighted that IBM has figured this one out and is driving hard to be a leader of this next generation of the internet. >> And they're driving open source, too, to give IBM a plug, Don Tapscott, great to have you on the Cube. Good luck with your speech today. A legend in the industry, great thinker, futurist. Amazing work. Blockchain is the next revolution, it will impact, it's an opportunity for entrepreneurs, this is a disruptive enabler, you can literally take down incumbent businesses. Changing the nature of the firm, radical economical change. Thanks so much for sharing the insight. >> Nice hat, too. >> I got a nice hat. I got a free bowl of soup with this hat, as they say-- >> Don: It's all about the Blockchain, baby. >> It's all about the Blockchain. >> It's all about the Blockchain. >> More Blockchain Cube analysis as we disrupt you with more coverage, I'm John Furrier, Dave Velante, stay with us. (musical sting)

>> Voiceover: Live from Orlando, Florida, It's The Cube covering Sapphire Now, headlining sponsored by SAP HANA Cloud, the leader in platform-as-a-service with support from Console Inc., the cloud internet company. Now, here are your hosts, John Furrier and Peter Burris. >> Hey, welcome back, everyone, We are here, live, in Orlando, Florida SAP Sapphire Now. This is SiliconANGLE Media's The Cube. It's our flagship program, we go out to the events and extract the signal from the noise. I'm John Furrier with my co-host, Peter Burris, want to give a shout out to our sponsors, SAP Hana Cloud Platform, Console Inc, Capgemini, EMC, thanks so much for sponsoring us. Our next guest is Pat Bakey who's the president of SAP's Industry Cloud group. It's the core of the cloud, all SAP. Welcome to The Cube. >> Hi, it's great to be in The Cube, first time in The Cube. >> First time on The Cube, congratulations first time Cuber. Great to have you. You have, as holistically viewing across all the different lines of business, Cloud will be a very big part of the future and across all of SAP, that's the core business. Yet, now you have Hana cloud platform, you got all this other stuff going on. Now, you have cloudification of SAP in kind of a real time happening in this show, it's going to have an impact to the deployment model, the consumption model, and the economics. What's the take, what's the internal discussions? How you guys talk about it externally with costumers and how is it received? >> Right, so, you know what, I'll tell you what, this is the industry cloud organization, so, maybe I can start there. What's industry and cloud doing in the same sentence, in the same title? So, when you talk about digitization, what customers are looking for today, it's value and speed, right, speed and agility. So, the industry part of the equation is all about value. How do we communicated the value of our innovations in a message and understanding that gives the customers confidence to invest in a innovation agenda and that's kind of, historically, has always been the strength of SAP, is the language that we speak with our customers, it's well understood, we just make sure that we express that well across all industries and line of business with the digitization agenda. The cloud portion is where speed and agility comes into play. How do you move quickly, how do you move fast? If in yesterday's business the strength was your ownership of assets, the strength today, the attributes in which these companies compete on is speed, innovation, agility, and that's where cloud comes into play. >> And knowledge of the customer. How are you then bringing those two things together for your customerS? >> So, we're helping, actually, customers across all industries get closer to the customer. If there's one strategy that every customer in every industry is pursuing is get close to the customer. This is important, it may seem sort of simplistic, but it's easy to say, it's hard to do. So, we are helping customers understand what their customers and what their customer's customers are doing. It's driving a blurring of industries. You may say that I'm responsible for 26 industries, maybe oversimplifying 'cause we see this massive blurring of industries because as customers in industries are trying to get closer to their customers, they cross boundaries. >> And conversation let's them do that. >> Yeah, it's like we were talking about before, in this world of atoms, very restrictive, very kind of two-dimensional. Digital, it defies gravity, it defies boundaries, and that's why you see this blurring of boundaries in cross industry plays. >> Yeah, we're seeing that, too, you guys talk about it here, I heard it many times, breaking down the silos and the keynotes, but at the same time, you want to have that getting close to your customer mindset which means that the apps, the workloads are domain specific and there's some blurring, so the question is, how can you be vertically integrated at some level for that domain expertise and then be horizontally scalable because the data really becomes the blurring component, too, you have data moving around, so how do you guys look at that and are customers asking for this kind of architecture? >> Yeah, it's exactly, so... It's interesting, in the old world, you either had deep industry expertise in your applications, your technology, or you had sort of a broad, horizontal, and that got you a seat at the table. You had to be best in class in either of those. So, those still get you to the table, if you have those, but it may be a small table like the table that we deal with, with our customers, is an innovation table, it's a growth table, and it involves the whole board, the whole enterprise. If you get to that table, you need to have deep industry expertise and what do I mean by that? First, you speak the language, you understand their industry from a process and the capability area and then you have to express that across their businesses, so whether that business are traditional COM, the customer business around people, HR, or around procurement or even in the industries where you're taking look at supply chain or you're looking at planning, you need to be able to integrate the industry with the horizontal. When you have that conversation and that message, which we have, you're at the big table. >> The big boy table, so what are some of the conversations at the table, is it really more revenue-driving for the customer's customers? Is it cost-saving, both, is it implementation? What are some of the trending conversations that are happening at the big table? So, at the big table, at the top of the house, strategically, around this topic of digitization, the world of digitization, competition is at the business model level, that's what they're talking about which is, I know I'm in this business today, will I be in this business tomorrow and how do I compete tomorrow? It's less about the assets as we said before, what do you have, but it's the insight that you have and that's opening up a lot of new business opportunities, so at the big table, it's around business model innovation, that's what they're talking about. >> Let me see if I can connect a couple of things you said here, so it used to be that when you thought about industry, you thought about the organization of assets, your organization of assets looks like your organization of assets, how do you handle your balance sheets, but now we're talking about customers and in many respects, the new industry is defined by the things that your customers want to do that are common to your competitor's customers. >> Exactly. >> And sometimes they're the same customers. So, as SAP's ecosystem grows, as it expands, as you're able to attract, through new sources of value, to things like this wonderful Apple partnership that we want to give you guys a chance to talk about, do you see SAP's role moving from a provider of software to actually increasing the provider of a way of thinking about doing business, where SAP, in many respects, becomes an element, almost a core element, of the business model that your customers are using to make things happen. >> That is a great statement and I actually can point you in two directions and I want to get to the Apple relation because it actually expresses our strategy on taking advantage of that. So, I would say, historically, when we were just an application company, the source of innovation came from SAP, we understood business process, we understood industry, we built these remarkable applications, and our ecosystem took 'em, implemented, and customers enjoyed the success. We're in the world now of digitization and massive innovation and there's no way that we can be the single source of innovation, this is why you heard Burn, this is why you heard Robyn Bell talking about the Hana cloud platform. So, we still need to be the catalyst when it comes to defining what is remarkable about our technology and capability to solve business problems, but then we have to enable a massive ecosystem to innovate on top of that, to extend it, to innovate, and that's where the Hana cloud platform comes into play. We are setting the agenda, we are setting the expectation of what great looks like and then tapping into the ecosystems that we have. >> What's interesting about what you just said and Peter brought this up yesterday with the global CTO of Capgemini and your premise was, the old days, you knew the processes, but didn't know the technologies, and you automated those processes, now we know the technology and don't know the processes as their developing. So, you look at IOT, it's an unknown future, but you can kind of guess it's going to be a lot of data, it's going to be an edge of the network, so that reinforces this whole ecosystem point that the innovation will come in an unknown innovation way meaning that you can't say, "I'm going to automate that" 'cause it's not known yet, it's evolving. That to me seems to tie what you just said. Can you expand your thoughts on that because this is what everyone's chasing that's the startup mentality, that's the agile, that's the jump on a grenade, win the beachhead, grow a business, that's going to be the startups and the white space for you guys. >> Look, I'm a lousy dart player, all right, but I could win if I'm throwing a thousand darts at a target and the other guy's throwing three, that's the environment we're in with Hana cloud platform, we got massive darts to throw at the target because it changes so fast you need to have a couple things, you need to have that great ecosystem, you need to be able to innovate, and you need to be able to address volatility. Let me give you a practical example of that. If you take a look at digitization and one of the key dimensions which is how work will be done in this new digital world, we have some pretty good ideas how it's going to be done such as it's not going to be done inside of the enterprise, whether that work is a manufacturing environment or that work is knowledge management in a typical office, it's going to be increasingly mobile and these mobile workers will be connected. And the challenge there is one, how do you understand what the processes will be? We have an idea, but they're going to evolve and second, how do you enable them with real time information 'cause the mobile experience isn't just taking the desktop and putting a different form factor on it, so we take a look at the Apple and SAP announcement, what does this mean? When you hear Tim and you hear Bill discuss it, it's a step change in how these two great companies believe work will be done in the digital world. The way that we execute on that is, again, back to what I said before, we will bring the best of a consumer, user experience, with the best of a business insight experience and bring those together and if you take a look then at what is the standard of a mobile platform, it's iOS which, by the way, is severely underutilized. It's chat, it's phone, it's email. If you take a look at your iPhone and how we're using it as consumers, that's massively underutilized in an enterprise setting, same thing with business information, when you leave the office, you're leaving all that behind, SAP will bring all that, the business process, the business insight, you bring it together and you have these new native applications. >> Interesting, too, on the Apple, by the way, congratulations it's a real phenomenal announcement, super happy to see that. The other nuance there, too, is that swift programming languages is very popular among developers right now and there's also another trend in the developer community what they're calling the non-coding developer, the tools are getting so damn good now that you don't have to go to be a computer science major to write code and there's other, Python, other languages that are good on-ramps, so you have an ecosystem that has the glam of Apple and the sexiness of swift. There's all this monetization opportunities. There's a developer saying, "Hey, I have an ecosystem "I can work with, that I can ride on the back of, "to the marketplace," so it's a great avenue for someone or now business to pick a white space and dominate it, whether it's a tool or a feature, they can come in and be a feature and still be a business, you'll be saying, so could I, was, "Oh, that's a feature not a company." That was the old way, now that's the innovation coming from these entrepreneurs, that, to me, is interesting. Are you guys seeing that kind of excitement from developers and do you see the developers as the core of the ecosystem? Well, what's your thoughts on that, overall? >> We're seeing the developer community becoming a more critical part because it's not just about implementing, remember when I said we're the source of innovation and other people implement it, that the skill set of the ecosystem, now when it's innovation, the source of the innovation needs to come from the ecosystem, and that's the developing community. So, if you take a look again at this Apple announcement, the reference applications and what we're building right now because that's what we and Apple think would look great in specific industries, but then it's this SDK and the Hana cloud platform. If you take 2.5 million SAP developers and you take 12 million iOS developers, you bring 'em together, not only just to work together, but to redefine what this new developing environment is, swift, right, the best of how you design enterprise applications or commercial applications and then the third leg of this is the iOS university because these are new classes of developers and my final point is as much as we think we know how work will be done in this mobile work environment, it's going to change, it's going to change. >> IOT's important, but people are going to work together with people over distance over agendas over boundaries, that's going to change the world. Let me ask you a question. We'd asked a couple of times to some of your folks on The Cube, Is it going to possible at some point in time, I'm going to get an Apple developer who decides to enter into an enterprise space by creating a solution, have an Apple phone customer go up, pull something off the app store because it is SAP complaint, is that going to happen? >> I can envision that happening, I can envision it. It's we are the standard for a trusted enterprise partner. >> Well, think about it, so now you got a situation where you your CIO and your IT organization who wants stable, comply in SAP, and then all the folks out in the field that are doing the work, that are identifying new problems and finding software that they can apply to solve the problem and having SAP and Apple bring both of those sides together, so that the CIO can be certain that what was just grabbed works and is compliant, but also, at the same time, that person knows that this innovative thing is not going to create problems in the backend. Very, very powerful vision, loved to see that notion. >> Yeah, and I think that's what you get when you combine those two brands and those two experiences. As quickly we're innovating and moving forward, you still need to have predictability in the business and a strong core, right? It's the business continuity, so you need to be able to innovate very quickly, rapid innovation, quick failure, fast learning, that's at the edge. So, if we can enable that, but give the predictability and the stability in the business relationships, security, you bring that together, this is the new world that we're creating, calls for new developers, calls for new ecosystems, and new leadership, and that's what we and Apple bring to the equation. >> So, Pat, share the roadmap on the Apple thing, just to kind of just to take the final close, square this out in little bits. Ecosystem, I get the ecosystem, I would evision that's a great outcome. >> Yeah, absolutely. >> Certified SAP apps in the Apple, I'm sure that's the plan. On the SAP side, you're going for the low hanging fruit, you mentioned that you're doing a couple of things, what's the roadmap for the sequence and the progression of SAP-Apple relationship? What are you guys bringing to the table from the core software? >> Yeah, so we've identified specific industries where the dynamics play to the favor of the dynamic at work, so they're mobile, they're standardizing already on iOS and they're connected and they need the rich enterprise information and we've identified high-values cases and those where we'll build the applications, but what we want to do-- >> John: That's a low hanging fruit for you guys. >> That's a low hanging fruit. And create that kind of references of what a great mobile experience looks like and then we're going to enable through the SDK, the ecosystem, so that's where the massive innovation is going to come from and then we'll try to figure out where this takes us. This is a series of six month sprints that we're on. >> Business sprints Love that concept. >> You know, this phrase, a couple of years ago, the speed of business, I forget which SAP soft, I remember in 2013, McDermott's phrase was "Running at the speed of business" with the mobile. Final question for you is, on the Industry Cloud, what's your plans, what's your goals, how do you see it evolving, can you share some anecdotal, you don't have to reveal any sensitive information, but the visions for how you see the Industry Cloud group that you're running, evolving over the next 12, 48 months? >> So, I see us, right now, that there's some things your core values and your core competencies shouldn't change, they should sort of leverage the environment that you're in and so, we're caring for our industry in sight, our focus on an end-to-end capability, high-values cases, and integration where it needs to be and that's what we express. So, we're going to take that and we're going to apply it to helping customers digitize on that journey. Here at Sapphire, the focus has been not on what we're announcing because ask any customer here, we have the requisite capabilities, what they want to get is busy on their journey and they want us to help them reduce uncertainty, reduce risk, and realize value. So, all the conversations here on what are we doing, industry, clear road maps, where we going? What capabilities? Second, road map on value, what value? S4, fastest launch in our history, customers, right now, are saying, "How do we double that, how do we triple that? Is by showing the business value associated with it. So that's what we're doing with industry, is showing a clear path of what great looks like, a road map on how to get there, the business values associated with it, and how working our digital business services customers, how we can help them realize that. >> And the road map is key because that clarifies the ecosystem. They understand kind of the rules of engagement. They can see the line. >> Yeah, what their overall is used. You know, it's interesting, Pat, you look around, there's 60,000 people, the amount of activity, the amount of deal making, that's going on here, it's probably the 25th largest economy in the world right here. >> Oh, it is, in Orlando, that's amazing. Yeah, I need to take a knee guys, I was just hearing about that. >> Final question and I'll let you go 'cause we got to go, we know you're tight on time, what's the coolest thing you've seen at Sapphire this week? >> Coolest thing, boy, I've been in so many meetings, I haven't seen cool. >> Peter: Other than this one. >> Oh, yeah, this is definitely a cool meeting. Oh, geez, coolest thing? >> Coolest phrase, sound bite, feedback, hallway conversation. >> What are you going to tell, in your next management meeting, what's the one thing you're going to tell 'em about Sapphire? >> I'd say that there is so much demand for us to help customers. We're not pushing, we're getting pulled. So, it's about prioritization like how do we focus on what's most important for our customers? That's such a lame answer. >> Peter: Well, but the prioritization of-- >> When you're looking for cool, but it's true. >> There's drones somewhere, I saw a beer tap that got IOT on it for-- >> I did see the guy in kind of the transformer outfit, that was pretty cool, but I'll tell you what, as we become more and more of consumer business oriented, my kids start developing a better understanding of what I actually do when I leave home. It's cool, I mean, SAP is cool. Actually, I'll tell you the one thing. The one thing I heard here from customers that either went to original Sapphires and are back after a while or coming for the first time, they can't believe how fast we're moving. They really can believe how fast we're moving. It's that speed, it's not just the pace of this conversation or the pace of the traffic around here, it's the pace of how quickly business is moving and that we're leading it. >> Pat Bakey, president of Industry Cloud, SAP, this is The Cube, I'm John Furrier with Peter Burris. Be right back, this is The Cube, SiliconANGLE's flagship program. This is The Cube, you're watching The Cube, we'll be right back. (fun, upbeat melody) >> Voiceover: There'll be millions of people in the near future that aren't allowed to be involved in their own personal well-being and wellness. Nobody wants to.