JAMES WATTERS: What's happening now
is that software is starting to take on its own life
and building completely new kinds of processes that
never existed in paper before.
And those are what's really differentiating businesses.
And so the lifecycle of those, and the change rate of those,
changes as fast as people can consume them.
And this is a big change, from a once-a-year deployment to we
have enterprises doing 20 deployments a week.
And so that clock speed change and that style
of process change that's happening is really remarkable.
So this is where you hear this word digital transformation,
which I don't open with, but that's
really what all of these changes lead up to.
That change is, I think, at the heart of sort of the Pivotal
and Google partnership, which is we're really
bringing the ability to go compete with software
and be great at software, and do it
in a scalable, data-integrated way to all
these large enterprises.
SAM RAMJI: We used to have scarce, giant resources,
like mainframes, and the few heroes who could use them.
But now we've got an abundance of computation.
It's basically free.
Now, from 1992 to 2012, the cost of computation
dropped by a factor of 3,700.
The cost of storage dropped by a factor of 18,900.
So you think about the absolute, all-out abundance
of computational infrastructure.
Well then, you've got a new scarcity.
The scarcity is actually the developers, not
the infrastructure.
So what they want, what they want to deploy, the things
they can imagine, actually have a much bigger impact
on your business than the cost of the infrastructure.
We focused on developer productivity
from another point of view, which
is, how can you build billion-user experiences that
can rapidly iterate based on what users want, and not
also burden those developers with understanding scale
and reliability?
So we've taken our internal competencies,
which we call technical infrastructure-- it's
the opposite of IT.
Get it?
It's TI.
About 11,000 engineers who do nothing but support
the other 40,000 engineers who support Gmail, search, ads,
right?
We have seven different businesses that
have over a billion users each.
So that partnership is actually how Google runs.
It's all about developer productivity
for our developers.
The partnership with Pivotal is about bringing
the best of what we know about what that infrastructure is
to the best of what Pivotal knows,
which is what are the runtime platforms and the tooling,
like Spring, that developers really love,
because it just gets out of their way
and they get things done.
If your software practice is not incredibly agile,
your business process is stuck in concrete,
and you wont evolve.
It's very satisfying to sit here a year later
and say Kubernetes and Cloud Foundry are coming together
very pragmatically, in some obvious ways,
but also some surprising and very beautiful ways.
The de-risking of open source helps
you reduce migration cost.
You can bet on Kubernetes, you can bet on Cloud Foundry,
and know that there are vibrant multi-vendor communities.
Everybody is worried about making the wrong choice.
So how are they de-risking their decisions
so that they can make a decision now?
And everybody is worried about developer productivity.
We've got a shared infrastructure, the shared
management layer in BOSH.
We've got a shared service broker,
so you can get to all of the same services
like data services or analytics services, machine learning
services, whatever you want, wherever you are.
So just make it work.
So that joint engineering, customer obsession, and this
focus on eliminating this risk of this or that by making it an
and is a really big deal.
And if you watch where the puck is going,
there's a lot more coming.
The truth is, value's only found in the market
by customer interaction.
What you start with is always wrong,
and then you have to incrementally
get it less wrong.
So its all about cycle time and velocity.
If I can iterate my product based
on customer feedback in one week,
and somebody else takes a month, then I
can get 52 cycles in a year, and they only get 12.
My software will be so much smarter because its compounding
interest.
So that's what I mean when I say you have to bet on velocity.
So when you look at the Pivotal sprints,
when you look at the two-week release cycles
that you get in Cloud Foundry, when you look at the 9,000,
10,000 times that we release software per day in Google,
like, we're companies who've been practicing
velocity for a long time.
I authentically believe we've got a great opportunity,
and there's no two better companies
to go and do this for the world than Pivotal and Google.