HPE’s Erik Vogel on Key Factors for Driving Success in Hybrid Cloud Adoption and Optimization

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HPE’s Erik Vogel on Key Factors
for Driving Success in Hybrid Cloud
Adoption and Optimization
A discussion on innovation around maturing hybrid cloud models and how proper common
management of hybrid cloud operations makes or breaks the expected benefits.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Hewlett
Packard Enterprise.
Dana Gardner: Hello, and welcome to the next edition of the BriefingsDirect Voice of
the Innovator podcast series. I’m Dana Gardner, Principal Analyst at Interarbor
Solutions, your host and moderator for this ongoing discussion on the latest insights into
hybrid cloud strategies.
While many businesses recognize there’s a hybrid cloud future, far fewer are adopting a
hybrid cloud approach with an overabundance of due diligence, governance, and cost
optimization -- at least not yet. Unlike the often, ad hoc adoption of public cloud services
by various groups across an enterprise, getting the right mix and operational
coordination required of true hybrid cloud cannot be successful if it’s not well managed.
Stay with us now as we examine the innovation maturing around hybrid cloud models,
operations, and how proper common management of hybrid cloud from start to finish
can make or break the realization of its promised returns.
Here to help us learn more about safeguarding
successful hybrid cloud deployments and operations is
Erik Vogel, Global Vice President of Hybrid IT and
Cloud at Hewlett Packard Enterprise (HPE). Welcome,
Erik.
Erik Vogel: Thank you, Dana.
Gardner: Let’s dive into why businesses are getting
stuck. Cloud was very attractive, people jumped into it,
but like many things, there are unintended
consequences. What’s driving cloud and hybrid cloud
adoption, and what’s holding people back?
Vogel: All enterprises are hybrid at this point, and whether they have accepted that
realization depends on the client. But pretty much all of them are hybrid. They are all
using a combination of on-premises, public cloud, and software-as-a-service (SaaS)
Vogel

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solutions. They have brought all of that into the enterprise. There are very few
enterprises we talk to that don’t have some hybrid mix already in place.
Hybrid is here, but needs sorting
But when we ask them how they got there; most have done it in an ad hoc fashion.
Most have had developers who went out to one or multiple hyperscale cloud providers,
or the business units went out and started to consume SaaS solutions, or IT
organizations built their own on-premises solutions whether that’s an open private cloud
or a Microsoft Azure Stack environment.
They have done all of this in pockets within the organization. Now, they are seeing the
challenge of how to start managing and operating this in a consistent, common fashion.
There are a lot of different solutions and technologies, yet everyone has their own
operating model, own consoles, and own rules to work within.
And that is where we see our clients struggling.
They don’t have a holistic strategy or approach to
hybrid, but rather they’ve done it in this bespoke
or ad hoc fashion. Now they realize they are going
to have to take a step back to think this through
and decide what is the right approach to enforce
common governance and gain common
management and operating principles, so that they’re not running 5, 6, 8 or even 10
different operating models. Rather, they need to ask, “How do we get back to where we
started?” And that is a common operating model across the entire IT estate.
Gardner: IT traditionally over the years has had waves of adoption that led to
heterogeneity that created complexity. Then that had to be managed. When we deal with
multicloud and hybrid cloud, how is that different from the UNIX wars, or distributed
computing, and N-tier computing? Why is cloud a more difficult heterogeneity problem to
solve than the previous ones?
Vogel: It’s more challenging. It’s funny, we typically referred to what we used to see in
the data center as the Noah’s Ark data center. You would typically walk into a data
center and you’d see two of everything, two of every vendor, just about everything within
the data center.
And it was about 15 years ago when we started to consolidate all of that into common
infrastructures, common platforms to reduce the operational complexity. It was an effort
to reduce total cost of ownership (TCO) within the data center and to reduce that Noah’s
Ark data center into common, standardized elements.
Now that pendulum is starting to swing back. It’s becoming more of a challenge because
it’s now so easy to consume non-standard and heterogeneous solutions. Before there
was still that gatekeeper to everything within the data center. Somebody had to make a
[Our clients] don’t have a
holistic strategy or
approach to hybrid, but
rather they’ve done it in this
bespoke or ad hoc fashion.

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decision that a certain piece of infrastructure or component would be deployed within the
data center.
Now, we have developers go to a cloud and consume with just a swipe of a credit card,
any of the three or four hybrid hyperscale solutions, and literally thousands of SaaS
solutions. Just look at the Salesforce.com platform and all of the different options that
surround that.
All of a sudden, we lost the gatekeeper. Now we are seeing sprawl toward more
heterogeneous solutions occurring even much faster than what we saw 10 or 15 years
ago with the Noah’s Ark data center.
The pendulum is definitely shifting back toward consuming lots of different solutions with
lots of different capabilities and services. And we are seeing it moving much faster than
it did before because of that loss of a gatekeeper.
How to Better Manage
Multicloud Sprawl
Gardner: Another difference is that we’re talking mostly about services. By consuming
things as services, we’re acquiring them not as a capital expenditure that has a three- to
five-year cycle of renewal, this is on-demand consumption, as you use it.
That makes it more complicated, but it also makes it a problem that can be solved more
easily. Is there something about the nature of an all-services’ hybrid and multicloud
environment on an operations budget that makes it more solvable?
Services become the norm
Vogel: Yes, absolutely. The economics definitely play into this. I have this vision that
within the next five years, we will no longer call things “as a service” because it will be
the norm, the standard. We will only refer to things that are not as a service, because as
an industry we are seeing a push toward everything being consumed as a service.
From an operating standpoint, the idea of consuming and paying for only what we use is
very, very attractive. Again, if you look back 10 or 15 years, typically within a data center,
we’d be buying for a three- or four-year lifespan. That forced us to make predictions as
to what type of demand we would be placing on capital expenditures.
And what would happen? We would always overestimate. If you looked at utilization of
CPU, of disk, of memory, they were always 20 to 25 percent; very low utilization,
especially pre-virtualization. We would end up overbuying, pay the full load, and still pay
for full maintenance and support, too.

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There was very little ability to dial that up
or down. The economic capability of
being able to consume everything as a
service is definitely changing the game,
even for things you wouldn’t think of as a
service, such as buying a server. Our
enterprise customers are really taking
notice of that because it gives them the
ability to flex the expenditures as their
business cycles go up and down.
Rarely do we see enterprises with constant demand for compute capacity. So, it’s very
nice for them to be able to flex that up and down, adjust the normal seasonal effects
within a business, and be able to flex that operating expense as their business
fluctuates.
That is a key driver of moving everything to an as-a-service model, giving flexibility that
just a few years ago we did not have.
Gardner: The good news is that these are services -- and we can manage them as
services. The bad news is these are services coming from different providers with
different economic and consumption models. There are different application
programming interfaces (APIs), stock keeping unit (SKU) definitions, and management
definitions that are unique to their own cloud organization. So how do we take advantage
of the fact that it’s all services but conquer the fact that it’s from different organizations
speaking, in effect, different languages?
Vogel: You’re getting to the heart of the challenge in terms of managing a hybrid
environment. If you think about how applications are becoming more and more
composed now, they are built with various different pieces, different services, that may
or may not be on-premises solutions.
One of our clients, for example, has built an application for their sales teams that
provides real-time client data and client analytics before a seller goes in and talks to a
customer. And when you look at the complexity of that application, they are using
Salesforce.com, they have an on-premises customer database, and they get point of
sales solutions from another SaaS provider.
They also have analytics engines they get from one of the cloud hyperscalers. And all of
this comes together to drive a mobile app that presents all of this information seamlessly
to their end-user seller in real-time. They become better armed and have more
information when they go meet with their end customer.
When we look at how these new applications or services – I don’t even call them
applications because they are more services built from multiple applications -- they are
crossing multiple service providers, multiple SaaS providers, and multiple hyperscalers.
Enterprise customers are really
taking notice of [consuming
everything as a service] because it
gives them the ability to flex the
expenditures as their business
cycles go up and down.

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And as you look at how we interface and connect with those, how we pass data,
exchange information across these different service providers, you are absolutely right,
the taxonomies are different, the APIs are different, the interfaces and operations
challenges are different.
When that seller goes to make that call, and they bring up their iPad app and all of a
sudden, there is no data or it hasn’t been refreshed in three months, who do you call?
How do you start to troubleshoot that? How do you start to determine if it’s a Salesforce
problem, a database problem, a third-party service provider problem? Maybe it’s my
encrypted connection I had to install between Salesforce and my on-premises solution.
Maybe it’s the mobile app. Maybe it’s a setting on the iPad itself.
Adding up all of that complexity is what’s building the problem. We don’t have consistent
APIs, consistent taxonomies, or even the way we look at billing and the underlying
components for billing. And when we break that out, it varies greatly between service
providers.
This is where we understand the complexity of hybrid IT. We have all of these different
service providers all working and operating independently. Yet we’re trying to bring them
together to provide end-customer services. Composing those different services creates
one of the biggest challenges we have today within hybrid cloud environment.
Why You Need Everything
As a Service
Gardner: Even if we solve the challenge on the functional level -- of getting the apps
and services to behave as we want -- it seems as much or more a nightmare for the
chief financial officer (CFO) who has to determine whether you’re getting a good deal or
buying redundancy across different cloud providers. A lot of times in procurement you
cut a deal on volume. But how you do that if you don’t know what you’re buying from
whom?
How do we pay for these aggregate cloud services in some coordinated framework with
the least amount of waste?
How to pay the bills
Vogel: That is probably one of the most difficult jobs within IT today, the finance side of
it. There are a lot of challenges of putting that bill together. What does that bill really look
like? And not just at an individual component level. I may be able to see what I’m paying
from Amazon Web Services (AWS) or what Azure Stack is costing me. But how do we
aggregate that? What is the cost to provide a service? And this has been a challenge for
IT forever. It’s always been difficult to slice it by service.

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We knew what compute costs, what network costs, and what the storage costs were.
But it was always difficult to make that vertical slice across the budget. And now we have
made that problem worse because we have all these different bills coming in from all of
these different service providers.
The procurement challenge is even more acute because now we have these different
service providers. How do we know what we are really paying? Developers swipe credit
cards, where they don’t even see the bill or a true accounting of what’s being spent
across the public clouds. It comes through as a credit card expense and so not really
directed to IT.
We need to get our hands around these different expenses, where we are spending
money, and think differently about our procurement models for these services.
In the past, we talked about this as a brokerage but it’s a lot more than that. It’s more
about strategic sourcing procurement models for cloud and hybrid cloud-related
services.
It’s less about brokerage and looking for that lowest-cost provider and trying to reduce
the spend. It’s more about, are we getting the service-level agreements (SLAs) we are
paying for? Are we getting the services we are paying for? Are we getting the uptime we
are paying for?
Our IT procurement models have to change to
address the problem of how we really know
what we are paying for. Are we getting the
strategic value out of the expenses within
hybrid that we had expected?
Gardner: In business over the years, when you have a challenge, you can try to solve it
yourself and employ intelligence technologies to tackle complexity. Another way is to find
a third-party that knows the business better than you do, especially for small- to medium-
sized businesses (SMBs).
Are we starting to see an ecosystem develop where the consumption model for cloud
services is managed more centrally, and then those services are repurposed and resold
to the actual consumer business?
Third-parties help hybrid manage costs
Vogel: Yes, I am definitely starting to see that. There’s a lot is being developed to help
customers in terms of consuming and buying these services and being smarter about it. I
always joke that the cheapest thing you can buy is somebody else’s experience, and
that is absolutely the case when it comes to hybrid cloud services providers.
Our IT procurement models
have to change to address the
problem of how we really know
what we are paying for.

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The reality is no enterprise can have expertise in all three of the hyperscalers, in all of
the hundreds of SaaS providers, for all of the on-premises solutions that are out there. It
just doesn’t exist. You just can’t do it all.
It really becomes important to look for people who can aggregate this capability and
bring the collective experience back to you. You have to reduce overspend and make
smarter purchasing decisions. You can prevent things like lock-in to and reduce the risk
of buying via these third-party services. There is tremendous value being created by
these firms that are jumping into that model and helping clients address these
challenges.
The third-parties have people who have
actually gone out and consumed and
purchased within the hyperscalers, who
have run workloads within those
environments, and who can help predict
what the true cost should be -- and, more
importantly, maintain that optimization
going forward.
It’s not just about going in and buying anymore. There is ongoing optimization that has to
incur, ongoing cost optimization where we’re continuously evaluating about the right
decisions. And we are finding that the calculus changes over time.
So, while it might have made a lot of sense to put a workload, for example, on-premises
today, based on the demand for that application and on pricing changes, it may make
more sense to move that same workload off-premises tomorrow. And then in the future it
may also make sense to bring it back on-premises for a variety of reasons.
You have to constantly be evaluating that. That’s where a lot of the firms playing in the
space can add a lot of value now, in helping with ongoing optimization, by making sure
that we are always making the smart decision. It’s a very dynamic ecosystem, and the
calculus, the metrics are constantly changing. We have the ability to constantly
reevaluate. That’s the beauty of cloud, it’s the ability to flex between these different
providers.
Gardner: Eric, for those organizations interested in getting a better handle on this, are
there any practical approaches available now?
The right mix of data and advice
Vogel: We have a tool, called HPE Right Mix Advisor, which is our ability to go in and
assess very large application portfolios. The nice thing is, it scales up and down very
nicely. It is delivered in a service model so we are able to go in and assess a set of
applications against the variables I mentioned, in the weighing of the factors, and come
up with a concrete list of recommendations as to what should our clients do right now.
The third-parties have people who
have actually gone out and
consumed and purchased within the
hyperscalers, who have run
workloads within those
environments, and who can help
predict what the true cost should be.

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In fact, we like to talk not about the thousand things they could do -- but what are the 10
or 20 things they should start on tomorrow morning. The ones that are most impactful for
their business.
The Right Mix Advisor tool helps identify those things that matter the most for the
business right now, and provides a tactical plan to say, “This is what we should start on.”
And it’s not just the tool, we also bring our expertise, whether that’s from our Cloud
Technology Partners (CTP) acquisition, RedPixie, or our existing HPE business where
we have done this for years and years. So, it’s not just the tool, but also experts, looking
at that data, helping to refine that data, and coming up with a smart list that makes sense
for our clients to get started on right now.
And of course, once they have accomplished those things, we can come back and look
at it again and say, “Here is your next list, the next 10 or 20 things.” And that’s really how
Right Mix Advisor was designed to work.
Gardner: It seems to me there would be a huge advantage if you were able to get
enough data about what’s going on at the market level, that is to aggregate how the
cloud providers are selling, charging, and the consumption patterns.
If you were in a position to gather all of the data about enterprise consumption among
and between the cloud providers, you would have a much better idea of how to procure
properly, manage properly, and optimize. Is such a data well developing? Is there
anyone in the right position to be able to gather the data and start applying machine
learning (ML) technologies to develop predictions about the best course of action for a
hybrid cloud or hybrid IT environment?
How to Remove Complexity
From Multicloud and Hybrid IT
Vogel: Yes. In fact, we have started down that path. HPE has started to tackle this by
developing an expert system, a set of logic rules that helps make those decisions. We
did it by combining a couple of fairly large datasets that we have developed over the last
15 years, primarily with HPE’s history of doing a lot of application migration work. We
really understand on the on-premises side where applications should reside based on
how they are architected and what the requirements are, and what type of performance
needs to be derived from that application.
We have combined that with other datasets from some of our recent cloud acquisitions,
CTP and RedPixie, for example. That has brought us a huge wealth of information
based on a tremendous number of application migrations to the public clouds. And we
are able to combine those datasets and develop this expert system that allows us to
make those decisions pretty quickly as to where applications should reside based on a
number of factors. Right now, we look at about 60 different variables.

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But what’s really important when we do that is to understand from a client’s perspective
what matters. This is why I go back to that strategic sourcing discussion. It’s easy to go
in and assume that every client wants to reduce cost. And while every client wants to do
that -- no one would ever say no to that -- usually that’s not the most important thing.
Clients are worried about performance. They also want to drive agility, and faster time to
market. To them that is more important than the amount they will save from a cost-
reduction perspective.
The first thing we do when we run our expert
system, is we go in and weight the variables
based on what’s important to that specific
client, aligned to their strategy. This is where it
gets challenging for any enterprise trying to
make smart decisions. In order to make
strategic sourcing decisions, you have to
understand strategically what’s important to your business. You have to make intelligent
decisions about where workloads should go across the hybrid IT options that you have.
So we run an expert system to help make those decisions.
Now, as we collect more data, this will move toward more artificial intelligence (AI). I am
sure everybody is aware AI requires a lot of data, since we are still in the very early
stages of true hybrid cloud and hybrid IT. We don’t have a massive enough dataset yet
to make these decisions in a truly automated or learning-type model.
We started with an expert system to help us do that, to move down that path. But very
quickly we are learning, and we are building those learnings into our models that we use
to make decisions.
So, yes, there is a lot of value in people who have been there and done that. Being able
to bring that data together in a unified fashion is exactly what we have done to help our
clients. These decisions can take a year to figure out. You have to be able to make
these decisions quickly because it’s a very dynamic model. A lot of things are constantly
changing. You have to keep loading the models with the latest and greatest data so you
are always making the best, smartest decision, and always optimizing the environment.
Innovation, across the enterprise
Gardner: Not that long ago, innovation in a data center was about speeds and feeds.
You would innovate on technology and pass along those fruits to your consumers. But
now we have innovated on economics, management, and understanding indirect and
direct procurement models. We have had to innovate around intelligence technologies
and AI. We have had to innovate around making the right choices -- not just on cost but
on operations benefits like speed and agility.
You have to make intelligent
decisions about where
workloads should go across the
hybrid IT options that you have.

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How has innovation changed such that it used to be a technology innovation but now
cuts across so many different dynamic principles of business?
Vogel: It’s a really interesting observation. That’s exactly what’s happening. You are
right, even as recently as five years ago we talked about speeds and feeds, trying to
squeeze a little more out of every processor, trying to enhance the speed of the memory
or the storage devices.
But now, as we have pivoted toward a services
mentality, nobody asks when you buy from a
hyperscaler -- Google Cloud, for example --
what central processing unit (CPU) chips they
are running or what the chip speeds are. That’s
not really relevant in an as-a-service world. So,
the innovation then is around the service sets,
the economic models, the pricing models, that’s really where innovation is being driven.
At HPE, we have moved in that direction as well. We provide our HPE GreenLake model
and offer a flex-capacity approach where clients can buy capacity on-demand. And it
becomes about buying compute capacity. How we provide that, what speeds and feeds
we are providing becomes less and less important. It’s the innovation around the
economic model that our clients are looking for.
How to Leverage Cloud, IoT
Big Data and Other Disruptive Technologies
We are only going to continue to see that type of innovation going forward, where it’s
less about the underlying components. In reality, if you are buying the service, you don’t
care what sort of chips and speeds and feeds are being provided on the back end as
long as you are getting the service you have asked for, with the SLA, the uptime, the
reliability, and the capabilities you need. All of what sits behind that becomes less and
less important.
Think about how you buy electricity. You just expect 110 volts at 60 hertz coming out of
the wall, and you expect it to be on all the time. You expect it to be consistent, reliable,
and safely delivered to you. How it gets generated, where it gets generated -- whether
it’s a wind turbine, a coal-burning plant, a nuclear plant -- that’s not important to you. If
it’s produced in one state and transferred to another over the grid, or if it’s produced in
your local state, that all becomes less important. What really matters is that you are
getting consistent and reliable services you can count on.
And we are seeing the same thing within IT as we move to that service model. The
speeds and feeds, the infrastructure, become less important. All of the innovation is now
being driven around the as-a-service model and what it takes to provide that service. We
innovate at the service level, whether that’s for flex capacity or management services, in
a true as-a-service capability.
The innovation is around the
service sets, the economic
models, the pricing models,
that’s really where the
innovation is being driven.

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Gardner: What do your consumer organizations need to think about to be innovative on
their side? How can they be in a better position to consume these services such as
hybrid IT management-as-a-service, hybrid cloud decision making, and the right mixture
of decisions-as-a-service?
What comes next when it comes to how the enterprise IT organization needs to shift?
Business cycles speed IT up
Vogel: At a business level, within almost every market or every industry, we are moving
from what used to be slow-cycle business to standard-cycles. In a lot of cases it’s
moving from standard-cycle business to a fast-cycle business. Even businesses that
were traditionally slow-cycle or standard-cycle are accelerating. This underlying
technology is creating that.
So every company is a technology company. That is becoming more and more true
every day. As a result, it’s driving business cycles faster and faster. So, IT, in order to
support those business cycles, has to move at that same speed.
And we see enterprises moving away from a traditional IT model when those
enterprises’ IT cannot move at the speed the business is demanding. We will still see IT,
for example, take six months to provide a platform when the business says, “I need it in
20 minutes.”
We will see a split between traditional IT and a
digital innovation group within the enterprise. This
group will be owned by the business unit as
opposed to core IT.
So, businesses are responding to IT not being able to move fast enough and not being
able to provide the responsiveness and the level of service by going out and looking
outside and consuming services externally.
As we move forward, how can clients start to move in this direction? At HPE, as we look
at some of the services we have announced and will be rolling out in the next six-12
months, they are to help our clients move faster. They are designed to provide
operational support and management for hybrid to take that burden away from IT,
especially where IT may not have the skill sets or capability and be able to provide that
seamless operating experience to our IT customers. Those customers need to focus on
the things that accelerate their business -- that is what the business units are
demanding.
To stay relevant, IT is going to have to do that, too. They are going to have to look for
help and support so that they can move at the same speed and pace that businesses
We will see a split between
traditional IT and a digital
innovation group within the
enterprise.

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are demanding today. And I don’t see that slowing down. I don’t think anybody sees that
slowing down; if anything, we see the pace continuing to accelerate.
When I talked about fast-cycle -- where services or solutions we put into the market may
have had a market shelf life of two to three years -- we are seeing it compressed to six
months. It’s amazing how fast competition comes in even if we are doing innovative type
of solutions. So, IT has to accelerate at that speed as well.
The HPE GreenLake hybrid cloud offering, for example, gives our clients the ability to
operate at that speed by providing managed services capabilities across the hybrid
estate. It provides a consistent platform, and then allows them to innovate on top of it. It
takes away the management operation from their focus and lets them focus on what
matters to the business today, which is innovation.
How to Develop Hybrid
Cloud Strategies with Confidence
Gardner: For you personally, Erik, where do you get inspiration for innovation? How do
you think out of the box when we can now see that that’s a necessary requirement?
Inspired by others
Vogel: One of the best parts about my job is the time I get to spend with our customers
and to really understand what their challenges are and what they are doing. One of the
things we look at are adjacent businesses.
We try to learn what is working well in retail, for example. What innovation is there and
what lessons learned can we apply elsewhere? A lot of times the industry shifts so
quickly that we don’t have all of the answers. We can’t take a product-out approach any
longer. We really have to start looking at the customers’ back end. And I think having
kind of that broad view and looking outside is really helping us. It’s where we are getting
a lot of our inspiration.
For example, we are really focused on the overall experience that our clients have with
HPE, and trying to drive a very consistent, standardized, easy-to-choose type of
experience with us as a company. And it’s interesting as an engineering company, with a
lot of good development and engineering capabilities, that we tend to look at it from a
product-out view. We build a portal that they can work within, we create better products,
and we get that out in front of the customer.
But by looking outside, we are saying, “Wait a minute, what is it, for example, about Uber
that everybody likes?” It’s not necessarily that their app is good, but it’s really about the
clean car, it’s about not having to pay when you get out of the car, not have to fumble for
a credit card. It’s about seeing a map and knowing where the driver is. It’s about a
predictable cost, where you know what it’s going to cost. And that experience, that

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overall experience is what makes Uber, Uber. It’s not just creating an app and saying,
“Well, the app is the experience.”
We are learning a lot from
adjacent businesses,
adjacent industries, and
incorporating that into what
we are doing. It’s just part of
that as-a-service mentality
where we have to think
about the experience our
customers are asking for and how do we start building solutions that meet that
experience requirement -- not just the technical requirement. We are very good at that,
but how do we start to meet that experience requirement?
And this has been a real eye-opener for me personally. It has been a really fun part of
the job, to look at the experience we are trying to create. How do we think differently?
Rather than producing products and putting them out into the market, how do we think
about creating that experience first and then designing and creating the solutions that sit
underneath it?
When you talk about where we get inspiration, it’s really about looking at those
adjacencies. It’s understanding what’s happening in the broader as-a-service market and
taking the best of what’s happening and saying, “How can we employ those types of
techniques, those tricks, those lessons learned into what we are doing?” And that’s
really driving a lot of our development and inspiration in terms of how we are innovating
as a company within HPE.
Gardner: I’m afraid we will have to leave it there. We have been exploring how
innovation is maturing around hybrid cloud models and operations. And we have learned
how a proper management of hybrid cloud and hybrid IT can make or break the
realization of the promised benefits.
So please join me in thanking our guest, Erik Vogel, Global Vice President of Hybrid IT
and Cloud at HPE. Thank you so much, Erik.
Vogel: Thank you.
Gardner: And a big thank you as well to our audience for joining this BriefingsDirect
Voice of the Innovator interview. I’m Dana Gardner, Principal Analyst at Interarbor
Solutions, your host for this ongoing series of Hewlett Packard Enterprise-sponsored
discussions.
Thanks again for listening, please pass this along to your IT community, and do come
back next time.
It’s part of that as-a-service mentality to think
about the experience our customers are asking
for and how do we start building solutions that
meet that experience requirement – not just
the technical requirement.

of 14
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: Hewlett
Packard Enterprise.
A discussion on innovation around maturing hybrid cloud models and how proper common
management of hybrid cloud operations makes or breaks the expected benefits. Copyright
Interarbor Solutions, LLC, 2005-2019. All rights reserved.
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