Event ID: 1589397 Event Started: 8/16/2010 12:15:00 PM ---------- Please stand by for real-time captioning. >> Good morning. We're going to start in about five minutes. Welcome to the NASA IT Summit 2010. If you could take a few minutes, come in, sit down, move to the center of the rows to so we get everyone in, we would appreciate it. We will get started very soon. Thank you. > >> Good morning. Greetings and welcome to the first annual NASA IT Summit. We call this to order and begin our exploration of the outer reaches of technology. We ask everyone stand, make sure the outer aisles are free as the color guard comes in. As they come in we will also have the posting of the color and the singing of the national anthem. >> Oh say can you see by the dawn's early light, what so proudly we hailed at the twilight's last gleaming, whose broad stripes and white stars through the perilous fight, oar the Ramparts watched were so gallantly streaming, and the rocket's red glare, the bombs bursting mid-air, gave proof through the night that our flag was still there. Oh, say, does that star-spangled banner yet wave, oar the land of the free and the home of the brave. >> Ladies and gentlemen, please be seated. >> [Applause ] >> This is certainly very exciting to those of you in this room and those that I know are in one of the other rooms across the hallway. Good morning again, I am Karen Harper, I work for the agency CIO, Linda Kara tin, James -- acting CIO from Ames research center and the chair for this event. >> First, as with any large event, you make administrative announcements. These general sessions are being broadcast live and will be available on the NASA OCI website for later viewing. We ask you silence cell phone and keep conversations and extraneous noise to a minimum. We ask everyone to post comments using twitter or [indiscernible] the hash tag of NASA IT. For those watching remotely, use these tools to post questions to the speakers. We will have a moderator who can pose questions from the virtual parpt participants. Next week up receive a survey via e-mail from us. It's fortunate important to get feedback to make next year's summit even better. All the questions are on a first-served basis. If a session room is full, there are five other concurrent sessions to choose from that will no doubt have something to offer. At this time, James Williams is going to introduce Linda Kier atin. >> This is pretty amazing. Earlier -- the November time frame, Linda talked to us about a vision for the IT community. Linda started her job on September 28 of last year, not even a year into her leadership we have 150 people together to share in experiences, collaborate, be open and transparent about what we're doing across NASA. >> [Applause ] >> Linda really embraces the values of transparency, openness, collaboration on how the centers can work together to bring -- and alongside side other IT leaders, other academic institutions, agencies and we welcome all of you together, looking forward to having everybody here enjoy our time. >> She promotes a place where collaboration, innovation, can invigorate our community, encourages staff, leaders, to embrace it, figure out next steps for evolving IT operations. >> In the initial planning stages of this event we only expected about 650 people. When we originally were talking we weren't quite sure, our first time out of the gates what was going to happen, and here we are 1150 people. The original intention was to stop at about 900, we continued to exceed expectations on this and are really looking forward to what next year will bring us as we plan the event. We were able, the demand from the community has been tremendous, we appreciate the partners Anybody interested who didn't make it we hope will join us next year. >> I will turn the event over to event visionary and chief -- officer, Linda keratin, to transform the -- services to support, enable NASA's in addition. Before taking on the role of NASA CIO in 2009 she had an extensive history within the agency. Served as CIO of NASA's Goddard spaceflight center, and [indiscernible] bureau of tobacco alcohol and firearms and served in the Department of Justice as well. I would like everywhere to welcome Linda Kira tin, our NASA CIO. >> [Applause ] >> Linda Kiratin: Goodd morning. Welcome to our first NASA IT Summit. I hesitated to say first because that suggests that there will be more and I was thinking, gee, as Karen said, maybe this won't be a success, but I am so overwhelmed. Even walking through the room, as I came to hear about what we're doing in IT across the agency, it's amazing. I am thrilled and humbled to be here. This is an amazing gathering of the NASA IT community here, and it's a beautiful morning at the national harbor to do that. So welcome, and thank you very much for coming. >> We're indeed a community. The definition of community is the body of people with a common purpose, professional interest, and they're scattered throughout a larger group of society. We come from different parts of the country, but are united in our commitment to providing NASA the finest IT and use of technology to enable our mission. With President Obama's new initiative for space exploration we must be able to overcome the challenges that lie ahead. The agency's dependency on IT is why we must function properly. We heard the phrase "failure is not an option." but we need to be resilient when failure, set-backs and disA point appointments are -- and when I became CIO I asserted my mission to make NASA IT the best in the federal government. Many were surprised and didn't agree with such a bold announcement, but I am reminded of the old folktale wisdom, if not today, when? >> I began by outlining areas of improvement, focus, and I will address those in a moment. In order to make this vision a reality an important early step would be to gather the IT community to share best practices, network, and engage in fruitful discussions, and be instructed by experts on new, cutting-edge subjects, on the internal and external IT landscape. >> I consider this summit much like a marketplace of concepts and ideas for the betterment of the IT community, opening across disciplines, all levels, from students to CIOs, with interesting and informative sessions over the next two and a half days, along with speakers from NASA and the industry, you will find that value will be offered everywhere you go. >> We will conclude the summit on Wednesday with a luncheon recognizing our first class of IT summit award winners. After the summit many will join NASA working groups for meetings that will start the process of carrying forward what we began here today. >> My vision for creating the best IT in the federal government is based on project execution, results, innovation and value to the mission. Considering the following areas of improvement here in the near term. Number one, improved IT management and planning, including the implementation of a strong enterprise architecture and governance process to optimize the mission. In English, what does that mean? Enterprise architecture is how we plan, knowing where we are, where we're going, what we need to do to get there and how we explose the gap. In order to look at that future, I established the position of a chief technology officer for IT; the first such position in NASA. This is a federal government-wide, looking at how to use technology and how to use innovation, manage IT, not just NASA, but across the entire federal government, to the betterment of the citizens and what we need to do as a country. >> We are improving our business strategy, making decisions about how IT is managed, what it needs to do to support our mission and the enabling technologies we need to go forward. >> Governance is how we make decisions, who makes decisions, and how the organization works. We know about how governance works in the country. How the Constitution defines the principles we lead by, IT governance talks about the principles we lead IT. We are measuring how we are doing and we are going to develop specific actions for going forward to improve governance of IT. >> Next is improved cyber security. We have been much the talk about the way we do IT. The issue is we have to look at what our specific threats are and our specific risks. We looked at complying and covering the landscape in terms of making sure we do what we need to do, but we need to do -- what risks we have, the important risks. We need constantly look at our risks, who is trying to get to us, our data, the data we have is reliable, available, the highest integrity possible. We are creating a best in class program to do that. We are cooperating, supporting the goals and principles of the computer emergency readiness team and making sure we contribute to the awareness we need as a federal government. Supporting that also, we're looking at the threat analysis program and making sure that we are aware of what the most current threats are, and that we report the threats to the proper authorities, so that we can reduce the attacks and reduce the surface used to attack the data we protect as a nation. >> Proof of management of IT, looking at our business systems and business solutions weerks know we have gaps. We have had gaps for a decade at least and we want to make sure close those gap and use the most innovative technology to do so. We have been the leaders in solutions using cloud computing, the flexible, elastic capability created and invented at our Aims research center, and computing needs, technical engineering workforce needs. >> One of the things I did, actually before September 28, was to look at our infrastructure program. Our I 3 P program is a set of five contracts plus one when you look at the enterprise service desk running at the NASA shared service center at [indiscernible], the set of contracts are used to enable the strategy we will develop to have our infrastructure returning running in an efficient way. I included goals of the new administrator, including goals of Obama administration, IT, innovation cloud computing and make sure it provided the right kind of value, right kind of security postures and right kind of solutions for our customers. >> We re-started all but one of these extracts, we made some improvements in the RFP, now in various stages of the lifecycle of the procurement process. The fifth one, the NASA enterprise data center, should be released in the next few months after we determine what our complete requirements are. >> In looking in more detail about the NASA enterprise data center, what we are doing now is an inventory of how many data centers we have, what our requirements are, where they are, and validating the requirements before we complete the requirements that will go into the RFP, which will be out later this year. >> We have been praised for what we have been doing with cloud computing in our enterprise data center and want to be consistent with that, and provide a vehicle industry can respond to. >> Open government is something we can deliver on, we are number one. I have a colleague, a CIO, I called to say hi, how are you doing? I said you called to say you are number one. I said we are? I didn't know that, I actually didn't. This, open gov is a tough thing to do, and we have many of our brilliant people working on that. The thing about open government is really one of the principles of my leadership, because open government is very risky, you open yourself, you want to be collaborative, ask for input, tell people things and with that, comes risk. But with risk comes a lot of reward. The reward is to get ideas from a large set of people you couldn't get before, so I think in open government is very important and what's more important than that is open leadership. >> These are very lofty goals, and nobody can do this without people. I can't do this without people. Then, after all this, is a summit, and it's a tall mountain to climb, but not impossible. I want to talk about the from CIOs, the people who aren't here really are with me, the center CIOs. Jim ren Aldi, the CIO of the jet propulse lab, a seasoned leader, leading a team of no vat innovators that will change the world. >> [indiscernible] the quiet competence executive, delivering results time after time. James Williams sitting before you this morning, the dapper James Williams, I might add. The innovative, pragmatic, what an oxymoron, but that's what he is, making our dreams reality. The sweet CIO, Larry Sweet, making sure we get there on time, within budget, promised, that we need. We have somebody new, Bruce Owe Dell, bringing old wisdom from years of federal service. Donna cay trel, she's small, but mighty, not to be ignored, she's only just started showing what mountains she can move. >> [indiscernible], tall and mighty, the strategist whose ideas are as tall as he is. >> Mike Boulder, he'll get us there with a smile demonstrating a competence, what he delivers to us as a leadership team. >> Shelly Carter, steady, calm, professional, keeps us on track, grounded. Cathy mangum, another innovative pragmatic, quiet, but still waters run very deep. She's going to get us there. >> Adrian Gardner, that infectious smile, smile of a leader bringing excitement to a team, making us laugh, think, challenging us and keeping us moving forward. Finally, sashy Peel a, innovative, creative, imagineative, can do anything with IT. The very best IT organization in the federal government rests with these people, these people who comprise our IT community, and you are part of our IT community. Our success in all facets can be achieved through effective teamwork, rich with diverse education, capabilities, skills, experiences, preferences and thoughts. With this notion of teamwork I recall the old folktale called stone soup. You may have heard it, read it to your children. The tale of a traveler seeking food in a village only to be turned away by most of the villagers saved one who offers up water and a cook being pot. The traveler started a fire in the middle of the village and sat about to make stone soup with the aid of magic, a magic stone. Curiosity drew the villagers out about how this soup tasted. When admitted the soup would taste better with a few garnishes the villagers one by one all added something. In the end they sat down with a fine feast. It did require a bit of trickery on the part of the traveler, but with cooperation, teamwork, we all can out-distance our expectations and achieve results we never thought possible. >> Along with embracing, utilizing the talents of our rich and diverse workforce we need to welcome a more focused, outcome focused, into world class dimensions, understand our customers, how they feel, how they become fully acquainted with what we have to offer them, how we become fully acquainted with what they need. We must delight our customers, be driven to be innovative, instead of just meeting expectations, to delight rather than meet. We will strive to be mission-obsessed rather than mission-aligned. >> I realize there will be challenges in doing all this, and while we may be slowed, we won't be stopped. As a community with this challenging mission, inspired by common vision and guided by core principles and values, together we will transform the state of NASA IT, and in doing that we will help modernize government and enable mission results for NASA. >> I am placing a charge upon you this morning to make most of your time here at the summit as valuable as you can. I encourage you to be an active participant in the sessions you attend. Make a point to meet new people, connect with people you have haven't seen for years perhaps. Visit the exhibit hall and learn what vendors are offering, as well as great agencies around the center are doing. You can follow what's going on at twitter. I can't because they took my Blackberry this morning. So I will be the disconnected CIO until after dinner, no doubt. I truly believe this will be an incredible learning experience. It is for me in the first hour we started. I believe that all of us will extend our time here and continue the great work that was started. >> Thank you all for being here and please enjoy the summit. >> [Applause ] >> I am going to now introduce our first speaker of the morning, Mr. Jim [indiscernible], so now that you have heard about our direction you are going to hear from him. And the rest of our speakers for the morning. Mr. [indiscernible] is the chief innovative officer for Dell services, the $8 billion IT services arm of Dell is where he's from. He leads a team of it if and business experts who identify, evaluate and assess the future potential new technologies, business models and processes used to address evolving business, economic and social trends, both for the company and their customers. For more than 25 years Jim designed, developed, and implemented information and communication technologies that help business and institutions succeed. He's an expert in digital infrastructure, evaluation of emerging technology and strategic guidance on their applications. Please welcome Jim Stickleather. >> [Applause ] >> Good morning, everyone. Let's see how we can get the slides going. All right. >> I will talk to you -- I have a problem, can't help walking around. This will be difficult. >> I have the comment, Laura asked if there was anything she could do for me, glad to take care of it. I want you to find out what Misty has for breakfast. I need that on a regular basis. I will talk a little about innovation. The reason I will talk about innovation, I personally -- we as a company happen to believe the number one issue that will face IT for the next five years is innovation. >> We're going to have more than enough technology to play with, more than enough demand for technology to service, Lord knows we will have more than enough problems with both of them. What we are going to have difficulty with is applying them, bringing them together in new creative, innovative ways in order to provide services to our customers. >> Now, to start the discussion, I wanted to find the innovation problem for you. I do this through a video. Some of you may have seen this video in the past. Please don't help your neighbors out. I have never done with an audience this large. I will define the problem in terms of the 800-pound gorilla we all know innovation is. >> Be sure and count. >> [Laughterlaughter] >> Okay, how many of you are totally knar embarrassed because you didn't see the gorilla? In smaller groups when I use this video, nine out of 10 people will not see the gorilla. They're so intent counting the people wearing white, passing the basketball -- most will get the 15 correct, but they will never see the gorilla. That's the innovation problem in a nutshell. We're so focused on budgets, focused on the next technology refresh, list of service problems we haven't met, that we don't stand back far enough to see what's happening overall in the big picture, all of these pieces part together, and totally miss the gorilla that's innovation. >> Hopefully you will walk away today understanding what it takes to be innovative, how you can go about being innovative and one approach for how to begin being innovative inside your IT organization. >> I defined innovation as being the invisible gorilla. I also would like to talk about what innovation isn't. Okay? Innovation is not the weird guy sitting in the corner that are creative and nobody wants to talk to and we can't deal with them and they are ego maniacs. Innovation truly can be a process, can be systemic, can be repeatable. But it takes work to get there. Okay? >> Innovation does not have to be disruptive. It can be a sustaining activity, can create new ways of doing what you're doing today, but better, doesn't have to be a totally new way of doing things. >> One of the key things about innovation, especially today, and the rate of change taking place inside our industry is, you either innovate or you die. That's fast becoming the mantra within the technology space. One thing you are seeing take being place with my company along with a lot of other companies is you're starting to see yet urge consolidation of what's going on. We're entering into a New World. At one point in time we had mainframes, that moved to mini computer, came the PC, servers, virtualization, and some day nirvana is achieved in the cloud. I find is interesting. All of that is going on, we have to be prepared with it, the way we will deal with it is by being innovative, not talking about invention, R & D. I saw a quote saying R & D is the consumption of cash to create knowledge. An interesting comment for NASA, right? Innovation is the consumption of knowledge to create cash. That probably is the best description of innovation. Take being the knowledge you have, applying in new ways to achieve more benefit. >> There are multiple types of innovation, there is technology innovation. Technology innovation is not necessarily inventing a new technology, it's finding creative ways to apply the technology. The example I have is the $100 PC, a crank to generate power, built in Internet, the whole thing meant to be priced at under $100. Business innovation, who better than Southwest Airlines to demonstrate the ability of innovation and turning an industry on its ear. I am still amazed, I remember watching star trek thinking more than anything I want one of those communicators. Guess what? I got one. My problem is I have three at the moment. That's another story we will talk about further through. >> Process innovation. Sit and think about -- how many have seen the old World War II movies. Victory at Sea, I can still hear the music -- am I showing my age? It's interesting, one episode of Victory at Sea said the war was really won by the Merchant Marine, the loading of liberty ships, dropping of tanks and everything. Do you realize the technology of container ships was totally available then. It was a process innovation, new way to think about shipping and in particular, shipping in sea lanes. Not just disruptive break-through innovation, but the continuum, process, and game changers, like Southwest Airlines. >> As I indicated, there are multiple ways to innovate. Most people think innovation is the guy up in the upper right hand corner, you throw them in a room, come up with the great and wonderful ideas, innovation can be done in a very systemic, repeatable sustainable process. Now, let's talk about innovation within the context of IT. >> As I indicated, the number one problem that will be facing IT on a going forward basis is how we innovate, take all the new technologies coming into the forefront for us, all these ways of delivering technology, and creating a new value proposition for the IT department. >> Now, the first thing I always talk about is something we in the engineering or computer science world tend not to take seriously. That's the fact of the matter, we don't really cause change to take place. We think the PC is a wonderful thing that changed the world. That's not true. Change only takes place if there's an underlying economic reason for the change or underlying social reason for the change, or there's an underlying government regulatory reason for the change. All technology can do is enable the change, facilitate the change or accelerate the change. We don't cause the change. >> If you want to be innovative, you want to understand that, the ability to innovate is your ability to understand social trend, economic trends, business trends, government and regulatory trends, for seeing where they're going to end up, taking and applying technology to the problem. >> We live in interesting times, most of you will remember is a famous Chinese curse. Change taking place across a couple of dimensions. The first, interesting technology is coming into being. How many people have heard of the cloud? Come on, guys, it's not rocket science. All of us heard about the cloud. If you go back into the computer science literature, we were talking about the cloud -- although the term utility computing was used then, back in 1964. >> I didn't even know we had computers in 1964, we did apparently, GE and IBM were making them. We are interesting a time where utility computing is possible. Enabling what the economics called for, the interesting piece, the economics of time sharing was, but there were social and business reasons it didn't take off. The technologies changed to enable the economics. >> In addition, especially in the business world, the users are thinking about things differently. There is not a CEO in the world who wants a cap tall investment in IT anymore. He wants all capital investment to be applied to assets creating differentiating advantage, competitive separation for them, some type of higher value add than doing what other people do. The other thing, the most recent recession has been a true driver for this, company executives now want IT attached to a rheostat, when the economy goes bad they want to be able to turn the rheostat down and when the economy goes up, turn the rheostat up. They want metered IT. They don't want metered IT in terms of charge for CPU usage, bandwidth. They want something that linearly correlates to their business. I was meeting with a financial institution. They said within five years I want to come to you for a billing unit, to be accounts, transactions, customers. I want a service level attached to the billing unit and that has to include -- I mean the price has to have a service level attached to it, and by the way, I don't care about five nines, six nines, I want 100% availability, morning, afternoon, Friday, Saturday. When people get payroll checks, want access to money. Rest of the time, I don't care. Moving to a world of natural billing units, efficiency, data centers in the most cost-effective place I can, if you do the study, turns out to the Iceland. Probably not good for us. >> The other thing going on, the rise of the browser. Now that I can get information delivered how I want, where I want it on just about any device in the world, the nature of how I provide that is changing. >> What's driving these? I apologize for the slides, they will be available so you can see them directly. There are three major macro trends. The concept of work mobility. We have a new demographic coming into the workforce, that demographic actually chooses where they want to work before who they want to work for. Because of that they are mobile, they have different work schedules, we have entered into a world where -- how many people -- particularly of my generation, the first who had to come up with the concept of the two-career couple. The world of Ozzy and Harriet -- my generation, that went away, the husband and wife both worked, who is taking who to soccer, to hockey practice, violin lessons after this. The fact is we had to come up with flexible work schedules. Now that's compounded. My generation introduced not the child care issue, but the elder care issue, trying to figure out how to take care of our parents, requiring more flexible schedules, and virtualizing in the sense people -- one goal we have as a company, getting more and more people working at home. One reason we want people working at home, it turns out it's not that efficient to bring people in, have them come to a location, most work can be done interactively. >> Add to that this last recession in particular, introducing the concept of the process cloud, the whole Hollywood business model. Companies that out sourced things not critical to business had a rheostat attached to their business processes, able to cut down fixed expenses, variable expenses, as revenues were decreased. You combine the first and second, you have an interesting problem for the IT department. You have people coming in to work saying I am not going to use that computer. I spent my entire life setting up my Mac, generally the one who -- I know, I work for Dell. The Mac is generally the one, the new employee wants to bring in, spent their life setting it up, now we from the iPad, compounding things. You walk into an environment where you have people coming to work bringing their point of presence device with them. Their work device will be their phone, iPad, tablet, net book, theirs, not yours. The information, security, compliance problems that will cause. It's compounded more by the fact we are out sourcing more and more of the work. Any point in time, a transaction, activity on the part of your business could be going on in four or five totally different companies simultaneously. The work can be passing among them. How are we as the IT department going to deal with that? Technologies are there, but we haven't figured out the business processes, management, policies to put on top of those. >> The last of the major economic trends The cloud. I could talk for hours, I am not going to. The status of the cloud changes moment by moment. But the fact of the matter is the economics are utterly compelling for cloud computing and we will all be moving in that particular direction. >> I am going to talk about three points of microeconomic consideration, if you will. >> These will be available to you. How many people remember Paul Straesman? Harvard, your CEO handed this article to you as soon as the Harvard business review came out, saying I surveyed the world of IT and have yet to find any business value created by IT. >> Stasesman is still at it. How would you like to say I need to spend $10 million on this, and the CEO says what's my ROI going to be? Zero. Not a pleasant situation. Then we have a person called Nicholas Kerr. Wonderful article, summer of 2005, called the End of Corporate Computing. He basically lays out that 90 plus percent of everything IT departments do is ubiquitous, doing the same thing. Meaning IT has no compelling strategic value. You sit in front of your CEO, given him the bad news the $10 million has no return on investment, yes, give me some strategic value, so sorry, not going to happen. okay, now our friends in the ecology world have -- game theory world, came up with a thing called the Red Queen Hypothesis. How many of you remember that? You can't be in space science and not have read Alice in wonder land. Alice had to run faster and faster just to stay in place. A whole thing in game theory and ecological science about the Red Queen Hypothesis. It's called what in our business? The technology refresh cycle. In the good old days we refreshed every seven years, in the mainframe world. Accountant said we will depreciate that over seven years. Guys, we're down to 18 months for refresh cycles. You sit with the CEO, already said you will not get return on investment for the $10 million, no strategic advantage, now you have to say he can spend it all over in 18 months. How popular are you? With the head hunters, probably pretty much, but not within the business. That's the driver to utility and cloud computing, the thing that says we as IT departments are going to have to get our heads out of our budgets -- didn't think I would say that -- [laughter] we will have to pay more attention to the business models, the use of information, solving business probs and that is what will cause us to be innovative. >> Let's talk a little about the things coming toward us. First, the cloud. There are more myths associated with the cloud than the last sighting of Elvis. >> There are only three fundamental types of cloud. Infrastructure as a service; platform as a service; software as a service. Everything else is built on the three of those. If you are talking about storage as a service, that's just a variation of infrastructure as a service. if you are talking about ERP, that's a variation of software. Three basic forms of the cloud. >> There is no "the cloud." the technology used by Amazon, google, Dell, technology used by any cloud provider, software service provider, infrastructure as service provider, all different. They are architecturally different and pretty much incompatible with each other at the moment. That's being worked on. For the time being, the cloud is an end state for you. You need to be think being it, but it's not necessarily what you want to be doing this second, with exceptions. Infrastructure is a great way to provide services. >> Long-term, innovation is about understanding what the end states are going to be and applying the resources you have to achieve that end state. This is what we believe the trajectory of utility models are going to be. I apologize again for the size of some of the fonts. The black line is traditional IT. In this case we look at it as IT out sourcing because it's the primary business of Dell today. We have a lot of interest in no vatting at innovating at the moment. >> The purple line, probably the big end game. I am currently in the process of writing an article called the end of open-source. James and I worked together. I am a big advocate, why am I writing about the end -- being usurped by software as a service, smaller and smaller companies, individuals able to have tremendous reach providing capabilities through software as a service and get paid for it, suddenly all the traditional attractions of open-source, gift economy, all there, but I can maybe pay my bills doing it. Software as a service and platform as a service are the biggest threat to open-source ever. >> The blue line is infrastructure as a service, why making that little nose dive? Because, where is the value in IT? It's in the applications. It's in the data. It has nothing to do with spindles, CPU cycle, bandwidth, those things most of us do on a daily basis. We're fast becoming irrelevant. You see why innovation is important for you? The green line is platform as service. You are starting to see very interesting evolution in platform. Heard of AsA swriewr? Azure appliances you can drop in your data centers, and by the we, because it's an Azure appliance will drop into the Azure cloud -- over time guess what will happen? You are not going to care about the, a appliance, you will use the one sitting out in the cloud. >> Let's talk about the systems and operations business. We have a -- it is currently evolving and this one is easy. I will tell you what the end game is. It's a virtual data center for every single user. That's what we're evolving to, so when I am working on, whatever I am working on, I get up from my desk, out the door, whatever I am working on is on my phone. Or I get in my car, it appears on the navigation system in my car, probably a little way away from that, but watching people put on their make up, eat, everything -- why not? >> We are moving to a world where all the things most of us are probably doing in our day job, basically, will go away. What we will be providing is a virtual data center for every single user. The reason I say that, and I can't tell you how to get there right now, the difference between innovation and invention. Invention tells you how to get there, innovation tells you to get there and how to think creatively about how to do that. >> I will also tell you the applications marketplace is changing radically. The end game is very interesting. First off, we will get to something called applications components as a service, where I won't buy an ERP system, but bit and pieces of system and use them when I need them. That happens today. How many people heard of a Fike owe score? Surely somebody applied for a mortgage. Sits -- does it independently and denies you your credit. >> But that's not the ultimate end game, the ultimate end endgame of applications will go away. You will have executable images, a ton of meta data attached -- that meta data will describe what that component can do, what type of data it can work with, you under what policies, what governance rules, and you will have data objects sitting out there with tons of meta data describing who can use it, what condition, what type of applications, and you want to do something, up conduct a search. The search will match the executable images with the information objects and that will be the application of the future. >> Now, how do we get there? One thing that I always find amazing, companies, government agencies, everybody talks about innovation, but going back to my invisible gorilla, it's really hard to think about innovation when you are worried about your budget, the next technology refresh cycle, when you're losing staff to the new company down the street who is offering start-up dollars. The other thing is, if you are going to innovate, you have to try a lot of things. Innovation is driven by failure. That's really hard to say, especially to this audience, because if anybody could never tolerate failure, it's NASA. >> At the end of the day you have to find ways to do lots of experiments, try lots of things, and basically gain the information you need to innovate. So, how do you begin to get systemic innovation process in place? Well, the way you accomplish that is by establishing an end state and work backwards. That's the easiest way to do that. So how is IT going to evolve over the next five, 10, 15, 20 years? I will guarantee you, certify I will be accurate in everything I say as long as you don't hold me to a time frame. Fair enough? Okay. >> This is the evolution we seek, real-time infrastructure, you heard me refer to the concept of every user having their own virtual data center. These are the steps that we think are necessary to get there. thehe first thing we have to do is begin abstracting what it is we do today. You can't begin applying virtualization on the server or client if you can't abstract what you do today without getting into individual specifics. Once you have begun abstracting -- and once you abstract what you do today you can look at different ways of doing it. It's funny. One innovation group I am now heading is a brand-new group, never had an innovation group before. Talking about what are going to be the deliverables of the innovation group? Interestingly, one deliverable will be the new leaders of the organization. It comes about this way. What's the first thing you do when you get a new employee? You teach them how we do things here. What's the death impel of impel ofinnovation? Don't think in terms of -- abstract out what it is we're doing and trying to accomplish. Once you do that you can think of virtualizing the infrastructure. This is not just virtualizing servers, but our bandwidth and network connectivity, storage, the way we do storage. Then, you can start talking about, okay, if I abstract what I do, virtualize everything, I can start moving things around where I need them, when I need them, how I need them. Once I start that we run into the how to describe -- the facade we within IT maintained for years, we are probably the classic case of the cobbler's children run barefoot. We rarely invest in ourselves, pay attention to system management, storage management. What we generally do, rather than automate, we throw people at problems. The key to moving forward and you can't do it until you do the abstraction process, but how do I begin applying automation? You talk about a virtual system for every user, maintaining a data center for each and every individual user. Virtualization is great unless you aren't good at systems management and in virtualization, geometrically compounds the problem you have in managing the data center. >> So, data center automation becomes the next big thing, followed by clouds. I argue we're not ready for clouds yet. And again, everything I say is -- said for effect, there are clouds today you can use, clouds and -- we have helped things out with the nebula, but clouds as projected by a lot of the industry is it not here yet. Before you can be effective in using clouds you have to accomplish all of the thing I have listed here. >> The other thing in terms of thinking about end state, understanding where the vendors are going. At the end of the day what we are likely to see is a very few large hyperscale cloud providers. This is right out of Nicholas Kerr, the end of corporate computing, directly. What you will also see, lots and lots of smaller clouds built on top of these hyperclouds that are very niched, follow Anderson's long-tail theory of markets. This is what will cause the end of open-source. Again, I am saying that for effect. There will always be some open-source, just radically different. You will probably not see the Apache project rise up again. In the middle is the great unknown, still evolving, the platform as service component -- service providers, in the formation. We know today's hardware vendors are rapidly move into becoming hypercloud suppliers, that's where we all want to end up. Where Amazon is going, Google, the collo companies. We have today's software vendors moving rapidly as possible into the cloud platform. >> What type of technologies? Virtualization, taking a piece of hardware, making it appear to be lots of pieces of hardware. Take being virtual pieces of hardware, putting together to look like one thing. The web 2.0, 3.0 technologies, independently developed, created functionality, bring them together into a single one. ISO 27,000, the world we are moving to is only going to work if we get better at security. It's not security as we know it today. Security as we know it today is basically a boundary condition style of security. It's a binary. You have access or you don't have access. >> At the end of the day we are going to have to figure out how to do digital rights management or digital restrictions management. Here's a case we can go outside our industry, look at things like what the entertainment industry developed. How many people are familiar with M peg 21? It's worth reading about. It's a brilliant digital rights management environment. The reason we have to do that is not just the security issue, which is by the way almost a fool's game. You will never be able to be 100% secure with a boundary condition. >> But because of regulatory and legal issues, what's going on in the world today is more and more laws are being passed requiring personal protection of information. If you will, how many people are familiar with the term fiduciary responsibility? If you have a bank, somebody doing transactions for you, they by law have a fiduciary responsibility. That same concept of responsibility is now being applied in law to your personal information. Whoever holds that personal information. Now, the Europeans are really strict about T but we're move into it. Massachusetts passed one of the most enter interesting, restrictive, almost impossible to implement privacy laws I have ever seen. Probably not a company in the world not in violation of Massachusetts privacy laws right now. The Germans, particularly with healthcare, very stringent. Doctors looking at MRI on the iPhone, great, you can do that, technology exists, if you are a German doctor on one of the bullet trains, as soon as you across the French border your iPhone better shut down. That's the way the German laws read. >> How many people know what is the one application that almost no company in the world runs anymore, totally out sourced? Payroll. Why is that? It's just an application, we can all run a payroll application, right? They out sourced it because they couldn't afford the accountants and lawyers necessary to keep the payroll system up to date. That's why payroll was out sourced. One problem facing us as IT is that any information we hold about individuals and individual's transactions probably is going to have the same problem payroll has today. There's not a lot in the business world that isn't associated with individual and individual transactions. >> I indicated a little before we are the cobbler's stepchildren, we have to meet better process, ITV 3 is -- better at automation of processes -- VPO 2.0, business people, scientific community, basically talking about businesses found we have to out source more. If it's not critical to my company, not core, does not in some way shape or form provide competitive differentiation for my customers I am not going to do it anymore. The one thing nobody talks about but single most critical thing is unified communications, phones, laptops, TVs, using the term point of presence device, from the telephone company, reflecting the fact I have a context I do my business in, operate in, that has to be able to move with me wherever I go. Because we are so distributed, working with so many parters, so much in outsourced you will be totally dependent on the communication system for maintaining context and unified communications will be the common underlying infrastructure we use. >> The obligatory note from your sponsor, the way we look at this at Dell, something we refer to as the meta cloud model. We have to be concerned about computing, storing, preservation, securing the information. We have to recognize this will not be an overnight switch. You can't rip out everything you have, put in new stuff. We have to find ways of layering technologies, processes, security, on top of existing systems. So some day you may have an AS 400 as a service offering. You may have -- showing the age of some of the systems in Dell. We operate monks -- I expect to walk in, like an archaeological expedition, but that's the model we will move to and that will be infrastructure as a service. Will really be concerned about the DRM stuff, how do I secure, access, not just in terms of permission to see or use or not, or what purpose at what point in time. And, do you have specific permissions? One thing European healthcare laws say is, today, if you have an x-ray, it's probably not a radiologist inside the building looking at it, may be a radiologist in India doing analysis of your x-ray. Under European laws that can be done as long as you have given permission. We will probably do that by pulling out your phone saying yes, I give permission. We don't have infrastructure in place to do that yet. What you will see over time is the layering of infrastructures on top of infrastructures to enable the end state and then we will pull things out from underneath. That's what you need to focus on an innovation viewpoint. Not just the data center issue. >> Every device will probably be virtualized. Every device has the ability to participate in part of this infrastructure as a service flat platform, service model. Clearly what your instinct has to look like is one of you do it for everybody, everything for them; or, they do it for themselves, and you have to give them the ability to do that over time. and you will move from doing things totally yourself to a continuum where everything can be done for you. >> Nicholas Kerr's book, The Big Switch, and the End of Corporate Computing, he draws analogys to the electric industry, the power grid. Think about it, I am not going to be able to read anything with these lights in my eyes, but the electricity driving that could be coming from Canada, the specific Pacific Northwest. We don't know, don't care. But as long as we understand that, then, we can quit counting the basketball passes, see the gorilla walking through the room, start figuring out how we're going to deal with it. >> Thank you very much, and I hope you have a wonderful conference. >> [Applause ] >> >> I thought I was going to get away without questions. Okay, any questions? >> Yes? >> Question: [ Inaudible ] >> Yeah, it's interesting, we get into a lot of conversations around data as a service. It goes back to data as a service is one of those terms that the semantics are not well-agreed to. We could be talking about storage, back up and recovery, could be talking disaster recovery as a service. We are talking about this concept I shared with you of the information object, meta data associated, information object. What we are going to evolve to, and again I am from a vendor so I can say this. A problem we have with all the semantics associated with cloud computing, the fact the marketing department can turn everything -- I jokingly say I am going to say store and there will be a ball point pen as a service offering somewhere along the line. >> Data as a service really is a precursor to information as a service, which is where I will have -- and the best way to think about it, the concept of healthcare information exchanges where I have all your medical information, every x-ray ever made, MRIs, videos of your surgical procedures -- how many people are going to get plastic surgery now? All embedded in this object, and then you subscribe to the information exchange, you have to keep your eye on the evolving business models, the beginning of data as service type offering. The precursors, something like FICO right now, FICO scoring or Expeerian, the credit reporting agency, starting to have data as service offering, data, not information -- we think the end game is information as a service with wonderful objects attached to it. The key to those resides with the legislatures of the world, because they are going to define the rules with those. That's the one area we have to be the most careful of. It's a mine field, the compliance. Another question? >> Question: You mentioned [indiscernible] can you explain the difference between application -- >> Yeah, that's still a process and definition going on. I will refer you back to the joint Microsoft and Dell press releases for the real term, anything I say I express is my personal opinion, not necessarily that of the company. Everybody heard that, right? >> There's a Microsoft press release associated with it too. The idea is this: There is some things most people won't share. If you are a CIO, particularly in a business, I wasn't kidding, there are guys who have to go out to the floor, see their server, know that's where that data is. Turns out it's not just the IT guys, the internal auditors are fond of saying there's the machine. The jurisdictional issue, this time last year in Texas the FBI walked into a collo, took out a whole string of storage, shared storage among multiple companies. People are still worried about that. There are still people who want the physical hardware on their site. For all kinds of reasons. The law, as usual, hasn't caught up with technology. The idea behind the appliance, you will be able to order a machine, fully loaded, configured, everything you need to be able to run a -- if you have an Assure application running on Microsoft, Dell, HP signed up to do this, take that application, rest on your appliance and run perfect. The added advantage, if you run out of space you don't have to know six months in advance to order the new appliance, you burst out to Microsoft, Dell, whoever. There will be multiple appliances. We have a platform as service appliance based on the [indiscernible] you can order, have that. In discussions with other people who have cloud offerings that want to deliver to a customer site. The appliance is what we referred to as turn-key systems at the end of the day is what they are. It's going to be, by the way -- now -- off the official word, my personal viewpoint, it's transition until we get to the cloud in the sky -- the utility, the grid. Another question question: You mentioned a lot of vendors have cloud services, they are all non-interoperable, do you have a consistent vision for how most IT will be delivered in the future, different specialists, payroll companies, what kind of work do you think is needed with regard to open standards? If open-source is going to die, how is it the various companies, how do you get your data back from the company once they are your provider for app X? >> Great question. This is, one of the things that, when we work on, think the end state will be -- them that don't read history are doomed to repeat it. This is a natural evolution of what has been going on from the beginning. The way to think of it -- how many people remember DCE? A few old farts in the room, right. DCE was our first attempt at cloud computing, believe it or not. Unfortunately, you did have to be a rocket scientist to use DCE. Then we evolved into something much better, much more flexible, much more capable, called corbay. How many people remember CORBA? You needed to be a rocket scientist and -- it could do everything I talked about. What happened, and I refer to it as the rise of XML. XML introduced an independent way of describing things. Something that can be programmatically and human readable to describe what the data is or what the system can do or the application component is capable of. XML becomes surgical, pattern matchable, the basis of interoperability between application components, images I talked about, objects I talked about, it really becomes the evolution of XML. >> Now, the thing I often caution people about is, one thing this New World requires is an organic mindset versus an engineering mindset. We have to mover to organic models of security. Look at the immune system, doesn't prevent you getting infections but we have -- guts filled with good bacteria. The same thing will be true in the XML space, the meta data associated with these things in that we will develop languages, dialects and there will be a certain requirement for translation capabilities, all the misunderstandings we currently have as humans, but that's what we will evolve to. It won't be necessarily standard so much as consensus building around dialects in XML description language, approaches. So that's how the interoperability, we think, will evolve toward the end state. Other questions? >> Whoops, she's coming on stage, means I am out of time. Thank you very much again. >> [Applause ] >> Great presentation. We heard what is innovation, it's not a nice-to-have. If we don't do it, we will meet terminal decline, organizational demise. We heard about the types of innovations, and one thing I thought was really remarkable on the slide that talked about the types of innovations; the thing that looked like a Blackberry, I used to have one. Wonder what that's like. Imagine the Dell guy talking about iPad and a Mac. Amazing. One thing, Jim, the chuckles in the audience about Paul Strassman, it predated me, a former NASA CIO, I hear, and finally, we heard about how IT people have to get our heads out of our budgets. That certainly is something. >> There was a slide that looked like it was created by our CTO for IT, Fred Camp and Cliff Ward, processes and innovation all in the same place, amazing. Thank you very much. I want to before we start the break give a shout out to a member of our executive team who could not be here because he's working on a latest upgrade of technology, [indiscernible] 2.0, his wife recently had a baby, August 5, John Carter kemp, six pounds, 10-ounces. I hope he's out watching, give us a tweet out if you are. 10:15 we will be back, 10:15 sharp. Thank you very much. >> [Recess until 10:15:00 a.m. eastern time] > >> [Captioner transition] >> >> >> >> Okay. >> Everyone, we're getting ready to get started in about two minutes, so would you please take your seats? >> Can everyone start being seated again please, so we can start our next round of general sessions. >> Okay, everyone. We're about ready to start our next presentations. If everyone could start to be seated that would be much appreciated. >> Okay. We're going to get started, we're going to get started, we're going to get started. We're going to get started now. >> Our next speaker this morning is Mark Bregman. Mark is responsible for the Symantec research labs, security response everyone shared technologies, emerging technologies, architecture and standards, and developing the technology strategy for the company. He guides their investments in advanced research. Please welcome, Mark Bregman. >> [ Applause ] >> Well, good morning. >> Good morning. >> That is not my title. Um, welcome to the first IT Summit. I'm Mark Bregman. We heard about the importance of security. That's what I'm going to talk about today. I would like to thank NASA for the opportunity to appear at this IT Summit. Cyber security is a very broad subject. There's many facets, a good starting point is to keep in mind that cyber security is not a civilian or military or government problem, it's an universal problem. All of the networks, military, government, civilian, commercial, use the same IPs and software packages, we're altar gets of the same tactics. It goes without saying that U.S. federal government agencies are attacked on a more frequent basis than other entities. >> There are many, many efforts to address the situation. The Obama administration has made this a top property. There's a raft of bills before Congress to address cyber security. There's new ways and processes to ward off attacks. But in the middle of all of this an important consideration is the necessity of international cooperation. It's critical to realize that cyber space is a central nervous system of today's advanced economics. The global information and communications infrastructures are highly interconnected across borders and jurisdictions and threats to all legitimate activities in cyber space are global and transnational in nature. The earlier speaker talked about the example of having information in Germany and moving to another country and not being allowed to access that any more, the world of cyber space doesn't have the same boundaries as the physical world. >> U.S. national interests can be threatened from any point on the globe, foreign or domestic actors cannot be ignored. Challenging the world's developing nations is an imperative. Cyber space is a global commons area for innovation. As such, the U.S. cannot go it alone. It's realistic to think that the U.S. can fully address this all by themselves. >> Instead the United States must embrace a strategy to engages active cooperation and participation from an entire range of potential stakeholders. The U.S. government must engage all of its capabilities in pursuing global partnership and action to secure cyber space. The globalized nature of the internet is creating systemic risk to the U.S. economy and national security. U.S. interests in the public and private sectors are enter twined with the rest of the world, much of the cyber activity is enabled by weak enforcement regimes in these nations. >> If we follow the right approach many of these attacks can be eliminated. However, bilateral agreements regarding cyber security and enforcement can be insufficient. Many nations have no real incentive to collaborate with the U.S. It's paramount to our success to provide the proper insectives to the developing world so they can create a more stable space and manage the risks. >> For example, the development of a more secure telecommunicate infrastructure and financial systems and capacity building is critical and can be achieved through existing World Bank programs. It can encourage countries to cooperate and manage cyber risk that is posed by the current infrastructures. It's important to keep in mind that beyond handersenning the infrastructures and incentivizing we must increase the quantity of qualified people in the developing world. And push more people into the white hat community. >> Another exampleg of international cooperation to address cyber security is the national multilateral partnership against cyber threats impact. Of which Symantec sits on the board. Affiliated with the United Nations impact is a neutral body that sis seminates information to a large portion of the world. Impact also provides solutions to the global cyber security in developing capacity to protect the internet and other infrastructures. It's based in Malaysia it has a global threat response center. Cyber security training and support, and it also acts as a center for international collaboration and cooperation in cyber security. From a U.S. perspective impact provides a template to help developing countries build capabilities to police their own portion of the internet. It can also drive training and capacity building in a politically neutral fashion, which will increase trust between nations inevitably. >> This can be a cost-effective way for U.S. to provide assistance to these countries in a multilateral way that meets the administration's goals for improving multilateral partnerships in securing cyber space. It's through a international approach which includes incentives for developing countries, grants, promoted to protect their infrastructures, that we can begin to eradicate the hacker havens. >> Many of you have read about these attacks, but don't realize how sophisticated they have in leveraging multiple locations and actors to go after a single tar get. Diplomacy on worldwide cyber security cooperation is not working well at the tactical level. Technology is developing at such a rapid pace that policymakers are playing a catch up game. In an environment where 80% of the public critical infrastructure is owned by the private sector this is a major problem. There's an urgent need for diplomacy to kick starter international cooperation on cyber security. An essential element will be trust building which can only be achieved through a bottoms-up approach. As government and policymakers examine international cyber security challenges I recommend taking into consideration three goals. These would be very similar to something you heard earlier today. First of all, let's articulate metrics for worldwide cyber security and steps needed to achieve them. Stimulate improvement in the way that security is reviewed, managed and implemented. Bring together leading policymakers, specialivelies, executives, leaders and journalists to collaborate on defining and understanding international cyber security approaches, concerns, and solutions. Just in the last few days we've read in the press about concerns in a number of nations over the encryption of email and IM traffic in certain mobile devices. It clearly highlights the need to have an open dialogue about many of these issues across borders. It's only after identifying the problems and the bottle necks that we can really start to succeed in improving the situation. >> Another problem that needs to be overcome is the fact that there is a clear lack of commonly agreed definition of what cyber security even means.States treat cyber security as a domestic issue. Many users don't understand how exposed they are to the technologies that may be vulnerable to attack. We heard earlier about the move to Cloud Computing. It's very important to bear in mind that most Americans believe they've never used Cloud Computing services. The respondents admitted they regularly use web-based email. There's clear a disconnect between their understanding of the Cloud and what they read in the newspaper.In many cases they're left to trust their Cloud providers, at least until as an industry we develop technologies such as rights management, which can allow users to control their information even in the Cloud. There's clearly a need for educational awareness and building of trust, as well as systematic training for policymakers along with the overall population.There also needs to be a call for separate metrics to evaluate progress for international standardation. We need to be able to communicate with other jurisdictions. Standards need to be international because we have to recognize the reality is it's a cross border nature of R&D that will allow us to solve cyber threats. In international property ownership -- this would probably not only be against free and open trade, it would lead to a much less security globe cyber space. Some have suggested setting up is a framework that is more comprehensive. There is however a need to find an agreement on the definition of threats before we switch to global frameworks. There's also a need for education, awareness and trust building and the training of judges, the development of legislation and the introduction of reciprocity clauses to smooth international cooperation. >> Others oppose a global convention arguing there are already things in place. Others argue that this is outdated. We have a foundation for the beginning of a treaty. For that treaty to succeed the establishment of frameworks is essential. One of the unique challenges is the problem of attribution. When we see an attack very often those being attacked don't even know until much later. One they identify the fact it's very often virtually impossible to know where the attack came from. This makes it difficult to provide proper legal law enforcement and even proper defense. >> Even with all of these complexities the U.S. is moving forward in weighing the creation of an ambassador position at the U.N., to ensure that the country has consistent policy in these areas. We're very supportive of that direction. Both the U.S. state department and Congress are considering creation of such a role following the attacks earlier this year on Google and other companies. The attribution problem makes that somewhat problematic, it's not always clear where an attack is launched from. >> Symantec is also supportive of a bill that was introduced by two senators that seeks to curtain programs with countries that are seen as havens for cyber criminals. Make no mistake, government and its agencies can't do it alone. Government must work in partnership with the private sector. If we want our digital economy to thrive it's income banlts on us to protect all aspects of it. Most importantly, I think this is one of the trends we're seeing emerge, it's not so much about the infrastructure, it's more and more about the information and the digital interactions and relationships that underpin our businesses and operations. So cyber security is shifting from what used to be a focus on protect the infrastructure to more and more of a focus on protect the information and protect the interactions, the relationships, that take place through the internet. Cyber-crime is a complex issue. Technology is a critical aspect and a critical part of the solution. But we need to debunk the myth that just securing the network or a device can solve tomorrow's challenges. We live in a world with all kinds of devices connected to the internet. Many of you in the audience probably use your PC less and less often to access information or communicate because you are using your Smartphones, your PDAs, your iPads, perhaps even other devices in the home to do that. The world is becoming much more heterogeneous. It's a world full of applications and databases. It would be impossible for any single company or agency to provide a solution to this cyber security problem. That's why we have to join together in a public/private partnership. We need to join together to create a trusted online community. We must change policies so the individual's most important information is protected. Building this trust the community will go a long way towards restoring confidence by ensuring that interactions and information are well protected. More important, it will protect the relationship, the partnerships between individuals and enterprises, that are so critical to our digital economy. All of us that participate in the partnership need to take the lead in pushing for changes that will protect information. It's not just a technological problem, we need to adapt laws and policies to reflect the very rapiddedly changing environment we find ourselves in. >> Because our businesses and government agencies are part of a global community, we need to ensure that conflicting regulations don't hold back the global economy. We need uniform laws and better cooperation to prosecute criminals. We can't layer so many conflicting laws on top of our operations that we're paralyzed. Whether it's helping to craft new legislation, or integrating security into service offerings, the challenge before every leader, every public policy official is enormous. The future is in our hands. And trust is really the foundation of this new world. >> With millions of people relying on the digital world to work and play we can't ignore this. Every time there's a data breech, an information theft, it underminds public trust. Lack of confidential can threaten the future of the digital environment that we are counting on for future growth, competitiveness and international leadership. The United States is in a somewhat unique position, our policies will be emulated around the world. What takes place in Washington will have a profound effect on the whole of the online world. Therefore, it's incumbent on all of us to make information -- to make information assurance a top priority. I will just finish by saying once again I think NASA plays a unique role as a very visible and open agency that can play unique role to encourage global cooperation in the world of cyber security. Many of our organizations that are more defense oriented are playing an important role, but it's harder for them to bring together international cooperation and around many of these very critical needs. I want to commend NASA for realizing the importance of cyber security for their mission and for the world at large. I hope over the next few days you will have further dialogue and learn. Thank you very much. >> [ Applause ] >> Should we take some questions? We have time for some questions. I think there's some microphones if you have questions. If not -- thank you very much. >> [ Applause ] >> Thank you very much. IT security is everybody's problem. It's good to see that we're looking at international collaboration, international treaties and things like that in order to work through the crisis that we face continuously. Our next speaker is David Cearley. David Cearley is vice president and Gartner, Inc. fellow. He's a futurist he analyzes trends and explores how they shape the way the way individuals and companies adjust to them. Please welcome David Cearley. >> [ Applause ] >> Thank you very much. I'm very -- pardon.I'm very pleased to be here today to share our ideas from Gartner, Inc. about what is happening in the future. I was asked to come here and challenge you, talk about what is happening not just in the next 12 months, but looking out two, three, even five year and look at emerging technologies and emerging trends we see shaping the market overall. You heard earlier today talk about innovation. I agree with a lot of the points. Technology is not going to automatically provide you innovation, it's how you apply it in various business contexts that is really critical. But then again the technology oftentimes forms the building blocks. So today I will focus on some of the technologies and how they're evolving in the market place. >> I want to start with a quote from William Gibson. How many science fiction fans out there. A lot of hands should go up. The future is already here, it's just not evenly distributed. I love that quote. There's a lot of things that I will be talking about that are not brand new, they've been out there in various ways. Where are the interesting targeted niche applications? How are those growing in the market and will enter more of the mainstream? There's a lot of innovative things happening. There's new technologies that are emerging. What I want you to do is I want to challenge yourself and ask yourself "what if"? You then have to identify barriers and problems and issues with these. I could take any of the technologies I will talk about today and give you the dark side, security and privacy and other problems. I will raise a few those. But today I will shift a bit more to the "what if" side, the opportunities and how to see some of these things playing out. I will from time to time inject a dose of practicality and what can you do today in this journey, as well. Over the next 45 minutes or so I want to go through some top ten strategic emerging trends. >> The first is cloud cloud -- Cloud computing.What are the steps along the way? I will give you myself and where we see this going. I also want to talk about social software. It's been around a while. We see it entering some new faces. We talked about Web 2.0 in the past. How does this combine to change the game? I want to look at next generation analytics. Where does analytics go into the future? There's some immediate things, but we will also look out in the two to ten year timeframe. We will also like at mobile web. Those are some things you can see out there today. The beginning of the presentation will hit on those and talk about the long-term trends, then we will get into the real world web. How does it move from cyber space to being embedded in the world around us? We get into the world of context to wear computing, future user interfaces that combine to change what is happening in the world. Some of you are Tweeting out in the audience. Here's a praise. The PC era is over. It's 1981 again. What the heck do you mean by that, Dave? What I mean is in 1981 the IBM personal computer was released. That was an ignition point. From 1981 all the way up to the present we had the PC era. It wasn't just about individual PCs,ing it changed the way we talked about computing. I would even say getting into the internet and the web was a way of linking these systems together. When we start looking at mobile computing we're seeing another change in the market place. We're now shifting to a mobile environment, an embedded system model being the focal point. We think even over the next few years. A key ignition has been the iPhone, the iPad, this ignition point is looking at mobile computing in a very rich way. I will talk more about that. We think there is a fundmental change occurring. It will bring together some of the items that I'm showing here. >> I will finish up with a couple of items if there's time that are much more futuristic, 3D printing, and mobile robots. We see them as disruptive technologies. Okay. I'm sorry, fabric computing. I will bring it back to how the hardware systems are evolving as well. First, let's look at Cloud Computing. I will start with what is happening today and how we define Cloud Computing at Gartner, Inc. I have been talking about Cloud Computing at Gartner, Inc. since about -- it's about four years or so. We're talking about a style of computing, it's scalable. It's provided as a service to customers using internet technologies. I want to emphasize a few things there. Number one, this idea of scalable and elastic IT capabilities. You can scale up or down in a rapid fashion. You can turn that Rio stat. The idea of on-demand services is fundamental. The second thing is this delivery as a service. The fundmental point I want to get across here is this creates a model between a consumer and a provider of Cloud services. And this is very, very important. A consumer of Cloud services looks only at the service being delivered, a compute service, an application service, they use that service. All of the details of the implementation behind the scenes, the hardware, the automation, the idle processes in place, where the data centers exist, et cetera, et cetera, are hidden from the user, hidden from the consumer and only available through the service interface. So that's fundamental, it enables the provider to drive efficiencies, allows the consumers to focus on consuming the service and building things on top of it that they want. A lot of people are having problems with Cloud Computing because they start thinking about the implementation details. You only control things through the service interface. Those are two issues with Cloud Computing. Jim talked about the types of Cloud Computing services, I would agree. Infrastructure, platform and software as a service. If you are looking at infrastructure as a service you are running out on the Cloud environment. When you move up to platform as a service, running databases, or run time tools you are abstracting even more of the application. The provider does more and more, adds value, you have to focus on fewer and fewer issues. You also have to focus on the higher two services, as well. It's important to look at information as a service. What is delivered as a service is an information feed. Stock market information, catalog information, website traffic information. Those are information feeds. This intersects with business services. Moving into Cloud delivers these things as a service. Why do we talk about these things? The reason is that when you start thinking of these technology driven thing as a a service you start to blend these things together. As you create your composite business models of the future -- you create your overall environment, that can shift over time. >> Also you heard about security and the business models. I would contend that some of the things that we've looked at with business services and defining a relationship will start migrating down. We've thought of all of these things as technologies today, people want to specify the implementation. Rather than that model I think what is going to evolve here is the evolution of business service levels. It might require I want compute services and the data stored has to stay in the same origin. We're seeing interesting evolution in each of these areas. >> One of the other things to think about is how you get your handle -- your hands around dealing with Cloud Computing. People talk about private Clouds, building your own Clouds, building applications. It gets very confusing. We think Cloud Computing breaks down into three initiatives. Number one, consuming Cloud services. You have these services on the left, I will consume them. We think of that as public services. I will talk about consuming certain private services they might provide as well. Second, implementing. The important thing is the first one is not about the implementation details, it's about consuming the services and how you build on it. The second focal point is how you act as a provider and build the infrastructure. It's a lot more than just virtualization. There's automation, there's provisioning technologies, operations management, there's a lot that has to go into it. Third, developing Cloud-based applications. This is more emerging today. There's work around models and grid-type computing. We're at the beginning of that. We think this heats up very much by 2012. Think of high performance computing and distributed processing moving out into the mainstream. >> If there's a D on that list, another thing to think about is most enterprises will not be consuming Cloud services, i meanting, and building applications, you will be a Cloud service provider. Most businesses may be delivering Cloud information services or application services or business services that link in through a Cloud model. You won't necessarily be providing the first two models in most, most cases. But companies will be Cloud service providers, as well. >> The next thing I want to look at will relate back to something that you heard about azure and azure applications. Over the next five years this spectrum will be filled out in a very rich fashion. The far right-hand side looks at public Cloud computing. Amazon is the poster child for this. The far left-hand side looks at custom private Cloud. You define the architecture and the implementation details and everything else. Guess what? When I talk to Exxon they're building their own, they've made their own decisions on the details and the operations and how they will use virtualization, et cetera. The far right has the maximum amount of leverage, gives the consumer a lot of flexibility. On the left it's more efficient but you give up the scale that you can get to. There's a trade off. What is even more important is these three in the middle are increasingly viable. Rather than defining your own architecture you go to a provider, a provider with some of these other Cloud services, I want that implementation, I want to run it in my site, they may manage it for you. We'll see how much Dell or others do to operate that for you. You a leverage what somebody else is doing. Microsoft is being more aggressive in positioning that today. Do not expect to see them as the only one. When we look at the paths that IBM and others are on we see this managed private Cloud model in their future, as well. Google, probably not. But amazon, a bit on the fence. What you will more likely see from amazon is a virtual private Cloud, they carve off part of their environment. Imagine if they could wall off part of their data center and say those systems are only for you, but add servers and reduce servers and storages to that pool at any point. You change the level of granular and sharing from an individual machine to entire machines. And community private Clouds, it's only people that are a member of a particular community, it's might be an industry or a named group of people. There's different levels of access. The more you go to the left the more control and security you can make it, but the less leverage you have. The bottom line that you need to think about is how you create hybrid Cloud Computing environments that will mix and match various elements across this so that based on the data and the applications you can deploy in any one of those different models. Life gets complicated in the future with more Cloud Computing options, not less. >> The other thing that I wanted to focus is this idea of service brokerage. The idea of brokerage, or an intermediary in the world of IT is not new. But the world of Cloud Computing where you have services that are out there makes this need for a third party intermediary even greater, it grows significantly. So what we're talking about with brokerage is this a business model where an entity adds value to one or more services for one or more customers. What I really want to focus on are these broker categories in the middle. One is aggregation, we're seeing the evolution of vendors that will provide services of pulling together services for you. Vendors will provide after bay tragedy across providers and move things based on performance needs, pricing, et cetera. Context, we see context brokers. You will hear me talk more about that later. These are providers that will provide context to the delivery of the service and drive the performance around a particular end user or business context. Custom station and enhancement fit into this. Third parties will enhance or extend this environment. Think of it as security enhancements, or governance mechanisms. Finally, integration, pulling services together. Insurance, you see providers taking some of the business risk of accessing things for multiple providers. We've vetted these following provided, and we have contracts and mechanisms in place to guarantee the movement of data back and forth between these different providers, we can provide a level of insurance around a process that is higher than the original service provider. We'll take on higher risk. We'll give you higher business level assurance. The reason I have this up there is if this is a new market now. Things are just beginning to gel together now. There's systems that are providing governance mechanisms. They're all looking at how they provide services to you in a Cloud environment that can help to ease the consumption. This is going to be one of the most rapidly growing markets. As you get into Cloud Computing the need for value added service brokers is growing significantly. >> I want to shift now to another trend that's been around for the past few years, but it's continuing to grow, this area of social software. I want to talk about some of the neck stages in the -- next stages. You've been looking at blogs and wikis. There's Facebook and MySpace and various public sites. Consumer led innovation and adoption is going to continue. The shift now is into social communication and collaboration. What we have seen in the past is social software has been disconnected from some of the traditional email and collaboration efforts. What you will see over the next three to five years is unified collaboration intersecting with social software. It's a broad environment. Go back to what Jim was talking about, I agree with that, it's a see enabler, it's social. A lot of the vendors are bringing this into more unified suites. It's a trend of the major vendors trying to bring these things together that is important. That's what I want you to think about going forward. They come together as a way of driving your internal environment. One of the other things that has been around for a while but we think begins to increase is this focus on crowd sourcing and collective intelligence. Using the collective, the community, as a source of information, as a source of innovation. For example, look at the Netflix prize they had out for a while. We're going to have a million dollars for somebody that can increase the performance of our algorithms of greater than 10%. That was important to them, it drives their business differentiation. You had a lot of smart people pownds on this and a team won the prize. That's only one example. There's many others out there. We see this as something that is going to increase as a source of innovation. You in NASA are familiar with the crowd sourcing models with people looking at star maps and things of that sort. I think I read something recently that somebody found a pulsar somewhere, you know about some of this. Look of it being used in more and more places. >> Finally, knowledge management reborn. This has gone through the hype cycle. One of the reasons why is that knowledge management wanted to come up with mechanisms and rules. We capture and organize and control it, none of us wanted to have anything to do with that. There was an inherent problem. As you get these social networks growing up, you have people contributing content, add tags, you have knowledge that can be captured as a side affect. So we short circuit this, we create it, we access it, we use it. There can be a little bit of organization behind the scenes. We see this beginning to unlock the knowledge within a lot of organizations. That leads us to the next step which is social analysis. >> When we look at social analysis we're talking about an umbrella term that looks at results of interactions and associations between people and various information sources. It really breaks down into four key areas. Number one, social network analysis. Defining social networks, getting information to identify how people are collaborating, you can feed that into improving other processes. Social filtering, sentiment analysis is growing, you are measuring the sentiment around a company or activity. We're seeing a lot of commercial institutions bringing social analysis into their analytics environments. That brings us to the next item on the list, which is next generation analytics. We see this becoming more protective, collaborative, realtime, more embedded. You look at the evocation luge or the stages -- evolution or the stages that are companies are going through, it goes in stages. What happened? Why did it happen? What will happen in the future? It gets us into the world of predictions and predictive analytics. What is actually interesting is you take that world of predictive analytic and marry it with two other trends. >> We move from traditional to inline and embedded analytics. Analytics is not something else you go do on the side, it's embedded in the business processes. You see that happening with the commercial vendors like SAP and other Oracle and others. Embedding predictive analytics lets you drive better decisions. When we do our CIO surveys every year this always comes in as 1, 2, or 3 on the list of key business priorities. Embedding it in the business processes is one way you with do that. >> However, there's still a problem. Too often you have to be some sort of rocket science to figure out how to do it. So this other dimension is important, it's a shift from high-end expert tools to embedding analytics into real human beings everyday processes. Coming up with collaborative analytics environments so that you may have people building blocks in the back end, but putting that into a collaborative environment so you can have professionals coming together in a space is an important trend. We're seeing people beginning to build these environments. Oftentimes they're custom created. But they're coming out and having tremendous value. Some of the vendors like IBM are building this into their systems. The key here is it starts making analytics much more accessible. There's a variety related and enabling trends. I talked about BI search, there's also this idea of data match ups. You can analyze this in realtime, you can drive these. It's married together with N memory analysis. Here's a side note here, here's another interesting thought, in five years will we still be using a lot of disc? Or might be we putting a lot more in memory? Take a look at the systems coming out today that have a terabyte or more of memory associated with a blade. We suddenly have systems with massive amounts of memory. Also by the way, it starts being viable to bring your operational database and analystic database together. That's powerful as well. I can bring them together and do a lot more analytics driving business processes. Data mash ups starts bringing this into even more realtime. Through 2012 20% of organizations will have the tools to exploit this. That means that 80% won't. How do you make sure that you are part of the 20%? That's not a technology issue. It's a skills issue. It's understanding where you are on the curve in the upper left. Doing the blocking and tackling and making sure it's useable and getting a handle on that. This is something that we will see a lot of evolution in the market over the next five plus years. It will be some interesting new technologies, but also important new processes as well. >> For the sake of time I will jump to the world of mobile computing. This is the fourth area we're looking at. First of all, we're pretty familiar with lots of different mobile devices out there. We have our Blackberries, or at least some of us have our Blackberries. I predict she'll have a Blackberry from someone here in the audience by the end of the day. There's an explosion of these mobile form factors. How does this affect you? Mobile is becoming a design point for applications. We're seeing an explosion in the use of tablet. As I said earlier, the era of the PC is over.It will have an impact on our phones and our smargt Smartphones. The mobile revolution is going to use the cause the PC to change. Mobile I would predict over the next few years will be your primary design point. In that desk top unit it just becomes a fixed function subset of what you can do. More on how this mobile world expands later on. Apps is one of the reasons that this is going to be driven more and move rapidly. The point here is location-based services that are delivering through mobile devices is a type of context. My location is part of the context as I'm using this device. The management and support will increase with this. I want to build an app that is not going to run on android. So there's lots of challenges here. There's some things that will slow it down as a result in different areas. But we think this is a huge trend. >> One other side note, look at what is happen on the X86 architecture overall. We used to grow it to create more and more mass of X86 chips. Now we're putting more and more cores together. A side effect of that is the individual cores getting made smaller and smaller and smaller. We can put the single core X86 on these little hand held devices. That trend starts to bring together what we see on the desk top and the mobile world. A number of trends come together here. >> Last thing that I want to challenge you with here on the mobile side is the apps store, the rise of the applications store. App stores have around for a number of years. But they've become much more important, and they will become much more important in the future because they give rise to the emergence of the entrepreneur. I'm an analyst, we like to make up words, what can I say? What we're talking about is somebody who authors applications and delivers them through stores and marketplaces rather than traditional approaches. It's amazing, you have high school kids building apps and making $15,000. You have individuals that are empowered with this. It's not just about the iPhone. That same model people are applying elsewhere. Look at what is happening on Facebook as an example. This is an important new phenomenon that is just as important as the revolution of the PC era. Suddenly I could buy a PC and build software and start delivering applications. I was back there in 1981, we had use -- that same thing is being to reignite. We're seeing it. We're seeing it with Facebook and Linked In already. Microsoft is growing an environment for information context exchange. So people that have information services can come up with a way of analyzing or putting information together and not just sell an application, but they're apertuner here. You see companies like Zinga, who knows that company? Anybody use Facebook out there? Oh, come on, you have to admit it. If you use Farmville and some of those, they grew up creating games for social sites. Small company, they're now worth billions of dollars based on the latest venture round of funding. Don't underestimate how this is going to drive different aspects of the market. >> So what is the perspective for government and enterprises? Number one, acquiring software similar to how consumers do. Where do you buy and use these? All those using the iPhone, android they're using them in a business context. Get your hands around that will be important. Enable programmers and citizen developers to build solutions. You may want to begin looking at the tools that we put in place to build applications. Do we need an internal apps store that goes out to our users? Of course you can't do that with the iPhone. But we see over time that some of these special extensions to the app store for businesses will in fact exist. You have a way for your users to add apps to these different stores. And then engaging constituents in the marketplace, putting them in competition with the entrepreneur. You will be competing with others that are in the market, but you also want to look at how you empower them. You want to expose data and processes and let the community take over, leverage the architecture. What sort of architectures do you want to make available? You know about this already. There's interesting information that you make available to the public in some of these manners, that's a starting point, we think that will be even bigger. >> There's lots of issues on how to manage this and govern it, but it's a very real groundswell. >> The next thing is the real world web. What real world web does is links the physical world to the virtual world. You connect do places and things. We're seeing examples of this area. You have automobiles that are Tweeting their status, or appliances or other real world objects that are making their status known. This one on the left is an egg, you can put this in a crate of eggs, move it around through the supply chain, it collects information, you can get data on the environment factors and perhaps go back and address issues that are causing breakage or spoilage of eggs. So environmental monitoring is a big one that we're starting to see. We're seeing that shipping, in intelligent buildings more and more in the future. Greater sensor networks are a part of this as well. Oil and gas companies can use censors that they drop into a zone and gather data from that. They have multiple orders of magnitude in of improvement of the quality of the data that they're getting. There's a lot of high-value opportunities that are coming out here. >> [ Captioner Transition ] >> You have a linkage of technology management and -- we need to bring together those worlds, using the IT tools for software management, change management, et cetera, over in some of the operational areas. Because instead of being the sort of dedicated proprietary, encapsulated systems those technologies might run Microsoft Windows or other more dynamic systems. That raises challenges in industries where embedded assets are part of the world. Look for the digital and real world becoming together, not cyberspace, but all space, the real world web. >> I mentioned context-oriented computing a few times already. We can think of this growing in a few ways. Talking about information about people, processes, location, that augments the user interface, makes the delivery of application components more robust. The classic model here, pre-context, is presence or personal information data. We're seeing emerge simple systems, walled gardens, identity services, simple behavior and habits, mining information from social networks and driving simple proactive alerts. More contextual information to change the way the system will respond to the user. Context becomes embedded more and more. What you should plan on in the 2015 to 2020 time frame, complex delivery model. Context delivery architecture. More sensors, biosensors, adjacent devices, complex federated services. To handle this you need to start thinking about how you bring together a structured way of looking at context information, defining the formats, the APIs to have access to that, relating the information sources to one another. The context aware computing, emergence of delivery arctic architectures. >> Think of the cloud, we have all these services out from there in the cloud to get access in a dynamic fashion, complex composite services. A mobile environment, real world web that has the world around us joined together in a more connected fashion. We have a lot of contextual information about the services out there, about individuals, what their preferences are. This brings us towards the idea of augmented reality, information in context. We think this is a large, long-term opportunity. It's been steadily increasing, it's not brand-new. We used augmented reality with heads up displays for some time. But over the last few years with the things we've seen in the mobile marketplace, GPSs, digital compass, camera processors, accelorometers, much more of a reality, at the decision point or action. >> The example on the left is Nokia's point and find. Taking this out, pointing this a building, something else, having information pop up on the screen. There's a reality browser called Layar, the camera shows a picture, looks like a magic window, will give information pulled from various information sources to tell you about what you're looking at. You can imagine that used, for example, by an electrician going to a building, access to schematics, a wall, that's where the power is coming down in the wall. There are practical examples of what you can do when you start bringing some of these technologies out there together right now. >> One other key enabler, by the way, is the availability to overlay data, what I talked about earlier with social networking. That overlay data is from structured classic sources, but individuals putting in information on other locations about it as well. The social content is part of this. >> The upper right is example of MIT project called Sixth Sense, a wearable computer, quite a fashion statement. If Apple got A hold of this they might change it around. But this will actually project on real world objects in front of you. Here is something projected on to a newspaper. Can pull information from the newspaper site, give audio, other additional information about that, or identify the article you are looking at, pull news from other sources. >> You can think of a lot of cases to bring these together. This is an experimental idea, bringing together what's happening in the real world to augment the world around with digital information, not just? Virtd virtual reality, this was done with inexpensive off the shelf technologies. >> There's an interesting set of evolutions, I talked about the idea of augmented realties. The whole I/O model, gesture recognition, multitouch displays, cool things in those areas. Multitouch isn't just about using the iPad, moving your fingers around, but there's a lot of interesting multitask research on -- computers, interesting films that can go around objects to create a multitouch interface on existing objects, across a window or on some curved shaped object creating a multitouch interface there. A lot of things evolving there. But a thing people aren't talking about is the Z factor, computing in three dimensions. We look at this, there's various input in the 3 D models, things like digital clay, you shape an object, operate with that, it interprets that to user interface to create a 3 D model on the system itself. There's much more happening in 3 D design tools, virtual worlds, I wouldn't count them out although they are in the trough of disillusionment right now, but there are processing areas. The virtual world actually only start creeping out, become important when they move from a proprietary model, come up with a standards-driven open model like the web itself. When you get a lot of overlay to be consumed by those worlds. More happening with virtual reality, bringing the real world web together will create opportunities in the future for virtual worlds. Ultimately the idea of programmable matter, a [indiscernible] recere search project to create self-assembling systems. >> This will be the next level beyond some of the things people are talking about with basic multitouch and gesture displays today. Most will center a bigger impact, some in the near-term with the scanners, longer term things are in the 10-plus year time frame. Don't think our work on user interfaces is over. >> What is this leading towards? In the 2515 to 2020 period, we have the fluid user interface, intelligent devices all around us, everything connected, everything a service, a myriad of I/O options, context information available. We have the user experience becomes a disconnected disconnected from an individual device or individual application. The to compos is focus is on fluid user experience. My iPad, iPhone, desktop, television set and other displays, and the environment is the computer. I bring all those together, based on the context of what I have around me the system will react differently. The user interface isn't something just to the device. It's a model that goes across multiple devices. Interaction shifted to the appropriate device, more contextual interaction, lots of sensors, control mechanisms, emotionally aware interactions as well. A thread we look at which is mind/computer interface, emotional interfaces. Interesting early systems, some being implemented in toys, games right now, for example, so I can stare at this little ball in this column and by concentrating or relaxing, move it up and down the column, simple mind/machine type interface. Why is such a toy important? Because rather than the classic EKG model to do mind/machine interfaces, vendors have come up with easier, less expensive ways to do it. Motion identifying features are starting to emerge as well. Look at those things coming into the fluid user interphase. That's your end state, where things are getting, but not probably for a five to 10-year period. In the near term think of the user experience platform that's growing out of the things I talked about so far, the next step for portal, mash-up markets. Think of this as partial plus mash-up plus social plus mobile. All of those coming together to an environment to build my user experience. Notice you don't say user interface. It's the user experience that's over all and lots of individual user interaction technologies, tools to build and validate are growing. This is not a market yet. There are people coming to this market. Watch this space. I can't talk about wha some major vendors are doing, but you will see the emergence of user platforms packaging some of the portal, social networking and mobile components together to create these next-generation interfaces. >> Finally, though, although I emphasize the technology part in this pitch, user experience design is more important than the platform. I want to finish and have a couple minutes for questions. 3 D printing, this has been around a while to do rapid prototyping, it's becoming increasingly inexpensive and quality is going up. Different ways to do that. This source with the Z Corporation here, a model like an inkjet printer, uses a powdery mechanism, binder to build things up and create three-dimensional objects. What used to cost $200,000 is now costing $20,000 or 10,000 in the next year or so, probably five,000, then 2500, then under $1000. We will see 3 D printing used more and more for other types of things, architectural models, hobbyists and artists. A material science problem, few sets of materials and certain things you can create with these. Simple fabrication of plastic parts, things of that sort but you can't tell it to fab a microchip or anything very complex. That's the what-if factor. If we make break throughs in certain material sciences, to combine for 3 D printing we will see something very interesting take off. And the programmable matter program feeds into this as well. If you add the 3 D printing concept, we don't get quite to the replicators out of Star Trek, but as close as you can imagine. Mobile is interesting to look at with robots, a lot of things people are looking at with human oid robots, but very interesting is mobile video conferencing as an example. Mobile robots, bringing the robots to drive value through other types of interaction is important. In health care, for example, we see robots that are mobile video conferencing robots, go into a patient's room. A doctor may be in another hospital, has a few minutes, can have a video conference with the patient. The patients actually like that, would rather talk to their doctor 15 minutes than just somebody at the hospital, and the doctor can deal with multiple patients in multiple hospitals. We see this used in different warehouse situations. Staples is picking and packaging things for shipment, a problem for robots today, but can bring things to a person to create a dynamic pick and pack station, what we are seeing below. A lot happening with mobile robots. I will finish with something more practical in near-term with long-term imp pli cages, the ideas of computing fabrics. Fabrics in the near term are individual vendors bringing server storage and -- to tightly coupled environments, doing a lot of virtualization. We see longer term a disaggregation of different systems. Imagine the two rack systems available, I could say I want system A, dynamically pull two processors, a little memory and some I/O. For application B I want a couple of processors, more memory and one I/O. Another need, I go across these two blades or racks, get lots of processors, memory, and I/O. You dynamically assemble for the need. The need goes away, resources back to the pool. That's the long-term evolution we see with the server environments today. This is driven by what you need in enterprise, but also by a model to really make the next level of cloud computing work for the cloud vendors as well. You heard Jim talk about some of the stuff with Dell earlier. >> With that, I will leave you with one final quote: When it comes to the future, there are three kinds of people, those who let it happen, those who make it happen, and those who wonder what happened. What kind are you? >> Thank you. >> [Applause ] >> I get excited and went longer, I have a hard stop, but I will be available if anyone has any one-on-one questions. Thanks. >> [Applause ] >> Thank you very much, the talk was absolutely fabulous. It's good to hear it's 1981 again. 1981 I met my very good friend in the audience, Stephanie. Lots of great things happened in 1981. I want to mention we have in the Cyber Cafe, I think, a mobile telepresence robot. I haven't seen him yet, not even sure it's a him. Maybe you can tell me. Right now, like all of us, he's confined to his own local area network, in the Cyber cafe, we have a technology petting zoo in the exhibit hall, if you want to see new animals there, please frequent that. >> We're going to break for lunch and will gather back in this room at 1:00 sharp to hear from NASA administrator Charles Bolden. Thank you. >> [Recess until 1:00 p.m. eastern time] > >> >> We're about to start again. We're about to start again, if everybody could please take their seats. >> 1, 2, 3 -- welcome back, everyone. I hope you had a wonderful lunch. And just to let you know, just to let you know that James Williams was running all over the place, he caught up with the robot and got it. Is it a him or a her? We still don't know, okay. Anyway, it's my pleasure to introduce the NASA administrator. NASA administrator Charles Bolden is our speaker for the half hour. His accomplishments are too long to list, if I did I'm sure he would make me shut up. Since 2009 he's served as the 12thadministrator. He's a retired general. At least I didn't say former -- I didn't say former, I knew that. In the marines he was a member of the astronaut office. He's traveled to orbit four times and back between 1986 and 1994. A round of applause please for Charles Bolden. >> Let me thank Linda and you for coming. It is refreshing is the word I will use, it's refreshing to see a gathering like this. I understand that the total number of people here greatly exceeds our expectation, that's really good. The other thing that is really good is I understand there are folk that represent NASA and industry, but also have folk here from academia. Is that true? Where you from? What school? Fantastic. Anybody else? Yes? >> School of hard knocks. >> Hey, you must be a marine. No? Fantastic. All the way from California? Where? Are you Dave's sister? I'm very sorry to hear about the loss of Dave's dad by the way. We were crew mates on STS45 in 1992. You didn't ask for any of this stuff, it was NASA's first mission to planet earth. It was an IT intensive mission. So I'm going to use that to fill the void. I didn't have a lot to say. I just wanted to thank you for coming. >> Where is Keith? How you doing? I don't have a lot to say. I do want to -- my last two flights were very interesting. Because they were in fact IT-intensive. We had 13 different scientific experiments in the pay load bay in the my last flight. They looked at the sun from three different ways, one looked directly at the sun and measured energily, one looked at the energy bounces off of the Clouds, the other the energy off of earth. I think we had seven laptops on the flight deck for that flight. My last flight at one time we had 13 laptops out and about. All over everywhere. We were going to release the wake shield facility and let it stay out there doing its thing for a few days and then capture it and bring it back to earth. We didn't get a chance to do all of that. We had two laptops for Ronde view and docking. The shuttle, then as now, is very limited IT-wise. We have five general-purpose computers onboard. They're the same computer that I used to flew in Vietnam in 1972-ish. I will get the memory wrong, probably 56K, or something like that. It had an upper and lower registry. We couldn't use the whole thing at the same time. You could use the upper registry, or the lower, but that was it. That's the orbiter today, as a matter of fact. Were it not for the invention of the laptop, we started with a grid as a matter of fact. They say necessity is the mother of invention. The first laptop came about because we needed a way to tell crews that "you are coming up on a site where we want you to take a picture." We will put it on a picture and tell you to go and get a camera and get this in window and get ready to take this picture. That was the first use of laptops on the orbiter. That was a grid computer. I'm probably not suppose today say that. But that was sort of the beginning. Enough of that. Please give your family my best. >> If there's other educators here, thank you also for coming. I expect the NASA people to be here, you got to, because Linda told you come. Industry you are here because you want to make money and we understand that. If you don't want to make money then you are in the wrong business. You are supposed to come and tell us what we can do to increase our efficiency and effectiveness in the things we do, that is exactly what we expect of our partnership. But academia, I hope you are here to tell us several things -- what we need in terms of getting kids interested, what types of instruments we need to help us better tell our story, and also just help industry provide machines that serve your purposes. Linda, thank you very much for inviting me. I want to thank James Williams and Karen Harper who are cochairing. You are doing an incredible job. Your stomachs are probably still churning because it's still Day 1. I want to pay tribute to a hero of mine who is in the front row. When she talks in a few days ask her about "Junk." Vernice will talk to you later on in the week. She was in the earliest group of female helicopter pilots, set the bar pretty high for attack helicopter pilots of any gender. I think you are in for a treat when you listen to her talk about motivating people and doing good things. >> Wooo. >> A shout out, hmm. I think it's an incredible sense of community here. All of you are here because you believe in information technology and what it has done, and what it can do for all of us. It gives one the sense that this is a unified community that is here to make a difference. As far as I know this is the first time that NASA has sponsored a IT Summit. This is the first official IT Summit that NASA has hosted, we are very happy that all of you have turned out. Each one of our centers has different specialties, as all of you know. Everyone contributes to the whole of what is NASA. I really appreciate all of you coming together here today to share the lessons that you've learned over time, and also tell us where you want to go. I see some really good things happening in the field of IT. When Linda came on board as the chief information officer we talked a little bit, she talked about things she needed, we talked about the need for cyber security and more attention to that. Because next to DoD we are the most poked and prodded organization in the government as far as intrusions into what we do. We have a lot of work to do in the area of cyber security, Linda is building a very, very strong team to help us strengthen ourselves against vulnerabilities there. >> The president wants all of us, and all of you, to come up with better ways to move the government forward on IT. He wants us to find ways to bring about cost savings, he wants better ways to consolidate what we do. Cloud Computing and "green" IT. We hope that events like this will help us to become a more integrated and open organization so that we become transparent to the world, not just among ourselves. So people can look and find out anything they want to know about us that we want them to know very easily. Whether it's from an iPad or a laptop or a desk top, or anything. >> Um, we're about pushing boundaries, that is who we are. There's no field in which we should assume leadership much more importantly than IT. We need to do many things differently than the way we do them today. Not only must NASA develop new propulsion systems or instruments to send data back, but in areas like IT, which is the backbone of much of our work, we need innovators like all of you in the room. Not just in NASA, and not just in industry, but also in academia. Because you will play a crucial role. We need all of you to help us find new ways to share and manage the information and extend our reach about all of the great ideas. We need innovations. Out at Ames they came out with this Cloud Computing system called Nebula. Anybody here for there? All right, James. You will hear the president's IT guru talk about nebula when he comes. The huge data sets can be easily shared. You are all one reason that NASA is rated so highly on the open government initiatives, which seek to bring citizens into interaction with our government and to participate in it, to understand it, and to see and use vast amounts of information that we gather each day. They say satellites are like a fire hose because the rapid pace and quantity of data that they send back to earth it will take us years to sort through. We couldn't do it without all of you. Making sense of data, making data more than just information, but a tool for discovery and decisions is our task. That's what you do. >> I'm so glad that you do it so that guys like me that used to fly can just get in, strap in, and go. You know, we doing all that you do and the ones and zeros regime was more than I could handle, I was glad that somebody else was taking care of that particular part of it. Scientists have tools to focus on that fire hose of data and make use of it. IT supports every single NASA mission, that's quite a bit of responsibility. The IT role of using systems and applications that control space missions is obvious, if we dig deeper we see how extensive. IT support really is. Program budgets are managed, development is funded, HR systems, pay systems -- I shouldn't say that, so I won't -- about travel. Pay systems that pay you and me and many more similar systems are pillars that support the weight of the entire enterprise. They play a critical role of every space mission. I will take a moment to take about what I was watching before I came over here. I was watching the end of the space walk that happened this morning. We were commenting that it is absolutely incredittable to watch a space walk from 200 plus miles away, it's like you are looking at the window. That is incredible. The way that we have developed the capability to bring data down to earth to convert it to pictures that make it look like we're looking out of the window. It's all because of the stuff that you all have done. >> Another thing, a great thing about your field is people really want to share to extend capabilities, people want to share in developing what we do in NASA. We're taking advantage of what we here in the government have as resources that we use, helping to deepen the field for the nation as a whole. I'm excited about great things coming out of this conference, out of this summit. Linda, who is our chief information officer, says that you will be discussing best practices and looking at what innovations NASA might want to make use of. I'm really going to be interested in hearing the outcomes from summit and hopefully she will tell you that I do pay attention to what comes out of meetings like this. If you make recommendations we will make every effort to see which of those we can incorporate. I would encourage you to be free in your critique, criticism, comment, offering of constructive ideas as you go through these few days. >> You need to know that people are looking to you as leaders in this field. We have gained a lot of accolades over the last few years, but that's just the beginning. I don't think there's any end to the things you can do and the accomplishments that can you make as members of the IT community, I expect great things of you. We used term "cutting edge" a lot. But you really define what it is for us in NASA. We've come a long way since I first -- since I got my degree from the naval academy 42 years ago, most of you are probably not even that old. But it is a long away way from there. When I got my bachelors computers took rooms. You know, I remember as a high school student going to Carnegie Tech in Pennsylvania. I remember going into a building that housed one computer. You know, nothing at all like you do today, where computers come on little things about the size of your fingernail. We have come quite a long way. Today I'm very happy to take my laptop, or my PDA or whatever along with me and get all of the information that it used to require a building to provide. >> It's our goal to make sure that NASA has the best IT organization in government. We are counting on all of you to tell you what you think is best about this field, and where we need to go next. It's a really exciting time for us. There are a lot of different things go on in NASA. I think that's an underestimate. We are trying to chart the course for the future for the nation in terms of human space flight and exploration. We will have to be able to talk to people that are a lot longer distance away than they are today. We are going to to be able to communicate with people and have surgeons that can perform surgery on a place that is probably months away in terms of time travel. Those are the kinds of innovations you all have to bring about. I know you are up to the task. As I said, it's an exciting time for us. >> I'm enjoying what I'm doing, and watching you all. Let me thank you again for coming out. I will give you some time back, so that you can do hopefully what I'm going to do, I'm going out to the floor to look at the displays there. Again, thanks so much for coming out for this summit. Thanks so very much for doing what you do. Best of luck to all of you, enjoy the summit. Thank you. >> [ Applause ] >> Thank you so much, Charlie, for your thoughts. We appreciate you taking the time to attend our first NASA IT Summit. Sorry for the demotion. You know. The track sessions will start shortly. They are on a first come, first served basis. The tracts-- thank you for your attendance. We'll see you shortly. >> [ 1:20 Eastern Time Zone, captioner standing by ]