Live from Las Vegas, Nevada, it's theCUBE. Covering AWS re-invent 2016. Brought to you by AWS and its ecosystem partners. Now, here are your hosts. John Furrier and Stu Miniman. Hey, welcome back everyone. We are here live in Las Vegas for Amazon Web Services, AWS re-invent 2016, their annual user developer conference. I'm John Furrier with SiliconANGLE. Showing with my cohost, Stu Miniman with Wikibon. It's theCUBE, our flagship program where we go out to the events and extract the signal from the noise. And right now we have some really hot signal. It's Andy Jassy, the CEO of Amazon Web Services. Welcome back to theCUBE. Great to see you, CUBE alumni. Three years in a row now. You've been on theCUBE. Great to have you back. Keep the tradition going. Thanks for coming on. Hi, it's great to be here and I wanted to congratulate you on your 29th birthday today. I wish. I'm 18 actually, I'm going to go that way. I'll never get over 18. Okay, I appreciate that. I appreciate that. Mary Kamarata bringing the cake out for the team. But what a birthday present for us to be at theCUBE this year because you guys have celebrated your 10-year birthday a little bit younger than I am. But the world has changed in the past five years.  And that's all on SiliconANGLE.com and Forbes Magazine.com. But you guys have to set the agenda and 32,000 people up from 19,000 is a significant uptick in attendance. The enterprise cloud market is changing. You guys are disrupting your thoughts on what's happened since Tuesday night with James Hamilton laying out the secret sauce of Silicon routes. Back it's not being touched by anybody else, efficiencies, scale. Yeah, well, for us, it's unbelievable to see how many people are here at re-invent. As I said in the keynote yesterday, we weren't sure the first year that we could get 4,000 people to come. So to have 32,000 people here and 50,000 more in our live streams for the keynotes is just, it's really inspiring. And our teams spend most of their time thinking about new customer experiences, new features, new capabilities that enable our customers to build more for their customers and then operating the services. And for our team to have a chance to be here with all of our customers for a week and just see how excited people are about what we're doing with the platform. I mean, you really feel it when you're here. It's a movement and it's a movement because it allows builders to build customer experiences much quicker than ever before and change their businesses. You guys got to, I know Stu's got some specific questions on some specific points, but I want to get your thoughts on the Amazon, what I call spring in your step. For the first time at re-invent, I've seen some, not bravado, but more confidence around taking a position. Verner Vogel said, hey, immediate, sometimes I don't understand things or, hey, why do I want to get a lower price by doubling up front and not seeing the sales guy, you mentioning a little bit of Oracle. But mainly it's the themes around the old guard and a new way. So I want you to take a minute to explain your view on this new way, this new environment because you're comparing and stressing old ways of doing things, how people buy from IT suppliers, how technology is coded, deployed, and this new way where the game is all new ballgame everywhere. Scale changes it, how people buy are changing it. Can you share your thoughts on this new way? Yeah, well, that's a, I mean, there's so much that we could share in that area, but I think that if you think about what's different about a company like Amazon and a business like AWS relative to the companies who've been providing infrastructure for the last few decades, there are a lot of differences, but I'll list a few. The first is I think many companies talk about being customer focused, very few walk that walk. And I think Amazon and every business, including AWS, is extraordinarily customer focused. Everything we do starts with the customer and moves backwards from there. 90% of our roadmap and what we build is driven by what customers tell us matters. And the other 10%, we try to listen to what customers are trying to articulate and then read in between the lines and invent on their behalf. I'd say most of the big technology companies, the Old Guard, are competitor focused and that could be a successful strategy. They can wait and see what others are going to do and then try to one up them. It's just not ours. We tend to be customer focused. Second thing is we are pioneers. We hire builders who look at customer experiences and see what's wrong with them and then figure out how to reinvent them. Most of the Old Guard technology companies have lost their will and their DNA to invent and so they acquire most of their innovation and that can work too. But I think in a space as dynamic as the cloud, which is the biggest technology shift in our lifetime, you are much better off with a partner that has the most functionality, that's iterating the fastest, the most amount of customers, the biggest ecosystem who's had the vision for how these things fit together from the start. And then the third thing I'd say is that we are unusually long-term oriented. You know, I think one of the standard Old Guard tactics is that when a deal is to be done at the end of the quarter or the end of the year they show up at your doorstep and they harass you till you sign a deal only to be heard from again a few years from now when you actually need to sign a new deal. That is not the way that we pursue our business. We're trying to build a business and instead of customer relationships, that lasts all of us. And so we operate, we treat customers, we think long-term and we iterate in a different way than you see the Old Guard do. Andy, you wrote the business case for creating AWS. I think if somebody wrote the case study today that you talk about the flywheel, you talk about the effect that scale has on your business, I think many look at it as your scale and that flywheel allowed you to kind of compress margins in the industry overall. Why don't you write the next business case? How is scale, let's kind of say if margin and you talked about how the race to zero wasn't it, beyond kind of the financial piece of scale, what is the advantage that you have with the experience and the scale and is there a new flywheel that goes beyond what we've been talking about? Well, I think that there will be multiple successful players in this space because the market segments is something like AWS addresses are trillions of dollars worldwide, but there aren't gonna be 30. It's gonna be a small handful and it's in part because scale really matters and in part because the amount of functionality that you need for people to choose you as their primary infrastructure technology platform is massive and we have a lot more functionality by a larger amount than anybody else. And I think that if you look at a couple of the key criteria and reasons that we've been successful, one of them is that we just have iterated so quickly. I mean, I think that the rate at which we deliver new capabilities for customers is pretty unusual. I mean, every day on average customers wake up and they have three new capabilities that they can take advantage of just by virtue of being on the platform. But we're also on top of just delivering quickly. We're innovating at a really rapid rate. I mean, look at what we did in building the NoSQL database DynamoDB that we've built. Look at what we did in building our own database engine in Aurora, which is the fastest growing service in the history of AWS. We just made Postgres compatible yesterday. Look at what we announced on the IoT side yesterday with green grass and with snowball edge. Look at what we did even with Snowmobile where it's been impossible for companies to move large amounts of data. Look at how many instances we have and then look at us bringing FPGA instances to the cloud. I mean, the pace of raw innovation on the AWS platform is very unusual. And I think what that does is that creates its own flywheel where because you don't have to spend $100 million upfront to buy an infrastructure platform, you only pay for what you use. When you make the choice of who you're going to partner with is your primary infrastructure platform, you want the platform that has the most capability because it allows you not just to move your existing apps but to be able to launch new ones and any imaginable business idea you have. So one of the advantages Amazon has had both on the dot com side and now on the AWS side, it's your data. You've got a lot of information. I think Matt would actually said that's part of a new flywheel that you're going to be doing. How much of that data is just what Amazon's going to be able to drive and how much will that kind of spread to the ecosystem and your customers? Is there data exchanges or how do you look at data? Well, we certainly have a lot of data and a lot of models and a lot of deep learning capabilities and we exposed several of those through the AI services we announced yesterday but I think one of the significant flywheels you'll see over time is that so many customers are storing their data inside of AWS because they love our storage services and our data stores that they're going to want to use that data and they're going to want to layer on top of it all kinds of analytics services whether it's batch, whether it's various Hadoop applications whether it's real-time processing of streaming data, they're going to want to run their data warehouse off of it and they're going to want to run machine learning models as well as their AI models on top of it and even though I think loads and loads of companies will use the AI services that we released yesterday, I think a lot of the biggest machine learning that's going to happen is companies own data. Companies have huge amounts of data that they want to get better signal from and a lot of that data lives on AWS and they're going to use a lot of the analytics and machine learning tools that we have to get more value from it. And I want to ask you specifically around the cloud competition. We've said on the queue, I think four years ago at the first reinvent that we were here, it's not a winner take all, it's a winner take most. The multi-cloud conversations have been going around and that's been kind of confusing people as well. One of my goals this year at the re-invent was to look at the VCs, dig deep, went to all the parties, talk to entrepreneurs. I wanted to find out from the Canary in the coal mine the startups, the developers, what their sense was. They all love AWS because you've had a great service for them. But now as the competition comes in, Microsoft in particular, spending a lot of dough, trying to lure them in to their ecosystem, Google, I mean they just have some tech, not a lot of sales force. These startups want to build their own sales forces and they might not want to compete with Oracle or Microsoft who have monstrous sales force, massive commission incentives, all kinds of mechanics that they're doing in the day and their product may or may not be as strong as you guys. What's your message to that group of people that want to win with you? What do you say to those guys and how do you look at that and how do you respond to their feedback and what's the outlook for them? Because that's a big question on people's mind is, I love Amazon, I want to win with them, but I might be lured by it. Well, I think if you look at the startup market segment, the vast majority of startups continue to choose AWS as their provider and in fact, you could argue an even larger share than before and the reasons are a few fold. Number one, at the end of the day, what startups want is they're trying to build incredible businesses and they're often trying to build businesses where the idea never existed before and to do that well, you need the broadest functionality you can get. And AWS is much broader functionality than anybody else. There's also a much larger ecosystem around our platform. So if you actually want to use other software in your business, you want to be able to use it on the infrastructure technology platform that you choose. And again, many more ecosystem providers than AWS platform, but they also are building applications where even though they're startups, the security and the availability of those applications are a big deal and there's just a lot more maturity in the AWS platform because we've been at it a lot longer. You can't learn some of those lessons until you get to different elbows of the curve. And as Gardner said, because AWS is several times the aggregate size of the next 14 providers combined, we just have a different scale and a different set of lessons. Now, we also help our startups and we go to market with our startups and we help them get in front of our customers and we have a lot of enterprise customers on the platform who are super interested in the new technology and the new offerings that our startups have and we continue to put them in front of them. So we're saying that obviously Google, I've said this on theCUBE, actually this morning, Google doesn't really have a sales force, not known for customer engagement, they're known for technology. And I kind of hinted that Amazon doesn't have many sales guys, but you do, apparently. We have a lot of sales guys. Can you talk about the number, how many sales people, what's the field organization look like and can you clarify that potential misconception that Amazon is just a self-service cloud? Yeah, well, when we launched AWS in 2006, we had two sales people. And in fact, one of the first calls our first sales person made was to Don McCaskill, who's the CEO of SmugMug, who has been just an incredible customer of AWS and provided so much valuable feedback in the 10 and a half years we've been in the market. But since then, we have a very large field team. I mean, this is not a small team. It's a very large field team with a lot of sellers and a lot of solutions architects and a large professional. Yeah, I mean, it's, you know, we don't disclose the exact number, but it's thousands. It's a significant team, sellers, solutions architects, professional services, training, certification. It's a big team and we're continuing to grow at a very rapid rate.  I've talked to, you know, a few friends this week that have joined Amazon and they said, the culture is different and in a good way. And I want you to talk about kind of that Amazon ethos. There's, you know, a lot of companies have like mission statements. You guys have leadership principles that are up on your website.  Can maybe give us a little bit of insight on that. Well, we have 14 leadership principles and I think they've been the single most important reason that we have been able to scale as fast as we have and scale across the world the way we have without losing our culture. And, you know, there are so many of the leadership principles that I think are really interesting. You know, one of them has to do with hiring and developing the best. And we are really vigilant about not lowering the bar. When you're trying to hire as many people as we are at Amazon and AWS, a big temptation is just to lower the bar to allow you to move quickly. And that's always a mistake when you're trying to build great products for customers. I like, and I'll give you a couple of leadership principles I like. One is the leadership principle that's being right a lot. And when we first started, when we rolled out the leadership principles, people thought being right a lot meant that it had to be their idea they had at the start that you went with. And people would get dug in and argue for their idea, but being a leader and being right a lot means that you get to the right answer regardless of whose idea it was at the beginning and regardless of how many times you change your mind along the way. Great leaders change their minds when they get new information. So I really like that leadership principle. I also really like have backbone disagree and commit. And so what that leadership principle is about is we don't just make it an option. We expect employees, if they disagree with the direction we're headed, regardless of the seniority of anybody in the room, that they speak up and say, we're going the wrong direction. We're doing the wrong thing for customers. Even if we end up making the same decision we're going to make before, we end up with more rigor in the decision. And people can argue as long as they want as respectfully as they can in making the point. And we're at the end of the day a truth-seeking culture. So you know that old adage about two people look at a ceiling and one says it's 10 feet and the other says it's 14 feet and they say, okay, let's compromise, it's 12 feet. Well, it's very rarely 12 feet. And so when you have a truth-seeking culture like we have, it encourages people to disagree and debate with one another. But then once we make a decision, the disagree and commit means that even if it's not the direction you were advocating, everybody has to get on the same page in the same way. Well, the truth-seeking argument you could say, well, if the customer's not involved, which version of the truth, the customer has to calibrate that, right? I mean, from your standpoint. Ultimately, we try to get customers involved in decisions we're making and we speak to customers. Or input from customers. Yeah, and we get input all the time. But there are also times when you're making these decisions where you can't perfectly know, we're trying to make what we think is the right decision for customers. We get it right a lot of the time and sometimes we don't. And if we don't, then we'll learn from it. We're getting the hook sign here. I got to get this in. But I got to ask you a personal question. Do you get worried that you guys might get too cocky? I mean, right now you're on a great run rate. The distraction is amazing. It's, for me, personally, to see it is pretty proud to watch you guys do this.  But you're doing great work. How do you guys not get too cocky? What's the ethos? What do you guys, what do you say the customers would say? Getting a little too big for your britches, Andy, and team? How do you calibrate that? I think that a lot of that has to do with the culture of the team. And I think if you look at the culture of this team, it is not a cocky team.  It's a customer-focused team. And, I mean, I think we're pretty thrilled with how things have gone the first 10 and a half years. I don't think any of us would have had the audacity to predict that we'd be where we are. But I think we all know that the next 10 years are going to have even more innovation and change in the first 10 years. And so that's what we're really focused on. And another one of our leadership principles says that great leaders don't believe that their body odor doesn't stink. And that's really intended to say that we recognize that there's all kinds of things that we can be doing better. And we have to be a constantly learning organization. And that's the way we think about our business. Well, we got a lot of management-style content on SiliconANGLE, my third part of my three-part series with Andy. Final question, I want you to summarize your keynote. Really well done. You had some nice, clever content in there, the whole superpowers, a bombastic claim with some, that validated with some meat. Good, very clever. I like how you did that. How would you summarize the keynote? Did the boiler down to what you were trying to accomplish? What were you trying to convey? What was the core theme of your keynote yesterday morning? Yeah, I think the core theme really is that with the cloud and with AWS, builders have capabilities that were never before available to them on-premises or elsewhere. And with those capabilities or superpowers, it allows them really to take on any technical challenge that they're facing and to build and implement any idea they can dream up. And that was really the theme. And then sprinkled in there, we had a few announcements, 14 to be precise yesterday and another 13 today. A truckload. And then some customers who I think are really vivid illustrations of really reinventing their businesses and building customer experiences that weren't easily possible before doing it on top of AWS. Well congratulations on all your success. I know it's still early. I know you don't get too cocky knowing you personally after sitting down with you. And reinventing is about pioneering. So you got to be humble. And congratulations. Andy Jassy, the CEO of Amazon Web Services here in theCUBE. I'm John Furrier, Stu Miniman. You're watching SiliconANGLES theCUBE. We'll be right back with more live coverage of AWS 2016 re-invent after this short break.


clinical coordination pertaining to the temporal region is injury to the lateral surface of the skull which can fracture the t-reon and can rupture the middle meningeal artery which runs right under the t-reon and lead to extradural hematoma which can be life-threatening. In such situations it is necessary to do what is known as a burr hole and so here one of my assistants is going to do the burr hole. So let's take a look at the landmark that we can use. So this is the zygomatic arch. We take the midpoint of the zygomatic arch and we go approximately one and a half inches above that where my finger is pointing. So this is the approximate location of the t-reon and this is the place where we will split open the temporalis muscle and my assistant is going to split open the temporalis muscle. So come here and split it open like that. Make an incision along the line of the temporalis muscle. Make an incision along the line of the temporalis muscle. Good. Now split it open deeper. Good. That is the region of the t-reon. So once we have split open the temporalis muscle and then we open it this region that we see here this is the region of the t-reon and here we make a burr hole and we evacuate the hematoma and like it the middle manager artery. So this is the principle of evacuating a middle manager artery hematoma. Please like it sir. Thank you very much. Okay thank you very much ladies and gentlemen. This is a demonstration of how to evacuate an extradural hematoma through the... Okay thank you ladies and gentlemen. This is a video on a demonstration on how to evacuate an extradural hematoma through the middle manager artery. If you have any questions put it in comment section. Dr. Sanjay Sanyal signing out.


Hello friends, I am Sanjay Gupta. I welcome you on Sanjay Gupta Tech School. In this video, I'm going to explain how you can print transpose of a matrix with the help of 2D array in C language. Before start, I just want to share one information. If you go to detail or description of this video, you will find links of various playlists related to C language. So you can follow them. Now, first I'm going to tell you how we calculate transpose then I will be implementing the program. So, suppose there is a matrix whose dimension is 3 by 4, 3 rows and 4 columns. So these are the row indexes. These are column indexes. And let's say these are the values. So these 12 elements are available in this matrix. Now, if you want to print transpose of a particular matrix, then you need to convert all the rows into columns or you can say you need to convert all the columns into rows. So the transpose of this matrix will be 159. So here you can see 159 are available in a column and the output will be having these values in a row. 10, 2, 6, 10, 3, 7, 11 and 4, 8, 12. So this will be the output. So here you can say transpose of this particular matrix is this. So now I'm going to write a C program so that you will understand how we can perform this option. So here you can see I have declared a 2D array whose dimension is 3, 4. So 3 rows and 4 columns. Now I'm writing a printf which will display a message and 3 by 4 matrix to receive input from user. So here I'm going to implement this loop. So first loop will repeat row times and second loop. Second loop will repeat column times. So first is maintaining through i variable and second loop is maintaining through j variable. So here I'm putting a scanf which will read all the elements from user. So these are simple statements which are used whenever you want to read 2D array from user. Now after this, I'm going to write those statements through which we can print transpose of a matrix. So here I'm putting a printf which will display this message transpose on output screen and by following the statement the digits will be displayed. So now I am going to implement first loop. So see carefully. So here I have mentioned condition as i less than 4. But while I read the values so I put 3 here. So I'm changing row and column values for loop rotation. So I'm going to explain this as well. Here I'm putting j less than 3. Right now I'm going to use printf person be then backslash t backslash t because I want to put some space between two digits and then a of j i. So this is also very important here I'm putting a of j i so first indexes provided through j variable and second is provided through i variable. Now I'm closing this loop. So in a loop is closed then for new line backslash n and then I'm closing outer loop and then main function. So now I'm going to iterate this logic so that you will get to know how it is working for this matrix. So here you can see dimension is three by four. So we have three by four matrix. Now if I start rotation from here so initially I is zero. So initially I is zero. So here I'm writing I as zero then we will move here that is j equals to zero. And if you see this loop, so this loop will repeat three times because condition is j less than three. So this loop will repeat three times. So first time the indexes will be zero zero those will be printed then only j is implemented. So next time value of j will be one. So here index will be one zero. So here you can see zero zero is having one. So one will be printed then one zero one zero position is having five. So here five will be printed. So printing will be done row wise because this printer is not having any backslash n. Then after printing second value j will be increased again. So now its value is two. So next index will be two zero. So an output screen two zero will be printed. So here you can see in this matrix it is here but while printing this this nine will be available here. So it means first column is printed as first row for output. Now this loop will terminate new line will be there then I will be incremented. So I is now one and j will again start from zero j will again start from zero and again it will iterate three times. So here you can see j will remain same but I is now one. So these indexes will be printed. So first index is zero one. So here you can see zero one is two. So two is printed here then next is one one. So one one is fixed. So it is printed here then two one it is 10 and it is printed here. So this way you can see the input matrix columns are printed as rows in output matrix. So with this logic you can print transpose of a particular matrix. You need to remember that if dimension is this three by four. So while reading row will be here and column will be here but while printing column value will be here and row value will be here. And you need to put a ji and here we are putting a i so these changes you need to and in case if your matrix is this three by three. No column both have same size. So then you can put three three here you can put three three here but you need to put ji as it right. So this way I hope you understood how we can print transpose of a matrix with the help of C language. I hope you understood whatever I explained in this video. If you want to watch more programming related videos you can open my channel go to playlist. So there you will be having variety of programs and also you can go to detail or description of this video. So where you will find links of various playlist related to C program. So follow them and thank you for watching this video.


Located about 30 million light years away, ESO 495-21, also known as Heinz 210, is a dwarf starburst galaxy around 3,000 light years in diameter containing just 3% of the mass of the Milky Way. In 2011, a radio wave source was pinpointed that corresponded to an earlier x-ray source at the same location. The balance of radiation levels in these different wavelengths pointed to the presence of a giant black hole accreting material from its surroundings. Based on these findings, the supermassive black hole is around 1 million solar masses. That's a quarter of the size of the supermassive black hole Sagittarius A star at the center of our galaxy. The origin of the central supermassive black holes in galaxies is still a matter of debate. Do galaxies form first and then crash material at their centers into black holes? Or do pre-existing black holes gather galaxies around them? Or do they evolve together? Or could the answer be something else entirely? With its small size, indistinct shape, and rapid starburst activity, astronomers think this galaxy may be an analog for some of the first galaxies to have formed in the cosmos.


Hello friends, I am Sanjay Gupta. I welcome you on Sanjay Gupta Tech School. In this video, I'm going to demonstrate how you can manage versions of process, which are created in process builder. Before starting, if you want to watch Salesforce training videos, you can search my name Sanjay Gupta on YouTube and you can follow my YouTube channel. So here you will see various playlists related to Salesforce and other programming languages are available. So you can follow them. So you can search process builder in setup. Then you can click on new to create new process builder. So let's say I'm creating a process on account, right? And this process will start when a report changes. I'm saving this. So first of all, you need to select the object on which you are going to create a process. So if you're creating multiple process, then this warning message will be displayed like account already has active record change processes. So best practices that you have to implement only one process on one object. But for demonstration purpose, I'm creating one more so that we can see how we can manage the versions of processes. So I chose account as object. Then criteria I'm choosing no criteria just execute action. So it will be executed all day. Then for action, I am choosing email alert. And emails and from here there is no alert on context. So let me choose some other thing. Let's update a record. So I'm choosing I'm giving action image update account. Record type will be the process. Sorry, will be the record that started the process. And here. Let's say I'm changing account source is where and click on save. Right. So this way I created this process. So as soon as I activated, so it's first version will be created. Right.  So here you can see process on account is available and here it's version one is available, which is active and last modified date is available. Now if I again open this version one. Now if I want to change something in this in this version, so I need to click on clone. And here you can see it is asking for two options save clone as version of current process or a new process. So right now I'm selecting version of current process. So you will see under a process on account name. Another version will be created. So let's say I'm changing this field here. So I'm removing account source and I'm choosing any other. No, and I'm clicking on save. So this way I modified the process and again I'm activating it. So now you can see version two is created and last modified date is available and this version two is active. And whenever you activate newer version, then the older version will be deactivated automatically and you can also delete that deactivated version. Now if you want to open version one, you need to click here. If you want to open version two, you need to click here. And if you again click on clone, so there will be two options. Either you can create new version or you can create new process. Right. So let's say I'm opening this version two. Clicking on clone and I'm clicking here on new process. So as you click on new process, so you need to provide a process name as well. So I'm giving him as process on account. Right. And clicking on save clicking on activate. Now I'm going to view all processes. So here you can see this process is having two versions and this is the new process which is having only one. So this way you can manage your versions while implementing processes through process builder. So this is very important and remember one thing also, like if you reference any field in a particular version and you want to delete that field or any other component like email alert or anything else that is referenced in a particular version. So if you don't delete the version, then you won't be able to delete that field or email alert or any other thing. So first you need to delete the version where you have reference certain things and then you can delete those things. So remember that we have various versions. So sometimes it happens like you are going to delete a particular field and it is referenced in a various versions of a process and you are not able to delete that. So in that case, you need to open a process or you need to check all its version where that field or other component is referenced. Then you need to delete those all versions and then only you can be able to delete that field or other components. So for that purpose, these words and controlling is also important. So I hope you understood how we can manage versions and processes. So if you want to watch more Salesforce training videos, you can search my name Sanjay Gupta on YouTube and you can follow videos playlist related to computer programming. So thank you for watching this video.


Kim Zulchak and Kroy Bierman have been living under the same roof despite rumors of their divorce swirling around. The estranged couple shares a gorgeous mansion in Elfereta, Georgia, which boasts a nearly 7,000-square-foot main house along with epic amenities like a Hollywood room, an elevator where they reportedly like to hook up, a hair salon, and much more. Situated in the Manor Golf and Country Club right by the 18th hole near a lake, Kim and Kroy's one-of-a-kind home includes a sprawling kitchen with wooden floors, marble counters, and a huge stove complimented by fancy wallpaper. No wonder.


The Senate has approved the sum of $5.8 million and a grand component of $10 million under the 2018 to 2020 external borrowing. The approval followed the consideration of a report by the committee on local and foreign debts during plenary. Chairman of the committee, Senator Clifford Audia, in his representation, said the $2.3 million would be sourced from the World Bank. And among others, he explained that the request for the approval of $5.8 billion was part of the mandate of the committee in respect of the 2018 to 2020 external borrowing plan.


Hi everybody, we're back. This is Dave Vellante with Jeff Kelly. We're here at the MIT Information Quality Symposium at the Tank Center on the campus of MIT. We're here for two days in Cambridge, Massachusetts. This is theCUBE. You're watching live. In theCUBE, we go out to the events. We extract the signal from the noise. We've covered big data now for the last several years, but there's an aspect of big data that we felt we had not been covering adequately. And that's the issue of data quality and information quality. It's not a new topic, but it's certainly new for a lot of the big data themes that we hear in the industry. We talk a lot about technologies and Hadoop and Flume and Pig and Scoop and things like that, but we don't talk enough about the practical realities of implementing data architectures and specifically data quality. Derek Strauss is here. He's the chief data officer of TD Ameritrade, obviously in the financial services industry, and somebody who I'm sure cares a lot about data quality. Derek, welcome to theCUBE. Thank you. Talk a little bit about your role as CDO. Is it a relatively new role at Ameritrade? Has it been around for a while? It's pretty new at TD Ameritrade. It's just over a year old. It was created when I joined. So you brought the notion to Ameritrade as a TD Ameritrade? I was fortunate to have worked with the chief operating officer of TD Ameritrade in a couple of other lives previous to this, and I was a consultant, so I was a trusted advisor to him. And so to a large extent, I had an opportunity that I think a lot of people would love to have where you've got essentially a boss that you're gonna be working for who already understands what the end goal is and understands you and you understand him. I sought you out, so I need you to help me fix this problem. So what was the problem? So the problem is really that a lot of organizations in the financial world, and certainly TD Ameritrade is no exception to this rule, have had a big emphasis on systems and applications and things like that, but not really a focus on data and information and with the rise in requirements to really have a good focus on analytics and really strong analytics, not only for internal consumption, but also to provide insights for our customers, for our clients. There was a need to do something about data and it was clearly a need that was enterprise-wide and so that was the real driver to get someone who could focus across the enterprise, not be part of IT, but not necessarily be part of any particular part of the business. So reporting up to the chief operating officer who also has the back office and various other business functions as well as IT. So IT are my peers as well as various business functions. We've heard that actually before today, that's probably not the best idea to have the chief data officer report to IT because it really shouldn't be just an IT function. That's almost, we'd be creating yet another stovepipe.  So is that how you spent a better party of first 100 days? Oh, absolutely. In fact, the folks that I drew out of the IT functions into my area didn't see me for the first 100 days or more actually, because a lot of it was spent out with the business folks trying to understand where the problems are, where the pain points are in the operational systems and the turning of the enterprise as well as looking at the analytics needs. Where are the analytics issues? You know, what are the real needs in terms of moving into big data, for example, but even just looking at standard transactional data and being able to get authoritative sources and getting accurate data, getting data that's actionable and getting data that's accurate. You know, so sorry, I said that. Actionable, accurate and- Accessible. Accessible. There you go, beforehand I was telling him about the three A's and I went blank on accessibility. So yeah, those three A's were the things that emerged from the discussion. But so when you talk to these folks in your first 100 plus days, I'm sure it wasn't as simple as them saying, okay, here's the problem and bang, go fix it. Maybe they pointed to the rock and you had to go look under the rock and then find- Correct. Because they were telling you about the symptoms. Not the problem. Yeah, that's right. So you gotta dive deeper and try and figure out of the 50 or 60 major issues that were raised, what are the common themes? And looking under those rocks to find out what's the fundamental cause of all those things? And I think that's where we essentially found those three key themes. So how did you prioritize which ones you went after? I mean, you don't have unlimited resources. You got the- Right. On the one hand, you got the ones that are easy to fix and common in a bundle and then you've got the ones that are maybe gonna drive business value and then maybe the ones that are really hard at effects that are gonna drive business value, others that have a risk factor associated with them. You've got this fairly complicated matrix of decisions that you had to make. How did you simplify that and attack that problem? Well, you know, at the end of the day, it really came down to everything kind of started vectoring in onto actually a handful of data attributes. That if we felt like if we could get those right, a lot of those issues- The old 80-20 rule would start getting really positive effect from it. And I think it's a typical sort of engineering approach that when you get a lot of complexity, you very often, if you really analyze it, you can reach down and you can find just a couple of key things that if you hit them, you're really gonna drive everything a little bit further forward. And that's the approach. Just to take those, incrementally expand on that. So I wonder if we can go back to the communication you have with the business side of the house. So we've talked to some other CDOs today and it's interesting that really the first focus of a CDO really is around the business, not necessarily the data. How do you continue to continue that dialogue? Because it's certainly not, you know, your first 100 days, you're in there really intensely trying to understand the problems and the issues facing the business, but that's an ongoing conversation you've gotta have. How do you approach that? You know, we heard this morning from Dat Tran at the VA talking about you've gotta have a strategic communication strategy, meaning you've gotta talk to the priorities of the different stakeholders and the language that they understand. How do you approach that? Pretty much the same way. I listened to a presentation that that gave on that and it was amazing. It put it very nicely with the kind of strategies that we're employing as well. Essentially to, you know, to try and find a common thread across all the different priorities. So, you know, you've got the various vertical parts of the business and then you've got also the functions that support those, like the CFO, et cetera, et cetera. And it's looking for that common thing that all of those constituents are finding that it's just an impediment to being able to really make progress. And then keeping up that dialogue and saying, okay, so what are your strategic goals for the next, you know, six months, six to 12 months? And what are the things that you see as really important? And of course, in any business, every quarter, everything changes again. So you're gonna make sure that at least every quarter you get down to having really good quality dialogue with all the key business leads and make sure that, you know, last quarter when I spoke to you, this is what you said, is that the same today? So we keep on taking course corrections depending on how the business is changing. And how do you prioritize your, so well, let me back up. So we talked to some folks today, Stuart Madnick joined us and talked a little bit about CEOs can sometimes serve as a, listening to the business, they have a problem, we try to solve it, but also even more strategically saying, we're gonna proactively go out and try to find ways that data can help us improve our business. Is that the approach you take? Do you try to balance those two? And how do you do that? Yeah, absolutely, there has to be that balance. Now, one of the key ways that we're focused on that is essentially on the analytics side. And when it comes to big data, of course the main question that people ask is, is this really useful? You know, is all the effort that we're gonna put into this gonna be gonna reap us benefits at the end of the day? And you know, in some corporate cultures, it's very difficult to get budget to try something where it's not a clear, oh yeah, we're gonna make X ROI out of it. Fortunately, we have an innovative culture and we've been able to set up a lab environment where we can try out various things. We can bring various types of big data together. We've got associations with some external parties, like some of the universities, the real heavy research type folks, utilizing some of their resources, some of our resources in our lab with our data, we can start making some progress in terms of showing and demonstrating some of the real nuggets that are sitting inside of this data. And the approach is really to use that as a way to demonstrate to the rest of the organization the value so that they start exposing more and more of their analytics teams to some of the tools and capabilities that we're standing on. And so yeah, I mean, kind of almost in flaming the imagination, saying here's some of the things that we could potentially do in getting the business involved. Sounds like it's critical, not just to the, we'll help you solve your problem, but let's innovate together, co-innovation with the business. Yep. So you mentioned kind of, there's the traditional data, kind of the traditional structured data we all know of in the enterprise and then you've got this big data, new sources like social media and other things, but in a lot of organizations, even just the traditional data that's in house isn't being used to its full effect. Right. How do you go about, well, what advice would you have to other CDOs or other data professionals in terms of when is it time to try to make the most of the data you already have in house and then when is it time to maybe start looking elsewhere for bringing in new data sources and actually starting to do some of that innovation? That's a great question. A lot of people ask that because it's almost like we haven't even figured out what to do with our structured data yet before, so forget about that big data stuff, we just got to get this right. Well, if you take that approach, you'll never get into that because you'll never get this right. There's no such thing as perfection. That job will never be 100% done. Absolutely, so our approach is basically hit them both simultaneously and starts more in both places. Most organizations that I've had the opportunity to work in as a consultant because I had three decades of consulting before I joined TD Ameritrade have the same kind of scenario where there are massive opportunities in the unstructured data world because it's against the 80-20 rule. There's so much out there that people just haven't tapped into at all. Especially using some of the graphic or graph or network and analytics capabilities that a lot of the tools and appliances have got these days, you can really start uncovering some of that pretty rapidly within the course of a couple of months. You can have some really striking and compelling pictures starting to emerge that'll capture people's imagination. So Derek, you've been on the faculty of the Data Warehouse Institute, so you know a lot about the traditional data warehousing world. There's a lot of people emerging that say, oh, data warehousing, it's a dinosaur and that whole business is dead and Hadoop is the new way. So I'd love to get your perspectives on that. Obviously, I'm overstating that. But at the same time, there's disruption that's going on in that traditional business. And in many ways, the whole business intelligence data warehousing business failed to live up to some of its promises. 360 degree views of your business, that never happened. And a lot of executive CEOs that I talk to are very frustrated by, and I talk to some of my clients, they say it's like a snake swallowing a basketball. We can't keep on top of these things. And then all of a sudden this dupe thing comes along and it just makes things even harder. So it's reaching in equilibrium. Obviously, people are trying to force them together and it will happen. Some type of equilibrium will be reached. But how do you see that evolving? I see it actually as a natural evolving scenario because data warehousing, the purpose of data warehousing was really to perfect the data into the warehouse and to keep it for long historical views to look at trend analysis. Unfortunately, a lot of people thought, well, it was great for helping us do that. Now let's make it do a whole bunch of other things that it was never supposed to do. So that's where you get the problems. So now with all the big data stuff coming along, the worst thing that people could do is to try and cram all of that into the data warehouse. Stop the madness. Let's use data warehouse for what it's intended for. But then let's build alongside of it another type of data store and the phrase that I've coined around it is the data marshalling yard because we're marshalling a whole lot of data into that area and it's very different from the data warehouse. It co-exists with the warehouse. In fact, in many ways it can front end the warehouse because by using the marshalling yard and looking at big data and doing the analytics on it we're going to be able to do exploration and discovery. We're going to be able to find signals and patterns in the data and once we've done a bit more further discovery on it we'll be able to determine whether hey, this piece of data that we've found a signal in is actually something that we would like to perfect and take into the data warehouse. We haven't found anything in it yet so we're not going to put it in the warehouse we're going to keep it in this marshalling yard we'll persist it we'll keep history on it because at some point in time maybe there'll be other data that we'll have in this marshalling yard which combined with some of the stuff that we didn't immediately find useful now makes it useful and now we can take that and move that to the warehouse. So I see the two as very complementary. The warehouse continues to be the place where you've got data that needs to be in acid form in other words needs to be atomic it needs to be rock solid and the marshalling yard is more raw data but also data that has maybe had context added to it so that it becomes disambiguated so it can be sensibly used. So the marshalling yard is this filtering system you pull out the nuggets that you really want those go into the data warehouse and that's where the single version of the truth to the extent that you can get one lives. You brought up another notion here a lot of people claim that much of that new type of data, the new VO data as some people have called it that doesn't need those acid properties so what do you do with that data and that point? Do you still put that into the data warehouse? Is that an advisable practice? Do you create some new structure? I would keep that in the marshalling yard essentially. I would only put data into the warehouse that needs to be in the warehouse where there's a specific need for it because it costs money to do it. It costs money to put that data into the warehouse you have to disinfect it, you have to normalize it you have to cleanse it, you have to do all sorts of wonderful things to it the stuff that's kept in the marshalling yard is kept in its natural state and how do you see the tip of the balance of value between the marshalling yard and the data warehouse today, or historically all the values in the data warehouse there's plenty of value out there, you just couldn't get it now with the marshalling yard you're actually able to extract what we like to say signal from the noise so there's more value in the marshalling yard and in some respects the marshalling yard today with all the Sudup fever is like a tail wagging the dog do you ever see that the marshalling yard becomes the dog? No, I don't think so, I think you just get two breeds of dog and I think the marshalling yard becomes the great dame okay and the other one's the miniature poodle but they're still a pack animal that coexists absolutely so I wonder being in financial services, we've also had some folks from the healthcare sector both heavily regulated I wonder how does that impact what you're able to do from a data perspective and does that put constraints on what you'd like to do how do you as a CDO specifically deal with some of the new regulations that have come along the Dodd-Frank Act and others that are surely going to come along in the future how does that impact the types of analytics and data workloads you potentially could do and how do you make sure that you're following all these regulations and are often changing and some are ambiguous to begin with right yeah, I mean the workload in terms of being able to keep up with all of that and to stay on the right side of the law and compliance is horrendous in the financial industry and so we like most financial organizations are members of various groups to try and stay on top of it we we're working with EDM Council as well and getting most of our perspectives from networking with folks like that it is it is certainly a fact that it does take a lot of resources so there's a lot of innovative stuff that I'd love to do but have a limited amount of resources so those kinds of things tend to become the first things in the queue that we've got to address hopefully over time things will mature a little bit and we'll get to a point where we'll have a bit more of an equilibrium how about the role of the chief data officer we heard today earlier from Stuart that the earliest that the MIT Sloan school could find that official chief data officer was 2003 and how do you see well first of all I've got a question what percent of organizations have a CDO maybe you don't know broadly but I'd love your gut feel or maybe you can answer specifically to financial services it's very small in terms of actually carrying that title I think a lot of people are doing some of the role of the CDO but they don't necessarily carry the title and they don't have the yeah they haven't reached that level of maturity yet do they get single digits? less than 10% I think it is yes less than 10% and so well financial services presumably would be one that would adopt that role sooner wouldn't you say very much so the conferences the big data conferences and the CDO conferences around it's mainly the financial industry that's there so yeah I believe that's the main area obviously data science the data scientist role it reminds me I wonder if it's going to take a similar path it probably won't this is probably a horrible analogy but I'll throw it out there anyway remember the webmaster everybody wanted to be a webmaster now everybody wants to be a data scientist and that role sort of evolved most data scientists that I know are probably significantly more senior and qualified than most webmasters that I knew back you know 12-15 years ago but nonetheless how do you see that role evolving and how do you see the adoption of that title that role within organizations and should it be faster? absolutely I'd love it to be faster and I think it will I think it's I don't think it's the growth path is going to be a straight line I do think it's going to be something that's going to accelerate so it's kind of S-Curvish an old guy that's my old math terms yeah I believe that the data scientist has together with the chief data officer have a tremendous opportunity to capture the imagination of the organization the data scientists in my book are people that would either work side by side with the chief data officer or on the chief data officer's staff and would be really strong in the ability to not only mine into the data and use all the right sort of data modeling techniques but to be able to visualize it I think that's one of the key skills that we're going to be looking for is people who've got the artistic flair to be able to take this myriad of facts and present it in a way that's an indisputable message that you could pull someone off the street and say what does that mean and they'll tell you immediately what it means that's going to be the key skill so you own the data architecture right is that fair or I own so I'm really a part of the business and so what I've taken is I've got data governance I've got enterprise analytics so that's where the data scientists do I've got the data architecture side which I drew out of the IT shop and I've also got data development which I also drew out of the IT shop so those are my four pillars so my group is called enterprise data and analytics so it's both sides of the coin and those are direct reporting relationships and they've got dotted line into their adjacent roles or no dotted line so the guys that you pulled out of IT from the data architecture piece report directly into you, no dotted line interesting and how did that go organizationally was it went well great take this problem good luck imagine that conversation fortunately we've got a really our CIO our CTO and our active lead really understand the need for a concerted effort on the data side and so they've been tremendously supportive they understood that was a root problem that if you solve to what you described before if you solve that root problem you get resolved and add business value much faster I think that's probably somewhat unique but you guys are in the financial services business so you make decisions fast because it's all about the buck get it done yesterday alright good well Derek, listen thanks very much for coming on the Cube it was really a pleasure meeting you, good luck thank you appreciate it we'll be right back after this to wrap it up Dave Vellante with Jeff Kelly this is the Cube we're live here at the MIT Information Quality Symposium keep it right there for our wrap up


What's good Josh and Bo Ross back again with another video, so we're gonna check out WWE Top 20 entertaining segments in history part two couldn't find part one to this video Maybe it got taken down. I'm not sure but we're gonna check this out Appreciate all the love and support you guys have been showing on the channel. We're almost at 60,000 subscribers So thank you guys so much for all the loves the likes the subscriptions and the comments down below You guys are amazing. Let's get this going. This should be a good video man. And uh, let's do this thing This is the authority angle they were protecting Rollins To put something on the line now John tonight, you'll have a match. We'll get their job back your word Man What was his name? I know he had to stick with the I have kids I have a family to feed is isn't I think it's Heath Slater from not mistaken I believe that's he Slater. He was just a mega jobber, bro He was like the pinnacle of jobbers if there was a such position He's he's about to get destroyed Shit about your kids So great and at that point you knew he Slater he was going to Suplex City F5 He was he was gonna get obliterated He was gonna spend a lot of time with his kids at home because he was gonna be injured This oh, this was a good segment. This was such a good segment Did you smoke the prototype to that championship you have?   I'll take it from here, Cesaro I'm not a Zeb Coulter guy. I'm a Paul Heyman guy And this is where we thought oh my god. He's paired up with Paul him in there about to do something with them And what did they do?   This was great, too. This was nice Randy or they came back They weren't so sure if he was gonna be with the authority. This was after what happened with Seth Rollins This was really good.  Oh my god, bro. Do y'all hear the nuclear heat. He was getting Sunday I put you down with spiraling career to sleep You will lose to the modern day No, the fact that people were cheering for oh My god The fact that they were cheering for him I want y'all to understand the hate for Roman at this period was so good It was at its highest the it didn't matter who was facing Roman Roman was always gonna get booed. It was always gonna be anybody but Roman Here that here that crowd reception To make things right then right here in my hometown. Oh my god, this segment was lit. This is nice That means yes I thought we were here to appreciate Stone Cold Steve Austin. What what? This was cool is a play on Stone Cold driving in with the With the the beer truck.  I know double not like the second at all Bro, that is ridiculous. He just Oh One of the greatest promos from Mark Henry I think Mark Henry was it was announcing his retirement and then all of a sudden attack John Cena Oh, this was so good. This was one of the best segments Mark Henry has ever been in bro. If not the best Oh This is so good, you thought he was retired Sexual chocolate, this is so good, bro Sorry for the quality and this quality is awful What in the hell is going on that quality was whoo?  I wouldn't even 100p. That was 10p resolution. Jesus Christ. That was awful, man.  I don't know what's going on right now Fantastic The rock doesn't talk like stone cold.  Oh, I think he destroyed the DX express or something like that I guess what I'm saying is I'm good at deconstruction. Yeah, so that's what I like to hear. So cool Yes, don't go Yeah They were booing him Like crazy, bro He embraced the hate and this was such. Oh my god. This was a major troll. He wasn't coming out. They just played his music The same Respect for the Undertaker This was supposed to be cool it has its nostalgia We all know what happened when they went to Saudi. It was a train wreck of a match It was supposed to be cool. This moment was cool Let's say before the ECW World title match Taz called us a blue violin not to leave the ring until he met side of face face I would came out and they and just as they locked up the lights of the ECW arena went out when they came back on they were gone And that's it That's it. That's that's what they the most entertaining segments in history for a part 2 they made that their number one moment I'm not sure if I agree with it, but hey, this video was enjoyable. Nonetheless. Hope you guys enjoyed this comment down below Let me know what was your favorite segment from this video if I have to choose I'm not gonna lie to you I did enjoy the the whole Brock destroying Seth Rollins vehicle segment.  I did enjoy that No dub would not enjoy me saying that but it was an enjoyable segment at the time So come on down below. Let me know appreciate all of them support roll to CK appreciate y'all kicking with me. See y'all next week. Peace


All right. Thank you very much for this introduction. I would like you to pull out your mobile or laptop. You're free to use it during my presentation. And we're going to do this more interactively. So I would like you to go to slido.com and fill in 4625. And we're going to see what we all think about business transformation. So who of you is involved in transforming the business? Say about half. Who calls himself an IT architect? Quarter of them? Business architect? That's another quarter. And I guess the rest is managing the change or seeing how it is managed. So one statement on business design. If you do want to tweet about business design and this is about it. Business design is a software company that supports organizations in designing and executing change. And we have a booth here. And moreover we're highly ranked by Gartner also in the upcoming magic warrants. So we're going to talk to you about digital change. We've asked participants in total more than 500 what innovation and trends become more important in the upcoming years. And we see trends here that we haven't known like 10 years back. Like big data analytics or IT for IT to name one or machine learning or by mobile change or what have you. So there are a lot of trends which are inflicting on organizations to change or to become more adaptive. In fact organizations are under pressure to become more adaptive to change. So to understand this better we did some interesting research. And we did that together with the Open Group, the Association of Enterprise Architects, the University of Twente, the Dutch architect platform, BP Trends, an American organization and business design. We thank these organizations for helping with this survey. And the response is great. We're currently close to 600 people that have reacted to it and will keep this survey open a couple of weeks. So if you do feel the interest to respond then you'll be able to. So we're going to make it a little bit more interactive now. I asked you to go to Slido. Has anybody got any questions on this, on how this works? Because Mark knows exactly how it works and he'll explain this. So you go to Slido.com, fill in 4625 and you'll get a couple of statements which I'll explain on the slides. And you can either disagree, which means you hit just one star or you strongly agree or halfway agree. So if you add more stars you agree even more. So are you ready? All right, let's go. So please take your positions. My company has the capabilities to deal with the upcoming trends of digitization. So if you agree your organization has these capabilities, fill in five stars. If you don't agree, fill in one star. Let's go. All right, let's see what we've done. Here we go, here we go. Full screen. All right, so we did it. So my company has the capabilities to deal with the upcoming digitization trends. We see about half that agree, half that disagree. So I guess there's a lot of uncertainty or perhaps a little bit of fear on this digitization that is coming upon us, this digital force that's coming upon us. So is this really this digital bull that is getting fear into you or perhaps are you just waiting for this bull to pass by? Let's check some more. Another question. It is better to change your organization or the organization in many small steps than in a few large or very large steps. So if you agree it should be step by step. Give high stars. If you don't agree, then give one star. Big bang is one star. Five stars is step by step. Let's go. So let's have a look. All right, so we strongly agree in the fact that organizations should change in small steps. We've heard the previous speaker also talk about 20,000 small steps to transform your business. Not sure if every business wants to transform with 20,000 steps per day, but at least we agree we should do it in small steps. All right, because it's like learning something new and if you're at an older age and you want to learn to swim, you look like this and wouldn't we all want to be like learning it step by step and becoming digital native in this way? So let's take another question. Software is essential to empower business change. Do we agree that software is essential to empower business change? Let's go. There's only three questions. So I think now you have this tune in your head.  Don't worry. Let's see what it does. Yeah, so the position is as such that we do agree that software is essential to business change. So let's see in the survey what type of techniques business transformation used to do this and how well software really supports it and what the respondents expected or expect of software and how it should evolve. Of course, some graphs with that as well. If you're about to jump over a bar and you wouldn't use tools, then I think about something like eight feet would be the maximum currently. And if you do use tools, you can raise the bar. And it will become a little bit more difficult, but the achievements will be a lot higher. So let's go to the survey and present some of the results on that. So one of the things that is important to see is that the lifetime of organizations is shortening. You see here on the left-hand side, 1960, and on the other side what is also predicted, the lifetime of organizations is shortening. And so it's very important to understand why the lifetime of organizations is shortening. In fact, not being able to change is the important one. And so, as Darwin stated as well, it is not the strongest organization that will survive or the smartest one, but the one most able to adapt to change. So you must become more adaptive. And looking at the drivers that we have identified, a big driver for change today is of course digitization. And on this slide, there are some extreme examples of digitization with, for example, Uber, the biggest taxi firm on the globe which doesn't own a taxi at all. Or Facebook, the biggest platform for content, but they're not owning any content at all. And of course these are the typical examples that we always see, but also within your area digitization is big. Governments are digitizing FinTech, so financial technology firms are disrupting the financial and the insurance sector. Only channel strategies come in place where customers are being served 24-hour time, anywhere, anyplace. And so the question is also, should organizations digitize their change capabilities, the software that they use to change? So what we often see is that in organizations, transformation projects are the more classic ones. They set a goal and they want to get there fast and in one big step. Usually the reason for wanting to change fast is that organizations have lagged in the changes that they should have put through in the past. And so we advocate that it is better to go for continuous change, change step by step. It is not only for the IT space, but it is for the enterprise as a whole. And small steps is not the same as minor steps. Multiple small steps will bring in strategic change to the organization. So there are many challenges that adaptive enterprises face. They need to become better in many areas. They need to foster growth and innovation, speed of change, but also keep the lights on. They need to collaborate on change. It is not a top-down change anymore. It is an organization, an adaptive enterprise which changes as a whole. And there is loads of data available both outside and inside the organization where you collaborate. So you need to change the way you make decisions and more importantly incorporate change as a way of life. And what we also see is that the way that software is supporting business transformation is changing. Where in the past software tools were used in more separate or disparate ways in certain programs or projects. What we currently see is that multiple disciplines use software tools in their business transformation and they collaborate through a platform. And the future will be that these disciplines, for example portfolio management, strategic communication, enterprise architecture, portfolio management, they will collaborate through a platform and this platform will be there to design the change and to execute the change. So what do organizations do? How do they deal with the great challenges that they face while transforming into a digital enterprise? We can dive in a little bit deeper now. So as I said we had close to 600 respondents of which more than 10% were C-level. So I think it's quite representative on how an organization looks at these questions. And so we distinguished 12 themes to choose from as top drivers but still C-level and practitioners agreed on the top three on drivers for change. That is changing the business model, like how an organization earns its revenue and becoming digital. Those two are important at C-level and at practitioner's level and C-level sees strategic events like for example a merger or a divestiture as an important part to transform where practitioners see cost cutting as their third biggest driver for change. So becoming digital and changing the business model are the top drivers for business transformation. And of course there are inhibitors. What keeps them from being able to successfully transform? Well, I don't think it's very new to say that business as usual keeps companies from changing. It even keeps people from changing. Nobody wants to change. And that you also see in the other parts, like for many organizations it is quite hard to have design in view on the like strategic options to change, the business model or the way to transform. And finally lack of organizational commitments. There's a lack of commitment or a lack of insight on why to change. And people are still like, they don't want to change so they need to be helped to change. So these are the biggest inhibitors for business transformation. So there's a lot of difficulties that organizations face when it comes to business transformation. And we've asked the delegates in the survey with techniques that they use or techniques that would say you shouldn't use on how to deal with this type of business transformation. And you see a whole load of techniques that these delegates suggest by model strategy, not using red tape being able to change fast and at a higher frequency, etc. So this is what the participants come up with. And so what are the relevant techniques or disciplines for managing business transformation? In red you see how C level reacts and in blue you see how practitioners react. And in fact they acquire the lines in the top three. They think business architecture, capability-based planning and strategy mapping are relevant techniques for managing business transformation. But also the other ones that have been suggested as enterprise architecture. Well here for that I would say portfolio management and business case analysis. You see at those that like C level looks at it a little bit more from a financial side or from a strategic side. But both C level and practitioners agree on the techniques that should be used for business transformation. In previous presentations we've heard about selling the business case for enterprise architecture or selling the business case for portfolio management. Apparently C level sees these techniques as vital, but you should move and change. So most of these disciplines, they also use software in their business transformation. And in fact more than 80% of the organizations use software to support the business transformation. So software is important and it's essential to learn about the current performance of software within organizations and how it can improve. And what you see in this graph is that for the left side, so the application integration, information integration and portfolio management, that 60% of the respondents are very happy or fairly happy with these tools. Tools to support business process management or tools to support enterprise architecture or business model design need more emphasis, need more research, need to improve. And so looking towards the future from this diagram we can conclude that software will become more and more important in business transformation. And more than 70% of all the participants state that for all the disciplines they expect that software will become important or even very important to become successful in their business transformation. And of course there are also disciplines where software is not as important. I would say the more soft disciplines like leadership, cultural change or strategy development. The funny thing is still the majority expects that software will become very important in these disciplines as well. And that will be in communication, in collaboration and in decision making. So software will become important in every level of the organization to help them transform into a digital enterprise. So let's sum them up. Let's sum them up into three messages that we can use and that you can take home. First of all you need to embrace change. Digital change is the new normal. We will not be able to go back. We can only move forward. And you're under pressure of it. You need to be able to grow fast, innovate fast and do it cyclically. Small steps, iterate, iterate, iterate. Exactly what we just heard also in the IT for IT domain. Take small steps, keep speed but also control. And very important, you need to change the way you change and make decisions. So the platforms, the software platforms that will be coming where disciplines on strategy design, business architecture, portfolio management etc. can work together on one platform and use the data from outside and inside to make these changes. You have to become adaptable to change. And continuous change. People are the key factor. There is no 100% digital company. Digital companies are also built by people. So we need to enable and empower the people and bridge the different disciplines which I've mentioned a couple of times. And support, intools, the information sharing, communication and collaboration. And that says it. The platform will bring together the people and will help them communicate in a stand-away. So how about the techniques? Well, there's a wide range of techniques that are being used for mapping out business transformation. And the current tools perform fairly well but respondents make very clear that improvements need to be made on strategy mapping. Even enterprise architecture and the way it collaborates. So it's important to work on or to start using integrated software in the upcoming years. For collaboration, for communication, for bridging these disciplines and for making decisions smarter. So digitize your change capability. So the top three disciplines where software support is expected to become important or crucial is business transformation, communication and decision-making. And I would say this offers opportunity for the open group to foster its standardization. As was done in Togav, IT for IT, Archimates and the upcoming projects that are running on business architecture. There is a lot to do on being able to standardize. So with that, I would like to conclude the survey itself where we publish as a white paper and as an article for both the open group and the association of enterprise architects. If you want to get an infographic summary of this survey, then you can either go to this tiny URL or send an email to info at bcgine.com. Thank you very much for your attention. Thank you, Henry. If you could take a seat, we have a few questions for you, I believe. We've got multiple devices to one side. And asking the questions from your audience, Jim Hitella, I know you know, Open Group VP of Security and Business Development. So we have a couple of questions, Henry. First one, what are the major barriers or impediments that you see to business transformation as we move towards digital businesses? Yeah, well the thing that I mentioned in the presentation are in fact the summary conclusions that come out of all the respondents. And in fact I have one slide showing the inhibitors to business transformation. Quite classical I would say. Keeping the business going is a very important inhibitor to implementing or executing change. And also being able to collaborate within an organization on change and knowing the strategic intent, knowing what the business is about and knowing how to change is an important inhibitor. Just keeping the light on and on the other hand having a transformational approach which enables collaboration. Those two are the important inhibitors. Okay. And so next, how do you ensure that multiple small changes don't step on each other and have a negative effect on the business? Yeah, that's a very good question, thank you. The change that you run within your organization can either be segmented on the way that you approach customers or the way that you change business processes. But what is very important and that will help also in the things that the respondents asked for. If you have a collaborative platform which gives clear sight on the strategic intent of the change and also prepares the change as well, you can design the change before you implement it. And with this platform you can collaborate on preventing to stumble upon each other and having a clear picture on how to change or what to change and how to change. Okay. One more if I may, Henry. We heard from Guna earlier that there's more to DevOps than just tools. There's people in the processes and lots being said about software but you also stress people are really important too. Does the survey show anything or does your experience show anything about how you, tips you might use or an approach you might take to get people to embrace change or to start to get their minds ready for it? We all know some of us are more open to it than others. I think that really depends, thank you for the question, that really depends on where you are in the organization. What you see in general is that I would say the majority of people don't like change. They like the way things go better than changing. But on the other hand, if you see the opportunities that it offers to the organization or the opportunity that it offers to your career or the opportunity that it offers in terms of earning more money, that really helps. And also if organizations are able to show the effect of change on the organization and on people, so if leadership takes responsibility and shows the benefits for the organization and employees, you'll get a positive movement but you really have to show the why and what it delivers. Well that's it for the morning session, please a big round of applause for Henry Franklin.