 Going forward, what are you seeing as the key thresholds or linchpins for success or deployments? Well, first of all, I think that there's a tendency when we try to deploy cloud, we try to apply all the principles that we've been using in the past, and we've got siloed environments that are specifically aligned to particular business functions, things of that nature, and they want to come in and apply the design principles specifically to that. What we've found is that there really needs to be a change in approach to build the environment from an architectural perspective. There has to be a strategic focus looking at more than just a technical dimension. So one of the things we did over the years, we created a transformational model that helped address those components. We look at the architecture and technology piece. We look at the management infrastructure around software. We look at the governance, the finance, the security pieces, culture and staff, operations, and the portfolio, the actual portfolio offering to make the transformation. What did you say, portfolio? You're talking about the application portfolio? Well, the service catalog, the self-service portal, and the way that the cloud offerings are presented to the business. How they're packaged and presented to the business. And what about the application portfolio? Where does that fit in? Well, obviously, it's the notion of everything delivered as a service, right? So the whole idea, the promise of cloud, is having a particular service that meets the business's demand, whatever that is, a Salesforce automation service, a CRM service, you know, whatever, and packaging that up in such a way that they can gain access to it easily and simply and have it immediately. HP is known out there. Well, I've been impressed. I think may or may not be known by many people out there watching, but I've been impressed by HP's ability to integrate. You've got the networking group, the ProCurve. You've had the acquisition of 3Com. You guys have been really integrating in. Your blades, you've got management software. I mean, that's not easy to do. You guys have done that, and that's something that's taken a lot of work. Larry Ellison is talking a lot like that right now. So what I'm hearing with Fusion and, you know, fully integrated solutions, how hard is it to do? And what's your, you may or may not comment on what you think Oracle's prospects are for doing it is. I mean, HP's a big company. It's a little smaller than Oracle on a market cap basis, but, you know, still huge. How do you talk about the challenges around integration, specifically those key integration points? Let me share with you. I think that is the key factor of why HP is a leader in enablement of cloud right now. We have been strategically over the years acquiring companies, delivering solutions that are cloud-like. I mean, I've been in the trenches nine years doing next-gen computing. We've had a variety of different at point in time names for these solutions. Call what you want. Power plant, shared infrastructure utility. I mean, you name it. And what's happening is that's delivering a self-service function quickly to the business, scalable, elastic, all those cloud-like capabilities. And you hit right on. All of these pieces and parts you see coming together are software portfolio, our conversion infrastructure message, the acquisition of the networking piece. All of those fit together to deliver on the automated supply chain necessary to deliver cloud computing. HP is number one in that space. I'd like to, well, hold on Dave, I just want to drill on that a little bit. So let's talk about what that, what you just mentioned, but multi-vendor. Okay, Larry Ellison's putting forth a vision of Oracle, my way, or the highway. Okay, okay, that's cool. If you're an Oracle shop, that's great. You know, core business plumbing, it's like moving water from one side of the building to the other. Okay, you're going to run Oracle, great. But businesses aren't run that way anymore. They run with a lot of other stuff. Emerging data formats, different databases. How do you drop in in that multi-vendor environment? And what reference architecture in particular are you seeing emerge from that? And how do CIOs figure it out? What proof points or any data you can share there? What? Great questions, I mean, did they give you a cue card or something? I mean, this is just right down the pipe for me. We didn't even know you worked for it. No, that's great. I don't know, I just don't know anything. We follow HP, we know a lot of it. We have inner secrets about HP. That's right, that's right. Well, one of the things we recently launched was our various services around cloud. One particular was the reference architecture. There is a need for a holistic architecture regarding cloud. So what we realize is that cloud is going to be delivered often in a heterogeneous environment. It can't totally be one particular vendor. It's just, it's not even applicable to the cloud vision, right? Because IT is going to function as a service broker. They may select services from outside of their company. They may select them in an outsourced venue or even deliver them themselves. So it's going to be heterogeneous. The key is applying the right architectural principles to that. So we've created a reference architecture that allows our customers to apply our learnings so that they can actually design their cloud architecture and leverage that and move into the role of a service broker. What are some proof points you can just share with us around that architecture that you're seeing that are clearly nailed down and they're going to say this is a no brainer, it's done deal. Things that have to happen? Well, number one of the big things that you go into an environment is this notion of self-service portal, right? A lot of times clients, their heads are on virtualization today. And they're thinking, oh, I want to cloudize my infrastructure, right? So it sounds good on paper. But in order to do that, you have to look at a different life cycle. And you have to look at the idea of saying, okay, if it's going to look like the outside world, what do I have to do to make my environment look like that? So this goes back to service portfolio, having a self-service portal, setting that up so that someone can go to it, select the service they want, push a button and put the request in and allow it to be delivered in an automated way. A lot of clients fight that on the front end, but it's necessary to deliver on the cloud like this. Yeah, take the medicine. That's one. Another one is this notion of the networking piece. And I really love where HP is now in this space because we have the ability to address the network at the core, at the distribution layer, and at the edge. So when we look at that holistically, we want to be able to orchestrate the workflow across that, to deliver, move the workloads around, do the provisioning in a very, very rapid way. And the networking often is a breakpoint when you look at the orchestration today with a lot of the design models. So three weeks ago, we had one of your customers on, Carnegie Mellon, and they talked about how they essentially spun up a cloud within 30 days. Absolutely. Our cloud started offering. Yeah, that's right. So I wonder if you could compare that with what we saw from Oracle, the cloud god box that Ellison announced. I mean, how should our audience be thinking about those types of offerings? Well, the first thing is, I can't specifically talk about his offering because I haven't been under the hood. I haven't looked at it. I just flew in today, so I don't have the details on that offering. But I can talk about it. Good answer. Very good cooperative. It's basically cloud start, but he's offering fully integrated box. Well, let's not go as far as saying it's cloud start. We don't know yet. It might actually be better. Okay. Oh! Now you're hurting me, now you're hurting me. Well, that's the hype. Those that's the rumor. Oh, well, I'll go back to what I said. HP is the leader in cloud development. Okay, I'll go back to that. But no, what cloud start is, cloud start leverages the best of what HP has to offer. It takes our converged infrastructure. It takes our software portfolio. It takes the services and the experience we've had over years. I mean, my cloud advisor friends have been in the trends. We were a group that had been working together for 10 years. We've been bleeding together. We've been working with the clients. And we've packaged these things up into real world architectures that can turn it into a real offering inside the business. But your point is it's not just a box. It's not just a box. Absolutely not. Which is what we saw on stage, on Sunday night was a big honking box. We'll talk about database then. Let's pick up the database. What about database? The database is obviously a key piece of the chess game. SAP buys high base. Oracle has their database. We all know that. And there's other database emerging. There's no sequel. You got the Hadoops of the world out there growing. These environments and storage. Honestly, we know three parts. You guys acquired them in that big fight with Dell. Data is the key to the future. Mobility and it's powered in mobility. It's powered in all kinds of enablement. The database is the central engine. How do you guys look at that? And tell us about what HP's integration and cloud vision around databases. You remember I said we've been after this a long time. So as part of our IT transformation, in the mid 2000s, the IT organization came up and said, I want to create a shared database utility. They actually started with shared application utility. That was put in place and was operating from a self-service perspective before those tools and functional offerings really existed because we were innovating them. We wanted to drive better agility. We wanted to have better results from sharing. So the next iteration of that was the database. So we created a shared database utility. It gave us the efficiencies and the economies that we needed. We were able to share infrastructure to deliver them. Licensing costs were reduced. We were able to provision them much, much quicker. You know, it really, the database is there. It's a component in a multi-tiered architecture. The key is how do you deliver it in an efficient, economical way that's shared and gives traction to the business from a financial perspective and a business value perspective. On a scale of one to 10, 10 being super hot. Okay, where are we on cloud deployments? Are they still in the emerging proof of concept stages? I mean, everyone is talking about virtualization. It's a lot of sexy, it's intoxicating for IT guys. When they look at virtualization, new things can be developed around there and whether it's in a production environment. But, you know, people have been talking cloud as dev ops, test and dev. How do you want to look at it? On a scale of one to 10 being super hot, where are you seeing the market on a deployment basis? Real deployment, virtualization, so on and so forth. Well, you know what? We can look at the industry statistics with virtualization. There's a 30, 35%-ish, if you will. I mean, in the virtualization state, I think one of the reasons why we're at that percentage is because in order to go to the next level to have higher levels of saturation, you have to deal with transformation. These are things that we've recognized inside of HP. Just like we went through a transformation, you have to go through a transformational type offering. So it's more than just virtualization. But what we are seeing, I will say this about cloud today, and I'm excited about it. A number. A number, a number. I would say, now, actual deployments are people engaging the game. Engaging into the game. Jumping into the game. Engaging to actually do real deployment outside of dev ops and testing that. I would say we're six and a half, seven, and people jumping on the wagon right now. I have crews that are going around the country that are doing workshops and in customers' offices and every major enterprise that we're talking to wants to understand how to embrace cloud. One of the things we've talked about on Wikibon and SiliconANGLE is that we think the downturn in the economy last year accelerated cloud adoption by probably nine to maybe even 18 months. Do you see that? You know what? There was a need to share. And the economic condition drove it. But you know what else I think drove it? Tremendous offerings like the Salesforce.com, the Google, the Amazon type, global offerings where customers had an opportunity to actually take their credit card. And when IT said, no, I can't do it quickly, they could go right out and get the infrastructure, pay for it, use it, that has become a tipping point. The consumerization of IT. The consumerization of IT. Absolutely, that was the trigger in my mind. That's the tipping point. So being in the trenches, obviously on the cloud side, HP is a consumer company, so I don't think you can speak about the printers and the PCs and whatnot. You probably could, you know, the web OS, love to share your vision on that. But you're seeing it from the enterprise side. That consumerization, tell us your view about where we're at around that consumer expectation. Because the consumer market is leading the trend. iPad is number one on customer satisfaction right now. Off the charts, that's the user experience. How is that impacting the enterprise and how do you see that? And what's your angle on that whole consumer thing? You know, it's interesting. First of all, HP has a really unique place in the industry because we play across all those fears. So we have consumer products that we have to deal with as well as the enterprise and all the rest of it. So what do we go from nonstop to the palm top? I guess it's a way that you could say that we deliver it. I remember that. Yeah, yeah, the old palm top, right? So that was, maybe now it's the palm, I don't know. But anyway, the idea there is, oh, now I've lost my train of thought. That's what's 80s. Consumerization, the consumerization. Consumerization, oh, gotcha. Yeah, yeah, yeah, yeah. You guys had a lot of experience. So here's what I see happening. You know, the success of the Apple, the success of the App Store, the consumerization of those types of products are driving customers and businesses to say, how come I can't deliver things like this out of my IT? How come I can't use my ThinkPad or my iPad or get at this information in like manner, right? So we're hearing more and more discussions of our customer saying, how do you build me an App Store? How can I build my App Store inside? For services they can deploy. So exactly, they're feeling this, they say, I want this experience. I want to deliver the same type of experience internally. So as part of our offerings, for example, around Cloud Star, we're talking about how is it that we can build their App Store? How can we make that happen and deliver? Because the key, the technology enablement exists today to deliver world-class types functions inside an IT organization if they choose to do it. One of the other things we talked about is, you know, this whole consumerization of IT and the cloud service providers really being superb, right? A lot at scale and low cost. And we talked about that the IT, traditional IT, doesn't have to get equal in terms of the efficiency and the scale and the cost. It has to get close enough. Do you agree with that? You know what I think? This is what I think now. I'm really excited that we're to the point of inflection that we are today. It can no longer be their opinion, right? Because there are expectations. In other words, when they talk about providing that type of functionality, it needs to look like a global provider. To your point, it doesn't have to be to the same scale. You know, maybe it doesn't have the same fancy frills on it, but the business is going to want that same type of user experience. So you can't say, I'm delivering a private cloud and say send me an email order and I'll figure out how to order it. You want to go to a portal, select your service, push a button, go get a cup of coffee and come back and get an email notice that your infrastructure is available. That's what they want. Yeah, people say that, oh, cloud is all hype. It's just IT. Well, the IT that I know today isn't what you're describing with self-service, provisioning, visibility on chargebacks and things like that. And eventually, my personal opinion is that IT eventually will become cloud. It has to. It will be in a different must, right? It has to. Okay, so we want to bring your other colleague in to talk about security, but before we do that, let's drill in a little bit about your advice. You talk to a lot of customers. You've been nine years leading blood with your blood brothers out there in the trenches. What advice do you give folks out there who are out there? We had one of your customers from the Dallas Cowboys, Bill Haggard on, and he shared some great stuff. I'd like to get your opinion. Advice to folks out there who are knee deep in, my CIO wants to do it, shit, I want to do it, but I had to do it this way. What's your advice for the folks out there on the roadmap? What to do? The journey, that's the hype that EMC puts out there, but it's true, it's a journey. What do you do? Look, so here's a story. Is there a 10 point plan? No, so first of all, we have patent pending collateral that was developed in the mid 2000s on how to move to a shared service operating model. This is what we're talking about. This is what we'll deliver on the promise of cloud. We have that, it looks at six key dimensions. I kind of mentioned them earlier in the talk, so I won't go over them again. They have to be addressed holistically. That's awkward, here or here? No, no, just here. So I can share, I'll share with it. You have to look at technology and architecture. You need to look at the software services measures. Can you share this, can you send us an email and send us a text? Sure, let's do that. We can definitely do that. Six key dimensions to think about transformationally, but one of the real things that customers need to think about is that they need to engage someone to act as catalyst. What I have found in the journey is that our clients that engage professional assistants, here's a plug, but it's real, and I'm not saying you have to come to me, I'm saying go to somebody. There are a lot of good consultants out there. The idea is gain someone who can catalyze your movement because you will not be able to apply the same principles you have applied today to make it work. Let's talk about catalyst. Wait, technical, political, compliance, all of the above? All of the above. The big issues are people, governance, finance, organizational structures. The technology is easy. Not a big deal. Not a big deal. It's people and organizational structure, governance, finance. So who's your colleague that's going to come on? He works for HP, right? He works for HP as well. Archie Reed is going to come in. He is Mr. Security and he'll be able to talk to you passionately about security with the client. How long have you been with HP? It'll be 10 years in February. 10 years. Congratulations and good luck with HP. We know there's a lot of innovation out there trying to get to the marketplace. You guys had a setback with the whole her situation. Glad that's all cleared up. Thanks for coming on, sharing your opinion and content with us. Thank you. Thank you, great to see you. Thank you very much.