 Okay, welcome back to Oracle Open World Live. We are live here in San Francisco, California. This is Oracle Open World's coverage of the Cube. The Cube is here, and we're going to go live for the keynote. I'm here with Dave Vellante, Larry Ellison, breaking news is not attending the keynote. I'm just listening in the other ear. Breaking news, Larry Ellison will not be delivering today's keynote, instead it's Thomas Kurian, his almost, you know, chief of staff, if you will, going to be delivering the news. That's the big news today. Larry Ellison on the boat, trying to win America's Cup, will not be giving the keynote. Dave, implications. Well, he'd be here, but he had something better to do. On a boat. On a boat. Yeah, it's funny, John, on the last earnings call, Saffir said that whoever the host of the call was said that Larry would be here, but it's a big race. Larry's got his priorities straight. I mean, why not, right? What is Larry, 67 years old? No, let's see, we're at 26 billion, so. I mean, it's a big disappointment for the audience, I think. The audience comes here, it's a packed house. I was just in there, it's fire-martial full, and I think there's a lot of disappointed people. And poor Thomas Kurian, who's a very good speaker, but I mean, to have Larry Ellison say, please deliver my keynote, that's a, those are big shoes to fill. So Dave, we're here for Oracle Open World coverage of the Cube. Do you like that intro on the intro? A little slip there. I think, I think Open World should cover the Cube. I think Oracle Open World covering the Cube is a great strategy. But they're announcing human capital management, again, this is a big disappointment for everyone here at the show, obviously. Larry Ellison's keynotes are awesome. Amazing to watch a guy of that level of experience, a stature, give a keynote. Always fun to watch. Just a commentary, his point of view is always fun, but he's got something better to do, he's on a boat, he's in America's country. I'm bummed, I mean, it's always a highlight, right? And remember when he gave the keynote, and it was right around the time, I think his friend Steve Jobs had just passed, right? Yeah. I believe they didn't tell him, right? Is that correct? Do you remember that story? No, it was the last day of Oracle World, I think, over two years ago. I remember we were breaking down when the news delivered, but you know, Larry Ellison's a statement, he's a statesman. He's the longest reigning CEO in the tech history right now. That's in terms of incumbent CEOs. And the thing about Larry is, is that he's entertaining on stage, but yet he's competitive. So I think honestly, I would be at the boat as well. If they pull off the comeback, they would have run one, what, five in a row? Five races in a row? Basically the largest comeback in America's Cup history. So wish him well. Dave, obviously a little bit boring sober note here with the intro without Larry. What's your take on there with Oracle Open World versus Workday? What do you think about those two? Well, you know, in a way, it's kind of fitting actually that Larry's not here today, because in a lot of ways, I think Larry would do what he always does and really put forth a very strong position of Oracle versus the other guys. And Oracle Open World, I think this year, unlike other years at this event, has really tried to be more partner-friendly. You saw Safra Kats this morning, talking about Joe Tucci in very glowing terms, talking about how Joe is her friend and Joe returning and reciprocating that compliment. And, you know, Oracle talking in the cloud discussion this morning, talking about Open, embracing OpenStack to a certain degree. So, you know, maybe that's kind of just antithetical to the way Larry's keynotes typically go. But I think, John, in general, that's all window dressing. When you talk to the people in the field, Oracle and its competitors are competing very fiercely, whether it's Workday, Salesforce, EMC and the like, they are going head to head and going hard against Oracle and vice versa. I mean, one of the things that's interesting I find is that Oracle has really built themselves up to, we were talking to EMC earlier and they've really, really transformed themselves to irrelevant, you know, to very irrelevant relative to the product announcements. And I got to say Larry sharpened the pencil a little bit, got down to brass tacks and he delivered the cloud, he delivered now in memory, he's got delivering, you know, obviously a more robust cloud solution with mobile. But, you know, five years ago, Oracle was just extracting ransom of the market, relational database, licensing issues, you know, and conversely, VMware was having the same issues. You remember the VMware licensing issues, you know, virtualizations are setting the scene, you know, Oracle's incumbent position has changed a lot. Well, I think it is still extracting rent. I mean, look at the deal it did with Salesforce, right? The word in the street is that Salesforce did that deal because Oracle was threatening a huge audit and they were going to have to pay more to Oracle for the audit, so they figured, all right, well, we might as well just buckle under and do a huge deal with Oracle and announce it and, you know, give Oracle a little love, we'll get a little press out of it as well. And then, of course, Salesforce turned around a couple of weeks later and did a big deal with Workday, one of Oracle's, you know, biggest competitors, we know the story well, Dave Duffield and Anil Bushri, they don't like Oracle. You know, when Oracle took over their company with a hostile takeover, they literally started Workday, the day that the deal went down and it built a very successful enterprise. I think that, so in a lot of ways, John, I think Oracle still is extracting rents from its customers. At the same time, Oracle's strategy is to make its offering so alluring that customers are willing to pay those rents. So it's a high-rent district. Dave, what's your take on EMC versus Oracle? We talked about their transformation. We had Dorian in here earlier, oh, 15 years, you know, the messaging from EMC, you know, 15-year relationship. But four years ago, that relationship was on the rocks. I mean, what's your take on that? So I think that the reality is that EMC is, or Oracle's always looked at EMC as a company that sells hardware that can make its software run faster. Oracle's never really been interested in helping its partners. Oracle's always been interested in making its software run better. EMC has 80,000 Oracle customers. That's twice the number of customers that Oracle has for its own hardware business. So EMC has a big footprint and a big presence in Oracle's customer base. The challenge for EMC is that EMC doesn't sell typically to the DBAs. EMC is selling to the infrastructure heads. Now you're seeing EMC messaging increasingly, especially in this show, geared toward the DBAs. They understand that's where the bread is buttered in this Oracle community. So I think that you're seeing very much head-to-head competition. Now here's the reality of Oracle's storage business. Oracle's storage business, when you put it up the head-to-head with EMC storage business, it really, except in a few places, is not competitive. EMC is much, much stronger storage company. But so the way Oracle intends to compete is to vertically integrate and leverage the advantage of its engineered systems. So Oracle, like no other, can engineer throughout the stack, EMC can't. EMC can only go up to the database and then stops. I'll give you an example. Oracle only allows Oracle hybrid columnar compression to run on Oracle storage. So if you plug in EMC storage to an Oracle environment, it won't be able to turn on Oracle columnar compression. So Oracle is essentially controlling the protocols throughout the stack to its competitive advantage. Now over time, I believe, and David Floyer believes, that Oracle will have to open that up because the customers will demand it. But right now, Oracle is stacking the deck so that it can catch up to some of its competitors in hardware. The other point I want to make, John, is we heard Thomas Currie in this morning talk about how Oracle has a leadership position in like 92 product categories. The fact of the matter is that Oracle is known for its database. I think while maybe the numbers add up for leadership in other areas, Oracle is not known for number one leadership in all those categories outside of database. So the big question around the vertically integrated stack approaches, can Oracle really, truly get to best of breed across that entire stack? It believes it can. It believes it can stack the deck to its advantage to buy some time. And it's going to spend a lot of money on R&D to try to get there. You're watching SiliconANGLES theCUBE, our flagship program. We go out to the events, extract the signal from the noise. I'm John Furrier with Dave Vellante. We're here commentary on the keynote that didn't happen with Larry Ellison, but it's happening with Thomas Currie in and they're talking about the human capital stack, the customer experience Oracle Cloud. You're seeing on the right-hand side of the screen there, content, social, marketing, commerce, sales and service. This is the portfolio of the future. They calling it the cloud, mobile, social, something that we were based upon, founded upon Dave. And with that, I just want to give a quick programming note. The queue will be at Strata Hadoop World in New York City for a special presentation on October 28th and the 30th for Big Data New York City. So follow the hashtag BigDataNYC for a special SiliconANGLE Wikibon Cube broadcast two days live in New York City for all the action and big data. At the same time, we'll be doing some coverage of Hadoop World. That's going to be some great coverage. We're going to have Mike Olson on later today, CEO of Cloudera. I'm sorry, the former CEO of Cloudera, now VP of strategy. Chief strategy officer and he's still chairman, right? Yeah, still chairman, still player over there. He's a great guy. Mike Olson, friend of the company, friend of the cube. We're also going to have Max Scheerson on who's the CEO of MongoDB. Yeah, we had Max on at the MongoDB days down in New York City earlier this year. Yeah, so this is the new school, Dave. The new school is all about unstructured data and stay with us. But Dave, we've got to ask you about the stack wars, right? Joe Tucci today, we have a differentiated stack is what he said, and that is horizontal. Amazon has a great stack for developers and developer community knows that and they do things and make it really easy for developers. So the word stack is becoming the du jour kind of under the hood. We use the analogies of the auto industry, how tech's becoming very much a fan base like cars, right? People are interested in what's going on under the hood. So I got to ask you, the stack conversation, what does that mean to you? I have a stack, everyone has a stack. What does that mean and why is it important? So I think this is a critical issue in the industry right now. I think there's a couple things here. Number one, a fully integrated stack means that you're shifting the customer labor, which is a very intensive labor component in the IT industry. You're shifting labor costs into the R&D of the vendors. It's high time we did that. Probably 60 to 65% of the cost of managing servers and storage over the life of that infrastructure is labor. So it's high time that vendors integrated. And of course the technology became available to integrate servers and storage and networking and of course virtualization was one of the key components there. I think the second thing is that by integrating these stacks you get a much more seamless service experience. We've had Mike Cappellis on, VCE was one of the first companies really to stress this. Mike Cappellis, in a very articulate way, communicated the benefits to an IT practitioner of not having to patch, not having to test, faster deployment, all those things. So those are huge factors. I think the third thing is you can really drive application performance when you have better integration. So those three factors are critical. Now, how do you integrate is the religious war because Oracle owns basically the entire stack. It's saying, hey, we're going to vertically integrate across that entire stack. IBM is the same way. I'll come back to that in a minute. EMC of course doesn't own the entire stack. It really doesn't participate in the database and applications market. You know, notwithstanding Green Plum. You know, it's not a core database company. So what it does is it partners with the likes of Cisco and others, certainly Intel, betting on industry standard, so-called commodity hardware with software layered on top and an ecosystem approach to compete with the Oracle stack. Now come back to IBM. Only IBM has as robust of a stack as Oracle. And I would argue that Oracle stack is even deeper. For here's the reason why. Oracle really focuses on that engineered hardware and software together. Now, IBM does the same thing, but IBM really butters its bread with services. And so IBM I think is not as intensely focused on that integration as a company from top to bottom as Oracle is. And I think that gives Oracle advantage. Now, if I had to compete with Oracle or if I had to purchase Oracle as a practitioner, I would certainly look at the open ecosystem as a way to get more leverage. And I would pick on Oracle's perceived lack of openness and I think real lack of openness. So John, that's my take. Now, you come at it from a different angle, right? You're out here in Silicon Valley. You hear all the scullible. I'd love to hear your perspective on the stack wars. Well, Dave, I mean, it's an interesting perspective. I mean, if you live in Silicon Valley, like I do, you can see a lot of emerging technologies, a lot of the startups. And I think what I find interesting is again, the success of theCUBE and Silicon Angle, Wikibon with our open source content model is kind of proof points to what that we're talking about with Silicon Valley is that the tech business is becoming, having a very broad fan base. When I was in my 20s, the tech community was smaller and it was kind of geeky. Tech now is mainstream. So I compare it to the car industry when it really became a hobbyist market. People really do care, it's under the hood, like car buffs care about what engines, V6, V8, and then obviously all the amenities of cars and car racing. So, and you're seeing obviously Jeremy Burr with EMC has that whole same philosophy. I believe that the tech business has a broader appeal and in Silicon Valley it's highlighted by the startups. And the startup community, I think Amazon really set the stage to me with cloud on how they handle their stack. They treat the cloud as a developer environment and cater everything to the developer. And that's why startups love the cloud there because the stacks are integrated. You can do some note on the front end and have an elastic beanstalk on the back end, all the stuff maps in there for you and does all the work. That's like DevOps. That's the modern era. And I think that is what EMC is talking about and Joe Tutti says, hey, we can have a stack. And that's why I think the differentiation is going to be with these companies is to enable these proprietary or proprietary assembled stacks, but it has to work in context with other vendors. So to me, that's a differentiator. That's the new architecture. The modern era is about having those building blocks, tools for the right job. And I think that's kind of where it's going to go. So, you know, we've talked about this all week here in theCUBE is in many senses it's working. I talked about the cash flow machine that is Oracle. Oracle's throwing off $14 billion of free cash flow in the last 12 months. I mean, I think that's just phenomenal. $39 billion company with a $160 billion market cap. Now, it's really got about 39% operating margin annualized. It did 45% operating margin last quarter. Nobody's got operating margins like that in the industry, not even Microsoft. So, something's obviously working there. Having said that, Sun has definitely been a drag on earnings. The Sun business is down, the revenue is down, the valuation from a revenue multiple standpoint is slightly down from the pre-Sun days. Now those are other factors in there. The question is, John, has Oracle changed the game? In my opinion it has. You know where I stand on this. I've had, you know, VM and arguments with a number of folks in the industry about that Sun acquisition. I think it was a game changer. I know I've had battles with many on this topic. But my feeling is that, Ellison saw the opportunity to simplify the infrastructure, be the apple of the enterprise. And that's really what he's going towards. So, my view, Oracle's got absolutely the right strategy. However, is it the right strategy in all cases for customers? No, here's why I think that. You got breaking news? Breaking news, breaking in here, just coming off the Twitter wire 17 seconds ago. Oracle has tied it up, eight, eight. Tomorrow the final race, if the biggest comeback in history, America's cups to Larry Ellison. I mean, he might be coming in with champagne. Yeah, I hope he shows up buzzed because if he comes in buzzed and excited, the breaking news here is that Oracle has just tied it up in one of the most craziest comebacks in the history of sailing racing here in San Francisco, nonetheless, I wonder if Larry paid the key we used to throw at, so what do you think? I mean, you think he might have paid it to throw it? I mean, come on, no one loses that bad. Come on. You think he's having more fun at the race or more fun at the Oracle Open World? I think he's having more fun at the race. So I just want to cut into it, I mean, he cuts you off. He skips Larry Ellison, skips the keynote here at Oracle Open World to attend the boat at the sailing here in America's Cup in San Francisco. Treacherous conditions, the currents, the winds, multiple wind holds here in San Francisco over the race. Again, Oracle down, devastating. They were literally about to lose that one race when they had to call it last week. Now, tied it up 8-8. Amazing story, Dave. Yeah, so, now what's the story? What's the deal? Tomorrow is the... Tomorrow is the final deciding race. Okay, so we're not likely to see Larry tomorrow, either, then, are we? I'm sure he's basking in the glory right now, but congratulations to Larry Ellison and the America's Cup team. That's what it's all about. They can pull it off, it'll be a great win, so. Now, you remember the days, you used to be a East Coast guy. You remember the days when the America's Cup was in Newport, right? And you remember what the boats used to look like back then, right, John? Ray Wang, Ray Wang's tweet. Oracle should just show the race and have Larry Ellison helicoptered in and film it live all the way in. Well, if he had Google Glass, like Sergey Brin, who jumped out of a Zeppelin for Google I.O., that would top the best keynote speech in the history of the tech conferences. If you can recall, Google I.O. last year, Sergey Brin jumped out of a Zeppelin and landed on top of Moscone, repelled down the ropes and bicycled in to the keynote. Larry Ellison, if he can come in off the chopper, that'd be a home run. So, Thomas Curian is giving Larry's keynote. He's actually switching his own slides, it looks like, so he's not invoking you, Larry. No offense, but he's a snoozer. He can't carry like Larry does. But he's very good. He's very solid, but it's a big disappointment. Larry Ellison, always a highlight of this event. He really does a good job of summarizing the event, taking some shots at the competition, giving us, John, a lot to talk about and write about. Okay, so we're here live. This is day two for us. What do we got coming up this afternoon, John? We got, you know, Sam Lucida was on this morning. He was a part of Joe Tucci's keynote. EMC and Fujitsu, you know, pay a lot of dough to do those keynotes, you know, probably upwards of a million dollars. Do you think that's worth it, John? I do, I think, first of all, the whole payola thing in the conference is it's now practice, now people do that. And obviously, Joe Tucci gets a morning slot. But you know what, it's a million dollar commitment. It's a huge event here. It costs a lot of dough to put it on. Small price to pay for EMC's got the dough to do it. But I think it's worth it, I think, to get in front of the customers here at Oracle, where Joe Tucci can heartfeltly say, hey, we care, thank you for your business, and also get that warm welcome, my friend. You know, it's funny, I hear that, and I think they're, of course, their friends, they're making a boatload of money together. EMC quite doing well with the relationship and the Alliance front. But Joe Tucci's the statesman, and he's out there, he's got a lot of class, and he's humble. He's the kind of guy you can see him sitting there, having a stovie in the North End, slice of pizza on his lap, having a beer, just kind of being a regular guy. But he actually is smart. He's leading a big company, I called him the CEO of the decade, and he passed the baton to the rising star at EMC, Jeremy Burton, who came in from Oracle, came in from an Oracle background, engineering background. We interviewed him on theCUBE four years ago. VP of marketing, become CMO. Now he's EVP of product and operations and solutions. Jeremy Burton made a ton of money as we disclosed the marketplace last year, earned it. Rising star, Jeremy Burton. He went down to the meat and potatoes, the nuts and bolts of the demo, and I thought that was fantastic. So I want to hear what Santa's to say about that. Also, Mike Olson from Cloudera is going to be in here, and I'm very interested to hear from Mike about what's going on in the Hadoop world this year, and also in the Hadoop ecosystem. Obviously it's a battle of the two Titans, Hortonworks and Cloudera. Cloudera clearly in the lead from day one, Hortonworks rising fast to a quick number two, nipping at the heels of Cloudera, some say about to make a pass on Cloudera in terms of the market leadership, and I think that's something I want to ask Mike is, Mike, how do you maintain your lead? How do you compete against the terror data as of the world? How do you compete in the data warehouse market? Are you, do you have the right sets of solutions? And also was Pat Gelsinger correct when he said there'll be no red hat for Hadoop? These are the things I want to talk about Mike Olson and about Dave, and it'll be interesting. So, and then Max Shireson's on. Max is the CEO of a company formerly known as TenGen who changed the name to MongoDB, which I think is a great move. MongoDB is a fantastic brand. It's got great momentum in the marketplace. It's one of the leading NoSQL databases out there, if not the leading NoSQL. I know Mark Logic actually, Jeff Kelly's quantified that, but sort of of the new NoSQLs, Mongo is probably the lead, it has the leading adoption. We were down there, John, in May. You weren't able to do that conference. We were doing Velocity, I believe, with O'Reilly. And so I went down there with Jeff Kelly. It was a great conference. They're really loyal fan base, MongoDB customers, and they stressed the ability to work with multi-structured data. That's in the simplicity of working with Mongo. Mongo's got a really good relationship with Amazon. We had a number of customers on in the financial services industry and in the web industry. So Max Shireson's coming on. He'll be our last guest on today. Interested in talking to him about getting an update on what's new with Mongo, why the name change, and what's next from here. The database wars, John, as you pointed out two years ago, starting to get really interesting. It reminds me of back in the 1980s, back in the day of Ingress and Formix, iBase, IBM battling it out. It was boring there for a while. Now the database business is pretty exciting. So Dave, I want to ask your opinion about the Oracle announcements. Obviously, you can see them up there. Our database is a service. Something we talked about earlier this morning. What's your take on the cloud mobile social revolution? We asked a few guests earlier this cube this morning and yesterday. We've asked a lot of people at VMworld about it. We're living in an inflection point now where we're seeing the massive shift, an inflection point that hasn't been seen of this massive way since the inflection of the internet web and then before that client server and then the PC revolution. Joe Tucci calls it platform three. What's your take on it? Well, you asked me first about the databases service, the slide we have up here. Tell us something I like about Oracle. I mean, there's a lot of hyperbole. Oracle has a very bad habit of comparing its current generation of product with somebody's N minus two generation and claiming 10X performance, whatever it is. What I like about Oracle is when it makes an announcement like this database is a service, there's a lot to it. They clearly have a lot going on in the pipeline and they're executing according to a plan and there's meat in the bone. And I have to say a lot of companies, and I would criticize the EMC for this, a lot of their announcements at their big shows are futures. Now, to EMC's credit, they deliver on that, but a lot of it is futures. A lot of it is, okay, this is what's coming before the end of the year. You saw that with Viper. You've seen that with other announcements. You saw that with cloud and big data. When they make the announcement, there's not a lot there. They put forth vision now again to their credit they execute on it, but Oracle very clearly has a dogma around delivering capabilities and particularly around a cadence of Oracle OpenWorld. So I like that. I think, to the other part of your question, I think, we heard today, we're in a two to three trillion dollar market, so there's a lot of business out there. There's a lot of ways to skin a cat. I've said this a number of times. This business is an oligopoly. You've got a few players who are controlling the chessboard. Oracle is clearly one of them. I think IBM is another. I think EMC and VMware are yet another and there are four or five other companies that are really controlling that chessboard in the enterprise. And then of course, John, you have the upstarts, the Googles, the Facebooks, the LinkedIn. What's your take on all this? I mean, Dave, I see a couple of things. We were talking earlier when you were out on the analysts briefing with the Oracle senior executives. I was with the SVP, Eric Herzog of EMC, who's the SVP of product management, marketing. It's a guy who's been through seven acquisitions out of 10 startups he's done. Big time executive managing the product portfolio. I asked him, are we in a flash bubble? Because he made a comment. I remember when five megabyte disk drives as big as an office. And then I asked him, he said, yes, we're living in a bubble. I think that we are living in one of the most massive growth opportunities right now. I think we're at the beginning of a bubble of a growth. And I think next five years will be a tsunami of great wealth creation and disruption. The problem is that when the music stops, you better have a solution and a chair to sit on. Otherwise you're going to be out in the cold. I think the VC-backed startups around Flash is already at risk. We're starting to see some consolidation. You're starting to see some players break out like Pure Storage. Pure Storage, 150 million dollars in financing. Scott Debson basically bet in the ranch and got the money to back it up that they're going to build a durable business. That's a great sign for Pure Storage. You're seeing, Vera didn't get bought. You're seeing a lot of action, right? I mean, you're seeing. Yeah, Whiptail and Cisco. Whiptail and Cisco. Violin is going to go public. You saw Pure Storage IPO coming up. Flash is already starting to make its sediment into its spots, settle into its spots. And I think the bets are already played on Flash. I think there's going to be some innovation, but I think the big giants are going to come out of that crop. I don't think any more new guys are going to come in. I think there might be a Newtonics breakout, another Newtonics-like company. I think what Newtonics is doing is very interesting. So I think that's kind of key. The problem I have right now is companies like Dropbox and Box.net or Box.com or Box, they call them now. They just had their conference last week, Boxworks. I mean, I like this company. They're young, but I think they might be overplaying their hand a little bit, Dave, with their solutions, because their event last week felt like they were trying to be like EMC, right? They almost like they manufactured an event because everyone else does it. And I think that that's a problem for them. I think ultimately they've got to focus on the blocking and tackling of their business. I think for a Box or a Dropbox to break into the enterprise is a very, very difficult not to crack, mainly because of the inertia. So I'd be curious to find out how much momentum they really have in that area. And the consumer side, I think with Google and Microsoft, the file sharing cloud business is not something that I think is going to be around. So you're seeing a lot of freemium startups like Dropbox, like Box, trying to be enterprise. I just don't think they could turn into an enterprise company. I just don't think it's going to happen. You know, you remember the intranet versus the internet? And that whole thing kind of went away. Why did it go away? Well, it went away because the oligopoly subsumed the intranet and they just made it intranet. Same thing with the cloud. You know, all you heard about was cloud, cloud, cloud. And then the oligopoly, by oligopoly, I mean the leading enterprise players, IBM, HP, Oracle, EMC, et cetera, Microsoft essentially co-opted the cloud and brought it to the enterprise. And I think you got to give a lot of credit to this generation of executives. You know, Joe Tucci talks about the waves and talks about how at each subsequent wave you have new leaders. I'm not so sure that past this prologue in that front. Because, yes, Wang, Prime, DG, Digital, a lot of company, Apollo, a lot of companies went out of business, East Coast, many computer companies that didn't read the tea leaves. But these days, Intel, Microsoft, Cisco, EMC, Oracle, IBM, HP, these are longstanding companies, rich history. They don't look to me, John, like they're going away. I mean, look at HP. HP is under fire, but here's HP, coming back. Meg Whitman's vying for Joe Tucci, for CEO of the decade. I'm not. It's early. It's early in the cycle. I'm too early to call that one. If Tucci retires in 2017. No, you can't compare Meg Whitman. You can't compare Meg Whitman to Joe Tucci. No, it's early, right? She's got seven years to go. If Tucci retires in 2017, can he still get CEO of the decade? Yeah, of course, definitely. I mean, here's the thing. Meg Whitman, to pull off a Joe Tucci-like credibility, if you will, is really about sustained performance. Meg Whitman has shown right now that she can message well. She can get the ship tightened up a bit, kind of rally the troops, find the right people in the company to put in the right position. She's also lost some key executives. Obviously the demotion of, not demotion, but the new position for Donatelli. No, he got demoted. Okay, that's a fact. Donatelli, a corner rush, teaching M&A. That's not happening. It's a technically a lateral move. Well, maybe not. But it's still early. She has to put the string of pearls together. She needs to find, Meg Whitman needs to find the string of pearls for HP, meaning, using Joe Tucci's analogy, as David Gouldin points out, that federation, EMC has built their business over years of hard work, being a storage company. I mean, they really grew from being a storage company to a solutions company. They're in the big data space. They're building off that base. I think HP needs to do something similar, find their center point, and then rebuild. If she could do that, Dave, she will definitely get a Steve Jobs, Joe Tucci-like credibility. But I'm not sure she's going to have the rope to do that. There's a lot of pressure on her, and I think HP just got to move faster. Well, let's talk about that, John. We haven't really talked much about HP at this event. I mean, are you a bear on HP at this point? It's kind of late in the day, and I always say bad things about HP when it's late in the day, it gets me in trouble. No, I'm bullish on HP, but you can't help but have a bear mentality right now when you see just how slow they're moving, right? So ultimately, there's just a lot of bad, dark cloud over HP. There's just so much negative press around HP. There's so much negative vibe going on around HP. I honestly don't know, Dave, how much of that's real, how much is not real, and I'm digging in there pretty hard. The areas that I look at at HP are bright. I mean, I'm looking at Vertica, for instance, this is bright. How they handled the autonomy thing, I thought was excellent. I thought they overpaid, they took their medicine, and I think they've done a good job on how they handled that. They've integrated autonomy throughout HP. George Kedif of the Rising Star HP has just done a telly move recently. They're just taking their medicine. So at some point though, we want to move out of medicine into recovery, right? So if you're sick, you get better, and you have to show some life, and I think HP needs to do that. Well, see, I have a slightly different take on this. I'd love to get your opinion. I mean, I think there is a life. I always made the point, I was like a cash flow. Who's cash flow positive? What's the balance sheet look like? And HP, two years ago, had a horrendous balance sheet, still needs to do some work, pay down the debt, but it's paying down the debt. Meg is aggressively paying down the debt. The company's cash flow positive. The stock up until recently is up. Year to date, it's still up. It's up quite substantially in the past 12 months, so I'm pleased about that. So the street is sort of buying into it, I don't know how much lower it could go, and of course it's got some work to do, but do you think that HP can get back to its roots of invent? To me, that's the big question. Yeah, I think they can. I think ultimately they can. I've always been a big fan of HP having a mobile phone, and I think Dell is interesting, right? I think HP needs to look at what Michael Dell's doing right now and how he's executing, because what Michael Dell's doing is really, I think the right playbook. Unfortunately, HP can't go private, so I'm not saying that's an option, but what Dell's doing is he's retooling, right? He's retooling the entire company. He's retooling the entire company around the legacy walls of innovation that were set between different silos. He has to come out with a mobile phone. I don't care what anyone says. If you don't have an edge device of some kind in this modern era, you're not a computer player. It's just a fact, right? You got to have the hardware. I think jobs and what Android's are doing, what jobs that Apple has done and what Android's doing is showing the way. Samsung became a player out of nowhere. They had a core competency in hardware, and now a major player in the Android game. I think HP could have had a phone by now. I think Dell will have a phone, so I think HP needs to have that edge device, to get core competency in supply chain, find the right managers, put the SWAT teams together internally, and get that done. I think HP can do that. So, and I think one thing I'd add to HP, I've said this a number of times, HP, in my view, has to shrink to grow. I think this was the Donatelli fallout. I mean, I think he ran a business that was destined. I think Donatelli and his team held that business up probably unnaturally longer than it should have been held up. And now, I mean, look at the server business, it's a tough, tough business. And so, you said a bunch of executives have left. Meg has purposefully, I think, made those changes. I think Donatelli was the latest casualty, if you will. Donatelli's fine. Nobody's crying for Dave. He's a good friend of the Cubes, and seasoned executives, somebody who will do very, very well, whether it's inside or outside of HP. Dell's interesting, John. I mean, Dell going private says to me, Michael Dell sees that this turnaround is going to take a lot longer than he had hoped. Doesn't want to do it as a public company because there's going to be too much pressure and potentially somebody's going to take him out. So, he owns a majority of the company, he wants to take it private. It's still a long way to go. Michael Dell's relatively young, right? I mean, he's your age. He's my age. He's a billionaire, he's my age. So, I just want to share with you, you know, some of the thinking around. I mean, I think Michael Dell has that 10X thinking and I think, you know, in talking to Michael Dell privately, Dave, I'm just trying to pull up my notes here around some of the things that we talked about. The thing about Dell is he's young and he's got the energy to still manage the company. I think, you know, he made so much money with Dell Computer. He doesn't have to ever worry about money again. So essentially he could retire, but you know, retiring means you can do whatever you want. I think he looks at the privatization of Dell as a swan song. He gets full control back. He gets to do it from scratch. It's his own startup. Again, he gets a mulligan with all that cash flow. He gets another try at Dell. He gets another crack at the prize and he can do it in a way that doesn't get public scrutiny. So imagine the employee focus. No longer on earnings to earnings calls. No longer on how he messes us to the street. What's our Sarbanes-Ockley exposure? What are these distractions? This is public company hell. HP's living that nightmare. So Dell takes that off the table. They can do stuff internally. They don't have to report how their margins are. They can start cross subsidizing and start re-engineering their architecture as a company. And if they're going to do that, my guess is they're going to do it with software because that's the key to success. That is what Dell's doing. So to me, that's what's going on. I think people who can do that, now compare that to HP earnings. They have to earnings call Meg Whitman, the heat shield with PR up. She doesn't talk publicly. She posts on LinkedIn once in a while. It's a constant nightmare because every little thing that she says gets taken out of context. So their silence is deafening. At the same time, they need to be communicating, right? To the health of the company. So that's a problem. And I think that's just inherently what they're delt right now. And that's a problem. So John, I want to change subjects a little bit and get your take on, you know, again, you're out here in the valley. I want to talk about, let me just rattle some companies off. I want to talk about the new internet companies, not maybe not so new, but Facebook, Twitter is about to go public. I also want to talk about the sort of emerging enterprise companies, Workday. Obviously Salesforce is very much established. ServiceNow, Tableau, and Splunk, you know, some of these guys. I feel as though, and Facebook is the other one. Now, two years ago when Facebook went public, whatever it was, a year and a half ago, it was really a debacle. Everybody in my side as well, they got greedy. Wasn't a well-executed IPO. You at the time said, you're still a bull on Facebook. Now, Facebook's up probably around 80% the last six months, I want to say. Stock's doing really well. Advertisers are beginning to see Facebook as a viable platform. You called that. I don't know if that's why you called it, but advertisers are saying, we advertise on Facebook, we know exactly who we're going to, not some proxy for a customer. So what's your take on Facebook? Well, Dave, thanks for the self-promotional plug. Yes, I did call Facebook. You did make that call. I did make that call early. I made that call in 2007 on Facebook, 2008 on Twitter, and I still think Twitter's going to be a lot bigger than people think. I think right now, they're kind of keeping it on the QT. They don't want to disclose some of the numbers, the confidential S1, but I bullish on Facebook because people didn't understand their ad model. And I think when they filed the S1, it was all about the banner ads and that's not really what the value is. Now, the problem with Facebook right now is, they're in a AOL problem. They are now truly stuffing their news feeds with really shitty ads, right? I mean, the ads are like, I mean, like they're bad, right? The ads are like not good. I mean, just not relevant. So they have the big data angle. That was what I saw Facebook having. So contextually, they have all the action. They get the behavior of the crowd. They have billions of users. They have data science at their favorite. That's the new ad model. That's what they're going after. As soon as they move out of these big, fat, impression ads in the people's timeline, they're going to start moving to data science. You're going to start to see Facebook selling that data and that's going to be valuable. Well, what about mobile, right? So that was the big criticism on Facebook. Twitter obviously doesn't have that problem because everybody's tweeting from their devices. So it kind of leads me to the discussion about Facebook and mobile and Twitter. I feel like the Twitter IPO, the Facebook rebound, LinkedIn's strength is going to set off another bubble, the big data bubble or web 2.0 bubble. The bubble were already in there. I think there was some air taken out of that bubble in the last 12 months, right? No, no. Because there were so many. Well, two years ago, I think it was a little more bubble-licious to use, you know what I'm talking about. I mean, it was frothy in the sense that there was a lot of blind investments and blind ambition and some investors. But a lot of the insiders that were doing web scale and hyperscales we've been following saw the future, right? I mean, Zynga Pop went in public. I mean, we kind of called Zynga, who's going to play Farm Bill? And they didn't really take their game mechanics to a direction consumer that they should have. I think that was a big flaw with Zynga. But again, Zynga was not the consumer web. The consumer web was the hyperscale. It was the hyperscale market. It was the web guys that built their own. It was Facebook. And look what's coming out of that generation of entrepreneurs and engineers. Open compute platform. Fundamentally changing how computers are built. I still think the data center of the future is going to be a lot like George Lessman from io.com talks about new components, new racks. So a whole new generation of engineers are coming out. That's why I was kind of embarrassed on Java. I mean, it's kind of sacrilegious to say it here at Oracle Open World, but a whole new generation of engineers don't want Java. They want fully integrated stacks, automation, DevOps. They want to do whatever they want, have everything else be automatically reconfigured and managed with virtualization and other software. You come out of college, you're saying I don't want to get a job program in Java. What do you want to get a program here? They want to get a job building stuff. Right now, computer science is the hottest career. Computer science and data science right now the hottest careers. And there's a jockey mentality, engineering mentality where the top smartest guys want to do this stuff. It's not like the nerds in the corner banging away on code anymore. It's like it's cool to be a computer science architect. It's like building a building, right? I mean, so it's very cool to do these things. These guys come out of college. They don't care about downloading Linux patches. What they want is, they want Linux, they want Hadoop, they want it stable, they want it on demand, fully automated, fully configurable and they want to use the tool for the right job. That means Rails or Python or whatever they're going to do in the front end. So to me, that's what they want. The other guys coming in underneath the covers will want to do caching, set up infrastructure and do all that stuff. So the old model of computer science is going to transition quickly to kind of an athletic, you know, musicional kind of thing where people are really rocking and rolling and having some, you know, doing some bad ass things with code. So software is the future and the software paradigms are changing. Okay, John, and now I want to talk about some of the emerging enterprise guys. I'll call them buy-on-dip companies. Workday, Salesforce, ServiceNow, Tableau whose symbol is data and Splunk. They're like the big four or five that we're kind of tracking here. I mean, these companies are driving hard. A lot of people are concerned that they may be overvalued, but they keep going up and up and up. What about these companies? I mean, this combination of cloud, we've got visualization in there, we've got big data in there. What's your sense of these emerging enterprise companies, you know, Workday in particular, but also ServiceNow, Frank Slootman's company, you know, Splunk, big data play, Tableau, leveraging big data. And obviously Salesforce as the established, you know, giant now in this business. What's your take about those new enterprise guys? Are they going to eat into the oligopoly? Well, Dave, I have an opinion on this, as you know. So here's my take on this. And, you know, we watch these companies closely and we know a lot of the guys personally at these companies. There's two types of companies out there. You want to look at the companies from the following lens. And this is the way I tell my friends. Look at these companies and evaluate Workday, Box, Dropbox, Splunk, even Mark Logica would consider kind of an emerging startup. Are they hiding the ball? Are they actually publicly disclosing what they're doing? A lot of these companies are faking it till they make it. A lot of these guys will either have some sort of manufactured niche feature product. As we say, it's a feature, not a company. That's the old adage in Silicon Valley. And a lot of those guys will try to hide the ball and rush to build out fast. They'll try to put some additional meat around the bone to make them look like an enterprise company. So that's one way to look at it. Who's hiding the ball? Who has the meat on the bone? Who doesn't? And then the second thing to look at is management. Are the management teams of these companies experienced? Have they been through the cycle before? Do they know what to do? Right, so when I look at the companies, I ask myself, okay, how many cycles of innovation have this manager's been through? You've got a guy like Gary Bloom, right? He's been through up and down probably four or five major cycles. You know what to do when you're in a growth cycle. Just get in the growth, or get in the growth curve. So that's kind of how I look at it, Dave. And I think ultimately it's really, really hard to build a durable enterprise business. It takes experience. It takes guys to actually show the moves, not hide the ball. And I highlighted Workday as an example of one of those companies that's doing well, not hiding the ball, experienced management team. They know what to do. Pure storage, another company knows what to do. And other companies that are fumbling, trying to walk and quack like an enterprise company, I put box in that category. Love this company box. However, it just scares me. They're just trying too hard to be enterprisey, Dave. I just don't see it, right? I don't see the numbers. I don't see the successes. I don't see the press releases on the number of new enterprise customers they're getting. I see a lot of window dressing. I don't see a lot of meat on the bone. So Dropbox is the same way. I love Dropbox, but it's a freemium consumer company trying to be enterprise. To me, show me how many clients you have besides credit card customers. So to me, Box and Dropbox are examples of companies that have huge enterprise potential, but seem like they're hiding the ball. And having an event doesn't make you an enterprise company. Well, that's kind of like I was saying before. Remember the Intranet, what happened is the oligopoly co-opted them. I feel like they'll do the same thing with a lot of these file sharing services. You're seeing a lot of the enterprise companies emerge with that capability. And I just think enterprise customers are going to trust that. They're going to deliver that as a service to their clients. You know, we talked a lot here on theCUBE about the IT imperative of going to IT as a service, how they're competing with cloud service providers in a sense that put competing in quotes. I think generally the enterprise has done a pretty good job of cutting costs and moving to a model that is IT as a service. And this is one of the examples that I think you'll see. Well, I mean, look at EMC. Let's look at EMC, how they do their acquisitions. Look at IBM, HP and EMC, huge companies that do a lot of M&A. So to me, the enterprise companies of the future, like Splunk and like Workday, Peer Storage of the world, they need to demonstrate execution success. That means taking some share of a market away or a new market that they're carving out, that's going to be the new market for the incumbent. That's success. And Splunk, Workday are doing that. I'm not sure that some of the other companies are talking about have done that. Now, let's take Cloudera for instance. I think Cloudera is one of those companies that to me is like on a border 50-50 between those two, right? Like I see Cloudera kicking some serious butt. At the same time, I see them struggling, trying to maybe get capped out. Maybe they don't make that growth. So they're going to do an IPO? I think Cloudera has to go, I think they got a lot of IPO potential, but you got to have an engine of sales day. You got to have a flywheel going on the revenue side. So, you know, the Hadoop market is just so booming right now. I just haven't seen that moment. I mean, they have a lot of funding. They got a new office, looking good, new team, but new CEO, new marketing department, new team. I haven't seen anything. I haven't seen anything. Why the change at CEO, you think? Why did the board decide to move Mike from CEO to Chief Strategy? You know, I don't know. I met with Mike Olson two weeks ago. We didn't talk about that. We talked about some other things in the business. And you know, I don't even think I need to, I didn't even go there and ask them the question. I think. No, I know, that's why I can ask you, because I know that you guys have a, you know. I mean, I think Mike Olson was ready to pass the baton over. What Mike Olson did with Cloudera with the team with Amar Awadala and hacking data, Jeff Hummerbocker, is they established a company from ground zero of the big data movement and built an awesome company, great team. And they were like, when you ramp up that much of the company, you got to go the next level. You've got to bring the operators in. You got to bring the suits. You got to bring the business model in. And you got some serious funding and company building to do. So I think Cloudera just needed to move to that stage of building. Mike Olson's an entrepreneur. He built that company up. He was stage one CEO. And you know, it's a five year journey for Mike and you know, combination of just, hey, you know, pass it on. Be chairman, sit back, do some strategy. Because strategy is the chess board where Cloudera really have a lot of pressure on with Hortonworks and others is what chess moves do they make on the product side and in the market. So to me, Mike Olson's actually better fit for the chess board in that space and bring an operator in to run the worker bees. So we have Sam Lucido coming up later on today. He's coming on a 340 Pacific time. We're going to talk about the juxtaposition of Oracle's vertically integrated stack versus sort of the EMC approach, the EMC, VCE, VMware, the horizontal approach. Mike Olson's coming on. As you were just talking about chief strategy officer and chairman of the board at Cloudera and also Max Shireson, CEO of formerly the company known as TenGen, now MongoDB. John and I will be here all day. We're also here tomorrow. I want to just do a quick announcement. I want to do a, I guess this might be a PSA or more of a Cubel value add but some sad news in the cloud startup world. Nervonix is closing down, gives the customers two weeks notice to get the data out Dave. We've followed Nervonix, we were bullish on Nervonix but the story that I heard was some mangled financing and some just some material, the cracking around the foundation, too much inertia, too much inertia around the company but here they have cloud storage and huge customer bases and now two weeks to clear your data out, that's not enough time. So I want to plug out to Oxygen Cloud, a great company we've had on the queue before. Julie just gave me a tweet yesterday that they'll move, migrate the data over from Nervonix. So if you're a Nervonix customer, you're watching this, go to Oxygen Cloud, great, great company to move your data to. I mean really this is shameful. So Nervonix had, as you know, we've covered it here. They had a number of cloud service providers, a number of customers in the entertainment business, you know, data intensive customers, two weeks to move your data out. A lot of these customers have a lot of data, that's not a lot of time. Nervonix was a company that during the tsunami in Japan made available its cloud to help people, you know, get data. And so it really is a shame, what happened really is, Cosla came in, they got, you know, I'd say got rid of, you know, Genaro, Scott Genaro, who's been in theCUBE a number of times, chose to leave, or who knows, maybe the VCs pushed him out, regardless, I guess they chose not to keep the thing going. So it really is a shame, it was a good concept. A lot of people liked the idea originally, I think the bottom line on Nervonix, it just didn't have the tech, John. It was building on tech that really wasn't going to allow the company to scale and be cost competitive with the Amazons of the world. And so the Amazons just moved too fast. It's hard to compete with Amazon. I mean, Amazon right now is crushing it. If you're looking at Amazon right now, you look at those guys, they're just so excellent at what they do. If you're a developer who wants to get up and running on Amazon, it is the most fantastic developer environment on the planet, in my opinion. Certainly at a certain point, you got to scale, you moved to bare metal. But if you're a developer, you want to maximize your efficiency, you got to go to Amazon, you got to have a cloud. And the pressure is obviously coming in from Microsoft with Azure and with VMware. So those cloud environments will be a requirement. I think they're going to be a great environment for public activities, for development, for sandboxes, and for programming, testing, and then moving to an on-premise or bare metal. So this is the queue. This is the coverage of the keynote. We're going to stay with the keynote. What's the timetable here we're going to do? So we don't go on with Sam Lucida until 3.40. This was supposed to be Larry Ellison's. If you're just joining us, Larry Ellison is not here at Oracle Open World. He had something better to do, which was to watch his America's Cup team compete against the Kiwis. If you didn't see the Team Oracle USA came back, tied it up in the penultimate race, the final is tomorrow. So we're going to be going back with our guest coverage at 3.40. I also want to mention, John, next week we're going to be at the Splunk.conf conference. We were there last year. Splunk.conf's great conference. Splunk is innovating in big data. Splunk is a company that essentially takes log data and makes sense out of it. Helps a lot of IT customers. We're also going to be at Strata and Hadoop World. The cube will be there. And then we hope to be at IBM IOD. We were there last year. We'll see if we're going to be there this year. We're going to be at Amazon Reinvent. We're also going to be at HP Discover. So very excited about that. So some news coming up from the keynote. Oh, by the way, HP Discover is in Barcelona. I just wanted to give a little talk about it. Great lineup for the fall window. Also we've got, on October 9th, I'll be hosting a panel with General Electric's CEO. Jeffrey Immelt. You're going to be hosting a panel for Jeff Immelt. That's awesome that you were selected to do that, John. Congratulations. They're doing the industrial internet. It's a really big deal. A lot of top customers from United, Vice Chairman of United Airlines, Big Oil Shell, Standard Oil, top industrial companies talking about big data. That's going to be Mines Conference on October 9th in Chicago. I'll be hosting them. You going to ask them about metadata? They need big data analytics. That's fast. That's machine data. It's Joe Tucci talking about the industrial internet. Some breaking news here from the keynote on cloud storage since we talked about Nervonix is Oracle's infrastructure as a service will support OpenStack. Private public cloud building. We heard that this morning from Thomas Curian. Interesting. Yeah, so I think Oracle has to support Embrace VMware. It's got to support OpenStack. I think eventually Oracle's going to have to open up its APIs to things like hybrid columnar compression. It won't initially because it's going to use it as a competitive advantage, but Oracle has to balance that fine line between competing and endearing itself to its ecosystem and its customers. Well, Dave, I think OpenStack is the hottest area right now and certainly Oracle is going to look at OpenStack as a, what does Pat Gelsinger call it? Incremental opportunity, market extension. Well, you know, again, this is where I give the oligopoly credit. You know, 10, 15 years ago, by the oligopoly, I mean the large established IT players like IBM, HP, EMC, the cartel, Oracle. 10 or 15 years ago, they would have poo-pooed anything that threatened, you know, their cash flow, their largesse, their install base. Today what they do is they're smarter than that. They look at the trends, they talk to their customers, they stay close to their customers, say, you know what, we're going to look at that as an opportunity. We realize that if we don't, we're going to get, we're going to turn into the next, you know, prime Wang, DG, and deck. So I give them a lot of credit for that. I think you've seen it with VMware. You're now seeing it with Oracle, not to the extent that you see it with VMware embracing OpenStack. But you know, here's the thing, John, we've done some research in the Wikibon community and we have seen that 50% of the customers say, we are willing to risk lock-in to get function, to get integration, and to get single-stack simplicity. Now, that's an interesting trend. Only 15% say they're dogmatic about open source. Now I say only 15%. That's a good toehold for initiatives like OpenStack. And as you and I have talked about over time, we think that open source ultimately matures to the point where it wins in the business. You certainly saw that with Linux and you've seen it with other initiatives. You're seeing it now with a dupe. And so a lot of news out there in the web, Dave, obviously Microsoft passed on BlackBerry. BlackBerry, obviously announcing a deal to go private. Huge fall from grace. BlackBerry was called the CrackBerry back in the day. The smartphone, first real smartphone in the market. And ultimately, the iPhone just killed it. I want to give another shout out to Furrier. You actually have some really good calls. You and I were talking, I was actually prepping for a meeting that I had with a client on Microsoft that followed Microsoft for years, but I really didn't know the inside baseball as well as John did. And you said, the big question is, this is before the Nokia acquisition, you said the big question is, will Microsoft try to do an Android-like, Windows-like ecosystem, or will it try to integrate like Apple? You said, my bet is it's going to be more of an Apple vertical integration. Two weeks later, Microsoft announced getting it to the hardware business in earnest and in bot Nokia. So another great call about you. I appreciate it, Dave. But ultimately, this is back to my comment around not having an edge device for these manufacturers. Look at Microsoft. They were a software company now with their own device. HP is a hardware company trying to be software company. So we see the bright spots within HP back to our HP conversation. Vertica, George Kedifa, that organization. So the tail's wagging the dog. HP becomes more of a software player. Microsoft becomes a hardware player. I mean, come on, what in the world are we living in? Well, I've said this a number of times. HP absolutely has to increase its software content. HP brags about it being the sixth largest software company in the world. It's a ridiculous data point. I've said this to George Kedifa. I think they should stop saying that and just focus on increasing the proportion of HP's revenue that comes from software, whether it's through acquisition, which Meg will start to make. I think Meg's going to start making acquisitions once she pays down the debt. I think all those acquisitions need to be in software companies, new emerging software companies, the autonomy acquisition. We can go on and on and on about that. They've got to leverage that autonomy acquisition to get some value out of that. But HP absolutely should be within the top three or four software companies in the world. So check out CrowdSpots coming up. Keep an eye out for CrowdSpots and CrowdChat.net, our new product where we go out and bring group chats on Twitter, LinkedIn, Facebook, whatever social networks in the crowd. And Dave, keep an eye out for our, my new Twitter handle where we'll be rolling this out, not just in mine, I'm using it now. The CrowdCaptain. Yes, I've been contacted by the CrowdCaptain every now and then. The CrowdCaptain is out there. You got the guy from The Love Boat, the Captain of The Love Boat. I mean, ironically, Twitter just announced today that they're creating a new Twitter handle called MagicRex, Magic-R-E-C-S, essentially to do what the CrowdCaptain's doing, which is make recommendations for people. This is the future of the internet. This is the social media. Being connected is one thing, but having the intimate relationships with others is what we see the future is. And that's what theCUBE is all about. That's what SiliconANG, the Wikibon's all about. We will be providing recommendations, kind of like Follow Friday, but doing it in vertical markets. We're going to be using the CrowdCaptain, Dave, to bring thought leaders in to chat and use our recommendation engine of CrowdSpots. So I want to talk about CrowdSpots, I want to talk about what's trending right now at Oracle Open World. Oracle Open World 13, the hashtag, is obviously the number one trending. EMC was number two all morning during the Joe Tucci keynotes. It's still trending, it's probably around five or six. Oracle's trending the cloud. America's Cup is number four. Keynote, responsive design. I love CrowdChat because what was happening is the spammers were spamming the Oracle Open World, O-O-W-13, hashtag this morning. Man Crush Monday got in there yesterday. I showed you this morning how much spam there was in the hashtag. Well, the machine learning capability of CrowdSpots has virtually wiped that all out. I love it. So you're able to get a much better signal now. The CSC is also trending. CSC's on the news. So, yeah, they're making some moves as well. And if you look at the trending stories, that's the other capability I love. This morning, EMC's still trending. It's a story about EMC Networker. I guess the EMC social media crew is pumping that out. They just surpassed SiliconANGLE TV for a second most shared link. Oracle Open World is live. So we track the links that are being shared. Actually, if you look at our two numbers to combine scores, we're actually in second place behind Oracle. So EMC's now in third place on trending stories, not trending tweets. Stories are what links have been shared the most. Right now, the number one shared link for today at Oracle Open World is the live feed. And the number two shared link is SiliconANGLE.tv. That's us. And the third most shared link is the EMC Networker 8.1 video for Oracle. That's amazing. Targeted to DBAs. And one of the things you've seen, and we're going to talk to Sam Lucido about this, EMC focused on the keynote this morning, which I thought the keynote this year was way better than last year. Last year was sort of all over the place. It really wasn't clear on the messaging. This year, the messaging was crisp and right on the DBA. If you're going to be at Oracle Open World, you're going to spend a million bucks. You better talk to the DBAs because those guys got the juice. EMC did that this year. I thought it was really well done by Tucci setting up Jeremy Burton and Sam Lucido actually gave the demo. So that was good. We're going to talk to Sam about that and what EMC brings to the DBA. This is a big, big move in the install base. EMC has 80,000 customers. It doesn't typically sell to the DBA. It sells to the infrastructure heads, but the DBA and the application heads are where all the action is, John, inside Oracle. You know what's interesting on the trending dashboard here? That's a black swan in my opinion or an outlier and this data is the responsive design. So you're seeing a lot of developers here. So if you look at the data, if you want to get some insight out of what's going on in the vertical, is responsive design is a trending topic. So what you're seeing being discussed is the agile developer kind of DevOps. That to me is a trend indicator, Dave, that this whole world is colliding with the DevOps culture. We were just talking about how, you know, Yahoo, Google, Facebook, Twitter, all these web scale companies are creating the DevOps movement. It's kind of, you can see early on, we'll make a call right now at 2013 that Oracle Open World for the next two, three years will be very heavily DevOps focused. And that makes a lot of sense if you look at what's trending, right? Yeah, talking about don't miss your audience, how to prioritize in the development process. And these are critical factors for developers. The whole developer thing, the DevOps piece, you know, agile moving into DevOps and beyond DevOps has really changed the way in which applications are getting created and deployed almost in a disposable sense, John. It's amazing. Oracle Cloud, again, this is Cloud Meets Big Data, Cloud Meets Storage. Again, Dave, back to our 2010 Storage is Sexy theme. We talked with Joe Tucci about, storage is still to center the value proposition, still today. Well, even Ellison says, he's got that little clip, it's not the, you know, PC age, it's not the smartphone age, it's the information age, they call it. EMC strategy has always been around the data, made that bet, Dick Egan made that bet, you know, 30 years ago. Everybody else said, all right, we're going to invest in servers. And look at the server business today, it's just a bloodbath. So, it's all about the data, John. Well, any other observations on the crowd spotting from your standpoint? Well, it's just, you know, we talk about real time, people trying to make Hadoop real time. Crowd spots, it is real time. It's a fantastic capability. Crowd chat, crowdchat.net, you know, I love it. I think it's a, maybe we should describe what it is. It's essentially, you remember the old AOL chat rooms like an IRC channel? It's like that, except the difference is it's open, it's public, so everything that gets published there gets also published to the web, to the internet, to the Twitter rather. Yeah, but the crowd spots are essentially people in the crowd and their activities. And we have a technology that can monitor that and it's proprietary to what we do. But right now for the Oracle Open World hashtag, which is essentially Oracle Open World 13, Oracle Open World, you know, general, a few keywords, social keywords, there's 9,449 unique people identified on Twitter, 36,000 total tweets, eight tweets a minute, that's down from 27 tweets a minute, which was the keynote flow. So that's, you know. Yeah, I believe it when Oracle says there's 60,000 people here. And it's actually, it sometimes doesn't feel like that inside of Moscone, but when you walk around the streets of San Francisco, you definitely feel like there's 60,000 people there. The reason I bring that up, we're talking about 9,400, 9,450 people that we've identified unique people tweeting at this event, would you say 37,000 tweets. Those are good numbers for, you know, we're day and a half into the event, John. It's pretty amazing. Okay, so let's take a break. We're going to come back. Any final words on this segment and the keynote? Yeah, so obviously you hear a lot about cloud. You hear a lot about, you know, Oracle's integrated cloud. I think they're delivering a lot of the capabilities. In the war of checkboxes, Oracle salespeople can check virtually every box there is. So Oracle we've seen go from, you know, five years ago, four years ago, Larry Ellison denigrating cloud. They're all in on cloud. They understand that their customers need it and they've got an offering there. And like I said, it's a high rent district, but a lot of customers, CEOs, CIOs are willing to pay those rents. Okay, this is Silicon Angles coverage. Breaking news, Larry Ellison did not make the keynote. 5,000 people leave in droves. America's cup is tied at 88, final sailing race tomorrow. For all the marbles for the cup, will America retain the cup? Congratulations to Larry Ellison on that win. Disappointing and sober moment for the folks here at Oracle Open World. But hey, better news tomorrow. If Oracle wins, if Oracle wins, then they will be in the big party race. We got people photobombing us from here inside the cube. Got to love that. I'm John Furrier with Dave Vellante. Stay with us. Like that scene in Rocky, John, right? Hey, to meet guys in the picture. Okay, we'll be right back. Come back for more coverage. Great activity here. John and Dave will be continuing the commentary throughout the day. We're right back after this short break.