 Live from San Francisco. Extracting the signal from the noise. It's theCUBE, covering Oracle Open World 2015. Brought to you by Oracle. Okay, welcome back everyone. We are here live for day four coverage, day three, day zeros on Monday. This is theCUBE, our flagship program. We go out to the events, we start with the signal and noise. theCUBE is powered by SiliconANGLE Media, which is SiliconANGLE.com, publishing SiliconANGLE.tv, the CUBE, web TV, and of course, wikibond.com research. And we are on Howard Street where it's closed down, with 60,000 attendees at Oracle Open World. We just heard the post keynote coverage here. We got the keynote from Dave Donatelli. I'm John Furrier with Dave Vellop. They're Stu Miniman and Brian Casey, all analysts from wikibond.com. Dave, good to see you. First take on Dave Donatelli's first keynote as an Oracle executive, EVP reporting to Mark Herd, really has the DNA from formerly HP, formerly EMC, really laid out a bold statement that the end of the era is here. It's a big picture phrase, and then drilled down with speeds and feeds. We had Juan, then we saw John Fowler, really going into the meat on the bone. Dave, your take, Dave Donatelli's first keynote. Well, you know, it's interesting. Dave Donatelli said, I've been there before. I was basically alluding to the fact that he was at EMC for a number of years in HP. He's seen mergers. He talked about a number of companies that have died. I want to step back, John, and just point out that when Oracle bought Sun, I would say, I said at the time, it was one of the best acquisitions in the history of the computer industry. I'd put it right up there. Well, maybe behind VMware, and perhaps right up there with IBM's acquisition of PwC. What Oracle was able to do when it bought Sun, everybody thought it was going to jettison the low-end hardware business, keep Java. What it did is started on the journey of engineered systems. The interesting thing about that acquisition is Oracle was able to get back to its revenue multiples, its profit multiples, pre-acquisition. So if you look at Oracle, it is from a valuation standpoint as valuable as it was before the acquisition. Why is that important? It's important because Oracle is a software company. So it's getting valued as a software company, but it owns hardware assets. Cisco can't do that. EMC certainly couldn't do that. HP is trading at 45 cents on the dollar. Dell, before it went private, was under a dollar for every revenue dollar that it brought in. So Oracle is a powerhouse getting software evaluations, but it owns hardware. Guys, we're getting some commentary and engagement on CrowdChat from Phil Dunn, who's brought us up to the point we were talking about while Kino was going on. Is it a build-it-yourself generation, or do you buy or build, certainly in the tooling market we've been covering here in theCUBE for multiple days, people will build their own tools, but will people build their own platforms and where's the competitive advantage? And he also comments, as he talks to a lot of Oracle customers, he says for the thousands, hundreds of customers he meets every year, customers are tired of being integrated and don't have the R&D to acquire, assemble, and keep the stack running efficiently. That's why the engineered systems is booming. Thoughts, Stu, Brian, start with you, Stu. Yeah, so John, absolutely we agree in the movement of systems. Wikibon was very early talking about converged infrastructure, and if you look at how hybrid clouds are coming today, I want to build that stack, and customers have told us many times, I'd like to kind of have the same management, I'd like to have the same operational model, both what I do on-prem and what I do in the cloud. I mean, Oracle takes that to the extreme. They have the full stack from the silicon all the way up to the application. They want to really control it and they can really hyper-optimize it. They're not the only one hyper-optimizing it. People would say that Amazon is a commodity. Amazon hyper-optimizes. They know their applications, they move forward, and we said it's kind of a continuation of the stack wars that's going on. It's a big ecosystem here at this show, John, been talking to them all week, and there's a good battle for kind of Oracle versus everybody else. Brian, obviously this is the engine of innovation, John Fallow, Dave Donatelli. It's in the engine room, it's the speeds and feeds, but really it's power in the applications, ERP, CRM, HCM, and then a slew of ISV or building solutions. The past layer is critical there. Is this relevant? Does it all hang together? Is it just the same stuff that Microsoft's been doing and VMware's been touting? Does this hang together? Well, I mean, they made a lot of bold statements this week. A lot of the industry's saying software's eating the world. Oracle's kind of zigging when everybody else is zagging and saying we're doing software to hardware, chip to application. It's going to be interesting to see if the new application developers buy into that model or if this is really just a great chance for traditional Oracle people to move to the cloud. Dave. I think the other thing you got to remember, too, is a two trillion dollar business and Oracle's got 40 billion of it. So you can look at that as half full or half empty. The good news for Oracle is there's a ton of upside. The flip side of that is there's a lot of places where Oracle doesn't do business and those horizontal players still have opportunities. Dave, we had the opening keynote of the Golden State Warriors were on there and it was a sports metaphor. Obviously they won the championship last year, they did a big event last night, but it really is sports that takes the IT approach now. Managing your team, managing your company, managing your fan experience, that's an IT culture now. You had made a comment on the build versus buy as Scott McNeely's quote. You're either a car builder or a car dealer. You really can't be both. Maybe you can. What's your thoughts? Well, I mean, you're right. You want to be a car maker. Oracle clearly wants to be a car maker. Now, in the case of Scott McNeely, that didn't really work out that well, right? Dell was the example of the car dealer, but at the same time, look at what Dell's doing. Both models can work. Car dealers can make a lot of money, but the real big dollars, the barons of industry are the car makers and that's what Oracle wants to do. Just a comment on that. I mean, Oracle has one of the crown jewels in IT. They've got an application that is super sticky out there. Customers aren't just going to leave it. Migration costs are so high and this is what runs customers' businesses. When we talk about why do I buy infrastructure or why do I even do applications, it's about business outcomes and Oracle's great at doing that. Guys, they have to power a lot of applications on top of that, so the database is core in memory. Back to the car analogy we saw and then Dave Donato's comment about the end of an era, EMC, IBM and all those guys kind of fumbling and is Oracle trying to position this as the Tesla? What Tesla did to the automotive industry, a whole new car, whole new engine, whole new way of doing things, is Oracle kind of the Tesla of the IT? Well, to me, the bottom line is cloud. Everybody knows that homogeneity accelerates cloud. The problem is it's hard to do homogeneity unless you own the application stack and that's Oracle's unique advantage. So yes, in a way, they are. If Oracle can win this platform, they have a broad set of Oracle on Oracle. If they go beyond the red stack, and the final two minutes we have here, I want to get your thoughts, if they go beyond the red stack and then can win the ISV explosion of apps in this new modern era, can they take winner take all, winner take most share in cloud thoughts? To me, the one, so a lot of bold statements about has and sass, the one thing that might worry me if I'm an Oracle executive is, you've got CIOs coming on stage saying, those applications are no longer business differentiated. They're commodity to my business. The things that are going to differentiate my business, I'm building my own platforms for those. So that's got to concern Oracle a little bit in terms of their platform strategy. Stu, final comes, we have a few seconds left. Anything you want to share? Yeah, so it's great to see strong executive team. As Dave mentioned, the piece of Oracle coming together, the enterprise has been a little slow to get to the cloud and Oracle's intersecting it right at the right time to be ready for this next battle. Okay, final comments from you. This is with the crowd captain on Twitter was talking about the management team wars, how the big acquisitions, the big consolidations, the team with the best management team will win. You're seeing Oracle stacking the Dextron price, new executive, got Dave Donatelli, obviously Dell just acquired all the EMC talent. Is this a new normal? Well, Oracle's consolidating from a position of strength and it's going to be there for quite a long time. And you know, it's got a ways to go before it can go outside of that narrow value proposition. If this is the cue, we are live on Howard Street. This is the post keynote, post game wrap up, as we like to say, go to SiliconANGLE.com, that's our publishing, go to SiliconANGLE.tv, that's where all the videos are, go to wikibon.com, that's our research team of SiliconANGLE media. And go to crowdpages.co slash oow15, we're aggregating all the social content, the conversations that we are aggregating with our technology and also all the videos that we're curating there here from this show, Oracle Open World 15, crowdpages.co slash oow15 and go to crowdchat.net oow15, join the conversation. This is theCUBE live for exclusive coverage of Oracle Open World here on Howard Street. We'll be right back with more interviews continuing here on Wednesday, day four of theCUBE. We'll be right back with more after this short break.