 You're watching the queue. Welcome to our continuous coverage of AWS re-invent 2021. I'm Dave Nicholson. We've got an amazing event that's been going on for the last four days with two live sets, two studios, more than a hundred guests, and two very distinguished gentlemen here on the set with us live in Las Vegas. I'd like to welcome Krishnamohan, Vice President and Global Head of TCS's AWS Business Unit. Welcome Krishnamohan. Thank you, Dave. And also with us Aditya Jagapal Nagarajan. I hope I did your name justice. Perfect. I try. And Aditya is Head of Strategy and Business Operations for the TCS AWS Business Unit. Krishnamohan, starting with you, tell us about TCS and AWS over the last year. What's been going on? Thank you, Dave, for having me here. It's great to be in person, actually. Back in re-invent, back in person, 25,000 people, but still we have pretty good measures, health measures that way. So very happy to be here. TCS AWS Business Unit has formed three quarters back and we actually had always AWS partnership, but we actually felt that it's important to kind of have a separate business unit, which is a full stack multi-dimensional unit, providing cloud migration, modernization across applications, data and infrastructure, and also main focus on industry solutions. So it has been a great three quarters and our partnership only enhanced significantly. Predominantly what we're actually seeing in the last one year, the cloud overall transformation, I think it kind of taken a different shape. It used to be cloud migration, modernization, cloud native development, but from there it has moved to enterprise transformation that's happening on cloud and specifically AWS, a majority of the time. So with that we actually see a lot of customers. Broadly you can categorize them into three, cloud for IT, cloud for business, and cloud for innovation. And we're definitely seeing maximum traction there with our customers across the three categories. So I'm super excited to be here at the re-invent. Couple of our customers were in the keynote, both Adam and Doug, Western Union was the keynote, Shelley covered it, Western Union transformation in the partner keynote with Doug, and very happy to see Linda cover the transformation in the United Airlines with Adam. So it's really great to see how we are helping the customers on the transformation. That's definitely the way that we see. And we have made significant progress on the overall in the last three quarters. And these kinds of wins and business transformation that has actually happened is what resulted in TCS, getting the raising star GSI award for US. So I'm pretty happy to actually carry this little thing here. Is that what this is? Absolutely. So it means a lot because our customer kind of reinforcing the value that TCS along with AWS is bringing to the customer. So I wasn't going to say anything. I just assumed that you were a 2001 space Odyssey fan and you just brought a version of the monolith with you. I wasn't sure. Congratulations, that's quite an achievement, especially in the relatively short period of time. And especially with the constraints that have been placed upon all of us. Did they give you like a swag bag with a bunch of, with a, you know, like they do at the Academy Awards? Are you familiar with that? We had a great fun event on Monday afternoon. Fantastic. Yeah. Aditya, talk about, you're a consultancy. Your organization is a consultancy. Talk about how you engage with the customers that you're helping to bridge the divide between what their business requirements are and the technology that AWS is delivering. Because I think we, I think we all agree that everything we're seeing here from AWS is wonderful. But without an organization like yours, actual end users, actual customers have a hard time driving benefits. So how do you approach that? Firstly, thank you Dave and thank you for the cube for having us here. And just from what Krishna talked about, the three layers of value creation, the cloud for IT, cloud for business and cloud for innovation. We see the journey's client's take to start with how they look at IT modernization and go all the way to business transformation and look at ecosystem transformation as well. For example, we just heard about Western Union and we just came off a one with SWVC where they are completely modernized the payment systems on AWS and TCS has been the partner for transforming that for them. And that not only just means the technology layers but also reimagining business processes in the cloud. Moving on from the financial side, if you look at the digital farming for example, we have been working with some of the leading transformative players in the healthcare industry and in the manufacturing space to look at helping farmers with AI, right? And helping them look at how they can ensure better analytics and drone capabilities for digital farming. Drug trial development and acceleration for time to market has been a front and center for all of us in the last two years where we've been helping pharmacy organizations get better and able to bring up drug trials and reach the end customers better with cloud. So these are various examples here. I want to poke on that a little bit. So when TCS is engaging a customer say in farming versus pharma, how much of your interaction with them is specialized by industry vertical or specific area expertise versus the generic workings that are going to be supporting that effort in the background. What does that look like? Are you going in first with a pharma discussion? First with a farm discussion as opposed to an overall discussion? It's a great point you mentioned Dave. So because that's the sort of essence of TCS. So the way we look at it, we actually appeal to the industry specific. So our domain and contextual knowledge is very important to appeal to the customers and to the very stakeholders. No longer are the days where you talk about technology as a means to an end. We talk about how end customers can benefit in that context of what they're going through in that industry and how can then technology be part of that strategy, right? So hence, as you rightly said, domain and context first, followed by technology, powering the outcome. Even though pharma and pharma sound a lot alike. I can assure you they're very different. And they may share some things in common. Yes, very, very different. Chris, now talk about your go-to-market motion. How are clients aware of TCS? Do you have teams that engage clients directly and then bring AWS into the conversation? Or are you being brought in by AWS? Is it a combination? What does that look like? So very good, relevant question. So our GTM strategy is TCS has been in the, serving the enterprise customers and IT transformation for 52 years now. So we have a huge base. But specifically from an AWS BU perspective, we are focusing on selective verticals. Panking financial services and insurance is large, life sciences, healthcare, and travel, transportation and hospitality. So these are the verticals that we're actually focusing on. And given our presence in the enterprise sector, we already have a direct sales teams. We are engaging with the customers directly on enterprise transformation and business transformation. And once we have that conversation, we actually take all of these solutions that we have built on AWS and along with AWS. There are few customers in the last three quarters after forming the AWS business unit. One thing that we did is with AWS, we are proactively going and identifying the logos and the customers. And with the focus not on technology, with the focus on how to solve their problems on the business side and how to create new business models. So it's kind of both. We bring in, AWS brings in logos as well, so green field accounts. And as well as our contextual knowledge of the industry is how the GTM is working out and working out pretty good. You mentioned that you've been at this for 52 years. You must have been very young when you started doing this. Talk about the internal dynamics. So think of TCS, the larger organization. You represent the AWS business unit. TCS has been doing this for a long time, predating what we think now of as cloud. I'm sure that you have long existing relationships with customers where you've been doing things for them that aren't cloudy. And those things keep the lights on at TCS, right? Important sources of revenue. Yet you're going in and you're consulting and saying, hey, you know, it might be better for you, Mr. Customer, to work with AWS and TCS, as opposed to maybe being at a data center that TCS manages. I mean, how do you manage that internal dynamic? You've got to have people at TCS who are saying, stay away, that's my revenue. Don't move my cheese. What does that look like? Very valid question, Dave. So the way that TCS is actually looking at is twin engine strategy. There's a cost and optimization strategy which we have. We saw the customers and operations running the BAU, if you will, business as usual. Then you have something called growth and transformation. So as a strategy that we are very clear that the path of business transformation is growth and transformation channel. So we as a company are very comfortable cannibalizing our C&O business because we want to be relevant to the market, relevant to the customer, and relevant to the partner ecosystem. So the only way you're relevant is actually to challenge yourself, cannibalize your own business, and for the long strategy of looking at how to grow. And that's how our twin engine strategy is working. And there are a lot of customers where we have developed our contextual knowledge serving 20 years, 25 years of the customers. We know how they work, how what their business is actually, what's going to be the future of the business. So we are in a better position to actually transform them. And as a company, we are ready to cannibalize our revenue. So Adi, give us an example of working with a customer and give us an idea of what that customer's perspective is in terms of their place on the spectrum of, I don't want to move anything if I don't have to, versus hey, you guys can't move fast enough to deliver what I want. Where are you seeing that spectrum of customer requirements at this point? Do you feel like you're having to lead people to water still? Where are we with that? Well, if you asked me this question a couple of years ago, it would be about, look, here's a beautiful water and the lake looks good. Why don't we spend by the side and see what it tastes like? Now the question is, how much water to drink? So the point being that customers have fast realized that cloud is not just an IT decision. It's a business transformative decision. So if I may just go back what Krishna talked about, the dual engine strategy, a clear testament to that is some of our relationships, or most of our relationships for the matter has been over two decades with our clients. And that's a perfect indication of being constantly relevant for them because as their models change, as their markets change, customer expectations change, we need to constantly innovate ourselves. Yeah, you're innovating your business just like they are. Absolutely. So as we say, you're in the boat with them and you're going through the same changes. And so coming back to the question which you asked, the point was we give them a point of what experience they can have with cloud by each stakeholder. The CIO wants to look at how we can look at better sustainability of their operations, keep the lights on, as you said, enhance stability with more automatable capabilities, looking at DevOps. The business is completely looking at how can cloud fundamentally change my business model? And you have both these stakeholders coexisting with the same outcome towards enterprise transformation. And that's the experience which we work with them to shape, to say what their starting point is, where would they like to go, and how can we go through that with the journey. What's interesting here is nobody has all the answers. Neither is AWS nor customer, the TCS, but we are here to create a culture of discovering the right goal and the right answers. It's very important. That's the approach to getting it working. Krishnan, our last minute together, you've just received the Rising Star Award. 2022 is rapidly approaching. This doesn't put any pressure on you at all for 2022. Because people are going to ask, well what did those Rising Stars do again in 2022? Yes, do again. What's on the horizon? What are the two of you excited about for next year? I think we are super excited with how AWS, you know, definitely in Adam's keynote. If I had to take a couple of points that I'm taking away, is in addition to enhancing their core cloud capabilities, but if there's pivoted on industry solutions, the fin space that they have announced and the industrial solutions that they have announced. So that is where it very clearly aligns to our strategy of TCS, helping customers look for change their business models, implement new business models, create ecosystem play. And that's basically where we are really super excited. And another point which I took from Adam is their focus on Edge, with IoT and private 5G. And that's very, very important when, especially when you look at it, both IT as well as the OT transformation. So we are super excited with the potential. All the new bells and whistles AWS has rolled out in the last four days. And looking forward for a few more of this. Congratulations again. It's a fantastic acknowledgement of what you've been able to do over the last just three quarters, as you mentioned, closing out 2021 in a very, very good way. Looking forward to 2022. Thank you gentlemen for joining us today here on theCUBE. And thank all of you for joining us for continuing continuous CUBE coverage of AWS re-invent 2021. We are the leader in hybrid technology event coverage. I'm Dave Nicholson. Stay tuned for more from theCUBE.