 in Las Vegas for IVM Edge. We have a famous CUBE alumni, Kim Stevenson in the house, CIO of Intel, great to have you back. I'm John Furrier with Dave Vellante. Welcome back. Yeah, sure. I spent some time talking about the evolution of the modern corporation and how industries are being disrupted today by the evolution of cloud as your foundation for service delivery, but big data and then social computing. And you see, I called it the sharing economy. It's sort of the next generation of what will be the drivers of our economy. And it's the concept of massively sharing high value assets, whether it's your home, your car, your enterprise compute environment and how big data, advanced analytics and social computing can change that and ultimately create competitive advantage for your company. Are you seeing data from the productivity side that was driven by the collaboration and the social? Yeah, so one example I gave, which is one of our newer examples at Intel is, you know, we have a lot of employees, they work together. So you're always looking for conference room space. Some of ours are, you reserve and some of them are reservation lists. What we've done is we've outputted sensors, outfitted the rooms with sensors, motion sensors, light sensors, oxygen sensors. Cause you know what, when people breathe in a room, it's a different air composition than when the room is empty. So we basically can detect whether you've scheduled the room or not. If the room is available. And so with your mobile app or through a touch-based digital signage, employees can look and see what room's available. It automatically through indoor navigation detects where you are and it'll tell you the first available room for the number of occupants that you wanna put in it. And the sensor technology is, it's fairly inexpensive nowadays, but the data, you have to be able to ingest the data and make sense of that data, marry it with things like indoor navigation, where are you, if I told you there was a room available two miles from where you are, which is likely at an Intel campus, cause we're big, that wouldn't help you. But if I can tell you there's one on the floor immediately above you, that's a tremendous help. What are some of the highlights that you can share? And what is a modern enterprise? What does a modern enterprise look like at a management level? Then we can maybe talk about what's under the hood. So I have a theory that a modern corporation, no matter what industry, takes advantage of three things. One is that they access the world's information. The world's information is available to everyone. So you have to be able to access it and use it in a modern corporation. The second is with the advent of all these very affordable sensors and compute technology that does facial recognition, the new interface is extra user behavior. So the concept of a GUI, gone, user behavior. So I can tell you you're in a good mood, I'm gonna make you a different offer than if you were in a bad mood. And then the third is that machine learning outstrips human capacity. And again, it's affordable. You can do huge machine learning algorithms for a very, on a very affordable compute infrastructure. So that's what the modern corporation is taking advantage of to drive competitive advantage. So yeah, I spend as much time with my recent college hires, you know, something people that have zero to two years of work experience just to understand that. I wouldn't pretend to understand how they work and how they think. So I have to spend a lot of time with them. And I think that's an attribute of leadership. What do you find when you're talking to them? Well, so first of all, they're not intimidated by title. Well, they don't care what title I have, right? They're very open and sharing and they connect. I asked them a lot when they see how I work, I said, okay, what did, how does the way I work strike you as odd? And so one of them told me, will you interrupt everybody? You talk over them. I said, what do you mean? I'm like, I'm the boss of the meeting, you know? And they're like, well, that's not how we would do it. We would go around and we would socialize, get all the inputs first and you just render the decision. We're trying to try meetings down low or not go longer. Sorry, I just, sorry. In, you know, our meeting, oh my God. Can you imagine though? It was 10 minutes to five. Telling somebody. Yeah, but it was a very honest and accurate observation. They also said that I and people of my age use the word I a lot. They said that doesn't work for us. It's we. And so there was a campaign about I'm in. Can I start checking where they go to school? Okay, where are they? It's our volunteer program and it's called I'm In and we have these little badges and it's if you volunteered, you get this little button that says I'm in. They said that doesn't work. It needs to be about we. We want to be part of something. If you want us to volunteer, we want to be part of. Yeah, it's a group. Group dynamic. Yeah. And I thought, I mean, just a little word in how powerful difference it makes to them. So. Intelligent edge group. So you, storage is no longer a separate kind of thing. Right, right. It's part of our data center and communication connected systems group. How are you using storage as a CIOC storage? You need to store everything. But, you know, do you agree in what's your philosophy of the future of the role storage place? Flash spinning this tape, et cetera. Well, probably the biggest change we're making this year in the data center, we put SSDs in our client devices a couple of years ago, phenomenal performance, all the good things. Yeah, all the good things there. But we're putting in, you know, we have a big data center, you know, we have in our design area, it's probably 50, 55,000 servers. And this year we'll put in 40,000 SSDs to support that environment. And what happened? So compute time equals time to market for our products in our case, because we're compiling, you know, chip designs or doing regression analysis. So what the SSDs do is there's a four to five X improvement in like a CAD application in an SSD environment versus a sand environment. I mean, that's, that's money. That's for us. What's amazed you in the past year? I would say that caught by surprise. Yeah, I would say two things. On the technical front, I was talking to the the largest retailer in the world who also happens to have the most real estate in the world by virtue of being the largest retailer. And what their CIO, what she was telling me is that their simple things are very hard at their company because they're so distributed and they're so global that, but if they could get the data analytics right, they could double their bottom line. They could double their profit every year if they could just get a consolidated data understanding across their company. And so they're working on that problem. My name is Stevenson, CIO of Intel, the changing face of the modern business enterprise at a management level, CIO and CEO and under the, under the covers, the technology. It's all changing. It's exciting times. This is the CUBE Silicon Angles flagship program and go out to the events, extract the signal from the noise. We'll be right back with day one wrap up after the short break. All right. Let's go. Let's go.