Girl reading book with a coffe mug

Girl reading book with a coffe mug - VMware News &amp; Stories - EMEA

VMware News &amp; Stories - EMEA

Home

Upskilling Is the Answer to Closing Tech&#8217;s Gender Gap

Sandy Hogan photo_H - VMware News &amp; Stories - EMEA

Sandy Hogan: Partner in Chief

Sandy Hogan photo_H

Podcast Raghu Raghuram CEO with IDC President - VMware News &amp; Stories - EMEA

Podcast: VMware CEO Raghu Raghuram with IDC President Crawford Del Prete

Podcast Raghu Raghuram CEO with IDC President

Cybersecurity-Predictions-2022-TWIT_800x418 - VMware News &amp; Stories - EMEA

VMware: A Look Ahead at 2022

Cybersecurity-Predictions-2022-TWIT_800x418

Professional Development programmer working in programming website a software and coding technology, writing codes and data code, Programming with HTML, PHP and javascript

Professional Development programmer working in programming website a software and coding technology, writing codes and data code, Programming with HTML, PHP and javascript - VMware News &amp; Stories - EMEA

More Secure Open Source Software: A Shared Responsibility

Abe Ankumah - VMware News &amp; Stories - EMEA

Abe Ankumah: Lifelong Learner

Abe Ankumah

Bessie Yuan_Who We Are Headshot - VMware News &amp; Stories - EMEA

Bessie Yuan: Leading With Influence

Bessie Yuan_Who We Are Headshot

Mariam - HeroImage - VMware News &amp; Stories - EMEA

Mariam Sorond: Head and Heart

Mariam &#8211; HeroImage

Transformational-Change hero - VMware News &amp; Stories - EMEA

The Terror — and Thrill — of Transformational Change

Transformational-Change hero

Operations-Led Growth HERO - VMware News &amp; Stories - EMEA

The New Frontier: Operations-Led Growth

Operations-Led Growth HERO

Mike Hayes Headshot - VMware News &amp; Stories - EMEA

Meet VMware’s New Chief Operating Officer, Mike Hayes

Mike Hayes Headshot

Charting a Path to Tomorrow’s Success HERO

Charting a Path to Tomorrow’s Success HERO - VMware News &amp; Stories - EMEA

From Vision to Reality: Charting a Path to Tomorrow’s Success

Meet VMware's new Chief Operating Officer Mike Hayes and learn how important Operations has become in driving our growth and success.

Meet VMware's new Chief Operating Officer Mike Hayes and learn how important Operations is in driving our growth and success.

VMware’s New Chief Operating Officer- VMware News &amp; Stories - EMEA

Posts

Meet VMware's new Chief Operating Officer Mike Hayes and learn how Operations has become a strategic, customer-facing and revenue-driving function.

I originally signed up for a half marathon. The 13.1-mile distance felt manageable, unlike the massive effort I imagined a full marathon would require. There was just one problem: I’ve never been good at doing things halfway.

core/paragraph

With the idea of the big race nagging at me, I decided to push my training — week by week, my runs getting longer and more frequent. Before I knew it, I felt confident enough to take on the full 26.2 miles—something that only a few months before felt impossible.

What does running a marathon have to do with business? More than you think — especially when you’re in the <a href="https://news.vmware.com/tech-innovation/terror-thrill-transformational-change" target="_blank" rel="noreferrer noopener">business of transformation</a>.

I spend a lot of time talking with VMware’s customers. Just about all of them tell me the same thing: Their company’s future success depends on having a resilient, nimble digital foundation. They’re looking for platforms and tools that can thrive amid uncertainty and flex to meet evolving demands.

Now, my team and I know most of these needs can be met by embracing multi-cloud solutions, which have customer choice and flexibility baked into their architecture. But we also know the process of implementing multi-cloud comes with its own complexity. It’s a major commitment, one that requires time, skills, and resources over the long-term. In the face of that marathon, the lure of half-measures can be strong.

In this environment, my team’s job becomes two-fold: creating a vision for the future that is compelling enough to inspire action, while also charting a realistic path to get there that feels manageable. How do we do it? The same way I eventually ran my marathon.

core/pullquote

Learn to Love the Process

core/heading

As soon as I signed up for my race, I knew I needed to make a plan. Training isn’t something you can procrastinate on. It requires consistent effort over the long-term. So, I started mapping out what the next few months would look like: the weekly mileage I would need to hit, the time it would take, the days I would run.

Broken up into smaller pieces, the impossible starts to become possible. That’s why creating a process is so important to the success of any digital transformation. When my team starts working with a customer, we spend a lot of time upfront thinking about the business outcomes they’re trying to achieve and the most efficient way of getting there. We’re also constantly looking for ways to improve our own processes so that it’s easy for our clients to onboard, find information and best practices, and get value from our services as soon as possible.

Focus on Short-term Wins

Training for a marathon is a marathon in itself — one that can feel overwhelming when you’re just starting out. That’s why I didn’t think about running 26.2 miles at first. Instead, I focused on hitting better times in my hill and speed work. I pushed to run one mile faster than the week before.

Small wins have a way of boosting your confidence and keeping you motivated over the long-term. That’s why my team and I often work with our customers to identify what workloads make the most sense to move to the cloud and in what order. By executing on specific use cases that create big value early on, we can build momentum for the larger-scale transformation we’re working towards. These customer wins also have the added benefit of keeping our own team motivated because we can see just how much our work moves the needle.

When I think back to my marathon training, one factor above all others contributed to my success: I wasn’t doing it alone. I was part of a running club that helped me keep showing up, even on the bad days. I once took a bad fall during one of my long runs, and I probably would have packed it in for the day if I’d been on my own. But my team was with me, and they inspired me to keep going. I ended up running another 10 miles.

When you’re surrounded by people you trust, just about anything is possible. I remind my team about this all the time. We’re there to be partners to our customers in their digital transformation journeys, as well as partners for each other as we do it. This is especially important when the unexpected occurs. Setbacks are inevitable when you’re trying to do big things. But they don’t have to derail progress toward bigger goals — a fact that’s a lot easier to focus on when you’re surrounded by a team that’s as invested in your success as you are.

When the day finally came and I completed my marathon, it was exhilarating. I couldn’t believe what I had achieved and how far I’d come. That’s the feeling I wish for every one of VMware’s customers when they work with us to. And my team and I are committed to delivering it.

Setbacks don’t have to derail progress — a fact that’s easier to focus on when you’re surrounded by a team that’s as invested in your success as you are.

From Vision to Reality: Charting a Path to Tomorrow’s Success - VMware

When you’re thinking about how to best grow your business, it’s easy to debate modern Product-Led Growth approaches - relying on the products themselves to draw customers - versus traditional Sales-Led Growth strategies - hinging success on the power of an effective sales force.

In leading VMware’s worldwide operations, I’ve come to believe the product-versus-sales conversation misses a critical point. High performing organizations are only high performing if they recognize the power of Operations-Led Growth.

Operations has been traditionally (and mistakenly!) dismissed as merely a lever for cost savings. Too many organizations think of operations in terms of efficiency or eliminating redundancies. Expert organizations see operations as a true growth driver. This is especially the case in today’s world, where expectations for the ease of doing business are higher than ever before, and where data is making things possible that would have felt like miracles just a few years ago.

The world doesn’t (yet) talk about Operations-Led Growth, but it is the next frontier in customer value, profit maximization and shareholder return. 

Here are four ideas to help realize the power of Operations-Led Growth.

Operations is a Goldmine for Non-Linear Growth

We all understand the big-picture goal: a business that grows exponentially. And yet, so much of our thinking on the operations side is linear in nature — needlessly capping our growth potential.

I was in a conversation recently with a CEO of a business that just hit a $1B valuation, and he was trying to figure out how many more salespeople to hire to best accelerate performance. That sounds like a simple question for sales or HR leadership, but it’s actually not. Sure, we can take the straightforward approach, evaluating revenue quota per salesperson against the amount of investment we want to make, but the smarter way to look at this question turns it into a strategic operations issue: how can we make each salesperson far more effective because of the way the rest of the business operates? 

In the end, I advised my friend that he should certainly evaluate risk and return relative to the sales force, but the focus should be on how to maximize profit regardless of the size of the sales force. Maybe what’s needed isn’t more salespeople, but better policies, processes, and technologies to leverage those salespeople exponentially, and be able to raise their quotas ever higher. 

core/list

At scale, you inevitably need to systematize — to become 2x larger, or 10x larger, you can’t grow costs (like salespeople) by 2x or 10x along the way. Instead, you need to find solutions that aren’t just good for one but good for many, and that lifts the entire organization up.

The kinds of questions my friend had to ask were ones that would affect the entire business, from end to end — and siloing them in the sales department meant missing out on tremendous opportunities. Where do those opportunities emerge from? The next three ideas provide some places to look: data, process, and the entire operations system underpinning an organization.

Operations is How You Benefit from the Data Revolution Happening Around Us

I don’t need to re-tell the consumer-first story about the power of data that pretty much everyone understands by now. Whether it’s Amazon surfacing product recommendations, Spotify knowing the music you’ll like before you’ve ever heard it, or DoorDash making it easy to add those dumplings onto your dinner order, we get it: data about the consumer leads to more consumption.

The problem is that we don’t always carry that story through to the B2B arena. It’s easy to fall into the trap of thinking the old ways are still the best ways when it comes to selling to enterprises — but data has just as much to teach us here as it does in the B2C space. Good, rich, unified data across your enterprise drives insights, and speeds and future-proofs any organization’s agility. 

Most of us understand how to use data to see where time and money are slipping through the cracks — and how to recapture those losses. But that’s just the cost-cutting side of things.

And that’s just a start. The right insights can turn IT and engineering into growth partners and not just cost centers. They can feed off the information coming back into the system and respond directly to customer needs — as long as the data is robust, accurate, and actionable. That’s what’s so critical about rich infrastructure, and why it has to be a huge focus for operations.

Operations is the Vehicle for Smart Processes — Leading to Far Stronger Outcomes

It’s popular to dismiss “process” as the gateway toward needless bureaucracy, but that’s thinking about it in exactly the wrong way. Good process doesn’t lead to more checkpoints and bottlenecks. Instead, it enables simplicity and clean workflows that eliminate as many stopping points as possible. (And simplicity scales far more effectively than complex and broken systems.)

Good process is about faster decision-making — and more principle-driven decision-making — so that even those who disagree with an outcome still trust how a choice was made and remain committed to the larger cause. Good process is also about spending less time on corporate minutiae and more time on things that matter — internally but also for customers and business partners externally.

Internally — we can go back to the sales example. Maybe salespeople are failing to optimize their efficiency because they’re spending 40% of their time on administrative work, which is not only wasteful but fails to take advantage of the skill set they were hired for. If you can put processes in place that save each salesperson six hours a week, you not only get those six hours back, but you give them each six extra hours to actually do the things they’re best at. At VMware, we’ve modeled it out - of course it depends on assumptions but a low/high sensitivity analysis shows us every day we give back to the sales force adds $2.5 to $3.2M in top line. In effect, good process frees people’s time from administrative bloat, making them happier and more productive, encouraging them to stay at your organization longer, grow their skills, and cultivate stronger talent behind them.

Externally it’s exactly the same story. Customers freed from barriers and bottlenecks can spend more time actually engaging with your brand, understanding its value, and ultimately buying more product. Why does Amazon shine? Because it’s so frictionless to buy, sell, return, track your order and so much more. But what looks effortless on the front end requires an incredible amount of coordination on the back end, between vendors, warehouses and more. It requires operations at the elite level. This is even truer — and harder to achieve — in the B2B space. We’ve all been mired in corporate processes that make procurement a nightmare. We’ve all spent hours dealing with legal, with finance, with salespeople who can’t execute what you need. Imagine if all of that went away – at least on one company’s side - and it was less of a bureaucratic nightmare to procure products and services. 

We all naturally gravitate toward pleasant experiences, especially in a world where so much is trying to grab our attention. When you make it easy for people to do business with you — an operations issue for sure — they will buy even if your product isn’t breaking new ground (but even more so if it is!). If it’s seamless and quick, growth and profit will follow.

Operations is the Glue That Fits Together the Entire Organization — Guiding Everyone in the Same Direction, Paving the Way for Growth

Organizations that don’t think strategically about their growth drivers miss the opportunity to strike the optimal balance between product-led, sales-led and operations-led growth. In essence, good operations is about the entire system working together. The reality is that the whole of an organization is greater than the sum of its parts. Siloed decision-making, siloed priorities, siloed budgets, siloed data and siloed accountability are major blockers for growth, whereas an effectively connected organization is unstoppable.

What people fail to recognize is that operational discipline is the engine of innovation. Great ideas — the kind that drive exponential growth — are too often isolated to small groups and individuals. But making ideas a reality requires the right data and the right people. On the data: good, consistent, shared data, allows everyone to see the same information, and chase the same goals — which makes it possible to streamline processes and make business easier for customers and employees alike. On the people: bringing ideas to fruition in a company requires the right people to get behind them and drive them forward — meaning cross-functional buy-in, which is only made possible when: 

Part of what creates this operational discipline is culture. We all want to build strong teams — but that’s just a buzzword. What building strong teams means in reality is an organization where everyone is focused on the same goals (the right goals!), armed with the tools to reach them, and unleashed to achieve their best. 

Good operations allow you to actually solve problems, because it means that someone is empowered to not just see a part of the picture but understand all of the details. Operations is really about seeing the system as the interconnection of technology, process, and policy, and so when issues arise, there’s someone equipped to address them.

These four ideas are just the start for an Operations-Led Growth mindset. As competition grows across industries, and as customers’ expectations for service increase, businesses who see operations as a growth driver (not just a way to trim costs) will come out on top. Operations may not grab as many headlines as new products or new tech, but in the end, it’s how you excel, and I see it as the next big difference-maker no matter your industry.

High performing organizations are only high performing if they recognize the power of Operations-Led Growth.

Mike Hayes, Chief Digital Transformation Officer at VMware discusses why organizations that recognize the power of Operations-Led Growth will come out on top.

The New Frontier: Operations-Led Growth- VMware News &amp; Stories - EMEA

We like the idea of transformational change and the better, brighter outcomes it can create. But the process of getting there? Not so much.

The Terror — and Thrill — of Transformational Change - VMware News &amp; Stories - EMEA

Welcome to VMware! You have more than 27 years of experience in the telecommunications industry across mobile, wireless, fixed, satellite and cable technologies. What brought you to VMware?

I gained much of my experience while working on the operator side. I saw what it takes to run a network and understand what operators will need to deploy future networks. I want to focus the next part of my career on creating solutions for these future needs.

VMware sits at the crossroads of many emerging technologies that will shape the future of telecommunications. Multi-cloud, disaggregation, open interfaces, and automation, to name a few. We have an opportunity to create solutions that will evolve the way we build and operate networks, as well as evolve and grow how we communicate.

The telecommunications industry has not historically been known for its pace of innovation. Do you think this is changing?

It must change and it must change quickly as more agile competitors are moving in on new markets like private networks. Take hyperscalers for instance. They can innovate and implement new technology quickly because they are starting with a blank sheet of paper. And they are partnering with telcos to gain much-needed experience in how to build and operate networks. I think these are exciting times as this kind of competition will drive innovation.

While it may seem like telcos are at a disadvantage, I think they will rise to the challenge. The way we communicate is changing and they are more familiar with current and future users. It’s not just about connecting people but also about connecting things and entities that have different needs. A new type of network is needed that is agile and can grow in a modular fashion as user demands change. New use cases mean new market opportunity. Telcos know they must move fast to take advantage of new revenue streams.

In your estimation, how are 5G rollouts going?

When the industry first started talking about 5G, we focused on outcomes in three areas:

We’ve seen progress in the first pillar. But to me, faster speeds is only unleashing a small subset of new use cases. The other two pillars – uRLLC and mMTC – will enable technologies that will change society as we know it today. These are harder to move forward faster as they require more investment from operators.

Also, when we mention 5G, we should couple it with other technological evolutions happening alongside it such as virtualization, Open RAN and edge compute-enabled architectures. We have seen new operators make strides in these areas with new networks. We have also seen existing operators make very aggressive and impressive announcements about their future plans. These investments will require a monetization plan; therefore, it’s important to identify things like the edge-native killer use case.

What is your experience as a woman in the telecommunications industry?

I consider myself fortunate to have worked at many amazing companies throughout my career. I’ve gained a variety of experience that spans many technologies. But rising as a woman in this industry is challenging.

It’s great to see companies focused on diversity, equity and inclusion (DEI) but there is a lot of work to be done. I can’t tell you how many LinkedIn messages I receive that start with “we want to talk with you because we need more women on our leadership team.” They are missing the point. I’m not interested in helping you improve a statistic. I am interested in bringing my unique experience and lens to a team. That’s the power of DEI – bringing together a group of people who represent diverse communities and perspectives.

My hope is that the work I am doing today and the challenges I have overcome will create a more inclusive workplace for my 7-year-old daughter. For most of my career, I’ve been the only woman in the room. By the time my daughter enters the workforce, I hope she is working with a much more representative group of colleagues than what I experienced.

How would you describe your leadership style?

I try to lead with empathy. Great leaders lead from the heart and not just the head. So, while much of my work must be from the head, I often remind myself I must lead from the heart. Believing in people and diversity. Mentoring and coaching others to bring their talents and value forward for their company’s and customers’ success – as well as for their own career accomplishments.

Dream Big, then Stay Curious, Be Passionate. I’ve always loved “Stay Hungry, Stay Foolish”, but believe in addition to need and openness, you must also have passion and curiosity to make the most out of life.

Mariam Sorond has joined VMware as the Chief Technology Officer of the Service Provider and Edge business unit.

Mariam Sorond has joined VMware as the Chief Technology Officer of the Service Provider and Edge business unit. Learn more about her outlook on the telco industry, her career path, and her leadership style.

Mariam Sorond has joined @VMware as the CTO of the Service Provider and Edge business unit. Learn more about her outlook on the telco industry, her career path, and her leadership style.

Bessie Yuan shares her career path to Vice President and General Manager of VMware's Greater China Region.

Bessie Yuan shares her career path and passion in helping develop more women as leaders in the community.

Bessie Yuan: Leading with Influence- VMware News &amp; Stories - EMEA

"I want to see more women pursue their passion, and to develop and invest in themselves," Bessie Yuan, @vmware VP and GM of the Greater China Region, shares. #IWD2022

Abe Ankumah talks about being executive sponsor for Black@VMware, Black History Month, VMware SASE, remote work and leadership.

Abe Ankumah talks about being executive sponsor for Black@VMware, celebrating Black History Month, leading VMware SASE and moving to remote work.

Q&A With VMware's Abe Ankumah

Abe Ankumah: Lifelong Learner - VMware News &amp; Stories - EMEA

VMware recommendations for ensuring more secure open source software through industry collaboration and public-private partnership.

Building open source software and contributing to its many communities is a big part of VMware’s engineering and innovation spirit, and we believe the way forward hinges on continued collaboration.

More Secure Open Source Software is a Shared Responsibility

VMware recommends industry collaboration to ensure source code, build, and distribution integrity in all open source software.

Happy new year, 2022! It’s time to look deep into our enterprise-technology crystal ball to see what we might expect over the coming year. But first, some context: no psychic powers are required to predict that the trend towards a multi-cloud approach will continue. Multi-cloud gives the enterprise freedom to pursue a best-of-breed cloud strategy to accelerate business transformation and innovative app development. So, we’ll look through the lens of a multi-cloud environment as we consider VMware leaders’ 2022 predictions from cloud, security, apps, and anywhere workspace. I’ll share my own prediction near the end of this post, along with one from a customer.  

corpnews-blocks/pull-quote-image

Most companies have already identified solutions for application portability across clouds (although some environments are more conducive to app migration than others). Data portability, however, remains the big challenge — and data is the fuel that propels apps. Traditional storage systems cannot deliver a cloud-like experience. They are defined by fixed hardware boundaries that confine resources. This can result in trapped data, stranded capacity, limited scalability and elasticity, complex placement decisions, and high sunrise and sunset costs. The industry’s march towards the multi-cloud/zettabyte era will only exacerbate these limitations. In the next two years, we predict that we will see the emergence of a cloud-agnostic federated data fabric, which will enable organizations to mitigate data gravity as a key inhibitor to successfully operationalizing a multi-cloud architecture. 

As organizations implement network segmentation to stop the spread of ransomware, attackers have begun to leverage trusted credentials to move freely throughout the network. With a valid set of credentials, attackers can accomplish much of their nefarious activity without raising a single alarm.  

Some of the stealthiest credential attacks use native, authorized tools like PowerShell to gain access by appearing as legitimate activity. Once an attacker can move laterally across an organization’s network, they have the “keys to the kingdom” and can access sensitive customer information and corporate proprietary data.  

Enter the double-extortion ransomware attack, in which an attacker quietly exfiltrates this sensitive information before encrypting a victim’s files and threatening to make sensitive data public. This ensures financial gain for cybercriminals who force organizations to not only pay to decrypt their files, but to prevent harmful data from being sold or publicly disclosed. 

While ransomware attacks like Kaseya and Colonial Pipeline made the nightly news this year, we think that threat actors will take this one step further in 2022 by using a double-extortion ransomware attack as a result of stolen credentials. 

The good news is that we can expect a cadre of tech companies, the open-source community, academia, cybersecurity institutions and government agencies around the world to unite to meet this challenge. We’ve done it before, and we will do it again.

We will see the emergence of tools that bring the Kubernetes (K8s) patterns to new domains —solving new problems and changing the intersection of development, security, and operations practices. K8s has proven to be successful for containerized infrastructure, but its embedded ideas have broader applicability. We will see an increasing number of systems (build systems, infrastructure management, and federated application-control planes) leverage the manifest-based model popularized by K8s. This will mean a transition to a manifest-based approach and will mark a shift from imperative DevSecOps practices to the consumption of intent-driven services that apply a declarative approach to management. This will lead to something of an inversion of IT — moving from systems that try to make sense of what is running and provide APIs to change what is running, to systems that consume manifests that represent intended state and then allow for reconciliation of actual state with intended state. This will allow them to tackle challenges in areas like AI/ML, stream-based processing, app integration and other areas without having to make significant 'full stack' investments in platforms. 

One of the major trends we predict in the end-user computing space is the broad adoption and general acceptance of password-less authentication — something we believe is a “must-have” moving forward. Most attacks can be avoided by using stronger methods of authentication. 

Password-less authentication is a type of multifactor authentication that replaces the user’s password with a different factor (typically a client-side certificate unlocked via biometrics). This would allow users to authenticate to corporate resources from a fingerprint or face scan throughout the course of a day, rather than having to remember a constantly rotating password or using an authenticator app. 

We see 2022 as the year where VPNs start to die off in huge numbers. During the course of the pandemic, companies realized that VPNs were one of their most vulnerable areas. They did not provide sufficient security for remote users who required broad access to the corporate network. Micro-perimeters, real-time security posture checks, and the wide availability of SASE offerings will be VPNs’ successors. 

Today’s multi-party enterprise workflows are fragmented and highly complex to maintain. This causes delays, increased costs and hinders innovation. Workflow data is often siloed within the enterprise — resulting in inefficient and costly steps to share and reconcile data across boundaries. This is where blockchain/digital ledger technology (DLT) enters the picture. While trendy cryptocurrencies and non-fungible tokens (NFTs) - which are also built on blockchain - capture memes and headlines, blockchain is quietly making waves in the enterprise driving real productivity. Blockchain’s real power lies in how it enables multiple parties to work together on a shared trustworthy source of data, fully and securely digitizing transactions. Maturing technologies, new delivery models, adoption of standards and the energy of an extensive and vibrant ecosystem are accelerating enterprise adoption. In 2022, we suspect that we’ll  see the value of enterprise blockchain becoming increasingly clear, as well as strong acceleration in production deployments across many industries (such as supply-chain use cases, for example), fundamentally changing the nature of doing business across organizational boundaries. In the financial-services industry, it is already meeting customers’ needs for high-frequency, complex business operations. We expect there will be an even broader enterprise blockchain adoption in 2022 and we’ll see major financial institutions more confident to deploy blockchain technology into production.  

A key area of focus for NKI will be applying AI and ML to cancer recognition through imaging and research models. It can support the automatic analysis of medical images for decision support of healthcare providers, as well as the analysis of cells to better understand the origin of cancer. 

To support researchers in conducting their work, we need a capable infrastructure for a wide variety of workloads. It must be a scalable and secure environment that supports data exchange with other institutions. We must work together to amplify our impact. Network virtualization, containerization, and sharing a single platform with workload isolation are all technologies we hope to leverage in the coming years. 

These new technological possibilities will allow researchers to work more flexibly and safely to help make our mission — a cure for every cancer — a reality in the near future.

core/separator

What do you think of the VMware leaders' predictions for 2022? Let us know and feel free to share your own predictions for the coming year.  

VMware leaders share their technology predictions for 2022 in cloud, security, apps, anywhere workspace, enterprise blockchain and more.

VMware leaders share their 2022 predictions in cloud, security, apps, anywhere workspace and enterprise blockchain.

VMware Leaders' 2022 Predictions - VMware News &amp; Stories - EMEA

Check out VMware's 2022 tech predictions featuring CTO @kitcolbert on #enterpriseblockchain, @marcfleischmann on #cloud, @_tomgillis on #security, @patelajayp on #apps, and @brianmadden on #anywhereworkspace.

In this CEO podcast, leaders from VMware and IDC tackle digital resiliency, distributed workforces and tech trends like multi-cloud and edge.

Raghuram and Del Prete tackle digital resiliency, distributed workforces and tech trends like multi-cloud and edge.

CEO Podcast: VMware's Raghu Raghuram with IDC's Crawford Del Prete

CEO Podcast: Raghu Raghuram with IDC President Crawford Del Prete

Sandy Hogan shares her thoughts on the power of choice, ways to create career success, and what being a partner means to her.

A look what brought senior vice president Sandy Hogan to VMware, how she shaped her leadership role during the pandemic and how the partner ecosystem is beneficial.

Sandy Hogan: Partner in Chief - VMware News &amp; Stories - EMEA

As the world looks for ways to get more women interested in studying STEM, India’s young women act as a shining example to follow.

Leadership Stories