>>from >>around the >>globe, it's the >>cube with digital >>coverage of IBM, >>Think 2021 >>brought to you by IBM. Welcome back to the cubes coverage of IBM Think 2021 virtual, I'm john for your host of the cube, had a great line up here talking sustainability. Kary musa ph d general manager of AI applications and block chains, career great to see you and wayne both the vice president of corporate environmental affairs and chief sustainability officer, among other things involved in the products around that. Wait and korean, great to see you. Thanks for coming on. >>Thank you for having us. >>Well, I'll start with you. What's driving? IBMS investment sustainability as a corporate initiative. We know IBM has been active, we've covered this many times, but there's more drivers now as IBM has more of a larger global scope and continues to do that with hybrid cloud, it's much more of a global landscape. What's driving today's investments in sustainability, >>you know, johN what drives IBM in this area has always been a longstanding, mature and deep seated belief in corporate responsibility. That's the bedrock foundation. So, you know, IBM is 100 10 year old company. We've always strived to be socially responsible, But what's not as well known is that for the last 50 years, IBM has truly regarded environmental sustainability is a strategic imperative. Okay, It's strategic because hey, environmental problems require a strategic fix. It's long term imperative because you have to be persistent with environmental problems, you don't necessarily solve them overnight. And it's imperative because business cannot succeed in a world of environmental degradation, that really is the main tenant of sustainable development. You can't have successful economies with environmental degradation, you can't solving environmental problems without successful economies. So, and IBM's case as a long standing company, We were advantaged because 50 years ago our ceo at the time, Tom Watson put in place the company's first policy for environmental, our stewardship and we've been at it ever since. And he did that in 1971 and that was just six months after the U. S. C. P. A. Was created. It was a year before the Stockholm Conference on the Environment. So we've been added for that long. Um in essence really it's about recognizing that good environmental management makes good business sense. It's about corporate responsibility and today it's the E of E. S. G. >>You know, wayne. That's a great call out, by the way, referencing thomas Watson that IBM legend. Um people who don't may not know the history, he was really ahead of its time and that was a lot of the culture they still see around today. So great to see that focus and great, great call out there. But I will ask though, as you guys evolved in today's modern error. How is that evolved in today's focus? Because you know, we see data centers, carbon footprint, global warming, you now have uh A I and analytics can measure everything. So I mean you can you can measure everything now. So as the world gets larger in the surface area of what is contributing to the sustainable equation is larger, what's the current IBM focus? >>So, you know, these days we continually look at all of the ways in which IBM s day to day business practices intersect with any matter of the environment, whether it's materials waste water or energy and climate. And IBM actually has 21 voluntary goals that drive us towards leadership. But today john as you know, uh the headline is really climate change and so we're squarely focused like many others on that. And that's an imperative. But let me say before I just before I briefly tell you our current goals, it's also important to have context as to where we have been because that helps people understand what we're doing today. And so again, climate change is a topic that the men and women of IBM have paid attention to for a long time. Yeah, I was think about it. It was back in 1992 that the U. S. C. P. A. Created something called Energy Star. People look at that and they say, well, what's that all about? Okay, that's all about climate change. Because the most environmentally friendly energy you can get is the energy that you don't really need to consume. IBM was one of eight companies that helped the U. S. C. P. A. Launched that program 1992. Today we're all disclosing C. 02 emissions. IBM began doing that in 1994. Okay. In 2007, 13 years ago, I'd be unpublished. Its position on climate change, calling for urgent action around the world. We supported the Paris agreement 2015. We reiterated that support in 2017 for the us to remain a partner. 2019, we became a founding member of Climate Leadership Council, which calls for a carbon tax and a carbon dividend. So that's all background context. Today, we're working on our third renewable electricity goal, our fifth greenhouse gas emissions reduction goal and we set a new goal to achieve net zero greenhouse gas emissions. Each of those three compels IBM to near term >>action. That's awesome wayne as corporate environmental affairs and chief sustainable, great vision and awesome work. Karim dr Karim use if I wanna. We leave you in here, you're the general manager. You you've got to make this work because of the corporate citizenship that IBM is displaying. Obviously world world class, we know that's been been well reported and known, but now it's a business model. People realize that it's good business to have sustainability, whether it's carbon neutral footprints and or intersecting and contributing for the world and their employees who want mission driven companies ai and Blockchain, that's your wheelhouse. This is like you're in the big wave, wow, this is happening, give us your view because you're commercializing this in real time. >>Yeah, look as you've already said and it's the way well articulated, this is a business imperative, right? Is key to all companies corporate strategies. So the first step when you think about operationalized in this is what we've been doing, is to really step back and kind of break this down into what we call five key needs or focus areas that we've understood that we work with our clients. Remember in this context, Wayne is indeed my clients as well. Right. And so when you think about it, the five needs, as we like to lay them out, we talk about the sustainability strategy first of all, how are you approaching it as you saw from Wayne, identifying your key goals and approaches right against that, you begin to get into various areas and dimensions. Climate risk management is becoming increasingly important, especially in asset heavy industries electrification, energy and emissions management, another key focus area where we can bring technology to bear resilient infrastructure and operations, sustainable supply chain, all of these kind of come together to really connect with our clients business operations and allows us to bring together the technologies and the context of ai Blockchain and the key business operations. We can support to kind of begin to address specific news cases in the context of those needs. >>You know, I've covered it in the past and written about and also talked about the cube about sustainability on the supply chain side with Blockchain, whether it's your tracking, you know, um you know, transport of goods with with Blockchain and making sure that that kind of leads your kind of philosophy works because this waste involved is also disruption to business a security issues. But when you really move into the Ai side, how does a company scale that Corinne? Because now, you know, I have to one operationalize it and then scale it. Okay, so that's transformed, innovate and scale. How do I take take me through the examples of how that works >>well, I think really key to that, and this is really key to our ethos, it's enabling ai for business by integrating ai directly into business operations and decision making. So it's not really how can I put this? We try to make it so that the client isn't fixating on trying to deploy ai, they're just leveraging Ai. So as you say, let's take some practical examples. You talked about sustainable supply chains and you know, the key needs around transparency and provenance. Right? So we have helped clients like a tear with their seafood network or the shrimp sustainability network, where there's a big focus on understanding where are things being sourced and how they're moving through the supply chain. We also have a responsible sourcing business network that's being used for cobalt in batteries as an example from mine to manufacturing and here our technologies are allowing us to essentially track, trace and prove the provenance Blockchain serves as kind of that key shared ledger to pull all this information together. But we're leveraging AI to begin to quickly assess based upon the data inputs, the actual state of inventory, how to connect dots across multiple suppliers and as you onboard them and off board them off the network. So that's how we begin to put A. I in action so that the client begins to fixate on the work and the decisions they need to make. Not the AI itself. Another quick example would be in the context of civil infrastructure. One of our clients son and Belt large, maximum client of ours, he uses maximum to really focus on the maintenance and sustainable maintenance of their bridges. Think about how much money is spent setting up to do bridge inspections right. When you think about how much they have to invest the stopping of the traffic that scaffolding. We have been leveraging AI to do things like visual inspection, actually fly drones, take pictures, assess those images to identify cracks and use that to route and prioritized work. Similar examples are occurring in energy and utilities focused on vegetation management where we're leveraging ai to analyse satellite imagery, weather data and bringing it together so that work can be optimally prior authorized and deployed um for our clients. >>It's interesting. One of the themes coming out of think that I'm observing is this notion of transformation is innovation and innovation is about scale. Right? So it's not just innovation for innovating sake. You can transform from whether it's bridge inspections to managing any other previous pre existing kind of legacy condition and bring that into a modern error and then scale it with data. This is a common theme. It applies to to your examples. Kareem, that's super valuable. Um how do you how do you tie that together with partnering? Because wayne you were talking about the corporate initiative, that's just IBM we learned certainly in cybersecurity and now these other areas like sustainability, it's a team sport, you have to work on a global footprint with other industries and other leaders. How was I being working across the industry to connect and work with other, either initiatives or companies or governments. >>Sure. And there have been john over the years and at present a number of diverse collaborations that we seek out and we participate in. But before I address that, I just want to amplify something Kareem said, because it's so important, as I look back at the environmental movement over the last 50 years, frankly, since the first earth day in 1970, I, you know, with the benefit of hindsight, I observed there have really been three different hair, It's in the very beginning, global societies had to enact laws to control pollution that was occurring. That was the late 60s 1970s, into the early 1980s and around the early 1980s through to the first part of this century, that era of let's get control of this sort of transformed, oh, how can we prevent stuff from happening given the way we've always done business and that area ran for a while. But now, thanks to technology and data and things like Blockchain and ai we all have the opportunity to move into this era of innovation, which differs from control in which differs from traditional prevention. Innovation is about changing the way you get the same thing done. And the reason that's enabled is because of the tools that you just spoke about with korean. So how do we socialize these opportunities? Well to your question, we interact with a variety of diverse teams, government, different business associations, NGos and Academia. Some examples. There's an organization named the Center for Climate and Energy Solutions, which IBM is a founding member of its Business Leadership Council. Its predecessor was the Q Centre on global climate change. We've been involved with that since 1998. That is a cross section of people from all these different constituencies who are looking for solutions to climate. Many Fortune 102000s in there were part of the green grid. The green grid is an organization of companies involved with data centers and it's constantly looking at how do you measure energy efficiency and data centers and what are best practices to reduce consumption of energy at data centers where a member of the renewable energy buyers alliance? Many Fortune 100 200 Zar in that trying to apply scale to procure more renewable electricity to actually come to our facilities I mentioned earlier were part of the Climate Leadership Council calling for a carbon tax were part of the United Nations Environment programs science policy business form that gets us involved with many ministers of environment from countries around the world. We recently joined the new MITt Climate and sustainability consortium. Mitt Premier Research University. Many key leaders are part of that. Looking at how academic research can supercharge this opportunity for innovation and then the last one, I'm just wrap up call for code. You may be familiar with IBM s involvement in call for code. Okay. The current challenge under Call for Code in 2021 calls for solutions targeted the climate change. So that's that's a diverse set of different constituents, different types of people. But we try to get involved with all of them because we learn and hopefully we contribute something along the way as well. >>Awesome Wayne. Thank you very much, Karim, the last 30 seconds we got here. How do companies partner with IBM if they want to connect in with the mission and the citizenship that you guys are doing? How do they bring that to their company real quick. Give us a quick overview. >>Well, you know, it's really quite simple. Many of these clients are already clients of ours were engaging with them in the marketplace today, right, trying to make sure we understand their needs, trying to ensure that we tune what we've got to offer both in terms of product and consulting services with our GPS brethren, you know, to meet their needs, linking that in as well to IBM being in what we like to turn clients zero. We're also applying these same technologies and capabilities to support IBM efforts. And so as they engage in all these associations, what IBM is doing, that also provides a way to really get started. It's really fixate on those five imperatives or needs are laid out, picked kind of a starting point and tie it to something that matters. That changes how you're doing something today. That's really the key. As far as uh we're concerned, >>Karim, we thank you for your time on sustainability. Great initiative. Congratulations on the continued mission. Going back to the early days of IBM and the Watson generation continuing out in the modern era. Congratulations and thanks for sharing. >>Thank you john. >>Okay. It's the cubes coverage. I'm sean for your host. Thanks for watching. Mhm. Mhm. Mhm.

>>From around the globe, it's the Cube with digital coverage of IBM think 2021 brought to you by IBM. Welcome back to the cubes coverage of IBM Think 2021 virtual, I'm john for your host of the cube. We had a great line up here talking sustainability, kary musa ph d general manager of AI applications and block chains going great to see you and wayne, both the vice president of corporate environmental affairs and chief sustainability officer, among other things involved in the products around that. Wait and korean, great to see you. Thanks for coming on. >>Thank you for having us. >>Well, I'll start with you what's driving? IBMS investment in sustainability as a corporate initiative. We know IBM has been active, we've covered this many times, but there's more drivers now as IBM has more of a larger global scope and continues to do that with hybrid cloud, it's much more of a global landscape. What's driving today's investments in sustainability, >>You know, jOHn what drives IBM in this area has always been a longstanding, mature and deep seated belief in corporate responsibility. That's the bedrock foundation. So, you know, IBM 110 year old company, we've always strived to be socially responsible, But what's not as well known is that for the last 50 years, IBM has truly regarded environmental sustainability is a strategic imperative. Okay, It's strategic because hey, environmental problems require a strategic fix. It's a long term imperative because you have to be persistent with environmental problems, you don't necessarily solve them overnight. And it's imperative because business cannot succeed in a world of environmental degradation that really is the main tenant of sustainable development. You can't have successful economies with environmental degradation, you can't solving environmental problems without successful economies. So, and IBM's case as a long standing company, We were advantaged because 50 years ago our ceo at the time, Tom Watson put in place the company's first policy for environmental a stewardship and we've been at it ever since. And he did that in 1971 and that was just six months after the U. S. E. P. A. Was created. It was a year before the Stockholm Conference on the Environment. So we've been added for that long. Um in essence, really it's about recognizing that good environmental management makes good business sense, It's about corporate responsibility and today it's the E of E. S. G. >>You know, wayne. That's a great call out, by the way, referencing thomas Watson, the IBM legend. Um people who don't may not know the history, he was really ahead of its time and that was a lot of the culture they still see around today. So great to see that focus and great, great call out there. But I will ask though, as you guys evolved in today's modern error, how has that evolved in today's focus? Because, you know, we see data centers, carbon footprint, global warming, you now have a I and analytics can measure everything. So I mean you can you can measure everything now. So as the world gets larger in the surface area of what is contributing to the sustainable equation is larger, what's the current IBM focus? >>So these days we continually look at all of the ways in which IBM s day to day business practices intersect with any matter of the environment, whether it's materials, waste water or energy and climate. And IBM actually has 21 voluntary goals that drive us towards leadership. But today john as you know, uh the headline is really climate change and so we're squarely focused like many others on that and that's an imperative. But let me say before I just before I briefly tell you our current goals, it's also important to have context as to where we have been because that helps people understand what we're doing today. And so again, climate change is a topic that the men and women of IBM have paid attention to for a long time. Yeah, I was think about it. It was back in 1992 that the U. S. C. P. A. Created something called Energy Star. People look at that and they said, well, what's that all about? Okay, that's all about climate change. Because the most environmentally friendly energy you can get is the energy that you don't really need to consume. IBM was one of eight companies that helped the U. S. C. P. A. Launched that program 1992. Today we're all disclosing C. 02 emissions. IBM began doing that in 1994. Okay. In 2007, 13 years ago, I'd be unpublished. Its position on climate change, calling for urgent action around the world. He supported the Paris Agreement 2015. We reiterated that support in 2017 for the us to remain a partner. 2019, we became a founding member of Climate Leadership Council which calls for a carbon tax and a carbon dividend. So that's all background context. Today, we're working on our third renewable electricity goal, our fifth greenhouse gas emissions reduction goal and we set a new goal to achieve net zero greenhouse gas emissions. Each of those three compels IBM to near term action. >>That's awesome wayne as corporate environmental affairs and chief sustainable, great vision and awesome work. Karim dr Karim use if I wanna we leave you in here, you're the general manager. You you got to make this work because of the corporate citizenship that IBM is displaying. Obviously world world class, we know that's been been well reported and known, but now it's a business model. People realize that it's good business to have sustainability, whether it's carbon neutral footprints and or intersecting and contributing for the world and their employees who want mission driven companies ai and Blockchain, that's your wheelhouse. This is like you're on the big wave, wow, this is happening, give us your view because you're commercializing this in real time. >>Yeah, look as you've already said and it's the way well articulated, this is a business imperative, right is key to all companies corporate strategies. So the first step when you think about operationalized in this is what we've been doing, is to really step back and kind of break this down into what we call five key needs or focus areas that we've understood that we work with our clients. Remember in this context, Wayne is indeed my clients as well. Right. And so when you think about it, the five needs, as we like to lay them out, we talk about the sustainability strategy first of all, how are you approaching it as you saw from Wayne, identifying your key goals and approaches right against that, you begin to get into various areas and dimensions. Climate risk management is becoming increasingly important, especially in asset heavy industries electrification, energy and emissions management, another key focus area where we can bring technology to bear resilient infrastructure and operations, sustainable supply chain, All of these kind of come together to really connect with our clients business operations and allows us to bring together the technologies and context of ai Blockchain and the key business operations. We can support to kind of begin to address specific news cases in the context of those >>needs. You know, I've covered it in the past and written about and also talked about on the cube about sustainability on the supply chain side with Blockchain, whether it's your tracking, you know, um you know, transport of goods with with Blockchain and making sure that that kind of leads your kind of philosophy works because there's waste involved is also disruption to business, a security issues, but when you really move into the Ai side, how does a company scale that Corinne, because now, you know, I have to one operationalize it and then scale it. Okay, so that's transformed, innovate and scale. How do I take take me through the examples of how that works >>well, I think really key to that, and this is really key to our ethos, it's enabling ai for business by integrating ai directly into business operations and decision making. So it's not really how can I put this? We try to make it so that the client isn't fixating on trying to deploy ai, they're just leveraging Ai. So as you say, let's take some practical examples. You talked about sustainable supply chains and you know, the key needs around transparency and provenance. Right. So we have helped clients like a tear with their seafood network or the shrimp sustainability network where there's a big focus on understanding where are things being sourced and how they're moving through the supply chain. We also have a responsible sourcing business network that's being used for cobalt in batteries as an example from mine to manufacturing and here our technologies are allowing us to essentially track, trace and prove the provenance Blockchain serves as kind of that key shared ledger to pull all this information together. But we're leveraging AI to begin to quickly assess based upon the data inputs, the actual state of inventory, how to connect dots across multiple suppliers and as you on board in an off board them off the network. So that's how we begin to put A I in action so that the client begins to fixate on the work and the decisions they need to make. Not the AI itself. Another quick example would be in the context of civil infrastructure. One of our clients son and Belt large, maximum client of ours he uses maximum too rarely focus on the maintaining sustainable maintenance of their bridges. Think about how much money is spent setting up to do bridge inspections right. When you think about how much they have to invest the stopping of the traffic that scaffolding. We have been leveraging AI to do things like visual inspection. Actually fly drones, take pictures, assess those images to identify cracks and use that to route and prioritized work. Similar examples are occurring in energy and utilities focused on vegetation management where we're leveraging AI to analyse satellite imagery, weather data and bringing it together so that work can be optimally prior authorized and deployed for our >>clients. It's interesting. One of the themes coming out of think that I'm observing is this notion of transformation is innovation and innovation is about scale. Right? So it's not just innovation for innovating sake. You can transform from whether it's bridge inspections to managing any other previous pre existing kind of legacy condition and bring that into a modern error and then scale it with data. This is a common theme. It applies to to your examples. Kareem, that's super valuable. Um how do you how do you tie that together with partnering? Because wayne you were talking about the corporate initiative, that's just IBM we learned certainly in cybersecurity and now these other areas like sustainability, it's a team sport, you have to work on a global footprint with other industries and other leaders. How was I being working across the industry to connect and work with other, either initiatives or companies or governments. >>Sure. And there have been john over the years and at present a number of diverse collaborations that we seek out and we participate in. But before I address that, I just want to amplify something Kareem said, because it's so important, as I look back at the environmental movement over the last 50 years, frankly, since the first earth day in 1970, I, you know, with the benefit of hindsight, I observed there have really been three different hair, it's in the very beginning, global societies had to enact laws to control pollution that was occurring. That was the late 60s 1970s, into the early 1980s and around the early 1980s through to the first part of this century, that era of let's get control of this sort of transformed, oh how can we prevent stuff from happening given the way we've always done business and that area ran for a while. But now thanks to technology and data and things like Blockchain and ai we all have the opportunity to move into this era of innovation which differs from control in which differs from traditional prevention. Innovation is about changing the way you get the same thing done. And the reason that's enabled is because of the tools that you just spoke about with Korean. So how do we socialize these opportunities? Well to your question, we interact with a variety of diverse teams, government, different business associations, Ngos and Academia. Some examples, there's an organization named the Center for Climate and Energy Solutions, which IBM is a founding member of its Business Leadership Council. Its predecessor was the Q Centre on global climate change. We've been involved with that since 1998. That is a cross section of people from all these different constituencies who are looking for solutions to climate. Many Fortune 102000s in there were part of the green grid. The green grid is an organization of companies involved with data centers and it's constantly looking at how do you measure energy efficiency and data centers and what are best practices to reduce consumption of energy at data centers where a member of the renewable energy buyers alliance? Many Fortune 100 200 Zarin that trying to apply scale to procure more renewable electricity to actually come to our facilities I mentioned earlier were part of the Climate Leadership Council calling for a carbon tax were part of the United Nations Environment Programs science Policy business form that gets us involved with many ministers of Environment from countries around the world. We recently joined the new MITt Climate and sustainability consortium. Mitt Premier Research University. Many key leaders are part of that. Looking at how academic research can supercharge this opportunity for innovation and then the last one, I'll just wrap up call for code. You may be familiar with IBM s involvement in call for code. Okay. The current challenge under call for code in 2021 calls for solutions targeted the climate change. So that's, that's a diverse set of different constituents, different types of people. But we try to get involved with all of them because we learn and hopefully we contribute something along the way as well. >>Awesome Wayne. Thank you very much Karim, the last 30 seconds we got here. How do companies partner with IBM if they want to connect in with the mission and the citizenship that you guys are doing? How do they bring that to their company real quick. Give us a quick overview. >>Well, you know, it's really quite simple. Many of these clients are already clients of ours were engaging with them in the marketplace today, right, trying to make sure we understand their needs, trying to ensure that we tune what we've got to offer, both in terms of product and consulting services with our GPS brethren, you know, to meet their needs, linking that in as well to IBM being and what we like to turn client zero. We're also applying these same technologies and capabilities to support IBM efforts. And so as they engage in all these associations, what IBM is doing that also provides a way to really get started. It's really fixate on those five imperatives or needs are laid out, picked kind of a starting point and tie it to something that matters. That changes how you're doing something today. That's really the key. As far as uh we're concerned, >>Karim, we thank you for your time on sustainability. Great initiative, Congratulations on the continued mission. Going back to the early days of IBM and the Watson generation continuing out in the modern era. Congratulations and thanks for sharing. >>Thank you john. >>Okay. It's the cubes coverage. I'm sean for your host. Thanks for watching. >>Mm. Mhm.

(upbeat music) >> Narrator: From around the globe it's theCUBE with digital coverage of IBM Think 2021, brought to you by IBM. >> Hi everyone, welcome back to theCUBE's coverage of IBM Think 2021 virtual. I'm John Furrier your host of theCUBE. We're here, virtual again, in real life soon. It's right around the corner, but we've got a great guests here. Cameron Art Managing Director at AT&T for IBM. Cameron manages the AT&T Global Account for IBM. Cameron, great to see you. Thanks for coming on the CUBE. >> Thank you very much, John. It's great to be here. >> I can almost imagine how complicated and big and large AT&T is with respect to IBM and the history and AT&T is a very large company. What's the relationship with IBM and AT&T over the years? How has that evolved and how do you approach that role as the Managing Director? >> Well, it's been fascinating. As you said, we've got two large complex companies, but also two brand names that are synonymous for innovation, whether it be in compute or technology or communications. But the most fascinating thing is, if you look back at our relationship, and this is two brands that have been around for well over a hundred years, our relationship actually has some fascinating backdrop to it. My favorite is in 1924, AT&T sent a picture of Thomas Watson Sr, over a telephone wire to IBM. And Thomas Watson said, "they sent this over the telephone?" We are United in a community of interest. They want to make it easier for businesses to transact as do I, we need to work together. And since then, there has been a number of advances, that both of us have driven collectively and individually. And it's been a long running and treasured relationship in the IBM company. >> It's such a storied relationship on both sides. I mean, the history is just amazing. They could do a whole history channel segment on both AT&T and IBM. But together it's kind of the better together story. As you pointed out from that example, going back to sending a picture with a phone line, it's like, "Oh, my God, that's Instagram on the internet happening!" But how are they responding to the relationship, now? Obviously with Cloud native exploding with the ability to get more access, and you're seeing a lot more things evolve, more complexities emerging that needs to be abstracted away. You're seeing businesses saying, "Hey, I can do more with less, I can connect more. There's more access." But then also services more potential opportunities and challenges. How are you responding with AT&T? How are they responding to that dynamic with you guys? >> Yeah, I think it's fascinating because, when I originally approached this relationship and I've been doing this for 12 months now, little over 12 months, and when I originally approached it as with anything else, many times you're trying to enter something that is quite special and make it even better. And my approach at least initially with AT&T was very much one of. We're going to provide even better service. We're going to jointly grow together in the market and strengthen each of our businesses. And we're going to work for something broader than ourselves. And I'll get into, a little more, the last point later. But those first two things, from an AT&T response perspective. And I think this is a common perspective among many clients is, "we'll see if your actions follow your words". And so it's been a process we've gone through to understand that I'm a champion for AT&T, inside of IBM. And those interests, that we share individually and collectively, will be represented at the highest levels. And we will mature this relationship into one of, not just kind of supply chain partners, because we're very complimentary to each other, but more ecosystem partners. And my belief in my core, and you see this much with many of the business strategies that are out there, the ecosystem strategy, this sum is greater than the parts. It's not a zero sum game. Is something that's absolutely blooming in the market. >> Yeah, that ecosystem message is one of the things that's resonating and coming clearly out of the IBM Think 2021 this year and in the industry your seeing the success of network effects, ecosystem changes. That is the constant that's happening. Certainly with the pandemic and now coming out of it, people want to have a growth strategy. That's going to be relevant current and impactful. And you, you pointed that out, growth with each other, it's interesting. And you shared some perspective on this just recently with an example of what is underway there. Where are you heading with that? I mean, talk more about this growth with each other, 'cause that really is an ecosystem dynamic. What is underway and where are you heading? >> It's a fascinating ecosystem dynamic and it's something that we've adopted wholeheartedly within AT&T in terms of not only how we work. So, there are very basic examples, examples like, we rather than answering RFPs and responding to requirements, we're co-creating with our clients. We have multiple Cloud Garages going with AT&T where we identify outcomes that we believe could be possible. And then we show and allow the client to experience the outcome of that rather, than a PowerPoint slide. So, there's this kind of base of how do you work with each other, but then much more broadly in the market. It didn't take long for us to realize that, you know, the addressable market, if I were selling AT&T, everything I could ever sell them. And AT&T was selling IBM everything they could ever sell us. The addressable market is, let's say, $10 billion. But the moment at which we pointed ourselves outside to the external market, we realized that that market opportunity expands by a factor of 20 or by a factor of 50. We have the opportunity to create unique value together. And I think that kind of comes from the core of how we work together. >> I'm also intrigued by your comments about working together for a greater purpose. You said you'd address that later. What do you mean by that? I mean, that's little. Is there higher purpose, North star and obviously you mentioned working together in the ecosystem. That kind of seems tactical and strategic as well, but what's this greater purpose? What does that mean? >> Well, my belief, and it's something I learned actually, is I got indoctrinated into the work that AT&T does, the work that IBM does, and how we do it, but we share many common purposes in terms of what we believe on the whole, in terms of progress in society. So for example, equality in the workplace. We hosted a women's day luncheon, actually multiple Women's days luncheons across the United States. Where we had hundreds of female leaders from both IBM and AT&T collaborating together, talking about how tips and tricks, for how they continue to advance in the workplace. Another example is inequality in diversity and inclusion. Both AT&T and IBM have a strong commitment. And if you'll see, IBM just published their diversity data inclusion study where we actually demonstrate, here are the numbers, here's our targets, here's where we want to get. AT&T has exactly that same belief. Finally, in STEM education for educating our future leaders. In science and technology, engineering and math. Both, AT&T and IBM, for our future need those skills showing up in the marketplace. And Corey Anthony, just a quick spot, for any of you at Think, Corey Anthony, who's the Diversity and Development Officer at AT&T is going to give a great presentation on AT&Ts work in STEM for younger generations. So, there are many things that are, I would say, societal on a broader purpose statement, that we share a belief in together. >> That's awesome. And also people want to work on a team that's mission driven, has impact beyond just the profit and loss. I mean, I love capitalism, personally myself. I'm an entrepreneur, but been there done that but we're living in a cultural shift now. We're starting to see remote work. We're starting to see virtual teams, new use cases that have different expectations and experiences in the work place and also at home. So, you know, with mobile, I could be on the side of the soccer fields or, you know, skiing or running or jogging and take a message, pull over, do a chat, jump into an audio chat, listen to a podcast, engage. So we're all tethered now. This is exchanging experiences, and this is going to change the game for how you work together. >> A hundred percent. And by the way, we're all tethered hopefully through AT&T mobile connectivity devices. It was kind of amusing how much that has become a part of our lives and the core value. One of the core value propositions of AT&T is obviously connecting businesses to each other but also consumers through their mobile brand. But also then to entertainment I will say when I was in Augusta at the masters, you know people that have been there know that, you're not allowed to have cell phones. It was amazing just in conversations how often whoever it was I was having a conversation with and myself would say, well, I'd like to look that up, hold on, can I get that statistic? And we realized we're missing a big part of our lives in terms of the communication but those requirements of connecting people in new ways and in their homes or remotely actually only reinforce this shared value proposition of when you have the technology and you have it securely between our company IBM and AT&T we play a massive part in that. And it's something I'm quite proud of. >> Yeah, and you guys have a really interesting position there with the history of, with the relationship. And as you pointed out AT&T has to be on the forefront of cutting edge user experience technology they're bringing, I mean, they are the edge. I mean, they ultimately from base station down to the device, to the person, to the account, you're talking about a real edge. There that's a person's consumer. They got to provide these new services. So I got to ask you, you mentioned at the top of this interview, that your goal is to provide even better service to AT&T pretty big pressure point for IBM. You know, you got to deliver step up and their expectations must be high. Can you take us through perspectives on that kind of even better service when you've got a client that's on the cutting edge of having to deliver new kinds of things like better notifications, smarter devices smarter software, more fault-tolerant highly available services. These are things that, you know there's a lot of pressure take us through that. What's, what's it like? >> There is a lot of pressure but there's a lot of consistency in terms of expectations. And it's something that both of us understand very well. And I would argue that it's probably the reason we work so well together. Both AT&T and IBM for years, namely 50, 100's of years have understood that if we're transacting for business, we're transacting on something that has to get done. So on both sides of the equation not only do we push the edge of what can be done technically or for business, but we also understand the expectations of the business clients that are, it works every time and it works in every way I need it to. So for us, when we work together, I think that healthy balance of part musician, part engineer comes out very, very strongly in both teams. >> Cameron, great insight and great to talk to you. I love to get the perspective on, you know, the kind of challenges and opportunities that you're seizing at IBM with AT&T. Again, the history is amazing. The impact to the industry at both levels. You mentioned Tom Watson Senior, then you got Junior that in that generation just carries forward. You got that vibe back now with hybrid cloud Irvin loves cloud. So, you know, you got a lot of things happening that's really strong over at IBM and the theme this year generally is better together. So, awesome, awesome work. Congratulations. >> Thank you very much. I will tell you, I don't want to miss the opportunity to talk a bit about the future, because from an AT&T and IBM perspective we're doing a load of work around private 5G or 5G in general. This is something that provides an absolutely low latency huge bandwidth with a lot of actually characteristics from a business perspective that are manageable. And it will enable what I believe is a another big wave in the technology and business industry which is new business models. Very similar to that, of the internet originally, it allows with IBM technology and AT&T technology they have something called Multi-Access Edge Computing. These are absolutely blazing, fast 5G boxes that will be in, not only businesses, but universities, sports stadiums, you name it, changing the experience of how people consume technology or the benefits of technology, which I couldn't be more excited about. >> Awesome future ahead, great. Its a big wave certainly a wave we'd never seen before. Cameron, our managing director AT&T at IBM. Great insight, thanks for sharing, thanks for coming on. >> Thanks, John. >> Okay, CUBE coverage of IBM Think 2021. I'm John Furrier, thanks for watching. (upbeat music)