Live from San Francisco. It's theCUBE, covering Oracle Open World 2016. Brought to you by Oracle. Now, here's your host, John Furrier and Peter Burris. Welcome back, everyone. We are here live in San Francisco for Oracle Open World 2016. This is theCUBE, SiliconANGLE Media's flagship program. We go out to the events and strike the signal of noise. I'm John Furrier, the co-CEO of SiliconANGLE Media. With Peter Burris, my co-host, who's the head of research for SiliconANGLE Media, as well as the general manager of Wikibon Research. Our next guest is Dave Donatelli, Executive Vice President of Cloud and Converged Systems and Infrastructure at Oracle. Keep alumni always coming on. Great to see you. Thanks for spending really valuable time to come and share your insights with us. Great to see you guys again. It's always a pleasure. So you did the keynote today. Obviously, the forces in the industry around cloud. Oracle's got the whole story now. They got the IaaS V2, they're calling it. And now you have up and down the stack pass and SaaS. Under the covers, under the hood is the power, hardware. Of the infrastructure, yeah. Very disruptive. And we chatted and we wrote a story that's looking also on Forbes about the disruption to the existing incumbents. So with that in mind, how did the keynote go from your perspective? What was your key themes and how does that relate to some of the disruption in the landscape of the industry? Okay. Well, as a self-rainer, I'd say the keynote went very well. But what I really talked about was Oracle offers people three deployment models and I gave them kind of five journeys to take to the cloud. The three models are public cloud, broad-based public cloud. Second thing is traditional enterprise, which is the business we've been in for so long. And then a new category is what we call cloud of customer, taking our public cloud and making that available to customers. And then the second thing I did in the keynote is talk about five journeys people could take to our public cloud. And it's everything from optimizing what they currently have in their legacy environment to running hybrid cloud to running this cloud of customer to running private cloud. And the fifth one is just in what you're doing, you know, in the current way and move all public cloud. So on the five journey, that's just to drill down on that. Five different paths the customer could take from their current position to a cloud end game, if you will. Yes. And which one do you think is the most dominant right now in terms of your view? Because obviously there was, we'll go through those, but of the ones that on-prem, which ones has the most relevance today in terms of customers that you hear from? Well, I'd say two things. What I see and what I've seen the last year is the acceleration of movement to the public cloud in literally since the start of the year has been massive. And what's really changed about a lot of it's coming top down. So you see CEOs, board of directors, CFOs saying, we're going to go to the cloud. Even some companies have given their IT department specific requirements. You'll have 40% of our applications in the cloud by 2000. So big acceleration there. And in saying that, what most customers are doing is something in the middle. They have their legacy that they've always been running. We look at it app by app by app. What's the most likely to transform to the cloud? Which ones are probably just going to go away? Which one should we just redesign and build net new in the cloud? And so that means to me that hybrid is really, you know, the one that we see most often. People are running on-premise. They're running in the cloud. They'll have a mix for some time until the on-premise continues to go away. What's the concept we heard from Chuck Hollis yesterday around this notion of cloud quote is he's seeing customers being kind of mandated to get to the cloud almost like a quote, hey, where are you with your cloud migration? So there's pressure certainly coming in. But you introduced cloud insurance. Yes. Is that not actually insurance, but it's a concept? I mean, just explain what you meant by that. Sure. So what we mean by that is this, is that as we just talked about, most enterprises, you know, if you look at most of the data out there, says only 5% of applications have moved to the cloud so far. So that means a lot is still running in their data centers.  And if you're a regular company, that's going to take three to five years to depreciate.  I got this great idea. I'm going to put this new infrastructure in. Well, what if two years from now, your boss comes and says, guess what? We now need to move to the public cloud. With traditional infrastructure, or with infrastructure designed by companies who don't have a public cloud, you now have a boat anchor, right? And you know, I run big businesses myself. And the last thing you want is equipment on your books depreciating that has no technical value. What we need by cloud insurance is that everything we sell customers on-premise also has a public cloud equivalency. Think of Exadata. You can use Exadata on-premise. We have an Exadata cloud service you can subscribe to in the cloud. So if you buy an Exadata on-premise today and they say we want to start moving to cloud, you say, great, I'll do things like test dev in the cloud with my equivalent Exadata service. They're fully compatible. It's got the same management. It's one push button to move data from on-premise to the public cloud. No one else can do that. So you're really selling them a cloud option. Whatever you buy, you are also buying a cloud option. Yeah, what I say is I'm giving them assurance and insurance. The assurance is you're buying something today that you know will have a useful life going forward in the go-forward architecture. And if you want to exercise that option today, you can do so. If you want to exercise it in three years, you can do so. Exactly. No financial penalty to you. Exactly. And what most competitors are saying is, hey, by the way, you always did it. And guess what? You don't have that option. Sure, I said. So one of the things, I love the idea of the five paths. But paths are going to be influenced by workloads. So as you think about the characteristics of workloads, not big companies, small company region, those are also going to be important. Sophistication and maturity at the shop. But as you think about workloads, going back to John's question, what types of workloads do you see coming in first? For example, we're seeing a lot of on-premise big data happening, but not as fast as it might because of complexity. We're starting to see more of that move into options that are more simply packaged, easier to use, like in the cloud. What kind of workloads do you think are going to pull customers forward first? Sure. Well, first, remember, we play in SaaS, PaaS, and infrastructure. Sure. And what we've seen, if you look at our financials, is huge growth in SaaS. And that's where people are saying, I am taking G here as an example. GE has taken their ERP, Big Global Company. They're putting that in the public cloud. HBC was here. Same story, big financial institution. They're putting that in the cloud first. And the reason why they're doing it is they think it gives them more flexibility and makes them more efficient, saves them money. Then what's really changed, and what we've evolved to, is with our new infrastructure cloud, now we can do anything. This is to your question. Anything that runs on an x86 server or a Spark-based server, whether it's an Oracle application or not, you can either migrate it, run it in our cloud. You can reimagine it using our PaaS to redesign it and move it to the cloud. It's everything. And we're seeing increasing rates of people walking through app by app in their environment, and doing just what we said. What stays? What moves? What do we transform in the process? You've seen a lot of the movie at EMC, certainly your history, your career at EMC, and then HP. A lot of the industry had changed while you're in those shops now here at Oracle. So I've got to ask you now with the Oracle advantage that you guys are pushing from the silicon to the app. However, I forget how they word it, but it's silicon to the app. To the app. Yeah, end to end kind of thing. What's different from a design standpoint, from a technical, as the product development teams build it, what's the unique thing that's changed that has that render itself to impacting the customer? Okay, that's a great question. So let me give you the customer benefit first, and I'll tell you why it occurs. What I said today from stage is that to run our, I'll use an example with our software. To run our software, there's no better place on earth than our infrastructure. And compared to their most likely alternative, which is their self-built, then buying an x86 server, then buying their own networking, then buying storage, we give people better performance, better end user experience, easier to manage, and most importantly, it costs them less money. So knocking down Oracle on Oracle, boom. That's a baseline. Versus you going to buy a server online at Dell and trying to put together yourself. The way we do it is the fact that we have insights, which we have designed, all the way into our software, as well as into our products. So depending on which product you're talking about, for instance, in Spark, we embed in the silicon itself accelerators for things like encryption, for de-encryption, for the ability to compress, to decompress, all kinds of things that matter in speed. At the same time, we make a lot of changes to our software itself to make that run better with our hardware. It's RIP, it takes a lot of engineering to do that, but simply put, if you don't have the software stack, you know, if you're someone who just builds hardware, you can't see the software, you can't make those changes. Well, you have the advantage, obviously, you have software that Oracle writes, you have systems that are engineered for Oracle software.  From a pure technical perspective, it is an unfair fight. We will win every time. Okay, so I buy that, so you win those rounds. Curveball is multi-vendor. Sure. Now we're into a multi-vendor, because a lot of people have that technical debt now on the books, if you will, that isn't the right term, technical debt, but they have legacy, it might be Dell EMC, it might be HP and all this stuff. How do those shops deal with this Oracle infrastructure cloud and non-Oracle software? Okay, so two ways, so if you look at it on premise, we make products that run both Oracle software, engineered systems, that run both Oracle software and non-Oracle software in the same machine. So you get all the accrued benefits we talked about, but you can also host your applications that might not necessarily be Oracle with us. In the cloud itself, I think you heard, I thought Larry gave an excellent presentation yesterday, and very clearly walking through what we do that's different than alternatives. And as we said- He was very aggressive on Amazon. But I thought he was very, I thought he was very fair in how he did it, right? He walked through it just the facts, this is what they do, this is what we do, this is why it's technically different. He didn't just come out and say, hey, we're better than Amazon. He gave specific reasons why. He did that and he did that, he did both. But if you look at it, so even on just running a generic app that's non-Oracle on our infrastructure as a service, what we said very clearly is, we have an infrastructure by the way it is architected that has less noise, meaning so you get less performance disruption, so it runs faster. It's built with newer hardware. And at the same time in doing so, because of our architecture, we can offer that to people at a lower price than they'd otherwise get. And again, I think those were very straightforward, very well articulated points that show the value. And that opens up the whole world to us. As you know, the X86 market is almost a $40 billion market on premise. What we're saying now at Oracle is, we can do a better job for you in the public cloud running any of those workloads. That's right now. I think that the other thing that came out, we've talked about it here, is that the stream of innovation that's going to unload itself on the industry over the next few years, someone still has to do the integration of all of these different piece parts that are going to be improved upon. And that integration cost is real. And so you can look at it from a CIO's perspective, they can look at it and say, do I want to put my time into the integration? Do I want to put my time into the application that's going to have a differential effect in my business? Right. So you guys seem to be coming pretty strongly on, we've got the baseline we need to do, we've got the stuff that we need to bring the innovation in an integrated way into our packaging. That's correct. And I think very well said, I believe we are the easiest company to work with in bringing people from, in essence, their old architecture to the new. And that is because we've already done that integration work. We offer those architectures on both sides of the equation, current, on-premise, into the public cloud, and give you one management software structure to manage both. Anybody else is only going to work with you on one extreme or another. It's either, hey, I only do cloud or only do on-prem, how you work with the other one, you as a customer are stuck with that burden to figure out. David, I know you've got to go to another meeting, but I want to get the final question to you to elaborate on what you're most proud of now in your tenure at Oracle. Some of the things that have worked for you in the organization, product-wise, successes you've had, you want to highlight a few. And what's your priorities going forward? You now are running the cloud group as well as a converge infrastructure kind of coming together. What are you most proud of? Could be people, things like ZDLRA, I know is doing really one Louisa was saying, it's a smashing success, and we're not hearing anything about that. We heard about it yesterday. So what are you most proud of and then what's your priorities going forward? What I'm most proud about being at Oracle is we're an organization investing for our customers' future. So we're spending $5.2 billion this year on R&D and it's all about bringing out these products that fit the future for our customers and protecting their investments along the way. I'm very proud to be part of a company. Because as you know, in these big transitions, companies don't make it. Think of DEC, right? They're a leader. Didn't make it through to the new transition. And we're one of these companies that's leading the new transition, even though we also participated in the prior architecture. I think from a product perspective, I would say ZDLRA is a great one you bought up. It stands for Zero Data Loss Recovery Appliance. It is designed by our database engineers to fully back up and recover, as it says, with zero data loss, our database. And we've had a number of customers here. We had customers at the keynote today, very major enterprises at the keynote today was General Electric, who talked about how it enables them now to sleep, that don't get woken up at three in the morning. It gives them certainty in terms of how they recover. And most importantly, it saves them money. And you're in the hardware business, but you're not in the box business. You actually have the software. It's, again, software enabled. Congratulations. I know you're attracting a lot of good talent as well. You're doing a great job, and it's been fun to watch your success at Oracle. And we're proud to cover you guys. We have some little points we would disagree with you. We've got more time. We can go into a little detail. But thanks for spending the time and sharing it on theCUBE. All right, a pleasure. Always great to see you guys. Live in San Francisco for Oracle over the world, this is theCUBE. I'm John Furrier, Peter Burris. We'll be back with more after this short break.


The trend of fit for misfits really came out of the news headlines we were seeing in 2015. The discussions about same-sex marriage, transgender, the difference between sexual identity and gender identity was a conversation we just haven't heard in the mainstream before. And so fit for misfit recognizes that one-size-fits all is no longer relevant and that brands that really want to engage with consumers have to understand the spectrum in which we have identities. And identity is complicated and it's complex and fluid.  And so brands have to recognize how do I meet the needs of that person even when their needs change so often at any given time. And even at an institutional site, it's interesting the rise of contrarian points of view. These stations tend to find the higher of recruit people that have a good cultural fit, but that sometimes means it's about bringing together people that think alike, but if you're going to take on complicated or creative type of work, you need some dissenters, you need people that are going to challenge your point of view and that's really what we're celebrating in the fit for misfits.


A group known as Voice of Humanitarian AIDS Foundation, a support group for persons affected with leprosy, is raising awareness on the need to do away with the old narrative towards people living with leprosy. The group spoke in commemoration of the World Leprosy Day 2022. Correspondent Jacinta Obuco went on a fact-finding mission on leprosy and its According to Minister of State for Health, Dr Olan Limbe Mamura, about 18 states in the Federation are still endemic, with more than 1,000 new leprosy cases yearly. He explained that a number of new leprosy cases dictated yearly has significantly dropped from over 7,827 in 1994 to less than 2,000 in 2020. The Voice of Humanitarian AIDS Foundation took to the streets to match against the ostracization of people affected by leprosy, about changing the narrative. At her office, the National Coordinator of Voice of Humanitarian AIDS, Franca Eme Corbom, shared the group's experiences on the field with people affected by leprosy. Franca maintained that discriminating against the people with leprosy in itself is a deadly disease. Already they are in pain, already they are in sorrow. We should not add to that sorrow by discriminating against them. Rather, we should come together as people of God, one nation, one love, one family. Dr. Iohen Akase is the head of infectious diseases at the Lagos Universitation Hospital, Luth. He confirmed that leprosy is not contagious. With leprosy, the truth of the matter is that over 90% of people, in fact as a conservative, to be honest, but over 90% of people who get exposed to leprosy are not going to have leprosy. So yes, it's not such a contagious infectious disease. In the context of how we look at contagion, that if somebody has leprosy, it touches you, you're going to get leprosy. It's well known that there are certain, for lack of a better word, genetic predispositions to get in. Not everybody's going to get leprosy, even if they get exposed to that. Piquin Samburu has really had a deformity at that time to keep him isolated. Apart from the fact that it's not interrupting a general transmission, it has, like you said, it entrenched the concept of stigma, denies them of being productive, being rehabilitated and getting on with their lives, living a normal life as possible. And also generally, it doesn't achieve much, to be honest. Jim Mohamed is a survivor of leprosy. He was affected at the age of 19 when he gained admission into Amadu Bello University, but could not continue his studies. That was 1999. The first time I just detected that I was, I got a leprosy because I don't know that it's a leprosy before. I was just told that I have some parties in my body, which I was just told that it's just the one one. They are calling it a lia segebele. And I went to some people that are selling the herbs, that okay, I made the herbs for this thing and they give it to me and I'm using it. After using it, I don't even see any changes. That is why my mom just took me to one abalist, which we are calling the abalawu, and the man just said that this one is leprosy. The father of three recalled how he battered with discrimination. During that time, I have some challenges with some living neighbors, even in me and living with my mom. One of the persons that, the owner of the house, because we rented that house by then. We just say that, ah, this one, we have to take it outside because his father has ours.  Don't let me lie to you. My fate is not solely by then. Because I was just thinking, asking God, why me? The survivor is the chairman of the Association of People who are affected with leprosy and the PRO of the national body. He is particular about ensuring that nobody with leprosy ends up as a beggar on the streets. Hello, hope you enjoyed the news. Please do subscribe to our YouTube channel and don't forget to hit the notification button so you get notified about fresh news updates.


Greed What's up money geeks? Mr. V here. Welcome to another video guys. So into this video I want to take a moment and talk to you guys about Not giving back your profit once you have made some money in the market Because this is a question that I get from a lot of you guys. Hey, Mr. V I traded and then I saw some opportunities went back and ended up giving back all my profit and even losing money in the process So I want to kind of talk through this a little bit But before we get started guys, if you're new to the channel We took about how to earn money how to save money how to invest and build wealth So if that's something that interests you go ahead and hit that subscribe button and the notification bell So you don't miss out on new content. So when you start trading the first thing that you want to do is In my opinion, you want to set your goal, right? And I'm assuming that you've done all the legwork of Practicing establishing your strategy and testing it in a simulator and making sure that you know exactly what you're doing And then when you get into no trading real time with real money You have to establish your goal. What do you want to achieve in the market? If your goal is to make income you set a target for that income I don't want you just blindly go and trade and think you want to make a thousand dollars Set your goal and because that's that discipline of setting your goal is really gonna guide you Again, you guys know my goal is two hundred and fifty Some days the market gives me more some days the market gives me less But again, I try to average it every week to see if I can get two hundred and fifty dollars In I'm not a greedy salvation. You guys know that The idea here is that for people that go in the market and it's so greedy The market knows how to treat you the market is gonna take advantage of you The market is gonna smack you in the head.  I look at my my my watchlist It's all looking good the stocks that I want to trade everything is set and again I'm gonna go through the process and I make sure that Then I had some good sleep. My mind is in the right place. I'm reading my charts correctly I'm setting you know, maybe looking where for the stocks that want to trade. I'm looking at the support I'm looking at the resistance.  Don't be a greedy savage walk away It most often than not what I do is I actually take that stock out of my watch list I go in my watches and delete that stock and so that I don't see them and track them again because they could be gapping If you're greedy savage, then you might see gapping you want to jump back in again But I'm not that way take my profit and work away because trust me So this happened to a lot of people not just you so What I'm saying is be content with the profit that you make most often than not again If you have a goal of say you want to make two fifty two hundred fifty dollars a day You don't have to make it in one trade. You can do multiple trades You can go in in one trade you make seventy five dollars. You go in in two trades. You another trade You make seventy five dollars. That's 150 just like that. You add it up So you can do four or five trades in that take and for the most part that should usually happen within an hour or two And most often than not once you start trading beyond that that is where you start giving money back to the market Because hey the stock is already gap all the way to the top Short sellers come in and then they're gonna just pump it up a little bit and you think oh It looks like it's gonna make a move again They jump in and the short sellers like just knock the thing down and start taking their profit as the price of Collapses so I want you to be very very careful again Don't get into the whole mindset of over trading over trading is as a disease for traders And you can overcome that by one setting your goal setting your your your daily goal How much you want to make once you hit that number get out?  If I lose a hundred dollars, that's it for the day.   Is it no not having the discipline of living or getting out of the market when you are up? Or is it just not being disciplined or not having a game plan? Let me know in the comment section again If you're new to the channel take about how to earn money how to save money how to invest and build wealth So if you got something that interests you go ahead and hit that subscribe button and the notification bell So you don't miss out on your content and also if you're looking to get started with investing We both is currently running your promotion right now where you get two free stocks Not one two when you open your account and deposit a hundred dollars Somewhere between eight dollars and sixteen hundred dollars. So it's kind of like a draw They just draw it randomly and you can average as I've seen is about twelve thirteen dollars. So again, it's free So I'll put the links in the description. Definitely go check it out.