Guys remember back to some super simple math if a straight line is a hundred and eighty degrees We're gonna focus in on that ever so slightly and we're basically try to create about a hundred and sixty degree Any station All right, so communicate effectively amongst yourselves and prioritize the task in 30 60 30 60 Skills to it And I guess just something to do Gonna do the same with our pistol pull it out Mag in send your moving parts forward, but we're gonna keep that thing on fire and in our holster All right, so while we're walking through here. We've got a series of green If you're ready Correction for your visual good to go All right, come on Artillery is pulled up this time good job. Yep, and we're moving We're moving go from hustler. I want you looking 700 meters at a one one six degrees magnetic from my position Like one two and three from the overhead elevation 600 feet final attack inning based off of where we are once I figure it out and then Before six start do one through nine and then I'll give you the final attack heading.


We're back live here at EMC World, SiliconANGLE's exclusive coverage of EMC World, three days of wall-to-wall coverage. This is theCUBE, our flagship program. When we go out to the events, I extract the ceiling from the noise. I'm John Furrier, the founder of SiliconANGLE.com. Joe with my co-host. I'm Dave Vellante at Wikibon.org and as you watchers of this program know that we love stories of organizations that essentially take IT, which is oftentimes seen as a cost and turn it into a business, turn it into profits. Mark Wright is here. He's the vice president of platform service at NYSE Technologies, an organization we've had on before. But Mark, this is your first time. Welcome to theCUBE. Thank you for having me. So why don't you just really rehash some of the things, maybe not rehash, but talk about your organization, how it's evolving, what it does, and so let's start there. Let me start about 200 years ago. Did you say 200? Yeah, okay. That's when our enterprise got started under the Buttonwood Tree. So we had a community and an ecosystem, if you will, of traders that went inside for a couple hundred years. Again, the same sort of community that we really served as an exchange and we really represent today is taking that community to the electronic age. So we have a number of assets that we bring to bear. We're known for resilient networks and data centers, strong information security, and robust tools and infrastructure, so for our community what we're trying to do is help them roll out electronic trading solutions as well as broader parts of their infrastructure and manage them. Okay. So now this has evolved, I mean you guys had this vision to basically, you're a leader in that industry, so okay, hey, we can help our clients, we can help our industry. How has it evolved in the last couple of years and where are we today? Right. I think that our experience is probably parallel to the learning curve that most of the people are on where we do have a, what I call a public cloud offering, a shared infrastructure for people, but for our client base, which typically is banks and brokerage firms with mature IT requirements and strong information security requirements, more of a private solution is what they're looking for. So while we will help people roll out a private cloud offering or have a public cloud offering, a private cloud as well as more dedicated infrastructure is more typically what they're looking for, so we offer that to them in a managed service capacity, either in our own data centers or in third-party hosting centers around the globe. One of the things we've done over the last year and a half is we've spun up what we call liquidity centers, liquidity hubs in the York area, London, now Toronto and Tokyo, and we have some others we're looking at. So the idea is that you can come to us and roll out a trading solution, a trading infrastructure in one of our locations and then have a great deal of familiarity and comfort that that same approach can then be used globally. So what causes a customer to work with you? Are they sort of, you know, they don't want to do the non-differentiated heavy lift lifting, there's maybe some struggling, there's maybe trying to be opportunistic. Can you talk about that a little bit? Sure. You know, it comes in from another number of dimensions, you know, in the trading space, time is definitely money and people compete for microseconds of speed advantage to the point where it's actually a regulated resource. We have to guarantee that all the market participants have the same latency to our markets, but that's sort of one entry point is people look for low-latency trading applications, they come and they co-locate with us in our data centers near our exchanges, but there are a number of other ways that people have gotten to know us and come to us. We're a big market data provider. That's our big data. You know, I just got another proposal across my desk this week for another petabyte of storage for, you know, for the big tech histories that are essential for running a trading operation. You'd be surprised to what extent firms have their own copies of all these things that are in fact common. So for us to roll out a common tick store is one of the activities we're involved in right now. And the telemetry data that people talk about in our case is our clients trading telemetry, all the information around their trading decisions that they then want to store and host in a big data capacity and use all of the common tool set to analyze it. Okay, so you've got that data and it's private data for each of your clients. Is that right? It's a combination. So there's certainly a common core of tick data that is universal and having that one reference copy of that is a big, both, you know, cost and attention save for everyone. And then they can roll into that their own value-added content. Or this telemetry, their own data, and then do their own back-testing and analysis to help them iterate on their own trading strategies. So that's one example of how we're working with clients to roll out trading infrastructure. So what are you guys doing here? What's the connection with EMC and EMC world? We are a business partner. Storage is a big part of our requirements and capacity. We, as I mentioned, tick data is definitely a big multi-petabyte problem that we work on. We're also working in another area, and one of my current projects is in the archive space. So we're working with EMC to see if we is a place for us to roll out a complete archive stack right down from their source one offering all the way down to what they call a 17A4 compliant storage to get, this would be a non-core activity that firms are trying to get to move away from. So whereas trading technology is very much the bread and butter in the core of their business, there's a big regulatory overhang and it's growing, and anything they can do to sort of help them not be distracted by that and offload that to someone else is an important threat. Okay, so we've heard a lot this week about this whole notion of software-defined storage, and we've here in the Software Defined Data Center for quite some time now. As a service provider, what does that mean to you? Is that something that you're ready to hop on? Do you need more time to sort through it and see it take shape? Talk about that a little bit. Well, the thing I like about that general story is that our client base is very much big organizations with mature processes, big commitments to legacy infrastructures, and anything which can allow us to do this sort of facilitate more of a hybrid environment and such that they can have their own infrastructure pieces that they continue to control, as well as pieces that we are now managing for them in our data centers and other hosting facilities, and I think a software-defined model is going to help with the fluidity about that model. Our clients are not lining up to go to the public cloud. They're much more about trying to find the best way to, in fact, manage down their own operating expenses and get their attention and mind-share back to their core business. So again, I think it fits into that area well. Mark, who are your competitors? Is it mostly doing it yourself? There's a lot of doing it yourself. You know, it's usually the usual suspects. I mean, the big telcos all have a presence. Some of the other big managed service providers. I think where we fit in is we have, if you will, a platform that really addresses a number of problems in their vertical. So we have real-time market data. We have historical market data. We have connectivity products to get to all the markets. We have a brand they're very comfortable with, with respect to storing their data and housing their activities inside it. So that's how we differentiate ourselves. You know, a number of, quite honestly, very big players. Yeah, so you say, you know, your clients don't want to go to the public cloud, but at the same time, they see what Amazon's doing. So there's that allure there. So how do you see this evolving, Mark? I mean, today they're very, your clients, quite cautious. You're kind of holding their hands through it. You're learning. Where do you see this evolving? I think we end up meeting them in the middle, frankly. I mean, I think that we are, the way we've approached our businesses to help the current strong IT organizations evolve towards more of an outsourced model, the things that are appropriate, where they can continue to control things that are essential to them, but also offload things that may be more comfortable or better done by a service provider. And so in the long term, sure, there will be a big middle ground. Some of these things may continue to be, if you will, private, but in a cloud. But in fact, some pieces of this will end up in a much more public format, no forum. So I really do see it meeting in the middle as opposed to any sort of the new disruptor, somehow changing everything. Yeah, so it's, you know, this vision of it. It's electricity, you just plug it in, and IT's just not that simple. No, no. These are very, very purposeful applications, and you know, they're only getting more delicate because of the big data going through them. Well, in your industry, it's probably the hardest, you know, from that standpoint. But even in your business, you're saying there are portions that will, you know, pretty seamlessly go public. You know, I think that there's still a lot of wait and see there. Yeah, okay. It's very, it's not so much that they're going there today.  They've all got a little bit of activity out there. There might be that if you have a very elastic kind of compute problem for some particular analysis, maybe you'll go there for that. But the operations of the firm, it's a long time before that'll be moving on. All right, Mark. Well listen, thanks very much for coming on and sharing the story of NYSE Technologies. I really appreciate it. It was great to meet you. All right, everybody, keep it right there. We'll be right back with our next guest. This is theCUBE. I'm here with John Furrier. I'm Dave Vellante. We'll be right back live from EMC World 2013.


Britain will use all the means it has at its disposal to hold the Taliban to account in Afghanistan. This is according to British Foreign Secretary Dominic Raab asked how he would hold the Taliban to account. He said ultimately through working with partners through everything from sanctions that they can apply to the official development assistance. We're using our G7 presidency to make very clear to the Taliban that we will hold them to account for their commitment and never to allow Afghanistan to be used as a base for terror, to hold a more inclusive government and to protect the most essential human rights including respecting the rights of women. Well everyone I think has been surprised by the scale and the pace at which the Taliban have taken over in Afghanistan and that's a lesson that we've all got to learn from but the truth is what matters right now is focusing on getting British nationals out, getting out those who have so lawly served the UK and making sure the gains that we've made over 20 years are not lost.


Hello and welcome back to HPE Discover 2021. My name is Dave Vellante and we're going to dig into HPE GreenLake. We've heard a lot about this. We want to find out how real it is and test a little bit of how, how it can help solve your business problems. We also want to understand GreenLake relative to the competition. HPE was the first, as you probably noted, declared as all in with an as a service model. And virtually every major infrastructure player has now followed suit. So we want to hear from HPE directly how it's different from the competition, where it's innovating. And that means we're going to poke a little bit of customer examples in how the partner ecosystem is adopting and responding to GreenLake. And with me is the right person to do this. It's Keith White, who's the Senior Vice President and General Manager of the GreenLake Cloud Services Business Unit at HPE. Keith, great to see you. Thanks for coming back to theCUBE. Hey, fantastic to see you as always. So thanks so much for having me. Yeah, it's our pleasure. So look, we're hearing a lot leading up to Discover and at this event about GreenLake. You got momentum now. Everybody's excited about it. What's driving demand? Where's the excitement coming from? No, it's a great question. And you know, the reality is customers are expecting this cloud experience, right? So they've been using the public cloud. They've been engaging on that front. And this cloud experience has really driven a pretty high amount of customer expectation. You know, make itself serve, make it automated, make it easy to consume. I only want to pay for what I'm using and then manage it all for me on the backend. But 60 to 70% of apps and data will stay on-prem per Gartner and IDC. And so give me that experience on-prem. And so that's why I think GreenLake's gotten so much interest, so much positive growth and momentum is because we're bringing that cloud experience to our customers in their data center, in their colo or at the edge. And that's where they want to see it just as much. And so since the world is now hybrid, we have a fantastic solution for folks. So you were first in this game and so you took some arrows and I'm interested in how GreenLake has evolved. Take us through the journey. Maybe what were some of the bumps in the road that you had to overcome? Maybe how it compares with the competition? Maybe some of the things that they're gonna have to go through as well to get to the point where you are. No, it's true. And the great thing is HPE as a company is really moving to be much more of a cloud services and software company. And we're seeing this from our competition, as you mentioned, have followed suit. But in essence, you have to move from just sort of providing lease type, financing type scenarios for our customers into truly delivering that cloud experience. And that's what's been so exciting over this last year is we've gone from just the basic cloud services, compute, storage, networking and VMs to really providing containers as a service, bare metal as a service, machine learning ops, SAP, VDI. We've now created a set of workloads and as you heard it discover, we're now delivering industry solutions. So electronic medical records for hospitals or high delivery payment transaction processing for financial institutions. So that challenge of moving from just sort of leasing basic capabilities to a true cloud experience that again, pay as I go, fully automated, self serve, all managed for me has really been a challenge. And it's exciting. It's exciting to see customers jump on and really sort of lean in and see the business value that comes from having that level of solution. Keith, am I correct in that? I mean, pretty much every large tech company has a services arm and they could sort of brute force some kind of cloud like experience. And that's kind of what people have done historically. They layer in a financial like leasing financial, as you said, but every situation was unique. It was kind of a snowflake, if you will. And you guys are probably there a few years ago as well. And so I'm interested in sort of how you evolved beyond that. Was it a mindset? Was it technology? Was it sort of cultural? I know it came from the top as well, but maybe you could describe that a little bit. Yeah, the shift comes from our customers because what's happening is, customers no longer trying to buy component parts, they're saying it's really about SLAs. Like, hey, I want you to deliver this for me. In essence, we're running the data center for them now. We're running their machine learning operations environment for them now. We're migrating their mainframe over now. And so what's happening is these SLAs are really what matters to customers. Like it's not so much about the, hey, what are the speeds and feeds and this and that. And so, yes, you can sort of brute force that piece of it, but what you really are having to do is create this deep partnership and relationship with your customer to truly understand their business challenges and then provide them with that capability. Now, I think the thing that's exciting is, yes, the public cloud gives you some significant benefits for certain workloads and certain capabilities. But what we're hearing from customers is, hey, I want to have much more control over my data center. I want to ensure that it has the security required. I want to make sure that I can make the adjustments necessary. And so you're doing all that at a lowered cost with an open platform that I can use a variety of tools and other applications just makes it that much more powerful. So I think that's what we're seeing is we're getting into what are customers really requiring. And then the most interesting thing is, how do you make it work with my entire environment? Because I am running Azure and I am running AWS and I am running Google and I'm running some other things. And so how does this cloud really help me bring all those together to really govern that hybrid estate? And that's where I think GreenLake has really shined. So part of the secret sauce is automation because you have to be competitive, at least within reason to cloud cost. Sometimes it's going to be less expensive. Maybe sometimes it could be more expensive. You've got some advantages in certain cases where there's governance things and we don't have to go through all that, but there's the automation. But you got to be profitable at this too. So there's the automation, there's the tooling, there's the openness. So that was really a key part of it. Is it not that sort of automating? That's right, automation is key. As is really understanding what that customer environment is and optimizing for that piece of it. And so as you heard, we're really excited to announce our GreenLake Lighthouse, which is really providing workload optimized systems that are fully managed for them that provide that capability to run multiple workloads for that customer. But at the same time, to your point, there's a lot of charges that happen on the public cloud side. So data is the new gold, if you will, right? Everyone's trying to monetize their data, trying to use it to make decisions and really understand what's happening across their environment. And in the cloud, if you put it up in the cloud, you have to pay to get it out. The egress charges can be significant. And it's also a bit slower at times because of the latency that happens across that connection. And so we are now in a situation where we're seeing a lot of customers that are really trying to analyze their data, leveraging our HPC systems, leveraging our machine learning operations systems in order to really get that data happening and getting the answers out much, much faster and a much lower cost than what it would cost them to do that in the cloud. So you have some experience at this now. I wonder if we could dig into the customers, how customers are using GreenLake. Maybe you can give some examples of success. Yeah. Yeah, no, you know, it's exciting because, you know, first off, everyone's looking at their digital transformation and that means something different for every single customer. So really understanding what they're trying to do from a transformation standpoint and then saying, okay, well, how can we bring a solution to help accelerate that, to help be, you know, more connected to your customers to help improve your product delivery. We went to Lyandale-Bazelle, for example, one of the largest manufacturers in the world.  Most customers are trying to get out of the data center management business.  Let me free up resources to go focus on things that really can drive additional value for our customers instead of keeping the lights on, patching, you know, blah, blah, blah. So we've taken their entire environment and moved it to a colo and we're managing it now for them. And so in essence, we freed up not just a ton of resources, but they've also been able to drop their carbon footprint, which is also this whole sustainability push is significant as well. And then you look at a customer like Carestream, one of the largest medical diagnostic companies in the world saying, hey, we got to be able to allow our doctors to be able to analyze and diagnose things much, much faster through our X-ray systems and through our diagnostic machines. And so they've implemented our machine learning operations scenario to dramatically speed up those types of capabilities. So as you go down the list and you start to see these customers really leveraging technology to meet that digital transformation, saving costs, moving their business forward, creating new business models. It's just, it's really exciting. What about partners, Keith? How have they responded? I mean, on the one hand, that's great opportunities for them. They're transforming their own business model. On the other hand, maybe they were comfortable with the old model. They got a big house, nice boat. But how are they changing their business and how are they leaning in? Similar to what we're seeing, the opportunity for partners is dramatic, right? Because what happens is you have to have a very different relationship with your customer to truly understand their digital transformation, their business challenges, their problems that they're having to address. And so where we're seeing partners really, really sort of see opportunities where there's the services and that sort of deeper relationship piece of it. So in essence, it's creating much more opportunity because the white space is dramatic. We're seeing, I wanna say it's in the $30 to $40 billion worth of market opportunity as we move into an as a service on-prem world. So they're seeing that opportunity. They're seeing the ability to add services on top of that and deepen the relationship with our customers. And it's from ISVs. We're working closely with SAP, for example, to deliver their new rise private cloud customer edition. We're working closely with Lucis, for example, who's doing a lot of payment processing type scenarios, Nutanix and their database as a service scenario and Splunk, because again, we went back to the data piece and these guys are doing so much big data type implementations for risk analytics and regulatory type scenarios. It's just significant. And so because there's such a push to keep things on-prem, to have the security, to reduce the latency, to get rid of the egress charges and everything else, there's just significant white space for both our ISV partners and then from our distributors and resellers, they're getting to change their business model again to get much deeper in that relationship with our customers. So to me, GreenLake is, I mean, it's HPE as a service. It's your platform. And so I wonder if you could think about how you're thinking about, share with us how you're thinking about platform innovation. You got the pricing model, flex up, flex down. Is there other technology we should know about and other things that are gonna move you forward in this battle for the next great hybrid cloud and edge platform? Yeah, it's a great push because if you think about it, we are, GreenLake is the edge-to-cloud platform. And in essence, because we have such a strong edge capability with the Aruba acquisition we made a few years back that's really seeing significant momentum with the silver peak acquisition to give us SD-WAN, you've got that edge connectivity all the way up to our high performance computing. And so you'll see us deliver high performance computing as a service. We're announcing that here at Discover. You'll see us announce machine learning ops. I mentioned SAP, but also virtual desktops. I think the pandemic has brought a lot more work from home type scenarios and customers really wanna have that secure desktop. And so working with partners like Citrix and Nutanix and VMware and Crew, we're able to provide that again, unique scenario for our customers. And so, yeah, the innovation is gonna keep coming. I mentioned bare metal as a service because many people are starting to really leverage the metal that's out there. You're seeing us also engage with folks like Intel on our Silicon on Demand. So this is a really exciting technology because what it allows us to do is turn on cores when we need them. So, hey, I need additional capacity. I need some power. Let's turn on some cores. But then I turn off those cores when I'm not using them. You go to a software, core-based software pricing model like an Oracle or a SQL server. I'm saving dramatic costs now because I don't have to pay for all the cores that are on the system. I'm only paying the licenses for the ones that I use. And so that should bring dramatic cost savings to our customers as well. So we're looking from the Silicon all the way up. You'll hear us talk about Project Aurora, which is our security capability. We're looking at the Silicon level, but we're also looking at the container and bare metal, and then obviously the workloads and the industry solutions. So we're sprinting forward. We're listening to our customers. We're taking their feedback. We're seeing what they're prioritizing. And because we have that tight relationship with them, as we help move them to the direction they want to go, it's giving us a ton of fantastic insight, information for what really matters. Great, thank you for that. So I want to ask you about data. A lot of organizations are kind of rethinking their ideal data architecture, their organization. They're seeing the amount of data that is potentially going to be created at the edge, thinking about AI inferencing at the edge, and maybe reimagining their data organization in this age of insight. I wonder how GreenLake fits into that. How are you thinking about the new era of data and specifically GreenLake's role? Yeah, you mentioned the age of insights, and it really is, right? So we've moved sort of the next phase of digital transformation. It's basically saying, hey, look, I've got all this data. I've got to first get my arms around my data estate, because in essence, it's in all these different pockets around. And so GreenLake gives you that ability to really get that data estate established. Then I want to take and get the answers and the analytics out of it, and then I want to monetize that data either out to my customer set, or out to my industry, or out to other scenarios as well. And so as we start to deliver our MLops capability, our AI and analytics capabilities through HPC, and it's an open platform. So it allows data scientists to easy boot up, a cluster with which to do their models and their training and their algorithms. But we can also then use and instantiate that into the business decisions that our customers are trying to make, again, without the significant costs that they're seeing on the public cloud side, and in a very secure way because they have the data exactly where they need it. You'll see us continue to do sort of disaster recovery and data protection and those types of scenarios, both with our partners and from HPE. So it's exciting to just understand that now you're going to have the tools and resources so you can actually focus on those business outcomes versus how do I protect the data? Where do I start? How do I get my model set up, et cetera? All that becomes automated and self-serve as you mentioned earlier. When you talk to customers, Keith, what are the big sort of challenges that you're addressing? And what's the typical, I know it's no typical, but the real nuts that they're trying to crack. Is it financial? We want to move from CAPEX to OPEX. Is it, hey, we want this cloud model, but we can't do it in the public cloud for a variety of reasons, edicts, organizational edicts, or we want to modernize our state. What are the real sort of sticking points that you're addressing with GreenLake? Yeah, I think it's three-fold and you sort of touched on those. So one is it really does start with modernization. Hey, we've got to take cost out of the equation. We've got to reduce our carbon footprint. We've got to automate these things because we have limited resources and how do we maximize the ones that we have? And so I mentioned earlier, getting out of the data center, modernizing our apps, really monetizing our data. So I think that's number one. Number two is what you said as well, which is, hey, look, I don't need to have all these capital assets. I don't want to be in charge of managing all these assets. I just want the capability. And so being able to sell them that service that says, hey, we can do X number of desktops for your VDI. We can run your SAP environment or we can make sure that you have the analytics structure set up to be able to run your models. That becomes super compelling and it frees up a lot of resources and cash on that front as well. And then I think the third thing is what you said, which is the world is hybrid. And so I need to find out what's going to run best in my on-prem environment and what's going to run best up in the cloud. And I want to be able to optimize that so that I'm not wasting costs in one place or the other. And I want to be able to govern that holistically so I have the ability to see what's happening end to end across that so I can manage my business most effectively. So I think those are the three big things that people are really excited about with GreenLake is they enable those things. And the reality is it also means that they have a new partner to help them really think through how can they move forward? So it's not them by themselves. It's really in a one plus one equals three type scenario. And then you bring the ecosystem in and now you've got things working really well. So big enterprise tech, it's like the NFL. It's sort of a copycat league. And so what- It is. You know what I'm saying? This is you guys all got big- West Coast office. Yeah, you got great resources. Hey, this West Coast office exactly is going to work. We're going to get a short passing game going. And so that happens. So I feel like, okay, you've raised the bar now on as a service and that's going to become table stakes. You know, it's going to, it's a lot of work to get there. I know it's a journey, but when you think about the future for HPE, what's exciting you the most? I think what's exciting me the most is just the reaction that we're seeing with customers. Right? Because in essence, it gets them out of the bits and bytes and speeds and feeds and you know, component goo and really gets into business value, business outcomes, SLAs. And that's what they're looking for because what they're trying to do is break out of, you know, day to day and be able to really focus on their future and where they're going. So I think that's one. I think the second big thing is as you see all these things come together, you know, we're able to basically provide customers with, I would say, a mindset that's like, hey, I can do this holistically, but I can always pick and choose the best that I want. And if I ramp up, I have capacity. If I ramp down, I don't have to pay for scenarios. And so I'm getting the best of both worlds across that piece of it. And then third is, I mentioned it earlier, but this whole relationship thing is so important because you know, this isn't about technology anymore as much as it is about what's the value that you're going to get out of that technology and how does that help us move the company and the world forward? Like I love the fact that HPE was so involved in this pandemic, you know, with our systems, we're able to actually run a set of algorithms and analysis on how to, you know, find a vaccine on how to adjust the things that are going forward. You've seen us now up in space and as we broaden our frontier. And so as a company, you're seeing technology turn into things that are truly helping the world go forward. I think that's exciting as well. Yeah, space, it's like the ultimate edge. It is, yeah. And like you said, to me, it's not about ports and MIPS and gigabytes anymore. It's about the outcome you mentioned before the SLA. You know, the thing about virtual, it's great. We don't have to get in the plane. It's down side we all know. We can't hang out afterwards and have a drink or chit chat about what's going on in the world. But we can reach a lot more people. But the other downside of virtual is, you don't have the hallway track. It's not like, hey, did you check out that demo on IoT? It's really cool. Where is that, you know? So give us the hallway track. How can folks learn more about Discover? Where would you direct folks? You bet. You know, I'm doing a full spot. Obviously, let me start with at the top, right? Antonio Neri, our CEO, he's going to lay out the whole strategy. And then I'll have a spotlight. It's about a 30 minute deep dive on all of these things that you and I just talked about.  We're doing some with our partners like Nutanix and others, Microsoft as well as we talked about. We didn't really touch on that, but you know, we have a strong partnership with the hyperscalers, with Microsoft and with others. Because in essence, customers are expecting an integrated solution that's hybrid. And so, you know, we're showcasing all of that with the Discover breakouts as well. And they're available on demand. We have a huge opportunity with respect to that. So really excited. And you know, frankly, we're here to help. Like, I hope people understand this is our opportunity to help you be successful. And so please know that our ears are wide open to hear what the challenges are and we're ready to help customers as they need it. I'm glad you mentioned the partnership with Microsoft and other hyperscales. I feel like Keith, the hyperscales are giving us a gift they've spent, last year they spent over $100 billion on CapEx build out. That is like, it's like the internet. Thank you. And now we're going to build on top of it. We're going to build an abstraction layer that hides all that underlying complexity. We're going to connect things. And that's really your job. That's really kind of what you're bringing to the table, I think, with GreenLake and some of these innovations. So really appreciate it, Keith. Go ahead, please. Give it a last word. I appreciate the time as well. It's always a pleasure and it's always exciting to get a chance to share with you. And as always, anytime you want me back, I'm happy to join. All right, well, I'd love to do that. So appreciate that. And thank you for spending some time with us. Stay tuned for more great coverage from HPE Discover 21. Everything's available on demand as well. That is the other good thing about virtual. You go back and watch all this content. This is Dave Vellante for theCUBE, the leader in enterprise tech coverage. Be right back.


I think what we've heard this morning so far is telling us really that design is the method by which we can try and address some of the problems that face us. The point about design is that it's not a thing, it's not a cosmetic, it's a way to understand the world and it's an understanding that so many of the intractable things that we look at are not solved by one group, whether they're economists or transport engineers or politicians or architects, but it's actually having all of those people in that same room, in that same space. I think design also is a way to prepare us for unexpected consequences. Think about Henry Ford, he thought he designed a car, actually he designed the traffic jam. I think also above all I think that design has to be about some sense of optimism. You do believe that what you do as a designer is to change the world even in the smallest possible way. And at a moment now I think we do need that optimism. Extinction rebellion is not the only group in the world who thinks that unless we stop flying tomorrow, unless we stop buying fast fashion, billions of people will die in the next few years and they do use those terms of billions of people dying within our lifetimes. They aren't the only ones, if you look online you can find the human near term extinction support group. And in some ways we do seem to be in that millennial end of days time. The science is showing us why we should be so concerned, but the last time such a massive change was contemplated was perhaps the Soviet Union when Stalin collectivised agriculture and that didn't work out too well either. So I'm going to talk a little bit about design, about the city, how we look at the future, but also maybe the symbolic values of electricity, a remarkably powerful word in the 20th century and the 21st. And here of course is Lenin who came up with the idea that communism is Soviet power plus electrification of the whole country. I think something Ireland also tried in the 1920s perhaps less destructively. And it's that moment when we see how the technology works. Another metaphor for the way that electricity might be understood, this is Ebenezer Howard, the cranky 19th century visionary who looked at what the city had to offer, what the countryside had to offer and decided that far better was the idea of the garden city, a powerful sense of what an electrical metaphor might be. And here is Harry Beck's brilliant understanding of the electrical possibilities of mapping. In the early 20th century when the London Underground was becoming so complex that no one could understand the actual map. Beck, who was a draftman in the signal's office, had the brilliant idea of using circuit diagrams from electricity to create the diagram which now becomes so synonymous with what we think London is. Fascinating to see how it's about to become a symbol of the city, a way that citizens see themselves and how they relate to their city. I think I'd also like to talk about what it is about cities that are so important to us. And these are the things that we really need to preserve if this carbon free future is going to be worth living. This is a fragment of Lower Manhattan and you see a little piece of one of the artworks that were commissioned when the World Financial Centre was built in the 1980s. And for me it's the most powerful summation of why we love cities and what it is that we need about them. So this is a fragment from a line by Walt Whitman and the full line reads city of the sea, city of wharves and shores, city of tall facades and marble and iron, proud and passionate city, metalsome mad extravagant city, city of the world for all races are here, all the lands of the earth make contributions here. Not quite the message that today's America is offering. And on the other side of this open space is another line from Franco Hara, which offers a very different idea of what city life can be, but one that for me also matters a great deal. So Hara's lines are as follows. One need never leave the confines of New York to get all the greenery one wishes. I can't even enjoy a blade of grass unless I know there's a subway handy or a record store or some other sign that people do not totally regret life. People have been thinking about how we might live in sustainable ways for a very long time. William Morris from the middle of the 19th century, a remarkable contradiction, a revolutionary socialist wallpaper designer, wrote a wonderfully visionary science fiction view of what the future might be with his book News from Nowhere, in which he described a world which actually might chime rather well with extinction rebellions views of how we might live, in which he describes Parliament Square in London abandoned with a dung heap at its centre and worthless banknotes fluttering in the breeze as the people had moved to some of those garden cities which Howard was suggesting. Or we might think about Buckminster Fuller. This phrase, of course, attributed to many people, but Fuller probably said it the loudest and the most often. Fuller, of course, had a way of not necessarily predicting the ideal future. This is his Dimaxian high-performance three-wheel car launched in 1931, which unfortunately killed a pedestrian on its test run. But in the background you see what made him famous, the Jesus Ick Dome. And he was also, of course, the inventor of the term Spaceship Earth. The question really is whether this was a practical proposal for safeguarding Lower Manhattan from climate change, or whether it was an awful warning, or maybe some of the two. And of course his visions have turned into a version of reality. This is Cupertino's largest employee, perhaps the most valuable company on the planet, in a building designed by Norman Foster, which is large enough to accommodate a whole town. And just down the road Mark Zuckerberg hired Frank Geary to do an even larger building for Facebook. And if we're thinking about what's happening to the city, these two buildings, towns as buildings, really must give us pause about what that urban life that we might be having will be like. And where is it that these ideas about what we're going to be like come from? What is it that actually influences the behaviours of those people that we hope will keep carbon diaries? Well the world's fairs have been quite strong impacting on it. This is from 1939 when Norman Bell Geddes, an architect who previously designed movies for Cecil Biedemill, worked for General Motors to produce this vision of what America would be like in 1950. And it was based around 14 lane highways and that sense of what the future was going to be like in a way which crammed the audience in. 15,000 people a day found their way into those mobile vehicles that toured the edges of the site. That was a utopian dream. By 1964 and 65, when General Motors tried to do it again, of course, the idea of that motorised future had become more of a nightmare than a utopia. Here we see the three horsemen of the apocalypse in the 60s version of that ride around the city of the future. It's Walt Disney, Henry Ford and Robert Moses, the man who rebuilt New York in his own image. And that, of course, was the time when for the first time there was a sense of popular resistance to ideas about what life were going to be and what they were being shaped by. This is Jane Jacobs who took on Robert Moses who described her as a mere housewife and one. We have been looking since the 1970s about ways in which we can make the world a more inhabitable and just place. Victor Papinek wrote this book in 1971. It contains the ringing first sentence suggesting that there are professions more dangerous in industrial design, but not many. He was first of all looking at what it was that we needed from production what life might be like in a way that has actually inspired another generation of designers now who do see what he has as continuing relevance. But how is it that you actually can use the skills of a designer to modify behaviours? What are we going to do to persuade people that tap water is the greatest luxury that we can have in northern Europe when for 30 years advertising has been pumping out the message that unless it comes in an heavier bottle, single-use plastic, it's not worth drinking. Well, it can be about packaging, so on the left-hand side is a remarkable celebration of the joy of a tap made in terracotta, which is a great traditional way of keeping water cool. And it's really, I think, trying to change behaviours by understanding the way that people respond to the way they use things, those tactile values, that sense of touch. All this is the plastic-free supermarket so far, just one aisle in a Dutch supermarket. But it is also understanding that it's no good packaging things in ways that people won't understand. The point about plastics is that it actually allows transparency. People want to see what the stuff that they are buying is, so you find a way to do that without using damaging plastics. There are other thinkers who have been thinking about how we might actually build more sustainably when it comes to the way that people are doing it. I think it's very important to understand what it is that's driving change. Sometimes it's very, very low-tech things. So this was the busiest dock in Europe in 1950 in London, Canary Wharf. This extremely done, and I think it's very important to understand what it is that's driving change. Sometimes it's very, very low-tech things. So this was the busiest dock in Europe in 1950 in London, Canary Wharf.  And then that had the unexpected consequence of producing what had been a dock into Europe's third financial centre. On a high-tech version of rapid disruptive change, let's think about the 11 years since Steve Jobs produced the first smartphone. What he presented as half telephone, half music player produced this, which made Amazon possible, which turned this into that, which had this consequence. We have to understand what it is, these unexpected consequences, these unintended consequences that are changing the world and the patterns of consumption and behaviour so quickly. It's transformed the way that we understand privacy. Who would have believed that we would actually even contemplate the idea of allowing Amazon delivery people to have access to our homes while we're not there? It's transformed the way that we move around cities. Uber isn't just moving us around our cities, it's also encouraging the use of home food delivery, which is also transforming the way that we consume and we interact with each other. The smartphones also change the way that we meet each other and fall in love or go on a date. And if you can do it this way, then why would you actually need to go to a bar? Or it's changed the way that we understand other people or it suggests that we should. Of course, what that's done is produce over tourism as it's now being called, which is the sense of mass tourism. It's something that Western Europe always believed it was doing to other people. Now that it's actually China that's coming to our cities, we see it rather differently. We see that cities are trying to defend themselves against this erosion of their cause. We saw initially the idea of social media as being about the Arab Spring and democracy, and we all know that Twitter has turned into a digital inch mob which brought us President Trump. We can think about sustainability in many ways. This is, I suppose, imposed sustainability. This is Norman Foster's project for a carbon zero settlement on the edges of Abu Dhabi with electric vehicles. With pedestrianisation on the ground floor. Or, I think you can see sustainability in a very different way, which is really about maintaining the sense of what it is that makes a city function and work.  This is just off Brick Lane on the eastern fringes of the city of London. This was originally a chapel built by French Huguenot refugees who came in fear of their lives from France, bringing their skills who built in the 18th century a Protestant chapel. It then, as they prospered and moved away from the low cost parts of London and elsewhere, became a Methodist chapel. Then, another wave of migration took place in the 19th century and it became a synagogue. Of course, you'll guess it's now a mosque. To me, that is long-term sustainability and how we look after buildings. It's also what gives cities their positive qualities and that sense of their importance to us and our identity. I'll just finish with this slide. These ideas have been around for a very long time. This is one half of the allegory of good and bad government painted by Ambrodio Lorenzetti in 1338 on the wall of the Chamber of Deliberation in the Palazzo di Popolo in Siena. The message is very clear to government. If you make honest decisions with the good of the community in mind, your city will flourish and prosper. You'll see in this image the market is full, the buildings are flourishing. If you don't do that, there are muggers in the streets and the buildings are falling down. Thank you very much.


Yeah, we on boss talk one-on-one.  It's got ugly, right? I'm trying to figure out what happened. That's what that's what I think we all Yeah, I think that's what we all try to figure out the real root of it cuz it's like it'll just boom No, I mean the line on your dead mama verses What really that you know, it's all gloves off.   Will they be able to sit down again again? No, no, no never just drip club fight That's for life. You heard me I don't know if you watch boss talk when I went on and I see it and I've been saying this lately I'm a big Nikki fan, but when you say Is your P.m. C or is your bond be I had issues. Yeah, that hurt me too because I'm a country Texas rapping Basically, he didn't mean it like that. How do you mean that she didn't mean it like that wait a minute What context can you put that in it?  Yeah, that's basically what I heard too. You felt that way to like every Look, I feel like any every Texas artist has a bit of we can all agree when Megan came out She sound like a Texas female, bro. Like she sound like Texas like you can hear it.   Like what happened? You just say I think good enough again.   You know, I'm the south embrace Nikki though. We did Taking her on her genetics come from on she was over there with Gucci and miss Dale She was with miss Dale She was Gucci and then she was burning me. That's the side and and and you know the Wayne gave it to So I think I think that's the part and and I say from the south Yeah, yeah, I say from the south for show for show So but the thing is we just got it. We got to do better man Because niggas has just been our niggas just we were out of nigga in a minute You see what Cat Williams did we were out a nigga in a minute Impulsive, bro Without a nigga. Yeah quick What did you think about the cat? We ain't got to talk to you since then what did I think about the cat? And it's 50 how many more is it look at 54 mil, you know That was there last week it was at 54. Yeah, so it probably gonna cat win nuts boy Cat I don't a little cat win. Hey, that's it. We don't I don't know. I don't know the other side I don't know so all I can do is take his word for it's the same way Well, he was up there saying he was like you had people come up really let me address my side of stuff They like this everybody everybody came out never say He was crazy like they never say he like no, you see you had said the entertainer sitting over here like a walrus This is not just a comedian. This is one of our top Tear he just having one of the real moments. He's he's gonna still be funny in the moment But I'm like, I don't know bro, I can't know it was very entertaining. I'll tell you that I watched the whole thing I ain't cut it off for me. Huh? I watched that whole thing. I watched the whole thing, bro I had to I called my boy phase as soon as I won't cut it off.  I Said down any of them talks about phase on let me call.    If you've been doing Okay, no, but I wouldn't have been the same as my big brother. Here we go 14 To 55 that's how long he been doing comedy. Okay, big worm. Y'all know him as big worm I've been to a show. I watch a show. He really does stand up comedy. It's not a game They went to all of those different back room backwood comedy shows. Yeah, he was up there with Bernie Mac He'd been up there with Robin Harris He'd been up there. This is a nigga. They've been doing this the whole time Yeah, then you got the new wave to come in quite naturally He don't understand. Okay. He's doing this. Is he funny? Is he the funny we was is he Jamie Fox funny? That's how he's looking at it. Okay, but at the end of the day Contrawayne has a whole Network away. He's doing it with a cell phone. Yeah, this shit ain't never been done before The same thing I told Kerwin when Kerwin was here a day before you a couple days ago You niggas is doing something that ain't never been done before That's the part we keep trying to figure out. See my angle of it is though Why why am I comparing this guy's funny? Why is funny matter to me? Anyway? Like that's okay. I'm getting it like you said from a big brother perspective That's like me having some young artists come up in the city and just because they don't make the type of music I understand I Came to not a fan base and what they doing the effect that's going on Like I don't have to agree with it. Like why do I have to agree with it? What what is my opinion mean? You know I'm saying be like they it don't matter. I think the thing is they rich out to each other It was some behind-the-scenes stuff happen. That's that's what you don't want out And that's what people are not talking about when I see the hey It's like no, we need to get to the root of it because it's you smart enough to know that though Get to the room they ain't gonna see it cuz they they eat egos, bro And I can but I can respect them even say a man. It's deeper than that. I don't like that I don't think it's he like him phase on not like that. He just talk he say what he feel and he don't care He got a caring bone in his body You know next time you got phase on on here, you got to get to the brutal and other two I would rather have them both on here to do it You know I'm saying but you want we need your own boss talk. Well, I talked to him in him talk He got me probably two weeks ago need your own boss, but the thing is It's just it seems like it doesn't go on too far, but I would love to see them You know do something together. That's what I thought when it first jumped off I don't think it's never too far. They can do a skit meeting children. I don't think he'll ever do a skit Man, you're doing moving with him. That's why he had with it me personally if I was doing and I was in I would make a skit about how Basically what both their angles have been I Don't think you funny and I don't think I think you better or just that nothing I would make that skit work like it would miss and it would work bro. Like that's what that's what I would do though I think they just I think one thing about it, you know, they both dope But neither one of them will ever hurt each other. They both got two different type of yeah They got two different type of crowds out there when they go to they show I went just enough face-on show the other night and it was packed to the court You know what I mean? So at the end of the day, I don't think neither one of my hurting art Will ever hurt each other as far as the way they cause of the reputation But you got you got now Kevin Hart just did a movie with a face on they still partners, bro Yeah, these people partners man. It was Kevin Hart that movie they did it was just a little just a razzle dowsel We're Kevin Hart. I think it was Bellamy and Wesley Snipes it was it was like four of them that four or five of them that was No, these niggas were trying to act like they were strippers the old-ass niggas. I seen the movie But didn't have a young nigga with him that was he was killing the game When I see when I seen country rain is dressing phase on I was like it's only one place he could have got his No, he was boss. Oh, we met him. We went to Houston and talk to him I'm talking next time you on there say man. I was watching boss talk. They did no, I'm saying When he was on shit, I should have said I was watching boss They're not gonna say that they're not gonna say that but they know it come from there They everybody even Vlad all of them. They all everybody now start drizzling They're not gonna say it bro at the end of the day, but I don't It don't make me a break me because at the end of the day. I know over here. We got that good dough, you know And reselling it yeah, yeah, we got the good dope over here So at the end of the day whether they want a minute or not Boss talk is a I heard you on the podcast you had said that um you did like niggas say the podcast They won't say it And that's the part of a lot of people's problem do I say I say a lot of niggas names, bro Yes, I've always done that because guess what yo, what's for you? It's for you, bro Like you ain't gonna get it step on nobody else toes for what but I think that's that's the boxing out movement, too That's the trying to keep people boxed out, you know, and but at the end of the day I don't think again Texas is so big the South is so big Even even though Chicago love me Houston. They got me Atlanta I'll be down there in another month and a half or so, but I'm just saying the South is so big, bro It don't I'm going to LA. I'll be in LA next week. So but but the South They can hold it down, bro. And then you got some niggas really little running that these niggas will tell me Out in passing. I love boss talk man, but I only watch when you got down They love Dallas like you on here. They they only watch for the local. They don't want nothing else It's what you plan to see though, but I get it But I'm just saying there's a peep a person out there who only watched this to see y'all. That's hard And he don't care about nothing else. I feel like you service the city like heavily trying to not even try and like it's going on No, it's going on. This is in here. It's in her to the story to the one coming back I gotta I gotta come back and say some more things because we I don't think nobody has done that like me either That's in the city that means some to the city done some for the city in any way shape or form like they coming through this Thing and twist the blacks was I love that in the shot out misty black That was a good interview man. Like it's stuff like that man. We just we just got to keep it going