 All right, so this is Stories of Growth and Competitive Edge with Cloud Foundry, which I came up with because we get feedback that particularly from our field organization, it's like, oh, all these case studies and stories from CF Summit and Spring One Platform and other places where Cloud Foundry users are sharing their outcomes. They're great, but what leadership executives need to hear is they need to know how is this going to help them grow, how is this going to help them compete. So this was meant to be just actually a very practical exercise for me to organize my thoughts and some examples. But of course, as I start to work on it, some other ideas come to mind. So I'm just going to zoom out a little unpopular opinion. No one actually cares about hashtag digital transformation. There's discussions that have already happened here about that word being overused and whatnot, but it's not just about it being overused. It's about that's not the part that matters. The painting in the background is Jan Hus. How many people here know who Jan Hus is? Okay, Molly. Or first of all, how many people here are breathing right now? Okay, so most people's arms are working. That was just a test. So Jan Hus was an early reformer in the Catholic Church based out of Bohemia in the late 14th, early 15th centuries. So a man who had some unpopular opinions and was ultimately burned at the stake for having them. We'll have a little bit of a theme around this kind of sideshow going on in late medieval, early modern Europe, but because I think there's actually some interesting analogies here. So unpopular opinions, right? They exist. It doesn't mean that they're wrong. So when you actually look at what really matters, this is going back to when I was a analyst, a financial analyst really, covering the software industry. My boss taught me about this triangle, which I'm now going to dub the Holy Trinity just to kind of keep with the religious reformation sort of mode. And basically, when you're analyzing any of these software companies and what they're doing, they're either helping to drive revenue, reduce costs, or decrease risk, mitigate risk in some way. And you can map any software company to this Trinity. And it's really also applies all to what you do with software inside of a company. And just to kind of keep with our theme here, triangles visually are very important. And so this is Da Vinci's Virgin on the Rocks. As you know, he used triangles in a lot of his painting design. So anyways, I just want to make sure that we're keeping with that really important theme. But if we come back to it and we start to unpack what some of these different points on the Holy Triangle represent, when you look at decreasing risk, you can split out at least two sort of threads within that. Security risk is an important one, right? We're not going to sort of spend too much time on that today. But it's worth noting that there's a role that Cloud Foundry plays in mitigating those security risks. Molly, of course, knows this very well. But there's also competitive risks. And this is sort of what's playing out at the business altitude. Then if you start to kind of unpack a little bit further, and you start to kind of work down from, say, what that increased revenue can mean, you can also sort of simplify increasing revenue into two different categories. You're sort of entering new markets or you're gaining share and something. Now, a third one would be that you are operating in an existing market that is growing tremendously. And if that's happening for you, then that's great. And that's probably not something that you're looking to transform around. So usually the areas where folks are trying to actively make change are around one of these two things, usually. So we're going to focus our talk around that. But as you can see that gaining market share has a relationship to the competitive risk side of the triangle. And so I just want to highlight that because there's this important kind of way of thinking about gaining share and competing is ultimately, if you're competing, you should be thinking about it in terms of how am I taking share? Because if you're not, you're sort of playing on the defensive. So focusing on the top of the triangle, the leading point of the triangle is sort of my point. Okay. So now we're going to break down and work through each of these potential vectors in the triangle. So let's start with entering new markets. So here's where I have a couple stories within each of these categories. And then we'll kind of conclude with some of the themes that you see across these examples. So Merrill Corp. How many folks here have heard of Merrill Corp? Okay. So they're not a household name despite the fact that they share part of their name with Merrill Shoes and Merrill Lynch, one that you wear on your feet and the other that does things with your money. Merrill Corp is actually, they've been around for 50 plus years and they're part of the transaction process with things like going public and M&A and providing kind of these very secure environments which actually derive, like this is derived from physical environments that where if you're going to perform one of these M&A transactions, there's a very regulated process around how you get access to see the financials as you're doing your due diligence. So now this is something that they recognized is changing as things are moving more digital. So they actually built a software product to meet that requirement in the market. The market was moving away from, we need these secure rooms to perform this into, we need a virtual room to perform this type of work in. So this is a potential competitive threat if they didn't build it, someone else would come into the market to do it. But it's really actually opening up a new market for them where they could also start to provide these services in areas where they didn't have physical presence before. So we're going to focus on that in the light of entering a new market. So they built this new software offering. They worked with Microsoft Azure, they worked with Pivotal and Pivotal Cloud Foundry. What was interesting is late last year their Chief Product Officer noted that this is driving double digit revenue growth year over year, and so it's all running on Cloud Foundry. So their ability to move quickly and you can see some of the metrics associated with their adoption of Cloud Foundry in terms of being able to shorten the release cycles and respond very quickly to adding new features. Mr. Fridell will talk about, if you listen to some of the expanded recordings and interviews with him, he'll talk about how important it is to when they have salespeople who are in the process of supporting a customer and there's a bug with their software to be able to go back and resolve that quickly, get that fix while the customer isn't waiting for weeks and weeks within a day. The problem is resolved. That of course makes their relationship with that field organization that is carrying the bag, as you know, to grow the business. It's their job to drive that revenue growth. They need to have an experience with their customer and the support organization that feels responsive. So you know they've seen this really healthy growth from being able to enter new markets and of course worth noting that also their work with Azure allows them to kind of spin up instances in data centers where if they need to be adhering to data sovereignty laws, the footprint that the cloud providers have in particular Microsoft for them allowed them to do this very quickly. So entering new markets, thinking about this as a confluence of cloud foundry providing kind of the speed at which they can respond to the market needs, but also taking advantage of the infrastructure abstraction to be able to work with cloud providers and operate on soil in the geographies that you are trying to enter as new market. So anyways, I think it's a really interesting example. Shield Healthcare was another one that was really interesting that I learned about. They're in the specialty pharma business and so specialty pharma is a little bit different than kind of a lot of your regular generics that you can just kind of go to your corner drugstore specialty pharma. This is what folks with chronic diseases or you know folks who are just diagnosed with cancer. These are the exotic prescriptions that aren't just sitting on the shelf in a local drugstore. So usually you have to kind of go through this cumbersome process of submitting paperwork and having a mail order service ship those to you. What Shields does is they've worked with the in-hospital pharmacy departments at research hospitals. Folks who are dealing with chronic diseases and things like cancer are often going to these kinds of facilities to get their treatment. These are where some of the best doctors in the world are and this is not something that their regular kind of general practitioner or pediatrician is going to handle. They're going to get referred to one of these types of research hospitals in many cases. So what they've done is they started with you know providing a lot of data around the specialty pharma. They built an actual software offering which allowed them to scale to be able to go into many more hospitals around the country. And they took a very user-designed approach to sort of be right there with these folks in the hospital specialty pharma department and solve some of the nuanced challenges around how to onboard patients right like you just walked out of a doctor's office with a pretty intense diagnosis you know your mind's probably spinning and it's like here by the way is a bunch of paperwork to go fill out so that in two weeks you might get shipped this specialty medication. What they find is that this leads to low adherence rates to those medications which then lead to re-hospitalizations. There's a whole cascading set of events so by building a piece of software that these specialty pharma centers inside the hospital can actually increase the numbers of folks who right there on site are able to enroll and get access to their prescriptions they're seeing a much higher adherence rate to those prescriptions which lead to lower re-hospitalization rates. It's actually very beneficial to the entire healthcare system it's helping their customers shield's customers which are these specialty pharmas increase their revenue by $150,000 a month on average in addition to the fact that they're getting higher enrollments rates and and just better overall care and patient outcomes. So a really interesting story to think about and they built this on Cloud Foundry and the ability to build this I encourage you to listen you know we have a read the article and listen to the podcast I was able to interview Brandon and Dan from from Shields a few months ago and you know Cloud Foundry provided the the abstractions to be able to plug in to the best of breed you know logging systems that's really important to build a HIPAA compliant application and to do so quickly it allows them to to run on cloud providers so they're using Amazon and using RDS as one of their backing stores in a HIPAA compliant application that they can now iterate on and build this type of software so this is a really exciting for me new story that I've recently kind of encountered that I think represents kind of hey changing the entire business model both Merrill and Shields have really become software companies right they've they've become SaaS providers in their existing markets that they're operating in okay let's talk a little bit about gaining market share so T-Mobile and I'm going to want to be really clear because I'm going to cite some things that are from T-Mobile's public filings and information that they've shared on their investor relations website and but I'm also going to talk about how they've adopted as many folks here have probably heard they've adopted Cloud Foundry for the last couple of years and really ramped up their usage internally and what I mean by that is the 300 million production transactions a day on the application service another million and now on the container service using Pivotal's container room Pivotal container service you know there's a number of different metrics they've shared all highlight things like having a 10x increase in their plan deployments really speaks to the velocity of how quickly they're able to get features out and respond to market needs but if you think about the industry that they're operating in the mobile provider space you know North America is a largely you know for the last 10 years pretty saturated right so there's not like extra people to go sell to pretty much everyone's got a plan it's a market share you know competition that's happening and you look back you know with the introduction of the iPhone T-Mobile was one did not have the iPhone which was a game changer for the whole industry and so they started falling behind now what's happened in the last four or five years under new leadership is making a lot of changes not just at the technology level but at the business level but at the technology level that's part of what's powering their ability to be very flexible and fluid in the marketplace so this is where there's I'm going to claim right that there is a connection but correlation causation you know we have to be careful around how we look at those things I can see Ian smiling in the back our resident astrophysicist x data scientist but what I've diagrammed here is you know their their revenue you know the for the service part when you go through their filings they've got other places where they collect revenue and I won't drag you through it the the ai's roughly speaking I'm taking this from public mentions you know Chuck Knossman was on stage about a year ago saying about 18,000 ai's you know you know more recently we've heard kind of the 30 34,000 ai's so try to plot that as best I could and then looking at their their their total customers right so the blue line at the top is you know the customers that they've been gaining the ai's is the gray line that's been ramping up and the revenue is that orange line all right so these are all moving in the the same direction and in the right direction and it so there's some amount of support that's happening what exactly is the the correlation related to I'm just going to leave it at that so there's some specific examples in terms of some of the the big monolithic systems that they have modernized right they've gone after some really difficult workloads which are the kinds of things that can really slow down that velocity this is a pattern that I've seen across a number of customers but here when you're talking about gaining share I think T-Mobile is a great example because their industry is sort of one of those it's pretty well understood in terms of the finite amount of mobile subscribers you're going to get in a market like North America okay so Dick's Sporting Good's another one that we've we've heard about here at the conference um it's a little bit less of kind of like well there's you know a pretty easy way to approximate the the exact market but um recently the the Wall Street Journal was writing up the the sort of transformation that Dick's has been going on and I'm not exactly sure who the Strategic Resource Group is but apparently they're actually analyzing this and looking at kind of the the retail market in their sector and see them on track to take a bunch of share right so this is probably a market that it is growing right we won't drag everyone through exactly what that means because I'm not an expert on retail or specifically athletic retail all I know is people buy a lot of Lululemon pants these days so apparently it's taking over just what people wear all the time but seriously like it's becoming a bigger part of the wardrobe spending but if you look at their their competition their competitive landscape with online retailers as well as all of their classic competitors this is something that if they're now being regarded as on track to to take a huge amount of share they're doing something right and if you look at kind of some of the things these are from there's been some new data points shared this week that I haven't necessarily been able to fold into this case study but you know we're seeing things like they're now getting their their very first MVP out in in six weeks 25 improvement in developer productivity after only a couple months it's probably higher now very little time spent on security patching and and faster load times which in any kind of e-commerce setting or even just supporting their in-store associates those fast load times are really important in this kind of consumer retail environment so this is another example where this kind of investment in both cloud foundry and everything that goes around it right in terms of you know the cultural change and the process change is all facilitating their ability to go after market share okay let's talk about some common threads and I think I know what you're probably wondering about which is what happened to all the reformation and you know the Vinci references so I just I want to make sure I didn't forget about that so I hope you didn't forget about that my conclusion here is cloud foundry is an important piece of the puzzle for gaining share and entering new markets certainly but it's not just about the technology so here we've got a a woodcut of you know an early printing press so between Jan Hus and his unpopular opinions that landed him on a highly flammable object and Martin Luther 100 years later nailing his 95 theses on the door of a church and sparking a much broader reformation and revolution across Europe there was something that happened movable type and the printing press was introduced into Europe from our friend Johannes Gutenberg now if anyone is like a dork around printing and late middle ages early modern history like I am show hands anyone else kind of in there thank you sir we'll talk later what's when you kind of go around and you see something that's about Gutenberg what what particular text are you most likely to see it's the Bible right so the ability of course to enable folks to read in their own vernacular and actually just read and interpret these texts for themselves as opposed to a clergy person was one of the principles of this reformation movement and so whatever your actual you know religious this is just a metaphor for kind of what's going on in terms of being able to empower other people right and so this notion of empowering developers in a different way I think has a you know an interesting parallel here but this piece of technology played a really important role in in the ability to kind of start to produce a lot more Bibles for more people to have on their own of course you had to complement that with literacy right so we heard this morning from Home Depot about upskilling and just skilling in general but you also kind of needed to have you know this was the tinder you needed to have the spark right and that's the kind of the reason and the why and that's really kind of what you know the Jan Hoses and uh and John Wycliffe's and other figures of this and ultimately Martin Luther you know they kind of had the why for what was going to run on this platform okay so um some of the things that I've kind of noticed as you look across uh these folks who are using cloud foundry in a really effective way to either enter new markets or take share one of those is um you know some bold leadership right going all the way up to the top in many cases uh Jean Laguerre of course is very famously sort of a disruptive leader in the mobile telco space very outspoken um and I was actually searching for you know a summary of his philosophy of course he's tweeted about it um uh with the shirt that he's wearing which I will not say out loud because it is um improper language for such a esteemed setting um and then of course Paul Gaffney CTO at Dick's Sporting Goods who similarly kind of has a very strong opinion about you know how the technology needs to support the business right like you know don't just get excited about those features you got to get excited when it's going to turn into revenue um so that kind of top level leadership um and vision I think is really important and shouldn't be underestimated the other thing that I think is really important in this is you have to be prepared to touch the transaction engines of the business you can't just create shiny um features around the edges that in no way enable someone to transact differently with you if what you're trying to do is grow your business whether it's taking share or in a new market um and so in many cases this is looking at stuff that I think is sometimes regarded as the electric third rail right no one wants to go deal with the main frame and no one wants to like deal with the database layer um and no one wants to sometimes kind of wade through all the security and compliance requirements but if you don't you can't really change your business that much you you know like some of those mobile apps that came out where it's like we need a mobile strategy they make a mobile app it's basically a pdf on your phone like those didn't succeed or pan out for anyone as a business transformation right but when you add a wallet and you let people load up money and pay with their phone now you have something that's a lot more interesting but you've got to provide a way to transact and you mean you're going to have to start touching some back end systems um so anyways some of the things that you're going to have to deal with and there's a kind of a nice quote from one of the case studies that meryl's provided that's like you know we started thinking maybe we can just kind of spruce up the ui because they had they had a piece of software before they re-platformed it on to cloud foundry they started with that and they they thought maybe just printing up the ui would be enough but they quickly realized that wasn't going to be enough um and so you know things like the integration with active directory was really important to them right so things like dealing with the data layer dealing with you know security and compliance right HIPAA from shields we heard how they've built a HIPAA compliant application they've dealt with that to make sure that they've met those requirements because if they're going to have a business around that this is a new market they want to enter in they need to deal with it um the app and the data refactoring as necessary uh this is sort of going after those kind of death star monoliths in the background not just the shiny stuff up front those are the kinds of things that unlock a lot more innovation much more broadly in the organization um but you have to remember it's like if you're trying to grow your business you you need the the cash register to be ringing somewhere so how is this integrating with any of those transaction systems um we talk a lot about cultural change and I think it's super important uh one of the areas that that I've noticed is especially here folks who are doing this really well um are thinking very differently about how they deal with failure um and so this to me is an important litmus test for your cultural change it's not just the you know the the pizza time and you know the ping pong time and the swag people love that don't get me wrong it can really boost some morale those things are all important to the learning aspect is important but there's how you deal with failure so once again I'm going to drag up my medieval history with the dance of death which acclimatized a lot of people to the notion of death when it was all around them during the black plague uh so you see a lot of artwork from that time featuring dancing skeletons and you know people from all walks of life right from the noblemen to the beggar because uh the black death doesn't care how much you have in your bank account um and I'm sure at the time it was a bank account with the Medici's but whatever um I'm sure their security was really tight um so anyways this kind of uh idea of what are you doing inside your organization to think about failure and to make dealing with failure something that is more uh accepted uh is something interesting uh Stephanie Mathis from State Farm and Josh a pivot colleague of mine gave a great talk the other day uh this was one of the the points I really like um the the some of the talks that Adrian Kockroft has given around not just the chaos engineering side of it right that um you know we saw this morning how this is being applied to Cloud Foundry at T-Mobile but really thinking about it in terms of you know this is the fire drill these are the routines that we can start to internalize so that we know what to do in these moments um that to me is a really interesting cultural litmus test um and then the last point I'll point out is the notion of measurement right knowing kind of if you know to some extent uh what you want to measure uh before you start going down changes and then being able to come back and show those measurements but it's not just the measurement it's kind of what you do with those metrics how are you integrating that into the way that you work um and so there's been a lot of interesting work with you know value value stream mapping and analysis of processes to to measure how long things take and slowly work that down that's a great example of how measurement fits in to being able to drive change that's just looking at a process though um so this Cloud Foundry supports a lot of great changes here in terms of you know hey how do we make things more self-service for those developers they're not waiting months that's a that's a metric that you can look at um how much time are we having to actually spend patching versus you know being able to automate and actually patch more frequently that's something that Cloud Foundry enables but what are you going to do about it in your organization so I love this example from Health Care Services Corporation where when they push to prod they actually have a little alarm that goes off so ways to kind of unify the folks that are working around the important measurements to this transformation okay I know I kind of blasted through a lot there were resources on each of the you know almost all the slides I try to provide citations for where you can get more information about that particular case study these are a couple other things that you know I pulled from as part of this I've got this kind of running theme around what I call the secrets of successful Cloud Foundry adopters PCI compliance was just an example of you're gonna have to go after the hard stuff right so embrace it with open arms take that on there's some great documentation out there about how to build in a PCI compliant way and a HIPAA compliant way the notion of running data platforms as products again this is another sort of thread I'm pulling on about going after the hard stuff and the way that you're thinking about your data and so I collaborated with you know one of our systems integrator partners who's been doing a lot of interesting work around this to put together a talk last year and then death and dev ops was sort of where the dancing death you know story comes from you can see the full version there that's it I'm just going to leave you with an opportunity to save $200 on spring one platform where you can hear a lot more and I hope to see everyone there so there's my discount code thank you