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MALE SPEAKER: So, if you guys haven't noticed, the stage has
changed a little bit.
We've been joined by a lot of technological devices.
So over the next 50 minutes or so, hopefully, you're going to
see a little bit about what we're doing here at Google
around some of these technologies in the cloud.
But I wanted to start off a little bit by just talking
about what is the future of work?
And we think that work is, fundamentally, changing in the
marketplace today.
The way people get things done today is different than it was
just a couple of years ago.
But that's not really a new trend, right?
Work has always changed with the pace of technology.
If you go all the way back to the quill and scroll, the
first time you had the written word, the nature of work,
fundamentally, changed.
Or the abacus, or the printing press, totally altered the
landscape of what it was people did and how they got
work done, up to the telephone.
And now you could actually have remote communication and
talk to people who weren't, physically, there.
And that's sped up the pace of work and the pace of business
pretty dramatically.
And you get to the mainframe.
And what the mainframe, the computing evolution that that
entailed, allowed for work to happen, what we could do, the
nature of business, how much information we could process,
how much we could understand about what our business was
doing changed.
And then the PC came along.
And the PC was a lot about personal liberation.
The nature of work changed.
I can now have a lot of technology, a lot of
capability as an individual at the department level.
But the interesting thing that I think is different about the
evolution with the cloud and the next generation of work is
that all of these technologies were technologies that
primarily evolved, maybe with the exception of the quill and
scroll, within the enterprise, right?
The first time you had a mainframe was in the
enterprise was-- in fact, you never got one at home.
The printing press was a technology for
business, at business.
It was an enterprise technology.
And so the nature of work evolved as the tools you used
to do that work evolved.
And so if your tools at work changed, what you did changed.
And the different thing now, with the evolution of work
that we see happening, is that the nature of work is changing
but it's being driven by technology, but not the
technology you have access to at work, the technologies you
have access to at home that have altered the global
landscape and the way people operate and communicate.
And the simple example for this is--
I think Dave asked us-- how many folks actually support
iPhone on the enterprise today?
Wow.
That's like half the audience.
And how many of those, who don't, have been asked to
support iPhone in your enterprise?
That's the other half.
Right?
Not a technology that was built for the enterprise, not
a technology that Apple particularly markets to the
enterprise, but a technology that we've seen adopted in the
enterprise because people were using it and they were
productive with it.
I'd say similar things about Android.
Does anybody here support Android in their enterprise
environment?
25%.
That's pretty good.
And how about this device?
I'm curious.
Who has iPads officially supported in their
environment?
So about 25%.
Now, of those who don't, who have been asked to support
iPads by someone in the executive management teams?
Yeah.
Most of the rest because everybody's
buying these devices.
These devices changed the way people communicate.
They changed the way people collaborate, the way people
interact with information.
But it wasn't just these technologies, right?
If you think about the first instant messaging application
that we ever had, that happened in
the consumer world.
AIM, it evolved into the corporation.
You see the people at work using AIM, and then we blocked
it trying to restrict information.
We didn't have an alternative.
The first wikis, Wikipedia, the first blogs, these were
all technologies that evolved in this consumer space.
And they changed the way that people think about
communication.
They changed the way that people think about
collaboration, but they weren't actually adopted
within the enterprise.
And I would argue that, as this consumer technology has
continued to race ahead-- and it's changing at an almost
breakneck pace--
somewhere around a decade ago enterprise
technology took a turn.
Right?
We almost stopped.
If you look at the average technology that an information
worker has access to today, it's a decade-old paradigm
You've got a PC?
It looks a lot like the laptop I had 10 years ago.
Right?
You've got Office on it.
Half the companies in the world are still running on
Office 2003, which is totally, it's literally a decade old,
not just a model, but the entire application base is
actually a decade old.
And so sometime, about a decade ago, in the enterprise
world, our technology innovation, our new
technology, stopped but the consumer world didn't.
And so consumers, our customers, have continued to
get access to new and different innovations,
technologies, ways to communicate, and they've been
asking us to bring them into the enterprise ever since.
And these technologies have fundamentally altered the
business landscape.
And, if I were to sum up in a single word what's different
about the world today because of these technologies, the
word would be speed.
Everything today happens faster.
You get information faster.
You distribute information faster.
Your customers ask for things more quickly.
Your suppliers are delivering more quickly.
The market is changing more quickly.
Everything about the way we do business happens at a
different speed, all of them.
And the challenge that we have, as businesses and as IT
professionals, is how do we enable our businesses to move
at the speed that we see global businesses, that we see
our customers, that we see our competitors moving at?
How do we enable that kind of speed within our own
enterprise?
And that's the real challenge that we have today.
And I think this breaks down in terms of the challenge that
our users face.
Because our users are now facing a different kind of
challenge based on this speed as well.
And I want to talk about three, primary areas where I
think users are facing major struggles related to this
change in technology, change in pace, of business.
The first is there's just an enormous amount of information
in the world, and we are all kind of swimming in it.
We're buried in it.
Does anybody feel this way with their email?
Sitting in this room today, is your email box going to look
nice when you get home tonight?
No?
Not so good?
A couple of quick facts.
There are now, throughout the world, 294 billion
emails sent every day.
300 billion emails, that's about 50 emails for every man,
woman and child anywhere on the planet that are being sent
around the world today.
That's astronomical.
Ten years ago, nobody got 50 emails.
And now, most of get well more than 50.
The average person gets 50.
1.2 zigabytes of digital information now
exists in the world.
Does anybody know what a zigabyte is?
A zigabyte is a billion petabytes.
A billion petabytes of information, that's an
unbelievable amount of information that we are
culling through to find what we want.
Another stat that we didn't put them on the slide here--
every minute, 24 hours of video is uploaded to YouTube.
That's the equivalent of 130,000 feature-length films
being released every week.
And that's the volume of information flowing into a
service like YouTube.
So that's the world we live in, right?
This is a massive amount of information that we're trying
to deal with.
In the corporate side, the average information worker now
spends 13 hours a week just dealing with email, just
managing their email inbox.
And that's up dramatically from just a
couple of years ago.
And this whole process of how do I deal with information?
How do I find the good information?
And so the technologies have to find a way to
help you with this.
Unfortunately, recently, they might have gone
the other way, right?
So now I'm not spending 13 hours a week on email, but how
many am I spending on Twitter, on Facebook, on Foursquare, on
instant messaging?
This is a major challenge facing all of our users.
How do we deal with this volume of information?
How do we separate the wheat from the chaff and really find
the quality information we need?
The second challenge, I would argue, is that collaboration's
become central to everything we do in business.
People often talk about the best personal productivity
tool they find.
I say what is personal today about productivity?
Everything I do requires, at least, a couple of people to
collaborate with me.
I need tools that are collaborative productivity not
personal productivity.
I think we mentioned earlier, Carson mentioned, the future
of work and that Future Foundation study that was
done, The Future of Work.
And a very interesting thing was found here.
They did a study on companies that were considered
collaborative by their employees and companies that
were considered innovative, and there was an 81%
correlation that the more collaborative your company
was, the more innovative your company was.
And in a world where everything changes at an
amazing speed, the challenge we have is how do we be more
innovative?
And the clear answer is we have to be more collaborative.
And so, as we look at technologies for our users,
what can we do to enable more collaboration with those
technologies?
How do we bring people together versus separating
them into their own personal worlds of isolated
productivity?
We need to bring more people together.
The third point, I think, for users, is that mobile work is
now becoming the norm.
And you've heard a lot about this during the panel, right?
People work--
I won't say any time, anywhere, Don, apparently
that's not the right phrase--
but people are working all the time,
almost everywhere, right?
I see people working in coffee shops.
I do work in bed.
I wake up and I read my email on my phone.
I'm not sure if that's good or bad.
My wife has determined that I'm going to be buried with my
smartphone.
I'm not sure if that's good or bad.
But everywhere you go, people are working
in different places.
And they need to be productive in those places that they are.
Interesting statistic from IBC, in the year 2013, this is
the percentage of workers in various areas that will be
mobile, that they will spend some time outside the office.
In the US and the UK that number will be north of 75% of
workers will be mobile for some portion
of their work day.
In Western Europe that percentage
will reach over 50%.
And in the broader region, Pacific region, it's a little
lower-- in the 30's.
But that means that in most of our markets the majority of
our workers spend some of their time
away from the office.
How much capability are we giving them to get work done
when they're away from the office?
Do they need a PC?
Can they get their work done on a phone?
Can they get their work done on an iPad?
How are they going to connect?
Those are major questions impacting how this will play
out in our businesses.
Another interesting fact done by iPass, one of the global
Wi-Fi providers, found that the average--
that 97% of mobile workers today carry more than two
devices with them at any particular time, right?
They've got, at least, a phone and a laptop.
More than 50% carry three or more devices.
And I, personally, carry more than three, but I'm not going
to say how many for privacy's sake.
But it's well more than three devices that I think I carry.
And probably a lot of you came to this conference with more
than a cellphone and a laptop as well.
So how do I provide access mobile-wise, but also across a
variety of devices?
I'm not having a single device as my productivity device now.
I've got four, or five, or six devices.
How do I enable work in a world where that's true?
And so, while all these technologies have raced ahead
and work has changed, our technology hasn't.
But I warn you that that's not for lack of trying by
folks in the room.
I'm not trying to point a finger and say you guys have
done a bad job.
Why haven't we enabled more productive work?
But technology has gotten very difficult, right?
As we've tried to evolve and to pull the technologies
available to solve these kinds of challenges, we ran into a
number of difficulties, right?
You look at this, it's very complex.
Can you deploy some of this stuff?
Yeah.
But there's a lot of stuff involved.
It's very expensive.
Right?
So the more I deploy, the more expensive I get.
It is not a linear scale, right?
The more I deploy, the more expensive each unit gets
because it's just more and more complexity in my
environment.
It unleashes new security vulnerabilities for my
environment.
When I put devices out there, when I've got mobile devices,
when I've got web applications, I start to
wonder how do I deal with the security of those systems?
How do I open them up to access from anywhere and yet
keep them secure?
And, finally, I think a lot of our technology resulted in a
sense of inertia.
Once you've built all this stuff up, it was really hard
to move quickly any more.
You couldn't just change things instantaneously because
you've got a lot of capital investment, a lot of time
invested, in building the infrastructure
that you have today.
And so, as we built this technology stack around us, we
ended up with complex, costly, environment that slowed us
down from moving quickly the way our users are demanding.
And, I think, the cloud provides the opportunity to
change a lot of those dynamics and provides a way for you to
provide a lot of these services to your users without
some of those challenges and difficulties.
Specifically, I think the cloud provides a lot of
flexibility--
flexibility on the server-side but also flexibility on the
client-side.
What kind of devices am I going to use to access?
Where am I going to access this from?
It's obviously low-cost, but I think that's probably the
least interesting part of the cloud today.
We also think the cloud is, fundamentally, more secure,
that security is a huge advantage of
moving to the cloud.
And, as Dave said, we'll be talking a little bit more
about the specifics of why that is later today.
And, finally, the cloud enables speed.
I think it enables speed of integration, speed of
collaboration and communication, but also a
speed of innovation.
Right?
We can update the cloud.
Google pushes code to servers, roughly, every two weeks for
most of our applications.
We're able to provide new functionality to users with no
upgrades on the client-side, no upgrades on the
server-side, just a fast pace of innovation in a way that a
traditional Legacy IT system simply cannot
provide to the business.
So we think this is going to be a large part of the
solution to the problems that have been facing IT in dealing
with how we meet the needs of our users in
this new way we work.
So, as I end here, I want to, very briefly, talk about what
Google is investing in in terms of the technologies to
provide to businesses and where we see ourselves headed
in the enterprise arena.
And I really put two layers of this.
The first is our applications.
And we think of these in three buckets, I call them ours,
yours and theirs.
So our applications that we call Google Apps.
And here we're focused on horizontally useful
communication and collaboration--
email, documents, sites, point-to-point communication
from any device.
How do we enable all the workers in your environment to
communicate and collaborate more effectively?
And that's the set of applications
we're focused on building.
The second in here is your applications.
We think the cloud brings a lot of benefits to people who
are building their own applications.
And so we have a product called Google App Engine,
Google App Engine for Business, that allows you to
develop your own applications on top of the Google stack
leveraging our scalability, and flexibility, and security
models but to have your own, custom applications.
And the third, I think Dave talked about, more than 200
applications in the Google Apps marketplace today.
How do we enable the cloud, as a place that you can go and
buy third-party applications from a variety of vendors, and
trust their security, and integrate very easily into the
applications that you're buying
from other cloud vendors?
And so, the two items on top here, we think it's very
important as we build out all three of these kinds of
applications that we enable integration to existing
on-premise systems and to other cloud providers.
Because none of this is going to work in an
isolated bubble, right?
All these systems have to talk to each other.
They have to integrate and communicate effectively, and
so we're very interested in how we enable that.
The final piece of this is, what I call, the access
technologies.
And here we're talking about Chrome, our web browser,
Chrome OS, the operating system that we think is
uniquely built for the cloud based solely around web-based
applications-- and we'll show you some
more about that tomorrow--
and in the Android mobile platform.
And so we're investing very heavily in all of these
different areas of technology, from our platform, to our
applications, to our access technologies, in trying to use
a unified cloud management platform so that you can
manage the applications, the users, and the security,
across all of these from a single place.
And we think this model provides a lot of benefits for
businesses that are adopting the cloud.
So, hopefully, that gives you a picture of where I think
we're headed.
I'm going to invite up on stage, at this time, Robin
Williamson, our Director of Engineering and Media, who can
talk a little more about how we go about building these
technologies in the Google cloud.