This class will be the first session in which we are going to spend some time in understanding a very important concept called strategy and we will be spending more time in understanding what strategy is, the need for strategy, the various models that different organizations adopt to strategize and ensure that these organizations are able to sustain in the business ecosystem. Now before I get into the real technicalities of this managerial concept of strategy we must first understand that the business ecosystem outside is very vibrant and dynamic and just as this slide shows you that there is always a constant need to redefine our approach to everything be it business, be it our own personal life or whatever be the context in which we are situated there is always a constant need to redefine and this also means that there are occasions where we should also include our approach to redefining itself as a result of which we should realize that the need to redefine our approach to everything includes our approach to redefining itself. Now this I thought will first become a good background when I am going to introduce this concept of strategy the reason being everybody knows all managers know that organizations need strategy but then there is no uniform understanding of the concept of strategy. So if you ask managers across different industries across different countries you should be surprised if you get different understandings of the very word strategy which means there is a need to redefine and to see whether there is a common understanding of the concept of strategy before we spend some time on developing strategic models. So only when we have this basic understanding of this concept of strategy will be able to move forward. Now let me just begin with a textbook definition of what strategy is it is a concept that sets the direction and scope of a business organization not just for a short term purpose but for a long term purpose of course there are short term strategies but let us assume that at a very broad level we are talking about a long term purpose and in the process we need to develop something that gives the organization a sustainable competitive advantage and this it should be able to do by integrating all the activities and resources that it has at its disposal within a business environment that is as challenging as it is it will be in the future and at the end of the day by doing all of this it should meet the expectations of all the stakeholders. So this is broadly the definition of a textbook definition of strategy you know businesses especially businesses that are engaging in fierce competition by and large excluding the businesses not for profit they exist to add value to the shareholder and this is a general management terminology that you often would hear that the purpose of business is to maximize shareholder value it means that there should be every effort to maximize profitability so the bottom line is the return on investment so managers in the middle the leadership they always look at how businesses can maximize profit and especially when the industry is very mature growth is static at times managers would feel that at this business cross road we are just meeting the end of the road there will be some industries where there is a lot of potential to grow and the best of those in the business would have a lot of strategic value that would make them leaders and there might be some industries where it is best to be silent and then to follow to create some value in the industry so whatever stage and in whatever position a business organization is looking at it from the business crossroads to lead to follow to even exit out because we have reached an end for all of these we need to understand what strategy is and to do all of this we need to have a strategy in place more often than not there is a lot of confusion between operational effectiveness and strategy I began the class by saying that there is change that is happening in the business ecosystem and the market changes so rapidly that to remain in the same place we will have companies and businesses have to respond very quickly so there is a pressure on companies to respond to such market changes and these responses have come in different forms and the ones that are popular are these management tools that have been good response mechanisms for example you would have heard the terminology total quality management or TQM or outsourcing or benchmarking business process reengineering BPR so all these management tools are good response measures to those changes that happen very dynamically in the industry now it should not be mistaken to be strategies I will explain on this a little later but then the very fundamental question that we need to ask ourselves is are these management tools strategic or are these for operational effectiveness my view is according to Michael Porter is that these management tools are for operational effectiveness and not strategic in nature but at the same time it is not that operational effectiveness is not necessary it is necessary but the argument is that it is not correct to assume that it is sufficient and understood as or rather misunderstood as strategy while operational effectiveness is also necessary we need to understand that strategies also equally important so both are essential and both work in different ways so it is very important to understand that strategy is different from operational effectiveness now expanding further on operational effectiveness we have seen that operational effectiveness is a result of some generic solutions that emerge or because there is a great need to provide such solutions due to changes that happen in the business in the markets themselves for example outsourcing the IT industry in India one of the biggest one of the finest examples for how success how successful IT services industry in the country was built because of the concept of offshore product development software development this concept of outsourcing emerged and few companies were able to leverage on this and then the rate at which this was diffusing we saw more and more companies entering into the IT services industry as a result of which more businesses get into an industry which at the very first place let us assume that was profitable because the the first movers were able to sustain a profitability because they were able to put in place certain management tools that gave them operational effectiveness but remember this operational effectiveness is not something unique to a particular business and this is something that could be easily replicable as a result of which this just gets diffused fast now when more and more businesses do this will a company in a particular industry be able to sustain a unique value that it had when the industry was at its nascent stages this is a very important question for which we will be able to find answers as we move if the management tools or the practices of the business that is for example take the commercial printing industry because of the changing dynamics in the industry itself if companies resort to cutting crew sizes getting some of the best machinery increasing the performance time now these are all tools that can be employed to increase the effectiveness and this is all pervasive now when we do such things the gains also need not necessarily be captured only by the businesses themselves the gains could probably be captured by the customers could be by the suppliers as a result of which the inherent profitability of the industry is not improved and a classic example is the commercial printing industry where the the net profit margin used to be 10% and more and more of because of this operational effectiveness where crew sizes were reduced best of the machinery was imported for the printing industry a lot of thing added value to the customer or to the supplier and as a result of which the profitability reduced to around 3 to 4% from 8% now does it mean that operational effectiveness necessarily means superior profitability no and operational effectiveness does it retain uniqueness to businesses no because it is easily replicable as a result of which there is competitive convergence because the more and more other businesses would like to replicate the same management tools the more and more companies would start looking alike within the same industry and the problem is when managers misunderstand operational effectiveness as strategy now let us there is a very distinct line that distinguishes operational effectiveness with strategy now operational effectiveness simply means that you perform the same set of activities better than your rivals let us for example take the Japanese automobile industry they were the ones who pioneered the inventory control the TQM the lean management as a result of which they were able to offer low cost and high quality assume Toyota started this quickly Honda was able to do this the entire automobile industry was able to do this as a result of which there was a constant improvement amongst those businesses within the same industry as a result of which there was continuous improvement in the operational effectiveness of each of these businesses but was this enough for sustained success that is the key question this is not enough for sustained success because such practices gets rapidly diffused and the Japanese car manufacturing industry is a classic example because each of them were able to bring out absolute improvement in their operational effectiveness but then the relative improvement for the industry the relative improvement to each of them was missing there was no there was absolute improvement in the effectiveness but relative improvement for none the understanding is that such management tools are increases operational effectiveness will only result in one company being able to perform similar activities better than rivals and this could happen for a very brief period of time because such activities are diffused at a faster rate and as a result of which do not continue to become unique and as a result of which the industry itself will start to imitate such activities and all of them would be at par then how was then how do companies differentiate and emerge from this crowd so that they distinctly stand out now that is when we have to talk about strategy now that fine line of difference between strategy and OE is while operational effectiveness is performing the similar activities better than rivals strategy is about performing similar activities in a different way altogether or even performing different activities now what is the benefit of doing this the benefit of doing the same set of activities in a different way is that when you do this you can preserve the uniqueness with which you do you do these activities if you think that these are not easily replicable and ensure that it is not all pervasive now what is the benefit of this this would give you superior profitability by either giving you great value the business gives great value which means there is a premium that you can charge on the customer because more value means more price or for comparable values if you are able to deliver it at lower cost and reduce the average unit price and still there is superior profitability and how do you do this not by doing the same activities differently better than the rivals but then you perform a different activity itself then you are able to actually create some unique advantage now this way since it is not easily imitable by competition this does not create mutual destruction within the industry the reason is competitive strategy is about creating certain choice of different set of activities that businesses engage and these set of activities deliberately chosen by the business to ensure that maximum value is delivered or the comparable value is delivered at lower cost let us take the example of south-west airlines to understand this better now south-west airlines is known for its low cost short haul point to point non-busy airport no meal self-ticketing so various experiences characterizes south-west airlines now what sets south-west airlines apart from the others in the airline industry south-west airlines chose to perform the same set of flying activities but then it chose to do it a little differently if you ask who the customers for south-west airlines is is actually it is attracting the surface transport customers who otherwise would have taken a car or a bus or frequent flyers who prefer convenience then the full service that other airlines companies offer now let us understand this better let us compare south-west airlines with a full service airlines and understand the value proposition that south-west airlines gives a full service airlines is fly from any point A to any point B and this is possible only if you have a hub and spoke arrangement with major airports and then you need to have partner airlines taking you from point A to C then to reach B provide business class services and long haul flights which means meals baggage transfer but this is also an airline business and this is also a set of activities and south-west airlines is also in the airlines business but then decided to do this business by engaging in a different set of activities where it said that it is just going to be point to point no hub and spoke and it ensured that it is the turnaround time of the aircraft at its gates was very fast not more than 15 minutes as a result of which it was able to clock long flying hours with lesser aircrafts no assigned seating and since it is point to point no interline baggage checking it removed travel agents automated ticketing so what is the value proposition that south-west airlines was delivering it was delivering convenience and it was also able to do it at low cost because it removed a lot of other activities that consumed cost now a full service airlines cannot offer the value proposition of south-west and continue to be a full service airlines it is not possible a full service airlines cannot offer this value proposition on south-west routes as a result of which it became very successful in whichever route whichever point to point route that south-west airlines started to provide services another example is the IKEA which is another big Swedish furniture giant let us compare contrast this with a typical furniture store you entered into a furniture store it is a showroom where you have some select samples for display and those that are not available for display are available in some product brochures in some designer books and you have some sales person assisting you you will be taken through all those samples and after discussions you your order gets relate to a third party manufacturer and then after the manufacturing is over it gets delivered after some time and of course there is value in this the value is there is maximum customization because you get furniture design the way in which you want and also service through all these customer sales force personnel inside the showroom then delivery happening at your doorstep but all of this at a higher cost now IKEA strategic position is a little different it delivers stylish furniture at low cost through a set of activities that it performs remember both of them are in the furniture business but the IKEA set of activities it is a little different from what its competitors do the IKEA stores is more on a self-service mode so there is no sales person it will be IKEA's own design so no third party engaged in manufacturing so I get into an IKEA store all of the IKEA design products are available and these are designed in low cost modular type and very easy to assemble by the customer himself by me if I get into an IKEA store I want to buy let us say a cupboard I I I know what design I want then I know that these are the different modular pieces and these could be assembled by myself and then a cupboard is ready and since all the products are displayed in the huge stores and some even in some room like settings so that also dismisses the need for a designer to come and suggest how this would look in a room so in such room like settings you have all the products displayed and they also have warehouses adjacent to showrooms so once you know that this is the product that you want you just pick it up and deliver the delivery is done by ourselves so we just take it in our own cars and even IKEA provides some car roof racks which you can return when you come to the store next time now what is the value proposition here the value proposition is that I do all this myself there is no need for a decorator no third party engaged in manufacturing and most of the IKEA stores work extended hours basically this is actually targeted towards the young urban professionals so when they come after work they come late some of the IKEA stores in fact most of the IKEA stores have installed childcare so that they leave the children to play around while the young urban professionals do the shopping there is also value in the way in which IKEA does business in the furniture industry and this is also able to reduce a lot of cost now if you look at the examples of Southwest or IKEA and many other examples that are readily available we should understand that every business needs to create a strategic position for itself which emerges from three overlapping but distinct sources some businesses can decide to serve few needs of many customers like let us say the auto lubricant providers they do not provide automobile repair or maintenance service they just provide lubricants or some businesses provide broad needs of few customers example is investment solutions for high network individuals where the entire suite of financial products and services are available for such customers or some businesses serve broad needs of many customers in a narrow market a semi solutions or the online aggregators like Amazon or eBay they provide a host of services for again a wider base of customers now we must understand that when we decide to do certain set of activities different from the rivals or different activities itself then definitely we need to make some trade offs because traders of trade offs are unavoidable because we are trying to create a differentiated segment in which we want to operate so you do not find a branded retail shop also trying to also position itself as a multi brand retail shop because at the strategic level it decided that it is going to be just a branded retail output it is very dangerous to straddle meaning you try to retain your existing position and also try to imitate your rival successful position especially when the rival successful position is something very unique and different and this continental airlines tried to do when it is actually trying to imitate the low cost point to point model of south west airlines and also the same time trying to retain its original positioning of being a full service airlines that is why continental light was a failure another example of how Neutrogena made a trade off Neutrogena soap it positioned itself more as a medicated soap not as a deodorant or a skin softener and that is why you find Neutrogena more in drug stores than in the regular stores where other soaps are available so when you are trying to do something unique when you are trying to do activities which are different from your rivals are doing different set of activities themselves you are bound to make certain trade offs otherwise it would create an inconsistency in the image that you are trying to build because you cannot have a dual identity to the business that you are doing some images already formed if you are trying to do a particular set of activities this way as a result of which you cannot try to do a different set of activities so that might it might result in in in your image not being properly communicated and if you are not making this trade off it will be the same personnel will be the same equipment it will be the same systems in place but trying to do the activities differently which will result in losing certain uniqueness that the business has because different activities the way in which different activities are done require different management systems different types of people different attitude different skills different machinery as a result of which you need to just make a trade off and say I am just going to do only this set of activities in this particular way and from an internal control point of view if the leadership is very clear that it is going to make this trade off and it is going to do only these set of activities then that is get that is easily percolated right up to the last employee now that is why sustainable strategy requires trade offs and another way to distinguish between operational effectiveness and strategy is to understand the benefit of coherence energy now operational effectiveness is achieving excellence in individual activities while strategy is trying to see how we can integrate the activities to form coherence energy again you take the southwest example the various factors have made southwest a successful low cost airline of the question is what is the key success factor then the answer is very simple you know everything really matters for southwest the reason is the competitive advantage that southwest airlines get comes from the very fact that it is able to reinforce each of these activities and each of these activities are intertwined which means there is a strategic fit amongst these activities and that fit is the key for the success of southwest so we need to understand when businesses have a lot of activities there should be an integration of these activities so that there is some coherence energy that emerges out of this and this is what we call as strategic fit now when a business is a chain of such activities and each of them may or may not be a source of value but the benefit of having an activity fit is that it clearly locks out imitation the reason because it creates a chain in which the chain is as strong as the strongest link it is very difficult to duplicate a southwest model or a neutral genus soap model by competition because this fit the strategic fit ensures a lot of synergy which is very difficult to duplicate and also when there is a strong fit amongst all activities if one activity performs very poorly it clearly gets exposed as a result of which there is betterment the way in which these activities are linked the reason that we need to have a strategic fit is not only because it gives a competitive advantage because each of these now why does it give a competitive advantage because each of the activities are able to reinforce a different set of activities take the case of southwest airlines because the ground crew is efficient we are able to make the turnaround time fast and because of that flying hours is more and because of that the flying productivity is more because of that your bottom line is improving no seating arrangements the cabin crew is so efficient as a result of which again the customer experience itself is unique so you have a host of such activities which reinforce amongst themselves to provide that competitive advantage and it is sustainable because it is very difficult to imitate the activity of competition now the probability that competition can match any activity is always less than one if I am able to do this do a particular activity so well the probability that somebody else will also do it so well is less than one now if there is a strategic fit amongst all these activities then that ensures that the probability of imitating the entire activity chain is decreased the reason is the probability gets compounded the probability to imitate one activity is 0.9 to imitate two activities is 0.81 to imitate four is 0.6 and so on so you can understand the more and more the activity system has a third or a fourth or a third or a fifth order fit the more and more is the competitive advantage sustainable because it is very very difficult to duplicate an activity fit now we put all this together and then ask this question what is strategy then the answer is very simple is that it is a process that creates a unique and valuable position which involves a set of activities that are carried out differently to create sustainable competitive advantage now while we should understand that strategy is different from operational effectiveness it is very very important for you to understand that because today aspirations are mistaken as strategies experiments are mistaken as strategies mergers and acquisitions are mistaken as strategies if I decide to put in place an ERP system that is mistaken to be a strategy total quality management is mistaken to be a strategy well these are all individual set of management tools with improves the effectiveness of an organization these are not strategies at all so more than understanding what strategy is to me strategy is just one piece that is why I do not believe in saying that there is a marketing strategy there is a HR strategy there is an IT strategy there can never be different different strategies for a single organization that can be only one strategy and I have already told you that I am a great fan of Michael Porter and before we even understand fully understand what strategy is we should also understand what is not strategy that is also very very important because invariably managers have different understandings of the very word strategy and many many of these understandings are wrong because most often they confuse strategy drivers and strategy elements with strategy now what are these strategy drivers it could be the corporate culture of an organization it could be the leadership and the strategic planning that the organization has the way in which the organization analyze analyzes businesses internal and external the evaluation of a business and the how of strategy is often mistaken as strategy per say now let us just begin to let us let us just understand each of these strategy drivers and then I will also give you a short video on so that you understand what is not strategy I have seen so many managers misunderstanding corporate culture as strategy the corporate culture is just a set of beliefs and values that people share people within an organization share the way in which they behave with each other the way in which they behave with their customer clients or any stock stakeholders that is corporate culture and if somebody ask a strategy for a particular organization I have heard people saying that the strategy of this organization is to have a corporate culture of this type while it has got nothing to do with strategy per say and some even say the vision statement and vision statement which is an integral part of the corporate culture is strategy itself for example I have seen people saying the credo of Johnson and Johnson as its strategy well it is actually not corporate culture is just characteristics that get reflected in the attitude and behavior of the leadership the employees in an organization at times you find also the corporate culture reflected in the logos and at times people also get mistaken to interpret they even interpret corporate logos and say from these corporate logos I can make out what the strategy of the firm is I will just leave these logos with you so that you ask this question yourself what corporate culture do you think the following businesses have managed to develop and is it right to just translate this corporate culture as strategy per say the second important strategy element is the strategic leadership itself which involves in setting the future agenda in place built around certain strategic themes that answers three fundamental questions what does the business do for whom it does that business for and how the businesses excel so strategic leadership followed by strategic planning is also an integral strategic driver another important strategy element is the analysis part we need to analyze things that are happening within the organization and things that are happening outside the organization growth of India and China as manufacturing centers this is an issue that needs to be analyzed the changing demographic profile of the society the age structure of the population the political and regulatory climate which affects businesses so a lot of are the effect of let us say technology in the business so lot of things happen both inside and outside the organization which needs detailed analysis for which we need to know that there are different models available for such analysis internal being SWAT some of them internal some of them external best external portals diamond portals five forces external internal then you have value chain analysis BCG matrix balance code card so these are all various tools that we would be using for analysis and evaluation is also key to build a strategy we need to get some good dashboard analytics that provides data on sales profitability process efficiency and also other external data that we collect to get information on the various environmental and geopolitical parameters and this evaluation is very necessary and when we use all these strategic drivers and elements all this is done to create two main strategic outputs and this is the sum and substance that defines strategy by integrating all those activities two things must clearly emerge there must be a competitive advantage which gives the organization some uniqueness that is very difficult for competition to imitate or comparable value can be delivered at a lower cost so unique value which means there is room for charging more because it is the value is unique the value proposition is very unique or comparable value that can be delivered at low cost so these two are the main strategy outputs and if you are able to do one of these are both and if the purpose of this business is to do one of these are both then that is the strategy of the business and both have to be long term sustainable and they can do it in different ways see the confusion happens is the way in which we do this is often misunderstood as strategy that is why you would say you would see managers saying that you know acquisitions mergers and takeovers is going to be my strategy but that is not the strategy it is how we do this to achieve the unique proposition value proposition which is our strategy at the first place so I could do it either by market dominance which could be through an internal growth or acquisitions or through new product developments or through expansions or contractions are even coming out of businesses or become a price leader or go global like Microsoft or do some re-engineering and change the way in which just think out of the box and change the way in which I could do the same set of activities differently and leverage the organizations performance by doing that or the simple case of downsizing delaying restructuring now all these are the different ways in which we try to implement the strategic objectives. Now this should not be mistaken as strategy per se so if somebody says that the strategy of my firm is remaining flat my organization structure is flat and that is the strategy of the firm that is not strategy at all that is more a decision making process of a business that provides some efficiency in the decision making and that cannot become strategy because such processes are easily replicable by businesses or competition outside. Then what is strategy I would like to just conclude with this definition it is the way in which you create value by integrating a set of activities and performing them in a different way to gain a competitive advantage that is sustainable over a long period of time and if you are able to do that then you have a good strategy in place. So I will leave also some more reading material so that you will understand the concept of strategy better. Thank you.


The Jeff Small Grant Program implemented by the United Nations Development Program, UNDP, in collaboration with the Women on a Mission Outreach Inc. and the Government of St. Lucia hosted a two-day Knowledge Fair. The purpose of the fair was to raise more awareness in the areas of environmental quality, nutrition and health. The Four Modality Knowledge Fair consisted of a public forum, 50 interactive booths at the William Peter Boulevard, technical talk sessions, an indigenous culinary area and an indigenous music section. Giles Romulus is the national program coordinator of the Jeff Small Grant Program. About one year ago, we decided to plan St. Lucia's first Knowledge Fair to demonstrate to St. Lucia's that the latent genius can be reignited once again in many forms. A Knowledge Fair is an approach to learning, which uses several modalities for sharing information and knowledge to ensure that there is understanding and a higher probability of action. 21 percent of St. Lucia's working population are employed in the agricultural sector. Prime Minister of St. Lucia, Hon. Alan Chastney, stressed on the importance of such initiatives. The topic from soil and water to the pallet, a healthy journey and the timing of this Knowledge Fair could not have been more appropriate. I say so because it's happening in the midst of a festive season, a time we all know that solutions enjoy more than their fair share of food and drink. And while I believe that as a nation we need to celebrate our successes for the year, as we give thanks to the Almighty for our many blessings, more ever we believe that it is proper that we should take stock not only of what we consume, but how we consume. The UNDP representative for Barbados and the OECS, Chisa Mikami, commended the members of the Jeff Small Grants program on the undertaking. With a bank of 8,400 projects and an investment of over 15.3 million Eastern Caribbean dollars since October 2012, Jeff FGPU and St. Lucia decided to demonstrate program results with the fall through the monetary activity in North Fair in the Barbados and the OECS program. The Jeff Small Grants program Knowledge Fair commenced on the 10th of December and culminated on the 11th of December 2018. From the Government Information Service, I am Anisia Antwan reporting.


Previously overlooked, these tyrosine amino acid residues of the protein tau could play a pivotal role in regulating the functions of this protein in health and disease. Targeting these residues could lead to new forms of therapy that modify the progression of brain disorders. The protein tau is implicated in the development of several neurodegenerative disorders including Alzheimer's, PIX, and Parkinson's disease. Normally, tau acts as a stabilizing scaffold for the microtubules that make up the cellular skeleton and help with cell division. But in the brains of people with Alzheimer's, tau proteins become detached and aggregate into the wiring tangles that have become a hallmark of the disease. For that reason, scientists have dedicated much research to the part of tau responsible for clinging on to microtubules. Something suggest that this region known as the microtubule binding domain could be linked to the subsequent aggregation of tau. At the very core of this region is residue tyrosine 310, which together with four other tyrosines along tau holds the key to potentially preventing tau aggregation. Interestingly, however, few studies have explored its role in tau pathologies. To address this gap, researchers from the Lashwell Laboratory at EPFL's BrainMind Institute in Switzerland examined what happens when these tyrosines are altered by a post-translational modification known as protein phosphorylation. Through a combination of highly precise mutation and enzyme manipulation, the team decorated each site with phospho groups in five distinct patterns. Phosphorylation at all five tyrosine sites? At all sites except tyrosine 310 or 394, and at only one site, tyrosine 310 or 394. Results showed that phosphorylation at tyrosine 310 but not at tyrosine 394 was sufficient to inhibit the fibrillation of tau. When the other tyrosine residues in the N-terminal domain were also phosphorylated, the inhibitory effect was observed. These findings were confirmed when the investigators looked at the microtubule binding domain only. There again, phosphorylation at tyrosine 310 alone was sufficient to attenuate the fibrillation of this highly aggregation-prone domain of tau. It also regulates tau binding to microtubules and membranes. Notably, at tyrosine 310, phosphorylation led to local structure modifications in the microtubule binding domain. These changes reduced the region's ability to adopt the beta-sheet conformation that makes tangle formation easier. These findings support previous studies from the Lashwell group demonstrating that phosphorylation and hyperphosphorylation of tau, in this case at tyrosine residues, inhibits rather than promotes tau aggregation. Collectively, these findings call for revisiting the widely held view that hyperphosphorylation drives pathology formation in Alzheimer's disease and other tauopathies, and they point toward phosphorylation as a target for the development of desperately needed therapeutic strategies for Alzheimer's and tauopathies.


from Washington D.C., it's theCUBE, covering Oracle Cloud World, brought to you by Oracle. We are here live in Washington D.C. for Oracle Cloud World. The hashtag is Cloud World. This is Silicon Angles theCUBE, our flagship program. We go out to the events and extract the signal from noise. I'm John Furrier, my co-host Dave Vellante, we're pleased to have Karen Sigmund, Vice President of the Platform Business Group at Oracle. Welcome back to theCUBE. Thank you. Great to see you again. Obviously at Oracle Open World, we talk a lot about the stuff that's going on now. It's all coming, the fruit is bearing off the tree. Give us the update. What's the update from your perspective? I saw the cloud machine, the infrastructure's going very well. Oh yeah. Donatelle's got the reins, is driving a lot of good business. What's the update? I think the big difference is that if you look at our portfolio, it's changing. And we're expanding it, and we're getting, we're being much more customer focused. So if you look at the overall portfolio, the Oracle Cloud Machine is a natural extension of what we do today. And the business portfolio, how is it evolved specifically? And what's the big trending item in the portfolio? Well, I think it's all about being cloud ready, right? So if you look at our portfolio, you go back, we build everything from the best of breed components, right? So starting with the tape, to the storage, to the networking layer, to the compute layer, to the operating system, to the database, to the applications. Every one of those, we build cloud ready. And so what's happened now is we've just evolved that, and we've taken that same capability, so if a customer's ready for it today, cloud today, or cloud tomorrow, they get that capability when they go with our infrastructure portfolio. So big announcement today, the Oracle Cloud Machine. We heard it in Oracle Overworld, it's the private cloud machine, but you changed it to the Oracle Cloud Machine. Talk about the thinking behind that. It's really a lot of momentum at this event behind the Oracle Cloud Machine. What's changed? What's new? What's different? Well, I think, you know, name's a name, right? I mean, names are, but really, this is a whole kind of new category. Customer at cloud, if you think about that, when you look at everything we're talking about today, the Wall Street Journal said it best this morning, I think, when they said that we basically turned cloud computing inside out. And why did we do that? The name is part of that, because when you think about it, pride that a lot of people think of private cloud as being an on-premise solution, and they think of public cloud as being something that sits in the public cloud data center. The Oracle Cloud Machine is what we're calling it now, is the capability to take that and book the public cloud services and put it with the machine behind the customer's firewall. Okay, let's get into it, because it is on-prem. Yes. But the services that I'm layering on top aren't on-prem, they're in the public cloud. So what is this thing? This is a new category, or how do you guys think about it? Well, what we've done is we've taken the software stack and the operational model, and instead of delivering those services from the public cloud, we're actually delivering it on your premises. So it's not that you're not connecting to our public cloud, we're actually putting it behind your firewall and actually creating your own public cloud that's managed by Oracle. But you guys are managing it, right? Correct. So from my standpoint as a customer, it actually is public cloud, except I got some lights blinking here in the corner. That we look at, you don't look at. Are you able to replicate in Oracle's view? Are you able to replicate substantially the public cloud experience with this new product? Yes, I think that absolutely. That is the number one thing that we can do, is that you're taking exactly the same services, the similar price structure, everything's the same. The only thing that's different is that we're allowing you to put it behind your firewall, we manage it for you, but the architecture is all designed by Oracle, managed by Oracle, implemented by Oracle. You don't make the architectural decisions we do, just like in a public cloud. So if a customer says, all right, Karen, how is that different from what other companies, vendors are doing? How do you respond? Well, I mean, it really is a matter of what your capabilities are. Because we have this broad portfolio that starts with cloud-ready, cloud-ready best of read components, right? So everything we build in the stack, then we can then combine it with appliances and purpose-built fast engineered systems. That's kind of a legacy, I mean, a lot of our competitors that are legacy vendors would say that they can compete in that area. So if a customer is trying to make a decision, they'll say, look, I have to talk to my cloud vendors or my cloud native apps, I have to talk to my legacy vendors for my on-premise architecture. What the cloud machine does is that what Oracle can do now is give you the capability to combine those two and be consultative and put the customer in the driver's seat. Customers don't have to make a choice. Okay, but there's a nuance here. So it's not, people are going to say, oh, this is just managed services, but it's not just managed services. No, no, managed services is totally different. Okay, so managed services is where you, the customer, decide on a private cloud architecture.   You decide where you want it to be run. And then it becomes that architecture now has to be managed by you. All the changes in it, all the service catalogs, anything you want to change in it, you decide when and how and manage that architecture. You might hire someone to do it for you, but ultimately it's an architecture that you design and deploy and manage. With an Oracle Cloud Machine architecture, we do the architecture design, we do the deployment model. You get all the agility of public cloud services changing and being modified in your environment. So you get that benefit of public cloud change that happens in a public cloud environment. And the business impact of that relative to managed services, how would you describe that? That's eliminating labor costs? Yeah, I mean, the couple things. The first thing is is that the client doesn't have to manage the architecture. They don't have to manage what goes into it. They can take their labor costs and move it to working on application development, which is where their real business benefit is. But also they get the flexibility of the future. They get that capability that you don't get with the private cloud architecture that you have to build and manage yourself. Karen, talk about the Wall Street Journal article you mentioned, Inside Out was the headline. The headline says, Oracle's new service turns cloud computing inside out. What does that mean? I mean, why it's in quotes inside out obviously, but what does that mean for the customer?  Well, I mean, because people have historically thought of cloud computing as one of two things. You're either public cloud and the public cloud vendor provides everything and you have to connect to them or it's private cloud and you build your own architecture and you deliver your cloud services for your client yourself or with a managed provider. This is Inside Out because we're now saying you can take that public cloud provider and bring them right behind your firewall. They're now in-house. We can bring public cloud computing in-house. As a service, I want to buy a lot of gear, no rack and stack and Oracle does the heavy lifting. That's correct. You don't own the gear, you pay just like you do a cloud service.  We talk about this at Oracle Open World. You're doing the product teams, you're also dealing with the channel, dealing with customers. So I got to ask you, since Oracle Open World took today and even through today, what have you found to be the most confusing or misconception by customers around Oracle Cloud? I think that it's only, that it's just for Oracle. If you look at the Oracle Cloud machine, it's basically offers an infrastructure as a service offering, as a baseline offer that you can deploy to use, to run all of your workloads. It's not limited. So not just Oracle customers. That's correct. So cloud native. That's correct. People who want cloud native, aka DevOps. I think that's the big difference, yes. Karen, you have a lot of stuff in the portfolio and to a lot of customers, it's a complicated situation. It's like you've got a very specialized focus on solving problems with different types of products. Can you talk about that a little bit? Yeah, I mean, I think that when you look at it, as I mentioned, we have the best of breed portfolio where we build the stack and that's all cloud ready. Because we also have a public cloud, then what we do is we can now combine those things into different things that make sense for customers. So we can take, we can make appliances, for instance, that are the easy button. So for a customer who wants to deploy a private cloud and they want to own the architecture, we can give them an Oracle database appliance or a private cloud appliance, which allows them to combine that with other architectures, combine it together and build their own private cloud infrastructure and deliver those services. Secondly, then we have engineered systems, which gives you the ability to do things that are fast. So if you want to have high performance, middleware applications, or you want to run high performance database at a low cost, we can do that with our Exis series or Super Cluster. And then we have the capability now with Oracle Cloud Machine to really, to bring that all around. And now you can take that same capability and bring the public cloud services behind the firewall. And Oracle Cloud Machine is new. It's different. It's not been seen before. So there's new hybrid, if you will. It's very cloud-like. It's almost identical to cloud. The pricing model is, if I understand it, a subscription model for the infrastructure as a service. You've got to make a commitment for, I think, three years earlier this morning. And then the PAS layer is basically... As you use it. By the drink. Did I get that right? That's correct. Okay. Yeah, and I think the other thing we didn't mention when we talked about this is this idea that you said hybrid. So Oracle Cloud Machine is kind of the ultimate next generation hybrid. But it's also, with all these other layers that we have, we also have the same ability for a client to have that hybrid capability and have exactly the same architecture on-prem as in the cloud. So we offer those as cloud, public cloud services in Oracle's cloud. And you can also deploy the same architecture on-prem. It's another differentiation for... Karen, I got to ask the hard question. So, put you on the spot. We have a new coverage on silkenangle.com around data loss. And we've been documenting and publishing everything about breaches and security. And one of the things that's kind of embedded since Oracle Open World is, security's always on. You got to turn it off and that's with the Larry Ellison message. But there's a lot of breaches going on. We're obviously in DC where security's paramount. Think of the government. Security, data loss, breaches. And these are a lot of regulatory things that admit, Xavier was talking about why this is so popular for customers. They can bring the cloud in inside out because there's some issues. You got to make sure the boxes are checked. So you got zero data loss, opportunity, ZDLRA. We always talk about that in the last show. So that, you got recovery, you got data management, security, encryption on-chip. That's all in the portfolio. That's hard to implement. What's the update on that? Is that working well? Can you add some color to that? Cause that's on everyone's mind. Security rolling it out in the enterprise. No, I think we're seeing, I mean, I think we've seen a tremendous uptick in our ability for customers to want to take advantage of things like our ZDLRA product. Because that gives you that continuous availability of your database workloads from your Exadata platform or from any platform for that matter. So ZDLRA is a great example of where we've taken continuous availability beyond security to your point. Absolutely, this is the ultimate in security. The Oracle Cloud Machine gives, I mean, while we have a very secure platform in everything we deploy, this gives you the ability to feel that absolute confidence that you can take public cloud services and put it behind your firewall. So no breaches on Oracle? No. No breaches, no security breaches you've seen. Not that I'm aware of, no. No, don't, I mean, don't bug me on that, but no. Well, you're live, you just were quoted. Yeah, no, no, no, honestly, there's absolutely no- But this is what customers are really scared about. Not just network security or encryption, and to end, you got insider threats and surface areas are huge. Well, but there's a key point is that in the early days of cloud people were so, yeah, you always use security as the number one concern, but I feel, I've always felt like Oracle security, throw in Amazon, IBM, whatever. Your security is going to be better than my security for most companies. Now, maybe there's some large financial institutions, maybe the government, but for the vast majority of customers, the security behind Oracle is going to be superior in terms of the investments that you make, the skill sets that you have, the practices. I mean, the difference is we have security at every layer. So when you think about it, we have it in our public cloud, we have it in the application, we have it in the database, we have it in the chip, we have it in the heart, we have it in every element, every layer of our stack. So when you're building an information, you know, Fortress, for example, you've got to think about how you do that. You've got to consolidate and... Okay, final question. What's the most exciting things that you've seen? Obviously, Dave Donnelly's in charge, a lot of exciting things happening since Oracle Open World, you know, a lot of action going on on the portfolio. What's surprised you? What's exciting things popped out?  What's out there? What popped out that you're really excited about or has surprised you? Well, I think the thing that is most rewarding, I'll say, and I don't want to call it surprised, but I think what I'm most excited about is this Oracle Cloud Machine is the ultimate. It's kind of like having the apex and it's changing the industry in terms of how they think about cloud computing. I mean, to be at Oracle and have all these elements and to combine it together, it's absolutely the apex. We used to call it the God Box back in the box days, now it's the God Service, right? The cloud up in the cloud up in heaven. Okay, Karen, thanks so much for coming on theCUBE. Really appreciate great insight. Karen Sigmund, vice president, cloud platform, business platform. This is theCUBE, we'll be right back with more live coverage here in Washington DC at Oracle Cloud World after this short break.