So. I'm gonna ask Eugene O'Callahan and Lindy Horton to come up. As we as, we get moving I don't. See a. Just, clapped or something up go sir don't. Be shy. Times. I can get going um so. You, guys probably saw most of this yesterday, since we have a lot of familiar faces but I'm gonna start out you, know DXE, is a company, that was formed in on April 3rd the idea of DXE, was to build a company that was designed explicitly, to. Take advantage of the transformation, that's going on right now in the marketplace as, we're moving from a bespoke, and full custom infrastructure, and applications, to, a strongly. Emergent set of cloud-based. Modern. Styled, data, rich applications. Both in the digital domain as well as the extended definition, of the digital domain which is recognizing, that the, same benefits, you can get for revenue growth by becoming intimate with your clients. Is. Replicated. Tenfold and the productivity, increases, you can you you can actually gain by engaging with your employees differently and allowing them to change the way that they interact with information. We. Know that. It's not as easy as saying I, have. A, chief. Digital officer and, therefore I'm a digital company. Many. Companies start that way and this is where Gartner, got going with bimodal but in reality. A. Company. Really only becomes digital kind of from the tops down you. Have to decide that you want to become a, an. Agile, company and make, and. Drive, towards, agile decision-making, and everything that you do straight through processes. Short. Decision windows and an, ability to sense what's going on the marketplace and actually translate, that at the executive level into. A set of dynamic strategies, for the company it. Means you have to think differently about where your talent, comes from you. Know we call it outside in which is recognizing, not all the smart people work for you and. Also it, really does come down into, a new set of products and services broadly. Both those that IT delivers. To the to the employees, of the. Business as well as those that IT in the business build for the marketplace in general and, that's, important, but, what's getting in our way right besides, the fact that we're not organized correctly the other thing that's getting in whay is that, there's really a brand-new set of technologies, that are necessary, in order to thrive in this new marketplace and.
Some Of us have small nuggets, of each of them right security, has been one in which we probably have more less. Than we need or less than we want but still more than the other categories, we, heard Peter. Sondheim yesterday talk about artificial. Intelligence and, how there are only three people that, were highly skilled in AI in New York City and although I believe that's absolutely. False the, fact of the matter is it, is probable, you probably can still count on one hand the, number of people inside of your enterprise who fundamentally really, understand, AI and. Convoluted. Neural, networks and other technologies, to the point in which they can actually really drive business outcome, robotics. And automation augmented. Reality makes, reality, systems, Internet. Of Things projects, right again these are new skills and you have to actually have a workforce that is built on that model on the left with, that modern execution. Where everyone where you become a learning and sharing organization. In order, to really build the skills that are on the right that are necessary to exist to execute, I think this really where DXE comes in and DXE. Is really going to come in to help you where where we provide. Our scale because, we touch so many clients that we can build more translated. Knowledge, in these, different areas to help our customers really accelerating. So. What what we're gonna do. Today, is really dig deep on one. Of our six key, themes. On areas, that we want to trance really, transform, the business right. We pick six themes because I actually believe these are categories, of things that actually execute, as a solution. Whole within. A client, you'll hear what, is my cloud strategy right. And what we're hearing right now in the marketplace is this notion of operate the business in a cloud as a cloud which. Is making the business fully self-service, and IT become. Fundamentally. Invisible, people. Right are need. To change the technology, that we're running the business because it's nearly impossible in, the. Current course and speed to pull the information forward, to the employees, that the employees, are empowered and informed. To make better decisions, security. Is changing, because, as information, begins to actually become the new the, new currency within, the enterprise. All, of a sudden the financial, risks on information, loss are much greater and then, you tie in new regulations, on top of that like GD P R and all of a sudden all bets are off and then there's the other risk which is if, your business really is digital, what, happens if the power goes out or a, virus, hits you so you have to think differently about you, know what does it mean to build a resilient, organization. Versus. An available, organization, I have, to drive agility. In the digital experiences, in the application, model which, is really saying you probably know the point on the horizon that you're aimed out on day one when you're building an app and you, probably know one or two waypoints, on the way of stories, that you'd like to execute but, you also have to actually have a team, that's actually agile enough that is new value points emerge that they can move towards those value points quickly. Analytics. In everything we do we have one key role as we move forward in our delivery platform, and that's fundamentally, that we are going to operate in information. Driven business as. We operate, systems, so, everything. That's in our landscape, needs to put out logs and the logs need to be correlated, so, that applications. On cloud, platforms, on infrastructure.
Can, Actually dig, and drill all the way down for root cause analysis and. Then there's automation which says that instead of putting hands on keyboards, in production, I actually, should build digital recipes, which I hand off to some. Kind of a robot maybe it's kind of a Star Trek like device that makes those meals for you when you pick you know I want a steak but. They they actually build your Enterprise at a rate pace and consistency, and therefore. A secure, ability, that's. Unmatched when. People, and especially when different, people are, used to try to deploy a core system so. These are all critical elements, I think they're universal, to a lot of people strategies. Let's. Go back one real quick. So. But. Today, you, know we have a really fortunate, to have two guests right Lindy who, actually runs, our cloud offerings, and Eugene, who runs our entire cloud platform, business to. Talk about that dynamics, of the, of the cloud and I'd love to open it up earlier, for questions rather than later because. Whoa, we, have a small audience and I'd much rather have this be is in activist we could possibly make it so, I'm gonna really start off and kind, of put a question out to Eugene who's, been you, know in this marketplace for a long time and, you. Know Eugene what are you seeing, changing. In the cloud landscape, right now what dynamic is different this year than last year, sure. Thanks time. You. Know it's interesting so the the cloud adoption journey, has changed. You. Know in some ways it's analogous, to the role of the CIO and the role of CIO has changed, icing dramatically, over the past couple years, from. Being an IT centric, role and an, information centric, role to. Being. Just. Like the CIO is the key enabler, of the business and the key integrator, there, I always, translate. CIO to chief integration, officer and what. I see, in. Leading-edge.
Businesses, Is that CIO, is really, the chief integration, officer of the business and really enabling, that digital transformation. So. The number one thing that I see about how the cloud adoption journey, has changed, it's gone from an IT centric, journey to. A business. Centric. Journey. And. That. Has that, has all sorts of implications. You, know if I think about if, I think about the journey the DXE is on ourselves you, know we are 7, months old as a company, about. 160,000, people going. Through an, enormous. Skills. Shift, as. We. As. We transform. Not only are. Offering. Development, teams but also or, our. Delivery. Teams and our operations. Teams. And. That shift, is well underway and we've chosen on that, journey we, basically, realized like as big as we are even, with the skills that we are that we can't do it on our own we've chosen to. Partner. Really. Proactively, with about 12 strategic, partners one of whom is AT&T. Because. The set of use case is that the business is trying to sell far is really too big for any one company, yeah. I think. That's. Similar. To the cloud adoption journey, as well, the. Business cases that cloud is helping solve are much more complex, than compute. Storage and network. Their. Relevance, to the business is right at the heart of the business. Typically, our clients, are partnering, to solve those as well they can solve those all on their own. And frankly. Skills are at the heart of that journey as well so I think a pretty radical transformation. In in, cloud and the maturity of the of the business problems that you're helping solve with cloud as well. Sounds. Awesome, so, um any, questions, on the what, you guys are seeing in the landscape or you'd like to ask us. I mean I know it's kind of ad hoc please, on the corner. As we. Accept, the. Value proposition, that cloud brings our companies, I'm. A networked person, at the company and something. That we struggle. With is, connecting. To these cloud. Places. So with. AT&T we have an option called net bond and, you. Know using net bond allows, you to have a private network connection. To. Some. Of the cloud service providers, versus. Using the public Internet and I was curious what your opinion is, on that.
Absolutely. I mean you're perfect straight man right, further for, the next for, the next session what, I'll do is after after I let Lindy actually, talk, about the, edge networking, I think, we'll come back into the, core so let me let me get to your question in two minutes it's really important but it's actually right in our flow so it's perfect, so, so, Lindy, right so you're managing, our portfolio. Of cloud assets, right, what do you what, are you seeing in in, the landscape, that's. Changing. Right you heard net bond but we've also got the smart edges what, are you seeing different yeah. In. Today's marketplace I think the biggest change that we are seeing is that shift in, the network, in the intelligence, of the network what, we're starting to realize is, that the. Network from an enterprise adoption, landscape, model is no longer hub-and-spoke. From. Enterprise, to, branch office, or data center but, it's effectively, a, invisible. Mesh of components. Edge devices. And, what. Happens with the value chain of that, componentry. Is that, the. Intelligence. The information. Now pushes. Further into, that edge that. Comes, with a new set of challenges that, as an enterprise we've never really faced before including. Securing. Stretching. Those boundaries, beyond, where we've traditionally thought, about and really, providing. That value chain across. The entire ecosystem. When. We, started to look at this as a core company a couple of months, ago a year ago you know what we really recognized. Is we're using the same capability. And componentry. From. The. Transition, we made from a private, data center into the public, cloud, adoption, model we're, using that same scalability. Robust. Governance. Security. Layer and protection. Layers into. This new intelligent. Edge so, we've solved, a lot of those scale, and robust problems, now, it's just extending, that ecosystem beyond. The. The physical devices the physical, edging. And into, public cloud but, really, starting to take a look at how we even, grow that ecosystem further, because. As that value chain expands. So. Does our realm of responsibility. To, to provide the security layer, and the governance layers on top of that I kind, of see, it and you. Know really. As if I am just. Extending. An a visible, shield across my network I don't want to add the heavy weight of a. Bunch, of security, layers but I do want to provide that layer of protection, especially. As that value chain starts, to expand, those. Mobile. Devices and, those IOT, componentry, is now a critical, core business, asset. And I have to protect it as such and so we really start to see that the network plays, a vital role in securing, our intellectual. Property and, our ability, to execute and use new business, models that we're addressing, let. Me take that one step further so you know I've. Been looking at the. Effects. Of networks for a long, time, Metcalfe's, law reads law and the rest and what, what becomes really interesting, for. Me in terms of a thought process to, think about clouds is that. You, know information, is. Is. Like taking a long distance trip, okay. And the further you go the more you spend on gas and. At. You, know ten years ago most. Of the information that an enterprise needed. To operate was, generated, inside the business. Okay. Which meant the datacenters, made sense and Amit made move, you know networking, the campus to the data center made a lot of sense because fundamentally, the information, that they were sharing and exchanging, was, centralized, in that data center that was the area of canoe. Of production, and consumption, I. Think as we've begun to now move to a decentralized, business model where, I have SAS providers, where. I'm trying to put edge services, at, the right position to, run low latency, with my clients, as I have IOT, beginning, to introduce more information. From the, industrial, world or the poor the physical world into, my. Processing. As a company, it naturally, changes, the dynamics, of the networking and where you should be putting workloads, I think, for, the first time probably, this year maybe next we're. Gonna see that people are going to stop thinking about how. Do I bring, my information, to my compute, and inverting. That model, to how do I actually bring my compute, to. The data and that becomes, important, because I'm reducing latency but I'm also reducing cost and there's. Another model which is that that as I begin to actually think about the information, as it comes through it actually begins to draw a really nice boundaries, that, are around protection, and and we're beginning to see new protection, zones as well so maybe you want to talk a little bit about security.
Right Because you, know we're building enclaves, now software-defined networking makes it very very inexpensive, to build, Private Networks. Right. With net bonds api's with, the edge services, and and all of a sudden that starts to change things so you, know you talked about the protection zones talk about some, of the ability, that we have now to create, application, isolation and, in the cloud and the integrated security of the cloud, and. The way that we do that is actually an, integration, with the, 18, t net LAN service that's provided here where, what, we have, is a single. Pane of glass solution. From a secure and governance layer it's called the agility platform, and, where. We really. Focus, in that realm, of workload. Placement, is to, provide those protection, layers in those in those zones in multiple, different constraints, so, I can, use this single, governance, layer to protect both. My, physical, assets, and my resource allocation, pools but, I can also segment. Both my virtual. My, public, and my, privates, enclaves. By, a number, of business factors, including. Roles. And responsibilities. Of human. Assets, and people but, also business. Protection, layers so security, zones and I can implement a series of business process rules that, allow me to, augment. And remove, any. Type of procedural. Manual. Approval, process, throughout that governance layer and, specifically. I'd like to use the example we have a client. That is a bank. In London and, what. They were really, challenged, with and facing, is they had a trading, application in. In, order for them to pass, their, Basel three compliance. And on it, they. Really needed to find a new way of. Creating. The test infrastructure. They. Were looking, at a. Couple, of different options the, first one was the, physical assets building out a whole new data center, and and a lot, of infrastructure, costs, just to stand up the test infrastructure. What. We supported. Them with doing, is providing. That. Entire. Infrastructure. Including. Extending, out into, AWS. Securing. That with an 18 t net, bond connection. Through the V PC and, the. Entire, application. Stood. Up soup-to-nuts. So we plumbed not only the application, but, the network componentry and the. The beauty, of it was the security, layer that we added on top we, provided, that in such a way that we, actually removed all human, interaction, from that value chain what. That ended, up allowing us to do is show the, Basel three audit and compliance team. That, we could actually not. Only reduce, the cost to the business but. Because there was no human interaction it. Actually, provided, that security, layer that audit was floored. With all of the capabilities, we were bringing to that segmentation, so, it's it's a multi chain into end security. And governance, layer that, we provide, that, allows, us to do that segmentation. Virtually. And automatically. That's. Really interesting because that builds. Network. First in your end-to-end design, I think that's he, security.
First, In that as well and then, at the same time that presents that a single, integrated, catalog. For the client effectively, the storefront, for the client, yeah you're regardless, of the underlying landing. Zone that supporting, the application, and, it's. Not manual. Or swivel-chair, operated, it's completely, automated, throughout. That that, and that's we're. Seeing that from our clients, we're seeing bring. Me again. For the IT centric. Use cases, bring, me single. Catalog that spans, hybrid, friends. At hybrid cloud operations, it's, obviously a very different, pattern from the, digital natives saying, I want to inter intercept, the API is to, develop. My business transact, I'm, so. Lindy I agree I think we're seeing hybrid, I think we're seeing single, storefront, we're seeing network first design, thinking, and security, thinking and the whole lot yeah, absolutely, no, I mean this is why I think this this, term digital recipes, really interesting, because I think people can understand, it and the, thing that becomes, really interesting is when I have a digital recipe, and then I have a robotic, Baker. Robots. Are incredibly. Good at. Doing the same thing the same way every, time and, also. Leaving. Huge. Breadcrumbs. Behind and. They could leave every version of every package. Used to build a complex application that, might have 600 components, within it you try to get a person, to take that kind of an inventory and it's like good luck and, and and so this is what the auditor saw is that they all of a sudden they saw that not only is it happening the same way every time but. Fundamentally. The audit logs that are being produced that actually demonstrate, the proper configuration that. Was specified in the recipe is exactly. It is actually proof positive in the, actual system became really interesting, so I think this is a you. Know just a great, use case because there, is a use case for automation, in the enterprise and, then. That that begins to actually build into a use case for cloud. In the enterprise, because. Some of the best ways to build secure. Clouds right, is to employ that automation. Absolutely. So. Kind of as we move forward, a little bit. You. Know Eugene. You're you're you, know certainly seeing that. Businesses. Are moving. Forward, into this, new cloud. Model and on this cloud journey what, what do they need to do to be effective sure. You, know so I think the speed of decision-making, for. Businesses. Has. Never been. Quicker. Faster, the challenges, there are enormous. You, know I say, and my team is sick of me here are really saying this I you know I feel the number one constraint, in our, industry, is skills. So. I think if, you ask me what does a business need to do to be successful and, compete more more. Effectively. Is not. Only figure out how to attract, and retain and, train, the. Skills you have in-house, but. You'll never have enough. So. Figure. Out how, to leverage. The. Skills. Of your partners in a really seamless way. We. Think of that as, how. Do platforms. Really. Accelerate. And. And the reach and. Extend the reach of the. Of the, folks who have the skills. We. Have an internal initiative in. Indy. XE called a platform, DXE that. Is our next generation. Automated. Delivery platform. That underpins, all of our next-gen and digital offers. And. You, know we're working with Stan and our key strategic partners. On. Integrating. That with our key partner platforms. You know AT&T. Sa I initiative, is a great one you know. As we partner with AT&T. The, AI initiative, they have underway, will feed, data and flow data and analytics, from the network into, our platform DXE, so that we can in turn then. Take. That intelligence, and inform our operations, and our hybrid cloud operations, from that as well so I, think it's the, number-one business challenge I think is having a plan around the skills. And. Getting. Though was hard up against your most important, business problems. And. Then realizing. That you probably can't deal with it on your own you have to partner, on the change side or on the in our case on the network delivery cellular on the solution, site as well yeah I mean this is really important what Eugene is really saying is that I think business, because of where we are with respect to talent, needs. To think differently, about how to get to scale, because. Every every one of the enterprises, is struggling with the same issue which is if, one person can touch ten system and I've got three people that means I only touched thirty, systems, I can't, get there in time I'm five years before I'm twenty five percent of the way through so. What we what we are seeing in the marketplace that this slide really depicts, is we're, beginning to see companies. Begin to select, substantially.
More Standard. Platforms. For, key segments, of their business, and instead of trying to customize, those platforms, building. Their new services, on top of it so you'll, see in this chart, right. There's this shift from custom. To, product, to service the utility, that's a maturity curve and in, my view technology typically. Moves from, left to right on that chart in a, very natural fashion, on the other side you see value to the business. Okay. So you, know this is really about the the, ability, to actually, be seen as not. A technology. That drives the business but a platform, on which the business generation, business can be built and so. As you look I really think we do see four platforms, really begin to emerge under these digital transformations. Right at, the low level it's the operating platform, I have, to operate more with less right. That's just a given and I need to operate with increased consistency, in data driven behaviors, right as we talked about on. The workload platforms. We know that. We're gonna have the legacy around for a while but. The forward-leaning stuff needs to be going into the utility to the maximum extent why because, the innovation, scale that that, at Amazon, and Microsoft and, IBM give, us is so, much higher than, what we can build in a private cloud basis, and when, you try to customize and integrate a private cloud you actually turn it into a static, asset so, it actually stops innovation, from being applied to it, the. Next platform is maybe one of the more interesting ones because what starts to happen is, this IT begins, to intersect, the business, we're. Beginning to see that a lot of the, applications, in the enterprise are, really put a really, put in and around key workflows, and processes, now. Unfortunately those are still built in a very custom, way by most enterprises, and they, end up becoming part, of your technical debt from day one, versus. Building in a drag-and-drop, environment. That allows a business to build its business processes, in a drag-and-drop fairly, transparent, and overt environment, in which, all of these new process, platforms, actually give you a huge amount of telemetry what's, slowing this process down who. Is it that's not approving, on the first day and taking seven days the, things that the business needs to move into a continuous improvement cycle and if, the IT were start to think, about themselves as being a platform provider, to the business and then, partnering, with the business around the key goals of driving. Differentiated, products services and processes or you know really fitting into the CEOs desire, to be digital and everything that they do in, the way the employees partners and and, clients. All work with them then, we begin to see finally the ability to begin to drive AI, and, mobile, apps and IOT to operate at scale right. Information. Coming from the field actually, comes in but eventually a decision, needs to be made so whether you want to call it a case management system or a decision support system or, a business, process fundamentally. You do touch it and do run through a very similar set of things you. Know if you're building chatbots and process automation you're, basically, doing that to improve the business and, if, you're doing that then fundamentally. It tends to intersect, with those business, processes as you try to automate those processes, that today have people and so all these pieces fit together but I think it begins to change the focus the CIO has in terms. Of how they begin to focus their different transformational, activities, and thinking. More not, around why, should I go to Amazon, but why can't I why, should I go to office 365. Then. Why should I because, fundamentally the innovation, is happening so much faster and that is where you're going to get scale, of talent, as they, are constantly, raising the lower common denominator, for a whole suite of customers, that drives both economics, the training, and. And, and I think it really draw it does drive up time and the ability to focus in on what's important to the business which is those business objectives, and so. As, we begin to see that right. It really does begin to push into some. Key questions which is you. Know what what, roles, and responsibilities. Are the same as clients drive to cloud and what, what really needs to change so, think about you know I've now changed I now have partners, in they. Have certain responsibilities. The organization, changes, their responsibilities. Eugene can you talk a little bit about sure, no, kids it's pretty profound. Again. I'll I'll. Start, with maybe. The internal, transformation, that we've got underway because it's directly relevant to the to, the one facing our client, as well. So. We've embraced, a. Hybrid. Operations, model, you know and that whether, this solution is hosted, at the edge or whether it's hosted in public, cloud or whether it's hosted, on Prem and we.
Realized, That, you. Know for the transformation, that dxc is going onto we're we're, still operating a number of traditional, businesses, even as we, grow. And develop with partners, a set, of digital and next-generation businesses. As well you. Know from a Rossum responsibilities. You, know again 7 months 7 months old as a company, one of the first decisions we made was. We set up a cloud ops team, so. Literally, a separate. Delivery, model, for. Fully. Automated, extreme automation. Next-gen and digital offers that we would run from there. You. Know because how. You develop. And operate those, solutions are very different from, how you would operate, a traditional, solution. So. And, it's interesting so we're actively, cannibalizing. Our traditional, business, promoting. And developing our, next, gen and and and digital business, and, operating. This this, hybrid, operation model underneath, with a set of traditional, services, and a, set of services running in a cloud of smile. You. Know as we as we tell, that story to our clients, and as we share with, our clients, the key partners who are with us on that AT&T of, course but you know VMware. Red. Hat openshift I say P for example as, well. That, begins. To, it. Allows us to have a different conversation with our clients as well because, all of our clients are faced with the same challenge, know the number one question, I get is help. Me. Deliver. Secure, reliable operations. From my existing, environment, at a lower cost year. After year you know on a logarithmic, scale to zero basically, for my traditional, but. At the same time help. Me take, advantage, of what's available in the cloud and help my help me as a CIO, be relevant, to the business as we digitize, as a business. So. This hybrid, operating, model conversation. Applied. To our clients, business is extremely. Relevant as well. We. Have had to rethink, all the roles and responsibilities. Not only, on how we operate, our traditional, products but also how, we develop. And operate new, and, applying. That set of thinking, and patterns to our clients use cases as well is it's pretty transformational.
It's. Everything from, you. Know you know we've embraced scaled, agile framework for, our own offering development, as well but it's everything from the role of a product manager the roller product, owner the. Role of the development, team in operations. For. The product as well yeah, and, the skills of that service team and and, so directly, relevant to our clients. And I and again I think all of our clients are on that journey thinking, through what. Skills, they want in-house, and where it's appropriate to partner with those but. It's safe to say that probably the biggest shift is you've moved from a tower based model that in traditional, systems, world where you had specialists. And in, infrastructure, specialists, and network specialists, and app specialists, and, network. Management platform management, platforms in general and you're beginning to say look no I now have a team an integrated, team that, fundamentally, deliver the deep generalist, yeah right so that so I think that's the that's the critical piece so, you know as we move forward and, and have about ten minutes left I'd love to open it up for a bit and. Any other questions you guys have we've kind of told you what we what we're seeing and what we're doing. You. Know the platform, approaches, that we're seeing emerge in the marketplace, to drive scale, which. Is one. Of the remedies for the talent challenges, that we have but it also begins to unlock forward innovation. Strategic. Partners recognizing. That nobody has to all the skills and products to do it alone and trying. To assemble your own makes, less and less sense in, this fast-moving market, where the business is really just looking for a service and the. Service is really any color they want so long as it's black and they're willing to accept that now so, what. Kind. Of questions are bugging. You guys about this. They, have to talk about anything that, sex. You guys. Are, you guys seeing, any businesses. That have moved totally. To public, cloud without the, hybrid. Element what's the value proposition. For hybrid. Yeah. Why don't I take that one so I think the question was do. We have. Businesses. Or were the businesses, or clients, or both. So. I would let me answer both questions so, we have. Some. Clients who are entirely. Running. Their business, on public cloud, we. Have clients, for example in. Their. Businesses, are more project, oriented, it could be multi-year projects, but. Their. Business. Model, is you. Know they win a new piece of work they start, up effectively, a new company, within a company they. Scale. The assets. To support that business transformation. Or that that project, and. At the end of it they completely, shut down that, company, within a company. You. Know rook to zero model, basically, so. And, we support, those. On. Both, Asher and AWS. With a set of transformation. Project, and managed services that support that so, yeah we we've, got that we see that. That. Presents its own set of challenges as. Well, so. That's on the client side on, the offering, side we, have a, complete. Set of services. That are that we build in partnership. With. AWS. We. Have a for example instead, of managed services for AWS, we have. Platform. Services, that run on that ASAP services. That run on that so exclusively, on AWS, we have a corresponding. Set of services, that we, run on Azure so, I would say yep, deep. Experience, on the client use cases as they run their business, and. On a set of offerings that run there as well so Lindy, how about the hybrid cloud use case so why are wire, customers, making the pit stop at hybrid well there's there's actually a couple of different reasons why people are actually. Finding. Themselves in a hybrid operating, model the. First one that I really talked about is that change in the CIO role where. You know as we're seeing markets, actually expand. And contracts so M&A, activity, is one of the the, most integrative, challenges, that we have so, I, actually, have a really, good client of ours that, they. Just acquired a FinTech. Pass that's. Running holistically. In AWS, but they're now integrating. That into a traditional, bank operating, model they want to take advantage of the the synergies, that they can get through these new financial. Technologies, but, they're having to integrate that into their traditional banking, systems most, of our clients, are finding, that they're acquiring these new solutions, through, different, M&A activity, or new business, ideas, and.
Sometimes The reverse is true we have a, couple, of clients and our insurance that, are going through a transition when, it comes to you really. Trying to actually branch. Out in their business so new, engagement models, are driving, them to public cloud adoption through, mobile app development, or, or IOT, censoring. For. Cars. And, automotive. That's, a new business for them so they've actually kind of in, effect running. A small start-up, in a large enterprise, ecosystem. And, so there's those, two major hybrid, use cases where they, do differentiate. The models so that they can run faster, in those public environments. Without, having to have, that legacy overhead. That they've traditionally had, in, the, value chain there, does come into, play, because. Of that workload portability. Because of some of those new capabilities. They're, able to address new markets, that they've never been able to address before in a public world and in. So, organizationally. Speaking we see both use cases and pretty, much every one of our clients I mean we, in and of ourselves are. Essentially. Operating in a fully hybrid world from, integrating. Multiple companies together, and so, you're gonna see a lot of that and the value isn't the integration, layers the question is is it a pit-stop or, is it a long term is the hybrid really a long term destination, pretty interesting, so seven. Months old as a company, we've completed, two global. Client advisory, boards, then. You were with Mia both of them and if you if, you think about the feedback. That we got from our globe clients, in our first two client, advisory boards was. Continued. To embrace the cloud ops model, next-gen, and digital on public cloud. Do. Not underestimate the, importance, of the use cases of, hybrid, 4 for. Deoxys clients. You. Know I would say none. Of our clients believe that's going away as a use case and then. You could argue with, edge that, it's just about to get a whole, new lease of life in, a very real way where. You. Know you can view that you've gone from. Centralized. To decentralized mainframe. To client server to centralized what's public cloud - we're going, absolutely. You know advanced. Decentralized. With aides with, with. Real-time, computing, supporting, business applications. You, know at our at our second. Client advisory board in London just last week we had AWS, and as well as our guest partner, and a. Manufacturing, client basically said look I need an edge use. Case where, I can, operate my manufacturing. Site, with. Support, of AWS, and DXE, and AT&T.
With, The intelligence, network edge, there, but, at the same time I need to be able to run in a disconnected, mode if. I need to add that side as well so I think, hybrid, is a reality it's. And it's I don't think it's a pit-stop for, most of our clients I think there will be advanced, use cases and, the edge will make it even more real now I think it really comes back to the thesis, of look. You know there are some processing, that's gonna have to happen very close to the data and that data isn't, always near a data center right, so in many cases that, will be better placed into, a, into. A distributed. Cloud whether it's a public cloud or or a Colo, with a cloud, like substrate, the, important, thing that we're, beginning to see for sure though is that a. Lot, of clients are doing hybrid, cloud because it actually changes, their organization. So we have another client who actually talks, about the effects that that, us doing cloud with them has had on their organization, teaching, them what integrated. Operations, mean and we call cloud ops but in fact what we're actually talking about is DevOps or integrated, ops. Which is changing. The dynamic, within their own delivery teams, to be one that's operating, a pace and as a team as opposed, to towers an individual, with handoffs and that that is a massive shift but. Then you have to think also about the business if what is the business really asking, IT for, they're, asking, them for unfettered. Access to a broad set of assets that look remarkably the same that they can have one programming, model and then, a compositional. Model of assets that fulfill that underneath and that's that's, really interesting because I actually think the case for hybrid, is finding. Hybrids, that have a consistency. Of development, model and a consistency, of operational. Model that the enterprise can count on whether it's on Prem or off Prem so that depending whether the information is arriving inside or the informations. Arriving outside they, can actually have a consistent, approach to, that and therefore, a consistent, set of economics, for that within the business a. Great. Question anybody. Else we. Stimulate, anybody. Just, curious I work for a large company that's a global. Company that's merging, with another large global company and our. CEO. Mentioned. That we have 25. Regulatory. Bodies, around the world that.
We. Have to work with -. You. Know divests, amassment, assets. So, internally, in information, services we we start to think about transitional. Services agreements. Because. Let's, say we have to spin off a country, or a business, is. Do. You have a value proposition, to. Provide let's, say transitional, services agreements. For, this. Type of scenario sure absolutely. I mean you know we, just, well. We've just done both right so we've just merged well and we've done three times right so we, just split from, HPE to HP and HP es out from one another we did a merge with CSC, and HP. ES and now, we've now announced that we're splitting our u.s. public sector business and merging. It with with, ven core and key point so. You, know what what's really interesting is that our CEO has constantly challenged us 0t, SAS. Okay. Which is interesting right so his point was I don't want any tea SAS right we weren't able to do the split merge the. Original split merged without them so, we said okay then you have 12 months. To. Get out of them so what, are the approaches, right so there there are a set of things that we have done that I think are good lessons learned so one of the hardest things to do is to actually factor identity. Properly, right. So identity is definitely, the piece that trips, up just about everyone because identity is actually what's used to access information and, so. Getting that one right it's important, but the other piece is that when, you're in a cloud operating, model and you're, bringing. To. Some extent a model. Which is. You're. You're moving, in the cloud you actually use a different availability model, it's called a snapshot which. At any point in time I can actually take a nap and I can say take a snapshot so I can rebuild from this point in the. Future so you know we use the term clone and go but if you're running in the cloud you can literally clone and go entire. VDCs. Both Amazon and and, Azure and. Substantially. Simplify, that model now, the question is whether or not you can get yourself into that model fast enough or whether you need to run a migration, to the cloud so at a minimum you have zero capital acquisition. Cost for. The cloned company, but, yes there are definitely things you can do and yes we definitely do those and have some own our experience, ourselves core, competency. So. Thank, you guys like we have about 40, seconds left they've, asked me to to. Please give feedback on this session in the application, if you wouldn't, mind and. I'd. Love to know what we could do better to make it more informative, to you and with, that I really do it thank you for your attention and we'll be happy to stick around for as long as they'll let us to to, discuss any further points thank you very much thanks, to our panelists, Lindy. Eugene thanks very much.
2017-12-07