 Have like lobsters in Boston and of course we got to have pictures of Elvis in Las Vegas And then finally we're moving to a personal Relationship with our customers which in retail has never been seen before so we could take all this social mobile analytics And then really through the mold country and everyone in health care wants to reduce costs Improve outcomes and at the same time create a better customer experience For us a good representation that would be the flu shot And I hope everyone goes out and gets a flu shot because it keeps all of our health care costs down by doing that for us The flu shot is basically a start. So we're moving into other immunizations We're looking at new ways to perform lab tests in in a retail setting and all that really helps provide convenience for 25% of all Americans live within three miles of a Walgreens So one of the other things we also have to do is be able to perform that service We've rolled out Walgreens health cloud which is basically our cloud application to allow our people to perform clinical Services in the stores, but we also do it in the home and with that information We could share with doctors hospital systems, and we're really on the early stage of this But for us it's fundamentally important to provide that new health care experience for customers and then finally We're going global We've announced a merger with Alliance Boots and the combined company will Be the largest purchase purchaser of drugs in the world will have 370 data distribution centers around the world servicing 180,000 pharmacies and doing that in 20 countries so and much of that to get all this stuff Into the right place at the right time for the right buyer to your point about the lobsters and so forth How does how does that all work? Well, it's it's a massive issue for us and Basically you have two different supply chains one of the things for the front of the store Which is for the retail-oriented business, but the spy chain around drugs and medicine is really complex and critically important So for us we have to make sure that while we're doing promotions to people on our front of the store That the stuff is actually going to be in stock when the customers show up for it So we're investing heavily in all of our core systems and and to your earlier note You know some of our systems are older and we have to get them replaced and fit for our business We got to do that quick and we have to do it cheaper and better than we've ever been able to do it before budgets going up at Walgreen actually now this from last year to this year We're down and so we have to do more with less and the business is asking for it But what's exciting about it is today's technology allow you to do it with a lot of enthusiasm But even make it for a better value proposition for our customer And I think that's what's exciting about being a technology by the way Is the thirst for innovation down along with the the budget being down or is the thirst for innovation up in the Innovation is up, but that doesn't mean the budget goes up. So that's real innovation. That works I know I know but that's our opportunity is to Be thoughtful about where we place our bets in our investments and bring this new capability to service our business And then doing it on a global scale gives us opportunity that we've never could imagine before and and we're in the early stages So this is going to be years of opportunity ahead of us to improve value and take out costs at the same time Any other big initiatives of Walgreens over the next year or two that we should know about I think that's a lot But at the same time I think for us You know where he said it yesterday security is fundamentally important nothing more important than protect our patients and our customers and their information So I would say while we're retooling our core systems at the same time We have to be mindful of the basics and and our systems have to run and be reliable and valuable both for our customers But also for our employees nothing to really place the great experience a customer has with one of our employees But at the same time we need you to give them the tools and the capability to have that successful transaction with our customers Tim, I'll give you a crack here any last coaching for me in front of this crowd of things that Oracle can do better to To help to help Walgreens. We talked about innovating. We talked about you know trying to get costs down Is that Oracle can do better to To help to help Walgreens. We talked about innovating. We talked about you know trying to get costs down I think I think for your organization you have an awful lot of great capability that you've assembled by Organic and also through acquisitions I think the ability to bring that together and integrate it in a seamless fashion for us Really makes our job easier and better because we don't want to be in the business of connecting things And the more we can go to the cloud and take advantage of things that are already tightly integrated So our solutions approach for us would absolutely be terrific and at lower cost of course I knew that was coming Please Tim. Thank you so much. Thanks for doing this. Yeah. Thank you. Thank you. Appreciate it. Thanks All right on the same topic I got a chance to sit down a couple of weeks ago with the CE of the CIO of General Electric Jamie Miller Let's listen to what Jamie had to say as we talked really about the same issues around business transformation Happy to be here. Yeah, thank you. So when you think about GE and you think about IT and how you apply IT to the business you've got all these secular changes occurring, right? Hey Jamie, thanks for spending time with us today. Happy to be here. Yeah, thank you. So when you think about GE and you think about IT and how you apply IT to the business you've got all these secular changes occurring right now How do you think about that affecting GE and how you guys run the business? You know, I think it affects all aspects of our business. We're really focused on Several transformation plays for now. How do you think about that affecting GE and how you guys run the business? You know, I think it affects all aspects of our business. We're really focused on several transformation plays for Mary software with hardware to just bring better and different solutions for our customers The other big place that that really affects IT and a transformation play We're running is all around simplification and I think the realization is that we've got to be fast We've got to move with speed We've got to give people mobile apps and other ways to connect not only inside GE But with customers and if we're gonna be able to deliver that we can't be worrying about, you know Maintaining 10,000 different applications, right? We have to operate a develop some applications where it creates differentiation Absolutely moving to standard When it makes sense and move as much of that to the cloud and let somebody else do the work develop some applications Where it creates differentiation absolutely moving to standard When it makes sense and move as much of that to the cloud and let somebody else do the work Okay, and we are big but if you implement SaaS solutions It really allows us to standardize process at scale in a very fast way So we get out of the local argument and we are big But if you implement SaaS solutions, it really allows us to standardize process at scale in a very fast way So we get out of the local arguments about how to define a process and into a world where there's only so many ways You can configure a SaaS solution and so for us we really like that because we can scale quickly You know on the infrastructure side, we've invested in some big talent We're being very thoughtful about the internal services We build around it so we can move into it in a in a smart way that ensures security and privacy But also lets us leverage somebody else's scale When you think about this over time frames how company like GE Move into this environment you've described. I think this is a space where You know Oracle others are gonna solve these hard problems in ways We can't even imagine today, which is why I think Moving into the cloud whether that's infrastructure software whatever that is is going to be a pretty appealing approach for us over the next five To ten years. Thank you, Jamie. Thanks for spending the time with us. We really appreciate it. Great. Thanks so much for having me Place at the right time so that business leaders can make Better decisions and please welcome My good friend aided at the right place at the right time so that business leaders can make Better decisions and please welcome My good friend for for years who's the group president of global business services and the CIO At Procter and Gamble Filippo Pessarine. Thank you very much Welcome to open world Let's start with a question about Procter and Gamble. You know just a massive company And right now in terms of your welcome to open world Let's start with a question about Procter and Gamble. You know just a massive company And right now in terms of your overall business Can you talk a little bit about the inter-relationship between Procter and Gamble's business? He may be very from time to time and sometimes being He may be very from time to time Sometimes being relevant and serivous and cast some other time. So I create Capabilities for the business, but it is a fundamentally creating way to create value for PNG so we made a lot of progress I have to say that respect also with the help of Digital technology which has become much more relevant Itself and much more critical over the last few years at this point. It is very very strong We have as a mission for ourselves to Transform the way business is done At this point it is very very strong. We have as a mission for ourselves to Transform the way business is done because it's not just Keeping the lights on and operating and communications and servers and computers No limit to how much better we can get but I feel we are in a in a pretty good shape No limit to how much better we can get but I feel we are in a in a pretty good shape So binary question Spending at PNG and IT up over the last few years or down Well, this is what we have done. We try to believe as big as her part of IT what is A commodity where there is no value for our consumers for our customers for our chair part of IT what is A commodity where there is no value for Our consumers for our customers for our shareholders and we don't win over Competitors by running a network better than other components in that part We continue to run as a as a as a production line. So we try to be Reliable cost effective bring down the cost per unit of what we do And then we are investing a lot in what Describe as It is Where really really in innovating business models that is where that is not a value for the business or where I believe we can bring a unique Distinct of differentiating value. Let's talk about one of those Innovative things. So I hope people they may not realize the PNG is now Move very much into the digital world You're listening to those customers. Yeah, I want you to explain this because PNG will launch a product and now Listen to all sorts of feeds of data and make decisions near real time about those products Can you share a bit about that the other way? I think Mark very kind of the way I believe we are now in a world of which are so fast-paced and So complex and uncertain if you look at all the vectors social demographic Economa that Looking at a business You know in the past what happened last week last quarter last year Frankly is interesting but doesn't have a lot of value. So we've been on a strategy very intentional for the last 234 years of running the business a real time So the idea is to anticipate what is coming and to be able to respond and react on the fly rather than getting information several weeks later. So with that we Invested a lot as you know in analytics and big data We have created an environment which is reflected here on the screen Which we call the business the business fear and sphere is meant to be a sphere or so an immersive environment surrounded by Mega-screens with real-time data where business stands can get together and come to a decision fast So so the idea is again is to accelerate the time it takes to make a Decision and Possibly the decision will be faster would be better would be a lie and within the business then and frankly mark This is making a big difference for us a big this is either really good news or really bad news Depending on what job you're in so I happen to have gone through this with Bob McDonald like a couple years right through and What P&G does is they actually put all the product data real time up on these screens You're right and so these people in the room are actually like their product managers So they're seeing real time how their product is selling in the marketplace Filippo is now loading them up with social data That's actually showing the trajectory and resheps reception of their product in the market people in the room are actually like Spend all the energy all the time on Why is that? Why if there is an issue it is such and so we can immediately zoom in An action plan and then the how is how to improve and literally we can come to a conclusion within a minute and you know can be One hour and a half to hours rather than having all this back and forth for several several weeks Well last question for you, but what? from a partner perspective What can Oracle? Partners do to help you accelerate this this strategy if I it's right right well as you know mark the partners for us very very important and article of course as one of them Without our partners very Very kind of the way we wouldn't be where we are that we've been able to integrate Jillette when we acquire Jillette in a 15 months and that because our partners collaborated They were so that has created an enormous value in creating synergies between the two companies We've been able to do strategic Sourcing outsourcing, but importantly with our partners. There is a lot of new capabilities They are bringing and so to your question with this as a background. I believe mark You and I already talked about us. There is a Incredible opportunity in what? technology providers like Yourselves and companies like us could do in the future. I believe is less about the individual Technologists is more and more about Solutions the start with a business goal with a business and in mind and then we engineer Together we co-develop as you know, you and I have done Several times we co-develop we co-create and so we got to mark out with something which works Immediately and the strategies I've seen with the cloud Literally everything in the cloud. I believe mark is right there because it allows us to Get the value of a simpler Environment much better and this will go with the commercial Setup which is a simpler simpler rather than this long time contract Which are now old-fashioned? So I am very very supportive of what you're doing I'm not saying this because I want to be nice because that will not be my I can testify European style that would not be my European style, but I I truly believe this is a good There's a good move because it can get more value to all involved You're a great partner and thanks for doing this. I really appreciate it. Please. Thanks, Felipe Are you impressed with this movement from side to side? Yeah, it's really it's really pretty nobody thought I could handle this But I thought I could now perhaps you've never heard of done. Humby If you if you haven't let me try to explain a little bit to you. Have you heard of Kroger? Have you heard of Tesco? Let's go both very very massive retailers and and really done. Humby is the creation of of a joint venture of those two companies to really get at data to get it information and Please welcome the chief information officer of done. Humby Yale Cossets. Yeah, thanks for joining me. I Tried to talk a little bit about done. Humby, but probably better if you do it Tell us a little bit about what you're doing what you're doing with all of this data. You talked done. Humby talks a lot about computer science What does that mean really and how does that relate to what everybody around talks about big data? You've got at least a lot of data And tell us a little bit how this works in the relationship with it in the business. Yeah As a as a customer science company for the past 25 years We've been working very closely with retailer and consumer package goods manufacturer To really help them make sense of their data their customer data to better understand the customer and in turn Provide them a more personalized Experience in store and out of store and in the past few years with the vast adoption or rapid adoption of Digital technology by the consumer We've gone through a quite a bit of a transformation helping our partners really Capitalized and harness that new digital breadcrumbs that you know, we all as consumers are creating and really trying to Move from a world that's looking just as the the purchase history or the longitudinal data as we refer to it And and absorb that new data to really fine-tune that understanding of the consumer So from a technology perspective that means building platform that are capable of consuming vast amount of data much bigger Volume of data than we ever anticipated having to in the past But also data that is different unstructured Unpredictable in a way and then apply our customer science Which is really the core of our business core of our IP to really Interpret that data understand what is relevant what matters the most to the consumer and Inject that in the customer experience in store in digital channels and so forth all upsell cross sell How to sell me more stuff increase the basket. Yeah, really It's really it boils down to the more personalized the more relevant the experience and the engagement is with the consumer The longer lasting the relationship will be the more loyal And the customer will be to your brand and what you stand for the service you're able to provide to the consumer So I think it sounds hard, right? So you're ingesting all of this Massive amounts of data some of it extremely granular you're having to deal with a huge scale of data How do you how does the cloud play into this engineered systems? How does this affect affect your business? Some of the it is hard. So he has absolutely extremely hard. I don't encourage anybody else to try it at home It's it's very challenging because you've got a combine you've got a combination of different type of challenges one is The volume and the complexity of interpreting and translating that data is quite massive So you need to create a platform that can absorb that volume of data in a reliable fashion You would not want to provide Services to consumers digitally that would go dark for five ten twenty minutes in the past if you know something was Not quite right in a store in a physical store. It may affect five minutes of a one Consumers experience today you may impact ten hundreds of thousands of consumers at once So first you need to have a scalable Technology platform that can go with you grow with you and the consumer services you provide And and that's where cloud enabled technology and platforms has played a massive role in our ability to deliver the services We are delivering. I mean what kind of platform might you have to deal with all this massive scale of data? You may know a thing or two about it. We We standardized on Oracle Exadata about two years ago We went as a data and science companies you can imagine we went through a pretty extensive Assessment of all the key players in the industry and and we really narrowed it down to a few and ultimately selected Exadata Primarily because of its scale and and the vision you guys had behind the technology around integrated integrating the hardware and the software and also Heading toward a cloud based Set of platforms. So we've standardized on the Exadata We have over a petabyte worth of storage today on that platform globally Which may not sound like a big number, but as you said it is complex It is difficult because you're looking for really granular pieces of data within the petabyte absolutely the the a the number of consumers we are Helping our brands and retail partners deal with this is increasing But the level the volume of data each of these consumers is bringing to the table is also exploding digital or social and mobile channel Generated data is is a massive challenge from a volume perspective and then the the the the second aspect of the challenge is The customer is expecting that level of personalization Not only in the store or in a physical environment, but also digitally and when when you start interacting or engaging the consumers Digitally you need to do so real-time you wouldn't expect to get an offer or some communication as you walk Into the Moscone Center, you know five days from now I need to reach you and engage you now So that means that the the science that we apply on that data needs to create the output the insight real time or quasi Real-time and then trigger some engagement with the consumer also real-time and all of this is complex and to really create that That connection that seamless integration and do it at scale with hundreds of millions of consumer You do need a platform a technology platform that can scale with you Yeah, it's a very interesting point. So even if you get the analytics right if I can't deliver Something to the consumer at the time that it matters to the consumer the analytics might not might not really help Absolutely, that's been one of our primary focus, which is how do we almost kind of get out of the way of the science? Creating the science creating the the complex algorithm is one aspect of the challenge Data scientists were some of the best in the industry are very good at creating that but you do need the technology platform In our case a cloud-based Infrastructure and and set of a solution to amplify the work that the scientists are Delivering to really be able to scale that up to hundreds of millions of consumers, right? Anything else innovation wise that we should know in the next year or two out of Dunn-Hunby we are Investing a lot of energy right now in what we would call new data Quantified self-data a lot of data is being created today by you me everybody else in the room through the digital devices we create wearable devices we wear and And it's creating a new set of opportunities for our retail partners and consumer package good partners to really Deliver new services new Engagement opportunities to the consumers around health and wellness, but also helping them leave a better life around You know whether it's you know to comply with budget constraints and God knows it's a it's a challenge today in our economy But also people are becoming more and more health conscious and willing to really make efforts to impact their life as a team mentioned earlier when he was talking about some of the Innovation around our Walgreens services, so we're spending a lot of energy in and I would say expect to see a lot more Services from our retail partners globally around health and wellness and and helping people Apply their efforts into that space Yeah, thanks so much. Thank you We deliver education services everything from printed textbooks all the way through to learning management systems And professional services and schools and universities We've moved from a sort of a print to a digital environment Pearson's growing through acquisition over a number of years We've acquired a number of different companies into our organization each of those organizations bought their own IT and ways of working So now is the opportunity to look across the whole company put in a single operating model Reduce the number of IT legacy systems that we have in the environment and to streamline the whole operation One of the things we're doing is actually a dual approach of focusing on the simplification of IT At the same time how we uplift the customer experience moving to a single ERP system Means moving to a single version of information truth across the company means we can decommission a lot of legacy IT And move the whole company on to one way of working In the way we describe our customers again We want to get to a single holistic view of customer data Which means moving to a single CRM environment for the company once we have that then we contract the customer or learn a life Cycle through their period of working with Pearson So it gives us a very powerful vision of the customer from cradle to grave effectively by architecting a single cloud platform We can get all of our applications and services running holistically around the world And so that drives us not only to a very efficient set of outcomes would also improve security We can manage data privacy and regulatory requirements across the different countries that we work in this is all very important In our sector so I think for Pearson We're at the start of a journey with Oracle and I'd like to work much more closely with Oracle on the innovation aspects and requirements For us in the education space. I think it could be a great partnership between the two companies going forward. All right Thanks, Albert Please welcome my next guest is Steve little who's the CIO of charge of all global IT strategy at at Xerox. Please welcome Steve Okay, I think everybody's heard of Xerox. I don't think there's an issue with that Can you tell us a little bit about what's going on at Xerox? And what the how the business is doing and give us a look at it. I'm just by small intimate setting. This is nice It's a big Xerox is going through a fairly significant transformation You know, there's the legacy Xerox the printer copier Basically invented that marketplace obviously know about the innovation that that they've done over the years and the Palo Alto Research Center Which is still up and running and doing still doing great things Four years ago. We bought affiliated computer solutions ACS, which is in the business process outsourcing business And basically going through a transformation to a services business with just sort of interesting you even look at our legacy printer copier market Probably half that business now is really based on services. So it's a cool time to be at Xerox. It's going through a There's some challenges. I mean the legacy business the markets not the most dynamic market there is but the services is growing and Very optimistic about the future Yeah, great wellness. I know you've been very focused on you've got a large workforce roughly the same as as all And so that's always a challenge And so this global workforce initiative at Xerox has been a big deal in your transitioning to a system Can you give us some view as to how that process worked how you worked with a line of business on this? Sure So we've got about a hundred and forty five thousand employees worldwide Another ten thousand probably contractors the sort of goes up and down We have no rule of a single Visibility that took to our workforce. We've got I don't know probably a hundred and fifty HR systems payroll systems around the world And so we undertook an initiative to put in a global HR system And we are just sort of at the start of that journey and it's It's sort of a very interesting dynamic. I mean it's sort of a no-brainer to do it It's really sort of getting partnering with our HR Community and and really looking at Getting them to understand that's really more than just putting in a tool that we need to partner in terms of the Processes we use and the value really comes from standardizing the way in which we manage people on a global basis Yeah, no-brainer to do it, but a bit harder to do a little harder to do. Yeah. Yeah, I mean it's um You know, I think we're there. I mean I think that I've been doing this for a long time and and recognize that you can't really have IT Projects you need to have IT and business projects partner together to really drive value in terms of Really looking at how do we manage? Common processes worldwide common process the world what and you're actually you're going to the cloud and we're going to the cloud So we've picked the HCM product. It's in the cloud. I'm a sort of an interesting Dynamic for us in terms of sort of traditional large corporation where we run everything And but it makes sense for us. We we have the talent management to layout We are an ERP oracle ERP and really looking at the this the implementation is Really easier for us and we look for the integration to lay those actually the cloud offering as well So we look for the integration of various components to really help us drive drive the value that we that we think we can get out of it that's great and Any advice for people before we get to the advice just for a second Budgets at Xerox IT budgets are they soaring? Oh, I said so they're they're a little down So again a little a little another case though of where you got to do more you got to innovate absolutely You got to do it with less money. Absolutely. Yeah, I think that you know It's sort of an interesting dynamic I mean we've actually had conversations about actually spending more money on IT and I just basically said I think we've still got some things we need to do to drive some efficiencies especially in the legacy Environment we have you know, we're we're typically like most large companies been around for a long time We've got 25 30 year old systems. We have a lot of systems that basically do the same thing So really we need to simplify that environment And we have a very significant effort right now We're not going to sort of cleaning the slate and starting from scratch or basically taking the best platforms We have them and converging on to those to drive out really cost for us and also to be able to To drive consistency for our business in terms of driving a common process as worldwide any advice as you Go through a project. Let's stick with HCM where you've got an HR organization. You're touching a hundred and forty thousand employees Any advice and how you go about a project like this? Well, I think that it's partnership I mean, I think one of the things that we're we're doing pretty good at is really partnering with the business Tom Madison our HR Chief HR director of VP and I are basically co-cosponsoring the project And I've been probably just a supportive maybe in some respect even more supportive than than he was at the beginning But I think he you know, he certainly understands the importance of What we're trying to do and it's you know, so I call it two-in-a-box and with and with the business And I think that you it's the only way to be successful on large complex projects like this and over the next year or two More projects like this Steve Yeah, I think that we're you know, we're we're really looking if you look at the legacy Xerox business We've got a two or three large projects over the next probably three to four years that we're going to be undertaking I'm on their services sites a little bit different because we're in the you know, we're in the BPO business. We do Basically anything I live in Cincinnati and we just outsourced outsourced the parking meters in Cincinnati to Xerox But we run the easy-pass system on the East Coast we do Financial transactions benefit transactions and we have wherever there's a contract on a BPO business We have an IT platform and the challenges of really managing those there's hundreds of them Maybe it's probably thousands of them. I mean really managing those consistently so that we drive the The best for our customers. Hey Steve. Thanks for doing this. Sure. Really appreciate it. Thanks for your partnership. All right Thank you, please Established enterprises have a huge problem today in modernizing their technology footprint Many of us have deployed technology Effectively for decades and growing our business and creating strategic advantage However, today's modern footprint requires that we bring all of that technology forward and deploy it in new ways Being able to tap into infrastructure services platform services And business services is very different than building traditional applications if FedEx we've invested heavily in Modularizing our infrastructure so that we can tap into available compute power Modularizing the platforms that we tap into and even creating modular software services Both inside of our own cloud and tapping into the available services out in the public clouds these hybrid combinations of deploying inside Your firewalls and tapping into resources out in the public is a very important step that enterprises have to take It's really critical that the things that we have that we manage and that we build ourselves Be very good citizens in a cloud world being able to tap into and spill over into infrastructure is a critical capacity need that we have in businesses like ours that Burst with volumes at certain times of the day or times of the year and then queues a little bit and other times of the year It's just critical that we all learn to be more modern and more capable and at FedEx We've invested a lot of time and energy all the way up that stack to our software services and capabilities that power our business This is it So Kim Stephens is with me now. She's corporate vice president CIO of Intel. She's responsible for information technology across Intel and All of its businesses 6,000 IT professionals and please please welcome Kim. Thank you So first question. What are your thoughts on the earlier segments? You've got a chance to watch everybody that's come up here so far Yeah, so it's pretty exciting actually, you know, you think wow you're doing a lot of cool things And I'm doing some of that and to do some more But I think you started it at the opening saying we're in this period of digital disruption And that's actually my belief that every industry is in some form of disruptive state Driven by technology. So as a technology person, I find that exciting but maybe also a little bit reflective that we've spent about the last decade thinking about IT from a IT efficiency point of view data center consolidation virtualization apps rationalization and all that has really done is prepared us to launch into this next era which is about business productivity and I don't know a company out there that isn't expecting a lot more productivity from their organization But is also in some form of has a new threat people in the you know coming in and disrupting the business model So it's exciting but you have to be comfortable with change. So in the part of that I mean the speed of the business is changing. Yeah. Yeah. In fact, I always say I don't know a business leader That thinks IT moves too fast. They usually say oh god IT, you know slows me down security gets in my way and And that's something we as a profession have to change and how do you get started doing that at Intel? Yeah, so Probably start with the business contact. So Intel's changing. We're also being disrupted from this PC centric world into a mobile world and You know, we're building software and we have sensors that go in cars and you know Bracelets, I don't know if you saw our new bracelet, but we're in the jewelry business and fashion Would look good on you But you know, so you think about this is our expanding business portfolio. It's a different business model than we're used to and One of the things that we do really well at Intel is we pride ourselves on our marketing Intel inside is one of the you know strongest marketing campaigns for decades but when we realized that that didn't play in The sensor market and the fashion market and phones and tablets and these new areas We had to really sort of sit back and think about that media spend. Were we spending it right? Do we have the right tools to end? so Steve said it, you know, he said partner with the business and that is the new recipe so we partnered very closely with marketing a joint team created some social listening campaign management data management and These capabilities marketing automation capabilities that allowed us to Amplify our message in the marketplace know what content people really like in value and then push that to the targeted audiences It's resulted in our qualified leads Went from three hundred dollars per qualified lead to twenty five dollars per qualified lead in less than two years How about the speed of getting the leads from one place to another? Yeah, that's that's the other thing the velocity We have seventy five percent improvement In the velocity of turn turning those leads and converting those leads and seventeen percent more engagement Customers are willing to engage with us and we're a B2B company So it's it's it's interesting to think how fast this has moved from just consumer companies To B2B company just like us. I used to say in our marketing department won't love this We'd spend a lot of money getting leads very slowly to our sales force Yeah, and that's key. So you've seen the same sort of improvement We have and just get not only the money spent but get the lead to the salesperson. Yeah in the timeframe that it's relevant Yeah, and I'll give you another example. So we have outbound call centers most, you know, most companies do right Now our outbound call centers have to call Way different kinds of channel partners That you know just PC server companies but companies that would you know take a sensor or take You know phone design Etc. And so what happens when you have to expand your customer base mark our sales came in and said hey I need some more money you got this many more partners this many more agents. I need to have some more money and we said No And so we partnered with the best sales leaders and we said hey What does it take to actually win a customer? So get them to design on Intel and it turns out that There's a recipe but good sales people know and most of that information is digital It might be when they've come to our websites and we look at our logs It might be through D&B so a combination of internal external data We created a predictive model and we said do your sales leaders you should organize by most likely to buy Not by accountant by territory That's a big cultural shift But when we were do when we were we shifted some resources initially And we said organize call these people first and talk to them about this because this is what they spent time researching these are the education classes they went to and Those call center agents were five times more productive in the first quarter than the resources that were organized in the traditional manner We immediately then converted everybody It's kind of you get that kind of win and people will change But we created thirty five million dollars of new revenue in a couple of months just through that shift what what Knowledge did you use to help with this marketing? So you might know a few of you might know a few of those products So and we thank you for some of your acquisitions in this space to welcome. Yeah, so we use you know we use Eloqua we use blue-kai and You know, it's been the foundation of our marketing automation platform Yeah, well and listen you're under you've got other big transformation projects anything you want to say about those Yeah, so I guess I would say here is I think we're at the very very beginning of this massive shift And I've been around the industry a long time And this is probably the biggest one. It's sort of that cumulative value of what social mobile analytics and cloud can do for us But it is there as about business productivity and We we will put a lot of our traditional enterprise workloads out into the cloud Consume them via sass offerings and that will transform it to create capacity for us to Take the products and services that our company makes Right and make them smart smart and connected because they're just like we're in fashion right everything's being come smart and connected and If you're a non-tech company the best people in the company to do that is the IT team So you have to sort of make that shift and I do have one asked for you though sure So our business thinks we move too slow right and I'm gonna speak for every IT practitioner out here in the audience We have to move faster. We need you guys to continue to innovate bring us You know fast innovation whether it's engineered systems or sass solutions so that we can drive the transformation We need to and it'll be a partnership Kim, thanks. I appreciate it. Thank you. Thank you. Kim Stephenson, please. Thank you Okay Let me close up Listen, I think what you've heard from here this morning is obviously a lot of companies. Let me give you some context These companies together have over half a million employees Hundreds of billions of revenue flow through the companies you heard from today so this is not a a Small subset frankly of what's out in the corporate world today and this movement to you know You've you've heard about this all today and then transparency real-time insight Engaged customers and employees on their terms integrating social data all at the core and so next chart our commitment to you is That we will continue to innovate to Kim's point will continue to drive on both best-of-breed solutions and a complete Integrated suite so each of our solutions to be the best of what they do and to operate as as an integrated suite You'll also have the unique ability now as Larry will talk about in much more detail tomorrow to have platform capabilities to now extend those suites and develop and build applications straight out of the Oracle cloud All right. Listen. Thank you for coming first of all. Thanks to all the customers who participate Thanks to all of you. Have a great week at at open world. We'll see you again. All right