(techy music playing)
>> Hello, everyone,
welcome to theCUBE Studios
here in Palo Alto, California.
I'm John Furrier, the cofounder of
SiliconANGLE Media Inc.,
also cohost of theCUBE.
We're here for a CUBE Conversation
on Thought Leader Thursday and I'm here
with Chris Cummings,
who's a senior manager,
advisor, big-time industry legend,
but he's also the Chasm Group, right now,
doer, Crossing the Chasm, famous books
and it's all about the future.
Formerly an exec at Netapp,
been in the storage and
infrastructure cloud tech business,
also friends of Stanford.
Season tickets together
to go to the tailgates,
but big Cal game coming up of course,
but more importantly a big-time influence
in the industry and we're going to do some
drill down on what's going
on with cloud computing,
all the buzzword bingo
going on in the industry.
Also, AWS, Amazon Web Services
re:Invent is coming up,
do a little preview there, but really
kind of share our views
on what's happening
in the industry, because there's
a lot of noise out there.
We're going to try to get the signal
from the noise, thanks for watching.
Chris, thanks for coming in.
>> Thank you so much for
having me, glad to be here.
>> Great to see you, so you know,
you have seen a lot of waves of innovation
and right now you're working with a lot
of companies trying to
figure out the future.
>> That's right.
>> And you're seeing a lot of
significant industry shifts.
We talk about it on theCUBE all the time.
Blockchain from decentralization
all the way up to massive consolidation
with hyper-convergence in the enterprise.
>> Mm-hmm.
>> So a lot of action,
and because of the day
the people out in the marketplace,
whether it's a developer
or a CXO, CIO, CDO,
whatever enterprise leader's
doing the transformations.
>> Chris Collins: We got all of them.
>> They're trying to essentially
not go out of business.
A lot of great things are happening,
but at the same time a lot of pressure
on the business is happening.
So, let's discuss that, I mean,
you are doing this for
work at the Chasm Group.
Talk about your role, you
were formerly at Netapp,
so I know you know the storage business.
>> Right.
>> So we're going to
have a great conversation
about storage and impact infrastructure,
but at the Chasm Group how are
you guys framing the conversation?
>> Yeah, Chasm Group is really all about
helping these companies
process their thinking,
think about if they're going to get to
be a platform out in the industry.
You can't just go and become
a platform in the industry,
you got to go knock down
problem, problem, problem,
solution, solution, solution.
So we help them prioritize that
and think about best
practices for achieving that.
>> You know, Dave Alante,
my co-CEO, copartner,
co-founder at SiliconANGLE Media and I
always talk about this all the time,
and the expression we
use is if you don't know
what check mate looks like you
shouldn't be playing chess,
and a lot of the IT folks and CIOs
are in that mode now where
the game has changed so much
that sometimes they don't even
know what they're playing.
You know, they've been
leaning on this Magic Quadrant
from Gartner and all
these other analyst firms
and it's been kind of a slow game,
a batch kind of game, now it's real time.
Whatever metaphor you want to use,
the game has changed so
the chessboard has changed.
>> Chris: Mm-hmm.
>> So I got to get your take on this
because you've been involved in strategy,
been on product, you
worked at growth companies,
big companies, start-ups, and now
looking at the bigger
picture, what is the game?
I mean, right now if you
could lay out the chessboard,
what are people looking
at, what is the game?
>> So, we deal a lot with
customer conversations
and that's where it all kind of begins,
and I think what we found is this era
of pushing product and just
throwing stuff out there.
It worked for a while
but those days are over.
These folks are so overwhelmed.
The titles you mentioned, CIO, CDO,
all the dev ops people,
they're so overwhelmed
with what's going on out there.
What they want is people to come in
and tell them about what's
happening out there,
what are their peers doing
and what problems are they
trying to solve in order
and drive it that way.
>> And there's a lot of
disruption on the product side.
>> Yes.
>> So tech's changing,
obviously the business models
are changing, that's a different issue.
Let's consider the tech things, you have--
>> Mm-hmm.
>> A tech perspective, let's
get into the tech conversation.
You got cloud, you got private cloud,
hybrid cloud, multi-cloud,
micro-machine learning,
hyper-machine learning, hyper-cloud,
all these buzzwords are out there.
It's buzzwords bingo.
>> Chris: Right.
>> But also the reality is you got
Amazon Web Services
absolutely crushing it,
no doubt about it.
I mean, I've been looking at Oracle,
I've been looking at Google,
I've been looking at SAP, looking at IBM,
looking at Alibaba, looking at Microsoft,
the game is really kind of a
cloak and dagger situation going on here.
>> That's right.
>> A lot of things shifting
on the provider side,
but no doubt scale is the big issue.
>> Chris: That's right.
>> So how does a customer
squint through all this?
>> The conversations that I've had,
especially with the larger enterprises,
is they know that they've got to be able
to adopt and utilize the
public cloud capabilities,
but they also want to retain
that degree of control,
so they want to maintain,
whether it's their apps,
their dev ops, some pieces of
their infrastructure on prem,
and as you talked about that
transition it used to be okay,
well we thought about cloud
was equal to private cloud,
then it became public cloud.
Hybrid cloud, people are
hanging on to hybrid cloud,
sometimes for the right reasons
and sometimes for the wrong reasons.
Right reasons are because it's
critical for their business.
You look at somebody, for instance,
in media and entertainment.
They can't just push everything out there.
They've got to retain control
and really have their hands
around that content because they've got to
be able to distribute it, right?
But then you look at some
others that are hanging on
for the wrong reasons,
and the wrong reasons
are they want to have their control
and they want to have their salary
and they want to have their staff,
so boy, hybrid sounds
like a mix that works.
>> So I'm going to be having a one-on-one
with Andy Jassy next week, exclusive.
I do that every year as part of theCUBE.
He's a great guy, good friend,
become a good friend,
because we've been a fan
of him when no one loved Amazon.
We saw the early,
obviously at SiliconANGLE,
now he's the king of the industry,
but he's a great manager, great executive,
and has done a great job on
his ethos of Bezos and Amazon.
Ship stuff faster, lower prices,
the flywheel that Amazon uses.
Everything's kind of on that--
And they own Twitch, which
we stream, too, and we love.
But if you could ask Andy any questions
what questions would you ask him
if you get to have that one-on-one?
>> Yeah, well, it stems from conversations
I've had with customers,
which was probably
once a week I would be
talking to a CIO or somebody
on that person's staff, and
they'd slide the piece of paper
across and say this is my bill.
I had no idea that this was what AWS
was going to drive me from
a billing perspective,
and I think we've seen...
You know, we've had
all kinds of commentary
out there about ingress fees,
egress fees, all of that sort of stuff.
I think the question for Andy,
when you look at the amount of revenue
and operating margin
that they are generating
in that business, how are they
going to start diversifying
that pricing strategy
so that they can keep
those customers on without having them
rethink their strategy in the future.
>> So are you saying that when they slide
that piece of paper over that the fees
are higher than expected or not...
Or low and happy, they're
happy with the prices.
>> Oh, they're--
I think they're--
I think it's the first
time they've ever thought
that it could be as expensive
as on-premise infrastructure
because they just didn't
understand when they went into this
how much it was going to cost
to access that data over time,
and when you're talking about data
that is high volume and
high frequency data,
they are accessing it quite a bit,
as opposed to just stale, cold, dead stuff
that they want to put off somewhere else
and not have to maintain.
>> Yeah, and one of
the things we're seeing
that we pointed at the Wikibon team
is a lot of these pricings are...
The clients don't know
that they're being billed
for something that they may not be using,
so AI or machine learning
could come in potentially.
So this is kind of what you're getting at.
>> Exactly.
>> The operational things
that Amazon's doing
to keep prices low for the
customer, not get bill shock.
>> Chris: That's right.
>> Okay, so that's cool.
What else would you ask him about culture
or is there anything you would
ask him about his plans...
What else would you ask him?
>> I think another big thing
would be just more plans
on what's going to be done around
data analytics and big data.
We can call it whatever we want,
but they've been so good
at the semi-structured
or unstructured content, you know,
when we think about AWS and
where AWS was going with S3,
but now there's a whole
new phenomenon going on
around this and companies
are as every bit as scared
about that transition as they were
about the prior cloud transition,
so what really are their plans there
when they think about
that, and for instance,
things like how does GPU processing
come into play versus CPU processing.
There's going to be a really
interesting discussion
I think you're going to
have with him on that front.
>> Awesome, let's talk about IT.
IT and information technology departments
formerly known as DP, data
processing, information--
All that stuff's changed,
but there were still guys
that were buying hardware,
buying Netapp tries
that you used to work for, buying EMC,
doing data domain, doing a lot of stuff.
These guys are essentially looking
at potentially a role where--
I mean, for instance, we use Amazon.
We're a big customer, happy customer.
>> Chris: Mm-hmm.
>> We don't have those guys.
>> Chris: Right.
>> So if I'm an IT guy I
might be thinking shit,
I could be out of a job,
Amazon's doing my job,
so I'm not saying that's the case
but that's certainly a fear.
>> Chris: Absolutely.
>> But the business models have to
shift from old IT to new IT.
>> Chris: Mm-hmm.
>> What does that game look like?
What is this new IT game?
Is it more, not a department view,
is it more of a holistic view,
and what's the sentiment around the buyers
and your customers that you talk to around
how do they message to the IT guys, like,
look, there's higher valued
jobs you could go to.
>> Right.
>> You mention analytics...
>> That's right.
>> What's the conversation?
Certainly some guys
won't make the transition
and might not make it,
but what's the narrative?
>> Well, I think that's
where it just starts
with what segment are you talking about,
so if you look at it and
say just break it down
between the large enterprise,
the uber enterprise
that we've seen for so
long, mid-size and smaller,
the mid-size and smaller are gone, okay.
Outside of just specific industries
where they really need that control,
media and entertainment
might be an example.
That mid-size business is
gone for those vendors, right?
So those vendors are now having to grab on
and say I'm part of that cloud phenomenon,
my hyper-cloud of the future.
I'm part of that phenomenon,
and that becomes really the
game that they have to play,
but when you look at those IT shops
I think they really need to figure out
where are they adding
value and where are they
just enabling value that's
being driven by cloud providers,
and really that's all
they are is a facilitator,
and they've got to shift their energy
towards where am I adding value,
and that becomes more that--
>> That's differentiation,
that's where differentiation is,
so non-differentiated labor
is the term that Wikibon analysts use.
>> Oh, okay.
>> That's going down,
the differentiated labor
is either revenue generating or something
operationally more efficient, right?
>> That's right, and it's all going to
be revenue generating now.
I mean, I used to be out
there talking about things
like archiving, and
archiving's a great idea.
It's something where I'm
going to save money, okay,
but I got this many projects on my list
if I'm a CIO of where I can save money.
I'm being under pressure
about how am I going to
go generate money, and
that's where I think people
are really shifting their eyeballs
and their attention, is more towards that.
>> And you got IOT coming down the pike.
I mean, we're hearing is
from what I hear from CIOs
when we have a few in-depth
conversations is look,
I got to get my development team ramped up
and being more cloud
native, more microservice
and I got to get more
app development going
that drives revenue for my
business, more efficiency.
>> Chris: Right.
>> I have a digital
transformation across the company
in terms of hiring culture and talent.
>> Chris: Mm-hmm.
>> And then I got pressure to do IOT.
>> Chris: Right.
>> And I got security,
so of those five things,
IOT tends to fall out,
security takes preference
because of the security challenges,
and then that's already putting
their plate full right there.
>> That's right, that's real
time and those people are--
>> Those are core issues.
>> Putting too much
pressure on that right now
and then you're thinking
about IT and in the meantime,
by the way, most of
these places don't have
the dev ops shop that's
operating on a flywheel, right?
So you're not...
What's it, Goldman Sachs
has 5,000 developers, right?
That's bigger than most tech companies,
so as a consequence you
start thinking about well,
not everybody looks like that.
What the heck are they
going to do in the future.
They're going to have to be thinking about
new ways of accessing
that type of capability.
>> This is where the cloud
really shines in my mind.
I think in the cloud, too,
it's starting to fragment
the conversations.
People will try to pigeonhole Amazon.
I see Microsoft--
I've been very critical of Microsoft
in their cloud because--
First of all, I love the
move that they're making.
I think it's a smart move business-wise,
but they bundle in 365 Office,
that's not really cloud,
it's just SAS, so then
you start getting into
the splitting of the hairs of well,
SAS is not included in cloud.
But come on, SAS is cloud.
>> Chris: Mm-hmm.
>> Well, maybe Amazon should
include their ecosystem
that would be a trillion
dollar revenue number,
so all companies don't look the same.
>> That's right.
>> And so from an enterprise
that's a challenge.
>> Chris: Mm-hmm.
>> Do I got to hire developers for Asger,
do I got to hire developers for Amazon,
do I got to hire developers for Google.
>> Chris: Mm-hmm.
>> There's no stack consistency across
private enterprises to cloud.
>> Chris: So I have--
>> Because I'm a storage
guy, I've got Netapp drives
and now I've got an Amazon thing.
I like Amazon, but now I got to go Asger,
what the hell do I do?
>> I got EMCs here and I
got Nimbles there and HP
and I've still got tape from
IBM from five decades ago,
so, John, I got a great
term for you that's going to
be a key one, I think, in the ability.
It's called histocompatibility,
and this is really about...
>> Oh, here we go.
Let's get nerdy with the tape glasses on.
>> It's really about the ability
to be able to inter-operate with
all this system and some of these systems
are live systems, they're current systems.
Some of it's garbage that should've been
thrown out a long time
ago and actually recycled.
So I think histocompatibility is
going to be a really, really big deal.
>> Well, keep the glasses on.
Let's get down in the weeds here.
>> Okay.
>> I like the--
With the pocket protector, if you had
the pocket protector
we'd be in good shape.
>> Yep.
>> So, vendors got to compete with
these buzzwords, become buzzword bingo,
but there are trends that you're seeing.
You've done some analysis
of how the positionings
and you're also a
positioning guru as well.
There's ways to do it
and that's a challenge is
for suppliers, vendors who
want to serve customers.
They got to rise above the noise.
>> Chris: That's right.
>> That's a huge problem.
What are you seeing in
terms of buzzword bingo--
>> Oh, my goodness.
>> Because like I said,
I used to work for HP
in the old days and they
used to have an expression,
you know, don't call it what it is
because that's boring
and make it exciting,
so the analogy they used was
sushi is basically cold, dead fish.
(laughing)
So, sushi is a name for cold, dead fish.
>> Chris: Yeah.
>> So you don't call your product
cold, dead fish, you call it sushi.
>> Chris: Right.
>> That was the analogy, so in our world--
>> Chris: That was HP-UX.
>> That was HP-UX, you know,
HP was very engineering.
>> Yes.
>> That's not--
Sushi doesn't mean anything.
It's cold, dead fish, that's what it is.
>> Right.
>> That's what it does.
>> That's right.
>> So a lot of vendors can
error in that they're accurate
and their engineers,
they call it what it is,
but there's more sex appeal
with some better naming.
>> Totally.
>> What are you seeing
in terms of the fashion,
if you will, in terms of
the naming conventions.
Which ones are standing
out, what's the analysis.
>> Well, I think the analysis is this,
you start with your adjectives
with STEM words, John,
and what I mean by that is
things like histocompatibility.
It could start with things
like agility, flexibility,
manageability, simplicity,
all those sorts of things,
and they've got to line those
terms up and go out there,
but I think the thing that right now--
>> But those are boring, I
saw a press release saying
we're more agile, we're the
most effective software platform
with agility and dev ops, like
what the hell does that mean?
>> Yeah, I think you
also have to combine it
with a heavy degree of hyperbole, right?
So hyperbole, an off-the-cuff statement
that is so extreme that you'd never really
want to be tested on it,
so an easy way to do that
is to add hyper in front of all that.
So it's hyper-manageability, right,
and so I think we're going to
see a whole new class of words.
There are 361 great
adjectives with STEMs, but--
>> Go through the list.
>> Honestly.
>> Go through the list that you have.
>> I mean, there's so many, John, it's...
>> So hyper is an easy one, right?
>> Hyper is easy, I think
that's a very simple one.
I think now we also see
that micro is so big, right,
because we're talking about microservices
and that's really the big buzzword
in the industry right now.
So everything's going to be
about micro-segmenting your apps
and then allowing those apps
to be manifest and consumed
by an uber app, and
ultimately that uber app
is an ultra app, so I
think ultra is going to be
another term that we see heading
into the spectrum as well.
>> And so histocompatibility is a word
you mentioned, just here in my notes.
>> Yep.
>> You mentioned, so
histo means historical.
>> Exactly.
>> So it means legacy.
>> Chris: That's right.
>> So basically backwards compatible
would be the boring kind of word.
>> Chris: That's right.
>> And histocompatibility means
we got you covered from
legacy to cloud, right.
>> Uh-huh.
>> Or whatever.
>> You bet.
>> Micro-segmentility really talks to
the granularity of
data-driven things, right?
>> That's right, another one
would be macro API ability,
it's kind of a mouthful,
but everyone needs an API.
I think we've seen that and
because they're consuming
so many different pieces
and trying to assemble
those they've got to have
something that sits above.
So macro API ability, I
think, is another big one,
and then lastly is this
notion of mobility, right.
We talk about--
As you said earlier, we talked
about clouds and going from--
It's not just good enough to talk about
hybrid cloud now, it's about multi-cloud.
Well, multi-cloud means
we're thinking about
how we can place these apps and the data
in all kinds of different spaces,
but I've got to be able
to have those be mobile,
so hyper-mobility becomes a key
for these applications as well.
>> So hyper-scale we've seen,
we've seen hyper-convergence.
Hyper is the most popular--
>> Chris: Absolutely.
>> Adjective with STEM, right?
>> Chris: It's big.
>> STEM words, okay,
micro makes sense because,
you know, micro-targeting,
micro-segmentation,
microservices, it speaks
to the level of detail.
>> Chris: Right.
>> I love that one.
>> Chris: Right.
>> Which ones aren't working in your mind?
We see anything that's
so dead on arrival...
>> Sure, I think there's a few
that aren't working anymore.
You got your agility,
you got your flexibility,
you got your manageability,
and you got your simplicity.
Okay, I could take all four of those
and toss those over there in the trash
because every vendor will say
that they have those capabilities for you,
so how does that help you distinguish
yourself from anyone else.
>> So that's old hat.
>> It's just gone.
>> Yeah, never fight fashion,
as Jeremy Burton at EMC,
now at Dell Technologies, said on theCUBE.
I love that, so these are popular words.
This is a way to stand
out and be relevant.
>> That's right.
>> This is the challenge for vendors.
Be cool and relevant but not be offensive.
>> Yeah.
>> All right, so what's your
take on the current landscape
for things like how do
companies market themselves.
Let's say they get the hyper in all
the naming and the STEM words down.
They have something compelling.
>> Chris: Right.
>> Something that's
differentiated, something unique,
how do companies stand
out above the crowd,
because the current way is
advertising's not working.
We're seeing fake news, you're
seeing the analyst firms
kind of becoming more
old, slower, not relevant.
I mean, does the Magic Quadrant
really solve that problem
or are they just putting that out there?
If I'm a marketer, I'm a B2B marketer.
>> Yeah.
>> Obviously besides working with theCUBE
and our team, so obviously great benefits.
Plug there, but seriously,
what do you advise?
>> Yeah, I think the
biggest thing is, you know,
you think about marketing
as not only reaching your target market,
but also enabling your sales force
and your channel partners, and frankly,
the best thing that I've
found in doing that,
John, is starting every single piece
that we would come up with with a number.
How much value are we generating,
whether it's zero clicks to
get this thing installed.
It's 90% efficiency, and then prove it.
Don't just throw it out there
and say isn't that good enough,
but numbers matter
because they're meaningful
and they stimulate the conversation,
and that's ultimately what all of this is.
It's a conversation about is this
going to be relevant for you,
so that's the thing that I start with.
>> So you're say being in
the conversation matters.
>> Absolutely.
>> Yeah.
>> Absolutely.
>> What's the thought leadership view,
what's your vision on how a company
should be looking at thought leadership.
Obviously you're seeing
more of a real-time--
I call it the old world
was batch marketing.
>> Chris: Mm-hmm.
>> E-mail marketing, do the normal things,
get the white papers, do those things.
You know, go to events, have a booth,
and then the new way is real-time.
>> Chris: Mm-hmm.
>> Things are happening very fast--
>> That's right.
>> In the market, people
are connected now.
It's a global, basically, message group.
>> That's right.
>> Twitter, LinkedIn,
Facebook and all this stuff.
>> It's really an unfulfilled
need that you guys
are really looking to fill,
which is to provide that sort
of real-time piece of it,
but I think vendors trip over themselves
and they think about I
need a 50 page vision.
They don't need a 50 page vision.
What they need is here
are a couple of dimensions
on which this industry is going to change,
and then commit to them.
I think the biggest problem
that many vendors have
is they won't commit, they hedge,
as opposed to they go all in behind those
and one thing we talk
about at Chasm Institute
is if you're going to fail, fail fast,
and that really means that you commit
full time behind what you're pushing.
>> Yeah, and of course what the Chasm,
what it's based upon, you
got to get to mainstream,
get to early pioneers, cross the chasm.
The other paradigm that I always loved
from Jeffrey Moore was inside the tornado.
Get inside the tornado
because if you don't get in
you're going to be spun out,
so you've got to kind of get
in the game, if you will.
>> Chris: That's right.
>> Don't overthink it, and this is where
the iteration mindset comes in,
"agile" start-up or "agile" venture.
Okay, cool, so let's take a step back
and reset to end the segment here.
>> Mm-hmm.
>> Re:Invent's coming up, obviously
that's the big show of the year.
VMworld, someone was
commenting on Facebook
VMworld 2008 was the big moment where
they're comparing Amazon
now to VMworld in 2008.
>> Chris: Right.
>> But you know, Pat Gelsinger essentially
cut a great deal with
Andy Jassy on Vmware.
>> Chris: Right.
>> And everything's clean,
everything's growing,
they're kicking ass.
>> Chris: Mm-hmm.
>> They got a private cloud and they
got the hybrid cloud with Amazon.
>> Yeah, it's that VMcloud on Amazon,
that really seems to be the thing
that's really driving
their move into the future,
and I think we're going to
see from both of those folks,
you are going to see
so much on containers.
Containerization, ultra-containers,
hyper-containers, whatever it may be.
If you're not speaking container language,
then you are yesterday's news, right?
>> And Kubernetes' certainly
the orchestration piece
right underneath it to kind of manage it.
Okay, final point, what's
in store for the legacy,
because you're seeing a few major trends
that we're pointing out and
we're watching very closely,
which really I put into two buckets.
I know Wikibon's a more
disciplined approach,
I'm more simple about that.
The decentralization trend
we're seeing with Blockchain,
which is kind of crazy and bubbly
but very infrastructure relevant,
this decentralized, disrupting,
non-decentralized incumbence,
so that's one trend and the other one is
what cloud's doing to legacy IT vendors,
Oracle, you know, these
traditional manufacturers
like that HP and Dell and all these guys,
and Netapp which is transforming.
So you've got disruption on both sides,
cloud and like a
decentralized model, apps,
what's the position, view,
from your standpoint,
for these legacy guys?
>> It's going to be
quite an interesting one.
I think they have to ride the wave,
and I'll steal this from Peter Levine,
from Andreessen, right?
He talks about the end of cloud computing,
and really what that is
is just basically saying
everything is going to
be moving to the edge
and there's going to be so
much more compute at the edge
with IOT and you can think
about autonomous vehicles
as the ultimate example of that,
where you're talking about
more powerful computers,
certainly, than this
that are sitting in cars
all over the place, so that's
going to be a big change,
and those vendors that have been selling
into the core data center for so long
are going to have to figure out their way
of being relevant in that
universe and move towards that.
And like we were talking
about before, commit to that.
>> Yeah.
>> Right, don't just hedge,
but commit to it and move.
>> What's interesting
is that I was talking
with some executives at
Alibaba when I was in China
for part of the Alibaba Cloud Conference
and Amazon had multiple conversations
with Andy Jassy and his
team over the years.
It's interesting, a lot
of people don't understand
the nuances of kind of
what's going on in cloud,
and what I'm seeing is it's essentially,
to your point, it's a compute game.
>> Chris: Yeah.
>> Right, so if you look
at Intel for instance,
Alibaba told me on my interview,
they don't view Intel as
a chip company anymore,
they're a compute company, right,
and CJ Bruno, one of the
executives there, reaffirmed that.
So Intel's looking at the big picture
saying the cloud's a computer.
Intel Inside is a series of compute,
and you mentioned that the edge,
Jassy is building a set
of services with his team
around core compute, which has storage,
so this is essentially
hyper-converged cloud.
>> That's right.
>> This is a pretty big thing.
What's the one thing that people
might not understand about this.
If you could kind of
illuminate this trend.
I mean, the old Intel now
turned into the new Intel,
which is a monster franchise
continuing to grow.
>> Mm-hmm.
>> Amazon, people see the numbers,
they go oh, my god, they're a leader,
but they have so much more headroom.
>> Chris: Right, right.
>> And they've got everyone
else playing catch up.
>> Yeah.
>> What's the real
phenomenon going on here?
>> I think you're going
to see more of this
aggregation phenomenon where one vendor
can't solve this entire problem.
I mean, look at most recently,
in the last two weeks,
Intel and AMD getting together.
Who would've thought that would happen?
But they're just basically admitting
we got a real big piece
of the equation, Intel,
and then AMD can fulfill this niche
because they're getting killed by NVIDIA,
but you're going to see just more of these
industry conglomerations getting together
to try and solve the problem.
>> Just to end the segment,
this is a great point.
NVIDIA had a niche segment, graphics,
now competing head to head with Intel.
>> Chris: That's right.
>> So essentially what's happening is
the landscape is completely changing.
Once competitors no longer--
New entrants, new competitors coming in.
>> Chris: Mm-hmm.
>> So this is a massive shift.
>> Chris: It is.
>> Okay, Chris Cummings
here inside theCUBE.
I'm John Furrier of CUBE Conversation.
There's a massive shift happening,
the game has changed and it's
incumbent upon start-ups,
venture capital, you know, Blockchain,
ICOs or whatever's going on.
Look at the new chessboard,
look at the game and figure it out.
Of course, we'll be broadcasting live at
AWS re:Invent in a couple weeks.
Stay tuned, more coverage,
thanks for watching.
(techy music playing)
