So I'm going to ask Eugene O'Callaghan and Lindi
Horton to come up to complete the panel with me as we
get moving.
I don't see a--
oh, there we go.
There we go.
I could have just clapped or something.
Come on up, guys.
Don't be shy.
So I'm just going to get going.
So you guys probably saw most of this yesterday,
since we have a lot of familiar faces,
but I'm going to start out.
DXC is a company that was formed on April 3rd.
The idea of DXC 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 emerging
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 in the productivity
increases 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 Gardner got going with bimodal.
But in the reality, a company really
only becomes digital kind of from the tops down.
You have to decide that you want to become an agile company
and drive towards agile decision-making in 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.
We call it outside in, which is recognizing that 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 employees of the business as
well as those that IT and the business
build for the marketplace in general.
And that's important, but what's getting in our way?
Besides the fact that we're not organized correctly,
the other thing that's getting in our way
is that there is 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 Sundheim yesterday talked 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 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,
mixed reality systems, Internet of Things projects.
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 you become a learning
and sharing organization, in order
to really build the skills that are on the right that
are necessary to execute.
I think that's really where DXC comes in.
And DXC is really going to come in
to help you 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 accelerate.
So what we're going to do today is really
dig deep on one of our six key themes on areas
that we want to really transform the business.
We picked 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?
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, 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 so the employees are
empowered and informed to make better decisions.
Security is changing, because as information begins
to actually become 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 GDPR, 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 what does it
mean to build a resilient organization
versus an available organization?
And I have to drive agility in the digital experiences
and 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 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 as new value points emerge,
that they can move toward those value points quickly.
Analytics in everything we do.
We have one key rule as we move forward in our delivery
platform, and that's fundamentally
that we are going to operate an 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 did 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 I want a steak.
But they actually build your enterprise
at a rate, pace, and consistency and, therefore, a secureability
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's strategies.
Let's go back one real quick.
So today, we have-- we're really fortunate to have
two guests, right?
Lindi, who actually runs our cloud offerings,
and Eugene, who runs our entire cloud platform
business, to talk about the dynamics of the cloud.
And I'd love to open it up earlier for questions
rather than later, because we have a small audience
and I'd much rather have this be as interactive as we
can possibly make it.
So I'm going to really start off and kind of put a question out
to Eugene, who's been in this marketplace for a long time.
Eugene, what are you seeing changing in the cloud landscape
right now?
What dynamic is different this year than last year?
Sure.
Thanks, Dan.
You know, it's interesting.
So the cloud adoption journey has changed.
In some ways, it's analogous to the role of the CIO,
and the role of the CIO has changed, I think,
dramatically over the past couple of years
from being an IT-centric role and an information-centric role
to being just 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 all sorts of implications.
If I think about the journey that DXC is on ourselves,
we are seven months old as a company, about 160,000 people,
going through an enormous skills shift
as we transform not only our offering development
teams but also our delivery teams and our operations teams.
And that shift is well underway.
And we've chosen, on that journey--
we've basically realized, 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 cases that the business is
trying to solve for is really too big for any one company.
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't 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 cloud
and the maturity of the business problems
that you're helping solve with cloud, as well.
Sounds awesome.
So any questions on 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 network 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 Netbond,
and using Netbond 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, perfect straight man for the next session.
What I'll do is after I let Lindi actually
talk about the edge networking, I
think we'll come back into the core.
So 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 Lindi, you're managing our portfolio of cloud assets.
What are you seeing in the landscape that's changing?
You heard Netbond, but we've also got the SmartEdges.
What are you seeing different?
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 an invisible mash
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 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, 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 physical devices, the physical edge networking,
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 provide the security layer and the governance layers
on top of that.
I kind of see it really as if I am just
extending an invisible 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.
I've been looking at the effects of networks for a long time--
Metcalfe's Law, Reed's law, and the rest.
And what becomes really interesting for me,
in terms of the thought process to think about clouds,
is that information is like taking a long-distance trip.
And the further you go, the more you spend on gas.
10 years ago, most of the information
that an enterprise needed to operate
was generated inside the business, which meant
the data centers made sense.
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 both production and consumption.
I think as we've begun to now move
to a decentralized business model, where
I have SaaS 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 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 going to 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 as I begin to actually think about the information
as it comes through, it actually begins
to draw really nice boundaries that are around protection.
And we're beginning to see new protection zones, as well.
So maybe you want to talk a little bit about security,
because we're building enclaves now.
Software-defined networking makes it very,
very inexpensive to build private networks, with Netbonds
APIs, with the edge services.
And all of a sudden, that starts to change things.
So you talked about the protection zones.
Talk about some of the ability that we have now
to create application isolation in the cloud and the integrated
security of the cloud.
The way that we do that is actually
an integration with the AT&T Netbond 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 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 private 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.
Specifically, I 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.
And in order for them to pass their Basel III
compliance and audit, 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 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 AT&T Netbond connection
through the VPC, and the entire application stood up soup
to nuts.
So we plummed not only the application
but the network componentry.
And 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 III 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 a multi-chain, end-to-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 key.
Security first in that, as well.
And then, at the same time, that presents a single integrated
catalog for the client, effectively a storefront
for the client, irregardless of the underlying landing
zone that's supporting the application.
And it's not manual or swivel chair operated.
It's completely automated throughout that.
We're seeing that from our clients.
We're seeing bring me--
again, for the IT-centric use cases,
bring me a single catalog that spans hybrid,
spans that hybrid cloud operations.
It's obviously a very different pattern
from the digital natives saying, I
want to intercept the APIs to develop my business
transaction.
So Lindi, 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.
Absolutely.
Now, I mean, this is why I think this term digital recipe's
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.
They can 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 so this is what the auditor saw, is that 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 actually proof positive in the actual system became really
interesting.
So I think this is just a great use case,
because there is a use case for automation in the enterprise.
And then, 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, to employ that automation.
Absolutely.
So kind of as we move forward a little bit, Eugene,
you're certainly seeing that businesses are moving forward
into this new cloud model and on this cloud journey.
What do they need to do to be effective?
Sure.
So I think the speed of decision-making for businesses
has never been quicker, faster.
The challenges there are enormous.
I say, and my team is sick of me saying this,
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 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 the reach and extend the reach of the folks who
have the skills?
We have an internal initiative in DXC.
We call it Platform DXC.
That is our next-generation automated delivery platform
that underpins all of our next-gen and digital offers.
And we're working with Stan and our key strategic partners
on integrating that with our key partner platforms.
You know, AT&T's AI initiative is a great one.
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 DXC
so that we can, in turn, then take that intelligence
and inform our operations and our hybrid cloud
operations from that, as well.
The number one business challenge, I think,
is having a plan around the skills
and getting those 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, in our case,
on the network delivery side or on the solution side, as well.
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 one of the enterprises
is struggling with the same issue, which
is if one person can touch 10 system
and I've got three people, that means I only touch 30 systems.
I can't get there in time.
I'm five years before I'm 25% of the way through.
So 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, there's
this shift from custom to product, to service,
to utility.
That's 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.
So this is really about the ability
to actually be seen as not a technology that
drives the business but a platform on which
the next-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.
At the low level, it's the operating platform.
I have to operate more with less.
That's just a given.
And I need to operate with increased consistency
and data-driven behaviors, as we've talked about.
On the workload platforms, we know
that we're going to 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 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 an integrated 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 as IT begins
to intersect the business, we're beginning
to see that a lot of the applications in the enterprise
are 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 it
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 really fitting into the CEO's
desire to be digital in everything
that they do in the way the employees, partners,
and clients all work with them.
Then, we begin to see, finally, the ability to begin
to drive AI and mobile apps in 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 If you're building chat bots 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 of these pieces fit together,
but I think it begins to change the focus that a 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 shouldn't 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 I think it really 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, it really
does begin to push into some key questions, which
is what roles and responsibilities are the same
as clients drive to cloud?
And what really needs to change?
So think about I've now changed.
I now have partners, and they have certain responsibilities.
The organization changes their responsibilities.
Eugene, can you talk a little bit about that?
Sure.
It's pretty profound.
Again, I'll start with maybe the internal transformation
that we've got underway, because it's
directly relevant to the one facing our client, as well.
So we've embraced a hybrid operations model,
whether the solution is hosted at the age
or whether it's hosted in public cloud
or whether it's hosted on prem.
And we realized that for the transformation that DXC
is going under, 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.
From roles and responsibilities, again, seven 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.
Because how you develop and operate
those solutions are very different from how you would
operate a traditional solution.
And it's interesting.
So we're actively cannibalizing our traditional business.
We're promoting and developing our next-gen
and digital business and operating
this hybrid operational model underneath with a set
of traditional services and a set of services
running in the cloud ops model.
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 VMWare, Red Hat, OpenShift, SAP,
for example, as well--
it allows us to have a different conversation with our clients,
as well.
Because all of our clients are faced with the same challenge.
The number one question I get is help
me deliver secure, reliable operations for my existing
environment at a lower cost year after year
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 me, as a CIO,
be relevant to the business as we digitize as a business.
So this hybrid operating model of conversation
applied to our client's 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 in patterns
to our clients' use cases, as well,
is pretty transformational.
It's everything from 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 role of a product owner, the role
of the development team in operations for the product,
as well.
And the skills of that service team, and so directly
relevant to our clients.
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 in traditional systems
world, where you had specialists and 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 a cloud.
The deep generalist, yeah.
Right.
So I think that's the critical piece.
So as we move forward and have about 10 minutes left,
I'd love to open it up for a bit.
Any other questions you guys have?
We kind of told you 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 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 service.
And the service is really any color they want,
so long as it's black, and they're
willing to accept that now.
What kind of questions are bugging you guys about this?
Anything?
Be happy to talk about anything that excites 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?
I think the question was do we have businesses--
was it businesses or clients or both?
So let me answer both questions.
So we have some clients who are entirely running their business
on public cloud.
We have clients, for example, their businesses
are more project oriented.
It could be multi-year projects.
But their business model is 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 project.
And at the end of it, they completely
shut down that company within the company.
You know, rook to zero model, basically.
And we support those on both Azure and AWS
with a set of transformation project
and managed services that support that.
So yeah, 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 we build in partnership with AWS.
We have, for example, a set of managed services for AWS.
We have platform services that run
on that, SAP 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 yup.
Deep experience on the client use
cases as they run their business and on the set of offerings
that were on there, as well.
So Lindi, how about the hybrid cloud use case?
So why are customers making the pit stop at hybrid?
Well, 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 talk about
is that change in the CIO role, where
as we're seeing markets actually expand and contract--
so M&A activity is one of the most integrative challenges
that we have.
So I actually have a really good client of ours,
they just acquired a tech 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 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 in our insurance
that are going through a transition
when it comes to 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 IoT
censoring for cars and automotive.
That's a new business for them.
So they've actually kind of, in effect,
running a small startup 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.
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 so organizationally speaking,
we see both use cases in 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 going to see a lot of that.
And the value is in 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?
It's pretty interesting.
So seven months old as a company,
we've completed two global client advisory boards.
Dan, you were with me at both of them.
And if you think about the feedback
that we got from our global clients
in our first two client advisory boards
was continue to embrace the cloud ops model, next gen,
and digital on public cloud.
Do not underestimate the importance of the use cases
of hybrid for DXC's clients.
I would say none of our clients believe that's going away
as a use case.
And then, you could argue with edge that its just about
to get a whole new lease of life in a very real way, where you
can view that you've gone from centralized
to decentralized mainframe, to client server,
to centralized with public cloud, to we're
going absolutely advanced decentralized with edge
with real-time computing supporting
business applications.
At our second client advisory board
in London just last week, we had AWS in 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 DXC 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 at that site,
as well.
So I think hybrid is a reality.
And 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.
No, I think it really comes back to the thesis of, look,
there are some processing that's going
to have to happen very close to the data.
And that data isn't always near a data center.
So in many cases, that will be better placed
into a distributed cloud, whether it's
a public cloud 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 us doing cloud with them
has had on their organization, teaching them
what integrated operations mean.
We call a 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
be one that's operating at pace and as a team as opposed
to towers and individual with hand-offs.
And that is a massive shift.
But then, you have to think, also, about the business.
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
so that they can have one programming model and then
a compositional model of assets that fulfill that underneath.
And 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 premise or off prem.
So that depending whether the information is arriving inside
or the information is arriving outside,
they can actually have a consistent approach
to that and, therefore, a consistent set of economics
for that within the business.
Great question.
Anybody else?
Did 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
to divest some assets.
So internally, in information services,
we start to think about transitional services
agreements.
Because let's say we have to spin off
a country or a business.
Do you have a value proposition to provide, let's say,
transitional services agreements for this type of scenario?
Sure.
Absolutely.
I mean, well, we've just done both.
So we've just merged--
oh, we've done it three times.
So we did a split from HPE to HP and HPES out from one another.
We did a merge with CSC and HPES.
And now we've now announced that we're
splitting our US public sector business
and merging it with Vencore and KeyPoint.
So what's really interesting is that our CEO has constantly
challenged us zero TSAs.
Which is interesting, right?
So his point was I don't want any TSAs.
We weren't able to do the split merge, the original split
merge, without them.
So we said, OK, then, you have 12 months to get out of them.
So what are the approaches?
So 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.
So identity is definitely the piece that trips up just
about everyone, because identity is actually what
you use to access information.
And so getting that one right'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 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 an app
and I can say, take a snapshot so I can rebuild
from this point in the future.
So we use the term clone and go, but if you're
running in the cloud, you can literally
clone and go entire VDCs in both Amazon 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 experience
ourselves.
Core competency.
Very well versed.
So thank you guys.
We have about 40 seconds left.
They've asked me to please give feedback on the session
in the application, if you wouldn't mind.
And I'd love to know what we can do better to make
it more informative to you.
And with that, I really do thank you for your attention,
and we'll be happy to stick around for as long
as they'll let us to discuss any further points.
Thank you very much.
Thanks to our panelists.
Lindi, Eugene, thanks very much.
Thank you.
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