By the way, they should be doing that all the time. The motivation's just a little bit higher in the current economic situation. This interview has been edited and condensed for clarity. Besides the sheer growth of AWS, what do you think has changed the most while you were at Tableau? Were you surprised by anything? The number of customers who are now deeply deployed on AWS, deployed in the cloud, in a way that's fundamental to their business and fundamental to their success surprised me.

There was a time years ago where there were not that many enterprise CEOs who were well-versed in the cloud. It's not just about deploying technology. The conversation that I most end up having with CEOs is about organizational transformation. It is about how they can put data at the center of their decision-making in a way that most organizations have never actually done in their history.

And it's about using the cloud to innovate more quickly and to drive speed into their organizations. Those are cultural characteristics, not technology characteristics, and those have organizational implications about how they organize and what teams they need to have.

It turns out that while the technology is sophisticated, deploying the technology is arguably the lesser challenge compared with how do you mold and shape the organization to best take advantage of all the benefits that the cloud is providing. How has your experience at Tableau affected AWS and how you think about putting your stamp on AWS? I, personally, have just spent almost five years deeply immersed in the world of data and analytics and business intelligence, and hopefully I learned something during that time about those topics.

I'm able to bring back a real insider's view, if you will, about where that world is heading — data, analytics, databases, machine learning, and how all those things come together, and how you really need to view what's happening with data as an end-to-end story.

It's not about having a point solution for a database or an analytic service, it's really about understanding the flow of data from when it comes into your organization all the way through the other end, where people are collaborating and sharing and making decisions based on that data. AWS has tremendous resources devoted in all these areas. Can you talk about the intersection of data and machine learning and how you see that playing out in the next couple of years?

What we're seeing is three areas really coming together: You've got databases, analytics capabilities, and machine learning, and it's sort of like a Venn diagram with a partial overlap of those three circles. There are areas of each which are arguably still independent from each other, but there's a very large and a very powerful intersection of the three — to the point where we've actually organized inside of AWS around that and have a single leader for all of those areas to really help bring those together.

There's so much data in the world, and the amount of it continues to explode. We were saying that five years ago, and it's even more true today.

The rate of growth is only accelerating. It's a huge opportunity and a huge problem. A lot of people are drowning in their data and don't know how to use it to make decisions. Other organizations have figured out how to use these very powerful technologies to really gain insights rapidly from their data. What we're really trying to do is to look at that end-to-end journey of data and to build really compelling, powerful capabilities and services at each stop in that data journey and then…knit all that together with strong concepts like governance.

By putting good governance in place about who has access to what data and where you want to be careful within those guardrails that you set up, you can then set people free to be creative and to explore all the data that's available to them. AWS has more than services now. Have you hit the peak for that or can you sustain that growth? We're not done building yet, and I don't know when we ever will be. We continue to both release new services because customers need them and they ask us for them and, at the same time, we've put tremendous effort into adding new capabilities inside of the existing services that we've already built.

We don't just build a service and move on. Inside of each of our services — you can pick any example — we're just adding new capabilities all the time. One of our focuses now is to make sure that we're really helping customers to connect and integrate between our different services. So those kinds of capabilities — both building new services, deepening our feature set within existing services, and integrating across our services — are all really important areas that we'll continue to invest in.

Do customers still want those fundamental building blocks and to piece them together themselves, or do they just want AWS to take care of all that? There's no one-size-fits-all solution to what customers want. It is interesting, and I will say somewhat surprising to me, how much basic capabilities, such as price performance of compute, are still absolutely vital to our customers. But it's absolutely vital. Part of that is because of the size of datasets and because of the machine learning capabilities which are now being created.

They require vast amounts of compute, but nobody will be able to do that compute unless we keep dramatically improving the price performance. We also absolutely have more and more customers who want to interact with AWS at a higher level of abstraction…more at the application layer or broader solutions, and we're putting a lot of energy, a lot of resources, into a number of higher-level solutions. One of the biggest of those … is Amazon Connect, which is our contact center solution.

In minutes or hours or days, you can be up and running with a contact center in the cloud. At the beginning of the pandemic, Barclays … sent all their agents home. In something like 10 days, they got 6, agents up and running on Amazon Connect so they could continue servicing their end customers with customer service.

We've built a lot of sophisticated capabilities that are machine learning-based inside of Connect. We can do call transcription, so that supervisors can help with training agents and services that extract meaning and themes out of those calls. We don't talk about the primitive capabilities that power that, we just talk about the capabilities to transcribe calls and to extract meaning from the calls. It's really important that we provide solutions for customers at all levels of the stack.

Given the economic challenges that customers are facing, how is AWS ensuring that enterprises are getting better returns on their cloud investments? Now's the time to lean into the cloud more than ever, precisely because of the uncertainty. We saw it during the pandemic in early , and we're seeing it again now, which is, the benefits of the cloud only magnify in times of uncertainty.

For example, the one thing which many companies do in challenging economic times is to cut capital expense. For most companies, the cloud represents operating expense, not capital expense. You're not buying servers, you're basically paying per unit of time or unit of storage.

That provides tremendous flexibility for many companies who just don't have the CapEx in their budgets to still be able to get important, innovation-driving projects done. Another huge benefit of the cloud is the flexibility that it provides — the elasticity, the ability to dramatically raise or dramatically shrink the amount of resources that are consumed.

You can only imagine if a company was in their own data centers, how hard that would have been to grow that quickly. The ability to dramatically grow or dramatically shrink your IT spend essentially is a unique feature of the cloud.

These kinds of challenging times are exactly when you want to prepare yourself to be the innovators … to reinvigorate and reinvest and drive growth forward again.

We've seen so many customers who have prepared themselves, are using AWS, and then when a challenge hits, are actually able to accelerate because they've got competitors who are not as prepared, or there's a new opportunity that they spot. We see a lot of customers actually leaning into their cloud journeys during these uncertain economic times. Do you still push multi-year contracts, and when there's times like this, do customers have the ability to renegotiate?

Many are rapidly accelerating their journey to the cloud. Some customers are doing some belt-tightening. What we see a lot of is folks just being really focused on optimizing their resources, making sure that they're shutting down resources which they're not consuming.

You do see some discretionary projects which are being not canceled, but pushed out. Every customer is free to make that choice. But of course, many of our larger customers want to make longer-term commitments, want to have a deeper relationship with us, want the economics that come with that commitment.

We're signing more long-term commitments than ever these days. We provide incredible value for our customers, which is what they care about. That kind of analysis would not be feasible, you wouldn't even be able to do that for most companies, on their own premises. So some of these workloads just become better, become very powerful cost-savings mechanisms, really only possible with advanced analytics that you can run in the cloud.

In other cases, just the fact that we have things like our Graviton processors and … run such large capabilities across multiple customers, our use of resources is so much more efficient than others. We are of significant enough scale that we, of course, have good purchasing economics of things like bandwidth and energy and so forth. So, in general, there's significant cost savings by running on AWS, and that's what our customers are focused on.

The margins of our business are going to … fluctuate up and down quarter to quarter. It will depend on what capital projects we've spent on that quarter. Obviously, energy prices are high at the moment, and so there are some quarters that are puts, other quarters there are takes. The important thing for our customers is the value we provide them compared to what they're used to. And those benefits have been dramatic for years, as evidenced by the customers' adoption of AWS and the fact that we're still growing at the rate we are given the size business that we are.

That adoption speaks louder than any other voice. Do you anticipate a higher percentage of customer workloads moving back on premises than you maybe would have three years ago?

Absolutely not. We're a big enough business, if you asked me have you ever seen X, I could probably find one of anything, but the absolute dominant trend is customers dramatically accelerating their move to the cloud.

Moving internal enterprise IT workloads like SAP to the cloud, that's a big trend. Creating new analytics capabilities that many times didn't even exist before and running those in the cloud. More startups than ever are building innovative new businesses in AWS. Our public-sector business continues to grow, serving both federal as well as state and local and educational institutions around the world. It really is still day one. The opportunity is still very much in front of us, very much in front of our customers, and they continue to see that opportunity and to move rapidly to the cloud.

In general, when we look across our worldwide customer base, we see time after time that the most innovation and the most efficient cost structure happens when customers choose one provider, when they're running predominantly on AWS.

A lot of benefits of scale for our customers, including the expertise that they develop on learning one stack and really getting expert, rather than dividing up their expertise and having to go back to basics on the next parallel stack.

That being said, many customers are in a hybrid state, where they run IT in different environments. In some cases, that's by choice; in other cases, it's due to acquisitions, like buying companies and inherited technology.

We understand and embrace the fact that it's a messy world in IT, and that many of our customers for years are going to have some of their resources on premises, some on AWS. Some may have resources that run in other clouds. We want to make that entire hybrid environment as easy and as powerful for customers as possible, so we've actually invested and continue to invest very heavily in these hybrid capabilities. A lot of customers are using containerized workloads now, and one of the big container technologies is Kubernetes.

We have a managed Kubernetes service, Elastic Kubernetes Service, and we have a … distribution of Kubernetes Amazon EKS Distro that customers can take and run on their own premises and even use to boot up resources in another public cloud and have all that be done in a consistent fashion and be able to observe and manage across all those environments.

So we're very committed to providing hybrid capabilities, including running on premises, including running in other clouds, and making the world as easy and as cost-efficient as possible for customers. Can you talk about why you brought Dilip Kumar, who was Amazon's vice president of physical retail and tech, into AWS as vice president applications and how that will play out?

He's a longtime, tenured Amazonian with many, many different roles — important roles — in the company over a many-year period. Dilip has come over to AWS to report directly to me, running an applications group. We do have more and more customers who want to interact with the cloud at a higher level — higher up the stack or more on the application layer. We talked about Connect, our contact center solution, and we've also built services specifically for the healthcare industry like a data lake for healthcare records called Amazon HealthLake.

We've built a lot of industrial services like IoT services for industrial settings, for example, to monitor industrial equipment to understand when it needs preventive maintenance. We have a lot of capabilities we're building that are either for … horizontal use cases like Amazon Connect or industry verticals like automotive, healthcare, financial services. We see more and more demand for those, and Dilip has come in to really coalesce a lot of teams' capabilities, who will be focusing on those areas.

You can expect to see us invest significantly in those areas and to come out with some really exciting innovations. Would that include going into CRM or ERP or other higher-level, run-your-business applications? I don't think we have immediate plans in those particular areas, but as we've always said, we're going to be completely guided by our customers, and we'll go where our customers tell us it's most important to go next.

It's always been our north star. Correction: This story was updated Nov. Bennett Richardson bennettrich is the president of Protocol. Prior to joining Protocol in , Bennett was executive director of global strategic partnerships at POLITICO, where he led strategic growth efforts including POLITICO's European expansion in Brussels and POLITICO's creative agency POLITICO Focus during his six years with the company.

Prior to POLITICO, Bennett was co-founder and CMO of Hinge, the mobile dating company recently acquired by Match Group. Bennett began his career in digital and social brand marketing working with major brands across tech, energy, and health care at leading marketing and communications agencies including Edelman and GMMB.

Bennett is originally from Portland, Maine, and received his bachelor's degree from Colgate University. Prior to joining Protocol in , he worked on the business desk at The New York Times, where he edited the DealBook newsletter and wrote Bits, the weekly tech newsletter. Испанский художник Conrad Crispin Jones. Они поддерживают иммунитет, помогают вылечить и предотвратить многие заболевания. Искандер Улумбеков Рейтинг брокеров - смартлаб Ноутбуки - продажа и ремонт Советы врачей - консультации Гаджеты и железки - новости IT Радио Медиаметрикс - слушать онлайн.

Погода: г. Москва, Россия Курсы валют от EUR ЦБ — 69,10 руб. Медицина и здоровье на Doctor. ru: Ферменты, переваривание и панкреатит Артрозы Рак крови и беременность: Как работает фонд борьбы с лейкемией. Ссылки: на главную почта знакомства одноклассники фото открытки тесты чат.

Overall, do you approve or disapprove of the way that Joe Biden is handling his job as president? Overall, do you approve or disapprove of the way Alex Padilla is handling his job as US Senator?

Overall, do you approve or disapprove of the way Dianne Feinstein is handling her job as US Senator? Overall, do you approve or disapprove of the way the US Congress is handling its job? Do you think things in the United States are generally going in the right direction or the wrong direction? How satisfied are you with the way democracy is working in the United States? Are you very satisfied, somewhat satisfied, not too satisfied, or not at all satisfied?

These days, do you feel [rotate] [1] optimistic [or] [2] pessimistic that Americans of different political views can still come together and work out their differences? What is your opinion with regard to race relations in the United States today? Would you say things are [rotate 1 and 2] [1] better , [2] worse , or about the same than they were a year ago?

When it comes to racial discrimination, which do you think is the bigger problem for the country today—[rotate] [1] People seeing racial discrimination where it really does NOT exist [or] [2] People NOT seeing racial discrimination where it really DOES exist? Next, Next, would you consider yourself to be politically: [read list, rotate order top to bottom]. Generally speaking, how much interest would you say you have in politics—a great deal, a fair amount, only a little, or none? Mark Baldassare is president and CEO of the Public Policy Institute of California, where he holds the Arjay and Frances Fearing Miller Chair in Public Policy.

He is a leading expert on public opinion and survey methodology, and has directed the PPIC Statewide Survey since He is an authority on elections, voter behavior, and political and fiscal reform, and the author of ten books and numerous publications. Before joining PPIC, he was a professor of urban and regional planning in the School of Social Ecology at the University of California, Irvine, where he held the Johnson Chair in Civic Governance. He has conducted surveys for the Los Angeles Times , the San Francisco Chronicle , and the California Business Roundtable.

He holds a PhD in sociology from the University of California, Berkeley. Dean Bonner is associate survey director and research fellow at PPIC, where he coauthors the PPIC Statewide Survey—a large-scale public opinion project designed to develop an in-depth profile of the social, economic, and political attitudes at work in California elections and policymaking. He has expertise in public opinion and survey research, political attitudes and participation, and voting behavior.

Before joining PPIC, he taught political science at Tulane University and was a research associate at the University of New Orleans Survey Research Center. He holds a PhD and MA in political science from the University of New Orleans. Rachel Lawler is a survey analyst at the Public Policy Institute of California, where she works with the statewide survey team. In that role, she led and contributed to a variety of quantitative and qualitative studies for both government and corporate clients.

She holds an MA in American politics and foreign policy from the University College Dublin and a BA in political science from Chapman University. Deja Thomas is a survey analyst at the Public Policy Institute of California, where she works with the statewide survey team. Prior to joining PPIC, she was a research assistant with the social and demographic trends team at the Pew Research Center. In that role, she contributed to a variety of national quantitative and qualitative survey studies.

She holds a BA in psychology from the University of Hawaiʻi at Mānoa. This survey was supported with funding from the Arjay and Frances F. Ruben Barrales Senior Vice President, External Relations Wells Fargo. Mollyann Brodie Executive Vice President and Chief Operating Officer Henry J. Kaiser Family Foundation. Bruce E. Cain Director Bill Lane Center for the American West Stanford University.

Jon Cohen Chief Research Officer and Senior Vice President, Strategic Partnerships and Business Development Momentive-AI. Joshua J. Dyck Co-Director Center for Public Opinion University of Massachusetts, Lowell.

Lisa García Bedolla Vice Provost for Graduate Studies and Dean of the Graduate Division University of California, Berkeley.

Russell Hancock President and CEO Joint Venture Silicon Valley. Sherry Bebitch Jeffe Professor Sol Price School of Public Policy University of Southern California. Carol S. Larson President Emeritus The David and Lucile Packard Foundation.

Lisa Pitney Vice President of Government Relations The Walt Disney Company. Robert K. Ross, MD President and CEO The California Endowment. Most Reverend Jaime Soto Bishop of Sacramento Roman Catholic Diocese of Sacramento.

Helen Iris Torres CEO Hispanas Organized for Political Equality. David C. Wilson, PhD Dean and Professor Richard and Rhoda Goldman School of Public Policy University of California, Berkeley. Chet Hewitt, Chair President and CEO Sierra Health Foundation.

Mark Baldassare President and CEO Public Policy Institute of California. Ophelia Basgal Affiliate Terner Center for Housing Innovation University of California, Berkeley.

Louise Henry Bryson Chair Emerita, Board of Trustees J. Paul Getty Trust. Sandra Celedon President and CEO Fresno Building Healthy Communities. Marisa Chun Judge, Superior Court of California, County of San Francisco. Steven A. Leon E. Panetta Chairman The Panetta Institute for Public Policy. Cassandra Walker Pye President Lucas Public Affairs.

Gaddi H. Vasquez Retired Senior Vice President, Government Affairs Edison International Southern California Edison. The Public Policy Institute of California is dedicated to informing and improving public policy in California through independent, objective, nonpartisan research. PPIC is a public charity. It does not take or support positions on any ballot measures or on any local, state, or federal legislation, nor does it endorse, support, or oppose any political parties or candidates for public office.

Short sections of text, not to exceed three paragraphs, may be quoted without written permission provided that full attribution is given to the source. Research publications reflect the views of the authors and do not necessarily reflect the views of our funders or of the staff, officers, advisory councils, or board of directors of the Public Policy Institute of California.

This website uses cookies to analyze site traffic and to allow users to complete forms on the site. PPIC does not share, trade, sell, or otherwise disclose personal information. PPIC Water Policy Center. PPIC Statewide Survey. PPIC Higher Education Center. People Our Team Board of Directors Statewide Leadership Council Adjunct Fellows. Support Ways to Give Our Contributors.

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This measure would allow in-person sports betting at racetracks and tribal casinos, requiring that racetracks and casinos offering sports betting make certain payments to the state to support state regulatory costs. Inside of each of our services — you can pick any example — we're just adding new capabilities all the time. Results may also be affected by factors such as question wording, question order, and survey timing. Thinking about your own personal finances—would you say that you and your family are financially better off, worse off, or just about the same as a year ago? November 14, EST.

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