WEBVTT

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>> Hey, I'm here with Annika and

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Michel from Microsoft
Consulting Services

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which are here from Microsoft Ready

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and we want to a
little bit talk about

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their job and what they're doing.

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So Michel, can you tell me what are

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you doing working in
consulting services?

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>> Sure, thanks. So basically,

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I am an architect in the
Solution Architect office,

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that's a group in the CTO office.

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It's a pretty long title

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as you can imagine. Our
job is to unblock delivery

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which means we are driving
readiness, capabilities

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on the delivery part in an offering,

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which means the instructions
for Project Managers,

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Architects, and Consultants
how to implement.

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But also when things get

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more complicated and
so-called escalations

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for strategic opportunities,

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then we are on point to

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help the guys on the ground
to make things work.

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>> Okay. So you basically help

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these large enterprises getting
the architecture right,

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their Cloud setup right,

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and if there are escalations,

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which I guess there are never
escalations,so then you help as well?

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>> Yeah, it's a three-pillar split.

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The main task will be to help

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our own folks to make
them successful.

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So the team I'm part of,
so it's a worldwide team,

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about 15 people are doing

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a similar job for
different technologies.

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>> Yeah.

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>> They are difficult sometimes

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but the idea is that
we enable the others.

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So the secure infrastructure
domain where we belong into

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has about 3,500 people.

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So it's all about scale.

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So if you define an offer,

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it should be applicable for

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many others in all the regions
that they can use that,

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and then make it specific
whatever customer

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scenario. So that is the idea.

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So that's why I call it unblock

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delivery and that has
different aspects.

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Of course, escalations is
the most interesting part

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but also the most challenging.

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But my main role these days is

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about the delivery IP and the
readiness of the consultants.

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>> So many of our audience
right now would ask,

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you're dealing with all these
Azure stuff, and Azure is huge,

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is there any particular ways of
technology you're working with

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or services or basically
covering almost everything?

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>> So what we are
trying to address here,

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and that was also the reason why
we came to Redmond these days,

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we had a boot camp to get

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a few more consultants and architects

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trained up, how we
implement landing zones,

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enterprise control points in Azure.

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The idea here is

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they need to have the
Azure knowledge already.

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So we have all the push to go
through the certifications.

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So you have to do that
as well, I assume.

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So everyone at Microsoft,

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being technical or non-technical,

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had to go through the
certification pass.

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So our consultants and architects
have already that level,

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but what is missing is how to
apply that to a certain offer.

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A huge challenge there is we need

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to go into this HR way of working.

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That's also the reason
why I have Annika

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with me as an HR Project Manager.

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>> Okay. That sounds
super interesting,

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HR project management sounds for me,

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that's super interesting
if you do that.

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So what is your part of
that? What are you doing?

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>> My part is we're talking

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here about digital
transformation projects,

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and it's not only
about technology here,

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it's also that mindset shift
in terms of how do we deliver,

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how do we provide value
to our customers,

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not only as Microsoft

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but also from our perspectives too,

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how do we enable our customers

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to provide value to their customers.

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So that's the heart of

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the digital transformation we
have here with our customers.

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So that technology side,

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but also on the other hand,

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how can we enable the customer to

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continuously deliver
or provide value.

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Here, Agile is a new
approach that is evolving.

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We started with Waterfall, like

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sequential faces of
different activities,

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but then in the end,
you design something

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which would be then out of that user.

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With Agile, which also comes
from software development,

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we have the opportunity to ourselves

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deliver projects with flexibility

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and also with the focus on
continuous delivery of value,

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but then also, enable our customers
who are not there yet though.

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So we're getting to Agile

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but it's a long process.

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>> Yeah, I think
that's very important.

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When I did work as a consultant
out there and we went

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from these classic IT projects
where we have basically,

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this is the concept,

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we're going to implement
this the way it is,

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and that's it, and we had
a start and an end point.

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Now, with having the Cloud where
services change all the time,

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which concepts maybe need to adjust,

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I guess it's very
difficult for customers

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but also for us to understand

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how do we actually go forward.

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I think that's what
you're addressing, right?

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>> Yeah, that's also why
my role is two-fold.

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So on the one hand,

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we need to enable our consultants,

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also our architects to
follow that Agile approach,

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how can we adjust to

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changing customer requirements,
to changing technology,

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but also on the other hand,

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how can we enable our
customers to apply

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that particular mindset in order

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to have them providing
value to their customers.

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>> Yeah, makes total sense.

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Now we've talked a little
bit of what you're doing

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and I think a lot of
people are asking

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how does that look
like in real work.

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So what are the real engagements you

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had in the last couple of times

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which you want to talk
about? You can share

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a little bit of information
with what you are doing there.

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>> Well, alluding to that,

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we started to redefine

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how we implement the
Azure landing zones,

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especially because we
need to be more on-point.

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Services are changing but
also requirements do change.

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If a customer is starting with Azure,

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then they start to realize,
"Well, we can do much more,"

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or then maybe some
priorities are shifting.

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So we need to have
iterative design process.

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So you start with a minimal
functional design or an MVP

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and then you need to have a
vision where you want to land,

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but you can't fix
everything on day one.

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If you go back to our Hyper-V days,

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it was five-years life cycle.

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You knew what can be
done, what can't be done.

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So basically, that mindset is

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still very much out and that's
what we need to break through.

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But also, services role is

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I would say a little bit different.

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We need to make the market, we need

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to lead with newest technology,

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we need to enable that with
our customers and partners.

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So that's why we should
not go the easiest path.

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It's really about leaving an impact,

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a big footprint to make sure
that the customer is able to

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use Azure in the way
it was designed for.

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>> Okay. That makes a lot of sense.

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When we speak to customers,

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it's not just about creating a
virtual machine and that's it,

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and then create thousands of
virtual machines and that's it.

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Really having that control
over the environment,

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making sure everything
is in the right place,

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and getting started in the right way,

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I think that's hugely important part.

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So what is the thing
you get started on,

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to basically get started

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when you talk to a customer
in a technical way?

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Obviously, there's a lot
of conversation going on

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but what are the tools
you would use for this?

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>> So I think one highlight we

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share here is we don't
use slides anymore.

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>> Okay.

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>> So the tool is Whiteboard,

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and as the Office company,
we love PowerPoint

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and I think every consultant
has thousands of texts.

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The idea is not to make
use of them anymore,

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so really go in and say, "Well,

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let's start on a blank
sheet of paper and

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just do the requirement
engineering."

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We should definitely make
sure that we harvest

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all the concerns or the requirements,

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especially when we talk about
compliance and control,

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as you mentioned. We need to

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understand what is
the bigger picture.

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So that's why our process is really

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to harvest as much as possible,

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to understand the customer,

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to learn from them,
and then come up with

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our opinion on what is
our design proposal.

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That will be then to say,

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"Well, on that, we're
going to build."

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So Whiteboard is the tool.

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>> Yeah. It's so funny when
you mentioned the slide deck.

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I remember in the early days
where we had the slide decks

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and then what happened was

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basically we always needed
to update because they

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were outdated basically
a day later on when we

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created them because
everything changed again.

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So there needs to be

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a clear approach, shifting
mindset a little bit.

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>> So there's a side note to it.

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On one hand, I think it's much
cooler to use the Whiteboard and

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then you can leave

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bigger impact and interact
better with the customer.

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On the other hand, I share that
I'm responsible for delivery IP

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which means that I am
certainly accountable or

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responsible to get the slide deck
fixed and updated all the time.

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So if I look at the workload which
would end up on my shoulders,

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you know what? Whiteboard
is much cooler.

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So we get rid of really

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I think 800-1,000 slides which
were used in older days.

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That was a complete
different approach,

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and first reaction from
our delivery folks is,

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"Wow, I need to learn
something completely new?"

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No, it's actually what we are
doing as consultants any day.

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>> Yeah. You just
use a different tool

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or you don't use a different tool.

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>> Everyone use Whiteboard already

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but it was very easy to have these
PowerPoint decks as a support.

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Customers do not have the knowledge,

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then you can go really deep.

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But on the other hand also,

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the readiness from our
customers, they matured a lot.

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So I think that everyone had

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interactions with a Cloud
provider already these days.

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There's a lot of compete, of course,

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that people are starting
with other Clouds,

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which is fairly okay.

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Not everyone can be perfect.

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So then basically, our Cloud has done

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something where we need to
identify where do we fit in.

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But we don't need to go in, say,
"Well, that's a private Cloud,

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hybrid Cloud, public Cloud."

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These conversations are
definitely not required anymore.

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Not by us in services,

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there are other teams
taking care of that

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and I think you guys do
an amazing job to share

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all these technical information

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which is required to
get people ready.

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>> I hope we do.

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There's still also a long way to go.

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So you shared a little bit about what

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you're doing and how that looks like.

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So how is it for you?
How do you engage

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with customers or your job?

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>> Actually, it's easier just to say,

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"Okay, we need to enable
the customer to do Agile."

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When I'm talking about Agile,

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because there's usually
some confusion about

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the term, it's a methodology.

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We should then execute

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through different frameworks
such as Scrum or Kanban.

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So when I now switch to maybe Scrum,

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the concept is the same.

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So it just enables
flexibility and also

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that focus on continuous
delivery of value.

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So how do I approach the customer?

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On the one hand,

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we have our consultants

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enabling the customer to
do cool technology stuff.

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Here in that context,

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we are talking about digital
transformation projects,

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Cloud enablement projects.

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The focus is on automation.

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So we do a lot of
infrastructure as code.

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>> Yeah.

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>> So that's a consultant job.

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I set the framework, so to say,

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to have the consultants transfer
knowledge to all customers.

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So we have like from my side,

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I organize brown bag
sessions with the customer.

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We have buddy program.

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So that's the technical focus.

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But on the other hand, it's
actually even more difficult

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because you encounter not

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only the development
teams of the customer

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but basically the whole organization.

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Because again, that's a mindset shift

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going from Waterfall to Agile.

00:11:28.935 --> 00:11:31.140
This doesn't happen overnight

00:11:31.140 --> 00:11:35.290
and it's not only about just
executing Scrum ceremonies or so.

00:11:35.290 --> 00:11:38.830
It's really how do I engage
the customer with it.

00:11:38.830 --> 00:11:41.140
Sometimes, it's easy because

00:11:41.140 --> 00:11:43.915
the customer already
wants to do Agile

00:11:43.915 --> 00:11:48.550
so they at least are
motivated to change.

00:11:48.550 --> 00:11:51.220
But then you come back
to that, let's say,

00:11:51.220 --> 00:11:53.680
project delivery
discussions, and it appears,

00:11:53.680 --> 00:11:55.690
"Okay, you want to do Agile

00:11:55.690 --> 00:11:59.800
but you also asked me for
milestones and the project plan

00:11:59.800 --> 00:12:04.675
or also tracking of deliverables."

00:12:04.675 --> 00:12:09.415
So what is needed here is
really some change management.

00:12:09.415 --> 00:12:13.150
This cannot only be done by myself
and my project management role

00:12:13.150 --> 00:12:16.645
but I'm there to have
discussion with the customer,

00:12:16.645 --> 00:12:18.670
create awareness throughout

00:12:18.670 --> 00:12:20.680
the whole customer
organization so that

00:12:20.680 --> 00:12:23.245
from sea level to the
development teams,

00:12:23.245 --> 00:12:25.000
everyone knows, "Okay, we are

00:12:25.000 --> 00:12:28.195
changing and it's for a
reason and it's good."

00:12:28.195 --> 00:12:32.260
It's actually easier to do that
with the development teams

00:12:32.260 --> 00:12:35.530
because they're keen to apply
that new way of working

00:12:35.530 --> 00:12:37.870
because they're able to do

00:12:37.870 --> 00:12:40.630
really cool stuff in a
very short duration.

00:12:40.630 --> 00:12:45.070
Because with Agile, you have
focus on you deliver value,

00:12:45.070 --> 00:12:49.510
and by value, I mean product
increments within weeks.

00:12:49.510 --> 00:12:50.770
So in a Scrum concept,

00:12:50.770 --> 00:12:53.365
there would be 2-4 weeks and

00:12:53.365 --> 00:12:57.205
then you have a potentially
releasable product.

00:12:57.205 --> 00:13:01.570
It's not so difficult because
they think it's cool,

00:13:01.570 --> 00:13:06.670
although at the beginning,
usually everyone is hesitant.

00:13:06.670 --> 00:13:07.735
>> You fall probably back, right?

00:13:07.735 --> 00:13:09.130
It happens like, "Okay.

00:13:09.130 --> 00:13:10.240
We'll start doing it," and at

00:13:10.240 --> 00:13:13.390
one point, you fall back
in this old mythology.

00:13:13.390 --> 00:13:15.715
Is that something you see as well?

00:13:15.715 --> 00:13:17.560
>> Not necessary again

00:13:17.560 --> 00:13:18.790
with the development teams

00:13:18.790 --> 00:13:21.670
because they get also support from

00:13:21.670 --> 00:13:24.685
our consultants who already
apply that new mindset,

00:13:24.685 --> 00:13:25.885
and they learn quickly.

00:13:25.885 --> 00:13:26.230
>> Okay.

00:13:26.230 --> 00:13:30.430
>> But again, the customer
project management or

00:13:30.430 --> 00:13:32.455
the customer sponsors were usually

00:13:32.455 --> 00:13:34.990
driving the project or
sponsoring the project.

00:13:34.990 --> 00:13:37.220
There, it's difficult.

00:13:37.440 --> 00:13:40.960
When you go into the steering
committee, for example,

00:13:40.960 --> 00:13:43.450
these are guys who provide

00:13:43.450 --> 00:13:45.880
the budget and they
want to see results,

00:13:45.880 --> 00:13:47.560
which is totally understandable.

00:13:47.560 --> 00:13:51.190
What they don't see is there
are continuous results

00:13:51.190 --> 00:13:53.620
but they just see a
small picture out of it.

00:13:53.620 --> 00:13:57.715
So that's why they continue
asking about deliverables,

00:13:57.715 --> 00:13:59.695
what has been achieved.

00:13:59.695 --> 00:14:01.810
There needs to be some switch.

00:14:01.810 --> 00:14:03.340
So how do we tackle that?

00:14:03.340 --> 00:14:05.410
We usually start especially with

00:14:05.410 --> 00:14:08.620
that Cloud transformation
or foundational project.

00:14:08.620 --> 00:14:12.760
We start with just doing Waterfall,

00:14:12.760 --> 00:14:15.490
and while we are doing Waterfall,

00:14:15.490 --> 00:14:18.715
we already do knowledge
transfer sessions.

00:14:18.715 --> 00:14:21.250
Also sometimes, if
we have the budget,

00:14:21.250 --> 00:14:23.110
bring in an Agile coach.

00:14:23.110 --> 00:14:23.420
>> Okay.

00:14:23.420 --> 00:14:27.670
>> So we prepare the customer
slowly for that Agile delivery.

00:14:27.670 --> 00:14:29.580
>> You're not just coming
in and [inaudible] with it.

00:14:29.580 --> 00:14:32.500
>> They wont work. Although
they are willing to do Agile,

00:14:32.500 --> 00:14:33.820
they don't know what it is,

00:14:33.820 --> 00:14:35.860
they don't know what is required.

00:14:35.860 --> 00:14:38.740
Even with their thing, they
are doing Agile already.

00:14:38.740 --> 00:14:42.805
It's not what they're
really executing.

00:14:42.805 --> 00:14:45.160
So we take necessary time to

00:14:45.160 --> 00:14:48.150
prepare the costumer and
then transition smoothly.

00:14:48.150 --> 00:14:49.920
That's like a hybrid approach.

00:14:49.920 --> 00:14:51.600
We call it Waterscrumfall.

00:14:51.600 --> 00:14:52.740
>> Okay.

00:14:52.740 --> 00:14:54.705
>> It kind of funny.

00:14:54.705 --> 00:14:57.450
>> But it's also a
journey. Even though

00:14:57.450 --> 00:14:59.700
the customer has done
already something in Azure,

00:14:59.700 --> 00:15:02.670
has gained experience, it's
really how do we take them from

00:15:02.670 --> 00:15:04.125
the starting point when we understand

00:15:04.125 --> 00:15:06.015
what has to be done,
we create the design.

00:15:06.015 --> 00:15:08.490
The idea is not to
have a hundred-page

00:15:08.490 --> 00:15:09.710
design document anymore,

00:15:09.710 --> 00:15:12.670
it has to be reviewed and
approved. So it's also here

00:15:12.670 --> 00:15:14.920
that the process to get
that design documented,

00:15:14.920 --> 00:15:16.900
to drive decisions,
to attract decisions

00:15:16.900 --> 00:15:20.170
should be more
interactive, iterative,

00:15:20.170 --> 00:15:22.150
agile, to make sure that we really

00:15:22.150 --> 00:15:24.655
have that flow and
do not get stopped.

00:15:24.655 --> 00:15:27.460
So the idea is the way we
structure our engagement,

00:15:27.460 --> 00:15:29.560
that we show value every
two weeks in the sprint

00:15:29.560 --> 00:15:31.720
or milestone, whatever you call it.

00:15:31.720 --> 00:15:34.090
But it's really to show back results

00:15:34.090 --> 00:15:36.865
very quickly and then
to adjust when needed.

00:15:36.865 --> 00:15:38.860
But that's the landing zone concept

00:15:38.860 --> 00:15:41.575
when you start to build
your Azure infrastructure,

00:15:41.575 --> 00:15:44.710
the first shared infrastructure
case or whatever.

00:15:44.710 --> 00:15:48.505
But later on, we transfer that
into a competence center.

00:15:48.505 --> 00:15:49.750
So I think it's important

00:15:49.750 --> 00:15:51.850
that if you're there for 6-8 week,

00:15:51.850 --> 00:15:53.515
you don't leave that footprint.

00:15:53.515 --> 00:15:55.990
Of course, you'll
give all the modules

00:15:55.990 --> 00:15:58.855
used to have the infrastructure
as code setup done.

00:15:58.855 --> 00:16:01.330
So we are relying on
Azure DevOps for example,

00:16:01.330 --> 00:16:03.970
[inaudible] pipelines,
standardized modules

00:16:03.970 --> 00:16:05.275
to really set everything up.

00:16:05.275 --> 00:16:07.600
But the mindset, that needs time,

00:16:07.600 --> 00:16:10.090
and then also it's
just the first MVP.

00:16:10.090 --> 00:16:12.595
So what is required in addition?

00:16:12.595 --> 00:16:15.445
So what other initiatives are we
supporting with the customer?

00:16:15.445 --> 00:16:17.110
This Cloud Center of
Excellence is really

00:16:17.110 --> 00:16:20.185
a very strong initiative.

00:16:20.185 --> 00:16:22.405
There are Gartner
studies around data.

00:16:22.405 --> 00:16:23.890
I think everyone wants to do it.

00:16:23.890 --> 00:16:25.900
The way we are delivering is we have

00:16:25.900 --> 00:16:28.930
this body system that you have
Microsoft people and people from

00:16:28.930 --> 00:16:31.780
the customer and you have
these different teams to

00:16:31.780 --> 00:16:34.750
really develop the products which
are supporting the business.

00:16:34.750 --> 00:16:36.295
So it's not focused on IT,

00:16:36.295 --> 00:16:38.830
it's really to enable the
business to be successful,

00:16:38.830 --> 00:16:41.620
to drive everything
into the Cloud and to

00:16:41.620 --> 00:16:44.485
use the full potential of the
Cloud in a controlled way,

00:16:44.485 --> 00:16:48.595
secure with strong governance
in a managed environment.

00:16:48.595 --> 00:16:50.950
>> I like that. When
I was thinking about

00:16:50.950 --> 00:16:52.930
consulting services, I was
always thinking, "Okay.

00:16:52.930 --> 00:16:56.065
Now I have just some consultant
show me the technology part."

00:16:56.065 --> 00:16:58.780
Especially we have now all
the Cloud things happening,

00:16:58.780 --> 00:17:01.600
I see that there's much
more going on which

00:17:01.600 --> 00:17:04.450
you need to do next t like
just implementing technology,

00:17:04.450 --> 00:17:07.060
but also changing the
mindset and the processes,

00:17:07.060 --> 00:17:08.410
and maybe even, I don't know,

00:17:08.410 --> 00:17:10.945
the organizational
structure of companies,

00:17:10.945 --> 00:17:13.585
how they're building their
teams and stuff like that.

00:17:13.585 --> 00:17:15.100
>> I think that goes
hand in hand with

00:17:15.100 --> 00:17:17.110
this Competence Center approach.

00:17:17.110 --> 00:17:19.960
You have these COEs or
however you name it.

00:17:19.960 --> 00:17:23.110
It's a function which
needs to work differently.

00:17:23.110 --> 00:17:27.550
So in the past, standard IT and
network team, storage team,

00:17:27.550 --> 00:17:31.555
hypervisor teams, without
calling the names.

00:17:31.555 --> 00:17:33.760
But that is different in the Cloud.

00:17:33.760 --> 00:17:35.680
You need different personas,

00:17:35.680 --> 00:17:38.980
you need different skills, and
different ways of interacting.

00:17:38.980 --> 00:17:41.695
I think that has to
change in this function.

00:17:41.695 --> 00:17:43.660
Organizational change is really

00:17:43.660 --> 00:17:46.210
helping to build a
new group of people,

00:17:46.210 --> 00:17:47.965
but it is also to reuse them.

00:17:47.965 --> 00:17:50.290
Give them the time to change into

00:17:50.290 --> 00:17:53.470
a Cloud model and to operate
the Cloud as it deserves it

00:17:53.470 --> 00:17:57.250
and not to apply an on-premises
concept to the new way of work.

00:17:57.250 --> 00:18:01.210
So I think that's something where
we try to be very supportive

00:18:01.210 --> 00:18:03.835
that we have over a period
of multiple months,

00:18:03.835 --> 00:18:06.745
6-12 to be very effective,

00:18:06.745 --> 00:18:09.370
but then also to
leave that footprint.

00:18:09.370 --> 00:18:12.400
The idea is that we can
step out at some point.

00:18:12.400 --> 00:18:14.500
So it's not that we are
outsourcing, not at all.

00:18:14.500 --> 00:18:16.135
Enterprise service is here,

00:18:16.135 --> 00:18:18.280
I call it as an icebreaker,

00:18:18.280 --> 00:18:21.025
to help them, to get
the path through,

00:18:21.025 --> 00:18:23.980
or if you are into movies
like Fast and the Furious,

00:18:23.980 --> 00:18:26.140
when you need to catch
up with your competitor,

00:18:26.140 --> 00:18:27.685
you just inject

00:18:27.685 --> 00:18:31.270
some additional gas and then
you get really a boost.

00:18:31.270 --> 00:18:33.010
I think that mindset we have gained

00:18:33.010 --> 00:18:34.360
internally at Microsoft,

00:18:34.360 --> 00:18:35.605
that's what we want to share.

00:18:35.605 --> 00:18:35.980
>> Yeah.

00:18:35.980 --> 00:18:37.450
>> Go back six, seven years,

00:18:37.450 --> 00:18:39.640
we had to change from a
Windows license company

00:18:39.640 --> 00:18:41.335
to Cloud consumption.

00:18:41.335 --> 00:18:43.960
That was a huge transformation
we went through,

00:18:43.960 --> 00:18:46.735
and that learning, we
share with our customers.

00:18:46.735 --> 00:18:50.410
>> Also like a coach. It's more
like not just implementing stuff,

00:18:50.410 --> 00:18:53.440
it's really about coaching the
customer to do the right thing

00:18:53.440 --> 00:18:55.120
and work with the Cloud.

00:18:55.120 --> 00:18:58.660
>> So we're actually back at
what's called consulting.

00:18:58.660 --> 00:19:03.415
We're working as Microsoft
Consulting Services years back.

00:19:03.415 --> 00:19:06.040
We came there, provided
the technology, and left.

00:19:06.040 --> 00:19:09.100
Right now, that's why I'm talking
about Cloud enablement projects.

00:19:09.100 --> 00:19:10.675
We are there not only to

00:19:10.675 --> 00:19:13.150
provide the customer with
necessary technology

00:19:13.150 --> 00:19:16.600
but also to enable the customer
to actually use that technology.

00:19:16.600 --> 00:19:21.699
That's at the heart of that Cloud
Center of Excellence projects.

00:19:21.699 --> 00:19:24.550
>> So this is all superfine.

00:19:24.550 --> 00:19:28.120
I think a lot of companies
basically go with that approach,

00:19:28.120 --> 00:19:29.140
especially because
you can [inaudible]

00:19:29.140 --> 00:19:32.155
which value and knowledge
doing these projects.

00:19:32.155 --> 00:19:34.360
So how do customers engage

00:19:34.360 --> 00:19:36.820
or start an engagement
with consulting services

00:19:36.820 --> 00:19:39.760
and where would you point out
if someone wants to know more

00:19:39.760 --> 00:19:43.600
about these offerings
and setups and processes

00:19:43.600 --> 00:19:44.905
and all that we have here?

00:19:44.905 --> 00:19:46.300
If they want to know and learn more

00:19:46.300 --> 00:19:48.100
about it, where would you send them?

00:19:48.100 --> 00:19:50.125
>> So I think regular readiness,

00:19:50.125 --> 00:19:52.765
the Cloud Adoption Framework
is a very good starting point.

00:19:52.765 --> 00:19:56.050
Our services are contributing
to engineering content,

00:19:56.050 --> 00:19:58.670
the customer success units,

00:19:58.670 --> 00:20:00.470
so the other entities

00:20:00.470 --> 00:20:02.360
who are enabling customers
to move to the Cloud.

00:20:02.360 --> 00:20:05.675
So we are collaborating with
our learning, share our IP

00:20:05.675 --> 00:20:08.060
so that will be published
in their sites.

00:20:08.060 --> 00:20:10.220
We don't have our own space on Docs,

00:20:10.220 --> 00:20:12.320
we don't need that, so
it should be one voice.

00:20:12.320 --> 00:20:15.145
What we are having is
enterprise service blogs

00:20:15.145 --> 00:20:18.350
where we share our stories as
well and the reference cases.

00:20:18.350 --> 00:20:21.020
So I think that's
another good entry point

00:20:21.020 --> 00:20:24.185
to know more about what we are
able to do, how we can help.

00:20:24.185 --> 00:20:27.095
But then the local representatives
and the subsidiaries,

00:20:27.095 --> 00:20:28.640
they are always here to help.

00:20:28.640 --> 00:20:32.325
If you have an account manager,

00:20:32.325 --> 00:20:35.140
an account delivery executive,
and account manager,

00:20:35.140 --> 00:20:36.245
we have so many roles.

00:20:36.245 --> 00:20:37.400
If you know someone, say,

00:20:37.400 --> 00:20:38.810
"Well, I want to speak to services,"

00:20:38.810 --> 00:20:40.490
I think they can help.

00:20:40.490 --> 00:20:42.860
Otherwise, they can
reach out to you or me

00:20:42.860 --> 00:20:46.115
and we will redirect
it to the right place.

00:20:46.115 --> 00:20:47.720
>> Absolutely. With that,

00:20:47.720 --> 00:20:49.685
I want to say thank you
very much for being here.

00:20:49.685 --> 00:20:53.090
I learned a lot about how you do
and start with Cloud projects,

00:20:53.090 --> 00:20:54.919
especially in large enterprises.

00:20:54.919 --> 00:20:58.610
For you, I put all the links and
everything in the description

00:20:58.610 --> 00:21:01.865
if you want to know more
about how you engage

00:21:01.865 --> 00:21:05.450
with consulting services or about
the Cloud Adoption Framework

00:21:05.450 --> 00:21:07.250
as well as your blogs and

00:21:07.250 --> 00:21:10.985
social media links into
description. Thank you very much.

00:21:10.985 --> 00:21:11.540
>> Thanks.

00:21:11.540 --> 00:21:25.000
[MUSIC]