In this interview from Google Cloud Next 2026, Nidhi Srivastava, vice president of the Google Cloud Business Group at Genpact, joins Pallab Deb, managing director of global partner GTM practice and product engagement at Google Cloud, to talk with theCUBE's John Furrier and co-host Alison Kosik about why reimagining business processes — not just deploying AI tools — is the defining challenge for enterprise AI transformation. Srivastava frames the partner ecosystem as a "village" where no single player holds all the answers, making deep process expertise as critical as the platform powering it. Deb draws a parallel to the ERP era, arguing that AI is restoring the primacy of functional ownership after two decades dominated by technology alone. Both guests point to finance transformation — financial planning and analysis (FP&A) and accounts payable in particular — as the breakout enterprise use case, with Genpact's "client zero" initiative serving as a proving ground for agentic workflows across supply chain and HR.
The conversation also explores what leaders consistently underestimate when starting their AI journey. Deb cautions against conflating slick demos with production-ready deployments, noting that mission-critical systems demand real engineering work that pilot environments never expose. Srivastava adds that change management and legacy data readiness are the two most overlooked obstacles — and that instrumenting AI into a human-centric process yields only marginal returns. Reimagining workflows from the ground up, including value stream mapping and persona-aligned agent design, is what separates incremental improvement from production-scale impact. The discussion closes on a forward-looking note: Genpact is shifting from FTE-based pricing to a product subscription model as AI assumes direct process execution, and Deb predicts that next year's Google Cloud Next will move beyond technology showcases to feature industry process pavilions — signaling that people and process are about to reclaim center stage from the tools themselves.
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Nidhi Srivastava, Genpact & Pallab Deb, Google Cloud
In this interview from Google Cloud Next 2026, Nidhi Srivastava, vice president of the Google Cloud Business Group at Genpact, joins Pallab Deb, managing director of global partner GTM practice and product engagement at Google Cloud, to talk with theCUBE's John Furrier and co-host Alison Kosik about why reimagining business processes — not just deploying AI tools — is the defining challenge for enterprise AI transformation. Srivastava frames the partner ecosystem as a "village" where no single player holds all the answers, making deep process expertise as cri...Read more
Nidhi Srivastava
VP, Google Cloud Business GroupGenpact
Pallab Deb
Managing Director, Global EcosystemsGoogle Cloud
In this interview from Google Cloud Next 2026, Nidhi Srivastava, vice president of the Google Cloud Business Group at Genpact, joins Pallab Deb, managing director of global partner GTM practice and product engagement at Google Cloud, to talk with theCUBE's John Furrier and co-host Alison Kosik about why reimagining business processes — not just deploying AI tools — is the defining challenge for enterprise AI transformation. Srivastava frames the partner ecosystem as a "village" where no single player holds all the answers, making deep process expertise as cri...Read more
exploreKeep Exploring
Why is the partner ecosystem important today, and how does Genpact’s process intelligence combined with Google Cloud create value for clients?add
What should organizations prioritize—people, process, or technology—when adopting AI agents or AI-driven solutions?add
Given the recent rise in acceptance of new technologies like generative AI, where should organizations start when deploying them — which business functions or use cases are the best initial targets?add
What is one thing leaders commonly underestimate when they begin an AI adoption journey?add
How is enterprise AI adoption evolving — has coding been the key inflection point that could lead to broader (agentic) adoption, and what technical or engineering challenges (e.g., context windows, memory/token costs, and human-in-the-loop integration) must be solved to apply AI to complex business processes?add
Nidhi Srivastava, Genpact & Pallab Deb, Google Cloud
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Alison Kosik
>> Welcome back to Google Cloud Next, the 26th. We are streaming live here in Las Vegas. I'm Alison Kosik alongside John Furrier. And let's get into the conversation about the power of the ecosystem, and what really is the blueprint for AI success.
John Furrier
>> Yeah, the transformation story is real. C-suite, deep tech players, developers all engaging. Business model transformation is on the table for every single company and every vertical. It's awesome.
Alison Kosik
>> Yeah, who better to bring in, but Nidhi Srivastava? I hope I pronounced that right?
Nidhi Srivastava
>> Yeah.
Alison Kosik
>> She is the Senior Vice President and head of Google Business Group, Genpact. Welcome to theCube. And Pallab Deb, Director of Global Partner GTM Practice and Product Engagement with Google Cloud. Welcome to the-
Pallab Deb
>> Good to be here, thank you.
Alison Kosik
>> Thank you. So let me start with you about what you think the power of the partner ecosystem is. Talk about your partnership and how making a blueprint for AI success is so important.
Nidhi Srivastava
>> So, I believe the partner ecosystem is now the new village wherein we work with the vision of the client. And we at Genpact are famous for process intelligence. We've been working with the business processes for our clients for many, many years. And we have a very deep understanding of what the last mile looks like for our clients. And that's part of the differentiation edge that we bring to an engagement. So when you combine that with the power of a platform like Google Cloud, it becomes a motif for success. So that's why the partnership is super important. Also, we've never seen tech change at the pace at which it is changing today.
Pallab Deb
>> Yeah.
Nidhi Srivastava
>> And that is why the village becomes so important and that's why we are all here at Next because at some level you have to hold each other's hands as you move forward. And that's what's really unfolding because nobody knows it all. And everybody is in some form or shape leaning on each other. And that's what makes the partnership real, and that's what makes it exciting as well.
Alison Kosik
>> You're the first person to say that, which that's amazing. It's a little empathy. What are your thoughts?
Pallab Deb
>> Well, I'll just go off from what you said, Nidhi. Here's the deal. I'm a little old. I've been around since the days of ERP. And if you go back to those days, John, and look at the size and composition of the team that got ERP in place, you actually had some people who were called process experts, materials management, sales and distribution. And then for a good 20 years after that, we've been all focused only on tech, mobile, data, data lake, whatever have you, but functional kind of receded to the background. I think AI is bringing all that back to the front. We see the need to have deep process awareness and understanding and ownership. That's a very vital element because when you own the process, you're also able to transform and take accountability for the outcome. You're not just advising. That's amazing. And when you marry that up with the technical stuff that Google's producing, and thank God for Google and our amazing engineers at DeepMind and in the infrastructure team, when you marry both of those things together, it's just amazing. And I think this is a great partnership where their process ownership, the depth of process at an operator level comes to bear with technology. They can actually take that and make magic happen for customers.
John Furrier
>> Well, I'm in the same age group you are, but remember people, process, and technology was always the buzzword.
Pallab Deb
>> Yep.
John Furrier
>> And that's always been the cliche, but it actually matters now.
Pallab Deb
>> It matters now.
John Furrier
>> The people are humans driving the AI agents. The technology is the full stack and the plethora of greatness coming out every 30 days. You mentioned-
Alison Kosik
>> Right....
John Furrier
>> change.
Alison Kosik
>> Right. Yeah.
John Furrier
>> I'm like, "Oh, this."
Alison Kosik
>> Yeah.
John Furrier
>> And then the process. That's the workflows. So you look at the agent conversations we're having on theCUBE across the past year, and it all comes down to end-to-end workflows, which has process. If you look at the revenue we're seeing from the results here, from the keynote and examples and other outside of next event, the people who are succeeding are targeting revenue workflows and process. So process improvement is not dead, it's just re-imagined, but it's where everyone's pointing all at the action at. That's where it's going. So, I don't think that's debatable. The question is, where do you start? What do I do first? We've seen people spray and pray, okay? And other ones be more intentional saying, "Hey, let's get some big wins. Let's solve the hardest problem." McKinsey came on and said their approach is, "What's your biggest problem that you could drive revenue from? Boom, go there." So there's different approaches. So what's your reaction to that? What would you say to that question? If that asks, "Where do I start? What do I focus on?" What would you look at?
Pallab Deb
>> Yep, you want to take it away?
Nidhi Srivastava
>> All right. So, I think, one, if we look at the last 18 to 24 months, I think people got a chance to play with tech and everybody was doing it in real time. And I think there is definitely a lot more acceptance across the board. What I mean is that the whole fear of the new tech has faded away. So I think we are clearly at the point here that we should solve the real problems. That's where my head is. You know, playing at the edge and getting used to it and feeling comfortable, we are past that point. Now, once you decide that, okay, you are going to pick a big rock, then it is a little contextual to the client. Where do they want to begin? Front office, back office, middle? And we have found in our experience working with different clients, you will be surprised, finance transformation has kind of bubbled up to the top. So one of the first agentic products that we launched from Genpact was our accounts payable AP suite, because we found the most phone for that.
John Furrier
>> FP&A is hot.
Nidhi Srivastava
>> FP&A is really hot.
John Furrier
>> FP&A is super hot right now.
Nidhi Srivastava
>> Yeah, yeah. So I will say FP&A-based supply chain, and of course, all over the world, the term, "client zero," has taken a life of its own. Each one of us is doing a client zero and there we touch all key processes that touch the employee, the whole human resource experience. So I think that's another big one that I'm beginning to see take shape.
John Furrier
>> I love the client zero thing, because I think this is why the community's so dynamic is because we are holding hands, we're crossing the bridge to the future together, and there's a communal aspect to being on the frontier. And then you call them frontier models, everyone's on the frontier. And so things are new. And so there's a lot of like peer review, peer checking in, friends. So, teamwork and partnership kind of go together. So being a teammate is great. Being a partner is great. So you put them together. There's a lot of that going on. Do you guys see that too?
Pallab Deb
>> Oh yeah. oh yeah. We see a lot of that. In fact, I'll write off a little bit on what Nidhi said. You know what McKinsey told you could just go and find the hardest problem and I'll come to how the team solves it. I would just add a little bit more color to that. Find the best, the most ardent believer at a stewardship role that can drive this, because this is not for the weak at the heart.
John Furrier
>> Skeptics. The skeptics.
Pallab Deb
>> The skeptics.
Nidhi Srivastava
>> Yes. Yeah.
John Furrier
>> The skeptics-
Pallab Deb
>> Not for the skeptic....
John Furrier
>> will block it.
Pallab Deb
>> Yep, they're going to block it.
John Furrier
>> They'll create-
Pallab Deb
>> True....
John Furrier
>> paralysis and hiding in plain sight.
Pallab Deb
>> You couldn't have said it better. Absolutely, yeah. So find the right steward. Also, find the problem that can actually be solved in a meaningful way, because quite a few things just can't be moved dramatically with agentic AI because of regulatory issues or whatever have you. So, I would just add these two flavors. But yeah, it comes down to teaming to get it done, bottom line. And-
Alison Kosik
>> What's one thing that leaders underestimate when they start this journey?
Pallab Deb
>> What do leaders underestimate? I think... Do you mind if I take that initially?
Nidhi Srivastava
>> Please, please, please go ahead.
Pallab Deb
>> I think from our vantage point where we see this happening across industries, I think people think that this is a very simple thing, because the demos and the slick demos and the slick everything-
John Furrier
>> Then the vibe coding, everyone's doing it.
Nidhi Srivastava
>> Yeah, yeah, yeah, yeah.
Pallab Deb
>> You think you can get your prompt your way out of complexity? Oh my God, don't even try. Right? We have the demos are going to show you that, that you can prompt and you can get wonderful things happen. Try doing that on top of a fairly custom SAP installation that manages your supply chain where things are mission-critical. You're probably going to need hard engineering work. And I think that's the gap between what's promised versus what it takes to get through the journey.
John Furrier
>> So production at scale is a North Star for AI workloads.
Pallab Deb
>> Yep.
John Furrier
>> Just kind of iterate and just kind of drive to that-
Pallab Deb
>> Exactly....
John Furrier
>> piece.
Pallab Deb
>> Exactly. Yeah, exactly. Get to that piece in production. You're not going to unpack the complexity in a pilot or the pilot purgatory. You've got to get out of that mess. You've got to do this with production data. You got to do this in a line of business or in an area where you have the appetite to fail, fail fast, and not bring the business down. But then you get a sense of, hey, what it takes to make this happen.
John Furrier
>> I hear a lot of people talk like this, and I even say it a bunch on theCUBE, and certainly the leaders like Jensen Huang say it all the time, adding intelligence to networking, adding intelligence to storage, adding intelligence to compute, adding intelligence to fill in the blank, whatever you can. That is what's happening. You're adding intelligence to the human and the process. The human's the user, driver of it. So you put intelligence into a process. Okay. We all probably believe that.
Pallab Deb
>> Intelligence, I'm sorry to interrupt. Intelligence and now action, right?
John Furrier
>> Action. Well-
Pallab Deb
>> Yeah....
John Furrier
>> the action should be a result. But we had some people on theCUBE comparing the old, when electricity came out that they were trying to retrofit factories for electricity, but didn't design the factory for electricity. So you're either going to be subsumed by the AI, or you're going to actually do it right.
Nidhi Srivastava
>> Yeah.
John Furrier
>> How does that relate to process? Because this is a number one question we get in this area is that, okay, I get process improvement. I can see the workflow. Check, check, check. What do I got to do to change the process without materially impacting any structural operational issues, but make it AI native?
Pallab Deb
>> Native. Yeah.
Nidhi Srivastava
>> Right. So here's what I will say. One, what people underestimate is the change management aspect. Because even with the best technology, human beings just resist change, even if it is better sometimes, because of different things. You have to learn a new way of doing things. So, I think that is somewhat as underestimated. Even in tech companies, we are rolling out so many new, new agents, new applications, and we still deal with the adopters as well as the naysayers. That transcends time.
But to your point, I think when you look at a process, it's super important to reimagine the process for AI, because throwing AI on an old process only gives you marginal improvement. And I think that's also where the business case of AI sometimes suffers, because people are just instrumenting AI into an existing process, which was not designed for AI. It was very human-centric process. So I think what our learning has been is that it is super important to do all that value stream mapping, the old way we would-
Pallab Deb
>> ....
Nidhi Srivastava
>> really look at the value stream, look at the persona. The acceptance becomes much better as you build the agent to mimic the persona, because it's just... And even your hybrid workforce then shapes up a lot better. So, I do think that spending enough time reimagining the process is critical to the scale when you're looking for success at scale.
John Furrier
>> Yeah.
Nidhi Srivastava
>> So that's critical. Sometimes it's underestimated, under-recognized, people are in a rush to implement technology. And I can tell you that there is... that the term that the next generation uses, the fear of missing out, the FOMO is at a different level. Corporates are suffering from FOMO today. So I think, yeah. So I think-
John Furrier
>> "Everyone has to use AI, or you're fired." We've heard that.
Pallab Deb
>> Yeah. Yeah, yeah, yeah, we've heard that.
John Furrier
>> And then they look at the bill. "Oh-
Pallab Deb
>> Oh, how you're using....
John Furrier
>> oh, oh boy. Oh boy." And then the demand on the infrastructure side for GPUs and TPUs and compute, still, and storage, skyrockets. So, it's an evolution.
Pallab Deb
>> Yeah.
Nidhi Srivastava
>> Yes.
Pallab Deb
>> Totally.
John Furrier
>> And it's growing fast, but it's still nascent in the enterprise. And I think one of the things we're watching is enterprise adoption. And we've seen gen one AI, RAG search, retrieve augmentation generation, marketing copy, great, check. But last year, coding really cracked the nut there, because when coding came in to the enterprise, that gets attention because, one, productivity is highlighted because engineers like to talk and they want to show their success, and you're going to quantify productivity. They're shipping product faster. It's having revenue impact. I think that's going to open the door to agentic, because it's a short hop to connect. What do you guys think about that? How does that look like? Do you have any observations around the momentum? Am I getting it right? Do you agree with that or is it too simple?
Pallab Deb
>> Yeah. I can take that, and then you can-
Nidhi Srivastava
>> Yeah, yeah....
Pallab Deb
>> jump-
Nidhi Srivastava
>> Yeah, yeah.
Pallab Deb
>> No, I think you're right. So what we saw in coding and we see, I was looking at something from the A16Z last week about the offtake of AI into different industries. Clearly software is their outlier. Everything else is a cliff after that, right?
John Furrier
>> Mm-hmm.
Pallab Deb
>> So, with that said, if we will think about bringing that into business processes, we just heard from Nidhi about the complications over there. I think there's one interesting parameter. When you do software and you're either using it for generation or for testing, whatever, your context window is what you leverage to put in your code or you ask you to generate code, and you look at that code and you better it, improve it, et cetera, and you're done. When you think about a business process, it's not as straightforward as software. There are perhaps documents, there are perhaps scripts, and there are perhaps human in the loop needed steps that are part of that. And so I think software gets us closer, but now this one needs different level of clever engineering to really materialize. I wouldn't want to, for example, I was telling somebody earlier today, that even if Google or somebody offers me a million token context window, you don't want to use that million token contact window to push 50 PDFs into the LLM. You're going to get your token usage go through the roof and that's going to blow your business case. How do you still get memory? How do you still retain-
John Furrier
>> Memory is-...
Pallab Deb
>> context?...
John Furrier
>> a huge deal.
Pallab Deb
>> Memory is a huge deal.
John Furrier
>> Not HBM, but, like, model memory.
Pallab Deb
>> Model memory. Exactly. That's the clever engineering in business process that you perhaps did not have in software. Engineering for process without burning your token count and yet getting the outcome you desired, I think that's the holy grail where companies like Genpact and others are going to be solving for.
John Furrier
>> Nidhi, talk about this, because what he's basically getting at is essentially the relationship between process and the platform intelligence to get smart about each other, knowing what to bring to the table. You basically say, "Hey, why would you want to throw all these tokens at the product? It'll just eat it up."
Pallab Deb
>> Yeah, exactly.
John Furrier
>> And what did it do? It might be marginal, or it might not have much impact. Or, targeted AI for the process, it's like right-sizing the AI for the process, which some are more complex than others.
Nidhi Srivastava
>> True, true. Absolutely. And I think we are still finding the answers, the patterns on how do you right-size AI for the process? I think we have early indicators, early results at this stage of the game. Certain things are kind of very proven. If you look at, you have assistance of all kinds. These days AI is -
John Furrier
>> What's proven in your mind? What's proven? What would it be a proven-
Nidhi Srivastava
>> So I think the consumer use of AI, it has really proven itself at some level.
John Furrier
>> Yeah, yeah. Everyone one loves it.
Nidhi Srivastava
>> It's, absolutely. It's the enterprise usage, which ... I still have questions. I do meet CIOs who are friends who are still looking for the ROI, who are still looking for a little more maturity. And that is also because they still have a legacy landscape. And so for them, how do they make the leap from their current to what the future is? That becomes a bit of a stumbling block for them. And that's when they say, "Is this ready? Is this proven?"
John Furrier
>> And it's interesting, Alison and I were talking about this, is that the Fast Follower Model in the past might not be as viable given the velocity. At the same time, laggards are probably not even going to be in the picture.
Pallab Deb
>> No.
Nidhi Srivastava
>> It's that nobody-
John Furrier
>> So there's a little bit of an urgency going on here.
Nidhi Srivastava
>> Right, right. Nobody can afford to be a laggard today, you know?
John Furrier
>> Yeah, yeah.
Nidhi Srivastava
>> Because it's an existential crisis, so nobody can be a laggard. But I still say, I'll say this, some people don't just say it enough, but apart from the change management, I think the legacy landscape and the data readiness, these are two other very significant complications.
John Furrier
>> I think the change management is right on point because that seems to be the cultural issue. You mentioned find the champion, find the steward in there, or as Theodore Roosevelt would say, "Walk softly, carry a big stick."
Pallab Deb
>> Oh yeah, there you are.
John Furrier
>> So there's a lot of leadership principles that are at risk here. We had a long shot again with McKinsey on this earlier yesterday about the management leadership style.
Pallab Deb
>> Exactly.
John Furrier
>> Everyone has you say, "Oh, you're fired." That's not a good approach. More get in like a CFO, learn, pull people across. So you're going to have skeptics in all organizations. But if the skeptics take hold, then paralysis happens. And you see sprawl and purgatory projects, pilots sitting around and then say, "Oh, it didn't work."
And so-
Pallab Deb
>> "Let's move on." Yeah....
John Furrier
>> versus, "No, it worked. We drove revenue." It's very interesting. What's your take on the leadership culture? Because I think we're seeing CFOs being much more involved, even our CUBE interviews. We would never interview CFOs before because we're not CFO magazine or they don't really... Okay. But because they're involved in budgeting and operations, the operational impact is significant. Can you guys comment on that operational impact that the C-suite is impacted by, because it's coming from the bottom up. Any thoughts on operational impact?
Pallab Deb
>> Yeah. I mean, so I think the CFO persona is very interesting. You know why? Because that's also very... You could argue that it's more deterministic than a lot of other areas of the business processes, right? Not equivalent to software where you can very clearly say it. But if you've got to close your books at the end of the month, they got to close down to the last decimal place, period. An agent or a human being has got to happen. And I see it, and the CFOs have the powers of the purse. So their ability to therefore employ the technology and see the benefit is an amazing view into how this technology can play out. So, from a view-
John Furrier
>> And their business models are changing.
Pallab Deb
>> Yeah. And the business model.
John Furrier
>> And that impacts their reporting.
Pallab Deb
>> Absolutely.
John Furrier
>> They've got to get involved.
Pallab Deb
>> Absolutely.
John Furrier
>> They've got to instrument that.
Pallab Deb
>> Absolutely. You should talk to Nidhi about how they are transforming the way they price their engagements with customers.
Nidhi Srivastava
>> Yes. Yeah.
Pallab Deb
>> That's dramatic. And the CFOs love it, I would assume.
Nidhi Srivastava
>> Yeah. So we're really moving away from FTE or a headcount-based pricing to a really product subscription-based pricing. Now that's quite a leap for what our business is, to really take it in terms of products and in terms of recurring revenue on a platform. So I think, yeah, that's a very significant change for us.
Pallab Deb
>> And John, this is remarkable in their case because they were the operators of the process. They were running that process for the last 10 years. They are now employing the technology, in some sense cannibalizing their own revenue, but then producing an outcome that the CFO is now showing around, "Look, if I can get them to produce outcome, why can't you, Mr. Supply Chain or procurement?" or somebody else?
John Furrier
>> Well, guys, it's been a great conversation. My final question to close out the show, how would you describe in a sentence Google Next this year? We've seen many years of Google rising up.
Nidhi Srivastava
>> Hm.
John Furrier
>> How would you classify this event? Give me two sentences, or three.
Nidhi Srivastava
>> You want to? Okay.
Pallab Deb
>> You are the partner.
Nidhi Srivastava
>> Okay. All right. So, I think I found Google Next this year great from the standpoint of how grounded the conversations were. And maybe it's a sign of maturing of AI. I found the keynote, and it touched on all the key points that an enterprise looks for when you look at the whole Gemini enterprise agent platform, because that's what... You need that orchestration and also the scale, the governance. And also the other thing that really resonated very well with me was the agentic data cloud, because to me, data is a big, burning issue still.
John Furrier
>> Yeah.
Nidhi Srivastava
>> You know? And so that was very good. So I really liked the real conversations.
John Furrier
>> And security, they nailed security.
Nidhi Srivastava
>> Yeah, yeah.
Pallab Deb
>> Yeah.
Nidhi Srivastava
>> Absolutely.
John Furrier
>> You've got threat intelligence merging with Wiz, that's nice.
Nidhi Srivastava
>> Yeah, yeah, absolutely.
John Furrier
>> To win the enterprise, you've got to nail security.
Nidhi Srivastava
>> Yeah.
Pallab Deb
>> Yeah.
Nidhi Srivastava
>> And then they're the whole agentic task force, and that's going to operating model and the hybrid workforce. So it was great. And of course I've been here quite a few times now. So-
John Furrier
>> All right.
Nidhi Srivastava
>> For me-
John Furrier
>> You put-...
Nidhi Srivastava
>> it's like, you know?
John Furrier
>> It was a good show.
Nidhi Srivastava
>> Yeah, yeah, yeah, no, it's like a reunion, meeting friends. You know?
John Furrier
>> Holding hands.
Alison Kosik
>> Yeah, yeah.
Nidhi Srivastava
>> Yeah, yeah, yeah. So it was... I-
Pallab Deb
>> Holding hands, .
Alison Kosik
>> all the way.
John Furrier
>> All right, you're biased, but we'll like to hear that-
Pallab Deb
>> No, I'm not-...
John Furrier
>> so, of course-...
Pallab Deb
>> biased at all, John, of course not-
John Furrier
>> Yeah, yeah, -...
Pallab Deb
>> but I'll go out on a limb here, okay?
John Furrier
>> Yeah.
Pallab Deb
>> I think here's what I feel like. I think this next is a seminal in the sense that it's kind of shown that the technology can work and will work, and that's why this whole agentic-
John Furrier
>> At scale, by the way.
Pallab Deb
>> At scale, by the way. I'm going to go out on a limb and say this is probably the last Next that talks tech. Next year I expect to see industry pavilions here, because remember P, process, people, technology, P is going to take over.
Alison Kosik
>> Oh, wow.
John Furrier
>> Yeah.
Pallab Deb
>> And I think we're going to talk a lot process next year.
John Furrier
>> Yeah. Empathy, people.
Pallab Deb
>> Yeah.
John Furrier
>> Guys, thanks so much. Appreciate it.
Pallab Deb
>> Thank you for having us.
Alison Kosik
>> Great conversation, thank you.
Nidhi Srivastava
>> Thank you. Thank you.
Alison Kosik
>> And you've been watching theCUBE, the leader in live technology coverage, we'll be right back.
Alison Kosik
John Furrier