>>Yeah, >>yeah. Hello, everyone. And welcome to the cultivating a data slowing culture. Jack, my name is Paula Johnson. I'm thought Spots head of community, and I am so excited to be your host heared at beyond. One of my favorite things about beyond is connecting with everyone and just feeling that buzz and energy from you all. So please don't be shy and engage in the chat. I'll be there shortly. We all know that when it comes to being fluent in a language, it's all about how do you take data in the sense and turn it into action? We've seen that in the hands of employees. Once they have access to this information, they are more engaged in their role. They're more productive, and most importantly, they're making better decisions. I think all of us want a little bit more of that, don't we? In today's track, you'll hear from expert partners and our customers and best practices that you could start applying to build that data. Fluent culture in your organization that we're seeing is powering the digital transformation across all industries will also discuss the role that the analysts of the future plays when it comes to this cultural shift and how important it is for diversity in data that helps us prevent bias at scale. To start us off our first session of the day is cultivating a data fluent culture, the essence and essentials. Our first speaker, CEO and founder of the Data Lodge, Valerie Logan. Valerie, Thank you for joining us today of passings over to you Now. >>Excellent. Thank you so much while it's so great to be here with the thought spot family. And there is nothing I would love to talk more about than data literacy and data fluency. And I >>just want to take a >>second and acknowledge I love how thought spot refers to this as data fluency and because I really see data literacy and fluency at, you know, either end of the same spectrum. And to mark that to commemorate that I have decorated the Scrabble board for today's occasion with fluency and literacy intersecting right at the center of the board. So with that, let's go ahead and get started and talking about how do you cultivate a data fluent culture? So in today's session, I am thrilled to be able to talk through Ah, few dynamics around what's >>going >>on in the market around this area. Who are the pioneers and what are they doing to drive data fluent culture? And what can you do about it? What are the best practices that you can apply to start this? This momentum and it's really a movement. So how do you want to play a part in this movement? So the market in the myths, um you know, it's 2020. We have had what I would call an unexpected awakening for the topic of data literacy and fluency. So let's just take a little trip down memory lane. So the last few years, data literacy and data fluency have been emerging as part of the chief data officer Agenda Analytics leaders have been looking at data culture, um, and the up skilling of the workforce as a key cornerstone to how do you create Ah, modern data and analytic strategy. But often this has been viewed as kind of just training or visualization or, um, a lot of focus on the upscaling side of data literacy. So there's >>been >>some great developments over the past few years with I was leading research at Gartner on this topic. There's other work around assessments and training Resource is. But if I'm if I'm really honest, they a lot of this has been somewhat viewed as academic and maybe a bit abstract. Enter the year 2020 where data literacy just got riel and it really can no longer be ignored. And the co vid pandemic has made this personal for all of us, not only in our work roles but in our personal lives, with our friends and families trying to make critical life decisions. So what I'd ask you to do is just to appreciate that this topic is no longer just a work thing. It is personal, and I think that's one of the ways you start to really crack. The culture code is how do you make this relevant to everyone in their personal lives? And unfortunately, cove it did that, and it has brought it to the forefront. But the challenge is how do you balance how do analytics leaders balance the need to up skill the workforce in the culture, with all of these competing needs around modernizing the platform and, um, driving trusted data and data governance? So that's what we'll be exploring is how to do this in parallel. So the very first thing that we need to do is start with the definition and I'd like to share with you how I framed data literacy for any industry across the globe. Which is first of all to appreciate that data literacy as a foundation capability has really been elevated now as >>an >>equivalent to people process and technology. And, you know, if you've been around a while, you know that classic trinity of people process and technology, It's the way that we have thought about how do you change an organization but with the digitization of our work, our lives, our society, you know anything from how do we consume information? How do we serve customers? Um, you know, we're walking sensors with our smartphones are worlds are digital now, and so data has been elevated as an equivalent Vector two people process and technology. And this is really why the role of the chief data officer in the analytics leader has been elevated to a C suite role. And it's also why data literacy and fluency is a workforce competency, not just for the specialist eso You know, I'm an old math major quant. So I've always kind of appreciated the role of data, but now it's prevalent to all right in work in life. So this >>is a >>mindset shift. And in addition to the mindset shift, let's look at what really makes up the elements of what does it mean to be data literate. So I like to call it the ability to read, write and communicate with data in context in both work in life and that it has two pieces. It has a vocabulary, so the vocabulary includes three basic sets of terms. So it includes data terms, obviously, so data sources, data attributes, data quality. There are analysis methods and concepts and terms. You know, it could be anything from, ah, bar Chart Thio, an advanced machine learning algorithm to the value drivers, right? The business acumen. What problems are resolving. So if you really break it down, it's those three sets of terms that make up the vocabulary. But it's not just the terms. It's also what we do with those terms and the skills and the skills. I like to refer to those as the acronym T T E a How do you think? How do you engage with others and how do you act or apply with data constructively? So hopefully that gives you a good basis for how we think about data literacy. And of course, the stronger you get in data literacy drives you towards higher degrees of data fluency. So I like to say we need to make this personal. And when we think about the different roles that we have in life and the different backgrounds that we bring, we think about the diversity and the inclusion of all people and all backgrounds. Diversity, to me is in addition to diversity of our gender identification, diversity of our racial backgrounds and histories. Diversity is also what is what is our work experience in our life experience. So one of the things I really like to do is to use this quote when talking about data literacy, which is we don't see things as they are. We see them as we are. So what we do is we create permission to say, you know what? It's okay that maybe you have some fear about this topic, or you may have some vulnerability around using, um you know, interactive dashboards. Um, you know, it's all about how we each come to this topic and how we support each other. So what I'd like to dio is just describe how we do that and the way that I like to teach that is this idea that we we foster data literacy by acknowledging that really, you learn this language, you learn this through embracing it, like learning a second language. So just take a second and think about you know what languages you speak right? And maybe maybe it's one. Maybe it's too often there's, you know, multiple. But you can embrace data literacy and fluency like it's a language, and somehow that creates permission for people to just say, you know, it's OK that I don't necessarily speak this language, but but I can try. So the way that we like to break this down and I call this SL information as a second language built off of the SL construct of English as a second language and it starts with that basic vocabulary, right? Every language has a vocabulary, and what I mentioned earlier in the definition is this idea that there are three basic sets of terms, value information and analysis. And everybody, when they're learning things like Stow have like a little pneumonic, right? So this is called the V A model, and you can take this and you can apply it to any use case. And you can welcome others into the conversation and say, You know, I really understand the V and the I, but I'm not a Kwan. I don't understand the A. So even just having this basic little triangle called the Via Model starts to create a frame for a shared conversation. But it's not just the vocabulary. It's also about the die elects. So if you are in a hospital, you talk about patient outcomes. If you are in insurance, you talk about underwriting and claims related outcomes. So the beauty of this language is there is a core construct for a vocabulary. But then it gets contextualized, and the beauty of that is, even if you're a classic business person that don't you don't think you're a data and analytics person. You bring something to the party. You bring something to this language, which is you understand the value drivers, so hopefully that's a good basis for you. But it's not just the language. It's also the constructs. How do you think? How do you interact and how do you add value? So here's a little double click of the T E. A acronym to show you it's Are you aware of context? So when you're watching the news, which could be interesting these days, are you actually stepping back and taking pause and saying E wonder what the source of that ISS? I wonder what the assumptions are or when you're in interacting with others. What is your degree of the ability? Thio? Tele Data story, Right? Do you have comfort and confidence interacting with others and then on the applying? This is at the end of the day, this is all about helping people make decisions. So when you're making a decision, are you being conscientious of the ethics right, the ethics or the potential bias in what you're looking at and what you're potentially doing? So I hope this provides you a nice frame. Just if you take nothing else away, take away the V A model as a way to think about a use case and application of data that there's different dialects. So when you're interacting with somebody, think of what dialect are they speaking? And then these three basic skill sets that were helping the workforce to up skill on. But the last thing is, um, you know, there's there's different levels of proficiency, and this is the point of literacy versus fluency. Depending on your role. Not everyone needs to speak data at the same level. So what we're trying to do is get everyone, at least to a shared level of conversational data, right? A basic level of foundation literacy. But based on your role, you will develop different degrees of fluency. The last point of treating this as a language is the idea that we don't just learn language through training. We learn language through interaction and experience. So I would encourage you. Just think about all what are all the different ways you can learn language and apply those to your relationship with data. Hopefully, that makes sense. Um, >>there's a >>few myths out there around this topic of data literacy, and I just want to do a little myth busting real quickly just so you can be on the lookout for these. So first of all data literacy is not about just about training. Training and assessments are certainly a cornerstone, however, when you think about developing a language, yeah, you can use a Rosetta Stone or one of those techniques, but that only gets you. So far. It's conversations you have. It's immersion. Eso keep in mind. It's not just about training. There are many ways to develop language. Secondly, data literacy is not just about internal structure, data and statistics. There are so many different types of data sets, audio, video, text, um, and so many different methods for synthesizing that content. So keep in mind, this isn't just about kind of classic data and methods. The third is visualization and storytelling are such a beautiful way to bring data literacy toe life. But it's not on Lee about visualization and storytelling, right? So there are different techniques. There are different methods on. We'll talk in a minute about health. Top Spot is embedding a lot of the data literacy capabilities into the environment. So it's not just about visualization and storytelling, and it's certainly not about making everybody a junior data scientist. The key is to identify, you know, if you are a call center representative. If you are a Knop orations manager, if you are the CEO, what is the appropriate profile of literacy and fluency for you? The last point and hopefully you get this by now is thistle is not just a work skill. And I think this is one of the best, um, services that we can provide to our employees is when you train an employee and help them up. Skill their data fluency. You're actually up Skilling, the household and their friends and their family because you're teaching them and then they can continue to teach. So at the >>end of >>the day, when we talk about what are the needs and drivers like, where's the return and what are the main objectives of, you know, having a C suite embrace state illiteracy as, ah program? There are primarily four key themes that come up that I hear all the time that I work with clients on Number one is This is how you help accelerate the shift to a data informed, insight driven culture. Or I actually like how thought spot refers to signals, right? So it's not even just insights. It's How do you distill all this noise right and and respond to the signals. But to do that collectively and culturally. Secondly, this is about unlocking what I call radical collaboration so well, while these terms often, sometimes they're viewed as, oh, we need to up skill the full population. This is as much about unlocking how data scientists, data engineers and business analysts collaborate. Right there is there is work to be done there, an opportunity there. The third is yes, we need to do this in the context of up Skilling for digital dexterity. So what I mean by that is data literacy and fluency is in the context of whole Siris of other up Skilling objectives. So becoming more agile understanding, process, automation, understanding, um, the broader ability, you know, ai and in Internet of things sensors, right? So this is part of a portfolio of up skilling. But at the end of the day, it comes down to comfort and confidence. If people are not comfortable with decision making in their role at their level in their those moments that matter, you won't get the kind of engagement. So this is also about fostering comfort and confidence. The last thing is, you know, you have so much data and analytics talent in your organization, and what we want to do is we want to maximize that talent. We really want to reduce dependency on reports and hey, can you can you put that together for me and really enable not just self service but democratizing that access and creating that freedom of access, but also freed up capacity. So if you're looking to build the case for a program, these air the primary four drivers that you can identify clear r A y and I call r o, I, I refer to are oh, I two ways return on investment and also risk of ignoring eso. You gotta be careful. You ignore these. They're going to come back to haunt you later. Eso Hopefully this helps you build the case. So let's take a look at what is a data literacy program. So it's one thing to say, Yeah, that sounds good, but how do you collectively and systemically start to enable this culture change? So, in pioneering data literacy programs, I like to call a data literacy program a commitment. Okay, this is an intentional commitment to up skill, the workforce in the culture, and there's really three pieces to that. The first is it has to be scoped to say we are about enabling the full potential of all associates. And sometimes some of my clients are extending that beyond the virtual walls of their organization to say S I'm working with a U. S. Federal agency. They're talking about data literacy for citizens, right, extending it outside the wall. So it's really about all your constituents on day and associates. Secondly, it is about fostering shared language and the modern data literacy abilities. The third is putting a real focus on what are the moments that matter. So with any kind of heavy change program, there's always a risk that it can. It can get very vague. So here's some examples of the moments that you're really trying to identify in the moments that matter. We do that through three things. I'll just paint those real quick. One is engagement. How do you engage with the leaders? How do you develop community and how do you drive communications? Secondly, we do that through development. We do that through language development, explicitly self paced learning and then of course, broader professional development and training. The third area enablement. This one is often overlooked in any kind of data literacy program. And this is where Thought spot is driving innovation left and right. This is about augmentation of the experience. So if we expect data literacy and data fluency to be developed Onley through training and not augmenting the experience in the environment, we will miss a huge opportunity. So thought spot one. The announcement yesterday with search assist. This is a beautiful example of how we are augmenting guided data literacy, right to support unending user in asking data rich questions and to not expect them to have to know all the forms and features is no different than how a GPS does not tell you. Latitude, longitude, a GPS tells you, Turn left, turn right. So the ability to augment that the way that thought spot does is so powerful. And one of my clients calls it data literacy by design. So how are we in designing that into the environment? And at the end of the day, the last and fourth lever of how you drive a program is you've gotta have someone orchestrating this change. So there is a is an art and a science to data literacy program development. So a couple of examples of pioneers So one pioneer nationwide building society, um, incredible work on how they are leveraging thought spot In particular, Thio have conversations with data. They are creating frictionless voyages with data, and they're using the spot I Q tool to recommend personalized insight. Right? This is an example of that enablement that I was just explaining. Second example, Red hat red hat. They like to describe this as going farther faster than with a small group of experts. They also refer to it as supporting data conversations again with that idea of language. So what's the difference between pioneers and procrastinators? Because what I'm seeing in the market right now is we've got these frontline pioneers who are driving these programs. But then there's kind of a d i Y do it yourself mentality going on. So I just wanted to share what I'm observing as this contrast. So procrastinators are kind of thinking I have no idea where they even start with us, whereas pioneers air saying, you know what, this is absolutely central. Let's figure it out procrastinators are saying. You know what? This probably isn't the right time for this program. Other things are more important and pioneers air like you know what? We don't have an option fast forward a year from now. Do we really think this is gonna organically change? This is pervasive to everything we dio procrastinators. They're saying I don't even know who to put in charge for this. And pioneers there saying this needs a lead. This needs someone focusing on it and a network of influencers. And then finally, procrastinators, They're generally going, you know, we're just gonna wing this and we'll just we'll stand up in academy. We'll put some courses together and pioneers air saying, You know what? We need to work smart. We need a launch, We need a leverage and we need to scale. So I hope that this has inspired you that, you know, there really are many ways to go forward, as FDR said, and only one way of standing still. So not taking an action is a choice. And there were, you know, it does have impact. So a couple of just quick things to wrap up one is how do you get started with the data literacy program, so I recommend seven steps. Who's your sponsor and who is the lead craft? Your case for change. Make it explicit. Developed that narrative craft a blueprint that's scalable but that has an initial plan where data literacy is part of not separate. Run some pilot workshops. These can be so fun and you can tackle the fear and vulnerability concern with really going after, Like how? How do we speak data across different diverse parts of the team. Thes are so fun. And what I find is when I teach people how to run a workshop like this, they absolutely want to repeat it and they get demand for more and more workshops launch pragmatically, right? We don't have any time or energy for big, expansive programs. Identify some quick winds, ignite the grassroots movement, low cost. There are many ways to do that. Engage the influencers right, ignite this bottom up movement and find ways to welcome all to the party. And then finally, you gotta think about scale right over time. This is a partnership with learning and development partnership with HR. This becomes the fabric of how do you onboard people. How do you sustain people? How do you develop? So the last thing I wanted to just caution you on is there's a few kind of big mistakes in this area. One is you have to be clear on what you're solving for, right? What does this really mean? What does it look like? What are the needs and drivers? Where is this being done? Well, today, to be very clear on what you're solving for secondly, language matters, right? If if that has not been clear, language is the common thread and it is the basis for literacy and fluency. Third, going it alone. If you try to tackle this and try to wing it. Google searching data literacy You will spend your time and energy, which is as precious of a currency as your money on efforts that, um, take more time. And there is a lot to be leveraged through through various partnerships and leverage of your vendor providers like thought spot. Last thing. A quick story. Um, over 100 years ago, Ford Motor Company think about think about who the worker population was in the plants. They were immigrants coming from all different countries having different native languages. What was happening in the environment in the plants is they were experiencing significant safety issues and efficiency issues. The root issue was lack of a shared language. I truly believe that we're at the same moment where we're lacking a shared language around data. So what Ford did was they created the Ford English school and they started to nurture that shared language. And I believe that that's exactly what we're doing now, right? So I couldn't I couldn't leave this picture, though, and not acknowledge. Not a lot of diversity in that room. So I know we would have more diversity now if we brought everyone together. But I just hope that this story resonates with you as the power of language as a foundation for growing literacy and fluency >>for joining us. We're actually gonna be jumping into the next section, so grab a quick water break, but don't wander too far. You definitely do not want to miss the second session of today. We're going to be exploring how to scale the impact and how to become a change agent in your organization and become that analysts of the future. So season

>> Live from Orlando, Florida, it's theCUBE. Covering Cisco Live, 2018. Brought to you by Cisco, NetApp and theCUBE's ecosystem partnership. >> Welcome back everyone. This is theCUBE's live coverage here in Orlando, Florida for Cisco Live 2018. I'm John Furrier with theCUBE. Stu Miniman is my co-host. Three days, we're in our third day. Our next guest, Lee Howard, Chief Technologist Global Industry Solutions and Alliances at NetApp. Welcome to theCUBE, good to see you again. >> Oh, absolutely love any chance I get to hang out with you two, so. >> Love the technologist angle because I gotta ask you first questions. Cisco really kinda put the hard stake in the ground in their opening keynote. Old way, an architecture slide. Everyone's like "Oh yeah, a slide, yeah, firewall." New way, circle, cloud, a lot of services. They recognize the world's changed. Network's not going away, you guys are in the storage business, that's not going but it's changing. What's the key change that your customers and your Cisco, the customers, should know about going on right now that they should pay attention to? >> Yeah, I think from NetApp's perspective, the big focal area we have is turning the corner that we're no longer an infrastructure or a hardware provider. We're data management, we're software driven. And I think that story, if you've been watching us on Wall Street, has resonated very well, very positively received, but it's not just more architecture We're really rearranging ourselves, putting our money where our mouth is, and the focal point going forward is you know, how do we change from a mean time between failure as the measuring stick to mean time to resolution? How do we do it more intuitive, you know? The messaging here at Cisco Live has been absolutely around that, of how do we do policy-driven automation? How do we do so in an intuitive fashion? And then have the adaptability to where it's not a three or five year refresh cycle, but how are we continually developing and delivering insights and helping improve environments on a daily basis? >> One of the things that's pretty consistent we're seeing is obviously, as the market understands what you guys are doing you guys have been doing this for a while. We've been following NetApp. You were doing cloud very early on with AWS. Certainly, you're very customer-driven as well. But you're seeing some change happen because of the scale aspect with the cloud, change is constant. So really having managing the change with the tech is critical. And that's more software science. Can you just share your vision on that? Because to have evolutionary change from a scale standpoint, meaning not the same as it was yesterday, more data growing, what is the core tenets of the architecture? What should customers be thinking about? Because if change is the constant, the tech can't be a one size fits all, what's going on? What makes this model work for you guys? >> We have more key constituents out there than what we did five years ago. And so, in that comes more concerns, more factors on how we need to do our development cycles going forward. And so instead of this, you know, every three years there's a refresh and that's our big update push, we're on a six month cadence. And if you look from, you know, ONTAP moving from 8.x to 9.1 we're seeing, at times, 40% improvement. That customer has purchased nothing, that environment has changed zero. But we're continuing to develop a better product on a software-based developmental scale rather than, you know, having to wait for the hardware to get swapped out. And I think that's where we're seeing a lot of success. >> One follow up question, so before, I know Stu's got a question, I'll get in there, but how has that changed your relationship to the customers? What has changed, 'cause we know the old way, what's the new engagement model with the customers? >> There were absolutely growing pains because, you know, there was perceptions out there whenever George first took us down this road that you guys are old guard, you know, you're a filer company and that's it. And it took a while to gain the credibility to be able to enter into these newer conversations and really be up-leveled, higher up in the org chart to be able to say, you know, this no longer just an execution partner. We're a strategic partner to really be able to go to market with and build that out. And it's that data pipeline from edge to core to cloud with an application pipeline on top of it. I view it like a utility grid within a city. You know, if you walk into any room in that city, you flip on a light switch, you expect for that light to turn on and illuminate the room like the top of my head is in this environment right now. But, you know, it's understanding that you have to have that data availability regardless of who your constituency is out there. And from, you know, our sensor endpoint, be that a person, be it a device, to where that is consumed, that entire continuum, we're the only people out there that are going to be able to deliver that in as efficient way and as seamlessly as we do. >> Yeah, Lee, and I love the vision that you talk about there. We're talking about multi-cloud, IoT, it's not the network appliance that I knew of 20 years ago. Help connect the dots for us. Because when I look at the Cisco NetApp partnership, the biggest piece of that is FlexPod, and many people will be like, "oh Flexpod has been around for eight years, "I take filers, I take networking, I take servers, "I wrap 'em all up together, put together a solution." It's simple, but, you know, maybe not, you know, it's not multi-cloud, it doesn't fit into some of these new paradigms. Where's the modern applications? Where is the multi-cloud? How does the software message and, you know, this convergent infrastructure solution fit together? >> We've got kind of three real key constituents that you have to be able to deliver a solution to nowadays. You've got the traditional IT curators and stewards, you've got the software devs, and you have operations. And if you can go through and find ways for them to collaborate and speak the same language, it comes down to a dialect. And if you can be that Rosetta Stone, to be the translation layer between those, that's how businesses can start planning and taking you going forward. So, yeah, we're gonna have those traditional pieces of the stack that are gonna be in there. Those are necessities. But it's layering in the, you know, app dynamics from Cisco and giving folks a way to say, here is what our growth plan needs to be to start migrating to the cloud. You have our partnerships that we've set up with AWS, Amazon, Google Cloud. You have Cisco's partnerships that they've set up there to where, you know, they're choosing to run NFS on us. You know, we're getting pulled into deals on that. >> Yeah, no, I love that. One of the patterns we've been seeing from customers is step one is you have to modernize the platform and that has to have a lot of the same pieces of what I'm doing if I'm in public cloud. And then I can modernize the applications on top of it. >> And the refactoring of those applications as you're evaluating that, is I don't wanna just bolt on a capability. I want to extend my existing presence out into this new realm. And I think that's been the delineating factor whatever you're looking at, it's not a heavy lift from adding proficiencies. You're just changing the location where you're executing your applications. >> Lee, I wanna get your thoughts on the tech, now you mentioned before that you guys are changing your relationships, certainly you have a technology advantage, there's some good tech there, hardware and software, even though you're emphasizing more software, but there's also now business impact. You're now becoming a business partner. And there's, I won't say business technology, but there's the outcomes are driving everything if it's the system holistically with cloud. So, in the successful models today, open source has proven through generations that co-development has become a very big part of today's collaboration where you don't have to have the other guy to lose to win. >> Yes. >> And, so collaboration and co-creation is a big part of why DevNet's successful. >> Absolutely. >> A big why cloud is successful, open source is successful, you guys are kind of alliance program that requires integration. You have that kind of a posture there. What's the secret sauce for you guys going forward? How do you see the trajectory of the alliances, the partners? 'Cause at the end of the day, integration becomes critical. >> Absolutely. >> The cloud, what's your vision on this direction? >> So we had to take a step back and really get to know who we were at the time. And there was a mentality of make the world NetApp. And we wanted to be disruptive as much as possible, and you can't have the monarchies of IT anymore. It has to be a democracy. You have to have a coalition of folks that are bringing best of breed to bear and especially in the open source model out there, you're getting new titles, new ways of being able to innovate that are being posted daily and curated daily. So if we can be that common broker between these, it's no longer a layer one through four conversation. It's not layer one through seven. It's that layer eight, speaking the dialect of the end user, and if you can articulate those eight layers and be able to do so in a way saying that, you know, we're great at what we do, we also need you to be great as well and put that best foot forward and be that willing partner. You find that if you can be at the central junction point of that, that, you know, the rest of the business, the rest of the org starts going and then that message really starts resonating. >> So the next question I wanna ask you is obviously enabling technology is kind of what you're getting at, let's have that enablement where people can do development whatever that is, solution and/or code or whatever it could be. What should people know about NetApp? What's the one thing or few things that makes NetApp an enabling capability for this new world order that's happening around this new development environment? >> Well, I think it's the focus that's out there that, you know, we're not trying to push a box or a skew. We are a portfolio company with a lot of different ways to be able to consume, and the focus has always been on the end user. How do you want to interface with your data on a day-to-day basis? And then collecting the feedback loops. I think that's something a lot of companies out there want to pontificate and force solutions out there. Ours are how can we co-opt together? You know, we're taking a lesson. >> So the data is the key? >> The data is the key. And if you can rally around that and pool the right resources together, I think you end up with a solution that everybody's able to get ahead with. >> Lee, one of the areas where that's critically important is IoT. >> Yes. >> Most customers we talked to, they're early in the discussions, some of them are rolling out, a lot of listening, a lot of figuring out, lot of diversity in what people are doing. Where are the customers at and how is NetApp engaging? >> Well, you're finding that you're not, you know, ten years ago, you would go very deep into one specific vertical and that's how solutions were set up. That's completely fell on its side to where we're seeing machine learning IoT as a data pipeline that's going horizontal and going across all customers out there, and those that it's either you are above the line and you're taking advantage of this or you're gonna be fledgling in two to three years. And so, where we're really wanting to go with this is articulating from that end point, you can get into ONTAP, and you're able to carry this and go regardless of where you need to execute those applications. And we've got co-opt with Jasper, we have co-opt with Kinetic from Cisco to help securely onboard that data at the edge, at the fog, depending on what the use case is. And then being able to normalize it and be able to move it, sort it, curate it, and move, because data, right now, I mean, that's the new oil. And so if you can combine that and turn it into information which is adding understanding to that data, you've got a recipe to really start delivering as I said in the keynote out there, it's changing the I in IT from information to innovation. It's innovation technology. >> What's the data-driven story? Obviously, data-driven has been around, it's been one of those things that's kind of in, like, digital transformation. It's been kicked around as a, you know, management practice and also a technical architecture concept. You talked about data-driven in your talk here at Cisco Live. What did you talk about in your session? >> Yeah, the big focal point out there was that there are new IT imperatives that require us to change the way that we approach defining problems. And if you can change the way that you define a problem, it's gonna set you on the road to come up with a more intuitive solution. And so going through, we've got use cases of hospitals that are out there where readmission rates are being dropped. Sepsis mortality rates are being dropped. Because we're no longer having a bifunctional area or bidepartmental silo in environments. We're trying to go through and shatter silos out there so that we have a good standard platform for information sharing. You know, consumer or patient, regardless of where you're at, that value chain of how they're able to get data from source to innovation has been the primary focal point of what we've been driving towards. >> Lee, thanks for coming on theCUBE. We really appreciate your insight. Very candid, very direct and articulate on that app. I gotta ask you the question around the show, for the people that couldn't make Orlando this year, what's the big story coming out of Cisco Live? You know, if you step back and look down at the show, what's the big story? >> I mean, we're coming off of five back-to-back quarters of double-digit growth according to IDC, and so, you know, there's a trajectory, but we're wanting to get to that next gear and ramp up. So you've heard some of the other of my party come on here and speak of managed private cloud, talk about, you know, the industry focus and I think what you're gonna see out of us is continuing to be that data authority, but doing so in an easy to consume fashion so that, you know, the layperson out there is gonna be able to garner the same insights the way that, you know, any large industry player would be able to as well. It's the democratization of data. >> Democratization of data. Lee Howard, Chief Technologist in theCUBE breaking it down for you. I'm John Furrier, Stu Miniman, more coverage, stay with us as we are going into the end of day three coming up. Stay with us. We'll be back with more after this short break. (upbeat music)

[Music] [Music] [Music] [Music] [Music] [Music] that will be successful in the 21st century [Music] being open is really important because it comes with a lot of trust the open-source community now has matured so much and that contribution from the community is really driving innovation [Music] but what's really exciting is the change that we've seen in our teams not only the way they collaborate but the way they operate in the way they work [Music] I think idea is everything ideas can change the way you see things open-source is more than a license it's actually a way of operating [Music] ladies and gentlemen please welcome Red Hat president and chief executive officer Jim Whitehurst [Music] all right well welcome to day two at the Red Hat summit I'm amazed to see this many people here at 8:30 in the morning given the number of people I saw pretty late last night out and about so thank you for being here and have to give a shout out speaking of power participation that DJ is was Mike Walker who is our global director of open innovation labs so really enjoyed that this morning was great to have him doing that so hey so day one yesterday we had some phenomenal announcements both around Red Hat products and things that we're doing as well as some great partner announcements which we found exciting I hope they were interesting to you and I hope you had a chance to learn a little more about that and enjoy the breakout sessions that we had yesterday so yesterday was a lot about the what with these announcements and partnerships today I wanted to spin this morning talking a little bit more about the how right how do we actually survive and thrive in this digitally transformed world and to some extent the easy parts identifying the problem we all know that we have to be able to move more quickly we all know that we have to be able to react to change faster and we all know that we need to innovate more effectively all right so the problem is easy but how do you actually go about solving that right the problem is that's not a product that you can buy off the shelf right it is a capability that you have to build and certainly it's technology enabled but it's also depends on process culture a whole bunch of things to figure out how we actually do that and the answer is likely to be different in different organizations with different objective functions and different starting points right so this is a challenge that we all need to feel our way to an answer on and so I want to spend some time today talking about what we've seen in the market and how people are working to address that and it's one of the reasons that the summit this year the theme is ideas worth it lorring to take us back on a little history lesson so two years ago here at Moscone the theme of the summit was the power of participation and then I talked a lot about the power of groups of people working together and participating are able to solve problems much more quickly and much more effectively than individuals or even individual organizations working by themselves and some of the largest problems that we face in technology but more broadly in the world will ultimately only be solved if we effectively participate and work together then last year the theme of the summit was the impact of the individual and we took this concept of participation a bit further and we talked about how participation has to be active right it's a this isn't something where you can be passive that you can sit back you have to be involved because the problem in a more participative type community is that there is no road map right you can't sit back and wait for an edict on high or some central planning or some central authority to tell you what to do you have to take initiative you have to get involved right this is a active participation sport now one of the things that I talked about as part of that was that planning was dead and it was kind of a key my I think my keynote was actually titled planning is dead and the concept was that in a world that's less knowable when we're solving problems in a more organic bottom-up way our ability to effectively plan into the future it's much less than it was in the past and this idea that you're gonna be able to plan for success and then build to it it really is being replaced by a more bottom-up participative approach now aside from my whole strategic planning team kind of being up in arms saying what are you saying planning is dead I have multiple times had people say to me well I get that point but I still need to prepare for the future how do I prepare my organization for the future isn't that planning and so I wanted to spend a couple minutes talk a little more detail about what I meant by that but importantly taking our own advice we spent a lot of time this past year looking around at what our customers are doing because what a better place to learn then from large companies and small companies around the world information technology organizations having to work to solve these problems for their organizations and so our ability to learn from each other take the power of participation an individual initiative that people and organizations have taken there are just so many great learnings this year that I want to get a chance to share I also thought rather than listening to me do that that we could actually highlight some of the people who are doing this and so I do want to spend about five minutes kind of contextualizing what we're going to go through over the next hour or so and some of the lessons learned but then we want to share some real-world stories of how organizations are attacking some of these problems under this how do we be successful in a world of constant change in uncertainty so just going back a little bit more to last year talking about planning was dead when I said planning it's kind of a planning writ large and so that's if you think about the way traditional organizations work to solve problems and ultimately execute you start off planning so what's a position you want to get to in X years and whether that's a competitive strategy in a position of competitive advantage or a certain position you want an organizational function to reach you kind of lay out a plan to get there you then typically a senior leaders or a planning team prescribes the sets of activities and the organization structure and the other components required to get there and then ultimately execution is about driving compliance against that plan and you look at you say well that's all logical right we plan for something we then figure out how we're gonna get there we go execute to get there and you know in a traditional world that was easy and still some of this makes sense I don't say throw out all of this but you have to recognize in a more uncertain volatile world where you can be blindsided by orthogonal competitors coming in and you the term uber eyes you have to recognize that you can't always plan or know what the future is and so if you don't well then what replaces the traditional model or certainly how do you augment the traditional model to be successful in a world that you knows ambiguous well what we've heard from customers and what you'll see examples of this through the course of this morning planning is can be replaced by configuring so you can configure for a constant rate of change without necessarily having to know what that change is this idea of prescription of here's the activities people need to perform and let's lay these out very very crisply job descriptions what organizations are going to do can be replaced by a greater degree of enablement right so this idea of how do you enable people with the knowledge and things that they need to be able to make the right decisions and then ultimately this idea of execution as compliance can be replaced by a greater level of engagement of people across the organization to ultimately be able to react at a faster speed to the changes that happen so just double clicking in each of those for a couple minutes so what I mean by configure for constant change so again we don't know exactly what the change is going to be but we know it's going to happen and last year I talked a little bit about a process solution to that problem I called it that you have to try learn modify and what that model try learn modify was for anybody in the app dev space it was basically taking the principles of agile and DevOps and applying those more broadly to business processes in technology organizations and ultimately organizations broadly this idea of you don't have to know what your ultimate destination is but you can try and experiment you can learn from those things and you can move forward and so that I do think in technology organizations we've seen tremendous progress even over the last year as organizations are adopting agile endeavor and so that still continues to be I think a great way for people to to configure their processes for change but this year we've seen some great examples of organizations taking a different tack to that problem and that's literally building modularity into their structures themselves right actually building the idea that change is going to happen into how you're laying out your technology architectures right we've all seen the reverse of that when you build these optimized systems for you know kind of one environment you kind of flip over two years later what was the optimized system it's now called a legacy system that needs to be migrated that's an optimized system that now has to be moved to a new environment because the world has changed so again you'll see a great example of that in a few minutes here on stage next this concept of enabled double-clicking on that a little bit so much of what we've done in technology over the past few years has been around automation how do we actually replace things that people were doing with technology or augmenting what people are doing with technology and that's incredibly important and that's work that can continue to go forward it needs to happen it's not really what I'm talking about here though enablement in this case it's much more around how do you make sure individuals are getting the context they need how are you making sure that they're getting the information they need how are you making sure they're getting the tools they need to make decisions on the spot so it's less about automating what people are doing and more about how can you better enable people with tools and technology now from a leadership perspective that's around making sure people understand the strategy of the company the context in which they're working in making sure you've set the appropriate values etc etc from a technology perspective that's ensuring that you're building the right systems that allow the right information the right tools at the right time to the right people now to some extent even that might not be hard but when the world is constantly changing that gets to be even harder and I think that's one of the reasons we see a lot of traction and open source to solve these problems to use flexible systems to help enterprises be able to enable their people not just in it today but to be flexible going forward and again we'll see some great examples of that and finally engagement so again if execution can't be around driving compliance to a plan because you no longer have this kind of Cris plan well what do leaders do how do organizations operate and so you know I'll broadly use the term engagement several of our customers have used this term and this is really saying well how do you engage your people in real-time to make the right decisions how do you accelerate a pace of cadence how do you operate at a different speed so you can react to change and take advantage of opportunities as they arise and everywhere we look IT is a key enabler of this right in the past IT was often seen as an inhibitor to this because the IT systems move slower than the business might want to move but we are seeing with some of these new technologies that literally IT is becoming the enabler and driving the pace of change back on to the business and you'll again see some great examples of that as well so again rather than listen to me sit here and theoretically talk about these things or refer to what we've seen others doing I thought it'd be much more interesting to bring some of our partners and our customers up here to specifically talk about what they're doing so I'm really excited to have a great group of customers who have agreed to stand in front of 7,500 people or however many here this morning and talk a little bit more about what they're doing so really excited to have them here and really appreciate all them agreeing to be a part of this and so to start I want to start with tee systems we have the CEO of tee systems here and I think this is a great story because they're really two parts to it right because he has two perspectives one is as the CEO of a global company itself having to navigate its way through digital disruption and as a global cloud service provider obviously helping its customers through this same type of change so I'm really thrilled to have a del hasta li join me on stage to talk a little bit about T systems and what they're doing and what we're doing jointly together so Adelle [Music] Jim took to see you Adele thank you for being here you for having me please join me I love to DJ when that fantastic we may have to hire him no more events for events where's well employed he's well employed though here that team do not give him mics activation it's great to have you here really do appreciate it well you're the CEO of a large organization that's going through this disruption in the same way we are I'd love to hear a little bit how for your company you're thinking about you know navigating this change that we're going through great well you know key systems as an ICT service provider we've been around for decades I'm not different to many of our clients we had to change the whole disruption of the cloud and digitization and new skills and new capability and agility it's something we had to face as well so over the last five years and especially in the last three years we invested heavily invested over a billion euros in building new capabilities building new offerings new infrastructures to support our clients so to be very disruptive for us as well and so and then with your customers themselves they're going through this set of change and you're working to help them how are you working to help enable your your customers as they're going through this change well you know all of them you know in this journey of changing the way they run their business leveraging IT much more to drive business results digitization and they're all looking for new skills new ideas they're looking for platforms that take them away from traditional waterfall development that takes a year or a year and a half before they see any results to processes and ways of bringing applications in a week in a month etcetera so it's it's we are part of that journey with them helping them for that and speaking of that I know we're working together and to help our joint customers with that can you talk a little bit more about what we're doing together sure well you know our relationship goes back years and years with with the Enterprise Linux but over the last few years we've invested heavily in OpenShift and OpenStack to build peope as layers to build you know flexible infrastructure for our clients and we've been working with you we tested many different technology in the marketplace and been more successful with Red Hat and the stack there and I'll give you an applique an example several large European car manufacturers who have connected cars now as a given have been accelerating the applications that needed to be in the car and in the past it took them years if not you know scores to get an application into the car and today we're using open shift as the past layer to develop to enable these DevOps for these companies and they bring applications in less than a month and it's a huge change in the dynamics of the competitiveness in the marketplace and we rely on your team and in helping us drive that capability to our clients yeah do you find it fascinating so many of the stories that you hear and that we've talked about with with our customers is this need for speed and this ability to accelerate and enable a greater degree of innovation by simply accelerating what what we're seeing with our customers absolutely with that plus you know the speed is important agility is really critical but doing it securely doing it doing it in a way that is not gonna destabilize the you know the broader ecosystem is really critical and things like GDP are which is a new security standard in Europe is something that a lot of our customers worry about they need help with and we're one of the partners that know what that really is all about and how to navigate within that and use not prevent them from using the new technologies yeah I will say it isn't just the speed of the external but the security and the regulation especially GDR we have spent an hour on that with our board this week there you go he said well thank you so much for being here really to appreciate the work that we're doing together and look forward to continued same here thank you thank you [Applause] we've had a great partnership with tea systems over the years and we've really taken it to the next level and what's really exciting about that is you know we've moved beyond just helping kind of host systems for our customers we really are jointly enabling their success and it's really exciting and we're really excited about what we're able to to jointly accomplish so next i'm really excited that we have our innovation award winners here and we'll have on stage with us our innovation award winners this year our BBVA dnm IAG lasat Lufthansa Technik and UPS and yet they're all working in one for specific technology initiatives that they're doing that really really stand out and are really really exciting you'll have a chance to learn a lot more about those through the course of the event over the next couple of days but in this context what I found fascinating is they were each addressing a different point of this configure enable engage and I thought it would be really great for you all to hear about how they're experimenting and working to solve these problems you know real-time large organizations you know happening now let's start with the video to see what they think about when they think about innovation I define innovation is something that's changing the model changing the way of thinking not just a step change improvement not just making something better but actually taking a look at what already exists and then putting them together in new and exciting lives innovation is about to build something nobody has done before historically we had a statement that business drives technology we flip that equation around an IT is now demonstrating to the business at power of technology innovation desde el punto de vista de la tecnología supone salir de plataform as proprietary as ADA Madero cloud basado an open source it's a possibility the open source que no parameter no sir Kamala and I think way that for me open-source stands for flexibility speed security the community and that contribution from the community is really driving innovation innovation at a pace that I don't think our one individual organization could actually do ourselves right so first I'd like to talk with BBVA I love this story because as you know Financial Services is going through a massive set of transformations and BBVA really is at the leading edge of thinking about how to deploy a hybrid cloud strategy and kind of modular layered architecture to be successful regardless of what happens in the future so with that I'd like to welcome on stage Jose Maria Rosetta from BBVA [Music] thank you for being here and congratulations on your innovation award it's been a pleasure to be here with you it's great to have you hi everybody so Josemaria for those who might not be familiar with BBVA can you give us a little bit of background on your company yeah a brief description BBVA is is a bank as a financial institution with diversified business model and that provides well financial services to more than 73 million of customers in more than 20 countries great and I know we've worked with you for a long time so we appreciate that the partnership with you so I thought I'd start with a really easy question for you how will blockchain you know impact financial services in the next five years I've gotten no idea but if someone knows the answer I've got a job for him for him up a pretty good job indeed you know oh all right well let me go a little easier then so how will the global payments industry change in the next you know four or five years five years well I think you need a a Weezer well I tried to make my best prediction means that in five years just probably will be five years older good answer I like that I always abstract up I hope so I hope so yah-yah-yah hope so good point so you know immediately that's the obvious question you have a massive technology infrastructure is a global bank how do you prepare yourself to enable the organization to be successful when you really don't know what the future is gonna be well global banks and wealth BBBS a global gam Bank a certain component foundations you know today I would like to talk about risk and efficiency so World Bank's deal with risk with the market great the operational reputational risk and so on so risk control is part of all or DNA you know and when you've got millions of customers you know efficiency efficiency is a must so I think there's no problem with all these foundations they problem the problem analyze the problems appears when when banks translate these foundations is valued into technology so risk control or risk management avoid risk usually means by the most expensive proprietary technology in the market you know from one of the biggest software companies in the world you know so probably all of you there are so those people in the room were glad to hear you say that yeah probably my guess the name of those companies around San Francisco most of them and efficiency usually means a savory business unit as every department or country has his own specific needs by a specific solution for them so imagine yourself working in a data center full of silos with many different Hardware operating systems different languages and complex interfaces to communicate among them you know not always documented what really never documented so your life your life in is not easy you know in this scenario are well there's no room for innovation so what's been or or strategy be BES ready to move forward in this new digital world well we've chosen a different approach which is quite simple is to replace all local proprietary system by a global platform based on on open source with three main goals you know the first one is reduce the average transaction cost to one-third the second one is increase or developers productivity five times you know and the third is enable or delete the business be able to deliver solutions of three times faster so you're not quite easy Wow and everything with the same reliability as on security standards as we've got today Wow that is an extraordinary set of objectives and I will say their world on the path of making that successful which is just amazing yeah okay this is a long journey sometimes a tough journey you know to be honest so we decided to partnership with the with the best companies in there in the world and world record we think rate cut is one of these companies so we think or your values and your knowledge is critical for BBVA and well as I mentioned before our collaboration started some time ago you know and just an example in today in BBVA a Spain being one of the biggest banks in in the country you know and using red hat technology of course our firm and fronting architecture you know for mobile and internet channels runs the ninety five percent of our customers request this is approximately 3,000 requests per second and our back in architecture execute 70 millions of business transactions a day this is almost a 50% of total online transactions executed in the country so it's all running yes running I hope so you check for you came on stage it's I'll be flying you know okay good there's no wood up here to knock on it's been a really great partnership it's been a pleasure yeah thank you so much for being here thank you thank you [Applause] I do love that story because again so much of what we talk about when we when we talk about preparing for digital is a processed solution and again things like agile and DevOps and modular izing components of work but this idea of thinking about platforms broadly and how they can run anywhere and actually delivering it delivering at a scale it's just a phenomenal project and experience and in the progress they've made it's a great team so next up we have two organizations that have done an exceptional job of enabling their people with the right information and the tools they need to be successful you know in both of these cases these are organizations who are under constant change and so leveraging the power of open-source to help them build these tools to enable and you'll see it the size and the scale of these in two very very different contexts it's great to see and so I'd like to welcome on stage Oh smart alza' with dnm and David Abraham's with IAG [Music] Oh smart welcome thank you so much for being here Dave great to see you thank you appreciate you being here and congratulations to you both on winning the Innovation Awards thank you so Omar I really found your story fascinating and how you're able to enable your people with data which is just significantly accelerated the pace with which they can make decisions and accelerate your ability to to act could you tell us a little more about the project and then what you're doing Jim and Tina when the muchisimas gracias por ever say interesado pono true projecto [Music] encargado registry controller las entradas a leda's persona por la Frontera argentina yo sé de dos siento treinta siete puestos de contrôle tienen lo largo de la Frontera tanto area the restreamer it EEMA e if looool in dilute ammonia shame or cinta me Jonas the tránsito sacra he trod on in another Fronteras dingus idea idea de la Magneto la cual estamos hablando la Frontera cantina tienen extension the kin same in kilo metros esto es el gada mint a maje or allege Estancia kaeun a poor carretera a la co de mexico con el akka a direction emulation s 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others in 2016 we shifted to a more preventive and predictive paradigm that is how Sam's the system for migration analysis was created with red hats great assistance and support this allowed us to tackle the challenge of integrating multiple and varied issues legal issues police databases national and international security organizations like Interpol API advanced passenger information and PNR passenger name record this involved starting private cloud with OpenShift Rev data virtualization cloud forms and fuse that were the basis to develop Sam and implementing machine learning models and artificial intelligence our analysts consulted a number of systems and other manual files before 2016 4 days for each person entering or leaving the country so this has allowed us to optimize our decisions making them in real time each time Sam is consulted it processes patterns of over two billion data entries Sam's aim is to improve the quality of life of our citizens and visitors making sure that crime doesn't pierce our borders in an environment of analytic evolution and constant improvement in essence Sam contributes toward Argentina being one of the leaders in Latin America in terms of immigration with our new system great thank you and and so Dave tell us a little more about the insurance industry and the challenges in the EU face yeah sure so you know in the insurance industry it's a it's been a bit sort of insulated from a lot of major change in disruption just purely from the fact that it's highly regulated and the cost of so that the barrier to entry is quite high in fact if you think about insurance you know you have to have capital reserves to protect against those major events like floods bush fires and so on but the whole thing is a lot of change there's come in a really rapid pace I'm also in the areas of customer expectations you know customers and now looking and expecting for the same levels of flexibility and convenience that they would experience with more modern and new startups they're expecting out of the older institutions like banks and insurance companies like us so definitely expecting the industry to to be a lot more adaptable and to better meet their needs I think the other aspect of it really is in the data the data area where I think that the donor is now creating a much more significant connection between organizations in a car summers especially when you think about the level of devices that are now enabled and the sheer growth of data that's that that's growing at exponential rates so so that the impact then is that the systems that we used to rely on are the technology we used to rely on to be able to handle that kind of growth no longer keeps up and is able to to you know build for the future so we need to sort of change that so what I G's really doing is transform transforming the organization to become a lot more efficient focus more on customers and and really set ourselves up to be agile and adaptive and so ya know as part of your Innovation Award that the specific set of projects you tied a huge amount of different disparate systems together and with M&A and other you have a lot to do there to you tell us a little more about kind of how you're able to better respond to customer needs by being able to do that yeah no you're right so we've we've we're nearly a hundred year old company that's grown from lots of merger and acquisition and just as a result of that that means that data's been sort of spread out and fragmented across multiple brands and multiple products and so the number one sort of issue and problem that we were hearing was that it was too hard to get access to data and it's highly complicated which is not great from a company from our perspective really because because we are a data company right that's what we do we we collect data about people what they what's important to them what they value and the environment in which they live so that we can understand that risk and better manage and protect those people so what we're doing is we're trying to make and what we have been doing is making data more open and accessible and and by that I mean making data more of easily available for people to use it to make decisions in their day-to-day activity and to do that what we've done is built a single data platform across the group that unifies the data into a single source of truth that we can then build on top of that single views of customers for example that puts the right information into the into the hands of the people that need it the most and so now why does open source play such a big part in doing that I know there are a lot of different solutions that could get you there sure well firstly I think I've been sauce has been k2 these and really it's been key because we've basically started started from scratch to build this this new next-generation data platform based on entirely open-source you know using great components like Kafka and Postgres and airflow and and and and and then fundamentally building on top of red Red Hat OpenStack right to power all that and they give us the flexibility that we need to be able to make things happen much faster for example we were just talking to the pivotal guys earlier this week here and some of the stuff that we're doing they're they're things quite interesting innovative writes even sort of maybe first in the world where we've taken the older sort of appliance and dedicated sort of massive parallel processing unit and ported that over onto red Red Hat OpenStack right which is now giving us a lot more flexibility for scale in a much more efficient way but you're right though that we've come from in the past a more traditional approach to to using vendor based technology right which was good back then when you know technology solutions could last for around 10 years or so on and and that was fine but now that we need to move much faster we've had to rethink that and and so our focus has been on using you know more commoditized open source technology built by communities to give us that adaptability and sort of remove the locking in there any entrenchment of technology so that's really helped us but but I think that the last point that's been really critical to us is is answering that that concern and question about ongoing support and maintenance right so you know in a regular environment the regulator is really concerned about anything that could fundamentally impact business operation and and so the question is always about what happens when something goes wrong who's going to be there to support you which is where the value of the the partnership we have with Red Hat has really come into its own right and what what it's done is is it's actually giving us the best of both worlds a means that we can we can leverage and use and and and you know take some of the technology that's being developed by great communities in the open source way but also partner with a trusted partner in red had to say you know they're going to stand behind that community and provide that support when we needed the most so that's been the kind of the real value out of that partnership okay well I appreciate I love the story it's how do you move quickly leverage the power community but do it in a safe secure way and I love the idea of your literally empowering people with machine learning and AI at the moment when they need it it's just an incredible story so thank you so much for being here appreciate it thank you [Applause] you know again you see in these the the importance of enabling people with data and in an old-world was so much data was created with a system in mind versus data is a separate asset that needs to be available real time to anyone is a theme we hear over and over and over again and so you know really looking at open source solutions that allow that flexibility and keep data from getting locked into proprietary silos you know is a theme that we've I've heard over and over over the past year with many of our customers so I love logistics I'm a geek that way I come from that background in the past and I know that running large complex operations requires flawless execution and that requires great data and we have two great examples today around how to engage own organizations in new and more effective ways in the case of lufthansa technik literally IT became the business so it wasn't enabling the business it became the business offering and importantly went from idea to delivery to customers in a hundred days and so this theme of speed and the importance of speed it's a it's a great story you'll hear more about and then also at UPS UPS again I talked a little earlier about IT used to be kind of the long pole in the tent the thing that was slow moving because of the technology but UPS is showing that IT can actually drive the business and the cadence of business even faster by demonstrating the power and potential of technology to engage in this case hundreds of thousands of people to make decisions real-time in the face of obviously constant change around weather mechanicals and all the different things that can happen in a large logistics operation like that so I'd like to welcome on stage to be us more from Lufthansa Technik and Nick Castillo from ups to be us welcome thank you for being here Nick thank you thank you Jim and congratulations on your Innovation Awards oh thank you it's a great honor so to be us let's start with you can you tell us a little bit more about what a viet are is yeah avatars are a digital platform offering features like aircraft condition analytics reliability management and predictive maintenance and it helps airlines worldwide to digitize and improve their operations so all of the features work and can be used separately or generate even more where you burn combined and finally we decided to set up a viet as an open platform that means that we avoid the whole aviation industry to join the community and develop ideas on our platform and to be as one of things i found really fascinating about this is that you had a mandate to do this at a hundred days and you ultimately delivered on it you tell us a little bit about that i mean nothing in aviation moves that fast yeah that's been a big challenge so in the beginning of our story the Lufthansa bot asked us to develop somehow digital to win of an aircraft within just hundred days and to deliver something of value within 100 days means you cannot spend much time and producing specifications in terms of paper etc so for us it was pretty clear that we should go for an angel approach and immediately start and developing ideas so we put the best experts we know just in one room and let them start to work and on day 2 I think we already had the first scribbles for the UI on day 5 we wrote the first lines of code and we were able to do that because it has been a major advantage for us to already have four technologies taken place it's based on open source and especially rated solutions because we did not have to waste any time setting up the infrastructure and since we wanted to get feedback very fast we were certainly visited an airline from the Lufthansa group already on day 30 and showed them the first results and got a lot of feedback and because from the very beginning customer centricity has been an important aspect for us and changing the direction based on customer feedback has become quite normal for us over time yeah it's an interesting story not only engaging the people internally but be able to engage with a with that with a launch customer like that and get feedback along the way as it's great thing how is it going overall since launch yeah since the launch last year in April we generated much interest in the industry as well from Airlines as from competitors and in the following month we focused on a few Airlines which had been open minded and already advanced in digital activities and we've got a lot of feedback by working with them and we're able to improve our products by developing new features for example we learned that data integration can become quite complex in the industry and therefore we developed a new feature called quick boarding allowing Airlines to integrate into the via table platform within one day using a self-service so and currently we're heading for the next steps beyond predictive maintenance working on process automation and prescriptive prescriptive maintenance because we believe prediction without fulfillment still isn't enough it really is a great example of even once you're out there quickly continuing to innovate change react it's great to see so Nick I mean we all know ups I'm still always blown away by the size and scale of the company and the logistics operations that you run you tell us a little more about the project and what we're doing together yeah sure Jim and you know first of all I think I didn't get the sportcoat memo I think I'm the first one up here today with a sport coat but you know first on you know on behalf of the 430,000 ups was around the world and our just world-class talented team of 5,000 IT professionals I have to tell you we're humbled to be one of this year's red hat Innovation Award recipients so we really appreciate that you know as a global logistics provider we deliver about 20 million packages each day and we've got a portfolio of technologies both operational and customer tech and another customer facing side the power what we call the UPS smart logistics network and I gotta tell you innovations in our DNA technology is at the core of everything we do you know from the ever familiar first and industry mobile platform that a lot of you see when you get delivered a package which we call the diad which believe it or not we delivered in 1992 my choice a data-driven solution that drives over 40 million of our my choice customers I'm whatever you know what this is great he loves logistics he's a my choice customer you could be one too by the way there's a free app in the App Store but it provides unmatched visibility and really controls that last mile delivery experience so now today we're gonna talk about the solution that we're recognized for which is called site which is part of a much greater platform that we call edge which is transforming how our package delivery teams operate providing them real-time insights into our operations you know this allows them to make decisions based on data from 32 disparate data sources and these insights help us to optimize our operations but more importantly they help us improve the delivery experience for our customers just like you Jim you know on the on the back end is Big Data and it's on a large scale our systems are crunching billions of events to render those insights on an easy-to-use mobile platform in real time I got to tell you placing that information in our operators hands makes ups agile and being agile being able to react to changing conditions as you know is the name of the game in logistics now we built edge in our private cloud where Red Hat technologies play a very important role as part of our overage overarching cloud strategy and our migration to agile and DevOps so it's it's amazing it's amazing the size and scale so so you have this technology vision around engaging people in a more effect way those are my word not yours but but I'd be at that's how it certainly feels and so tell us a little more about how that enables the hundreds of thousands people to make better decisions every day yep so you know we're a people company and the edge platform is really the latest in a series of solutions to really empower our people and really power that smart logistics network you know we've been deploying technology believe it or not since we founded the company in 1907 we'll be a hundred and eleven years old this August it's just a phenomenal story now prior to edge and specifically the syphon ishutin firm ation from a number of disparate systems and reports they then need to manually look across these various data sources and and frankly it was inefficient and prone to inaccuracy and it wasn't really real-time at all now edge consumes data as I mentioned earlier from 32 disparate systems it allows our operators to make decisions on staffing equipment the flow of packages through the buildings in real time the ability to give our people on the ground the most up-to-date data allows them to make informed decisions now that's incredibly empowering because not only are they influencing their local operations but frankly they're influencing the entire global network it's truly extraordinary and so why open source and open shift in particular as part of that solution yeah you know so as I mentioned Red Hat and Red Hat technology you know specifically open shift there's really core to our cloud strategy and to our DevOps strategy the tools and environments that we've partnered with Red Hat to put in place truly are foundational and they've fundamentally changed the way we develop and deploy our systems you know I heard Jose talk earlier you know we had complex solutions that used to take 12 to 18 months to develop and deliver to market today we deliver those same solutions same level of complexity in months and even weeks now openshift enables us to container raise our workloads that run in our private cloud during normal operating periods but as we scale our business during our holiday peak season which is a very sure window about five weeks during the year last year as a matter of fact we delivered seven hundred and sixty-two million packages in that small window and our transactions our systems they just spiked dramatically during that period we think that having open shift will allow us in those peak periods to seamlessly move workloads to the public cloud so we can take advantage of burst capacity economically when needed and I have to tell you having this flexibility I think is key because you know ultimately it's going to allow us to react quickly to customer demands when needed dial back capacity when we don't need that capacity and I have to say it's a really great story of UPS and red hat working you together it really is a great story is just amazing again the size and scope but both stories here a lot speed speed speed getting to market quickly being able to try things it's great lessons learned for all of us the importance of being able to operate at a fundamentally different clock speed so thank you all for being here very much appreciated congratulate thank you [Applause] [Music] alright so while it's great to hear from our Innovation Award winners and it should be no surprise that they're leading and experimenting in some really interesting areas its scale so I hope that you got a chance to learn something from these interviews you'll have an opportunity to learn more about them you'll also have an opportunity to vote on the innovator of the year you can do that on the Red Hat summit mobile app or on the Red Hat Innovation Awards homepage you can learn even more about their stories and you'll have a chance to vote and I'll be back tomorrow to announce the the summit winner so next I like to spend a few minutes on talking about how Red Hat is working to catalyze our customers efforts Marko bill Peter our senior vice president of customer experience and engagement and John Alessio our vice president of global services will both describe areas in how we are working to configure our own organization to effectively engage with our customers to use open source to help drive their success so with that I'd like to welcome marquel on stage [Music] good morning good morning thank you Jim so I want to spend a few minutes to talk about how we are configured how we are configured towards your success how we enable internally as well to work towards your success and actually engage as well you know Paul yesterday talked about the open source culture and our open source development net model you know there's a lot of attributes that we have like transparency meritocracy collaboration those are the key of our culture they made RedHat what it is today and what it will be in the future but we also added our passion for customer success to that let me tell you this is kind of the configuration from a cultural perspective let me tell you a little bit on what that means so if you heard the name my organization is customer experience and engagement right in the past we talked a lot about support it's an important part of the Red Hat right and how we are configured we are configured probably very uniquely in the industry we put support together we have product security in there we add a documentation we add a quality engineering into an organization you think there's like wow why are they doing it we're also running actually the IT team for actually the product teams why are we doing that now you can imagine right we want to go through what you see as well right and I'll give you a few examples on how what's coming out of this configuration we invest more and more in testing integration and use cases which you are applying so you can see it between the support team experiencing a lot what you do and actually changing our test structure that makes a lot of sense we are investing more and more testing outside the boundaries so not exactly how things must fall by product management or engineering but also how does it really run in an environment that you operate we run complex setups internally right taking openshift putting in OpenStack using software-defined storage underneath managing it with cloud forms managing it if inside we do that we want to see how that works right we are reshaping documentation console to kind of help you better instead of just documenting features and knobs as in how can how do you want to achieve things now part of this is the configuration that are the big part of the configuration is the voice of the customer to listen to what you say I've been here at Red Hat a few years and one of my passion has always been really hearing from customers how they do it I travel constantly in the world and meet with customers because I want to know what is really going on we use channels like support we use channels like getting from salespeople the interaction from customers we do surveys we do you know we interact with our people to really hear what you do what we also do what maybe not many know and it's also very unique in the industry we have a webpage called you asked reacted we show very transparently you told us this is an area for improvement and it's not just in support it's across the company right build us a better web store build us this we're very transparent about Hades improvements we want to do with you now if you want to be part of the process today go to the feedback zone on the next floor down and talk to my team I might be there as well hit me up we want to hear the feedback this is how we talk about configuration of the organization how we are configured let me go to let me go to another part which is innovation innovation every day and that in my opinion the enable section right we gotta constantly innovate ourselves how do we work with you how do we actually provide better value how do we provide faster responses in support this is what we would I say is is our you know commitment to innovation which is the enabling that Jim talked about and I give you a few examples which I'm really happy and it kind of shows the open source culture at Red Hat our commitment is for innovation I'll give you good example right if you have a few thousand engineers and you empower them you kind of set the business framework as hey this is an area we got to do something you get a lot of good IDs you get a lot of IDs and you got a shape an inter an area that hey this is really something that brings now a few years ago we kind of said or I say is like based on a lot of feedback is we got to get more and more proactive if you customers and so I shaped my team and and I shaped it around how can we be more proactive it started very simple as in like from kbase articles or knowledgebase articles in getting started guys then we started a a tool that we put out called labs you've probably seen them if you're on the technical side really taking small applications out for you to kind of validate is this configured correctly stat configure there was the start then out of that the ideas came and they took different turns and one of the turns that we came out was right at insights that we launched a few years ago and did you see the demo yesterday that in Paul's keynote that they showed how something was broken with one the data centers how it was applied to fix and how has changed this is how innovation really came from the ground up from the support side and turned into something really a being a cornerstone of our strategy and we're keeping it married from the day to day work right you don't want to separate this you want to actually keep that the data that's coming from the support goes in that because that's the power that we saw yesterday in the demo now innovation doesn't stop when you set the challenge so we did the labs we did the insights we just launched a solution engine called solution engine another thing that came out of that challenge is in how do we break complex issues down that it's easier for you to find a solution quicker it's one example but we're also experimenting with AI so insights uses AI as you probably heard yesterday we also use it internally to actually drive faster resolution we did in one case with a a our I bought basically that we get to 25% faster resolution on challenges that you have the beauty for you obviously it's well this is much faster 10% of all our support cases today are supported and assisted by an AI now I'll give you another example of just trying to tell you the innovation that comes out if you configure and enable the team correctly kbase articles are knowledgebase articles we q8 thousands and thousands every year and then I get feedback as and while they're good but they're in English as you can tell my English is perfect so it's not no issue for that but for many of you is maybe like even here even I read it in Japanese so we actually did machine translation because it's too many that we can do manually the using machine translation I can tell it's a funny example two weeks ago I tried it I tried something from English to German I looked at it the German looked really bad I went back but the English was bad so it really translates one to one actually what it does but it's really cool this is innovation that you can apply and the team actually worked on this and really proud on that now the real innovation there is not these tools the real innovation is that you can actually shape it in a way that the innovation comes that you empower the people that's the configure and enable and what I think is all it's important this don't reinvent the plumbing don't start from scratch use systems like containers on open shift to actually build the innovation in a smaller way without reinventing the plumbing you save a lot of issues on security a lot of issues on reinventing the wheel focus on that that's what we do as well if you want to hear more details again go in the second floor now let's talk about the engage that Jim mentioned before what I translate that engage is actually engaging you as a customer towards your success now what does commitment to success really mean and I want to reflect on that on a traditional IT company shows up with you talk the salesperson solution architect works with you consulting implements solution it comes over to support and trust me in a very traditional way the support guy has no clue what actually was sold early on it's what happens right and this is actually I think that red had better that we're not so silent we don't show our internal silos or internal organization that much today we engage in a way it doesn't matter from which team it comes we have a better flow than that you deserve how the sausage is made but we can never forget what was your business objective early on now how is Red Hat different in this and we are very strong in my opinion you might disagree but we are very strong in a virtual accounting right really putting you in the middle and actually having a solution architect work directly with support or consulting involved and driving that together you can also help us in actually really embracing that model if that's also other partners or system integrators integrate put yourself in the middle be around that's how we want to make sure that we don't lose sight of the original business problem trust me reducing the hierarchy or getting rid of hierarchy and bureaucracy goes a long way now this is how we configured this is how we engage and this is how we are committed to your success with that I'm going to introduce you to John Alessio that talks more about some of the innovation done with customers thank you [Music] good morning I'm John Alessio I'm the vice president of Global Services and I'm delighted to be with you here today I'd like to talk to you about a couple of things as it relates to what we've been doing since the last summit in the services organization at the core of everything we did it's very similar to what Marco talked to you about our number one priority is driving our customer success with red hat technology and as you see here on the screen we have a number of different offerings and capabilities all the way from training certification open innovation labs consulting really pairing those capabilities together with what you just heard from Marco in the support or cee organization really that's the journey you all go through from the beginning of discovering what your business challenge is all the way through designing those solutions and deploying them with red hat now the highlight like to highlight a few things of what we've been up to over the last year so if I start with the training and certification team they've been very busy over the last year really updating enhancing our curriculum if you haven't stopped by the booth there's a preview for new capability around our learning community which is a new way of learning and really driving that enable meant in the community because 70% of what you need to know you learned from your peers and so it's a very key part of our learning strategy and in fact we take customer satisfaction with our training and certification business very seriously we survey all of our students coming out of training 93% of our students tell us they're better prepared because of red hat training and certification after Weeds they've completed the course we've updated the courses and we've trained well over a hundred and fifty thousand people over the last two years so it's a very very key part of our strategy and that combined with innovation labs and the consulting operation really drive that overall journey now we've been equally busy in enhancing the system of enablement and support for our business partners another very very key initiative is building out the ecosystem we've enhanced our open platform which is online partner enablement network we've added new capability and in fact much of the training and enablement that we do for our internal consultants our deal is delivered through the open platform now what I'm really impressed with and thankful for our partners is how they are consuming and leveraging this material we train and enable for sales for pre-sales and for delivery and we're up over 70% year in year in our partners that are enabled on RedHat technology let's give our business partners a round of applause now one of our offerings Red Hat open innovation labs I'd like to talk a bit more about and take you through a case study open innovation labs was created two years ago it's really there to help you on your journey in adopting open source technology it's an immersive experience where your team will work side-by-side with Red Hatters to really propel your journey forward in adopting open source technology and in fact we've been very busy since the summit in Boston as you'll see coming up on the screen we've completed dozens of engagements leveraging our methods tools and processes for open innovation labs as you can see we've worked with large and small accounts in fact if you remember summit last year we had a European customer easier AG on stage which was a startup and we worked with them at the very beginning of their business to create capabilities in a very short four-week engagement but over the last year we've also worked with very large customers such as Optim and Delta Airlines here in North America as well as Motability operations in the European arena one of the accounts I want to spend a little bit more time on is Heritage Bank heritage Bank is a community owned bank in Toowoomba Australia their challenge was not just on creating new innovative technology but their challenge was also around cultural transformation how to get people to work together across the silos within their organization we worked with them at all levels of the organization to create a new capability the first engagement went so well that they asked us to come in into a second engagement so I'd like to do now is run a video with Peter lock the chief executive officer of Heritage Bank so he can take you through their experience Heritage Bank is one of the country's oldest financial institutions we have to be smarter we have to be more innovative we have to be more agile we had to change we had to find people to help us make that change the Red Hat lab is the only one that truly helps drive that change with a business problem the change within the team is very visible from the start to now we've gone from being separated to very single goal minded seeing people that I only ever seen before in their cubicles in the room made me smile programmers in their thinking I'm now understanding how the whole process fits together the productivity of IT will change and that is good for our business that's really the value that were looking for the Red Hat innovation labs for us were a really great experience I'm not interested in running an organization I'm interested in making a great organization to say I was pleasantly surprised by it is an understatement I was delighted I love the quote I was delighted makes my heart warm every time I see that video you know since we were at summit for those of you who are with us in Boston some of you went on our hardhat tours we've opened three physical facilities here at Red Hat where we can conduct red head open Innovation Lab engagements Singapore London and Boston were all opened within the last physical year and in fact our site in Boston is paired with our world-class executive briefing center as well so if you haven't been there please do check it out I'd like to now talk to you a bit about a very special engagement that we just recently completed we just recently completed an engagement with UNICEF the United Nations Children's Fund and the the purpose behind this engagement was really to help UNICEF create an open-source platform that marries big data with social good the idea is UNICEF needs to be better prepared to respond to emergency situations and as you can imagine emergency situations are by nature unpredictable you can't really plan for them they can happen anytime anywhere and so we worked with them on a project that we called school mapping and the idea was to provide more insights so that when emergency situations arise UNICEF could do a much better job in helping the children in the region and so we leveraged our Red Hat open innovation lab methods tools processes that you've heard about just like we did at Heritage Bank and the other accounts I mentioned but then we also leveraged Red Hat software technologies so we leveraged OpenShift container platform we leveraged ansible automation we helped the client with a more agile development approach so they could have releases much more frequently and continue to update this over time we created a continuous integration continuous deployment pipeline we worked on containers and container in the application etc with that we've been able to provide a platform that is going to allow for their growth to better respond to these emergency situations let's watch a short video on UNICEF mission of UNICEF innovation is to apply technology to the world's most pressing problems facing children data is changing the landscape of what we do at UNICEF this means that we can figure out what's happening now on the ground who it's happening to and actually respond to it in much more of a real-time manner than we used to be able to do we love working with open source communities because of their commitment that we should be doing good for the world we're actually with red hat building a sandbox where universities or other researchers or data scientists can connect and help us with our work if you want to use data for social good there's so many groups out there that really need your help and there's so many ways to get involved [Music] so let's give a very very warm red hat summit welcome to Erica kochi co-founder of unicef innovation well Erica first of all welcome to Red Hat summit thanks for having me here it's our pleasure and thank you for joining us so Erica I've just talked a bit about kind of what we've been up to and Red Hat services over the last year we talked a bit about our open innovation labs and we did this project the school mapping project together our two teams and I thought the audience might find it interesting from your point of view on why the approach we use in innovation labs was such a good fit for the school mapping project yeah it was a great fit for for two reasons the first is values everything that we do at UNICEF innovation we use open source technology and that's for a couple of reasons because we can take it from one place and very easily move it to other countries around the world we work in 190 countries so that's really important for us not to be able to scale things also because it makes sense we can get we can get more communities involved in this and look not just try to do everything by ourselves but look much open much more openly towards the open source communities out there to help us with our work we can't do it alone yeah and then the second thing is methodology you know the labs are really looking at taking this agile approach to prototyping things trying things failing trying again and that's really necessary when you're developing something new and trying to do something new like mapping every school in the world yeah very challenging work think about it 190 countries Wow and so the open source platform really works well and then the the rapid prototyping was really a good fit so I think the audience might find it interesting on how this application and this platform will help children in Latin America so in a lot of countries in Latin America and many countries throughout the world that UNICEF works in are coming out of either decades of conflict or are are subject to natural disasters and not great infrastructure so it's really important to a for us to know where schools are where communities are well where help is needed what's connected what's not and using a overlay of various sources of data from poverty mapping to satellite imagery to other sources we can really figure out what's happening where resources are where they aren't and so we can plan better to respond to emergencies and to and to really invest in areas that are needed that need that investment excellent excellent it's quite powerful what we were able to do in a relatively short eight or nine week engagement that our two teams did together now many of your colleagues in the audience are using open source today looking to expand their use of open source and I thought you might have some recommendations for them on how they kind of go through that journey and expanding their use of open source since your experience at that yeah for us it was it was very much based on what's this gonna cost we have limited resources and what's how is this gonna spread as quickly as possible mm-hmm and so we really asked ourselves those two questions you know about 10 years ago and what we realized is if we are going to be recommending technologies that governments are going to be using it really needs to be open source they need to have control over it yeah and they need to be working with communities not developing it themselves yeah excellent excellent so I got really inspired with what we were doing here in this project it's one of those you know every customer project is really interesting to me this one kind of pulls a little bit at your heartstrings on what the real impact could be here and so I know some of our colleagues here in the audience may want to get involved how can they get involved well there's many ways to get involved with the other UNICEF or other groups out there you can search for our work on github and there are tasks that you can do right now if and if you're looking for to do she's got work for you and if you want sort of a more a longer engagement or a bigger engagement you can check out our website UNICEF stories org and you can look at the areas you might be interested in and contact us we're always open to collaboration excellent well Erica thank you for being with us here today thank you for the great project we worked on together and have a great summer thank you for being give her a round of applause all right well I hope that's been helpful to you to give you a bit of an update on what we've been focused on in global services the message I'll leave with you is our top priority is customer success as you heard through the story from UNICEF from Heritage Bank and others we can help you innovate where you are today I hope you have a great summit and I'll call out Jim Whitehurst thank you John and thank you Erica that's really an inspiring story we have so many great examples of how individuals and organizations are stepping up to transform in the face of digital disruption I'd like to spend my last few minutes with one real-world example that brings a lot of this together and truly with life-saving impact how many times do you think you can solve a problem which is going to allow a clinician to now save the life I think the challenge all of his physicians are dealing with is data overload I probably look at over 100,000 images in a day and that's just gonna get worse what if it was possible for some computer program to look at these images with them and automatically flag images that might deserve better attention Chris on the surface seems pretty simple but underneath Chris has a lot going on in the past year I've seen Chris Foreman community and a space usually dominated by proprietary software I think Chris can change medicine as we know it today [Music] all right with that I'd like to invite on stage dr. Ellen grant from Boston Children's Hospital dr. grant welcome thank you for being here so dr. grant tell me who is Chris Chris does a lot of work for us and I think Chris is making me or has definitely the potential to make me a better doctor Chris helps us take data from our archives in the hospital and port it to wrap the fastback ends like the mass up and cloud to do rapid data processing and provide it back to me in any format on a desktop an iPad or an iPhone so it it basically brings high-end data analysis right to me at the bedside and that's been a barrier that I struggled with years ago to try to break down so that's where we started with Chris is to to break that barrier between research that occurred on a timeline of days to weeks to months to clinical practice which occurs in the timeline of seconds to minutes well one of things I found really fascinating about this story RedHat in case you can't tell we're really passionate about user driven innovation is this is an example of user driven innovation not directly at a technology company but in medicine excuse me can you tell us just a little bit about the genesis of Chris and how I got started yeah Chris got started when I was running a clinical division and I was very frustrated with not having the latest image analysis tools at my fingertips while I was on clinical practice and I would have to on the research so I could go over and you know do line code and do the data analysis but if I'm always over in clinical I kept forgetting how to do those things and I wanted to have all those innovations that my fingertips and not have to remember all the computer science because I'm a physician not like a better scientist so I wanted to build a platform that gave me easy access to that back-end without having to remember all the details and so that's what Chris does for us is brings allowed me to go into the PAC's grab a dataset send it to a computer and back in to do the analysis and bring it back to me without having to worry about where it was or how it got there that's all involved in the in the platform Chris and why not just go to a vendor and ask them to write a piece of software for you to do that yeah we thought about that and we do a lot of technical innovations and we always work with the experts so we wanted to work with if I'm going to be able to say an optical device I'm going to work with the optical engineers or an EM our system I'm going to work with em our engineers so we wanted to work with people who really knew or the plumbers so to speak of the software in industry so we ended up working with the massive point cloud for the platform and the distributed systems in Red Hat as the infrastructure that's starting to support Chris and that's been actually a really incredible journey for us because medical ready medical softwares not typically been a community process and that's something that working with dan from Red Hat we learned a lot about how to participate in an open community and I think our team has grown a lot as a result of that collaboration and I know you we've talked about in the past that getting this data locked into a proprietary system you may not be able to get out there's a real issue can you talk about the importance of open and how that's worked in the process yeah and I think for the medical community and I find this resonates with other physicians as well too is that it's medical data we want to continue to own and we feel very awkward about giving it to industry so we would rather have our data sitting in an open cloud like the mass open cloud where we can have a data consortium that oversees the data governance so that we're not giving our data way to somebody else but have a platform that we can still keep a control of our own data and I think it's going to be the future because we're running of a space in the hospital we generate so much data and it's just going to get worse as I was mentioning and all the systems run faster we get new devices so the amount of data that we have to filter through is just astronomically increasing so we need to have resources to store and compute on such large databases and so thinking about where this could go I mean this is a classic feels like an open-source project it started really really small with a originally modest set of goals and it's just kind of continue to grow and grow and grow it's a lot like if yes leanest torval Linux would be in 1995 you probably wouldn't think it would be where it is now so if you dream with me a little bit where do you think this could possibly go in the next five years ten years what I hope it'll do is allow us to break down the silos within the hospital because to do the best job at what we physicians do not only do we have to talk and collaborate together as individuals we have to take the data each each community develops and be able to bring it together so in other words I need to be able to bring in information from vital monitors from mr scans from optical devices from genetic tests electronic health record and be able to analyze on all that data combined so ideally this would be a platform that breaks down those information barriers in a hospital and also allows us to collaborate across multiple institutions because many disorders you only see a few in each hospital so we really have to work as teams in the medical community to combine our data together and also I'm hoping that and we even have discussions with people in the developing world because they have systems to generate or to got to create data or say for example an M R system they can't create data but they don't have the resources to analyze on it so this would be a portable for them to participate in this growing data analysis world without having to have the infrastructure there and be a portal into our back-end and we could provide the infrastructure to do the data analysis it really is truly amazing to see how it's just continued to grow and grow and expand it really is it's a phenomenal story thank you so much for being here appreciate it thank you [Applause] I really do love that story it's a great example of user driven innovation you know in a different industry than in technology and you know recognizing that a clinicians need for real-time information is very different than a researchers need you know in projects that can last weeks and months and so rather than trying to get an industry to pivot and change it's a great opportunity to use a user driven approach to directly meet those needs so we still have a long way to go we have two more days of the summit and as I said yesterday you know we're not here to give you all the answers we're here to convene the conversation so I hope you will have an opportunity today and tomorrow to meet some new people to share some ideas we're really really excited about what we can all do when we work together so I hope you found today valuable we still have a lot more happening on the main stage as well this afternoon please join us back for the general session it's a really amazing lineup you'll hear from the women and opensource Award winners you'll also hear more about our collab program which is really cool it's getting middle school girls interested in open sourcing coding and so you'll have an opportunity to see some people involved in that you'll also hear from the open source Story speakers and you'll including in that you will see a demo done by a technologist who happens to be 11 years old so really cool you don't want to miss that so I look forward to seeing you then this afternoon thank you [Applause]