Placeholder Image

字幕表 動画を再生する

  • (upbeat music)

  • >> Live from Las Vegas.

  • It's the Cube.

  • Covering, Boomi World, 2018.

  • Brought to you by Dell Boomi.

  • >> Laverne, welcome to the live Cube coverage

  • here in Las Vegas, the Wynn Hotel

  • for Dell Boomi World 18.

  • So, exclusive coverage.

  • We're here all day.

  • Wall to wall coverage covering the impact of cloud native

  • to application developers and owners

  • and for businesses. I'm John Furrier with Lisa Martin here.

  • We're here with Michael Dell.

  • 13th time on the Cube.

  • He's the founder and CEO of Dell Technologies.

  • Continuing to defy logic.

  • Growing leaps and bounds.

  • Continuing to do more in the new era of IT

  • and computing.

  • Mike, great to see you.

  • Thanks for coming.

  • >> Great to be with you.

  • Lisa, John, always fun.

  • And here at Boomi World it's really exciting

  • to see the ecosystem continue to grow.

  • As people try to connect everything together

  • Boomi is right there.

  • Incredible business last quarter.

  • Booking growth, 80%, 7500 customers.

  • I still can't find a customer that doesn't need Boomi.

  • The team continues to evolve what the capabilities.

  • We've just had a great show here.

  • 1000 customers showed up.

  • Lot's of great customer stories

  • about how they're integrating

  • all their apps and data together.

  • With the tsunami of data that is coming,

  • it just gets more and more important

  • and interesting and fun.

  • >> You know, you mentioned on the key note stage

  • with CEO Boomi, talking about some performance numbers

  • that you always throw out, server growth.

  • Continuing to grow, okay.

  • The pundants were saying oh servers,

  • that's cloud server-less.

  • You still need compute, networking and storage

  • but they do change with the cloud

  • and sass has proven that business model

  • of as a service is key.

  • Boomi's got this little secret weapon

  • around the unified platform that integrates

  • a lot of these traditional components

  • that is still going to be foundational

  • but yet set up the next wave around AI, Edge,

  • data tsunami that you mentioned.

  • This is a key variable in the architectural shift.

  • Can you talk about how you see that playing out?

  • Because you got a couple big pieces on the chess board.

  • VM Ware, the continuous Dell Technologies portfolio

  • kind of as the table stakes.

  • This is kind of interesting new architecture.

  • Explain how you see that.

  • >> Pivotal Dell NC, VM Ware.

  • >> So a lot of pieces.

  • >> Right.

  • >> How does Boomi play into that?

  • Because if it does be a glue layer if you will

  • for lack of a better word, it can be very powerful.

  • >> Yeah, so the challenge is when you go to softwares

  • and service, how do you connect the things together?

  • Now, connecting 1 or 2 together is pretty straight forward.

  • But when you start having 50 or 100 of these things,

  • and then you've got on premise systems

  • and now you want to have actions like an employee

  • does something and based on their roll then something

  • else happens, you have work flow.

  • And then you get this, you go from a couple billion PCs

  • to 5 billion smart phones to 100s of billions of

  • connected things out there with this explosion in the edge.

  • How you integrate and connect everything together with

  • work flow and do it securely is super, super important.

  • So we're seeing just an explosion of used cases.

  • There was some great examples from a city digitizing

  • and being able to detect leaks and when traffic lights

  • aren't working.

  • The used cases are pretty unlimited and Boomi and Pivitol

  • play sort of at the top layer for us so the applications

  • and integrating all the data and allowing customers to

  • express their competitive advantage with software and

  • data and AI and machine learning.

  • And then of course we've got VM Ware to virtualize

  • everything from the data center to the network and beyond.

  • With NSX, what we're doing with NFE

  • and software to fine win.

  • And then of course we're the initial infrastructure company.

  • Absolute number 1 in all aspects of the data center.

  • And growing much faster than any of the competitors.

  • >> And I want to also get your thoughts on

  • VM Ware announced up to this morning,

  • actually Barcelona time for VM Ware Europe,

  • the acquisition of Heptio.

  • >> Absolutely.

  • >> Okay, Pat Kelson said in VM World,

  • we're going in, we're going to make Kubernetes the dial tone.

  • This is a key architectural component around orchestration.

  • Containers certainly everyone knows,

  • that's been standardized.

  • People love containers.

  • They're using them.

  • As applications need to be more efficiently built out,

  • out of the Boomi's value proposition,

  • Kubernetes and these cloud native things

  • are super important.

  • What's your view on that?

  • Great acquisitions, very young company?

  • Not 34 billion dollars for a Red Hat

  • like IBM bought but a small tuck in.

  • How important is that trend for you?

  • >> Well, think about what we've done with Pivitol

  • and VM Ware together with the Pivitol container service

  • and now adding Heptio with 2 of the 3 founders

  • of the whole Kubernetes movement.

  • We're going to be making Kubernetes just part of

  • the dial tone of vSpheres.

  • So for virtually all the customers out there,

  • 600000 of them that use vSphere,

  • it'll just be super easy to now have Kubernetes

  • containers built into their vSphere environment.

  • That's the vision.

  • We've got a great team working on it

  • across VM Ware and Pivitol and now the Heptio team.

  • Adding to it.

  • We're super pumped about all this.

  • >> If your friend asked you at a party this weekend,

  • hey Michael, why is Kubernetes important?

  • What do you say to that?

  • >> I guess it would depend on how much they know about this.

  • >> They're a business owner responsible for application

  • development.

  • >> Yeah.

  • >> They are owning to transform their organization.

  • They realize clouds going to be a part of it.

  • They here Kubernetes really popular, it's trending.

  • But it's a technology.

  • A lot of people are now getting this for the first time

  • and seeing it as the early dopples have shown it.

  • They try to want to know the impact and why it's important.

  • Why is Kubernetes important as you start to get into this

  • orchestration of apps and work loads across clouds.

  • Why is it important?

  • >> I think people don't want to get locked in

  • to a particular place when it comes to their infrastructure.

  • Kubernetes has clearly won the battle in terms of being able

  • to be that abstraction layer.

  • That's the simple thing that is super exciting.

  • When it sort of went from cloud to hybrid cloud

  • to multi cloud, people realized they wanted a 2 way street

  • where they could move things back and forth.

  • And now with the edge, they want to move it to the edge.

  • With the distributed core.

  • This explosion in data, this dat tsunami

  • really requires a whole new set of tools

  • in terms of the software infrastructure

  • to be able to make it all work.

  • >> So transformation is ...

  • You're talking about Dell Technologies now.

  • 34 years later you have 7 corporations under that.

  • Done a lot to keep those brands, as they're very valuable.

  • Dell Boomi as a business unit.

  • Transformation is essential

  • and Dell Boomi wants to be the transformation partner.

  • It's also incredibly difficult.

  • IT transformation.

  • Digital, security, workforce.

  • Dell Boomi works and Dell Technologies with a lot of large

  • enterprise organizations that are still probably fairly

  • not as well connected as they should be to find new value,

  • new business dreams.

  • How do you talk with customers, large enterprises that need

  • to transform to stay competitive?

  • Where do they start?

  • And how dose the Dell transformation story in and of itself

  • help those customers feel confident in what

  • Dell Technologies can deliver?

  • >> Right, well first thing I'd say is we actually work with

  • customers of all sizes.

  • We have an enormous business with small

  • and medium and large customers.

  • We're number 1 across the whole spectrum.

  • We serve 99% of the Fortune 500.

  • Since your question is about those types.

  • They're looking at the digital transformation and figuring

  • out this is really not an IT project.

  • It's about technology becoming pervasive in everything

  • that they're doing.

  • From sells to marketing, to product creation to their

  • whole fundamental strategy.

  • So then it shows up in the office of the CEO and business

  • line executives and they're having to reimagine.

  • And so they look for a partner and Dell Technologies is

  • very unique.

  • 2 years and 2 months ago we put together all these companies

  • and it's been fabulous.

  • We've been growing double digits consistently and the

  • response has been great because we can deliver a complete

  • set of capabilities.

  • Now you're right, change management, and how do I do it in

  • my company, that's a big deal.

  • So they're pulling on us to bring them more of a ...

  • The don't want us to show up with a bunch of parts and

  • drop em off.

  • They want us to actually build them a solution that is

  • specific to their needs.

  • Help them implement it.

  • In many cases, run it for them.

  • So we do much of that ourselves

  • with our own services organization.

  • 60000 plus people in our services organization.

  • And of course we have the best, all the great SIs out there

  • that are helping customers implement and run and manage

  • like I said, 99% of the Fortune 500.

  • We're right there with them in this digital transformation.

  • Of course we do the IT, the workforce, the PCs

  • and of course security.

  • Unbelievably important.

  • Your whole brand trust is all based on that

  • so we wrap the whole thing with security

  • and no company has the breath that we have.

  • I think we've kind of won the hearts and minds of the

  • decision makers because of the capabilities that we have.

  • Not that we take it for granted.

  • We have to go earn that trust every single day.

  • We have unbelievably talented people in our company.

  • Over 20000 engineers.

  • Scientists, PHDs.

  • About 90% of them are software engineers.

  • This is a very different company

  • than it was 5 or 10 years ago.

  • We're having a blast.

  • It's a rocket ship, so.

  • >> I had a chance to interview an IT leader

  • and his name is Allen Bean.

  • He's the global CTO and head of IT innovation

  • at Proctor and Gamble.

  • He brought the cloud to Coca-Cola.

  • Has had a career all in IT

  • going back to DHL in the 90s and 80s.

  • So we were talking and I asked him, does IT matter.

  • And Dave Alampi always brings up the book by Nick Carr.

  • And we always talk about it.

  • >> Love it.

  • Such a fun topper, yeah.

  • >> And so he says, quote, at that time some people thought it

  • didn't matter, everyone was kind of complaining,

  • but he says it does matter.

  • It's a competitive advantage.

  • And over the decades IT was outsourced.

  • And now people are trying to bring that back in

  • and make it a competitive advantage.

  • This is now ...

  • It's a mandate basically.

  • So as people who have been kind of anemic with IT,

  • they've got people running stuff but eventually

  • outsource all the value.

  • They got to bring that value in.

  • Cloud is that opportunity.

  • How do you respond to the leaders out there trying

  • to figure this out.

  • What are the keys to success around bringing back the

  • competitive advantage and using the cloud for

  • things that aren't core to the core competency

  • but getting that core competency nailed down.

  • What's your vision.

  • >> Yeah, well, look, I mean, it's all about understanding

  • what is your competitive differentiation

  • and advantage as a business.

  • And if you give that away to somebody else,

  • you're going to be out of business in not too much time.

  • Packers applications are great

  • for things that aren't differentiated.

  • But if you actually do something that's unique

  • and valuable and special and you can't express that

  • in software with your own data,

  • you're going to have a problem, right?

  • This is what companies are figuring out.

  • This is what we're doing with Pivitol and Boomi

  • allowing companies to build all this together.

  • And look I think as it relates to cloud,

  • customers have figured out it's multi cloud, right?

  • It's a workload dependent discussion.

  • Some workloads are great in the public cloud

  • but in many cases, not so much, right?

  • As we've modernized and automated the infrastructure

  • we have customers that tell us hey our private cloud for

  • our predictable workload, which is 90%,

  • is 5, 6 times less expensive than AWS.

  • We're building these converge, hyper converge,

  • like the fast track to the automated

  • modernized infrastructure.

  • And look, you can decide.

  • But we're seeing customers that want to move things back

  • and forth and we're seeing a bit of a boomerang.

  • Where customers have said oh everything you upload to the

  • cloud, and no, not everything.

  • >> And the digital transformation really is making

  • IT a competitive advantage.

  • So I had a long ranging interview.

  • It's up on YouTube.

  • I asked him a final question.

  • I always said, okay, so you know,

  • he's transforming Proctor and Gamble.

  • I said okay, as you look ads and all those things

  • what's the next mountain that you're going to climb?

  • You're an IT pro, you said in the agenda.

  • And I'll read you the quote. I want to get your reaction.

  • He said, "I think we're looking forward.

  • Latency is still an issue.

  • We have to find ways to defeat latency and we're

  • not going to do it through basic physics, we're going to have to

  • change out business models, change our technology,

  • distribution, change everything that we're doing.

  • Consumers and customers are demanding instant access

  • to enhanced information through AI and machine learning

  • right at the point when they want it."

  • So this is his next mountain.

  • This is kind of what you were talking about on the

  • stage here at the Dell Boomi event

  • around the impact of AI and data.

  • What's your reaction to that quote?

  • >> Well to me this is all about the edge and 5G coming

  • around the corner.

  • And you look at all the big telcos.

  • They're all piling in on 5G because it's 1000 times

  • faster and 1000 times less latency.

  • That's going to be a big turbo charge.

  • The rocket ship.

  • And it will just create an explosion in data and compute

  • on the edge.

  • And a lot of it's going to stay on the edge.

  • Because you'll have these edge devices

  • talking to each other.

  • A whole new class of applications and capabilities

  • because of that.

  • That's super exciting.

  • We're already seeing it with this build out of

  • distributed core.

  • And that's why we see so much growth

  • in the data center business.

  • >> So Michael, Dell Boomi, if you look at Boomi for a second,

  • was named by the Gartner Magic Quadrant of 2018

  • as a leader in Ipads.

  • Today they talked about ...

  • >> Again, I think 6th or 7th year in a row.

  • It's been there for quite some time.

  • >> An established leader in an established market.

  • But today they were talking about, hey we want to change

  • the, we want to redefine the I in Ipads to intelligence.

  • How is Dell Technologies and Boomi particularly

  • starting to leverage terra bites and terra bites

  • of customer meta data to make your systems smarter?

  • To enable businesses to truly connect.

  • Prim, edge devices as things continue to get more

  • distributed and data becomes more critical?

  • >> Yeah, so, the key to AI and all of its variance of

  • machine learning, deep learning neural network is the data.

  • The data is the fuel for the rocket ship of AI.

  • And the challenge is, if you have your data spread out in

  • 100 softwares of service providers and 3 public clouds

  • and here and there and where's all your data?

  • We don't really know.

  • How do you fuel the rocket?

  • It becomes a very difficult problem.

  • This is the problem that we're beginning to address

  • for our customers.

  • We're going to have an event all about AI coming up

  • I think next week.

  • Where we're going to be talking much more about this.

  • We got a number of offerings that we're rolling out.

  • We've been helping customers for years build their

  • data lakes and curate the data.

  • And of course Pivitol and Boomi are essential to

  • how you bring all of this together

  • and make sense of it.

  • Because if you just have all the data but you can't

  • actually use it.

  • If you're not already using AI and it's variance to

  • improve your products and services, you're doing it wrong.

  • We've identified over 450 projects just within

  • Dell Technologies internally.

  • As I mentioned on stage, we've sold about 700 million

  • computers since I started in my dorm room.

  • We have enormous telemetry data.

  • Imagine, if you will, that something doesn't work

  • exactly the way it's supposed to.

  • Okay?

  • What's the chance that has never happened before?

  • >> Zero.

  • >> The answers almost zero, right?

  • Our job is to take all this data that we have,

  • use all this intelligence and actually

  • prevent it from happening.

  • So we're building all kinds of intelligence and AI

  • and preventative technology into all of our solutions

  • from the data center to the desk top to the edge,

  • to the multi cloud so that all these systems are just

  • self healing and auto magically way more reliable.

  • >> Auto magically, I like that.

  • It just sounds like what you're saying is

  • Dell Technologies articulating it's value

  • and it's differentiation because you're using that data.

  • >> You have to.

  • >> To identify insight, to take action immediately.

  • >> And to your point about the big companies,

  • they have an advantage but it's a bit of a time value

  • expiring advantage.

  • They have the data that the new entrance don't have.

  • >> Right.

  • >> But they have to activate it quickly with this

  • new computer science or else they'll be dinosaurs, right?

  • Nobody wants to be a dinosaur.

  • >> Michael, what's the business drivers, and you talk to

  • customers all the time, that they're seeing and that

  • matter most to them.

  • Is it agility, is it transform the customer employee

  • experience, compliant security?

  • How would you view the pattern around the most

  • important business driver for your customers

  • that are trying to put the business transformation

  • together with digital.

  • Could you comment just anecdotally what you see?

  • >> I think every customer is a little bit different in

  • their journey.

  • Some customers, security is number 1.

  • Because of the kind of business that they're in

  • and it just has to be that way.

  • For other customers it's how do I increase my speed

  • to the solution.

  • It used to be we need a new feature.

  • We'll get it in a year or 2.

  • How about never.

  • Does never work for you?

  • That's kind of the old IT.

  • Now with agile development you've got,

  • what we're doing with Pivotol cloud foundry,

  • you've got companies implementing,

  • these are giant companies.

  • Biggest companies in the world.

  • They're implementing new things like in 2 or 3 weeks.

  • It's amazing how fast.

  • Speed and as a chief executive, that's what you crave.

  • How can I take this new requirement that I heard from

  • the customer and turn it into a feature that I can

  • go offer very, very quickly?

  • That's what you want to be able to do.

  • It's what we used to be able to do when we were

  • little tiny cubs.

  • How do you do it with 200000 people?

  • >> I want to get your thoughts on a trend that you

  • popularized early on in your career, the direct

  • business model, you also had the just in time

  • manufacturing kind of ethos of build it, build to order,

  • really streamline efficiency.

  • So I want to kind of take the leap to now a new

  • generation with cloud native where you have workflows and

  • efficiencies.

  • You have integration.

  • So in a way the customers are now going direct

  • to their customers and wanting to compose and build

  • solutions.

  • As you said on stage, these are going to be new problems

  • that not yet have been identified.

  • New solutions.

  • So that customers have to be what you did.

  • They got to build their own.

  • So they got to build their own, they got to have the

  • suppliers, they got to have the code.

  • How do you see customers being successful if they want

  • to take that efficiency approach?

  • Kind of be 5 nines if you will in this

  • new modern era.

  • Because this is the challenge that they have.

  • They have to build their own. They need suppliers.

  • They need you guys.

  • How do you see the customers being successful

  • in that scenario?

  • >> Yeah, I think what they're trying to do is shrink the time

  • from when at that point of customer interaction,

  • they can use the data to make the service and the

  • product better and if it's like this lengthy

  • value chain with all these different intermediaries

  • and it takes weeks or months or never, that's just

  • way too slow.

  • They want it to be like instantaneous.

  • How do they create that direct relationship

  • with their customers?

  • I only had 1000 dollars when I started

  • so we couldn't really afford much so each dollar

  • you invest very carefully.

  • We just kind of out of necessity came up with some

  • ideas that ...

  • >> You were efficient because you had to be.

  • >> We didn't have any choice, right?

  • >> So when we talk about integration,

  • we talk about it's the foundation of digital

  • transformation, we've talked about IT, security,

  • workforce. One of the things that you mentioned earlier that

  • I'd like to get your perspective on, a different

  • view of transformation is cultural.

  • An enterprise organization as you mentioned has

  • a huge advantage of a tremendous wealth of data.

  • With that amount of data and the need for speed

  • as you just talked about, where, in your opinion, and

  • your experience, is cultural transformation as an

  • enabler of an enterprise to really be able to react

  • that quickly to develop new products, new revenue strengths?

  • >> Yeah, I think it's a big challenge.

  • And a lot of customers struggle with change management.

  • You never want a good crisis go to waste.

  • We sort of grew up in the business where it was change

  • or die, quick or dead.

  • If you don't do it you're gone, right?

  • This was just the way our business, this was just

  • how we had to compete.

  • It's what we grew up in.

  • And I think what's happened is more and more businesses are

  • that way now.

  • It requires the business leaders to say hey friends,

  • we've got a real challenge here and we've got to move

  • faster.

  • It is change or die, it's quick or dead,

  • I think for all businesses because this is the fastest

  • time ever but it's the slowest time relative to

  • the future.

  • It's just going to get faster and faster.

  • If companies ...

  • The only way you get good at change

  • is to do it more frequently.

  • And so if you've never changed anything

  • for 80 years in your company and all the sudden

  • you start trying to change, it's really hard.

  • You just have to start.

  • >> How do you inspire say employees

  • at Dell Technologies who've been with you for

  • a very long time to be able to be open and

  • agile themselves to help facilitate this transformation?

  • >> I believe we built it into our culture that

  • they understand that change is good as opposed to

  • change is bad.

  • If you fear something well then it's bad, right?

  • We precondition people to say okay we're going to

  • change something.

  • Not to say every time we change something it

  • works perfectly.

  • We make mistakes, we learn, we trial and error.

  • That's all fine.

  • Fail fast.

  • But you need a culture where you can embrace change.

  • No question about it.

  • I think a lot of companies that didn't really

  • have that are figuring that out and either

  • by crisis or by leadership or by some combination

  • they're then forced into it.

  • For me, it's what we grew up in.

  • Because hey it's a tough world out there.

  • >> Mike, I want to ask you a final question.

  • Thanks for coming on and spending the time with us.

  • Great interview here.

  • Good length.

  • Recently in the news with a lot of commentary from us

  • as well as the industry around IBM buying Red Hat.

  • I made a comment around the innovation piece of this

  • and I want to get your thoughts on that because when you

  • bought EMC, it was a merger of equals.

  • You integrated that and the growth that you've been

  • successful since then, I want to get your perspective.

  • I want you to take a minute to explain to folks

  • watching, when you did the merger equal with EMC,

  • what happened?

  • You've been successful integrating the organization.

  • What innovative things have you done since the EMC

  • merger of equals?

  • Take a minute to explain, again, there's a lot of

  • moving pieces on the table.

  • You got VM Wares, you got Pivitol, you got Boomi.

  • A lot of moving parts in your plan.

  • You've been successful with the numbers.

  • Financial performance shows it.

  • Take a minute to explain what happened, where's

  • the innovation coming out of Dell Technologies?

  • >> So in hind sight, it looks pretty obvious, right?

  • You take the leader and servers and the leader in

  • storage and you say hey infrastructure hardware

  • goes together.

  • And by the way, if you have the leader of infrastructure

  • software, VM Wares, you put that all together.

  • Wow, that'd be really great.

  • And turns out it was.

  • It was actually much better than we thought.

  • And so customers have really bought into that

  • and then with Pivitol and Boomi and Rsave, Virtustream,

  • Secureworks etc., we have such a complete set of

  • capabilities that customers have said, hey, why do I want to

  • buy from 20 smaller less capable companies and integrate it

  • myself versus you guys will just do all this for me.

  • If they were buying from 2 or 3 or 4 parts of

  • Dell Technologies they'll say, well, why don't

  • we just take the others, right?

  • We been picking up huge amounts of share across

  • the whole business.

  • I'm talking about like 10s of billions of dollars

  • of growth here.

  • There's clearly a consolidation going on in the

  • kind of existing parts of the industry but

  • we've also got massive investments in the new cloud

  • native parts and software defined, and security.

  • It's been a real blessing to be able to pull all of

  • these teams together.

  • We had this relationship with EMC going back from 2001.

  • We were very early supporters of VM Ware.

  • We had a theory of victory and it's played out

  • very well.

  • The teams have really gelled enormously well and

  • the customers have continued to give us their trust.

  • >> I think, first of all servers, storage, networking is

  • never going away.

  • It's the holy trinity of anything in computing.

  • Just looks different and consumes differently.

  • But I think people underestimate the execution

  • innovation that you guys have done.

  • You didn't skip a beat.

  • VM Ware didn't skip a beat.

  • So things have happened, so that was a challenge of

  • the integration.

  • >> Not everybody predicted that it

  • was going to go that way.

  • It's actually gone much better than even we had planned.

  • The revenue synergies have been much larger.

  • >> Well congratulations and thanks

  • for taking the time on the Cube.

  • Michael Dell is here inside the Cube here

  • at Boomi World 18.

  • Dell Boomi World.

  • It's the part of Dell Technologies.

  • We think of them being the power engine for data processing,

  • data growth, powering AI,

  • integrating all the application workloads.

  • I'm John Furrier with Lisa Martin.

  • Stay tuned for more coverage after this short break.

  • (upbeat music)

  • >> Since the dawn of the cloud,

  • the Cube has been there.

  • Connected.

(upbeat music)

字幕と単語

ワンタップで英和辞典検索 単語をクリックすると、意味が表示されます

B1 中級

デル・テクノロジーズ マイケル・デル|Dell Boomi World 2018 (Michael Dell, Dell Technologies | Dell Boomi World 2018)

  • 130 5
    Darren に公開 2021 年 01 月 14 日
動画の中の単語