Hi, I'm Bobby. Rest easy, there are not a bunch of terms that you have to learn. This is going to be low stress easy, very simple. This is about having a conversation with your customers, specifically in the context of how to have better cloud decisions. My name is bobby Allen. I'm the CTO for cloud general, a company based out of charlotte North Carolina, which we like to call Silicon South. I'm actually also a former intel employee. I want to have a conversation with you today in this module around how to have greater discussions in terms of business considerations that are driving enterprise cloud decisions. Again, very easy, very little terminology, not a lot of jargon that you have to consider. Let's talk about some of our learning objectives for this session today. So I want to introduce you to six or literate in terms that I believe will help you have an easier conversation. And we're also going to talk about some of the typical business drivers that your customers are thinking about as they're wrapping their minds around cloud decisions. Again, very simple, low stress, like I said, things that I think will help you have a better conversation. Now, our agenda today is to really cover three different things. One, let's look at trends in the industry that kind of lead to why so many people are looking at cloud in the first place. Number two, let's look at these six considerations with these six, illiterate in terms that I believe will help you have an easy conversation on power point on a white board on the back of a napkin, like in a working lunch, which is how I came up with these terms. And then we're going to talk about intel's role in the ecosystem and your role as a trusted advisor as you walk customers through these sorts of conversations. All right, a couple of things to consider. They're really kind of three things that we get from the concept of cloud that a lot of enterprises are looking to take advantage of, one is scale because we know that if you need to run a lot more of something or you need to expand something, the cloud will allow you to do that. I need to run more VMS, I need to run more servers. I need to run more services. Think about someone like a Netflix, right? Obviously in the midst of the pandemic that's happening right now, if Netflix went down, I'd like to tell people the world would scream probably similar for Disney Plus at least that's what my kids would tell you. And so cloud helps with scale, right? When you want to expand to more users or more people, something like a Zoom, the cloud will be there to support you to do that. The cloud also helps with change and evolution though. So when you want to go from a legacy or technical debt laden architecture to something that's more cloud native and cooler and trendier and faster. The cloud will also help with that. But then the cloud finally also helps with choice and options. There are lots of different ways you can choose to do things in the cloud. There are any number of different ways you can choose to solve a problem, different services, different configurations, different options and so scale change or evolution and then choice for options are really three of the things that are driving the way that people look at cloud. Now throughout this module, I'm going to also sprinkle in a couple of things that I'd like you to ponder that are things to hopefully marinate on and help you have richer conversations with your customers. One of the things that I think is really interesting is that we need to be able to talk to our customers around what success looks like to them. And so I often start with two questions. When I talked to customers around cloud, number one, what does better mean to you? And we shouldn't assume that everybody has the same definition around that. Not only I would offer do different customers have different definitions, but different leaders in the same customers often have different definitions. The CTO, the CIO and the CFO may have very different expectations about what better actually means. And the number two, what do you think will actually happen if we move to the cloud? Very relevant questions to ask. We're not getting into speeds and feeds or vendors, we're just trying to understand the history because we need to be careful. Cloud didn't just start when we showed up on the scene. They've either had cloud initiatives that are underway, they've had thoughts around cloud, even if that's horror stories, some bad projects or things they've heard from other peers, we need to make sure we understand the context in the average customer that you're going to talk to though. They have had other cloud initiatives that have happened in the past. Big digital transformation projects that people may have PTSD from or things that didn't go as well, consultants who were brought in to talk about cloud strategy. So you need to get the lay of the land to make sure you understand what you're walking into. So one of the things that I often say when it comes to a lot of those older projects, missed expectations sink more projects than broken code or bad APIS. And so most of this comes back to one of the things you're going to hear if you watch any of the videos that I do. Technology is usually the easy part, customers relationship and communication or really what I recommend you bring to the table because that's what makes those conversations sticky. Anyone can talk to them about tech, not a whole lot of people will talk to them about expectations really being the most important thing. All right, let's get into those six terms that we talked about. So the six domains of cloud transformation and we try to make it simple to use alliteration and they all kind of start with six M's to make it easy to remember hopefully. And so those six concepts of this one is mimic, two is modeling map, three is measure, four is managed, five is moved and six is modernized. Let me give you some alternate words for these. If you don't like the M's, that's fine. You don't have to leverage those. The point of this is to take these terms and make them your own. So you can have easy conversations that flow well with your customers as you're helping them understand some of the things you're bringing to the table. Obviously intel has lots of options around how these problems can be solved, but the goal is for them to feel like they can talk to you and you can openly have a dialogue with them about where you are, what you would like, what do you have, what do you need? So mimic, mimic is synonymous with what I call the inventory. Let me do some housekeeping about what I actually have right now, assets, servers, applications, financial baselines, things like that. Modeling and mapping on the other hand, is not about inventory, that's more about planning, that's about looking at the other options for other destinations, other venues, other ways that I choose to run these existing applications. Measurement on the other hand is more about what I call field testing and we'll get into that a little bit later. Management is about orchestration moving is essentially transport, modernization is effectively upgrading. Let's start to unpack those terms, but let's have another thought to ponder Now, most of the time when people come to have a cloud conversation, they want to talk about tools and I would offer to you that the average enterprises not suffering for lack of tooling, their suffering for lack of planning. But let me kind of come a little closer to that point. The issue that we have is that tools will give us better answers and faster results, not better questions, which is usually what the real issue is. Let me kind of elaborate on that point a little bit. The average customer fears getting the wrong answer to the right question. They should actually fear getting the right answer to the wrong question because the second case gives them a false sense of security. Let me unpack that a little bit. For example,, someone like a consultant or vendor may ask a customer, how much are you going to spend or a customer rather may ask a vendor, how much am I going to spend on computer if I go to the cloud. And so a lot of times people will answer that question, but the problem is that was the wrong question and that's why so many different enterprises are being eaten alive by their bills as they go to public cloud, because the question should have been What am I going to spend on compute, but then what are all the other things, that I may be spending money on for the first time? And the ultimate question, especially when it comes to cloud, is what am I not asking that I should have? Again, this is kind of a Bobbyism don't consider this a technical term for the industry. I believe a good consultant will answer the question that you asked. But a great consultant will tell you this is what you didn't ask that you should have, that I humbly recommend you consider. All right, let's get into the first two terms. So, when we look at mimic and we look at model and map, what do those things really mean? I'm a food guy, I often talk about real estate or food when I talk about cloud computing, and technology. And I used to live in the Pacific Northwest where some of you may be coming from. I'm a salmon guy as well. And so, mimic would be like if you wanted to look in your pantry, in your inventory of ingredients if you will, because you wanted to make salmon piccata. Mimic is about seeing the things that I have on site, right? Typically, on premises, in my refrigerator, in my cabinet, in my pantry. Do I have the things necessary to make this dish? Are there other things I need to replenish? Do I have things that are old? That's really what mimic is about. Let me get a handle on the things that I have. I know that I have things in the house, but how much do I have of this type of ingredient that I may need to make this dish? Now, that's very different on the other hand than modeling and mapping. Modeling and mapping is about what I call logical equivalence. In mimic, I want to look at the ingredients to make something like salmon piccata at home? But modeling and mapping is about what if I consume the same dish, at restaurant A or restaurant B? I'm essentially taking something that I understand right? But its not salmon if you will continue the analogy. Let's switch over now to an application. An application that I used to run in my data center. I'm now evaluating or pondering what if I ran that in the public cloud, like in AWS, and Amazon, or Google, for example. Modeling and mapping, will tell you if I took that dish or took that application that I typically ate in my kitchen. Or made in my data center and made that in a public cloud provider. What is that going to cost me? What are the things that are going to be different? Do I have gaps around things like security or service level? That's essentially what modeling and mapping is. The value of modeling and mapping again, we call that synonymous with another word planning. Is that it's very inexpensive for me to plan, right? because I don't have to visit all those restaurants and pay for all of those meals. Modeling and mapping allows me to see what's possible before the meter is running. Mimicking inventory, modeling and mapping planning. Let's continue measurement and management. Measurement, is what I call field testing. And so, if we wanted to look again back to the salmon dish for a second, if we wanted to look at what's really different on paper. Because this restaurant says they have salmon, this restaurant says they have salmon. And in fact, they both say that they actually have a salmon piccata dish. Measurement is about looking at things that seem very similar on paper, and going a level deeper to do analysis, to really understand what may be different. So that maybe things like, for example, let's look at how the calorie count differs from this dish over here, versus this dish over here. Let's look a little deeper into the ingredients, because maybe there's a certain allergy, or irritation, that comes into play if I have certain ingredients that I may get in one dish versus another. So, measurement is about scratching the paint, or going a level deeper to understand what's really happening under the surface. Manage is orchestration. And so, to continue with this analogy, if I were to manage a bunch of different dishes, I'm not going into all of these different kitchens to cook this dish. A managed equivalent would be if I could go to my computer, on something like Doordash or Uber Eats. And order this salmon piccata dish at several different restaurants, right? I want to orchestrate, or I want to send ahead the instructions that I want to have happen even though I'm not the one doing it. Now, when it comes to cloud, I'm not managing salmon piccata, I'm managing virtual machines, I'm managing databases, I'm managing storage provisioning. I'm turning things on and off in different venues, even though I'm not actually there. But I can see them all from a single pane of glass, and I can make sure that things are done consistently. So, from a management perspective, I might say please understand that I have a nut allergy, or that I have a gluten allergy. Make sure that these ingredients are not included in this dish that I'm asking you to make, regardless of how you typically make it. There's a level of consistency, there's a level of safety there, there's a level of control. Where I've given my preferences and expectations to those other places, even though it's not my own house or my own data center. Now to extend management, back to cloud again for a second, management allows me to see all of my things in one place. One place logically, even though they may not run in the same place physically. So, manage allows me to spin up workloads in my data center. That allows me to spin up workloads in the cloud. That allows me to spin up workloads in the co-location facility and see all of those things the same way. So mimic is typically your inventory of assets that are maybe in one location, typically on premises and something like a data center. Manage is kind of an extension of that, because I can see what I'm running regardless of where it is. And I can turn things on and off based on the needs of my business. Measurement- scratching the paint, field testing, going a little deeper, management-orchestration. I may physically be in one place as the person who's in charge, but those workloads maybe in different places. But I can see what's happening from one location, all right? The last two terms, movement and modernization. Now movement, let me contrast movement to management for a second. Movement is about literally taking, that dish, right? That salmon piccata that I made in my kitchen, and taking it over to a colleague's house or taking that to grandma's house. Management on the other hand, would be more like sending that recipe over to another venue. Where someone is going to cook that dish in that other place. So management is more like a copy of that thing where movement is often the actual thing. And so sometimes there are businesses who don't have the recipe for that application and they need to move that actual application from point A to point B. And again, depending on the customer's you talk to, don't split hairs. Again, this is just about a conversation. Sometimes they'll look at movement and management as being very similar. Management is typically something that becomes a recurring exercise. Movement is something that is kind of a point in time exercise, exiting a data center, repatriating where you leave a public cloud and bring it back to a private cloud. So again, movement-transport modernization is really about upgrading. What are the different options that I might want to consume? So again, back to the dish again, I know you guys are probably really hungry by now. So we should have made that disclaimer. If you're going to listen to a class of bobby's teaching, make sure that you've eaten or that lunch is on the way, right? And so modernization would be about upgrading the dish. If I don't just want to have regular salmon, I want to have organic wild caught salmon straight from Alaska or right from one of those great rivers in Oregon. But I also want to upgrade from pasta to zucchini noodles, right? Or I want to do whole wheat pasta as opposed to regular pasta, it's the same thing in a way, but doing it in a different way. And when you can evaluate modernization and kind of pair that with something like modeling and mapping. I can evaluate whether I want to modernize or the value of modernization before I actually pull the trigger on it and execute on that. So, practically speaking, for example, that could be that I'm running a certain type of workload today. I'm running an Oracle database on a physical server. And I might want to decide to modernize that looks something like this. Let's go from oracle to Postgres, let's go from physical to virtual and let's go from I as to infrastructure as a service, to pass or database as a service. Modernization could mean actually doing that, but it can also mean planning that or simulating that, to see if there's something that we actually want to do. All right, let's continue another thought to ponder. The cloud is not a magic bullet to fix everything that ails the enterprise, we have to remember that we still need to think about things. The cloud first and foremost is about resources, and so many times when we throw more cloud like resources at a problem that wasn't solved well in the first place, things actually get worse. So here's the quote, remember that cloud helps with scale not with design, things that require more resources get better, things that require more thought get worse. It doesn't fix everything, that's why it's so important to talk about expectations, to make sure that you are clear on the same page. And then kind of our last thought to ponder, you can save money in the cloud doesn't mean you will save money in the cloud. Some of us have bought the gym membership for cloud, and were upset because our behavior hasn't changed and our bills are still overweight. Now the gym membership is a great analogy for cloud because again, ten people may sign up for a membership, five were going to go in the months of January and February, two people are going to still be going after the first quarter. So the thing to ponder is, many enterprises are signing up for things that they want to do in the cloud. But they are not undergoing the discipline, the change, the cultural maturation, the evolution of their ideas, to take advantage of what cloud can really look like for their business. Again, just a couple of simple things to ponder, this goes back to conversations and many of those conversations go back to expectations that are not aligned. All right now, Intel's relevance in the cloud is actually very special. I believe that Intel has a very unique opportunity, to come in to talk to these customers, and if I could give you kind of a different analogy, don't think of yourself as a salesman, I would actually think of yourself more as a counselor. Because a lot of these customers have had things that have gone very badly before, as we've talked about, you are in a great position because you are not in there to sell them any one particular thing. You are there to listen to what ails them, to listen what their challenges are, and then to recommend the right vendors or solutions that are going to fit them. That's a great place to be in. And I hope you remember that when you go talk to these customers, that your goal is to listen, your goal is to help, your goal is to partner. And so from a technology standpoint Intel is all over the map in terms of cloud, you are in private cloud, you are in public cloud, you are in hybrid cloud, you allow consistency of workloads, you allow security, you allow scale, those are all things that Intel support. But I would caution you not to lead with that, because if you lead with all the things that intel can do without understanding what the customer needs, you may miss them. Start with expectations, start with what ails them, start with what went badly before you got there. Talk to that, speak to that, let them know that you are the partner with them and you are going to bring in the right things that will improve on what didn't go so well the last time. We do have a series of resources that you can consider. Lots of things right I won't go into detail about that you'll see that in your training module, videos, white papers, just understand that there's a lot more where that came from. If you are preparing for a customer conversation or need to follow up Intel and cloud general have lots of things that you can use to send along to that customer to kind of hopefully back up a lot of the things that you've had as you were using these terms and these concepts to talk on the white board or on the back of an Apple. And then finally, in summer we talked about a lot of different things. We talked about factors that drive people to cloud, things that they're considering like scale and choice and options and evolution. We talked about the six Ms and again, one last time we've got mimic, we've got modeling map, we have measures, we have managed, we have moved and we have modernized. All of these terms are things that are relevant in the industry though they may not all be relevant for your customers at the same time. Listen to where they are, listen to what they need, let them know that Intel can help and you are going to bring along partners like a cloud general, potentially. Specifically if you didn't understand before, clouds are really helps the most with modeling and mapping. And part of why they're so powerful right now is because people want to be able to plan before they spend the resources on something that may be unfruitful or infeasible. That's our time together. Thank you for listening in to the short module, easy conversations, not a lot to remember. Just talk to them, listen to your customers, they will tell you what they need if we listen. Thank you. [MUSIC]
