 Live from Las Vegas, it's theCUBE, covering Boomi World 2018, brought to you by Dell Boomi. Welcome back to theCUBE. We are live at the Encore Las Vegas. I'm Lisa Martin with John Furrier. We're at Dell Boomi World, 2018 second annual Dell Boomi World, and we're here with one of Dell Boomi and Dell's biggest GSIs. We've got Jason Cook, the global client account lead at Accenture serving Dell. Jason, thanks for joining John and me today. Thank you. So, second annual Dell Boomi World, bigger than last year. They were talking today a lot of interesting numbers. 7,500 plus customers to date. They're adding five new customers every day. I saw the Gartner Magic Quadrant from earlier this year in iPads. They are right up there in that strong leader category. Talk to us about the relationship that you have with Dell Technologies and the business unit of Dell Boomi. Yeah, yeah, it's an interesting one. So Accenture has become very big. I think we now have 470,000 global employees and in our brand and presences, technology, advisory and delivery predominates what we did. And so, what's interesting about Dell and specifically Boomi is being so central to the technology ecosystem, there's much opportunity for partnership where Dell is present with enterprise clients, we're present too. And we tend to have long running relationships with those clients. Most of our clients are tenured over 15 years and so, it gives us an opportunity to have the type of long standing relationship that Dell has with clients and advise on technology trends and change and bring into the best thinking of the marketplace in the clients as they look to solve problems. And of course Dell is central to that. Solution set as Boomi is too. And yesterday they announced a new technology partner program. Dell Boomi has a broad partner ecosystem that had partners implementation, GSIs. Talk to us about that and the maybe new business opportunities that it will give to Accenture. Yeah, so we've enjoyed a relationship over the past several years in Europe working with Boomi and we incubated a program over there called Accenture Growth Partnerships where with emerging companies such as Boomi we've gone to market, leveraged the Accenture channel and then brought scale to those technologies to deliver at enterprise level for their expectations. It's been very successful, seen on both sides as a real win and we're now transferring that into the North America market. So based on the heels of that success we're looking to formalize some of the things we've been doing internationally in North America. A larger market for both of us and so it's expanded opportunity in both places. Jason, talk about Accenture's own transformation. We've been following you guys for, I mean I've been following Accenture when they changed their name, but recently you guys have invested in the past decade really early in data science. Yes. You guys have been on the cloud, public cloud very early. Yes. You've been partnering with your customers and so that's all great. You guys do a good job with that. But what's interesting is you're actually helping them change their business model. Yes. So how has your own transformation within Accenture dealing with Dell? He's been doing a trillion dollars in business. Millions and millions of servers sold. His customers are changing. You guys are in that business model enablement business. You're helping customers. What's the big business model impact that's happening in the market right now? Well I think you know as it pertains to Accenture yeah we've grown. I would say one of the hallmarks of the growth has been around digital and I think 60% of our revenues are now digitally oriented which are in the areas you describe. So that's become our brand and presence in the majority of what we do in the marketplace. I think the things that we're doing to serve clients which are several things that we've done internally have been around all sorts of digitally enabled journeys whether it's the intelligent enterprise, the connected customer, the adoption of platforms and expanded use of as a service within enterprises. There are plays within all those spaces where we end up bringing enablement to those clients. Examples would be in the retail space growth and expansion of omnichannel techniques so that the same customer experience exists across anywhere in retail. Programs around single views of customer are very, very common for us globally. In areas like traditionally less technical areas of the business like a supply chain operation that's dominated by manufacturing and fulfillment and brick and mortar in the retail space, the real time visibility challenges that have historically been there are only now being able to be solved by technologies and so there's several difference. And cloud certainly is horizontally scale so it impacts all industries that you play in. So good for business. But the challenge that CIOs have that we talk to, we hear and want to get your reaction to is, okay, I love technology scale. I need to have proof points. I got to have mile markers that are going to be attainable with time to value. But the number one thing they say is I got to bring a competitive advantage into IT. In a cloud construct across that's horizontally scalable and work with partners in areas that aren't core. So leverage supplier relationships but build a core intellectual property or competitive advantage with IT. How do you guys help them? What are some trends? What are those IP moments for your large and medium-sized customers? Yeah, I think that because we have the heritage the heritage of both advising on and delivering technology where we tend to work closely with CIOs is around kind of the speed to value of delivering on programs. We represent a wealth of experience and work in the marketplace and those learnings can be brought to different clients and fundamentally that's what's valuable to them. So I think that when we talk about cloud enablement it's often a matter too of thinking through what are the specific business outcomes that can be delivered from the use of technology. And so clients for example, I can think of some clients that, one company that has 1400 legacy applications and a cloud footprint and yet the business initiatives that come into the IT organization. They must use containers a lot. Yeah, well exactly. Yet the questions that come into the IT organization are often ones around how could we improve our visibility to product line profitability as an example. And so the use of cloud, the use of integration technologies like Bumi accelerates the ability to connect information from that disparate environment and deliver outcomes. Specifically more tactical to get those outcomes. What specific things do you see is that the cloud native is the role of data. How are CIOs getting down and saying okay, I'm going to lock in on this as territory we're going to build around and build on top of data cloud. In IoT's new and everyone knows what IoT is it's going to be part of either physical and or low hanging fruit. But what are they building on from an IT statement? Is it the data? Is it the network and the storage? So what do you see there? I think it is the data. I think that's where we see data led seems to be the thinking in most of these cases around getting information consistently consumed throughout. Because the world has become so data intensive that access to data is not the problem. It's the integration and the derivation of value from it. And scale too. The scale, right? The whole cloud, the cloud and data seem to be. And it's become more distributed too. And so dealing with distributed data sources and normalizing and spending. That's where Boomi comes in, integrating all that stuff in. So cloud and data seem to be the pattern across the board generically speaking. I mean, obviously certain industries finance and service, oil and gas have a unique requirement. They all have their own cases for it. Whether you're a distributed bank or whether you're a distributed retailer or whether you're dealing with oil wells in distributed locations, you run into common problems across all industries. But integration is so much more as the iPass market has evolved. It's so much more than integrating applications. It's integrating applications, data from existing sources, from new sources. The API economy is essential for that to enable an organization to create a customer experience that's going to allow them to use that data and continue to get more customers, more data and evolve faster than their competition. But transformation is a big challenge, right? And here, well, even in Dell Technologies World, the theme was about making it real, making it real for digital transformation, security transformation, huge priority, workforce. How, when Accenture's going in to integrate, whether it's a retailer or an oil and gas company, how do you help them start? What's that start of a transformation? What it often is the transformations you were just referring to, our typical engagement profile is ranges from, how do I engage my workforce in a new way? Or how do I improve visibility across the distributed network of retail stores or banks or what have you? And so those are the transformations and then inevitably the connection of information across those things become the enabling source. If you take as an example a customer experience program where let's talk about a government example where they want a single view of a citizen, a taxpayer, whatever it may be, there's so much information on that person in so many disparate places that has to be brought together in a cohesive way. Not only that, but brought together and then used to effectively in serving that person and that's where we see a lot of value. I want to pick your brain while you're here because essentially it's always got the smart people who know what's going on and you got big customers, big examples. There's a dynamic right now between two kind of personas we're kind of making it generic for the conversation now. Persona one is the business executive who's responsible and chartered to drive the digital transformation with new and improved applications. Taking advantage of the legacy and bringing in the new, managing them either on their own schedule. And the second persona is the person deploying cloud. So how are companies organizing around these personas? One's got to be under the hood, I got to do multi-cloud, I got to do Kubernetes, I got to do all these things, stateless applications, stateful applications, integrated them all together, I'm deploying it, and then the business persona, hey, take that hill, more apps, more outcomes. So how are companies organizing around these dynamics? What's the best practice? Yeah, along the lines you described, so specifically the business functions are becoming aligned with application domains and those tend to be programmatically managed. And so we see structures around that programmatic management to be very responsive to business needs and particularly as clock speeds accelerate on delivery, maintaining that partnership is very, very important. Likewise on the, you know, on the infrastructural side we see alignment there too to take advantage of, you know, creating platforms and enablement and infrastructure and delivery capabilities that can deliver on that promise. So they're working together on pizza teams or like agile teams. So it's a customer-focused model for the programmatic work and it's an industrialization and an acceleration on the infrastructural side and that's again where there's strong fit with some of the best. Do you have a favorite example? Speaking of that, you know, so many departments, lines of business, need to have access to the same data to be able to develop new products and services, to make things better faster than their competition. So there's this sort of democratization and this need to be able to share the information so that the entire business can grow together. Do you have a favorite example of an organization of any industry that you work with that you've seen really do that well? So that business at the end of the day everyone's playing well together because they have to and the business now is connecting customers, vendors, partners and delivering experiences that are truly differentiating. Integration programs, data programs, data lake programs, data science programs often have a governance mechanism out in front of them to prioritize the needs of the business and not both in the back in terms of enablement of different sources of information being accessed but also the uses on the front end and so that is a practice that we're seeing grow exponentially. The other thing that's interesting I think in terms of best practices that as intelligence accelerates and companies become more analytically driven, the traditional process of continuous improvement which used to be defined in terms of six sigma events and other things where once in a while a function would be evaluated for efficiencies becomes a continuous capability. So in this governance model the ability to refine and tune and improve things like integration, AI, analytics on a continuous cycle as opposed to having it be event driven is certainly an emerging trend and the best practice that we see a lot of. Well Jason, thanks so much for joining the program with John and me today and sharing with us what's new with Accenture and Dell Boomi and how you're helping customers globally truly transform. It's a pleasure, thank you for having me. And for John Furrier, I'm Lisa Martin. You're watching theCUBE Live from Boomi World 2018 in Las Vegas. John and I will be right back with our next guest.