Live from Orlando, Florida, it's theCUBE. Covering Sapphire Now. Headlines sponsored by SAP HANA Cloud, the leader in platform as a service. With support from Console Inc, the cloud internet company. Now, here's your host, John Furrier. Okay, welcome back everyone. We are here live in Sapphire now in Orlando, Florida. This is theCUBE, SiliconANGLE's flagship program. We go out to the events and extract the signal and noise. We want to thank our sponsors, SAP HANA Cloud Platform and Console Inc at Console Cloud. Our next guest is Anil Sabu, VP of Business Development and Fred Balboni, who's the GM of IBM, here on theCUBE together. SAP, have you welcome back to theCUBE. Good to see you guys. Good to see you. So, Microsoft's up on stage. IBM's here with SAP. This is the old SAP. No real change of the game in terms of you guys have been multi-vendor, very partnering, very ecosystem-driven, but yet, the game is changing very rapidly in this ecosystem of multi-partnering with joint solutions.  So, is this kind of like a bunch of Barney deals, as we used to say in the old days, or what is the new relationship dynamic? Because data is the new currency, it's the new oil, it's the digital capital, data is capital, data is a digital asset. Partnerships are critical. Talk about this dynamic. Partnerships are critical, and I think what we're doing is we are going deeper than we've ever gone with these partnerships with IBM. We announced last month, we announced the joint SAP-IBM partnership for digital transformation. What does this do? So, what we've been doing traditionally with IBM, we've had siloed partnerships with different IBM brands, right? We've had a partnership with a power brand, we had a partnership with the cloud team, we had a partnership with GBS. What we've done now with the digital transformation is bringing it all together. So, we have a CEO level discussion that's driven this partnership, and I think that's really the differentiation. So, we have moved away from the so-called Barney deals because our customers expect, Bill talked about it in the keynote today, he says when it's a multi-partner situation, customers expect that you're going to have one voice, you're going to be aligned, you're going to provide value to those customers. That's what we're trying to do, and that's what this partnership is all about. Brad, I want to get your thoughts on this, Barney's reference to the character, I love you, you love me, kind of like a statement of mission, but really not walking the talk, so to speak, but I want to get your thoughts because you have the analytics background at IBM where you built that business up. There's a conflict in a way, but it's also a great thing in the market. Apps are changing in very workload-specific at the edge, whether it's IoT or a mobile or whatever digital app, they have to be unique, they have to have data, they have to be somewhat siloed, but yet the trend is to break down the silos for the customer. So how do you guys, is it the data that does that? Because you guys are doing a lot of work in this here, you want to build great apps, they'd be highly differentiated, but yet no silos, how do you make that work? Well, okay, so it's, first of all, it's very exciting, and it's confronting, but also exciting for not only our companies, but also for our customers. It's all enabled really simply because of a couple of major technology shifts that have happened. Number one technology shift is the cloud. The cloud without question is driving all of this. In addition to your notion about data, readily available data and the algorithms and software that can make cognitive sense of that is both driving this whole change. Last but not least, and I think HANA really enables this, embodies this, is the architectural change. So you put those three things together, availability of data, cloud, which means the capital investment required to build the infrastructure is inexpensive, and then finally HANA, which is the technology platform that rapidly allows you to take using generic term APIs and wire them to different sources, allow you to dynamically reconfigure businesses. Now there's one last thing I think is really important here that we don't want to underplay, and this is the social phenomena of the consumerization of IT. And this has been going on for many, many years, but we've really seen it accelerate in the last three to four years. It's been 100% validated now. Absolutely, and when you see a device like this becomes the system of engagement, and oh by the way, if you don't like dark skies weather app, well then go to the weather channels weather app, and if you don't like their weather app, go to one of 40 other weather apps. So therefore this consumerization of IT is bombarding our CIOs. What's exciting is that cloud, cognitive insight, a flexible core with great social engagement allows a CIO to really rapidly reconfigure. So that's why these partnerships are rising. That's very important what you just said too, about this relationship now about consumerization of IT is a complete game changer on the enterprise software business, because now the relationship to the suppliers, I'm the CXO or CIO, I had a traditional siloed as you used that word earlier, relationship with my vendors. One pane of glass, I got IT service management down here, I got the operations, I changed my app every six months or six years, the cadence of interaction was very inside the firewall. Absolutely. So the relationship has changed with the suppliers, expand on that because that really hits a whole nother thread. I'm the buyer, I don't want complexity. You don't, and what you do want is time to value. So combining that with the beautiful user experience that thanks to devices like the one that Fred showed are an absolute necessity. It's understood now, it's an expectation that customers have and customers of customers also have. So I think that has impacted us in multiple ways. What you heard in Bill's keynote, you heard that with our supplier network, you heard our president for SAP Ariba, Alex talk about it. He says that the change within that organization itself with our different vendors, with the fact that we have to provide choice to our customers. I think that has changed the way we do business. And it's interesting too, just I mean, this is right now a moment in history as a flashpoint, not as a big event, but I've been seeing this trend happening over the hundreds of cube events that we've been to over the past few years, is that now, and just today highlights it, the giants of tech are here, SAP, IBM, or I mean, Microsoft, up on stage, Satya Nutella, the Apple announcement. You guys have a similar deal with Apple. These are the giants, okay? We're working together. Now, IBM has Bluemix, you have HANA Cloud Platform, you have HANA Cloud, everyone's got Cloud. So this kind of highlights that it's not a one cloud world. And so this really kind of changes the game. So I got to ask you, given all that, how do you guys talk to the ecosystem? Because there are total transitions going on at Capgemini, Accenture, PWC, CSC, it's an outside in dynamic now. How has that changed for you guys? As you guys go to market together in a variety of things, you know, co-opetition, some cases, how does that dynamic change for the partners that have to implement this stuff? So co-opetition is a reality. I think we've, SAP, we've learned this probably from a partner that does it best, which is IBM, they probably, they practically invented co-opetition in the enterprise software space. So I think here's the way we look at it, right? So we are looking at, with HANA, with HANA Cloud Platform, we're really morphing into a platform and applications company. And we have the strategy of essentially later thousand apps bloom. So what are we doing on HANA Cloud Platform in such a short time? So we have about 2,600 plus customers. We have, I think the more important part is that our ecosystem around HANA Cloud Platform is 400 plus part. So that's where- It's kind of an advantage vis-a-vis Oracle, for instance. Absolutely. Which claims to have an ecosystem. They have a lot of people there too. I think the DNA of SAP is in being an open company. We've had that for ages. So we work closely with partners, and by the way, I used to be at Oracle. I was there for seven years, and I know the difference. It's stuck. Oracle's got a different strategy. We've got a very, very different, very open strategy. So I think what we're doing is we're coalescing around these key assets, right? And our digital core is for HANA. HANA Cloud Platform as the key platform for our customers to build on its- Okay, so Anil, for the people watching out there and looking out over the next year or so, what execution successes do you put out there to say, to prove that you guys are open and you guys are doing good deals? What success KPIs, key indicators, would you say, look for the following things to happen? So number one, availability of APIs. I think if you look at the different APIs, the access to the variety of SAP systems, what you did see is that there's a digital core. There's all of the different assets we've got in the cloud. Easy access to those. I think customers can look for that, right? How can they rapidly develop an SAP SuccessFactors extension? Or how can they extend SAP Ereba very quickly, integrating that with the S400 Digital Core? I think that's number one. Number two is the HCP App Center. So we have probably about a thousand plus apps out there. And by the way, I do need to give a shout out here because we've got three apps that, three iOS apps that IBM put it on to HANA Cloud Platform. In the last six weeks, was it Fred? Six weeks. We're talking about an incredibly short amount of time that are now highlighted on HANA Cloud Platform App Center. Fred, talk about IBM right now because this has been a shift. More aggressively, the three years ago I saw the wave coming at IBM and now for the past two years it's just been constant battering on the beach head. IBM has been donating a ton of IP with open source. Everyone's behind blue. Blue Mix has gone from a fork of cloud foundry to a now really fast. They're moving very, very quickly. You have to writing apps, you're partnering. Is this part of the strategy? Just to kind of keep pumbling the market with assets like this? Is this open? The more open IBM? And how is open mean for you guys today? Well, because I think at the end of the day we got to realize that, I mean, you asked a question a couple of questions ago and Anil answered it quite well, which is customers are going to make their choice. Customers want to be flexible in their choice. So understand, I want to first of all, a shout out to Apple, excuse me, to SAP. A shout out to SAP here, which is SAP has always been about partnering in the ecosystem. And so that's a core, that's a core belief of theirs. So when you look at what they've technically done here with the HANA Cloud Platform, you know, many strategists can put this on a board and draw, well, this is what they should be doing. But the reality of it is, is the reason companies stay with existing service providers, the reason companies stay with existing technologies, is because they've already got it. It's what they know how to do. And so, and what they want to do is very hard. So the HANA architecture and the HANA Cloud Platform was probably drawn on a board 10 years ago. The fact that it's real and here now, now makes clients the ability to actually make these kind of shifts. IBM's moved to the cloud, moving assets to the cloud, because we recognize clients are actually going to want to pick and choose and build these things in a dynamic fashion. And we want our workloads to be on the IBM cloud. Every single show I go to now basically feels like a cloud and a data show. Even Amplify, which is kind of a commerce show. It's all about data and the cloud. So, we got to get wrapped up here, but I want to get one final thread in with you guys. And that is unpartnering. And you mentioned Apple. Apple just spent the billion dollars with the Uber clone in China. So you see their partnering strategy, they had to partner with you guys and now SAP. This is a really interesting strategy for Apple to go into the enterprise. They don't have to get over their skis and over rotate on this market. They can come in with pre-existing layers and extend out versus trying to just have a strategy of rolling products out. So it seems that Apple is partnering, creating alliances as they weigh into the enterprise, similar to what they're doing in China with Uber. It's just a random example, but, which is impressed this week. Is that the Apple strategy? I mean, you guys both talk to Apple. You guys both have deals. Share some color on Apple's partnering and alliances, their joint venture, not joint venture, joint development. Seems to be very cool. So I want to, when I look at what we're doing with Apple, we have a goal and our goal is we believe that we can transform the enterprise. We IBM, we IBM and SAP, we IBM and our partners, including Apple, we want to transform enterprise. Apple signed on to that, because Apple realized that they were changing consumers' lives and then they woke up and they said, well, actually, but many people spend a large part of their waking day at work. So if I can change a consumer's life, I can also change an enterprise employee's life. And that is the work that we're setting about doing. And so therefore the partnership, IBM understands enterprise really well. SAP was built statistic today, 73% of the world's transactions run through an SAP core. So, Apple's very, obviously very deliberate in picking their partners. We're thrilled with the Mobile First for iOS work that we're doing. And Swift's great programming language, has great legs and so elegant and sweet. It's like C, but more elegant. Absolutely, I think, again, when you look at what Apple's mission has been and you look at SAP's mission, right? We talk about helping companies run better and transforming lives. So I think the missions actually do intersect here. And I think SAP is a very different company than we were 20 years ago. So for us now, that user experience. And product quality too, by the way. Absolutely. I mean, Apple's a proxol quality. Absolutely, so I think we converge on those areas. So I would say that it's a very natural partnership. I mean, if I'm Apple, it's a brilliant strategy because enterprise is hard, right?  It's not easy and we see venture-back startups try to get into the enterprise and the barriers just go up every day with DevOps and integration now is, we can talk about another segment with a break, but we haven't gotten to the whole, what does it mean to integrate? That's a whole nother complex world that requires orchestration, really, really interesting. You can't just break that over the weekend in a hackathon. Absolutely, and I think now with the tools that we're making available on our cloud platform as a part of our platform as a service. I think, again, that's a way where we can get the user interface, the experience that Apple provides combined with the enterprise solid stuff that we do. And that's awesome. Well, I'll give you guys both the final worry on the segment in a bumper sticker. What is this show about this year? What is SAP Sapphire 2016 about? What's the bumper sticker? What's the theme? You know what, I love Bill's words today. I think it's about empathy. It's about making it real for customers. I think you'll see our demos, our joint demos as well both in an SAP IBM joint center here as well as in the IBM booth. You'll see real life solutions that are real, that customers can touch, that they can use. So I'd like to go with that, make it real. Listen to me, it's a really two simple words. Digital reinvention. Every single company in the world is trying to become a digital company. I think about my Hilton app when I checked into my hotel yesterday and I opened my door with my iPhone, my hotel, my room door. It is every company is endeavoring to become a digital company. And what Sapphire is about this year is everyone realizes at the core of every company is that platform, that SAP, the HANA or ECC platform. And every major enterprise that's waking up to that suddenly realizes we got to do something. And SAP and IBM are partnered here to help. Thanks guys so much for sharing your insight. Digital reinvention going on for real here at Sapphire. This is theCUBE, you're watching theCUBE live at Sapphire. Now, we'll be right back. Thank you.


To our focus to a developing story, news broke on Monday that two-time double Olympic sprint champion Elaine Thompson-Hira has parted ways with her latest coaching addition Shaniki Osborn. Osborn joined Thompson-Hira's training group in July after the 31-year-old finished fifth in the 100m at Jamaica's World Championship Trials. Now a lot has been posted on social media and has been swirling in the local media in Jamaica and for the first time since the initial story broke on Monday, Thompson-Hira's camp has responded through a press release and that press release has come from Andesports Management, a representative of the five-time Olympic gold medalist and I'll read aspects of it for you. It says the professional separation came about due to a breakdown in negotiations on a compensation package for the services that would be provided by coach Osborn. The package proposed by the former coach by any measure of what is the norm for such services was extremely excessive and without any flexibility to negotiate by the other party collectively we had no choice but to seek the services of another coach. Mrs. Elaine Thompson-Hira benefited from the services of coach Osborn especially towards the end of the 2023 season and for that Mrs. Thompson-Hira is grateful and would like to express her thanks for her impact in a very short space of time. Now the release goes on to say with the 2024 Summer Olympics in Paris, France fast approaching Mrs. Thompson-Hira is fully focused on her preparations for the season and the defense of her Olympic titles. In this regard we have undertaken a process to procure the services of a coach who would be able to ensure the high standards of Mrs. Thompson-Hira and that they are exceeded and her goals for the 2024 outdoor season are met and the final paragraph says once our search is complete and the final decision is made we will once again use this medium to officially notify the fans, followers, supporters and the general public. Rest assured that the best interest of Mrs. Thompson-Hira supersedes all other concerns and all decisions will be made to fortify her legacy as one of the world's premier female sprinters. That is the release coming from Ender Sports Management representatives of Elaine Thompson-Hira, the five-time Olympic gold medalist Lance and Mariah. Yeah, I would say no new information because I think all we got from that is you know confirmation that she has parted ways with her coach and we'll have to now sit back and wait on who will be leading the charges where Elaine Thompson-Hira is concerned. For me personally I have always expressed this feeling on the show. You won, you can't work with somebody if there's a rift you know at the end of the day we won the best for the athletes. So if it has reached a point I don't know how we got to this point because I think based on what we've seen from Elaine she appeared to be doing really well and improving getting back to where she was where we knew her you know dominating gold and everything under this coach. So how we got to here right now you know it needs a lot of clarity but as it stands you know I trust that her team knows what they're doing and we can get the Elaine back to her very best as we saw her at the Olympics. I want to say that Elaine Thompson-Hira has been one of my favorite athletes of all time whether male or female and I have a lot of admiration for her and I am very very concerned about what has been happening with her for the past season and so on. I remember when she had announced that Shanika Osburn would be her coach interim she made it quite clear that that it was an interim setup and she would see what happens and I'm not sure in hindsight now if there may have been even at that point some discussion about remuneration and whether she saw the partnership as long-term or not because I remember her being very cagey when she announced that Shanika Osburn would coach she said she will see how this goes and depending on how things are they will they will decide what happens you know in in the future I think that sort of narrative was pushed in the background though because her performances suddenly started improving and she ended up at the back end of the season showing clear signs that she was beginning to get back to the Elaine Thompson-Hira that we know so to hear this jolting story now that the partnership is ending because of a failure to come to an agreement over a payment package is is for me huge the disappointing and if we are to take the press release that we've just gotten from the Elaine Thompson-Hira camp you know at face value it seems as if they are being asked to pay Shanika Osburn a sum that is not reasonable yes which is which is what we are getting from the the press release so that's disappointing for me yeah yeah that's exactly what I got from the press release as well lands that whatever it is that Shanika Osburn was asking for was unreasonable and a figure that you could not reasonably expect to get out of a situation like this now what I also picked up from this is that her husband Darren Heera is not going to be the one coaching her and I did get information earlier today that any setup which includes Darren Heera as coach will only be a temporary one until the position has been filled which I think has been borne out in this press release that we have seen here today but I think ultimately Lance and Mariah how people feel about this story will come down to what you feel about how much was being requested by Shanika Osburn to coach Elaine Thompson here I'll tell you a quick story because I have heard a figure right I won't say what that figure is but I've heard a figure and I reached out to a couple individuals who are in the industry and who understand how the industry works and I put a scenario to them not this specific scenario but I put a scenario to them without giving them any details and I say in a situation like this this particular figure would this be a fear ask and they said to me both person said to me no this would this seems exorbitant okay the figure I put to them was half of what I heard was requested by coach Osburn to take charge of Elaine Thompson here and so if that figure is correct in my opinion there is there is no way you could have expected that out of a situation like this and I can understand from that standpoint why the situation is where it is but we look ahead now and we think who will the next coach be it is going to be a local coach it is not going to be Stephen Francis Stephen Francis has made that clear so I think we know that yes he has too late and leavey you don't you don't remember that story but I think I heard a subsequent narrative coming from him that maybe it is possible it's not going to be him it is not going to be him who it is going to be I guess based on the press release we will find out soon but what I know at least is that she is definitely going to be staying in Jamaica because there have been rumors that she might have been looking overseas as well but from my information she is definitely going to be staying in Jamaica so I guess we'll wait and see where that will go okay more to come on this issue I'm sure we'll take a break for now though we'll be back with more


Prime Minister and Minister for National Security, Honourable Philip J. Peer, held an audience with a grieved employees and the senior leadership of the Customs and Excise Department following a shooting incident that injured one of its officers on July 11. The meeting allowed the employees to dialogue and express their safety concerns to the Prime Minister. The acting Commissioner of Police, Mr. Ronald Philip, was also present at the meeting. Because when this is happening, you need to know where the blame comes, when it's happening. What I want to tell you is that we are going to do whatever we can do, whatever is possible we can do to ensure the protection of Customs and Excise. Whatever is possible, we will be able to do it. As for the details, I'm not a security expert so I can't tell you anything about the details. I can assure you that whatever we can do, whatever is possible, is possible to do to ensure security. The Customs and Excise Department employees received the Prime Minister's assurances that his government has initiated the necessary measures and will mobilise the appropriate resources to respond to potential threats to their safety. There is no solution but to say that you can give the government to make sure it's not given to us. So what I'm saying is that we can do whatever we can do for you. I'm sure you can do whatever the government can do to ensure it's not given to us. I can give you that assurance. As for the details, we have to do that. In a statement issued on July 12th, the Customs and Excise Department expressed its zero tolerance for, quote, any threat, harm or attempt to harm its officers, end quote. The Royal St. Lucia Police Force has launched an investigation into the shooting incident.


I guess, you know, we started with riding horses. We rode horses forever. And we joined the wagon train and followed them around for a while, kind of flagging traffic stuff. And they all drove mules, pretty much, and we rode our horses. And then we met the guy that actually rode a lot of mules.  Well, we did. And this has been 20, my mule is 23 years old this year. So it was 23 years ago. We bred that mare, or 24. And then she gave us my mule. Then we took her back. The next year. The next year bred her again. He got his mule. And then, of course, we had to wait three years when we started riding. And from that day on, we just hooked on mules. Riding mules. The guy that was riding with us, you know, and he had one he was riding and the other one he was leading. I said, why do you ride a mule? He said, if you ever rode a mule, you wouldn't ride no damn horse. And that's about the truth. Yeah. And then from there on, we thought that was pretty cool. My daughter gets another mare. Well, we got us two or three mares. And we had a friend that had a jack.  Well, then Bill decided he was going to sell his jack. And we thought, what are we going to do if we wanted to breed our mares? We bought him.  Lots of good babies. We bred mares when we accumulated mares. We just, I mean, people would want to know if we wanted their mares. They didn't need them anymore. Couldn't feed them. Or different reasons. We started out, we had five or six. Then it got to the point that I can't say no. And right now we've got 24 mares. You've got to have a passion for it, I think. Yeah. It's just something we enjoy. And people, I mean, people buy mules. A variety of people buy mules. Women, young people, old people. And they like them to ride. That's what they do most. We raise riding mules. We've had a few guys that wanted them mule out of a quarter horse so they could work their farm with them, work cattle and stuff.  And that's another thing. It's the variety. A mule can do anything a horse can do. They have actual mule rodeos. They can cut cattle. They can team pin.  It's actually the cross between the donkey and the horse. Yeah. It started out as a married horse and it bred into a donkey.  Some of them will grow up to be 16-hand high. And a mule is a hybrid. They can't reproduce. A mule can see all four feet at the same time a horse can't do that with the way their eyes are set. They got a harder foot. Of course they get that from the donkey background. They're shoulders. A horse goes back and forth, a mule pistons. When they hit the ground, one of us or both of us are in the stall with that baby. We like to handle their feet and their faces and their ears to kind of get them used to all that.  I think it's just the handling of them mostly. I mean, people want to know when they pick them up, what will they know? Well, our colts will be leading, loading, standing tight. We work with their feet regular. We lead them around. There's a little saying over there on the refrigerator the reason why we do what we do. I'll read this to you. A trainer can go worldwide looking for horses to compete the show ring. A breeder must create a show ring at home. They must decide on each breeding. Be there for each birth. Worry about each cough. Enjoy each great moment. Endure each disappointment and celebrate each victory. Breeders cannot just go get another one. They have to make another one. Wait a year to see what will happen. Try to do this again. Year after year after year. Learn patience. Learn bloodlines. Learn crosses. Learn to stick with our gut and vision. And learn to persevere. But, we also know that if in life there's no greater reward than walking into the stable and knowing that each stall contains a unique example of your work and hopes and dreams. And to make it all perfect, they love you back and nicker when they hear your voice. This is the life of a breeder.


Progress is lagging on the global goals to save our planet. This year, SDG Digital, powered by ITU and UNDP for the UN system on 17 September, will highlight how digital technologies can rescue these goals and speed up progress, as well as how to ensure the 2.7 billion people currently offline can also benefit. Be part of the solution. Join the discussions on 17 September. Participate in the competition. Discover the Digital Action Plan to rescue the SDGs. And help us bring the global goals back on track to ensure a sustainable and inclusive digital future for all.


Find out what's going on in the trends. And my next guest is David Moxie, Senior Director for Desktop Marketing. Oh, yeah, we've been waiting for you, David. Finally, someone on the desktop vision. Okay. I'm just happy somebody was waiting. Okay, we've been talking about this. It's all over Twitter. Desktop, why desktop? The desktop doesn't exist anymore. Why not call it like life?  Because desktop reminds someone in a cubicle, they never go to the kids' soccer game. In the real world, people share with their friends, they're out working around, they're working on mobile. So it's any device. It's not the desktop. So our agenda is to change your title. We got to get rid of the word desktop, and we're calling for it. But I mean, seriously, the desktop is Windows. You guys have a relationship with Microsoft. I get the idea. But reality is that it's just not about desktop. No, I think you guys are dead on. I mean, we've looked at the desktop opportunity as a great way to drive our business around virtualization. If you ask a lot of folks at Citrix, we would say it's really all about the apps, right? And that's what we've been doing forever. And it's kind of interesting that with VDI, that kind of brought attention onto the desktop from a virtualization standpoint, and you could actually virtualize a desktop OS, and it was actually useful and a different kind of idea. So that was actually kind of cool. And I think what it's done is it's brought attention to what really matters, which is the apps, the data, the things you need to do your job. Absolutely. I mean, the people who go to work every day who work on Windows and hopefully it's going to be virtualized, they have realized they go home, watch Netflix, they have an iPhone, they have an iPad. So I mean, this is a nirvana of this.  I mean, I can understand two years ago, desktop virtualization, cool. But I mean, the iPad is... I think you're dead on there. Again, I think the iPad was kind of the aha moment. It made it easier for more people to understand what a virtual desktop was and why it mattered. And then once you can virtualize a desktop, you start looking at, well, what matters? Apps, data, how do I get a hold of my apps? I want to use it for my iPhone, for my iPad. Doesn't matter where I'm at. So it's this whole idea of just being able to work and do what you need to do. Well, we're really excited about covering Citrix because obviously love the open source angle from Zen. Citrix has been in the collaboration business for years. You guys have been pioneering that. And you know, the only concern I have is you got a little legacy there, but you know, but you guys are positioned well with your current strategy. And you got to look at the marketplace with virtualization, look at the markets like healthcare, education. I mean, the end user environment, this consumerization of IT is really happening. One, and two, it's changing the world. I mean, so tell us, share with us your perspective on how you're looking at all these massive growth markets.  But it's everywhere, right? It's education, it's life. You've probably hit the two or three of the top markets that Citrix has been in for our whole existence. They've tended to be the industries that really take on the new technology and look at how they can really take advantage of it, stretch it. Healthcare is probably with doctors and surgeons. And we have examples of the head of surgery telling the head of IT in one of the hospitals we work with, you know, bringing an iPad into the office and saying, you know, make this work. Make it work. Absolutely. Those guys are driving the bus. And they're not the only ones. I mean, so from an industry standpoint, I wouldn't say that we're focused on any one particular industry. There seem to be industries that things are moving fast or healthcare is one, education, government, certainly is a big one as well. And finance, you know, the financials for sure. So, but it's becoming pervasive. I mean, the customers I speak to, you know, six months ago, the questions we were getting were all about BYO. If you had asked me a year ago, if anybody cared about BYO, nobody cared. But now everybody, it's because of the iPad and all of the other devices that are coming out. So the consumer side, obviously, forcing the trend, we were talking earlier and commenting about, you know, LinkedIn going public at a $10 billion value. It's a networking tool.   Little bit of crazy bubble out there, but the consumer, people taste it. They can feel the user experience. And we're seeing this trend where they taste it, they taste the heroin, they taste the apps. They go, hey, you know, this is a, I want more of this. It's the preferred user experience. So we heard that from you guys today around this and you guys have a lot of work in that area, Citrix. So what's the big trends in the user experience side? Well, I mean, the biggest thing we're seeing is just make it work on everything, which may sound really simple, but it's hard. I mean, the number of devices out there are just exploding. I mean, we talked about, I think Mark talked about the, whatever it was, 1,000 PCs, 137 smartphones or whatever it was, some ridiculous number. Thousands of Macs and PCs, 149 smartphones, 37 different tablets, over one billion plus devices. Right, you look at the models and different types of devices that we support, it really is massive. Yeah, now, big, big effort on our part to actually make it all work really well the way people expect. I mean, we saw a great example of the new user experience today in Keynote. We got to make that work across all the products. Well, in the old desktop environment, the one that I cringe when I hear the word desktop, I'm reminded of software updates. You have a lot of diverse models, like HP, you know, the IBM, all these guys. It's just new desktop. It's like, I got to make a change. With virtualization, you can actually automate all this really quickly, right? So refresh of tech on the hardware side becomes a little bit easier. Super easy because the image you're managing, whether it's a desktop OS, or more importantly, the app images, that, et cetera, you can update that in seconds, minutes, and have that effect and impact your entire company that quickly. So it's not like you wait six months, 12 months to do an SAP update. The apps are updated when they need to be, whether it's for security, new features. Doesn't really matter. It just happens. So it's the same way you get your apps updated on your phone or on your iPad. We just had Richard Scannell on Dave and I were talking with him about virtualization. He quoted that 75% of all the enterprises are less than 70%. Desktop, no, yeah, virtualized. Server virtualized. So I see server virtualization's got a long way to go still in enterprises. Where are we with desktop? But yeah, this is where the nomenclature becomes really confusing, right? Because to me, other than the word virtualization, server virtualization and desktop virtualization really don't have a lot in common. Is that fair? There's some core technology that's similar. I mean, the idea of separating the software, if you will, from where it runs, the environment, the abstraction, but as far as a use case or a business case. It's totally different. I mean, and the main reason is because there's people involved, right? Because if that weren't the case, then I would think VMware would be doing a lot more in desktop virtualization than it is. And you guys are dominant in that space. And a lot of people think though, oh, I bought my server virtualization from company X, maybe I should buy my desktop virtualization from them too, but it's apples and oranges. And it seems to me, I mean, you mentioned device support, but that's nothing new really for Citrix.  It's the device, but it's really about the experience that you get using your apps, using your desktops, wherever, whenever, across the devices. What do you mean by that? What summarized that experience? It means if I have, take something simple, like just using PowerPoint or any type of office kind of app. And if I have to open it up and use it on an iPad from home or on vacation, I want it to come up fast. I want it to launch. I want graphics to work. I want it to happen. Whether I'm in the office using a Mac or a PC is the same thing. If I'm on a smartphone, if I have to approve an expense report or something like that, if I get into an app, I just want it to work. It shouldn't be choppy. The response time should be good. There should be great resolution. If I want to watch video, I should be able to. I mean, that's what we say when it just works. And so it's a lot of basic stuff. So you're probably, I mean, no key on the phone side, obviously it has a relationship with Microsoft and you guys have a deep relationship with Microsoft. They had that problem with the browsers. Their phones had zillion browsers and really it kind of screwed up their developer strategy and they had a real backlash and ended up causing the ship to list, not fully sync, Microsoft saved the ship. But that story's gone. But now you guys are in the same kind of boat. You're supporting a lot of diverse devices and there's some grumblings in the communities around feature parity across the different devices. Win 32 versus Linux, for example. So how are you guys handling that and give us an update on, and the end points at Linux a little bit lighter than Win 32, we know that. Any updates there or any kind of comment? Yeah, I mean, the main thing that we've focused on is doing what our customers want us to do, right? Smiling. Come on, answer the question. No doubt about it. I mean, the Windows devices have always been kind of dominant for Citrix and for our customers. So that's where we've spent the bulk of our effort. I would say, right now, looking for parity across Windows devices, both PC and mobile. Parity now actually with iOS devices jump between the iPad, smartphone. You can see a lot of things we've learned and experimented with have been from the iPad. So the experience that we've developed and you see from the iPad is now permeating back across Windows devices, Mac devices, Android devices. So Linux will lag, basically. That's the way it always is, pretty much. It's the usage. We look for where the most demand is from. That's always been the case. You go to the market leader, Windows, and you know, it was the old days. Remember Apple, Windows, the developers were fighting in their late 80s, early 90s. Microsoft won the day because they beat Apple and developers all flocked there. David, you were implying before, sort of desktop virtualization, going mainstream, but it really hasn't gone mainstream. It's still relatively narrow use cases. Are you suggesting that it's sort of on the precipice? I mean, I know Gartner made a lot of noise a couple of years ago when it said, I think it said 2010, maybe it was going to be the year and maybe that's been pushed out a little bit. But what's your take on that?  Because I would suggest that it's maybe not as mainstream as that. But what's holding it back? It still feels like it's relatively narrow use cases. How close are we? Well, I think from the topic about mainstream, and we would argue that we're not mainstream yet. We would say we're on a good ramp right now. I think we're starting to see acceleration. I mean, everybody can debate where you get the mainstream. What percentage of the market do you get? It's one of those things you know it when you're there. Yeah, so I mean, our customers are turning to desktop virtualization and really choosing from the different ways you can virtualize the desktop that you get with Zen desktop and really embracing that and are driving adoption pretty rapidly. The things we have to do to make it go faster are really just to make the experience better. I mean, that still ends up being job one. Making it easier to manage, making it easier to use, support more devices. I mean, those are really the key things that we hear over and over and over again. And we have that in sight.  And we've got a pretty active roadmap from a device standpoint, user experience, HDX standpoint as well to get there. So it's really a matter of kind of staying with the ramp we're on and continue to drive forward. Are you comfortable where we're at with connectivity and the ubiquity of say, for instance, wireless networks? I mean, I got two devices here and another one have an ethernet connection. We saw this morning in the demo. We had to go to hardwired. It's a frustrating thing as a user. I presume that's somewhat of a barrier. What do you see there? Yeah, I mean, I think when you start, you said it right, when you start to centralize everything where you have to connect to it, then the network has to work, whether it's hardwired or wireless. It's tough for you to control that. Well, you can't. We just have to provide more tools for businesses to be able to deal with that. So that's where you saw a huge emphasis coming from us today around networking with the Netscale or Cloud Gateway and Cloud Bridge are really about extending our networking expertise and networking technologies to work with clouds, to work with either personal cloud or public cloud technologies. That's big. That's a really important element to make things go forward. Yeah, well, one of the things that John and I have impressed with is, and we come to events like this, just a couple of things we do is we evaluate the alignment of the messaging with what customers are actually saying. And the test there is, are people actually talking about what Templeton's talking about? And that's very clear that that message resonates. The other thing we look at is products, meat and the bone. And you announced a number of products today that are available in relatively near term time, from June, October. Culturally, has that sort of been your typical MO as you announced a little bit ahead of time and then deliver and what's your track record there? Is that a changing dynamic? No, it's pretty typical with Citrix. I mean, we tend to be somewhat conservative and like to announce things when we have them pretty much in hand. But we also see the opportunity for an event like this where we have certainly the media's attention, our customer's attention, to really get our message out there as well as to get the message out on what's coming next so people can get ready and plan. Because as much as everything's moving so fast and as well, it's hard for IT to keep up. So they need to have an idea of what's coming, knowing where you're going so they can plan accordingly. So you see a lot of tech previews coming out at this event for a number of the products, for folks to try. And then as you said, a number of the products are gonna be available later in the year. People were clapping today during the product announcements. That's somewhat, they weren't in applause signs either, were they? Flashing applause signs, I didn't see those. The audience was genuinely clapping when Templeton announced the new product. This must be your first time at Sinatra. It is, it has to be, because that happens quite often. It doesn't happen in a lot of other conferences. It kinda does when they play music, you know what I mean? Like da-da-da-da-da-da-da. Okay, we're supposed to clap now, but this was really organic clapping. Well, one thing we've always heard, maybe you've heard this or not, but the Citrix customer base is amazingly loyal. Some would argue maybe a little cultist at time. And they tend to respond pretty enthusiastically at events like this, Synergies, and other events as well. They really look to see what's coming out, technology-wise and product-wise, and they tell us what they want, and they usually get reasonably excited when they see things. Well, the pendulum is kinda shifting for your customers, swinging for your customers as well. They've sort of been in serious pain, managing desktop images for a number of years now, and you guys helped them with that pain. And sort of in the aspirin business, if you will, but you're swinging into the vitamin business. I mean, a lot of the customers we're talking to here are talking about business enablement, and new business models, and mobile changing their businesses. Do you see that? That's been actually the characteristic of a lot of Citrix customers for a long time. I think what's happening, we talked about it a little bit before, I think the ability to virtualize a desktop, and then with the iPad for people to see what you can do with that, that's opening people's eyes to what you can do with Citrix to a great extent. So a lot of things we've been doing with hosted virtual desktops years past, been doing it for quite a bit, and stories about people bringing companies together, doing mergers and acquisitions, and having people up and running within a couple of days are not unusual with Citrix customers. Some of the DR and business continuity stories of people surviving Katrina, or surviving hurricanes in South Florida, where I'm at, where the office was without power for two weeks, but nobody knew that anything had changed, because everybody was working remotely, working from home, or off-site, just a normal part of the business. And those kind of examples with the Citrix customer base are pretty typical. So I think now we're getting the opportunity actually to get that message out to a broader audience, and it resonates like this. We were at SAP Sapphire last week. It was interesting to hear a lot of the customers, and of course SAP, talking about the notion, the metaphor of an app store for the enterprise. They're talking about a pretty legacy ERP-based company. You're certainly seeing that in your customer base. What role do you play in that?  Well, we actually do a little bit of both. I mean, because with Citrix online, we provide services, so we are on that side of the business. And we've been pretty careful about what we do there. It's hoes in a lot of ponds. And as Mark said, I mean, the thing that that does is we understand what it takes to offer a service. We understand what it takes to be a 24 by seven, 360 network provider with NetScaler for all of the large inner properties. Same thing was then in the cloud. So we have probably one of the richest and broadest, maybe most diverse set of technology areas and expertise for a company our size, probably in the industry. So we'll see what customers want and do what makes sense to us. It's kind of been the norm where, as Mark said, it will go where the customers want us to go. Mark did a great job in the keynote. And I want to really thank you for coming on. I know we gave you a hard time about the desktop thing. And thanks for agreeing with us, by the way, on that and the comment. But I agree it's about the apps. Thanks for coming on Inside the Cube. You shared a lot of great knowledge and folks out there on Twitter were pretty happy with some of the responses. So thanks so much for coming on board. Keep in touch and we want to, talk to you more when you change the name. We want to be the first blog to break the news, SiliconANGLE.com, the leading coverage for tech innovation and emerging media who are here. Citrix Retires Desktop Virtualization. Thank you, David. Appreciate it. David Boxy, thanks for coming on the Cube. It was great to have you. You got it.