The Summit on PLC at Work®: A Career-Changing Experience


Tim Brown: “How did you come to the Summit today?” Audience: “Ready to learn!” Tim Brown: “Yeah! Ready to learn, ready to explore!” “We’re here at the PLC Summit in Arizona. It’s very inspiring to get together with so
many educators.” “We have a new vim and vigor that we’re really
taking back with us to Kentucky.” “We can go back as a team and effectively
implement PLCs, and really make a difference in the lives, of not only our students, but
our teachers.” “This conference has been wonderful, in terms
of reminding us that collaboration is key.” “The moment I met them, I knew they were wanting,
they were ready to be unleashed to be leaders. When I saw them at the conference, I was like,
‘Yes!'”

95% of You Will Ignore This 2018 Marketing Strategy | Business Squared Keynote in Australia


(woman announcing speaker)
(audience cheering) – Hi.
– Woo! – What up, Brisbane?
(audience cheering) Sit, sit sit, let’s do this. – Let’s do it!
– Brisbane! (audience laughing) Thank you so much for that
intro, super excited to be here. It’s been a long week, New
York to Oslo, to Copenhagen, to Moscow, to LA, now here,
and I’m thrilled to be here, Sydney tonight so a double
header for me, which is exciting. First of all, I wanna thank you guys for taking the time to be here. There’s a lot of things that I wanna cover in our time together, and
then I also wanna really focus on some Q&A at the end,
but really the couple things that I wanna talk about
are mindset and tactics. I think the things that
will really stand out, and I have been following
along on social and Instagram and watching all of you
tag, there’s so much context for what I talk about here,
I wanna make sure that I don’t go into places that
you guys are already used to or you can watch on YouTube. I wanna talk about things that have been really emerging to me lately, and the biggest one is mindset. To me, the thing that has
really become fascinating, the reason there’s not a lot of content that I put out between 2011
and 2014, if you go back and look at the internet, is
because I needed to go run and build VaynerMedia again for myself because after writing Crush
It and speaking a little bit from 2009 to 2011, I was starting
to get into a place where people were talking about
me and calling me a speaker, or a motivational speaker, or
an author, which is super fine and an incredible thing to do, but for me, my pride isn’t being a practitioner, and being an entrepreneur,
and being a CEO. I needed to build another
hundred million dollar plus business, really,
to be frank with you, I need to feel comfortable standing here and spitting my two cents on things. I think that you need to have an execution other than ideas to have the
audacity to stand up here and expect people to
waste their time and money listening to what you have to say, and so I’m proud that
over the last six years, I’ve been executing VaynerMedia, and while I do this Gary
V thing, Gary Vaynerchuk, the CEO of $150 million
holding company from scratch is exciting and interesting, and it really has become obvious to
me why that’s happening, and it’s around mindset. I think that there’s way too
many people in this audience that are in the excuse business. I’ve, and yeah, it’s tough
because I’m empathetic. There’s always things, you
know, you could have two parents that were drug addicts, you
could have lost your parents in a car accident when you were a kid, you could have had your money
stolen to you by a partner. There’s so many things
that happen in life. I’m super empathetic to it. The ultimate problem is,
though, is that the market, the world, doesn’t care, right? There’s so much dwelling going
on, so many reasons why not, and the thing that has been
really interesting to me is that if you asked me what works for me, it’s optimism, and gratitude,
and positive mindset. It’s really interesting to
me, life is pretty binary. It’s either black or white,
it’s either yes or no, and the one that matters to me the most is you’re either on the
offense in your life right now, or you’re on the defense. You’re either coming up
with reasons why not, all this technology, all
this stuff, the why not, or why yes, all this
technology, all this stuff. You’re looking at things and
you’re making a decision, and so for me, a lot of what
I’ve been thinking about is mindset and why optimism works. Literally, seven minutes
ago, in the greenroom, I’m on the phone with
executives of VaynerMedia, I’m getting texts of a
scope that we expected to sign failed, million
dollars, literally counting on a million dollars, gone,
zero, not happening, right? Another pitch, we were in
the final two $8 million, didn’t get it, literally in 47 seconds back in the back room, I
lost $9 million. (laughing) (audience laughing)
I’ll be very frank with you, I’m fuckin’ pumped about it.
(audience laughing) I genuinely like losing,
I like learning from it, I was like thinking about
like why, what happened, where’d we go, where was the misstep, why? Like, it’s really incredible,
look, when you can afford to lose it, and I’m sure
people are thinking this, it’s easier, I get it, it’s
not like I lost my million. Vayner lost nine million
in revenue, but to me, it’s not about anything
other than mindset, and so if I got anything out
of this, I’ll go into tactics, I’ll talk to you about social in a minute. I’m about to tell you why
Facebook and Instagram, I did a lot of homework on Saturday about the Australian market on
my theses around influencers, Instagram, Facebook and Snapchat. Let me save you a lot of time. Everything that you’ve
been hearing me talk about. How many people here consume my content? Raise your hands.
– Woo yeah, woo! – (laughing) Thank you, that was awesome. (audience laughing)
Just gonna do that again, how many people here consume my content? – Yeah!
– Yeah. (laughing) So, here’s what’s interesting,
literally everything that I’m spitting comes,
obviously, from an American-centric point of view, that’s where I operate. Obviously, we have a UK office,
we’re looking at Singapore, we’re doing other things,
but I’m aware that outside of Russia and Mainland
China, most of this stuff actually works, maybe there’s
a couple of different nuances, what fascinates the shit out of me is the consumption patterns of the Australian and New Zealand market,
and the under-priced nature extremities that I believe in, literally, everything that I’ve been
talking about for the last year, you can add an additional
20 to 40% tax of upside. It is literally 20 to 40%
even better in this market, and I get so pissed when
people are in any place besides the US market or
China where they’re like, well it’s a smaller market,
it’s this, that, and the other, that’s where all the upside is. You can only compete against
what you can compete against, right, and so I believe
that we are living through the greatest era to be
an entrepreneur, ever. I think the internet is
grossly underestimated, and I think there’s a ton of
opportunity, but if you ask me what I would wanna leave
with from this talk today, it’s to shift one or
two persons’ mindsets. To me, it’s an incredible
feeling to stand up here and expect nothing from nobody, and take full responsibility
for everything. The Teleco company that
gave it else and we lost it, in the background, the eight million, I spent zero days and zero seconds on it. I was not part of the pitch,
I was not part of the process, I empowered all my people, I
saw the news in the backroom, and I took full 100%
blame in responsibility. I am fascinated by your
upbringing, both your parents and the neighborhood, and those
siblings, and the friends. I am fascinated by your
upbringing, the era you grew up in, the macro and micro climates
that you grew up in, not the fucking weather,
I mean the economics and the politics, and that climate. I’m fascinated what
made me, my mom, my dad, being an immigrant from
Russia, being in America, being in Jersey, like
the friends I ran into, baseball cards becoming popular, allowing me to sell something. I’m fascinated, the
environment that created me in this completely emotional
place of enormous strength, which is the engine and
the oxygen that allows me to be successful in business and life, and then what is it that
other people don’t have, or didn’t have, and I see it. I see how my grandmother parented my dad, I see my sisters’ and brothers’
DNA different than mine, just timing and things
of that nature, and so, I’m going heady for my opening spot because I need you to
understand, too many of you are gonna take fucking notes right now and think it’s about a Facebook ad. Too many of you are about
to take a note and be like, okay Google, how to use
Instagram influencers. We’ll get to that, I’m
about to talk about that, but if your foundation isn’t right, you have no shot of long term success. If you’re not in a place where
you believe this, and look, this is super, like, I’m
even throwing up on my, to be very frank, here’s
what’s happening in my head. I’m listening to what
I’m saying right now, like this fuckin’ sucks.
(audience laughing) I’m being serious, I’m
being really fuckin’ serious with you, actually, and I’m
saying that because I’m like, man, it’s so hard, what I’m
talking about is like so hard to touch, right, but it’s still my truth, it’s what I believe, like,
you’re either on the offense or you’re on the defense, you either see all these technologies as the gateway drug to your entire future, or you’re upset that it was much easier to
do this on email and SCO, and you don’t like this
social media thing, right? I don’t like these new things either. I built my dad’s business from a three to a $60 million business
on email and Google AdWords. I didn’t want YouTube to come along. I didn’t want Twitter
to come along, right? I didn’t want Facebook to come along. I didn’t want Snapchat to come along. I don’t want Voice and Alexa Skills and podcasts to come along. I’m not looking forward to VR. The problem is, technology,
and the way we live, doesn’t care about my
opinion or my feelings, and it doesn’t care about yours either, and so you can walk around
Earth and judge, oh it’s so sad that all these kids can’t communicate ’cause they’re on the phone anymore, or you can walk out
tonight and have dinner and see people at a table,
and nobody’s talking to each other, and
they’re all on the phone, and you’re judging, and
you could talk about a day and age when it was
simpler and nicer and all this, nobody gives a fuck,
(audience laughing) and if you don’t adjust to
the reality of the situation, you will be completely
left behind, and that’s it. Too many people are executing,
or hoping, or trying to figure out how to live
in a world that used to be, or the way they wish it
was, versus attacking the reality of the world, and here is the reality of the world, my friends. The cell phones that you’re
all holding right now, or in your pocket, are the
remote controls of our society. They are the single most
important thing in the world, there’s nothing close,
literally, literally, I would rather have somebody
roll up on me right now, stab me with a knife and steal
my wallet than lose my phone. (audience laughing)
The world is being lived through that device, and you can judge it, you can do anything you
want, but that’s the reality, and if you sit here today
and have any ambitions, professionally, personally,
whether you wanna sell a course, whether you wanna sell a
sneaker, whether you wanna raise money for the PTA, a
non-profit, get somebody elected, whatever you want to happen in life, whatever you want to happen
in life, you first need somebody’s attention, and
then you need to tell them about it, in the written
word, in audio or video. This is how the world
works, and always has. You want something to happen,
you need to figure out where the people are to
tell them about that thing, and then you need to communicate to them in the compelling enough way that they do the thing that you want them to do. You can do that in the written word, you can do that in audio,
and you can do that in video. That is how it’s been, it
was called the newspaper, the television, and the radio. Now it’s called a blog,
a vlog, or a podcast. It’s the same thing, nothing’s
changed except one thing: your attention is moving to a new place and leaving an old place. The other thing is, we
have not figured out the creative strategies to
be successful in this world. The other thing is, there’s
a lot of people in here who are not self aware, and don’t realize they should only be writing,
and not making videos ’cause they’re not good at it, (audience laughing)
or reversed, or reversed, there’s
blanket statements that everybody needs a personal brand, or everybody should be doing video. That is ludicrous, what
everybody should be doing is deploying self awareness
and figuring out who they are, quadruple downing on what
they’re fucking good at, and trying to get resources to support the stuff they suck at. I’ve written four, thank you.
(audience applauding) I’ve written four, you
know when she was like, “He’s written four New York
Times best selling books,” I literally was laughing as I was about to get up the stairs,
I’m like, I can’t put two fucking sentences together
if my life depended on it, but I know how to hire a ghost
writer, and I definitely know how to sit down for nine hours
straight and record a book in one fucking sitting, right? You need to figure out how
you communicate to the world as an executor, which
medium, some of you could do all three, some can do two,
but watch what’s been happening over the last 10 years, or 15. In 2002 to 4, it was the era
of the blog, it was bloggers. How many people here were
a blogger from 2002 to 2005 at any point, raise your hands. So, some of these early pioneers, they felt the impact, right, right? You were blogging, that was
it, that was the medium, Word Press, or even going back further, it was just a very important medium, YouTube had yet to be
invented, it cost too much to stream video online,
there was no video players. Podcasting then came, in 2005
and 6, had a little blip, but then right quickly after
that, Twitter came out, YouTube came out, and everything shifted to short form writing and video, right? And then, the last two
years, audio has risen again. How many people here
now listen to a podcast? Raise your hands. How many of those hands
did not listen to a podcast three years ago, raise your hands. Hold them up, actually you know what? Watch this for visual, we’re
gonna do this one more time. How many people watched, how
many people are listening to a podcast now, raise your hands? I want people in the front to look around, see what I see, alright? An insane amount. Now, of those people, of
the people that now listen to a podcast, stand up if you did not listen to a podcast three years ago. I need you to look around,
because if you want to understand why I’m standing on
this stage right now… I didn’t say sit down, I’m
just kidding, I’m kidding, I’m kidding, kidding, kidding!
(audience laughing) (laughing) If you want to
understand why I’m so blessed to sit on this stage, is
I’ve a unique, uncanny, I take no credit, my parents
get all the credit, ability to slightly understand
what you’re about to do before you think you’re gonna do it. And so, what I do is when
I know something’s coming, I have humility, and this
is a word that I would love for people to look up, understand, and start really becoming religious about. For all my ego and peacocking,
for the ones in here who’ve been paying
attention, it is my humility that has allowed me to be successful, not in the way that I interact
with you and being kind, ’cause that’s kindness,
in the humility that, when I believe something new is emerging, I take the perceived risk
of going there first, spending countless hours with
no clear R-O-I in the short. You know how many people here have left ungodly amounts of money,
because when social came along they said, well what’s the
R-O-I of Facebook and Twitter? Do you know how many people
here will lose the next frontier because they’re gonna
debate what the R-O-I is of buying or building a
30,000 to 50,000 dollar Alexis Skill or briefing
for their business, a lot. People don’t have the
humility to take the risk of their time, and I’m
not even asking for money. The fact that you didn’t
have the humility to waste three hours a day, even
though you had the audacity to wanna be an entrepreneur
that lived on your own terms, fascinates me, and I’m gonna repeat that statement for all of you again. The fact that you don’t have the humility to try the new stuff because
your time is so valuable, yet, in parallel, you have the audacity to want to live a life where
you don’t work for anybody, and you make your own, blows my mind. Until I die, and I expect
to win the whole thing. Until I die, I will
never deploy the audacity of the situation that
I’ve asked for, which is, I’ve asked for the loneliness
of being a number one. I’ve asked to be able to choose my path on an everyday basis. I’ve asked to be an
entrepreneur, and I know that you don’t get to hang out
or rest on your laurels, literally, literally,
everything I’ve done, up until an hour ago,
is completely irrelevant to where I’m going next,
and so many people get some, a little level of success, and start thinking they’re somebody. I looked at a couple
of you who tweeted me, and like pumped, and
can’t wait to see this, and then I went and they’re
hungry and they’re gonna do it, and they’re bio says, I’m
gonna be this and that, and then I look at your
Instagram, and you’ve got 11-, 14-, 23,000 followers,
and you haven’t replied to a single person that’s
left a comment on a post in the last year because
you think you’re somebody. And so, I believe that once
you get your mindset right of accountability, empathy,
gratitude, humility, that all of a sudden, what
I’m about to talk about next makes a hell of a lot more
sense, which is the following. My friends, if you do not spend 2018 completely and obsessively around Facebook and Instagram, you will lose. Let me say this, let me,
I’m making this very simple, very black and white, very fuckin’ basic, if you do not spend next
year completely obsessing over how you become successful
on Facebook and Instagram, you will be disproportionately
less likely to win because the ungodly amount of attention, of regardless of where your consumer is, regardless of the age, if
you use those two platforms, you will cover the far majority
of what you’re targeting. If you’re targeting under 20-year-olds, then I’ll start getting
a little more comfortable with the disproportionate
Snapchat and Instagram audience, but if you were targeting,
literally, 20 and above, 20 to 100, I don’t wanna hear, guys, the number one converter
for me on Facebook across our clients, my
investments, and my audience, are 50- to 80-year-olds on Facebook, because there’s something
called stream time, and do you know what happens,
do you know the difference? Here is a 29-year-old on Facebook. (audience laughing)
Here’s a 68-year-old. (audience laughing)
Do you know the difference? They consume the videos, and
the pictures, and the words to a higher degree, and so,
I really need you to wrap your head around the fact
that Facebook and Instagram have ungodly attention,
that the ad product on those two platforms are
disproportionately under-priced, and that that is where
you should be trading, not because I like Facebook or Instagram, but because I wanna be
historically correct, and I have one real micro-regret
in my business career. Not passing on the Uber and
Angel rounds, not other things, ’cause those things are kinda come and go, there’s a lot of
variables that go into it. No, the one time when I
knew what I was doing, but I didn’t go all in. When I was building my dad’s liquor store, Google AdWords came out,
and I bought every wine term for five cents a click,
and I owned every wine term you could imagine for five
and ten cents a click, form Australia Wine to
Barossa Valley, right, to Penfolds Grange 1994, like every skew, top, middle, like, understand? I was getting customers
for 40 to 80 cents apiece that were worth $10, $15 for
me, but I couldn’t wrap my head around how special that moment was. I was young, right, I
didn’t have experience, I was just learning
about print, and outdoor, and direct mail, it was
all working because of the macro-product I created,
price-wise and selection-wise, but I sit back, and when
I hear I built Dad’s store from three to 60 million,
and everyone’s like yay, I’m like fuck that guy,
that guy should’ve built it from three to 250 million
if he was smart enough to take his energy and
money away from print, and radio, and television,
and direct mail, and put it all into Google,
because Google had that moment where it was grossly underpriced. My friends, who was the biggest advertiser on Google from 2002 to 2008? Amazon. Amazon was the number one
advertiser on that platform in the early days, the
siphoned under-priced attention to themselves, and now they’ve built one of the biggest companies in the world. Who’s one of the biggest advertisers in the last five years of Facebook? A shopping app called Wish. How many people here
are familiar with Wish? Raise your hands, raise them high, I want people to see this. If I did this three years ago, nobody would’ve raised their hands. They are now a multi-billion
dollar retailer that spent all of their
money, until recently, now they’re doing like the Mayweather and McGregor fight
sponsorship, and the Lakers, and they’re doing, kind of branding stuff because they’ve so penetrated to billions of dollars on Facebook. They were formal Google
engineers on the ad product, quit making millions of
dollars a year, and started a company selling stuff,
and only ran Facebook ads. This, my friends, is
called pattern recognition. I will do the same thing over and over, I will be a 97-year-old Yoda looking dude, standing up here, and
yelling at you about some cockamanian thing, and it
will be the same exact thesis that I’m spitting to you today. Get your fuckin’ mind right first, so that you can then put
in the time and efforts based on your ambitions in becoming a humble practitioner
of where the attention of the consumer is, and
if you have a moment, like we have right now, on
Facebook and Instagram ads, and Instagram influencers, you will win. I spent four hours on the
flight DMing influencers about my sneaker release and
my upcoming book release. I did it, me, not my
intern, not somebody I hired in the Philippines, my two fucking thumbs. At this point, making tens of
millions of dollars a year, because I have humility to
understand what needs to be done to win, and everybody’s
looking for scalability, that I’m gonna hire my 23-year-old niece, and she’ll reply to somebody on Twitter, and you completely downplay the reality of what I’m talking about, you
are grossly underestimating what’s happening right now. And, I say, by the way, I don’t know you, I’m talking about the market. 98% of people are grossly underestimating how good it is right now, you
will look back at this talk, all my content during this era. Listen, how many people have heard me say, “Watch what I’m doing,
not what I’m saying.” Raise your hands, good. Usually, that refers to like,
what hashtags am I using, why am I using Facebook,
why did I start a podcast? Now, I’m gonna take it to the most macro. Watch what I’m doing, not what I’m saying. Why am I producing so much
content during this era? Why am I flying around the
entire world over and over, speaking to this subject? It’s because I know what
I’m talking about right now is gonna go away. I just want everybody to understand, I’m making you a promise
of a micro-regret. If you do not listen to me carefully, and way more importantly, go
execute on it, you will regret that you heard it in a passionate way, and I think we can all
agree, I’m not hedging up here right now.
(audience laughing) I’m desperately trying to force this down your fucking mouth, right? You heard it, and I
believe that 95% of you will not do anything
about it, I mean this. I think that 95% of you
will do a little something, you’ll run a little bit
of ads, you’ll do this, you’ll do a little something. You’ll do enough to make it
feel like you did something, and you will regret not going all in. How many people here play poker? Good, I don’t, but if you do,
when you have the best hand, it’s a good idea to go all in. Right now, for the next 12
months, I feel comfortable, maybe it’ll last 18, the
biggest companies in the world are not spending enough money on Facebook and Instagram and SnapChat. Let me explain, my friends,
what’s going to happen over the next three years. When Coca-Cola, when
Budweiser, when Mercedes-Benz finally gets their act together, in the next 12 to 36
months, and take $30 million that they would spend
on outdoor billboards and sponsoring of the World
Cup and television commercials, and they put it into
Facebook, and Instagram, and influencers, you reaching
a 41-year-old mom of two living in Hunter Valley,
who’s interested in your shit, today costs $4, $6, $7 CPMs,
$7 to reach 1,000 people. When that costs 86 or 49, it shifts. I know that everybody’s
got different angles, Facebook, and Instagram, and
Snapchat are marketplaces. They’re not, like, going
to the Sydney Daily News, where they give you a
price that’s a bottom. They’re marketplaces,
they start off at pennies, and more people bid up,
the feed is only one feed, everybody’s trying to get
in, and if you wanna get in, it costs more, and that’s why
they become big businesses because if they have the attention, more people wanna get there,
but the price keeps going up. The words that I spent
five cents a click for, some of them are now $14 words. Not as good of a conversion
as it was in 2003. More importantly, you guys got
used to seeing Google’s ads, and you don’t click them
as much as you used to back in 2002 when you didn’t know if it was just organic
results or if it was an ad. Today, Facebook and
Instagram and influencers are under-priced, you’re in
a feed, they’re under-priced, and you’re still interested
in clicking those ads. In four and a half years,
you’re gonna be so tired of seeing those ads in
Facebook and Instagram, you’re gonna click less,
and they’re gonna cost 20 times more, understand? That is basically all I wanna say. I’m actually considering leaving,
but I think I’m obligated to stay on the stage.
(audience laughing) (audience applauding) How many people here
sell a physical product, like a sandal, like a peanut butter? Raise your hands. Tonight, you go home, you
have an Instagram account for that business,
raise your hands, great. You go home, and you
DM every single person using the hashtags that are
associated with your business, and you direct message them,
and you ask them to send you a sample of your product to
them, and would they post it. Nine out of 10 won’t even answer. One out of 30 will post it. The others will ask you to
give them money to post it. You should pay them because
90 out of 100 of them don’t know how to price
themselves properly for the attention that they’re
giving you in return, right? So influencer marketing, one
more time people with products? Raise them high, and now
how many of those people who sell products are selling
them direct to consumer? Like, your own e-commerce
or things of that nature, raise your hands. Okay, listen, for the hundreds of you, if you’re not spending
90, 80, uh Google AdWords, if you’re not spending 65% of your money on Facebook and Instagram ads,
and Instagram influencers, you’re leaving money on the table. Blanket statement, without
knowing every detail, blanket statement, if you’re
not spending 65% of your money on those environments, you’re
leaving money on the table because you have so much opportunity. Now look, everything I’m
talking about is 100% right, I know it, here’s my only concern, and I wanna spend a couple minutes on it. The creative is the variable. I’m right about the
thesis, but if the picture, or the words, or the video
that you post to put in front of each other sucks, you’re
not gonna sell anything. So, the reason this scares
me when I speak about this subject to this kind of
audience, is I’m not in control of the pictures, and the
videos, and the audio that you’re putting out,
but I implore you to try a lot of different pieces
of pictures, and videos, and written words, spend less
money on the ads upfront, see what’s working, and
then pour money on it. Too many people in this audience
hear me, they get excited, they go and Google how
to spend Facebook ads, and by the way, all of you
have to do this yourself. I don’t care how fancy you are. If you wanna be successful, you
need to be the practitioner, not somebody in your office. If you don’t know what to
do, it’s called Google. Google, how do I place a Facebook ad? Three hours later, you’ll
place a Facebook ad. It’s not complicated. Everyone says, but I
don’t know how to do it. Okay, it’s fuckin’ 2018, use
a search engine, you know. (audience laughing)
So, the picture, and the video, and the words
are the creative variable, so please, please, please,
please do the following, and this is where
everybody makes a mistake. They hear this, they get
excited, they go and spend $5,000 trying to reach 25- to
30-year-old women in Australia, and they just spend, it’s
blanket, and they spend on one picture and one
video, and it doesn’t work. Instead, what you need to do
is put 25- to 30-year-old women in Australia, or in Sydney,
and make a reference in your copy to ladies of Sydney. You’ve gotta make it contextual, context is the secret behind the
content that allows you to be successful in this new environment. Context, colors, we debate
the first three seconds of the video, the headline,
the colors, the words. The words are different
on Instagram than they are on Facebook because, even
though you’re the same person, your mindset’s different when
you’re on your Instagam feed and when you’re on your Facebook feed. The psychology behind
it, the network affect, how to get people to tag
and refer their friends. This is fucking science, my friends. This is 2018 science,
social media marketing, and by the way, there’s no
such thing as social media. It’s a slang term for the
current state of the internet. Social media marketing is the absolute singular advantage in the marketplace. Do I believe during a
big time sporting event on television that a
commercial can be seen? Of course. Do I think it’s still overpriced
for how many look at it? Yes, because I know how many of you, when it goes to commercial,
reach for your phone and start engaging elsewhere. All I will ever do is
chase your attention, as it is now going from video to audio, I’m triply downing on my
podcast, and on my Alexis Skills. Watch this, you’ll find this interesting. How many people here… How many people here
listen to my podcasts? Let’s start with that,
great, thank you very much. Of those people, how many of
you have now started listening more to the podcasts and watching
less video because of it? Raise your hands, raise it
high, I need people to see this. This is a significant number
of people who, in the last year have started listening
more and watching less because time is our number one asset, and if you can hear me while
still doing something else, the audio’s more valuable
than watching the video, which you have to watch as
a medium, so if you do not have an audio strategy for your business, if you have not started
creating the podcasts or really leaping to the
strategy behind building an Alexis Skill for your
business, you are leaving an enormous amount of
opportunity on the table. Please, please, please start
getting your audio strategy. You guys are runners for the mics? Yeah, alright, I’m gonna
use one more minute, and then I wanna start thinking about raising your hand for a question. My friends, listen, how many people here are good at cooking, raise your hands. Raise ’em, it’s a pretty audacious bunch. (audience laughing)
I couldn’t even begin to think about cooking, right,
it’s not a skillset I have. For so many of you, it just
came natural from the beginning. Being an entrepreneur, more importantly, being a successful entrepreneur,
is a skillset, and it’s one that comes natural to some,
and others not as much. It’s a fun thing to be right
now, and everybody wants to, and the opportunity is very real. I’m a great entrepreneur,
but I think I’m even better at consumer behavior and psychology. It’s who I am, that’s why
a lot of you follow me because when you cut me down, you see that I’m pushing positivity, and
a whole lot of other things that matter, and trying
to get people to do it the right way, be patient, do
the right thing, da-da-da-da. My friends, you need to get yourself in the right place
mentally, and then you need to get yourself in the
right place mentally because the thing that
people have not wrapped their head around is that
this takes a lot of work, like a lot a lot, not a little something, and if you aspire, let
me just ground this. If you think you’re gonna
make a million dollars a year, which is funny the way
people throw that out, like everybody gets there,
almost nobody gets there, right? If you wanna make $500,000 a year, which would put you in
the disproportioned top 1% of income getters here in Australia. If you wanna make $100,000
a year and like doing it, and it’s on your terms,
and it’s your life, it takes a lot of work, and
it takes a lot of smart work. The thing I talk a whole
lot about is hussle. The thing I talk less about is being smart because I don’t think
that brings you any value. So, what I do is I try to
come and speak, or through my actions, show you the
smart things that I’m doing, and then remind you that
it’s still hard work. The framework is simple, this is simple, you may have not allowed yourself to have the honest conversation with
yourself of how much hard work and how much patience it
takes to be successful, but it doesn’t change the
fact that that’s the case. You’ve never met anybody in your life who hasn’t worked their
face off for a long time that’s built something significant. It may seem that it happened
fast ’cause they’re 27, but maybe they’ve been
hustling since they were 13 in a different way that gave
them 14 years of experience to be a winner in that
game, and so, please, please wrap your head around
what we’re actually doing here, and more importantly,
if you were smart enough to be here today, and I mean this, the fact that you came here today puts you so far ahead of everybody else, and I hate knowing for
fact that so many of you are gonna give up your
advantage because you like hearing me say it, and
you like the way it feels, but then you leave and you
don’t do anything about it. So, please, Brisbane, do me a favor, go do something about this talk today. I implore you, it will change
the course of your career. Thank you.
(audience applauding) Thank you, questions? You can pick anybody, let’s go. Great, how are you.
– Gary, what’s up, man? – Real good.
– You talk a lot about, saying that Facebook and
Instagram, and all these places that you’re putting a lot
of time and money into now for advertising is gonna come to an end. What spaces, or what
businesses are you watching to see what’s gonna come next? – So in general, I like
to tell people, look, I’m not fuckin’ Nostradamus, right? So, I’ve no idea, the one place
I keep looking at is Voice. I keep telling you guys, guys, Voice. Everybody in this room, in five years, will have voice activated
devices, whether it’s their phone, their clothes, their car,
the wallpaper in their home, that instead of grabbing a
phone, you’re gonna interact with Voice, it’s going to be frictionless. You’ve gotta figure out how
your business and service interact in a Voice environment,
it’s going to be Voice. So, the first thing you should all do is start a podcast, if you think you can. Podcasts are great because you
could just interview people, even if you’re not that
interesting or don’t know what to say, you could just
interview people in the industry or genre that you’re in, and you just ask nine questions and boom, you’re done. There’s an app, I’m not an investor, and everybody thinks I am, but I’m not, called Anchor, which
is a voice social app, you should look it up, it’s called Anchor, where you can record it
on that, hit one button, and it posts to all the podcast platforms. It’s just so simple, it’s the first way to get into Voice, but bro,
let me tell you something, Facebook and Instagram are going nowhere for the next 24 months. I can’t get people here to
spend enough time on that, let alone worried about what’s next. Until you’re fuckin’
spending all your money and all your time on
Facebook and Instagram, I have no energy to
talk about what’s next. You’re fuckin’ up what’s now.
(audience laughing) (audience applauding)
– Thanks, man. – Thank you. Red shirts, you’re in charge,
let’s go, let’s move quick. – Hi, what’s up Gary? My name’s Christian, I just
like, I own a business, so I do a nightclub in Brisbane,
I do that, and I also got a personal brand as well,
Hype MC for nightclubs, but what I’m stuck on, I was
just, about four months ago, I started another
business printing shirts, and I’m still in between,
should I cross-brand or use the Shay’s logo
as the printing thing and the nightclub thing,
what do you suggest? – It doesn’t matter.
– Thanks, Scottie. – I mean, I mean, I’m
being frank with you. People overthink shit that doesn’t matter. It’s not gonna matter if you
use one logo or separate logos. Like, it doesn’t matter where I use Vayner and where I don’t, when I’m library or Gary V or Vayner, it doesn’t matter. I love when people wanna talk to me about the name of their business. Nobody cares, nobody
knew what Google meant, or Facebook meant, or
McDonald’s meant, or Coke meant. A name doesn’t matter, what
you do to make a name matter is what matters, right, so
nobody gives a shit, bro. Just pick one and fuckin’ go.
(audience laughing) – [Man] So it’s just all about
branding branding, basically? – Yeah, it’s about the execution, right? Like, it didn’t matter
if he called himself, you’re wearing a shirt of a guy who called himself multiple things. He was the Notorious B.I.G.,
and Biggie Smalls (laughing), and plenty of, like, it doesn’t matter. Execution, people wanna
debate these things because they think that’s
the unlock, it’s not. Period.
– Yeah. This is actually one of
the shirts that I printed, by the way, just putting it out there. – I figured.
(audience laughing) Alright, let’s move, let’s go. Red shirts, let’s go, give me. – Gary, Steve.
– Let’s get some people in the back.
– At the end of your audiobook, Ask Gary
V, you said something that hit me in the face
in a good way that you never met your granddad or
something, and that played a part in the way that you document.
– Yes. – Curious to know, how much
does that still play a part in your day-to-day decisions, and why do so few people really get that? I never got to meet my granddads
either and I was like shit, it really affects me,
so that’s my question. – I think so few people think, I don’t think people
understand, I think people think I just talk, like in 50
years, they’ll understand that I meant it, like,
I care about my legacy. That’s why I think about it. Like, I only care about my legacy. When I made $100,000 a year, I achieved my only financial
goal that I ever had. Somewhere around 13, I was
like, it’d be really cool to make 100,000, like, when
you’re coming form humble, that seemed big, you know, so that was it. Why, because I’ve always felt something in the middle of my stomach
that I had something. I care about my legacy. I love that my great,
great, great grandchildren are literally watching this right now. I’m long-gone, but they’re
watching this, hey Jeremiah, you know, and so.
(audience laughing) I mean, that’s cool, I
think it’s super neat. Like, I think I have a lot
to give, I think I’ve impact, how many people here think,
and don’t make me feel good, how many people here truly
think that I’ve impacted them in a positive way?
– Yeah! – I mean, look at that, and so like, but I’m not gonna be able to do that for my great, great
grandkids, but now I am, ’cause if I can do it to you,
I can definitely do it to them ’cause they’re gonna watch everything. Imagine there was film like this, imagine, how many people watch Daily V? Thank you, could you imagine if Daily V was about your great, great grandmother? You know how fun that would be? If you’re like, oh shit, I
do that same thing that she. It’s so cool, watching my
daughter do things that I do, thinking how those get passed
on, it’s gonna be neat, plus my man, do you know
why I obsess over my legacy? Do you know why I document everything? ‘Cause I know I’m good, and
when you know you’re good, both in your skill and in your heart, you’re not scared of the camera. And so, it matters to me
because I care about my legacy, not about the short term money. Everybody’s so worried about tomorrow that it doesn’t allow them to see what’s actually happening
here, and that’s why I always recommend people spending time with older people, retirement home. I’m a big fan because you get
to see regret and resentment up close, and it starts
to help you frame up life, and I did something very weird. I don’t talk about this a lot publicly, and you guys know a lot about
me, I spent so much time with old people when I was
little, like from five to 13, if I went to a playground
and there was like a grandfather visiting, or a grandmother, it wasn’t just a grandfather
thing, I would literally stop playing and go sit with
them and sit on the bench and just ask them random questions. I was a weird ass kid,
(audience laughing) but it makes a lot of sense to me now because I’m way more wisdom oriented than, like my energy acts, my
energy’s so micro-fast and intense, and alpha
male and competitive, but when you start peeling
away, it’s very obvious why it matters to me,
I’m only about my legacy. I’m only about what everybody
here says behind my back. – Thanks.
– You got it. (audience applauding)
Let’s do it. Who do we have? Hey.
– Hey Gary. – How are you?
– My name’s Jordan. Good, thanks, so I’m a little torn, I’ve read into your content
for about eight months, – Thank you.
– And I’ve really struggled to launch my business.
– Okay. – [Jordan] Self awareness
was a big part of that. I started a life coaching
thing a while ago, and never really felt connected to it. My history’s one of drug
addiction and car accidents and time in prison, and so
I go around to youth centers and high schools and I talk for free, and that’s actually what I love to do. – I love it.
– But, I’ve never found a way to brand myself or make
money because I feel like part of me’s got a shame thing around it. – I understand.
– Where the family and the people involved that
were hurt in my accident, so I don’t even know why
I got up to talk, but, (audience laughing) listening to your Facebook
strategy, I think I wanna make some videos, but I wanna
be really sensitive around– – Well, let’s actually have
this conversation for a second, and I appreciate you standing up. Are you still in a place where you wanna protect the other, the ashamed part? I feel very comfortable that
you’ve just brought it up, so you are in a place where
you, listen, it’s your truth, you’re on to the next chapter. Is there still reasons
to hold it, to the best, because it can affect
others, or are you still in the last stages of being okay
with putting it out there? – [Jordan] I’m not sure,
so I crashed a car in ’09. One of my passengers
died, part of the accrue, I was heavily drunk and on
drugs, and I’ve never really been able to connect
with the family involved. Obviously they have their
reasons, so I don’t know whether I’m gonna stir
something up with them by writing a book, and people tell me– – I get it, first of all, I
adore you for that answer. (audience applauding)
– Thanks. – And, the best part is,
it allows me to give you a really good piece of advice. People are confused,
intent is an incredibly important part of all this. The reason I’m so out
there and so the way I am is ’cause I know what my intent is. You may not like it at first. You may think I’m cocky and a
douchebag, I’m cool with that, ’cause I’m gonna win in the end. I prefer you all started out not liking me because it’s more fun
the other way, right? So, brother, the fact
that you have that intent, I’m gonna really try to
force you to do this. You should reach out to
them, call, go ahead. – I wrote a letter.
– What’s that? – I wrote a letter.
– Great. – [Jordan] Years ago,
telling them how I felt. It wasn’t well received.
– Sure, respect. Do you think they’re on Facebook? – [Jordan] Um, I’ve blocked
them ’cause when I got out of prison, I got sent
some unkind messages, so it wasn’t nice so
I blocked them to just move on with my life.
– I respect that, how long ago was that?
– When did I get out? 2014.
– So look, listen. If you wanna, listen, there’s
only one way to move forward. It’s reconcile the past, right? So, you need to do everything you can, and listen, you could still talk about your past without mentioning names. For a long time, if
anybody’s watching carefully, up until about six months
ago, I never really made it as clear that I own
nothing of Wine Library. Only until about six months
ago, as my popularity has exploded in the last year,
a lot of people are saying, well, you can’t listen to
him because his dad gave him a $4 million business, and I
needed to eliminate that excuse for the kids that wanted to listen, so I started talking about something I wasn’t comfortable
with, which was, you know, talking about me building
such a big business and owning none of it, I was worried, could shed negative light
on my dad, to be very frank, and I wasn’t comfortable talking about it. So, I’ve gone 10 years being in public without ever really clarifying it. I’ve only started clarifying
it now because I don’t think it sheds bad light on my
dad, family businesses, everybody knows it, and more importantly, I have to eliminate that
excuse from the Lexicon so that people realized
what my journey actually is so they can work hard, ’cause
god, people are really looking for the excuse to not work hard. (audience laughing)
And so, anyway brother, you can tell your narrative
and put it out there without referencing the family. Sure, they could Google
it and figure it out, but as long as your intent is right, you need to start recording those talks that you’re doing for free,
putting them on Facebook. I have good news, it’s gonna work out. (audience applauding in agreement) – Thanks so much.
– You got it. Let’s go back there, if we can. – Hey Gary.
– How are you? – [Man] Very good. Now, just as like a practical question, when you’re talking about
Instagram and Facebook and everything.
– Let’s be practical. – [Man] I think for everybody,
put some numbers on it, so say a business owner
here that had $50,000 a year to spend on ads, what
percentage would you recommend– – If we’re gonna go–
– Real general, you know? – Look, yeah, I mean, that’s the problem, what kind of business, right? It it’s B to B, I’d, with only $50,000, I’d go LinkedIn and Facebook, right? If it’s selling t-shirts
to people under 40, I would be 80% Facebook and Instagram with a little bit of Google AdWords, some people that are typing in an intent. – [Man] Of all the people
that have never used Facebook, Instagram, and digital media
before, what would you say is a really good place for
them to start, as far as percentage-wise, so you got,
like, two grand per month into that, two grand into
that, one grand into that? – You’re not gonna achieve
what you’re trying to do here, and I love it, you’re
doing the right thing. The problem is, it’s super
nuanced, but the reality is that, like I said earlier, they’ve
gotta spend money on it. How many people here
already, besides Facebook and Instagram, spend over
$10,000 a month in marketing? Raise your hands, raise them
high, so not a lot, right? How many people here spend
$3,000 a month in marketing? Raise your hands, right,
how many people here don’t spend any money in marketing? Raise your hands, right, so
you’ve got a lot of differences. What’s amazing about all
this is, no matter where those hands went up, more
than 50% of their energy should be on Facebook and
Instagram, that’s enough to start. Energy, which means either
organic engagement and creative, ’cause you have no fuckin’
money, or that percentage of your money, go Google and learn, test and learn, test and learn. – Yep, alright, thanks.
– Cheers. Let’s get the, can we
get, red shirts, sir. Yeah, can you go all the way back there? Good, hello. How are you?
– Hello, my name’s Robyn. I’m an exercise physiologist
and I run a private practice. – Awesome.
– Working the health industry, it’s a little bit harder to
kind of push people to come and see you, ’cause ultimately,
at the end of the day, I want people to come see
me if they need my help. Do you have any advice for standing out on those social media platforms? – Well look, it doesn’t,
you have to understand this, your dynamic doesn’t change
if you advertise on Facebook or Instagram, or if you
advertise in the print, or if, you know like, they’re all
the same dynamics, right? So, are you getting most of
your customers from referrals and other dynamics, or how
are you getting them now? – [Robyn] Mostly Allied
Health NGP referrals. – Right, so now you’re
looking for more upside because you’ve got a B to B dynamic that’s driving to your business, right? I would just put out tremendous content, that is the best advice you
have for the general pub, look what I do, I give
away all my stuff for, my best advice for, do you know how many, do you know how many advertising
and social media agencies have been built on the
back of my free content, that are doing one to three
million dollars a year? (all laughing)
Right? Like, just left and right,
and it makes me happy. It makes me happy that
something I’m doing for free is helping others because I don’t think it’s coming out of my pocket. That’s where everybody gets confused. People get confused ’cause you think when you’re doing something
good, it comes at your expense. It doesn’t, there’s so much out there. I’m never gonna get to all of it. I’d much rather have your
admiration or love towards me because I helped you, so you
should just be putting out your best advice, especially
’cause all you’re getting your business form B to B to begin with, and then that will create halo
effects for the entire brand because right now, your in
transactional sales funnel on the backend, you need to create brand. My advice to, yeah, there’s
a good way to stand out. Give away the best advice
you have, forever, for free, for as long as you possibly can. – [Robyn] That’s fantastic,
awesome, thank you. – You got it.
(audience applauding) – Good day.
– Go ahead. – [Liam] Well Gary, Liam’s my name. Love your work, you’re the king, mate. (audience laughing)
I work for a big insurance company, it’s not my brand. I’m not an entrepreneur, I think
I’ve sorta worked that out. – I respect that.
– But, I really wanna connect with a lot or people,
I wanna sort of be, I guess, looked as an influence a day on the track amongst my sort of industry. I’m just sort of having a
bit of trouble struggling to sorta get that going–
– Why? – [Liam] Well, I just,
I guess, try to work out different ways to get out there and do it. I work in sales, I don’t
actually sell our product myself. I help people sell it amongst their work. – So, you’re in a B to B environment where you’re training others,
or helping others to do that. – That’s right.
– So, why is that a struggle? What’s in the air that makes
it tough for you to put out words, audio, or videos
on Facebook and LinkedIn? – [Liam] I just try to get
the legwork going, I suppose, in the first instance.
– What’s the fuckin’ problem? (audience laughing)
– Well, I guess, uh… (all laughing)
– Can I ask you a question? – [Liam] I really wanted to
ask a question, and it was a two part, the second was,
can I get a selfie with you? That was pretty much–
– Now we got to the punchline! (audience laughing)
Yeah, you can, come on. (audience applauding)
‘Cause that first part sucked. Alright, let’s keep it
going, who’s got the mics? We’ll come back up front in
a second, go ahead, mate. – Hey Gary, I just
wanted to say thank you. You got me off the bench.
– I’m listening. – [Man] I was out of
the game, I was nowhere, I was kinda dead, and
you always talk about deathbed regrets, and I just started, I’m just learning mechanics. Like, I’ve always seen
the class, but you made me love the dirt.
– Good. – [Man] And man, I’ve
got mad love for you. I just wanted to say thank
you because on my deathbed, (sighing) I’ll be a happy man.
(audience applauding) – Means a lot to me. – [Man] Now, the question
I wanna ask, sorry if I screw it up ’cause I’m a little
bit nervous, I’m a teacher. I know the story of
little Gary really well, and one thing I’ve said
on Twitter before is that if little Gary, in English class, could of written copy instead
of handwriting lessons, he would’ve got an A instead of a D. What I do in classrooms
is take self development and peak performance culture.
– I love it. – [Man] Yesterday in a
classroom with a little girl, she likes horse riding,
and I pulled out Audible, and I pulled out Crush It,
and I showed this little girl Crush It, (sighing) now,
my question is this. I’m a teacher, I rely on
teaching for my income. – I understand.
– I’m at that sort of difficult stage.
– Yes. – [Man] Tactics, when I’m in
that world, because some of the people in the teaching world
are, to be perfectly frank, pretty fucking dull and
not particularly inspired. How do I either agitate
from within that world, and there’s risks in that involved, to me, ’cause technically you’re not
supposed to have a business inside that world.
– You know what’s crazy? It’s a similar thesis to Clouds and Dirt. You’re not gonna win that game, my friend. So, what you need to do is deal with that, be Clark Kent, and then
be Superman after hours. You’re gonna have to find a
different place to scratch to achieve that because
the framework of schooling and university in the globe today will not allow you to
do what you wanna do. You’re gonna be half
pregnant the whole time. (audience laughing)
I’d rather you just become numb to that,
play within the margins, take it all as upside,
right, ’cause you’re gonna be half pregnant, take the
upside of what you’re doing in the class as all gravy,
instead of half empty, and then spend all your
energy post-game in a place that doesn’t get you fired,
and you don’t shit on it, you just create another
environment where you can scratch even more of that itch ’cause
you’re not gonna win that game and you need to wrap your head
around that, and that’s okay. I’m eating shit right now,
VaynerMedia is to what I wanna do for a living, I don’t wanna have clients. I don’t wanna be back
there and somebody made a subjective call, it’s
just that I’m eating shit, half pregnant, to build
a framework, so then when I buy brands, I will
dominate and do what I wanna do, but I’m right now deploying
the most patience of my career, at the height of my Gary
V-ness, where I could be 25 to 50 million dollars
a year, just being me and getting admiration, I’m
eating shit, and having clients, and dealing with operations because I know what I want to achieve on my deathbed. You should do the same, but you
need to reconcile that truth instead of being romantic
that you’re gonna be the one person that changes
the fuckin’ education system. (audience laughing and applauding) – Thank you.
– You got it. Let’s get up here for this
lady right here at some point. – Gary, hi, sorry about that.
– No worries. – [Man] Gary, I just
wanna ask you a question. The start of your talk,
you talked about family. Gary, my grandfather was head of security for Hitler’s Eagle’s Nest,
he married a Jewish woman. My father is one of the worst
pedophiles in this state in the last 10 years,
he bashed me every day, I’ve been through a lot in my life, it’s a bit of a miracle that I’m here. I do run business, I do
have great wins and also, I guess, great losses, I
wanna know, you mentioned just before you came on the
stage, how you could handle a nine million dollar loss. I’m just curious, like, I find
that anytime I have a loss, I sort of go back into things
that have happened in my life. I have no family, my
mother’s family’s completely out of my life, everything
I have I’ve made of myself. So, I was wondering how a person handles losses.
– I respect that, so look, that nine million dollar
loss is gonna hurt a lot less than when I read Twitter on the
way to the airport right now and somebody who was brought
as a friend was like, “Eh, too brash for me, I don’t like him.” Like, you know, so they
come in all, it’s not about, the losses come in all shapes and sizes. Look man, I’ll be honest
with you. (laughing) You’re like a hero, I don’t
know what your, you know like… (audience applauding)
I mean, I don’t. (laughing) You were talking, and
I was like, fuck man, I wish that was my background.
(audience laughing) I’m being dead serious,
I’m being dead serious. Now, you might say, oh easy
for you to say if you lived it. Look, everybody has good and bad. In life, we’re all born
with either an advantage or disadvantage, we either
started with too much, or we started with too
little, and then basically, your internal fortitude decides
if that was good or bad. I’ve sat with people that have $10 million in their trust fund crying, saying that they hate their lives
because their parents took care of everything and
they’ll never achieve anything on their own, and no
matter what they achieve, everybody’s gonna say it wasn’t them, and they think it’s the
worse, and they’re suicidal. This is real, now for somebody
like you, or others that started with zero, you’re
like get the fuck out of here! (audience laughing)
10 million, you know? Listen man, to be very honest with you, I’ll give you the answer,
you have no choice. That’s how, what’s the alternative? When you have a setback, are you gonna say it was your granddad and your dad? I mean, you know that’s
not true, it’s why you have so many wins, right, so just practice. I just kept practicing
blaming myself for everything. Now I just default into it. I genuinely believe
everything’s, but I think it’s drizzling here because of me. (audience laughing)
Like, I think, I think you just have no choice, brother. – Thanks, Gary.
– You got it. Can you do me a favor, ’cause
I’m running outta time? Can we get this lady right here? Nice Vayner sports shirt in
the front row, I like that. – [Woman] Thank you,
you’re amazing, I just have to pace ’cause I’m intensely nervous. First thing, I’m gonna
update my Facebook profile to say that Gary
Vanderchuk called me lady. (all laughing)
Sorry, I just have two things to say, the first
one is, almost five years ago I was left when I was pregnant. My baby was diagnosed at
birth with down syndrome. I had to quit my corporate
job, and I finally went back, I’m not gonna cry, I cried in Pat Flynn. Some of you guys were there, you saw it. I’m not gonna cry for Gary
V ’cause you’re my internet spirit animal.
(all laughing) So, I went back to my
job at the Australian Taxation Office, and I was
their Facebook channel expert, and sorry if any of them say this, but I watched your podcast on one screen while I increased their following
by 25% while I was there. I then quit my job and launched a course, which was five months ago,
I launched my first company, thanks to you, and also
Pat Flynn, but mostly you, and I, we turned over
$275,000 in course hours, and I’ve now been able
to recurring income, and I did that by
reaching out, giving back, and building my community generously. In the meantime, I’ve
built up my son’s Facebook and Instagram profiles with your help. My son won Baby Buns, which
is Australia’s biggest modeling competition, he
was in the Oscar Gift Bags last year, he’s a beautiful little boy, and we’re having a selfie,
I’m so nervous! (laughing) So, I’ll show you his photo. A few months ago, I nagged
DownSyndromeAwareness.com. What can I do to build his profile? ‘Cause likes don’t pay for his mortgage. – So, one more time, you’re
asking how to continue building his profile?
– Yeah, so I can build this out really
successfully for myself, but it’s for my little boy. He’s got 24,500 Facebook
followers, I create resources, I’ve got a website I’ve
built called ParkerMiles.com, we’ve done Mannor 3045,
I’ve got Batlinks in Yahoo, his videos get picked up by
Jukin and I can’t monetize him. I just am so resistant,
I don’t know what to do. – I don’t think you need to monetize him. – [Woman] Okay, good ’cause
everyone tells me I should, and I just feel like, what do I do? Like, do I need to, ’cause I
just wanna grow his community. – Can I just talk about it? When you sit down, make
the list of the people that told you you should monetize it, and then put me on the
other side of the list. – [Woman] Okay, ’cause they
make less money than me and you make more, so–
– It’s just, you know, it’s not even about, honestly, I swear, it’s not about making more,
it’s about moral compass, it’s about legacy, it is about, currency is part of the equation. The thought that you have to
monetize that is ludicrous. – Thank you.
– What you should do is continue to monetize what you’re doing, be super successful, and
you’ll have more than enough, and you won’t be spending
the energy debating monetizing that side of it.
– Yep, I think I just needed to hear that because
the reason I go to that is because community’s everything
and intent is everything, and I just feel like it
never really resonated, so I couldn’t stock things
or do this stuff, or– – Listen, I’ll leave you guys with this. Doing anything that doesn’t ring true down your entire
operating system and soul, because you think you
need to do it based on somebody’s advice that you
admire, or because you have short term pain in your
life, is never going to work. It has never worked, it doesn’t
work, and it’s just better to wrap your head around
enjoying the short term pain, and I mean that, like,
listen, the Rocky movies that are good is when it’s shitty, not when he’s in the fancy mansion. Like, that gentleman’s background, yours. Everybody has diversity, has adversity, and more importantly, if
we put everybody’s stories on a table here, right,
that gentleman’s story’s pretty intense, he’s
probably be very high up in the adversity, but here’s the problem. If you’re sitting with
some adversity right now, it’s yours, right? No matter what your adversity is, just having a mom that wasn’t supportive, just so you all know, is pretty hardcore. Having a non-supporting
mom is a unbelievably difficult thing for the
majority of human beings. So like, we all have it.
– I think I’m already getting, – Go ahead.
– I think I’m already getting my return on investment because
I get messages all the time from moms whose nurses have
referred them to my page and they’re crying for–
– Of course. You knew the answer, you just
needed to hear it, thank you. – [Woman] Thank you, so
I’m gonna write a book. (audience applauding)
– Brisbane, I gotta go. I gotta get to Sydney,
I love you, I’m sorry. I’ve got nothing but love
for you, thank you so much for coming, see ya.
(audience applauding) Thank you.
(inspiring music)

Shared Responsibility: What This Means for You as a CISO (Cloud Next ’19)


[MUSIC PLAYING] ANDY CHANG: Hi, everybody. I’m Andy Chang, Product Manager
at Google’s Cloud Security team, and I’m
joined here by Dan. DANIEL HYMEL: I’m Dan Hymel. I’m with Capital One and I
perform in our cloud governance and compliance space for our
multi-cloud environments. ANDY CHANG: And Dan and I will
be splitting the presentation duties. I’ll do the beginning part, Dan
will talk about Capital One’s experience living this in the
cloud, and then we’ll wrap up. DANIEL HYMEL: Sure. When I start, I’m going to
maybe ask you a question. Heck, I’ll ask
that question now. What’s in your wallet? [LAUGHTER] So I’ll start with,
actually, a cautionary tale. So stay tuned for that. And you’re going to see a
slide that you’re probably not used to at Google
presentations of this type. Thank you for coming. ANDY CHANG: Thank you, Dan. Cool. So you’re in SEC209,
“Shared Responsibility, What This Means for You as a CISO.” And I think, hopefully,
you’re benefiting from some of the comfiest
chairs for any of the talks, much better than the ones
in the large stage area. So as you’ve
probably– since you’ve been through a few
of these sessions, we’re also taking
questions in the Dory. And so go to your app. If you have questions that
come up as we’re talking, please enter those in and we’ll
handle them towards the end. We’ll be covering a few things. Overall, one of the questions
that I get talking to customers is what is the exact split
on the shared responsibility model? How do I understand it? How do I leverage it? How do I make sure
that the cloud provider is doing what they’re
supposed to do and that my own company is
doing what we’re supposed to do? So we’re going to talk a little
bit about the perceptions of what customers care
about in security, the understanding that
shared responsibility division, focusing on
visibility and control. And then, ultimately, focusing
on a quick architecture example. Then I’ll turn it over
to Dan to talk you through the lived
experience at Capital One, how they’ve been successful
on multiple public clouds. And then we’ll wrap up
with questions and answers. So when customers
talk to me, the things I hear that folks
care about are really that the right data is
delivered to the right customer at the right point in time
for the right purpose each and every time. And that’s some of
the core of security. The right thing and
only the right thing happens when it’s
supposed to happen. In addition, given as we all see
the current threat environment and the activity of
threat actors increasing, it’s important not just to
react to [AUDIO OUT] situations, but also to be able to
anticipate and innovate ahead of some of these threats. In addition, many of you are
in regulated environments, so it’s important
[AUDIO OUT] partner to be able to essentially
enable you to deliver on your responsibilities
while running your businesses in the public cloud. And lastly, and really
the focus of this, is understanding and having
a clear understanding of responsibility model. I think we’re going to
switch over to [AUDIO OUT].. OK. So now we’re– [AUDIO OUT]. I think this is [AUDIO OUT]. SPEAKER 1: Sorry, folks. Give us one second to get
this straightened out. [SIDE CONVERSATION] ANDY CHANG: OK. All right, so this is better. Cool. All right, so we’re
going to talk about– oh, I think it’s still
cutting in and out. Technical difficulties. Cool. All right, can you
guys hear me OK? All right, we’re going
to go with the hand mic and see how this goes. Thank you. So we’re going to– the
focus of this talk is really on the understanding. Enabling you guys
to understand where that split is from a shared
responsibility standpoint. And really, ultimately,
for you as CISOs, you as folks part
of the security part of your organization, enabling
you to actually accelerate your company’s business velocity
with enabling your stakeholders to have and
understand really what is the controllable and
acceptable amount of risk. So really focusing on this area. At Google, the way we think
about the shared responsibility model is really around two key
items, security of the cloud and security in the cloud. And we’ll talk about how
we divvy those things up in a moment. From a core principle
standpoint, security at Google is done defense in depth. We have at least two layers
of protections that are independent from each other
between anything of interest– anything you want to protect
and any kind of bad activity or threat actor– at scale. So, as you can imagine, Google– I think other folks
have said we’re 25% plus of the internet
from a traffic standpoint. Things done at Google for
security or for other things have to be done fully
at scale and work at scale, and by default. How
do we enable our developers, how do we enable the system
so that the controls that are necessary and required
are enabled by default so that folks can run? At the core underlying
this is really the use of strong cryptographic
credentials and identity. And what that means
is that whether it’s a machine, whether it’s
a human, whether it’s the data, whether it’s
the code, whether it’s the underlying
service, they all have unique cryptographic
identities that we can compare against what
should be happening. And provenance, the ability to
establish, through a hardware root of trust, that the
underlying hardware, the low-level software, the OS
software, the applications that are running are all fully
attested to at each stage and that we’re running the
right code at the right time. The other part of this
is that, at Google, we think trust isn’t gained just
through technology, but also through transparency. And really, what that means to
you and to customers in general is thinking about reducing what
we call the unverifiable trust surface. What that means is minimizing
the amount you actually have to trust us as
a cloud provider. Having you being provided
enough information so you can make a
decision of your own to verify the claims
that we’re making. And that’s a core part of
what we’re trying to do. Ultimately, we’re interested
in providing customers the capabilities to help you
build secure applications and fulfill your part of the
shared responsibility model. When we think about the
controls that are in place, we really think about
them in three areas. Underlying control,
things that really help you protect the data;
visibility, the ability to classify the data and monitor
the actions on that data; and then detection
response, the ability to actually validate
the controls running and detect essentially things
that are non-compliant, activities that could be
threats, or from bad actors. And for each of these
areas, we have technology that we provide to enable that. When we think about the
shared responsibility model, it’s important to understand
that the boundaries of that shared
responsibility vary based on which types of
services you’re using. And for many of our
customers, they’re using a spectrum
of services, which is why it’s not
surprising that, as a CISO or as part of the security team,
the details for what service and which part can add
to additional complexity. And so it’s important
to understand where those divisions are. When you’re running on premise– everything in the blue
represents the customer. So when you’re
running on premise, you own all of your
hardware stack, your relationships, the
underlying software running. So not surprisingly,
the full responsibility is really on you
as the customer. When you’re running as an
infrastructure as a service, which is essentially running
your own virtual machines on our platform, but
installing your own images, setting up your own
network architectures, the responsibility for us is
to provide you the ability to log and audit the things
that are running on the system– the network, the underlying
hardware and infrastructure, the pieces that you’re
building on top of. So the services we
provide to you are secure, and then you’re responsible for
putting those things together in secure architectures. When you’re running a
platform as a service– like BigQuery or App Engine,
one of those things– now, really, you’re providing
as code that you’re running. And we’re responsible for
delivering the underlying services that execute that
code in a safe and secure way. And when you’re using
software that we’ve provided, now we’re responsible,
as well, for the code. So, if you’re using
Gmail or Drive or Docs, that code has then become
part of our responsibility. And then the thing
that you focus on is access to those
applications, access to the data that you provide,
and then the data that you’re loading
into those applications. That’s a quick summary
of the different levels, and we’ll go into some
of this in more detail. So, as we talked about
from a Google perspective, we think about security of
the cloud and in the cloud. Of the cloud is about
the core infrastructure that you’re then
using, and the core services to build your
products and applications for your consumers. For Google, we’re responsible
for security of the cloud, and we think about it as, again,
defense, in depth, at scale, by default. We model the
underlying architecture that you’re running on
top of in nine layers. Everything from the
hardware all the way through the underlying low-level
software, the applications, and ultimately to usage. And everything that
we do at Google is rooted in a hardware root
of trust, which is the Titan chip that you’ve heard of
through the last couple of Next conferences. It’s a purpose-built
chip that we’ve built and it sits on our compute
cards, our processor cards. And establishes, on boot,
a cryptographic identity for that piece of
hardware and verifies that all the underlying
pieces of software that are meant to boot are
doing so in the right way, that the hardware
components are correct and configured the right way. And, if any of
those things fail, that card or that
compute instance does not actually boot and
be entered into the fleet. And that allows us to
make sure, once something goes through that, that
it’s in a known good state and it can be put into
the rest of the fleet and start serving customers. That becomes the
underlying piece that drives our servers,
our storage, our network, and then ultimately
our data centers. And what that allows
us to do, then, is reduce the threat
for folks injecting either malicious hardware
or malicious software into our systems. In combination with that, as we
talked about in the beginning, it’s important for
us at Google that we have the ability for
the code that we write to define that the
right identity accesses the right machine, is authorized
by the right code accessing the right data, and it’s in
the right time and context. And that’s done through
cryptographically secure identities. So not only users
have identities. Machines and services
have identities, devices have
identities, and then code and data have identities. And checking all of those things
when we run a Google service is a core part of our
underlying platform. Here’s a stack with
a little more detail of the different
pieces within Google that come into play
to secure each layer. You’ll see that there’s at least
two items at each layer that are put together to provide
redundancy and really defense in depth. Whether it’s the purpose-built
underlying infrastructure or the fact that we,
from a boot standpoint, cryptographically sign all the
pieces of our boot software, from an operating system
and hypervisor standpoint, we use our own version of
KVM where we stripped out a lot of parts of
the virtual machine monitor, reduced its attack
surface and its risk surface. We’ve also then added
sandboxing in so that further creates a level of isolation. From an OS standpoint, we
use our own curated operating system for our host side. We also make that available
as the container-optimized OS for you, as a customer, to use. If you’re using our
container-optimized OS, you can also enable
automatic updates, which will patch the
container-optimized OS so you can leverage and benefit from
the same type of security controls we run
on our host side. From a storage and
network standpoint, unique to cloud providers,
all services, all data, is encrypted at rest and
in transit at Google. The logging of both internal
Googler access, as well as providing audit logs for
your users and your systems and what they do
in your systems. An identity access
management system that allows us to do
fine-grain permissions, and then really
managing those keys that are core part of
encryption at scale. From a networking side, we
have one of the world’s largest private networks. What that means is that from
when your data or your service is touched by a customer
from outside our network, it basically travels wholly
on Google-owned private networking, private fiber,
to the server in our systems. And that gives you not only
performance advantages, but gives you a single threat
to choke from a network security standpoint. There are no additional
actors in the underlying hops. From an application standpoint,
both from the whole software lifecycle, from static analysis
to the patching and checking of the packages that are loaded
in, we have control over that. We also cryptographically
sign each piece of software as it goes through
the development stage, and then check before it’s
deployed that the manifest has all the right policies applied. That’s something
we’ve externalized to customers as a part
of binary authorization. So, if you want to adopt
that same model that you can run vulnerability
checks, various types of patching checks, static
code analysis, and then as long as code passes that
created cryptographic signature and have that checked
before the code is deployed, you’re able to do that through
our binary authorization product. Once the applications
are up and running, they’re protected by
our own global front end and the WAF capabilities and
DDoS capabilities around that. And then we provide, as well,
our own security scanning for L7 web application
vulnerabilities that we use inside of Google as
a product called Cloud Security Scanner for you to
use as a customer. When things are
deployed at scale, we’re very fond of saying that
your first users are typically abusers. So whenever we deploy a service,
we see a lot of attack traffic. Therefore, the built-in
DDoS for our own services, the ability to be our own CA. So it’s very hard for folks
to forge anything related to connecting to Google. And that all services provided
at Google are at full TLS. Finally, from an
operations standpoint, not just trusting us,
but having third parties do compliance checking. The ability to do
live migration, which enables us to do patching
of live running VMs without taking your
services down, allows us to, on a continuous
basis, do that level of patching and keeping
things up to the highest level of security. Then we have full SOC threat
analysis and the ability, from a user standpoint,
to connect to our services through beyond corporate
digital trust type network, as well as for them to do
hardware-based second factor for security key. And that is the structure for
every service created at Google and used at Google. And the tools in
which you would then build on top of when you
use one of our services. When we think about
enabling customers, we do this providing
the same type of services either in the
dark green as products you can consume, in the light
green as either products that you can use from Google or
that you can get from partners, or in the case of the dark
blue, core things we still do by default for you when
you’re running on Google Cloud Platform. We’re going to
talk and highlight some of the key differentiators
on Google Cloud Platform that will help you do your
job better and fulfill your part of the
shared responsibility from a visibility
and control side. So one of the core
things which we announced to general availability
this morning is the Cloud Security
Command Center. That’s that central
pane of glass that you can bring in detections
from Google native products, third-party products, or
ones you’ve written yourself for vulnerabilities and
threats all in one place, and see those in
context with your assets and the business context
of those services and the sensitivity of the data. Gives you one place to look for
visibility, one thing for you to then query, understand your
data, and then the ability to trigger prevention,
detection, and action. In addition, what we feel is
a key part of understanding the attack surface
is understanding where your data is and what
sensitivity level [INAUDIBLE].. What we provide is the same
service we used within Google for data classification,
our cloud DLP API, which is designed to work at data at
exabyte and petabyte scales, which allows you then
to, number one, for data sitting in Google Cloud Storage
or data sitting in Bigtable– BigQuery tables– to
classify, at scale, sensitive data either through
our built-in classifiers, the ability to use
regular expressions, or to express this
in terms of data sets that we can
train our models on. Once you’ve
identified that data, you then have the choice of
multiple de-identification options. Simple things like
substitution encryption, more intricate things like
format preserving encryption, or transformations that
allow the data still to be usable in analytics, but
still parallel serve privacy. In addition, unique to Google is
we provide Access Transparency, which means that we
provide you, in our audit logs, a notice every time a
Googler accesses your data and for what reason. What region that
Googler was from and the case number, in the case
of customer-initiated support events that triggered
that access. This is across a wide
range of Google services, and unlike some of the other
providers, not just restricted to a small set of the
provided services. Also, at Next, we’re
very excited to announce access approvals, which now
allows you to prevent Googlers from accessing data in real
time for a subset of the data. So not only will we notify
you if a Googler is trying to access data, you can
actually get the ability to say you will not allow
that and grant that access, and the Googler will no longer
have access to that data and will not start having
access to that data. The results of these are
surfaced in the Cloud Security Command Center. Also through the
audit logging APIs. One of the key parts
we talked about earlier was trust through transparency. And so part of that is
there’s a lot of things that we’ve told you
about our technology and how we do things. But you don’t have
to just trust us. We go through, twice a year,
a set of certifications. You’ll see some of these here. And those certifications
go on an ongoing basis. Working with your sales teams
and with your account teams, you can get access to some of
the reports of these things. So you can see for
yourself, whether it’s overall global standards or
country-specific standards, how we do against
the requirements and certifications you need
to run your businesses. When we move to control, one
of the key things that’s unique to Google is an emphasis on
providing out-of-the-box, top-down, logically central, but
globally distributed controls. We were the first of
the cloud providers to provide organization level
viewpoint, a top-down resource hierarchy that also
is an IAM boundary and also is a network boundary
so that you have the ability to start your systems and
your developers in a safe mode where they have, by
design, restricted access that you then can
explicitly only grant through the IAM roles. From an IAM standpoint, we have
over 300 curated roles so out of the box, the
separation of duties are built in by those
products requiring explicitly grants for folks to use that. We have hierarchy
and inheritance in our resource hierarchy. So if you’re given
something at a folder level, that person then can have
the underlying roles in each of the projects below that. But if you’re at
a project level, you can’t go up the chain
unless you’re explicitly granted that type of access. In addition, we
have org policies that you can define
at the top level that can be enforced across
all your organization, regardless of the
underlying pieces. And then we’re going to talk
about two other things that affect your
communication pattern. VPC Service Controls,
which provide you the ability to define
service perimeters. So unlike the traditional
L3, L4 networks, which are based
on routes and IPs, and restrictions based on IPs,
as you move to microservices, services then have
unique identities and you have the ability
to block services access to particular types of
sensitive data or projects. And those can be applied
to Google services as well so that you can block,
for example, Google Cloud Storage rights or reads from
a particular set of resources only unless those
services either belong to a particular access level
or have a particular set of permission groups. In addition, we also
provide a similar set of capabilities around your
L3, L4 level networking. So we have the ability
for you to create what’s called a shared VPC
and, in that shared VPC, define all the
firewall rules that apply to all the tenant VPCs. So you have, again,
one logical choke point where you can provide
the administration of your overall network,
separate and independent from the underlying
administrators of the underlying projects. Both of these
concepts are designed to provide you
logical bottlenecks and choke points for
control, but not cost you anything on the performance
side because they’re implemented in globally distributed ways. And those are unique to Google. VPC Service Controls,
as I talked about, is really defining
service-level perimeters, which allow you to put that
around specific sets of sensitive data, allow
you to define access levels. And those access
levels allow you to put policy
requirements, for example, of what kind of geographies that
the data can be accessed from, what kind of restricted
IPs, what potential device characteristics are needed
to access that data. Those access context
levels apply not only to infrastructure
controls like this, but also back into your G
Suite access to Docs and Gmail. So in one construct,
access levels, you can define a set
of controls that apply across both G Suite and GCP. Similarly, from a key
management standpoint, as I talked about,
by default, your data is encrypted at
rest and in transit. But we know for some
of our customers, they have additional either
regular requirements or views of their threat
model or risk that require greater
control of their keys, so we provide a full spectrum. From the left,
default encryption, you don’t have to do anything. Your data is encrypted at rest. Cloud key management
system, which allows you full control
of creation of keys, destruction of keys,
rotation, times, and periods. Full logging. IAM roles on those keys
so you can demonstrate to your regulators
and auditors that you have full control of the keys. Cloud HSM, which is a
hardware-backed solution so that you can have a root
of trust for those KMS keys be in hardware. And it’s a Phipps Level 3
hardware, globally distributed Cloud HCM system. You can also, if you need
to have the root keys be sourced within
your own org, you can use cloud’s essentially
customer-supplied encryption keys, which allows you to push
the encryption keys to us when you need something decrypted. We do not store that key. It stays only in memory
for the live operation and, therefore, you
have not only the root of trust in your
own hardware system, we have no access to
those underlying keys. You can also have, essentially,
the ability to stack your own HSMs in our Colos if
you want that further level, additional control on
essentially customer-supplied encryption keys. So depending on the risk
parameters of your business, you have a full
spectrum of capabilities available to support
data encryption. And before I turn
it over to Dan, I’m going to talk through now
how the various controls get put together when you think
about a secure architecture. So first, most customers
start with a clean slate. They have an existing on premise
or other cloud installation. They have identities set up,
typically not a Google identity out of the box, from an
enterprise standpoint, local compute,
gateways, and then data. So the first thing to do
is to essentially connect to cloud identity, which lets us
federate your existing identity service. And now brings those
identities to be used in Google Cloud Platform. Then, through the groups and
the underlying individuals, assign out the IAM
roles and policies which you want so that folks
have the correct separation of duties. The ability to establish
upfront org-level policies that apply, regardless
of the underlying pieces, across your whole organization. For example, that VMs cannot
have publicly-facing internet addresses. Then the ability
to define, again, from a L3, L4 level, and
overall control of your firewall rules and networking
through shared VPCs. Breaking out from an HA
standpoint and a disaster recovery standpoint, the
various regional pieces that you want to allocate within
each of the regions, the zones, the resource allocation, and
then the underlying subnet connections. By default, and
unique to Google, our networks are global. So you’re able to make
those connections very straightforward. You don’t have to pair
between the different regions. Our VPCs are global by
nature, and you’re able to, therefore, set up HA and DR
in a very straightforward way. Next thing you want
to do ultimately is you have data
sitting near on prem, and you want to bring
it securely into GCP or take the data that we compute
and bring it back to your on prem. So combining Cloud
Router, firewall rules, dedicated secure interconnect,
either through our own peering or through partner
peering, allows you to bring the data in and
out of your area securely. Also, we have VPNs to allow
you to do that as well. Next piece, then, is from
an application standpoint. Protect your application
once you serve it from the typical
attacks like DDoS. So you can either
use our default global load balancer,
which as long as you put that in front of one
of your GCE services, will take advantage of
our global front end. You can use one of our
managed services, which has DDoS built in, or you
can use the Cloud Armor product, which gives you
additional availability and the ability to write
your own rules to fine-grain manage your DDoS and WAF. Next piece, then, is you
want to turn on logging so that you have the monitoring
and evidence of things that might happen to
allow us to do detections. And audit logs are
turned on by default. You can then also look at
VPC Flow Logs, firewall logs, and then general logging. Then you want to turn on
the monitoring, learning, and detection pieces, which
include the Cloud Security Command Center, security
health analytics, the ability to look at stackdriver
monitoring, running security scanner
on your, essentially, web applications. And then if you want to
dump the data into BigQuery for additional processing. You then create a
service project, which allows you
to kind of create that boundary of control for
the services you want to run. And then create kind of a secure
perimeter using VP service controls around that so that you
can restrict which services can access that underlying data. And then, ultimately, bring
those data back into GCP through either private access,
Cloud DNS, and cloud natting. So you can either place
your subnets into GCP or push our subnet pieces out. So, in summary,
those are the steps that you take to pull things
in and are the building blocks of you building
a secure service on GCP, and some of the
pieces we give you to fulfill your part of the
shared responsibility model. So with that, I’m
going to turn it over to Dan to talk to you about
Capital One’s journey. DANIEL HYMEL: Great. Thank you. Are we using this mic? ANDY CHANG: No, we can
use your mic for this. DANIEL HYMEL: OK, great. Andy, thank you for
opening the stage and allowing me to
present and open the windows on what’s actually
going on inside of Capital One. So I promised you
a cautionary tale. And this little
creature’s name is Altria. Altria is a rescue dog that my
12-year-old daughter picked up from the Richmond Animal
League in Richmond, Virginia. What does this dog
have anything to do with the topic of shared
responsibilities, compliance, and controls? On the cover, probably
absolutely nothing. But take a closer look. Take a look at what’s
around her neck. So here’s the tale. It happened shortly
after Google ’18. About a week after Google
’18, this little dog, Altria– love her to death. She has no malicious
intent whatsoever. But she’s a runner. She was trained
as a hunting dog. She’s an American hound. So on one particular night, this
was probably after the fifth escape from the homestead–
we live on a parcel out in the country– we kept talking
about, let’s put it in a security fence,
an invisible fence. And we kept holding off
because the price was too high. So on one particular event,
she left around 8:00 PM. She has free run of
the neighborhood. We live in this river
canyon on the James River, where about a mile on either
side, there are no fences. And you can run from
the Chesapeake Bay all the way to the mountains. On this particular day, it
was about 11:00 PM at night. We were exhausted. We couldn’t find her. We came home. And as I was planning
to go around the house to check things out, I felt
this immense pain in my leg and I jumped and wondered
what the heck happened. So I looked down and on
the corner of the eye, there was a copperhead snake. Unfortunately, that snake took
advantage of the opportunity. And as you know, later that day,
I was in the paramedics box. I was at the hospital. I was being treated for
a copperhead snake bite. So as you know,
in everyday life, there are risk
scenarios everywhere. This is a very good example. Had we actually put
in the security fence, we would’ve avoided
Altria from escaping from our private domain
out into the public. So as a result, we
implemented this control. It’s a shock caller. So as you approach
the fence, she gets a really
enlightening experience. If she’s able to go beyond that
barrier into the public domain, there are some other controls
that we’ve implemented. So what you might not
know about the rescue dogs is that when
you receive them, you receive them with a chip. So if they are
captured in public, there is a way to
identify those. We also added a collar or a tag. The tag used to have only
our home phone number, but she runs so much
that we actually had to put a cell phone number
because we would get phone calls at home when we’re
actually out in the field looking for her. So, as you see now, it has a
lot to do with cloud controls– I’m sorry– with controls,
with shared responsibilities. It’s the whole community. So let me take you into
the Capital One journey. I’m going to open the
window for you for a moment. You won’t see this often. And I’m going to tell
you and share with you a few nuggets on how
we made our journey into the cloud successful. So Capital One, today, has
a significant need for cloud because it enables us to
operate with the speed and agility required to
succeed in the digital age. Our agile sprint teams
work in two-week cycles, and according to
them, infrastructure must not be an impediment. As a result of moving to the
cloud, there are some stats, and these are real numbers. We’ve moved from a
development environment build time of three
months down to 30 minutes. New product features
which used to take a month now take two days. With unparalleled visibility
into our environments, we have an overall
improved security posture. I’m going to talk back on
security in just a moment. Our current cloud
status is this. We have over 8,000 production
applications and services. 6,000 additional
services and applications are in non-production. And nearly 100%
of our production in development and test
servers are in the cloud. Additionally,
moving to the cloud has increased our ability
to secure and manage massive volumes of
high-quality data, operating at a higher speed
with greater resiliency, faster recovery, and at an
extraordinarily lower cost. With Cloud, our
technology organization is free to do what we do best,
build digital breakthrough experiences for our customer. If you are a customer
of Capital One, feel comfortable in knowing
that we have your back and we are doing our very
best using state of the art technologies and best practices
to protect your sensitive data. To make this happen, to make
this security posture happen, we’ve implemented a methodology
around controls and compliance. A lot of organizations might
call this cloud governance or a governance function. So essentially,
that’s what it is. It’s an enterprise
function at Capital One that balances the
need of compliance of cloud controls,
objectives, and the needs of various stakeholders,
from our board of directors to executive management, to
the enterprise communities, like operations, engineering,
info security, and cyber– all of the communities
that come together to help enable our security
capabilities in the cloud. And most importantly,
our divisional customers. These are our
lines of business– our banking community, our
auto finance community, our card community. These are the application
builders and consumers of cloud services. Another way to look at
cloud control and compliance is it’s the totality set
of policies and procedures that help an enterprise
move towards its goals while minimizing
risk and conflicts. So for us, our journey here,
our goal is all in on the cloud, and that’s just
about where we are. So let’s go back to, then,
what is this cloud compliance function? What I’m going to share with
you is a best practice example that is aligned very closely
with the Cloud Security Alliance methodology. So think of this as
a box of cake mix, where you flip that
box on the backside and it gives you
all the ingredients. These are all the ingredients
to make it happen. These are the best practices. You have to include all
of these, in my opinion, in your program for
cloud compliance to have the maximum benefit
to ensure that you’re doing the appropriate
level of due diligence for your environment. I’ll go by these one
by one, and then I’ll give you some more detail
on what they actually mean. So first off, you must
document and maintain a catalog of control objectives. These objectives are partially
derived from Nest 800-53, or FedRAMP Moderate. They are also a
compilation or a derivative of your internal security
policies and procedures. Secondly, for every
single service that our cloud
providers offer, we perform a security
control assessment using a selected set
of security control objectives in that catalog. And, for now, our current
status for our catalog of about 300 control
objectives, we use about 50 of those that are directly
applicable to cloud as it relates to our
shared responsibilities. And, of those 50, 15 of
the control objectives are mandatory
requirements, meaning that, if the service provider– Google– provides
a service to us and it doesn’t meet any of
the 15, that’s a showstopper. So we’ll just tell Google,
we’re not ready yet. We need some more features
before it’s safe for us to consume that service. Next, once you’ve done
the security assessments, you move into the phase of
performing the risk analysis on the gaps that you’ve
identified relative to your control objectives. So depending on which
industry that you’re in, you may have a different
set of objectives than what Capital One has as
a financial service provider. Today, we’re using a composition
of qualitative and quantitative methodologies. We’re looking very closely at
probabilistic risk analysis, which means that there is
a probability in a risk scenario of an event happening
over an annualized time period causing a loss of
money in a particular range. So now that you’ve
identified your gaps, now comes the tough part. This is a continuous process
on risk management, control implementation, control
compliance, control exception processing. You have to implement
your controls. You have to monitor your
controls for compliance. And you have to allow
application owners to make exceptions against using
the services that might not have all the controls
or for which you’re not able to meet all of those. Not a requirement,
but the next one is the divisional
governance advisor. And what we’ve done
is we’ve assigned a technical subject
matter expert like myself to support a particular line
of business that translates everything that we’ve
talked about into terms that they consume. And most importantly,
as well, training. The associates that
perform in this function need to have background
as a subject matter expert in the cloud
provided environment. Back to shared responsibilities
component of this. Andy talked ad nauseam about
this– this is really great– so I won’t go into
any detail here. But I wanted to share with you
that we understand this well, and I’ll just move on
to the next one, which is a payout slide. This slide basically
says, for Capital One, we look at shared
responsibilities from both a platform perspective
and an application perspective. Let’s take the application
perspective first. I’m sorry, the
platform perspective. So my team working
in cloud governance, we do everything that
we talked about before. We assess the services. We ensure that they meet
our security requirements. We work with cloud
engineering teams and we provision the
services and make those available to our
consumers that leverage those services by
way of applications. So we’re accountable
for then assuring that we implement platform
identity and access management, that we
deploy the operating systems appropriately, meaning
that we provision system images. Rather than using the
cloud provider images, we provision our own so
that we appropriately harden them to meet
our internal standards. We’re accountable for what
we put into the cloud, so we take full
responsibility for that. One particular example of
a control related to this is a notion of rehydration. So, as a virtual machine ages,
it takes on vulnerabilities because the vulnerability
aging process, and so we have a requirement
to rehydrate every 60 days. If you go beyond that,
bells and whistles go off. If you go past 90,
bigger whistles go off. If you go to 120, the
canons go off and so forth. So I think you get that. So our cloud
governance function, from a centralized
perspective, is we make controls and scripts
available that either we can run on behalf of the
development community, or that we can give it to them
and they can actually run it. For example, there
might be a requirement to apply labels or tags
to all of your resources. If the development community
forgets to do that, they can run a
script to make sure that they’re compliant to that. Let’s move on then
to the application. If you build it, you own it. That’s the mantra
at Capital One. So if we offer a service
to you, you’re golden. You can use that. It’s been whitelisted. The controls are in place, but
you have some accountability. I’ll talk a bit more
about that accountability. So why are cloud
controls important? I wanted to make sure that you
had full visibility to that. For Capital One,
it’s our mission and our fiduciary
responsibility. If you take a standard document
classification or information handling matrix,
you will find that your proprietary or
confidential data is probably your most important asset and
requires a level of protection beyond those that are
company or public. So what we do and
how we’ve bifurcated this is we look at the controls
in the cloud control catalog in three particular areas. There’s technical,
operational, and management. And I’ll show you, on the next
slide, how we codify those. But most importantly, the
controls have to always be on. The windows have to
always be locked. So that means
security protocols, public accessibility, data
encryption, identity access, and PCI. There is no opportunity. There is no tolerance
for control being off. So where do cloud
controls originate? I mentioned to you a
bit earlier that they might originate from
cybersecurity frameworks, Nest, FedRAMP, and so forth. Here’s a particular small matrix
of the 14 control categories in the Nest
framework, where I’ve bifurcated those by technical,
operational, and management. So we take our Cloud
Control catalogs. We look at a service
that Google has provided. We perform that
security assessment. The diagram below, or the
colorful green, red, blue chart, is the actual
detail of the questions that we might ask. And, incidentally, I
have to say that Google has been an extraordinary
partner in this. Google has our scripts. They know what we require. They know when a service
is ready to meet the higher bar for financial
services industry, and so they are embracing that. They’re working very diligently
to say, hey, Capital One, we’ve got this new service. And they know what
our requirements are. So they know when to
actually make the ask. And finally, we complete
the service assessment. We deliver the package. Now, it’s important to
note here, under Item C, that it’s a
cross-functional team. We include governance, we
include engineering resources, cyber resources, architecture,
IAM architecture and, also, our information assurance
third-party management function, where
we fully validate. We have an auditable
trail that our regulators and our internal auditors
can go back and say, did you ask that question? Google tells a lot of good
things about their services, but we firmly believe
in trust, but verify. So this is the final slide. I’ve got about 15
seconds or so, and then we’ll save time for Q&A.
But here’s the payout, and this is what
resonates with shared responsibilities from an
application owner perspective. Here’s what it means. If you have an application– let’s take a basic, multi-tier
architecture application– where you’re going to
need a load balancer, a web server, application
server, database and file storage, that application
or the type of application may require that you adhere
to an enterprise architecture standard. There may be a defined
architecture already. The architecture might
even say, in order to meet the requirements
for the architecture, there are certain
cloud services that you are mandated to follow. So the application owner
defines the application. They choose the architecture. They select the cloud
services that are approved. This is by no
means the only list of what’s approved
at Capital One, so we could put dot dot dot. After you select the
approved services, then you become more
aware of an application owner of what your actual
requirements for controls are. So if you pick a Compute
Engine, if you pick Storage, you will have some requirements
for identity access, data encryption, and so forth. So this is really
the whole story. There’s so much detail here. Feel free to reach
out to me on LinkedIn if you have some
follow-up questions. And we’ll actually go back to
Andy to close it out for us. ANDY CHANG: Thank you, Dan. So in summary, though
one last slide. [APPLAUSE] So security of the
cloud is something the cloud provider secures. Security in the
cloud is something that the cloud customer
secures for their data and their content. At Google Cloud, we look to
empower you as a customer with the visibility to
control and secure the things that you’re responsible for. And as Dan talked
about, customers can be successful in cloud
using a very thoughtful process, structure, and clean
separations of responsibility within their own org. [MUSIC PLAYING]

Employee Retention Speaker – Cara Silletto


We’re all pretty familiar with the buyer and seller market in real estate where the advantage switches back and forth from buyers to sellers based on the economic factors at hand. But did you ever realize that the same exact philosophy is true with the employment market? During the recession, we were in an employer’s market- where it was pretty easy to get and keep the talent that we needed. But we have now transitioned over into an employee’s market- where employees and candidates have the upper hand today. They have an advantage because everyone is hiring. So I want to talk with you today about our workforce, in particular, this Millennial mindset that we’re seeing come into the workplace. Now, a lot of people know the general demographics here: that we had 80 million Baby Boomers in the workplace. Now this number is shrinking from a workforce standpoint because 10,000 baby boomers are retiring every single day. What a lot of people don’t realize is that Gen X, the group right behind them, was about half their size. Now what that means is that when the Gen Xers came into the work world 15, 20 years ago, they came in with new ideas and wanting to do things differently. But their Baby Boomer supervisors and bosses would not let them. They did not want to wear pantyhose. I promise you. But their bosses said they had to. So, what most Gen Xers tell me is that they learned pretty early in their career that if they wanted to advance and wanted to be successful, they were going to have to play the Boomer game. So they adopted this Boomer mentality of how we manage people and lead people and how we schedule and what professionalism looks like. All these types of things. They became what I lovingly call Pseudo Boomers. Because they took on those same definitions. Now here is the game changer: We have 80 million Millennials. And you haven’t even met us all yet in the workforce because we go all the way down to age 16. This is the same exact group as Gen Y, if you look at the at the demographics and things. It just depends on the research. In fact, I don’t care what year you were born- different researchers say different things. What I care more about is: what is your mindset? How were you raised differently than other people and in what times were you raised that make you who you are today? So I’m going to share with you this Millennial mindset today. And remember, it doesn’t have to be somebody who is between ages 16 and 36. This is anybody who has this type of mindset. You may also have some Millennials in your workforce that are in their 20s, and you love these old soul Millennials- you know these. They show up. They show up on time. They do what you tell them. And they certainly don’t wear leggings to work, do they? No. So, we’re going to talk about this more broad, Millennial mindset of a lot more of those young workers (not the old souls). The people who were raised like I was. So, these are the issues on the table. What we’re going to address is: Technology, Authority, Balance, Loyalty, and Entitlement. The first one here is Technology. Now, think about when you were a really young kid and how you’d listen to your favorite song over and over and over again. most Baby Boomers started with record players. And they had those record players through their childhood and through high school into their early adulthood. Some of you Boomers probably still have your records. I’m certain of it. Now, if we look at a Millennial’s perspective, on the other end of the spectrum here, by the time I was born in 1981 I started with cassettes. Then I quickly moved to CDs, then I was asking for an iPod for my birthday. And we were the first college group to start illegally downloading music on Napster. Okay, so that meant that our formative years, what happened in those first 20 years of my life, was very different as far as my relationship with technology than any Boomers experience. So that relationship with technology has now transformed itself in our workplace as our comfort level with change. So, no wonder you have some Millennials in your workplace that are saying, “Oh, well this is too slow, and that needs to be automated, and don’t you know there’s an app for that now”? Versus the other end of the spectrum that says “if it ain’t broke don’t fix it. I’ve been doing it just fine the way I’ve been doing it for the last 10 or 15 years. Don’t you come in here, you little whippersnapper, and tell me how to do my job or run my department. Okay?”. We’re seeing both sides of this and I can understand where they’re coming from. In fact, on all of these different spectrums, there is no right or wrong. There’s no right or wrong, but as leaders you cannot be extreme. You can’t be on one end or the other. We’ve got to find middle ground as managers and leaders to lead our organization forward, so you’ve got to look for that appropriate pace for change. Then we have Authority. Now, my mom was raised completely differently than me. She was told at the dinner table, “You don’t have an opinion unless I give it to you, young lady”. So when she had two little girls, man, she swung that parenting pendulum so far the other direction and made sure that we had a voice. “What do you want for dinner tonight, Cara?” “Where do you want to go on vacation this year, Cara?” Now, my family was so equal in our vote that every four years my mom, my dad, my sister, and me would rotate who got to pick the family vacation spot. When I was 10 years old it was my choice, and I wanted to go to Boston. So bad, okay? 1991, 10-year-old girl, why does she want to go to Boston? Because that’s where The New Kids on the Block lived. Right? Duh! So, we got on a plane and we flew to Boston to go try to find Joey McIntyre’s house. All right? I was in love with him. So, you can imagine then in the workplace why we again have this widening spectrum where we have a lot of folks who respect this chain of command and expect others to respect that as well. Then you’ve got kids like me coming in that say, “Whoa, whoa. No. We’re all equal here. This is more egalitarian (is what we call it) and we believe that everyone is needed, everyone is valuable, and we should all be appreciated for that value. Whether I’m Clinical, Admissions, Housekeeping, Environmental Services, Dietary, it doesn’t matter. We all have to do our jobs to make sure this building runs well and that our seniors are well cared for”. So, very different. Another difference that we see today is this work-life balance. Now, I’m guessing for most of you in the room, when you started your career you didn’t have a cell phone in your pocket. Did you? No. Things have changed dramatically over the years. Not only with that, but we also have so many single parents in our workforce today. We have so many people who are carrying a second job in our workforce today. So, we have got to understand their reality, and their priorities- personal and professional. Because I’ll tell you it is next to impossible, with cell phones today, for us to separate the personal from professional sides of our lives. Another thing that’s difficult for us to understand is this innate sense of loyalty for loyalty sake. Most Millennials don’t know what loyalty looks like. We’ve never seen it. Divorce peaked in the 1980s. Most of us saw our parents or our best friend’s parents split during those formative years. Then came the 90s and early 2000’s when the internet caused globalization for most of corporate America. they started offshoring and outsourcing and downsizing. My mom is a corporate accountant who always got stellar performance reviews. She got laid off three times before I hit college. My parents split when I was 11. I remember the day when my 15 year old mom. I’m sorry. I remember the day when I was 15 and my single mom came walking through the front door, with tears in her eyes, having been blindsided by another layoff, looking for my shoulder to cry on. That gives you a whole different perspective on company loyalty. She said, “Don’t ever depend on a spouse or a company for your livelihood. You have got to be able to stand on your own two feet”. And then we also saw examples of loyalty where our parents stuck it out and sometimes they got that raw end of the deal, but sometimes they would stay they would stay working for a boss they didn’t like, a company they didn’t like, or they’d stay married to somebody they didn’t like, and when they finally got out of those miserable situations after 10, 15, 20 plus years, you know what they said to their kids? “Don’t do it” “Don’t do what I did because life is too short, and you should not be unhappy for too long”. We then translated that teaching over to what we call YOLO. All right. By the way, this is not cool anymore. Once our parents figured out what it stood for, we stopped using it. Okay, kind of like Facebook. YOLO. YOLO stands for: You Only Live Once. You only live once. And even though it’s not a cool hashtag anymore, it’s still very relevant in our workplace today. This is the number one reason for turnover. I don’t like my supervisor. I’m out. I don’t like my schedule. I’m out. I didn’t like the way you just talked to me. I’m out. They can leave because everybody else is hiring. Really important for us to understand what’s going on in their heads today. And then my favorite: Entitlement. Anybody have a few entitled little whippersnappers running around your building? I figured you did. So here’s the explanation: Credit cards. Personal credit cards became mainstream for middle-class families to use in the 1980s * ding ding ding* so that meant for the first time these parents didn’t have to have the cash in their pocket to spoil their kids and to get us everything we asked for. Then came ‘keeping up with the Joneses’. If you think about the holidays, your holidays, before 1980- It’s a whole different world. It was about family, food, fellowship- the reason you were gathering around that table – and today It’s about stuff and all the logistics around house hopping and the schedule and the financial obligations. So who’s the beneficiary of that explosion in the commercialization of our society? The Millennials. We have gotten almost everything we ever asked for, so it’s no wonder that we come into the workplace with a heightened sense of entitlement. It’s no wonder. We come in with a lack of deep-rooted loyalty for loyalty sake, or that we have trouble separating our personal from professional lives. Every generation is merely a product of the way they were raised. Every generation. So, what is it that a lot of the Millenials are looking for today in a in an employer? Well, they want to be heard. They want to have a voice. They want recognition and appreciation for a job well done. I did not say for going the extra mile, or going above and beyond. “I showed up all five shifts this week You better pat me on the back”. Now I know that seems ridiculous and some of you are thinking, “That’s why they get a paycheck”. But, the reality is all those silly participation ribbons are coming back to haunt the employers today. Because I showed up. I played the game and I got recognition for being on the team. This doesn’t cost us anything; just a couple minutes. Just a couple seconds really to say “Thank you” It’s time for every leader and every manager to turn up the dial on their recognition meter and start thanking people when they show up. Thank them if they show up on time. Thank them when they do a good job. Even if it is their job because when I talk to other administrators, Directors of Nursing, and others in this field, they tell me there’s a lot of people who don’t show up and don’t do their job. So let’s just recognize the people that we truly are grateful who are there and who are taking great care of our residents. They also want opportunities for advancement. Any position where people are leaving because they feel stuck or they feel like there’s no room to grow here, You can level out that position. What I mean is figure out what the competencies are in that role such, as a CNA. You know that a CNA with 6 years of experience is far better than a CNA with 6 months of experience. What’s the difference? Define out what those competencies are and then create chances for them to level up: I’m a level 1, level 2, level 3, level 4 CNA… Give me those opportunities to move up in the chain so that you never have anybody leave because there’s no opportunities for advancement here. Then we want flexibility. We are all looking for a greater quality of life and that better balance, so please give people more choices on their scheduling. We’ve got to give that power and that say over to the employees where they get to select their schedules. Do you have 4 hour, 6 hour, 8 hour, 10, 12 hour shift options? Some of you might think that’s a nightmare- get scheduling software. It will manage a lot of the priorities and preferences that your workforce has that is going to be needed to keep them. Then we’re all looking for a coach. Not a boss. Nobody wants to work for a boss anymore. We want coaches who help us do things better. So if there’s one thing I could tell you that is the silver bullet on reducing employee turnover, it is: make sure your supervisors and managers have the tools and training they need to be successful. We have cut training and development over the years, and we’ve got to bring it back to make sure that those frontline supervisors and managers at all levels in our organization can absolutely have those important conversations and coach their people to be better. Oh, but wait a minute. Newsflash! Guess what everybody in the workplace wants? This is not rocket science. Everybody in your workplace wants it to be this way. So, what is the real impact that the Millennials are having? This huge cohort that really is shifting the way that we are going to do business over the next 5, 10, to 50 years? The real impact is that we are helping leaders find new ways to create a place where people want to work. Where everyone wants to work. This isn’t about Millennials. It’s about creating a place where people want to work. So, do me a favor: get to know this new workforce. Don’t assume, don’t judge. Get to know them because getting to know them on an individual basis is going to help you build the trust and loyalty to extend their tenure so that we can get the staffing stability we so dearly need to provide the greatest quality of care. Thank you.

Introducing Apple Card


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Best Practices in Developing G Suite Business Apps (Cloud Next ’19)


[MUSIC PLAYING] SATHEESH NANNIYUR:
In this session, we are going to talk about
developing applications on G Suite, and some of dos
and don’ts of developing applications and how to set
up organizations in this particular session. So my name is Satheesh. I am your host for
the session today. Along with me, my co-presenters
are Monica from Genentech, and we are going to have
Sambit from Google Cloud talk in this session as well. So we will start with
giving an overview of what kind of challenges
our enterprise customers face when it comes to developing
applications on G Suite, and how we are driving certain
industry trends with some of our product lines,
followed by talking about our specific products. And then we’ll have Monica
present how they’re organized, and what are some of the best
practices in their organization with respect to app
development on G Suite. Then we’ll talk about, what
is the future looking like, what are the key trends that we
are seeing in the industry when it comes to developing apps
in the productivity space generally, and within G Suite
as well more specifically. And then we’ll wrap
up this session with an overview of some
of the exciting features that we are announcing today
with respect to G Suite development platforms. So before we get
started, a quick note on how to submit questions. So all of you must
have the mobile app. So you will be able
to submit questions through your mobile
app on this Dory. So you can go to this
particular session details, and then submit
[INAUDIBLE] there. Towards the end, we will try
to address your questions. We’ll also be able
to– hopefully we’ll have time to take some
live questions from this room as well. Sounds good? Perfect. So, without further
delay, let’s get started. So imagine yourself to
be a salesperson, an HR professional,
financial analyst– many different roles
in an enterprise. Your key responsibility
is in driving the business with
respect to your role, with respect to your
area of expertise. When you do this,
you’re obviously using many different
applications. You’re using G Suite, plus
you’re using other enterprise applications as part of this. That means you need some
customizations in order to run your business process. You need all those apps. When it comes to
getting those apps, there are some key
challenges that the business users in an organization face. Number one challenge is
what we call the skills gap. As the business
process owner, you are the expert in
your business process. You know how your
process should run. You know how your
business is run. You know your role
better than anybody else in your organization. When you want to
get those apps, you need to go to your IT
developers, and talk to them, and educate them about
the business process. And then they have the
technical expertise to develop those applications. Do you see the problem there? So on one hand,
the business users are really proficient
with their processes. They have the right
skills for that, but they lack the
technical expertise. On the other hand, the
technical developers have the right
technical knowledge, but they don’t know all
the business processes. This is what we refer
to as a skills gap. This requires communication
back and forth in order to get the right
application that you need. This is the number
one challenge. The second challenge
is, the IT developers, now they have to work with
many different business users in the organization,
across the enterprise, understand those
business processes, and then develop the
applications for them. That leads to scaling challenges
for the IT developers. The resources become
limited as a result of that. Any organization, this
is a very common problem. The third challenge
that we see is that technology keeps evolving. Business processes
also keep evolving. And as a result of that,
it’s hard to keep pace with those changes. Everybody’s always
playing catch-up in order to stay in tune
with these changes that are happening. That leads to delays in
getting the apps that you need. That leads to getting
the updates to the apps that you’re using. That’s the number
three challenge. The net result of all
of these challenges is that the involved
stakeholders get frustrated. There are many
different stakeholders. I have identified three
stakeholders here. Number one is the business user
who needs these applications. Number two is IT developer,
the technically proficient developers. Our number three
is somebody who is tracking the cost,
and the schedules, and managing all these
programs and costs, what I call the IT director here. The business users are
frustrated because they are not able to get the
right apps that they need on time or the updates
that they need on time. The IT developers are frustrated
because their project backlog just keeps growing
as they try to work with many different
organizations in enterprise. The net result of
the IT director is that now they
are facing the cost and the scheduled [INAUDIBLE]. Those are the challenges
that everybody faces– all the stakeholders face. How are enterprises
addressing this? What are the shifts that are
happening in the industry to address this? So number one shift
that is happening is that the application
development itself is being moved to
the business users– closer to the
business users– where they have the right expertise
on the business process and they are in
the best position to find out what
is the application that they need, and
better still, actually develop these applications. This is happening on no-code
tools for the business users to develop those applications. The second shift that is
happening in this industry is that there are lot
of SaaS applications that are coming up– Software as a
Service applications. When there is a
need, it’s probably most efficient to go
and buy an application, as long as there is one
that meets the need. That has led to the growth of
the enterprise marketplaces and the growth of
the ecosystems, where ISVs and third-party
developers develop these apps and make them available to
the different businesses. The third shift is
within the enterprise IT. IT’s role itself is evolving. It’s evolving from one of being
an app developer and an app development
organization to being an enabler for development of
applications, by the businesses and by the business users. The business users in
this slide are also called the knowledge workers. So the knowledge workers
are now developing the apps, and the IT organizations are
became becoming the enablers. They’re providing
the right tools, they are providing
the right data access. They’re providing the right
guardrails– security, et cetera– to make sure
that those applications meet the organization’s needs and
comply with the organization’s policies. In Google and in G Suite,
we are at the forefront of driving these shifts. Number one, with respect
to the first shift, we are providing the
low-code and no-code tools to enable the business users
to develop these applications. Number two, we are
building this ecosystem and we are building
this marketplace where business users in
an organization can go and find
applications that they need and start deploying and
using those applications. With respect to
the third shift, we are also providing the
right tools and technologies that data administrators
need in order to ensure that all these
apps that are being built by the knowledge workers
across an organization remain secure, the enterprise’s
data remains secure, and that the IT administrators
can go on and monitor the application usage and
make sure that they’re able to whitelist the apps
that they allow the enterprise users and the business users
to install and use that. That’s how we are driving these
shifts in the G Suite Developer platform. Getting into the
specifics, I want to talk about the five products
in G Suite Developer platform, give an overview, so
that you can go out and explore further
details on this. So the number one developer tool
that we provide is Apps Script. Apps Script is a
low-code platform. How many of you here
have already heard about Apps Script. That kind of shows how
popular Apps Script is. You can actually
see that there are over three billion weekly
executions on Apps Script. So it’s a low-code
developer platform, and it enables the business
users to quickly build apps. How so? Because it provides
an integrated document environment. It provides APIs for
all the G Suite apps. It also provides security,
in terms of OAuth, et cetera. And it provides an integrated
runtime environment, so that when you’re
building the app, you don’t have to look
elsewhere to think about where you’re going to run that app. So it has that integrated
runtime serverless environment that you can use to go ahead
and run the application. From a best practices
perspective, if you have an
application that is going to be used by, let’s
say, a few hundred users, Apps Script provides the
perfect platform to get started. Apps Script still
requires some coding and some proficiency in coding. This is for what we call
the advanced knowledge workers, or citizen developers. Let’s say you build an
app and it becomes very popular in your organization. Now it needs to be used by,
let’s say, a few thousand users as opposed to a
few hundred users. That’s the time when,
as a business user, you talk to the IT
organization and IT developers, figure out how to
scale up application. And also, potentially, you need
new features– maybe some email or AI capabilities, maybe some
data analytics capabilities. That’s when you can use
Google Cloud Platform, and scale that application,
and build the new features. The second tool that I want
to talk about is App Maker. App Maker is intended to
be a no-code platform, a no-code application
development tool. This is for pure business users,
knowledge workers who cannot code. At this point in
time, App Maker is great for building simple cloud
applications with the data that you are already using
for your business users. If you want something that
is a bit more advanced– if you want more
advanced customization– you can use Apps Script
to customize your app that is built using Apps Maker. So from a best
practices perspective, if you are a business user, you
will start building the app– as long as it’s a simple
cloud application, you should be able
to build with all the visual drag-and-drop tools,
as is illustrated on the slide here. If you want more
customizations, you would go to the IT
department and try to seek some of
their help in order to customize the application. The third tool that
I’m going to talk about is the G Suite Add-Ons. I literally know of
nobody who is just using one or two applications
in their business, right? They’re always using a
suite of applications. For example, if
you’re a salesperson, you’re using G Suite, Gmail,
Events, Calendar, et cetera. But chances are very
high that you are also using a Salesforce or a dynamic
CRM along with this G Suite. So Add-Ons provides the right
tools and the framework for you to get an integrated experience
with third-party apps. That’s what Add-Ons
is intended to do. It provides an
integrated experience. It also provides a
development environment in order to build those
Add-Ons so that they we use multiple applications along
with G Suite, in conjunction with G Suite, in an
integrated experience. So from a best
practices perspective, you’d look for these add-ons– to start with, on the G
Suite marketplace, where the chances are that you’ll
be able to find the right add-on that you need. Otherwise, this is not a
development tool intended for the knowledge workers. Rather it is a framework
intended for use by the knowledge workers. So from a development point
of view, you have to go to IT and ask them to
develop an add-on and make it available
to you, and potentially many of your colleagues
in the organization. The next one is the
G Suite Marketplace. There are over 6,000
ISV applications– both web applications,
productivity tools, add-ons, that are available on
G Suite Marketplace. So if you’re looking to
solve a particular problem, this is probably the
best place to start with. Look to see whether
there is already an application that’s available,
and use that application. And if not, then
you’ll have to look at how to build something in
collaboration with your IT. So if you are in
the IT organization, from a best practice
perspective, you should talk to
them about the app that you need so that, in IT,
you can actually make sure that the application
that you want to make available to the rest
of your organization is secure, it meets all your needs. And then that application can
be whitelisted, and make sure that all the other business
users can use that. The last tool that
I’m led to talk about is the Admin Console. So the Admin Console provides
a number of different tools and techniques to make sure that
the apps in your organization remains secure and the
data in your organization remains secure. With the shifts that
we talked about, now a lot of different
knowledge workers will be building
applications through their entire organization. The role of the IT
now is to become an enabler, a facilitator
for this kind of application development. As a result of that,
it’s very important that IT’s role is to keep the
security of the applications and the security of
the data, and make sure that these apps and data meet
the compliance requirements of the organization. In order to do this,
we are providing a number of different tools,
including whitelisting of the applications. Only the whitelisted
applications can be installed by the
users in your organization. Providing data access
controls via whitelisting APIs and enabling APIs, providing
some data guardrails, as well as monitoring
the app usage and ensuring that the resources
that are allocated from the app are maintained. So those are some
of the ways how we are enabling
the IT to go and be an enabler in your
organization in turn, for knowledge worker
apps to be built. This is an important area
of investment for us. We know that there is a lot
more work to be done here, and we are working on
bringing more capabilities to ensure that, as
IT organizations, you can empower your
business users to build apps and maintain the
security of those apps. So, so far, I gave
you an overview of the different
discrete developer tools and an overview of
what are the industry shifts. I want to take a moment to
summarize some of the best practices that we have learned
from many of the customers that we have spoken to. These best practices, I have
divided them by two personas. One is a knowledge worker, and
the other is IT administrator. So if you’re a
knowledge worker and you are looking to build
an app, your first step should be to identify
what kind of experience your app needs to deliver. Is it a web app that users
are going to access via URL? Is it an add-on that will
be available along with G Suite in the side panel? Or is it an automation–
automation meaning and event-drive app
that automatically does some task for
you in response to some kind of a system event? That would be the first step. The second step is to
lay out the resources that your application needs. These resources could
be, for example, certain compute resources or
certain storage resources. Or maybe you want some
access to resources such as ML models, et cetera. Depending on the
resources that you need, you can think about
what kind of platform that you want to build
your application on. The third is the data
sources and the retrieval. The data sources could
be– for instance, it could be some on-prem system
that you’re already using. If you are in IT, you
have to think about, how will I make this data
available to the knowledge workers so that they
can build our apps? The data sources could also
be some other third-party SaaS services that you
are looking at. And maybe what you want to
access is just a few data items, potentially using APIs. In some cases, you may
want a large amount of data that needs
to be analyzed by the application itself
using some kind of pretty analytics tools. So the fourth step is,
using all of these data from the first three
steps to make sure that you’re choosing the
appropriate G Suite developer tool. If you’re looking to
build a simple application with no code, you will
probably start using App Maker. If you want some customizations
that are a bit more advanced, than you would start
looking at Apps Script, and start using that particular
tool for building your app. If you are looking for much
more advanced data analytics– crunching a large amount
of data, using some email, or if you are looking for
advanced storage such as Cloud SQL, then you would be thinking
about building your app on GCP, the Google Cloud Platform. Those are the kind of things
that you should look at. So now, once you
build this app, you should also think
about how to share this app with the other
users in the organization. This could be, for
example, even IT, providing some amount
of pre-built code for the other knowledge
workers to develop apps on. Or it could be IT enabling
all the enterprise users to use this app via a private
listing on the enterprise marketplace– on the
G Suite marketplace. Or if you’re even looking– if you are a third-party
developer or an ISV, you can use the G
Suite Marketplace as your distribution
platform so that you can reach many different
enterprise customers and have them use
your application. Now, looking at it from an IT
administrator’s perspective, the best practices
are– number one is, make sure that your
business users, the knowledge workers in your
organization, are empowered and they’re aware of the tools. Make the right tools available. For example, you
may want to make App Maker available
for all your business users in the organization–
enable it for them. Or you may want to build some
community around the knowledge workers so that they can
collaborate with each other, share information
with each other, and build the
application on their own. This is important for
you as an IT organization because that reduces
the load on your– and the stress on
your organization, by moving the applications
closer to the business users. The second best practice
is to establish data access and connectivity. If you want your
knowledge workers to be able to build apps
around on-prem data, make sure that
data is available. And the third best
practices is to enforce security and governance. Now when you’re looking
at enabling your business users to install applications
from the marketplace, make sure that they’re secure. If you are enabling
your knowledge workers to build those
applications, then make sure that
those apps are also secured before they are widely
used in your organization. Or you may want to establish
some data guardrails or some quartiles in
the compute to make sure that those apps comply
with those limitations that you enforce. So those are some of the best
practices that we have learned from many different customers. So at this point, I would
like to invite Monica onstage to talk about application
development, and Genentech, and how they’re organized. MONICA KUMAR: Thanks, Satheesh. Hi, everyone, welcome
to the session, and it’s great to be here. Thanks to Sambit and Satheesh
for inviting us here. I have a couple of my colleagues
from Roche and Genentech. So– glad we could
get a team together. So I want to start off with
talking about who we are. So maybe some of the US-based
folks may know Genentech, but Roche is basically a global
pharma company based in Basel, Switzerland, with around– you can see we have
over 100 locations worldwide, with around
95,000 employees. And Genentech, which is a
US-based biotech company, was acquired by Roche in 2009. And ever since, we have been
a member of the Roche group. Another fun fact–
I mean, it’s really a huge number– the 11 billion
Swiss francs in R&D investment. So we basically are focused
on four therapeutic areas– oncology, immunology,
neuroscience, and infectious diseases. And really, we have both
the diagnostics and pharma divisions under one roof. And this gives us the
unique opportunity to actually look at
the patient health care across the whole
spectrum, so right from prevention, diagnosis,
treatment, and then monitoring. And our mission
is really to find those unique and best solutions
to improve our patients’ lives. To really support our business
and to fulfill the mission to have the best solutions
for our patients, we are looking at,
from an IT perspective, how can we actually
simplify the landscape, empower teams with
the right tools, and also support these
new ways of working. Our business is going through
a major transformation today. And what you see on
the left hand side– and just to give
you a background, Roche migrated to
G Suite in 2013. And prior to that, because the
company had been in business for more than 20, 30
years, as some of you know, you tend to build
up on legacy applications, legacy platforms. And lots of custom solutions on
those platforms had been built. So we had sort of a messy
application landscape. And we also have– ever since we’ve
moved to the cloud, we also got these
third-party apps that were sort of
confusing our end users– when do I use this versus that? Microsoft was embedded
in the organization before we moved to G Suite. So a lot of the
questions is, when do I use SharePoint versus
Team Drive or Sites? And so our leadership looked
at this last year, and we said, there is a certain power
in offering our end users a default. And that
default is actually G Suite. So we believe G Suite offers
the right capabilities to make our end users as
productive as possible. But along with G Suite– So the G Suite ++, is really
about these third-party apps that we have also. So we use Smartsheet,
Box, Trello. All of these apps actually
add to that experience, they enhance, and
they meet the gaps that we have just in the
basic Collaboration Suite. So how are we organized to
support this very large, very complex organization? We have a global
IT team oversees that looks at where
is the business going, and what are the enterprise
solutions we need to provide our customers so that they
are not waiting for this and having to do all
this work on themselves. So for example, we are focused
on personalized health care, in the Roche science
infrastructure, ERP, and many cloud capabilities,
even around automation. So that’s something
that global IT provides, those platforms and tools. The functional IT is basically
embedded in the business. They actually have
the closest proximity to what’s going on in
each business division. So for example, our
business functions can be from research,
manufacturing, diagnostics, commercial. So each of these businesses have
their own individual demands, and they have their own
business-critical applications that they work with. And that team actually
sits, and delivers, and drive that global
IT strategy forward. And then, of course,
we wouldn’t be here and be able to do what
we do without hundreds of these knowledge workers
who are both developing, but they’re also
consuming these services. But they are the ones
that are actually building these solutions,
using some of the development platforms we have. And we have a wide spectrum. Given the application
landscape that we have and the complexity of
the business demand, too, we have every– low-code, to medium, to the very
complex apps, a wide spectrum there. And so in the low-code,
we have seen a lot of– because we’ve been on
G Suite for a while. We’ve seen lots and lots
of knowledge workers build app scripts for many,
many different solutions that they want. So for example, Apps Script
comes embedded within G Suite. It gives you the ability to
connect with the G Suite API. So anyone who has
curiosity to solve a problem within their
own group can just pick it up and get started. It offers the integrated
serverless runtime, and it’s no additional cost. So I think this is
something that we have seen grown very organically. We didn’t have to do a whole
lot to support the organization. This is something
people just ran with. In the medium complexity,
we have Apps Script or other web apps
that have evolved to a higher complexity,
where we are seeing the use of GCP and APIs. In fact, we
ourselves, in IT, have built lots of global solutions,
including our employee directory, which
is called Peeps. We have built that
on GCP, leveraging our identity management
systems, HR systems, bringing together the
data so that that Peeps app can be available
both on Chrome as well as on a mobile device. But I think in the last sort
year and a half, two years, we’ve seen a demand for more
intelligent, contextual apps that will reduce the friction
or the barrier of entry to use them. And these apps could be using
some of the cloud technologies like the natural language
processing, machine learning, and AI. We are actually signed
up with Dialogflow, which is part of the
Cloud AI stack on GCP. And we have about 70 digital
assistants and chatbots, either in a PoC or development stage. So there’s huge
interest and a demand from the business in this area. And again, we are
integrating with some of our big third-party systems,
like ServiceNow, Workday, and SAP as well. So today, I actually want to
talk about two use cases, both built with Apps Scripts. And both of these
actually come from our pharma technical business
operations team, which is basically manufacturing. So this team actually has two
manufacturing pilot plants here in South San Francisco. And they really
wanted to have a tool that enabled to do some
sort of workforce planning– so for both technicians
to be able to plan, like, the next weeks and what’s in
the pipeline, and for management to have oversight over
the activities happening in these plants. And so they looked
at– obviously, there are third-party
tools available. There’s a cost associated
with that as well. But given that our
Genentech processes are so customized to the molecules
and the experiments that are being run
in these plants. Just to buy an off-the-shelf
product wouldn’t work. And they could also
have gone to IT. But IT also adds to the
overhead in the sense they need to explain– firstly, get the resource,
explain all their business processes, the roles. And it takes time to
actually deliver it to the pilot plant workers. And so Scott Linnell, who’s
here with us today, the author and the person responsible
for this app script, actually is very much
like some of the knowledge workers in our organization. He saw this problem. And he’s not a
computer science major. He comes from the life
sciences background. He was an intern at
Genentech in 2017, and just dabbled in Apps Script. And along with another
intern, and then later on, as a full-time employee, took
this on and built the app script to address this need. And I think it’s a great
example of what’s possible. You don’t need to wait to
solve a business problem just because you don’t
have IT resources. And again, there’s another
example from the same team, but for a different use case. So there are these
different equipments. There are five different labs
within our manufacturing team. And they have different
equipment based on the roles that the people have. And earlier, it used to be a
very tedious manual process. People would go to the
equipment, sign up on a sheet, like, hey, I want to use
the equipment from 10 to 11 tomorrow– really manual process. And they actually–
this equipment can’t be booked by just anyone. So they’re booked by the role
that you have on the team. And so again, Apps
Script came super handy. Because they could
actually not only see the availability of the
equipment, book the equipment, it’ll show up on
their calendar, there would be an email
sent to remind them, hey, your equipment
is due for return now, and they could also say the
equipment is broken– they’ve used it and it’s not working. They could just schedule
a maintenance right there, through this tool. They have colleagues now,
in Germany, the same team. And they said, we would
like to use this tool, too. And so they’ve localized
that same app script and used it for their German
colleagues and counterparts. Again, a great example
of how empowering your organization and your
knowledge workers to use what’s at their fingertips today. And we’re really proud of
the work that Scott is doing. He even, in fact, ran Apps
Script training for his team there, to help them build more. I want to leave you with
some best practices. Obviously, we’re
not a small company. So some of our best practices
are really centered around how we can scale and support
a very large organization. And the first one is
the enterprise strategy. And this is not just
about seeing technology for technology’s sake. It’s about how can we deliver
platforms and services that actually meet our
business demand. So we look at a
two- to three-year and see how are we positioning
ourselves with the cloud capabilities, with
infrastructure services, application
development services, to enable and
drive that forward? Because the business is
relying on us to do that. And the second thing we
actually really value a lot is this customer experience. So when we think of IT
services, most people just don’t like going to IT. It takes long. You have to open 10 tickets. You have to go here, go there. We try to bundle these services. So we look at what does
an application developer need when they come to us? What does a DevOps person need? What do these
researchers need when they want to quickly
spin up applications? And so we look at how people
are consuming our service, what are they telling about it,
what is their feedback, where can we do better, and
continuously have this cycle with them to improve it. And then the third thing
that we have to drive is the compliance within
all the products, platforms, and services we provide. And this is a proactive, close
collaboration with security, with legal, with
COREMAP, to make sure that anything we
recommend and anything we say, this is
supported by IT, it’s actually complying with Roche
data and privacy standards. So essentially we
are making sure that the heavy lifting
is already done, so that when end users go into
the application landscape, they can actually pick a product
knowing that IT has vetted it, it’s safe to use. The second piece is around
empowering the organization. And this, the first part,
business partnership is essential for us because of
how diverse and geographically dispersed we are. It’s very important to have– we call them IT
business partners. They’re basically
embedded in the business, but they understand
the IT landscape. They can connect the
dots for the business. They can point them
to the right people. They can point them, hey,
you don’t need to build this; there’s already a solution
available for this. So there is this
cross-sharing of ideas, but also solutions
on how business can solve their problem. We also make a very
concerted effort to make sure that
anything that we introduce into the organization,
there’s full transparency on the roadmap, so there
is nothing unexpected or a surprise. So we make sure that we
have our sounding boards, with our stakeholders
and customers internally. We also have user adoption
services regionally, spread across, who are
actually our channels. And they are
communicating new changes that are coming in our
pipeline to all of the users. We also run a lot of pilots. So we’re very– because we want
the organization to be prepared for change, we make
sure that, for example, whether it’s Team Drive,
or it was Hangouts Meet, or they’re a new
docs API, things like that, that are coming. If we open this, run
pilots in our test domain, give early access to developers
so that they are prepared for changes that they need
to make in their applications or in the way they work. And this actually gives us the
early access to their feedback. And we’ve been actually lucky
to have really great partnership with Google to funnel that
feedback back into the product teams so that this feedback
goes there early and often, and they actually know
what doesn’t work for us and what works for us. And the last thing
is around learning. So I think this is also
very critical, especially as technology is changing. There are new
emerging technologies coming, where our business and
our IT is actually ramping up. So we run hackathons. In fact, procurement just had a
Procure-a-thon two weeks back. This is really to say,
let’s bring our top two, three business problems here. Let’s get a team of developers,
UX, business analysts, all of us come together,
and let’s try and solve this in maybe one or two days. And this is a great
way to understand that you’re pushing the
limits of the APIs available, you’re pushing the
limits of how can we address this problem, can
we address this problem, are we too early,
should we then request more feature updates
from the product teams and come back to this later? This really gives us this cycle
of understanding and learning to be prepared to
do it in production. Part about learning is
definitely knowledge sharing. Again, we are huge or heavy
users of Google+ communities. I can tell you that a lot
of our Google+ users rely– in fact, I met Scott through
one of these communities. I just posted something on Apps
Script, and Scott responded. So there are lots
and lots of people that are connecting
with each other, sharing learnings, sharing even
their failures, like, hey, this didn’t work for me, has
anyone else tried this? And so these network communities
are ones where a lot of folks rely on them for learning
and understanding what’s going on in
the organization for specific subjects. And then centers of excellence– we have Roche experts
in specific domains. So for example G Suite app
development, API integration, we now have one on
conversational platforms. So what we do is we
look at the emerging technologies and the
business demand and say, hey, we need a set of
experts on these technologies that are ready to
jump into projects and to help the
business when they need. And so they are at hand to
advise and guide our business as need be. So we’re still
learning, obviously. This is not set in stone. We are learning and
adapting, and we are continuing to do this
to fulfill the need that– basically address what
our patients need next. And with that, I want to
hand it off to Sambit. Thank you. [APPLAUSE] SAMBIT SAMAL: All right. Thank you, Monica. What I’m going to
do is I’m going to talk about the future
of app development, some of the key trends that
at least we see and we hope that you see the same way. So a few things– so if you look at any
productivity platform, everybody provides the
standard mechanism, the same way of sending mail,
calendar, chats, writing docs, receipts, and things like that. But fundamentally, we see three
different market trends or tech trends which is going to
impact this productivity space in next five to 10 years. So what are those three? The first thing that we see
is we have, now, capability to understand the user context. What do I mean by that? So everybody has
a mobile device. So at any point in time,
systems know where you are. And depending on where
you are, the experience can be customized. So that is the context– an example of the context. The second thing that the
systems are good at today is capturing the usage pattern. So what I mean by that
is how you do your work, the systems nor how you
are doing that work. So things can be
customized as per that. For example, if you’re
always offlining something, the systems can know. And based on how and
when you are doing it, we can take actions on that. And the third thing
that happens is, when you go to a
new organization, the way to learn about that
particular organization is you go and ask people. The knowledge in
the organization is there in people’s heads. It’s sort of the
tribal knowledge. Wouldn’t it be better for you
to know in a systemic way? There are some people who
have tried this using sort of structured data analysis. But given the fact that
today we have this knowledge scattered across different
chat exchanges, different email exchanges, different docs, a
way to synthesize that knowledge will become important. And that’s what we’re
calling enterprise knowledge. Using these three,
you can potentially categorize the experiences
that are going to come into three broad categories. I’ve called this as
assistive experience, knowledge visibility,
and process automation. Let’s look at each of these. So this will give you an idea
of what I’m talking about. So if you drive any new
car today, what you can see is there is blind spot
detection in most of the cars. What is that doing? It’s helping you drive better. It’s providing an assistive
capability on driving. You can see the same pattern
emerging in software. So if you look at a chat, and
the moment some chat comes in, it suggests to you some
option based on the context. And why does that help you? Especially on a
mobile device, it helps you give a response
which is relevant. So that is assisting
you in responding. You can see that
if you have used Gmail auto-compose– the
same kind of mechanism. The opportunity here is bring
that to the developer platform so that you can use that
or the knowledge workers can use that to build
assistive experiences. The next thing I’m
going to talk about is this whole idea of
enterprise knowledge. Now, with the
structured data, you can go to your analytics
system and know, for example, who the best customer
is, and is he being spoken to by the best
customer service representative in your organization. Who is the expert in
a particular area? But with enterprise knowledge,
it will be possible for you to, without having any
structured analysis, know who is the expert
and who do we reach out to if we need some help, be
it usual things like 401(k) or anything of that sort. So think about it. When an average worker
spends 20% of the time– if you say that instead
of working for five days, you’re walking for
four days, that’s 20%. Or you can use that day
to do your 20% project. Whichever way you look at
it, that’ll help you do that. The third thing I’m going
to talk about is automation. This use case, all
of us go through. We want to have a discussion,
and we want to have a chat. And what happens
is, before we know, five or 10 email
chats gets exchanged before we set up a meeting. The system recognizes that. So let’s do some
time slots by looking at your calendar
and your ability. And you click– just one click–
and the meeting is set up. Not only that, based
on conversation, maybe it can set up
the agenda, figure out which are there the
documents that are important, and attaches that to
the Calendar invite. All those things will be
possible by automating processes and tasks. So that is the third
big trend you will see. Most of the productivity
improvement and the ensuing developer tools will
capture these three trends. Now to the final section. So what’s new in G Suite? I’m going to talk
about three things. So we are launching a
new Add-Ons platform. Add-Ons has been
there for a long time. But we are going to do
a new Add-Ons platform. What that will help you do is,
instead of driving an add-on for each of the G Suite
apps, you write it once, and it works across all
the different G Suite apps. It will have the user
context, and you can have that customized user context. It will make the
development easier, it will make the
management easier. It’s that uniform experience
across G Suite instead of per host app. The second thing that
we are announcing today is Alpha for data connectors. So what this means
is most of you, as you tried to move
your workload to cloud, you have this hybrid
scenario where you wanted the cloud to work
with your on-prem system. So with this Alpha,
what we are doing is we are integrating Sheets
with the on-prem relational Datastore you have on
your on-prem data center. This could be SQL Server,
this could Oracle, this could be MySQL. So you can have all that
data come in to Sheets and be used in
Sheets, and you can have that hybrid experience. The Third thing that I’m going to
talk about an announce today is what we’re calling G Suite
Marketplace Security Assessment Program. The GSM Marketplace, it
has more than 6,000 apps, as was talked about. It becomes very,
very challenging for people to know
which apps to rely on, which apps not rely on, and
it’s a big challenge for admin. We have partnered with some of
the industry-leading security analysts. And the publisher
of these apps, they can go and have their
apps security assessed. And if they pass the test,
we’ll send them a badge. Then that becomes easy
for the administrator to facilitate an
[INAUDIBLE] buying process. So those are the
three announcements. With that, I’ll
end this session. But your feedback
is super important. It’s a gift for us. So please provide the
feedback, and that will help us improve the system. [MUSIC PLAYING]

Enterprise Connect 2018 Keynote with Bob Davis


>>Okay. If you like to take your seats, we’re ready to go with Microsoft. If you were here yesterday and saw the best of Enterprise Connect Awards, you saw that Microsoft teams received that award for the advances that Microsoft has made to this product that they announced a year ago. And I think you’re going to get to see some of what was involved in that, here at our next keynote. And we’re very pleased to welcome Microsoft, of course they’re one of the companies that is correlative to this industry and to what just about everyone here does in your communications and collaboration, and knowledge management. So, without further ado, I want to bring out Bob Davis, Corporate Vice President for Office 365 Engineering at Microsoft.>>All right. Thank you very much, Eric. Hey. Well, hello everybody. Thanks so much for joining us live and online. It’s great to be here in sunny Orlando. I want to thank Eric and his fabulous team for putting on a great conference. I also want to thank all of our customers and partners that are in the audience today. Hey, I was one of a handful of founders of Office 365 and I’ve seen it grow from the very first user, from the very first customer to over 120 million users. It’s been a phenomenal journey and one that would not have been possible without all of the contributions from our customers and partners, who we’ve gotten to work very closely with. I’m thrilled to be here today and that you join me for this discussion. I’d like to start today by bringing up a word that we’ve all been hearing a lot about lately. Intelligent. It seems like every day we’re seeing more and more things and our lives becoming more intelligent. Thermostats, that figure out how to save on our electric bill. Watches, that study our sleep patterns and make helpful recommendations. And yes, even cars that drive themselves. And we’ve seen what happens when things get smart. We save time, we know more, we accomplish more, simply put life gets simpler. I love that on my Surface I don’t have to remember my password, it remembers me. Windows Hello sees my face and it unlocks without a fuss. Cortana, gives me an overview of my day while I’m on my way to work, and Office 365, my analytics gives me interesting stats about how I work. Like how much time I spend in email, how much time I spend in meetings. And like most of you, I spend a lot of time in both. Everything around us is becoming more and more intelligent. I’m here this day to say that it’s time to make the way we communicate and collaborate more intelligent. It’s time for intelligent communications. Intelligent communications is a broad and long-term vision for our industry and Microsoft together with our ecosystem of partners is so excited to lead the way. Our vision for intelligent communication, builds on the amazing work our entire industry has done and continues to do around unified communications. But with intelligent communications, we now forge a new path. A new vision for what we should expect from our communications tools. So, what is intelligent communications? What is it really? Intelligent communications is more connected. Think about it. Today meetings are a set of disconnected experiences, and typically knowledge falls between the cracks, from one meeting to the next. Things like action items and meeting notes, intelligent communications treats our interactions more like a life cycle, so that they can be easily recalled and shared. It minimizes context switching and gives us a more connected, consistent experience across the multiple tools that we use to communicate and collaborate. Intelligent communications is also more insightful, powered by AI and machine learning, we get the insights we need in real time. Like that colleague who has just the right skill set to help us or everything you needed to know about a project that you just joined. Communications isn’t just for talking, it’s for getting stuff done. So, we expect next gen tools to give us the insights, that help us take action. And finally, intelligent communications is proactive. It anticipates our needs and gives us helpful tips to better manage the growing deluge of information and requests that we get each day. Our tools will prompt us to share a file or schedule a meeting, or even flag content that we should follow-up on. During a meeting, our tools will break down language barriers. It will eliminate distractions and even write up the meeting notes. At Microsoft, we’ve taken our very best technology including Microsoft 365, Azure, Cortana, and Microsoft AI to bring intelligent communications to life. And we’ve tapped into something that is unique to our company, the power of the Microsoft Graph. For something to be intelligent, it needs a brain and that’s exactly what the Microsoft Graph is, a powerful brain that connects to billions of data signals coming from every email, every file, every message sent within Office 365. And on your behalf, we’re able to offer up real time proactive insights, like predicting who you’re most likely to collaborate with on a project, or predicting which person you mean when you say, “Call James”. The Microsoft Graph has already made many of our productivity, security, and developer products more insightful and we’re uniquely positioned to do the same with communications. So, how are we bringing intelligent communications to you and your customers? The answer is Microsoft Teams, which we are so excited, was named Best in Show here at Enterprise Connect. A year ago, today we introduced Microsoft Teams which is our foundation for intelligent communications. What is Teams? Think of it as a digital version of an open work environment where everyone can work together, share information, and be in the know, regardless of where they are located or where they sit on an org chart. It’s where teams of two or 2,000 can chat, call, meet, co-create, and share. Where teams need to get people together and get things done. And best of all, Microsoft Teams has intelligence built-in tapping into the Microsoft Graph to give you those connected, insightful, and proactive experiences we’ve talked about. But hey, enough talking for me. Let’s see it in action.>>Thank you, Bob. Hi, my name is Mark Pottier. I’m an Engineer on Microsoft Teams. We don’t just build the product, but we use it every single day and I’d love to show you some of the features that I really like, and I think you’re going to like too. When I get up in the morning, the first thing I do is reach for my phone. I like to check in and see what’s happened at work. And so I start off by launching “Teams” and I quickly look through “My Activity”, this is where all my messages have proactively been organized for me to go look at, based on importance, based on whether I’ve been referenced. I can also look at “Chat” to catch up on recent conversations. I can also go look at “My Teams” to check on all of our group collaboration that’s happening. I can look at “Meetings” to get a glimpse of what’s ahead for me in the day. And finally, I can look at “Calls” so I can check up and see whether I’ve missed any calls from my desk phone at work and even check up on voicemail. So this gets me going, gets me oriented, and I’m really all caught up in a couple of minutes. When I get into work, I switch over to my desktop application. And as you can see, it’s organized in the same way as my cell phone is, right? So I have my activity all the way down to my files and calls. The core of Microsoft Teams is really about teams and so here I’m a member of five different teams. A team can be a handful of people that are collaborating together on a project and scale all the way up to thousands of people. It could be a division or a very, very large group. Within a team, are individual channels and this is where people come together to collaborate. So under Engineering, you’ll find hired hardcore engineering stuff like Wiring Diagrams, and Code Snippets. And maybe under Marketing, you might find things like PowerPoint presentations and other fluffy things. But that’s kind of where it shows up, right? So, we really believe that everybody should be able to work the way that they need to work and so there is a lot of extensibility built right into teams. If you have third-party applications that you use on a daily basis, you shouldn’t have to sacrifice those. So an example of that is we’ve added a bunch of applications up here. We have “PowerBI”, we have “Trello” and other applications that you can add in. So “Trello”, for example, it’s full integration, it’s interactive, I can go ahead and move tasks one column to a next, get things more, get things done and track by activity. These are just a few of the examples of applications that we have. We have way, way more in our store and we’re just making this richer and richer every day. And you can find all the applications that you need right here to make your teams productive. So how do people actually collaborate in teams? Well, they post different topics that they want comments on. So for example, Adele here posted a new post on a new customer engagement deck. So I can expand it, read the full post, and I can see that she’s even posted the document right here. Well, because we’re integrated into Office 365 and we’re just part of the suite, I can go ahead and “Click” on that document and see it right in line within Microsoft Teams. I don’t even have to jump out to another application. This keeps me focused in on task. If I want, I can even go ahead and edit the document and add in my review and comments. So that’s pretty good. We can also see that people are responding to this particular deck. So Megan for example, went ahead and replied to us and actually flagged my name as well and Francois replied in French. Well, I don’t speak French so that’s a little bit of a problem, but in teams, we believe that everybody should be able to communicate regardless of where you are in the world, and regardless of what language you speak. So, we’ve built in “Instant Translation”, where I can come in and just translate this directly to English. Isn’t that awesome? I love it. In fact, Yuna also went ahead and replied in Japanese. We can go ahead and translate that too. Really cool. So she wants an expert to review this before we send it out. I do not really know that much about drones, and I need to find an expert in the organization to help review this. So usually, I’d have to go and talk to a colleague and find somebody that might take me a day to find the right contact. Well, with Microsoft Teams and the Microsoft Graph one of the things we can do is we can just ask teams. So I can say, “who knows about drones?” So what this is doing is this is looking through all the channels that I’m a member of, and looking at the Microsoft Graph and find the experts in my organization based on the content that they’ve produced. And this brings it right back so I can get quick access to who the experts are in that particular topic. Saves me a ton of time, no more asking in my organization who is the expert in so-and-so and what topic. Isn’t that awesome? I just love that. All right. So we have Delenda, that’s going to be our expert. Let’s go back in and schedule that meeting. So, a few things about meetings and teams. First of all, we’re the full deal. We have, you can do one on one meetings, you can do group meetings, you can scale all the way up to broadcast soon in the next quarter. So we really have you covered there. On a devices side, we work on Mac, we work on PC, Android, iOS and even the Web Client. So, everything has a full meetings experience. You’re not sacrificing something by being on a different platform. Other things that we’ve added recently is we’ve added anonymous join. So, if you happen to have contacts that you need to pull in and they don’t use Microsoft Teams, but they have an e-mail address, you can pull them in. They’ll receive an invite, they can click on it, they’ll use the Web Client, and they’ll be brought into our lobby. From there you can meet them into the meeting. So that’s great. It’s huge scope. And finally, we’re also investing really heavily in companion device experiences. So what do I mean by that? Well, if I’m in the PowerPoint presentation I’m already presenting from my laptop, I can also join using my phone and this gives me a couple of new features. The first thing I can do is I can actually control the presentation from my phone. I use as remote control and so I can walk around and present with people and actually advance the slides and back them up and see the content. The other thing I can do is I can access my camera and I can share content around me. So if I’m meeting with people that are off-site and I’ve written something up on the whiteboard, I can just hold it up and show it to them and will come right through into the meeting. It’s a great way of building more engagement. So, we want to schedule this meeting. Let’s go ahead and go do that. I can come into this channel and we want to talk about this particular deck. So I’m going to go ahead and schedule it right in the channel. So here we go. We can say talk about drone. And I’m going to go ahead and schedule it right now and we’ll add Delanda. So what this has done is scheduled the meeting inside the channel and now everybody who’s part of this channel can see that there is a meeting coming up. Delanda who I added in will get an invite on her calendar so she’ll know to join as well. And as what happens here is because it’s a public meeting, as people see the meeting come online, they’ll be able to join it right away and be able to hop in. So let’s go ahead and jump into this particular channel. Okay, here we go. So Delenda joined, we’ll go ahead and hop into the meeting. Great. So this is our pre-joining experience. So as you can see I can check myself out, fix my hair, make sure I’m composed, go ahead and decide whether I want to use video or audio and check my devices. And then I can just join. Hi guys?>>Hey Mark, How’s it going?>>Good. Hey Delenda, there’s some distraction in the background with that big poster board with confidential information written all over it. Can you do something about that?>>Yeah, let me get rid of it.>>Awesome. So this is it, is that cool? Plenty will flip through that a few times. Yeah, so this is a great feature. This is one of the things we’re doing to try to make you have, let you have more successful meetings. If you happen to be meeting at home and let’s say you’re doing an interview on the BBC, you have a little kid runs in behind you, this would be a great feature to have, wouldn’t it? Like you just blur them out, they don’t have to see them. We have to work on kid mute next. So that’s a great little feature that we have. I think it’s going to really be more compelling. Another thing that we can do is we can share content right into the presentation. So before I’d have to go out and share my desktop and maybe access PowerPoint and juggle between apps. Well, now we have all the content right here. In fact, we proactively identify which files are most relevant to this meeting and surface them, and I can just share the content right into the meeting and control the PowerPoint presentation from the meeting itself as well. So it saves me a lot of time and switching between apps. Finally, we also have call recording. So this is coming next quarter and it will capture the entire event of the meeting. You’ll see people join, you’ll see the content that’s being presented, you’ll even hear all the video or all the audio track of everyone who’s speaking. And to give you an idea of what that looks like, that will be captured, packaged up, and then put back into the channel so other people can refer back to it later. So bye guys, I’m going to show how meeting recording works. So we have another meeting that we’ve recorded, it takes a while to transcribe. So we’ll go ahead and open that up. And here I have the whole meeting as it unfolded and as it was recorded>>Good morning guys.>>Good morning.>>Thanks everyone for joining this morning’s call.>>What’s great about this is that I can experience the entire meeting as it occurred and because this is up in the Cloud we’re using our cognitive services, everything is already transcribed and I can even turn on the closed captioning. So, if I’m meeting someplace where I need to be more quiet or I don’t want people to overhear I can go ahead and see that. In addition to that, I can also do search. So, for example, I can search on probably the most important thing, which is my name, to find out where I was talked about during this meeting that I didn’t attend. I think you’ll probably all use this feature. So, I can go ahead and click on that. Exactly. So, I go ahead click on that and jumped to right at that moment in the video, which is great, right? So I can see exactly what happened. So, the last thing I want to show you, which kind of gives you a full feeling of the extent of our product is the calls tab. So, calling is critical, right? And a lot of products have void calling. We have void app PSTN all built in. So, what’s great about this is that I can not only call everybody in my organization but anybody on the planet with a phone number. And we’re also are building out a complete Cloud PBX capabilities. So, I have “Contact”, I have “History” is here so I can see incoming outgoing calls. My “Voicemail”, complete with transcription is also included. And, of course, I have E911 and all the other regular things that you would expect. But that’s basic calling and we all know the enterprises need a lot more. So, we’re investing deeply in sort of these enterprise workflows that are required. So, things like organizational auto attendant, call cues, delegation, consultative of transfer. In fact, right now, I’m set up to be a delegate for Ilya and so, look at that someone is calling for Ilya. Who knew? We’ll go ahead and answer that.>>Hi, Irena.>>Ilya, I would like to learn about devices.>>Okay. Well, let me see if Ilya is available. So, we’ve implemented consultative of transfer as well. So, I can go ahead and select Ilya, reach out to him. He’s over there.>>Hey, Mark.>>Hey, Ilya. How are you doing?>>I’m good.>>That’s great. Can you take a call from Irena.>>I can. And actually, I was just about to talk about devices that you just go ahead and listen in.>>Perfect. All right. Thank you.>>Well, good morning everyone. You just saw Mark show you exactly how Microsoft Teams is now a complete hub for collaboration and intelligent communications. It’s my privilege to now show you how we are bringing that same Teams intelligent communications experience to every device you need in your work day. So, let’s start with my personal space right here. I’m sure many of you would agree that the most well-known personal communications device at work is still the IP desk phone. And so this week we announce, together with our partners, that we will be bringing the full native Teams experience to a new generation of IP phones. From our friends at Audio Codes and Yealink. Now this Yealink T58A is actually the phone I have on my desk. And I love the crisp big screen because I can fully navigate the whole Teams’ UX. And actually, I also love having my meeting schedule always visible so that I can join meetings with just one touch. But we’re not only bringing that full Teams experience to these devices, we are also enabling natural language interaction powered by Cortana. So, if I were to hit the speakerphone button, for example, you don’t just get the old dial tone. You get this Cortana experience that shows you all the same skills that Mark just showed on the PC. So, I’d be able to do calling. I can find out information about someone like Delanda. All the same skills and insight. Now, with Cortana and Teams, our goal is to make everyday tasks much easier. I’m sure you all had that experience of hitting 52 keys or so it takes to do a three-way call. While with Cortana, all we have to do is ask. Call Delanda Coleman and James Caye. Cortana heard me, is doing exactly what I want. It’s just that easy. Thank you. Now, we also know that in your businesses, you now have many mobile first workers. Using that awesome mobile Teams experience that Mark just showed you. So, for those workers we’re also very proud to announce a new category of devices that we call mobile phone stations. And here, I have a preview of the first device in this category from Plantronics. So, if I put my mobile device here, it not only charges wirelessly but it will also automatically transfer my team’s call or meeting to the built-in super high quality speakerphone or the great Plantronics headset for privacy. These devices all have dial pad and hard buttons that new users are familiar with including a Teams button that makes it super easy to get into the Teams experience. We are incredibly excited about how these devices will help your mobile first users get into Teams very quickly. So, let’s talk about shared devices, room systems. We know that many of you still have lots of VTC’s, maybe legacy devices in your businesses, that may not be fully depreciated. So, we are partnering with our friends at BlueJeans, Pexip and Polycom and they will be delivering new cloud video interrupt solutions, later this year, that enable all of your legacy VTC’s to join Teams’ meetings. But we also know that your users are going to ask for, and love a full native Teams experience on room systems. So, I’m going to go ahead, grab my laptop, and walk over to our meeting room area here where we can talk about native devices. A year ago, we launched Skype room systems to really fantastic industry feedback. People love how these devices enable great audio, great video, and super easy one-touch join for scheduled meetings. This week, we announced that every Skype room system will also be getting a native Teams experience in just a few months. But we’re not stopping there. We know that many meetings today are ad hoc. They don’t include a scheduled room so we’re delivering a new proximity detection feature that makes it super easy to pull in any available room system right into a Teams meeting. So, I’m going to go ahead and join a meeting here in Teams. And this is the pre-join screen Mark showed you. But now, because it knows that I’m close to a Skype room system, it’s giving me the option to join and add the room all in one touch. So, when I do that, it’s going to go ahead, invite the room. I’ll say I really want to join. And not only that the room join, but my laptop joined in content-only mode. That’s right. No more annoying audio howling with multiple devices join in the same room. So, I’m actually going to go ahead and disconnect on my laptop because there’s another innovation from our partners that I want to demonstrate for you. So, Delanda is in a room where she is using the same setup I have here. So, she’s got the new HP Skype room system with the Logictech MeetUp. Many of you have told us you love the Logitech MeetUp, love its capabilities. And this week, our partners at Logitech are announcing a new innovation for the MeetUp. Shipping in a few months. They will enable intelligent video. The MeetUp will be able to scan and detect people within its field of view and automatically frame the picture on them. So, there you saw, do that all automatically. No more having to stare tiny little people at the back of a conference room. Not only that, but because it detected how many people are in the room. The MeetUp will shortly also be able to feed that count back to Teams and Teams will provide that data to you. So that, as an IT leader, you have the information you need to really measure your meeting room utilization very well. So, there’s just one more thing I want to show you on this room system. As I said, we’re not just enabling Teams meetings. We’re also bringing the power of natural language interaction. So, if I want to do something like add someone to the meeting, all I have to do is hit my “Assistant” button, add Mark Podiaer. And Cortana does it for me, understands what I wanted, calls Mark backstage. And Mark can just join with one button on his device. It’s just that easy. I’m going to go ahead and disconnect so I can tell you about all of our Skype room systems. We are bringing Teams to every room system. And this week, our room system family is expanding. Hopefully, all of you are familiar with our original room systems. First, from Logitech and then join shortly later by Polycom com and Crestron. Well, this week, we have two new friends in this family. Here, I have the new Lenovo, a beautifully-integrated system with console and audio built in. And, of course, the HP, a very flexible system that comes both with and without this great integrated audio module. Of course, last but certainly not least, we’ve got our very own Surface hub. And in just a few months, we will be putting out an update that enables Surface hub to also natively join Teams meetings. With this lineup of devices, we know we will have a great device for every kind of space, every kind of room system, every possible configuration. We also know that your users are going to love that native Teams experience with Cortana that you can only get on our certified devices. I invite you to check these out today. Thank you.>>Good morning. It is truly great to be here with you all on Team’s first birthday. If I think back to last year, Teams was really just a newborn. And what you can see today is the great progress that we have made. Today, Teams is available in 181 markets, 39 languages, with 60 percent of our users coming from outside of the United States. But what is most remarkable are our customers. Earlier this week, we announced that we have 200,000 organizations around the world using Microsoft Teams. This is up from 125,000 organizations just six months ago. We are so excited and we have learned so much from our partners and our customers over this past year and want us to extend the true thank you to them on Team’s birthday. I would also like to let you hear it from them in their own words. Let’s show this video.>>At the pace of business today and the evolution of business in a digital world, there’s a strong desire to move faster.>>Atkins employees have traditionally communicated through e-mail, through third party conferencing tools.>>Our people at Mott MacDonald use Skype for Business Online every single day. You’ve got the full power of the Mott MacDonald community right at your fingertips.>>Microsoft Cloud voice services make it extremely easy for employees to collaborate.>>Since all of our employees are using Skype for Business, we’re introducing Teams across the organization as well.>>It puts the communications right alongside the content, and that’s what you really need for collaboration.>>Without having to travel, we can come together much quicker, make decisions. And an important factor is how we’re able to communicate with and collaborate with our clients and our partners.>>The reaction from people has been incredibly positive. They can share screens, they can share files, they can work collaboratively on documents.>>We’re driving that editing on-the-fly within the Team’s environment so that the entire team can see that editing.>>The ability to use it across multiple devices and multiple modalities is important to us.>>The data is secure. People can only see what they’re invited to see.>>My number one use feature is the animated GIF. We’re trying to drive a cultural change in terms of how people collaborate and work together.>>Each of the channels is customizable and extensible. It’s the ability easy to configure your channel as you need it.>>We’ve started to use the cloud recording feature in Microsoft Teams meetings. Once recording is finished, it appears in the channel, so you can easily refer back to stuff.>>This experience to our employees is very important because it supports our vision of agile working.>>With intelligent communications, we’re really excited to see employees flawlessly communicate with their colleagues and their customers. A communication tool has to scale across the globe. Microsoft is right in the middle of that.>>The way that Teams operates is the way of our world today and where it’s going, versus the way that maybe the corporate world operated before.>>And today, we’re unveiling our new teleport or technology by having Jeff Monaco, the CTO of GE, be here with us in person. You saw Jeff on screen. Jeff, you guys have been going through a journey at GE, where you have been rolling out Skype for Business and now you’re starting to roll out Teams.>>Okay.>>Can you share how that’s gone?>>Sure. So we really looked at this as the next steps for us in our journey towards intelligent communications across three different planes, really. The first one is to roll out the Skype for Business client to our employees globally. With 300,000 employees across the globe, operating in 170 different countries, it’s quite a challenge. The next was really to empower all those employees with Teams in parallel. And then the last was really around the PSTN voice, the dial tone capability that Skype comes to the market with. So, really, we spent really Q4 of 2017, aggressively rolling out to 220,000 employees on Skype for Business. So, obviously very fast pivot for us and we’re really sort of coming out of that, we’re really looking at five and a half million meeting minutes per day on this platform. So, obviously, I have my team looking at every single network monitor. Everyday, we’re making sure that we’re successful. For Microsoft Teams though, we really sort of started an early adopter pilot with about 5,000 people using the platform in just two months. Great feedback, we’re sharing that feedback, and Microsoft seeing great turnaround time on this fantastic platform. The last pieces later on this year, we’ll start to leverage that Skype Client and further on Teams to deliver a new dial tone package for our employees.>>Now, really exciting and amazing numbers. Can you share a little bit about your devices strategy?>>Sure. So, at GE, we have about 2,000 rooms that have voice and video in them, and it’s really sort of a mixed bugs. So we really are introducing this Skype Run System platform and Surface Hubs. And first of all, amazing things I’m seeing downstairs from the partners. I’m truly excited to see what comes next. But as we introduce those Skype Run Systems, and employees are really feeling comfortable using that technology, we also live in this world of Interoperability. So we’re using again the partners downstairs to make sure that Interop works flawlessly for our employees so that either joining these meetings or even scheduling these meetings is flawless.>>Great. And you told me a really interesting story about Skype Meeting Broadcast. I thought the audience may be interested. And can you share that?>>Sure. So, GE has been in the news, and some of you are aware. And really through that journey, the leadership team has really come together and tried to figure out ways of engaging with our employees to share strategies, give people guidance on what to do next, and operate within the priorities of the company. So it’s really seen a huge ramp up in Broadcast. So we’ve been leveraging the Skype Meeting Broadcast platform. After we launched the Skype for Business platform, and really just in two months, we see about six to seven hundred meetings taking place with tens of thousands of users and our employees are really enjoying the fact that leadership is talking directly to them quite frequently.>>That’s fantastic. We’re all very excited about the future of Skype and Teams at GE. And with that, we’ll turn it back to Bob.>>Thank you.>>Thank you.>>Hey, thank you Laurie and Jeff. So we’ve seen how Microsoft Teams has launched our vision for intelligent communications. And we’ve heard from customers who’ve already started this journey. Now let’s talk about what we’re going to do to help you, our customers, and partners bring this to life in your organizations and those that you serve. For several years, I was responsible for Microsoft’s IT Infrastructure, where our job was to figure out how technology could increase value to our company, to Microsoft. One thing I’ve learned about taking on new technology is that change is personal and can affect morale and culture. Therefore, change management is as important as any feature. So, with that in mind, there are three things that I consistently hear from IT Departments, that I get the opportunity to speak to. First, Microsoft, what do you do in about security privacy and compliance? Second, what are you doing to help us deploy and manage Microsoft Teams? And finally, what is Microsoft doing to enable infrastructure like hybrid environments? First, because we’ve built Teams on top of Office 365, we’re able to offer the security, privacy, and compliance that enterprise expect, just like we do for Skype for Business. We’re also moving forward to support new privacy standards like GDPR and offering compliance features like Legal Hold, eDiscovery, Compliance Content Search, Auditing, and Retention policies. Second, we’re investing heavily in the tools that you need for management, including call quality and analytics. We’re also redesigning our admin experience in Office 365 to provide a more modern experience for all of you. This means giving you, as communication experts, the ability to manage hybrid environments in order to leverage your existing telephony infrastructure. On Monday, we announced direct routing for Microsoft Teams coming next quarter. This enables you to connect to your SIP trunks up to Teams. This will allow Microsoft to bring enterprise voice on a global scale to our customers. And third, for those of you who have been part of this communication journey with Microsoft, we continue to support Skype for Business on-premises in your infrastructure. We’re planning to release the next version of the Skype for Business Server later this year, which will also enable simple pathways to our cloud. When our communications become intelligent, we’re more informed, we get a lot more done, and life gets easier. And I want to tell you that we at Microsoft are more committed, more impassioned, and more excited than ever to support you on this mission. Microsoft Teams is the only product on the market that brings everything together, unified communications and collaboration tools that you can use across a variety of devices like we’ve seen today. And only Teams has the built-in intelligence across all of these experiences with the enterprise grade security and compliance we all need for business. As you’ve heard today, many enterprises have already begun this journey towards intelligent communications. We’d love the opportunity to show you how Microsoft Teams can change the way people work and make life easier for all kinds of Teams. Thanks for joining us today. Come by our booth and check out all of our new Teams-enabled devices. I loved them all. I particularly love things like conference room phones. We’ve got the Polycom Trio here and new entrants from Crestron and Yealink, all running the native Teams experience. So, together, let’s build the future of intelligent communications.