 Welcome back to theCUBE coverage of AWS ReInvent Executive Summit presented by Accenture. I'm John Furrier, your host of theCUBE. We're here joined by two great guests, Leo Barela, Chief Technology Officer at Decada, Doug Hellinger, Managing Director at Accenture. Gentlemen, welcome to theCUBE. Thank you, great to be here. So last year, Carl Hick joined us to discuss Decada's cloud journey. I know a lot's gone by, the pandemic didn't go away as fast as we hoped, but we're starting to see visibility of the future with cloud and everyone seeing cloud scale, it's refactoring of business models, new opportunities. How's it going? Well, I think it's going wonderful as planned, actually. And I can share with you that there are definitely some lessons learned while the plan was quite structured. We definitely discovered that maybe we should have actually had about 50% of our time in the planning for organizational change management and communication and because we definitely want to be able to kind of explain why moving to cloud is actually important to our business. And so if you were to actually do it again, I think we would probably put a lot more time in communicating the value of the program. And while basically now we're going to be able to move a lot faster than a year ago, I think the community of Decada is already, come around to truly understand the value of moving to cloud. You know, last year, Andy Jassy gave up on stage the keys to success for the cloud journey. You guys were in the middle of it. What was the big takeaway on your journey? Because a lot of people are having real situational awareness and doubling down on successes, identifying what's not working and being real agile. This has been the big, what's the big moments you had this year? Well, I can tell you that aside from the migration of our applications to cloud, which is basically table stakes for the elimination of our data centers. So at the end of the program, we're likely going to retain only few application in our data centers, but move more than 80% of our application workloads to cloud. What actually most excited about is really our new strategy around data as a digital platform enabler. So from now on, we're really going to be focusing on the value stream of Takeda, the understanding of digital platforms that we actually want to build to further consolidate and globally expand the technologies that we have, but all built on a data foundation that is actually governed across the community of Takeda. So data actually becomes the center of our strategy and then digital is basically just a way for us to actually interact with data, which includes applications such as machine learning and AI, which we were heavily investing in and we definitely plan on now leveraging more and more. Just to real quick before we go to essential for a second, I want to just double down on that journey dynamics because we're seeing and we've been reporting and the theme here this year at Reinvent is multiple workloads in the cloud, changing workloads, the evolution of workloads, data as the center of it, and then this cultural shift where you got these modern applications at the top of the stack, so you were AI's contributing, so you got three major innovation theaters kind of exploding. I mean, this is pretty, I mean, one of those is mind blowing, never mind all three. Yeah, and I can tell you that, I'd like to actually even further expand the circle beyond Takeda. We don't necessarily believe that a digital transformation is just about our own enterprise that is definitely fundamental, but the digital transformation is truly about connecting Takeda as a digital pharmaceutical company to the overall healthcare ecosystem and be able to basically transact with our partners in real time, which is the reason why we actually put data at the center because at the end of the day, when other partners wants to interact with our data, they should in real time be able to transact as if they were transacting on their own systems with our own data, especially the ACPs and patients. Great call, Don, your reaction because a lot of learnings, new opportunities, you're at the center of Ascension is doing a lot of great work, we've been documenting a lot of it as well. What's your reaction? Yeah, I mean, I just to amplify a lot of Leo's comments already, I think, if I think back on this journey with Takeda and AWS and Accenture as the power of three, I think leaning in to that has been a recipe for success. So as Leo said, we've definitely had some lessons learned, but being there with this power of three, I think has been enabling us to attack those challenges that have come up and really gotten ahead of those. I think the other thing you talked about is just all these different things coming together. Before the pandemic, we had done some research at Accenture that kind of had two groups of companies with the leaders and the laggards. And it showed the difference in revenue growth of the leaders that adopt technology and those that are falling behind. And really that gap has widened, but there's a new entrance of companies that have emerged, which is the leapfroggers. The ones that take advantage of all of the things like AWS has to offer in terms of the AI capabilities, the data capabilities, the foundational elements that are enabling them to really do this compressed transformation journey in a much shorter timeline. I think that's been the element that I think Leo, you and I have seen firsthand together with our AWS colleagues of us being able to really do this on a pace that I think has just been unseen or unmatched in the past. Yeah, before we get to the innovation pilots you guys are doing, I want to just jump on that topic for a quick second Don, if you don't mind. That's a really important point. I think the people who shifted to the cloud and re-platformed and then learned all the goodness and then refactored their businesses have done great. This notion of leapfrogging is people who move and say, hey, I'm going to re-platform and refactor at the same time, get the learnings from others, okay? They get the best practices. So the scar tissue from all the pioneers who have been playing in the cloud and got the benefits are also paving the path for others. This is actually a motivating cultural and personal kind of impact. Motivation, people are happier. What's your guys reaction to this culture of the cloud, this cloud leapfrogging and refactoring? Yeah, I mean, what I'm seeing and love Leo, your perspective on this too, but frankly, I think with the war on talent right now that's out there, I think companies are investing, whether they're leaders, whether they're leapfroggers in this digital platform, I think are attracting the best talent and actually making it a place where people can innovate. And I know we're going to talk about some of the innovations here in a second, but I think that is some a way to differentiate right now in the marketplace, given everything that we're seeing around retention and attraction of talent. I mean, being able to be on the front edge of this is quite critical in any company's view, but especially when you're trying to attract the best talent in developing medicines that actually save lives. Leo, jumping on this wave of moving leapfrogging, what's your perspective on this? Yeah, I agree that talent is key and quite frankly, Takeda would be a pharmaceutical company for the past 240 years. And now we're actually really starting to become a digital pharmaceutical power. And so part of the attractiveness of joining Takeda, for instance, is the fact that not only you actually get to be with a company that is investing heavily in digital re-skilling and actually training of people, but also you're connected to the mission of literally saving lives. So basically the connection of really this transformation to become a digital superpower and also the mission of really finding new medicines for people that actually experience, for instance, rare disease, it's quite exciting because it's the application of artificial intelligence, machine learning, where now you're actually really trying to find someone that is struggling and we're now actually connecting them to a cure that is drastically changing their lifestyle. It's interesting, the agility and the speed of innovation really kind of puts away the old analysis of like, what's the payback? I mean, if you can't see the value right away, then you don't know what you're doing. Basically people in the cloud would say, I can contribute in Elite Prog and get that value. This has been a big part of the business model. And one of the ways people are doing it is just getting involved, starting pilots, doing the projects. So I'd like to have you guys share the project that you guys have got going on with NurseLine. Can you share what you're trying to achieve and how has the cloud enabled you to innovate but also capture the value? And can you see it? Is there a big analysis? There's like a big payback. It's like you're buying this 20 year project. Or how do you guys look at this? I mean, the nimbleness of cloud and our ability to come in or fail fast is what's extremely attractive to the business, right? Because now all of a sudden we can quickly spin up a prototype. We can quickly actually put it out as a product and actually see how effective it is compared to traditional processes. So for instance, NurseLine is actually what we, it's one of the many innovation initiatives that we actually have going on. But it's specifically addressing one of our therapy areas which is our plasma derived therapies. Plasma derived therapies is actually, the supply chain actually really starts with the goodwill of an individual like yourself. Deciding to actually donate plasma that eventually is being processed and fractionated to deliver medicines that are life savings. In most cases actually they're literally life savings. And so what we're trying to do is actually make that experience as flawless and seamless as possible. If you have ever experienced going into Amazon Go, where you kind of walk in, you get some groceries and walk out and don't pass through a register. And it's the same type of experience that we actually want to provide where in the past when you're actually donating plasma, obviously it's a fairly invasive procedure because obviously you need to actually be in a bed and your plasma is getting extracted. But there's a lot of paperwork that you need to actually fill in. And what we actually did is now actually enable that through a digital experience where a donor that is actually approaching the center can now actually initiate a chat with Amazon Connect via Lex. And then depending on the priority, the donor is kind of assigned to a nurse that can actually be anywhere in the country. And now all of a sudden the nurse can actually initiate through Amazon Connect, a dialogue with the donor, answering some of the questions in the regular questionnaire. So now all of a sudden the nurse is actually filling up that paperwork for you. And that is actually done through the initiation of a video call and we're actually using Chime, which is again part of like the Amazon AWS services. And then basically upon the completion of the questionnaire there is actually an electronic signature that is being applied to the form. And so this is actually all happening while basically the person is actually walking to the center or walking into the center. And now all of a sudden the only thing that they need to do is actually having assigned bed and actually initiate the process of plasma donation. So all of this is actually done through microservices. Now everything that we do now is actually API enabled and obviously like many other companies right now what I should really think about microservices and the reusability of technology and reusable components. So we're extremely excited about the fact that now that experience can actually be carried on to other parts of the business that can actually leverage these technologies. That's a great example of refactoring. What's next for you guys, the division of censure. What's the plans? Well, again, I'm, go, go, go, don't. Well, I was going to say, I mean, I think, you know we started touching on it, experience, right? And how do we embed more technology experiences that we're all used to, I mean, you know to get into some of the return to office the easiest way for me to do some of the COVID testing has been using my trusty iPhone, right? And so as Leo talked about that experience part of this beyond just the therapies and attracting donors is really key for any business to succeed and thrive. Yeah, I think, you know if you think about, you've got the natives that are really more technology based you've got the pelotons of the world that obviously have, you know a platform but also a product you're going to see product and specifically life sciences companies get more into platform enabled services that they can provide outside as a service to others. And I think, you know the platform experience and the user experience the donor experience, all of that I'd say innovating in more use cases like some of the ones you just heard that's what's next and being able to use those APIs more even externally to do even more good for society. Leo, your thoughts? What's next? Well, you know we're actually just getting started, right? It's not, you know this transformation is now cloud enabled but we're systematically actually going through our value chain and trying to truly understand, you know our customers, you know again as a business we don't actually sell directly to consumers. So we're basically brokering through but primarily through HCPs and hospitals, right? To basically be able to diagnose a disease that can actually be cured with our products. And we do feel that, you know that there is actually a huge role that we can actually play because obviously we are experts in the field of, you know of the disease that we actually cure with our products. So basically the interactions like the one that I just described with NurseLine can actually be directed not only to the HCPs but also to the patients and the access to communities. And so we want to actually continue to provide platforms by which you know people that have experienced you know especially a rare disease can now actually really connect and share, you know the sense of community that basically is so very important, right? For someone that basically has you know the diseases that we cure. So again, I think that the systematic approach of APIs and actually making sure that the data is actually ready for say the FDA to actually consume to accelerate the clinical trials or to an hospital to kind of really understand if there is maybe a clinical trial that can be applied to one of the patients that is actually showing some side effects that you know or symptoms, right? That basically can be cured but you know with our products I think it's going to be you know ultimately the value that we can provide to society. And you guys are a great work and a great example to me and this really showcases the management philosophy of cloud and the culture of cloud where you take something like connect and you can refactor and reconfigure these existing resources in a way that creates value that saves lives and this is the new playbook. Congratulations on an exceptional story. I appreciate it. Thank you. Thanks for coming on us. Okay, this is theCUBE coverage where you just reinvent executive summit presented by Accenture. I'm John Furrier, your host. Thanks for watching.