►
Description
GitHub built its reputation on being fast and easy to use. As the home for open-source software, it’s sometimes viewed only for startups and small teams. But did you know that GitHub provides a great platform for enterprises of all types, in all industries, to build their best solutions, deliver value to their users, and enable the art of the possible through software innovation? Come watch this lively panel discussion led by GitHub’s own Virginia Bryant as she talks to leaders from Fidelity, Infosys, Ford, and Vodafone.
As always, feel free to leave us a comment below and don't forget to subscribe: http://bit.ly/subgithub
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About GitHub
GitHub is the best place to share code with friends, co-workers, classmates, and complete strangers. Millions of people use GitHub to build amazing things together. For more info, go to http://github.com
A
To
our
panel
head
in
the
cloud
Enterprises
that
build
to
transform
today
we're
going
to
be
talking
to
some
wonderful
leaders
who
have
helped
their
companies
go
through
their
digital
transformation.
So
I
am
Virginia.
Bryant
I'm,
the
director
of
customer
marketing
at
GitHub,
which
means
I,
have
the
incredible
honor
of
speaking
to
our
customers
and
developers.
Every
day
and
I'm
joined
today
by
a
wonderful
group
of
panelists
I
have
Ahmed
elsad
the
UK
CIO
at
European
digital
engineering
at
Vodafone.
A
A
B
Thank
you
so
much.
It's
it's
very
pleasure
to
be
with
you
here
today.
So
we
have
Vodafone
is
one
of
the
biggest
telecoms
across
Europe
and
Africa,
and
one
of
the
challenge
we
have
found
is
that
actually
will
rebuild
many
of
our
products
multiple
times
since
we
have
separate
countries
so
we'll
end
up
with
the
same
app
being
built
up
so
11
and
12
times.
So
we
saw
a
big
opportunities.
Actually
can
we
reuse
heavily
across
the
company?
B
The
most
important
asset
for
us
is
engineering
time
that
we
would
love
to
save
and
then
reinvest
in
future
Innovations
for
our
customers.
So
to
do
that,
we
would
love
to
reuse
and
build
Global
Solutions
across
our
dedicated
distributed
teams
across
all
the
countries,
and
for
that
we
felt
that
this
is
the
right
approach
to
move
into
a
monorepo
strategy
with
strong
based
development,
and
for
this
that's
where
we
started
our
discussion.
B
What's
what's
the
right
setup
for
us-
and
this
is
where
we
felt
that
actually
having
GitHub
on
cloud
as
as
the
core
place,
where
we
put
all
our
code
to
give
full
visibility
across
all
our
around
2000
software
developers
across
Europe
now
to
get
visibility
of
the
code
and
start
their
new
Journey?
And
that's
where
we
started
the
journey.
We
have
defined
already
some
initiatives.
We
have
started
to
do
the
setup
for
the
tooling
across
today,
we're
running
more
with
the
hybrid
model
and
step
by
step,
we're
moving
into
the
full
Cloud
setup.
C
Yeah
good
morning,
everybody
so
Fidelity
started
our
Cloud
Journey.
You
know
just
over
five
years
ago,
and
a
lot
of
the
initial
ones
was
experimentation.
So
we've
got.
You
know
we're
highly
regulated
here
in
the
United
States
and
we
have
our
own
data
centers,
and
so
you
know
there's
a
lot
of
inbuilt
protection,
networking
security
that
was
provided.
C
So
we
started
out
just
over
five
years
ago
and
it
was
a
lot
of
experimentation,
a
lot
of
learning
a
lot
of
Discovery
on
how
best
we
could
adopt
the
cloud
and
we
have
17
000
technologists
working
across
just
about
12
13
000
applications
that
we
all
needed
to
be
lifted
and
about
three
years
ago
we
started
the
acceleration
Journey.
So
we
built
all
the
enablement,
a
lot
of
the
onboarding
capabilities,
a
lot
of
the
automation
that
we,
that
teams
could
self-serve
and
adopt
the
cloud
and
I
think
as
of
July.
C
We
were
just
over
50
percent
of
our
way
through
that
Journey,
so
I
think
we've
seen
and
we
we
hope
to
see
a
higher
tick
upgrade
on
at
least
get
about
80
percent
and
then
you'll
get
into
the
last.
You
know
those
applications
that
have
sat
there
for
years
and
years
and
years
and
but
we'll
figure
that
out
later
so.
D
So
as
part
of
the
Infosys
live,
Enterprise,
Journey
Cloud
was
just
an
enabler
for
us
and
of
the
40
different
platforms
that
developers
have
available
for
them.
We
are
sort
of
Midway
through
the
Journey
now
in
terms
of
getting
all
of
those
to
the
cloud,
and
it's
a
hybrid
one
for
us.
Some
are
moving
to
the
Cloud
public
public
infra.
Some
are
going
to
SAS
way
and
some
stay
on
in
terms
of
the
data
staying
on-prem
and
the
compute
moving
to
the
cloud.
E
E
Our
cloud
enabled
we're
able
to
develop
upgrades
and
send
them
over
the
air
to
our
customers,
and
that's
just
a
game
changer
for
our
industry
and
the
architecture
involved
with
in-vehicle
development
and
how
it
differs
is
a
big,
a
big
change
that
we've
been
undergoing
so
I
would
say
we're
on
our
Gen
2
over
our
Cloud
Journey.
Now
as
we're
kind
of
moving
Cloud
providers
and
it's
much
easier
than
it
was
when
we
first
got
started
and
we
were
learning
the
Technologies
from
scratch.
A
So
Becky
I
think
you
touched
on
this
a
little
bit
with
you
know
what
it's
meaning
for
change
in
the
way:
you're
delivering
Solutions
and
products.
But
I'd
love
to
understand
from
from
each
of
you
what
the
overarching
goals
of
your
technology
organization
are
and
and
where
you
are
sort
of
seeing
the
cloud
come
into
play
with
facilitating
that
I'd
love
to.
E
D
C
So
our
technology
strategy,
as
part
of
our
digital
transformation,
is
to
create,
like
one
unified
technology,
horizontal
that
works
across
all
the
businesses
so
as
each
are
advancing
their
Journey,
because
it's
most
important
for
us
for
our
customers
to
serve
our
customers,
we're
not
actually
for
cloud
for
cost
or
for
learning
tech
for
Tech's
sake,
who
are
actually
here
to
deliver
for
our
customers
and
Delight
our
customers.
So
that's
where
our
strong
focus
is
is
leveraging
the
cloud
leveraging
the
learnings
across
all
of
the
different.
C
B
S
Building
on
that,
so
we
see
around.
We
did
the
calculation
we
see
around
from
35
to
40
productivity
gain.
If
we
can
just
move
into
a
place
where
we're
views,
I
mean
we
just
basically
in
a
minute
70
of
the
ways
we
have
today,
due
to
not
reusing
as
much
across
and
with
this
Cloud
strategy,
it
can
enable
us
to
unlock
this
and
also
building
on
top
our
inner
Source
kind
of
direction
as
well.
So
that
can
help
us
a
lot.
B
Besides
of
that,
since
probably
if
you're
following
the
Telecom
industry,
it
has
been,
it
has
been
I
mean
a
great
purpose.
It
connects
people
all
over
the
world,
but
it
has
struggled
a
bit
for
to
achieve
growth
for
the
last
few
years.
Now
we
see
lots
of
opportunities
of
growth,
but
for
this
to
happen,
we
need
up
to
three
up
some
again
time
of
our
Engineers
to
build
this
future
product
that
will
achieve
for
us.
The
pro
I
mean
the
growth
we're
looking
for.
So
that's
why
again?
Productivity
means
at
the
heart.
B
It's
an
agenda
even
led
by
our
Global
CEO.
On
top
of
that,
since
we
have
moved
overtime
from
a
company
that
buys
technology
to
a
company
that
builds
most
its
technology,
so
we
need
to
recruit
as
quick
as
possible
lots
of
software
Talent
out
of
market.
Today
we
have
around
9000
across
the
whole
company
and
with
a
mission
to
recruit
another
7
000
software
developers
by
2025
and
and
to
give
to
to
keep
the
attrition
down
and
also
be
able
to
recruit.
All
these
software
developers
then
developer
happiness.
Is
that
the
core
of
everything?
B
A
I
mean
I
think
you
sort
of
read
my
mind
because
I
want
to
understand
what
this
shift
in
tooling
really
does
mean
for
your
developers,
and
you
know
it's
not
just
tools
right.
It's
the
culture
that
goes
around
the
workflows
that
really
defines
how
things
change,
and
so
in
terms
of
shifts
from
from
an
on-prem
solution
to
a
hybrid
or
to
a
digitally
native.
You
know
Cloud
solution.
What
are
some
of
the
improvements
that
you've
seen?
You
know,
be
a
developer
happiness
or
or
other
sort
of
quantifiable
measures.
B
If
if
I
wanted
to
start
so
probably
it's
what
we
call
Day
Zero
productivity,
so
on
average
you
get
developers
to
come
in
and
then
they
need
to
install
the
right
tools
and
then
go
through
the
company
processes.
You
usually
lose
about
two
weeks
from
the
day
they
join,
then
they
start
adding
value.
So
probably
that
can
bring
you
down
into
day,
Zero
productivity.
So
that's
one
big
game
for
us.
The
second
one
I
think
spot
on
what
you
have
said.
We
always
have
said
from
day
one.
This
is
not
a
tooling
strategy
for
us.
B
B
Where
can
you
please
ask
before
you
build
check
with
your
colleagues
if
the
same
code
is
there,
but
then
we
found
that
everyone
is
willing
to
do
it,
but
the
challenge
that
to
reach
the
code
that
Mike
League
have
built
that's
by
itself
a
process
that
will
take
a
couple
of
days
and
I.
Don't
have
this
time
to
do
and
that's
why
if
we
can
bring
all
the
code
on
a
mono
repo
with
full
visibility
across
all
the
developers,
then
this
automatic
he
would
drive
the
right
behavior
of
collaboration
that
we're
looking
to
do.
C
What
about
if
we
created
an
initiative
and
it's
called
ude
unified
developer
experience?
So
we
have
part
of
our
organization,
our
software
engineering.
Our
organization
are
working
to
a
design
first
developer-centric
experience,
so
they're
actually
looking
into
spend
six
months
actually
looking
through
it.
What
would
that
experience
look
like,
but
it's
really
like
human-centered
design
versus
you,
know
self
supporters
or
pieces
of
technology
to
solve
problems,
it's
actually
putting
the
developer
Center
and
what
is
their
experience
across
everything,
because
every
developer
loves
to
innovate
and
they
want
to
create.
C
Just
focusing
writing
code
so,
as
cloud
you
know,
creates
extra
capabilities.
You
need
to
build
as
part
of
taking
your
application
from
your
IDE
and
putting
it
into
a
production
deployment.
There's
a
lot
of
extra
work
with
networking
security
et
cetera.
So
how
do
we
dial
some
of
that
back?
So
it's
automation,
it's
access
to
Services
access
to
the
cloud
access
to
tools.
D
Yeah,
so
reuse
is
big
for
us,
so
driving
or
white
reuse
and
this
at
scale,
because
we
are
talking
like
200,
000,
Plus
developers
and
Engineers
so
reuse
very
clearly.
The
second
important
thing
is
GitHub
sits
as
a
very
foundational
thing
for
us.
It's
part
of
the
shared
digital
infra
drives
a
lot
of
the
ReUse,
our
code,
repos
sort
of
sit
on
top
of
GitHub
and
making
sure
that
everybody
has
access
to
stuff
that
they
can
actually
not
reinvent
and
but
reuse.
E
Thank
you
and
our
focus
at
Ford
has
been
on
building
those
platforms
to
accelerate
the
developer
onboarding
and
especially
when
they
move
teams.
So
it
might
not
be
day
one
day
two.
It
might
be
day
435
but
they're
on
a
new
team
and
being
able
to
simplify
that
into
like
a
drop
down
or
point-and-click
experience
so
that
they
don't
necessarily
need
to
know
all
of
the
back
end
and
what
needs
to
happen.
That's
been
really
Key
to
Our
Success
and
our
team
also
does
individual
Consulting.
A
Wonderful
yeah,
it
sounds
like
inner
Source
has
been
a
very
core
theme
for
many
of
your
teams
and
finding
ways
to
facilitate
you
know
not
just
building
from
scratch,
but
building
you
know
collaboratively
in
the
same.
You
know
manner
that
we
try
to
encourage
within
the
open
source
community.
So
that's
I
know
a
huge
cultural
change
in
itself,
but
it's
great
to
hear
that
it's
starting
to
pay
dividends,
and
you
know
thinking
about
not
just
what
this
means
for
what
your
developers
can
do
with
with
shipping.
A
E
So
I'm
super
excited
to
be
part
of
a
Ford,
Motor
Company
and
our
features
that
we
build
into
our
vehicles
as
I
mentioned
kind
of
at
the
kickoff,
the
software
that
we're
developing
and
being
able
to
push
to
the
cars
over
the
air.
Imagine
driving
your
car
one
day
and
the
next
day,
you're
hands-free,
because
you
got
an
over-the-air
update
and
that's
exactly
what
I
experienced
with
my
Mustang
Maki
as
they
were
developing.
This
is
called
Blue
Cruise.
It's
a
technology,
you
can
get
on
your
vehicles
and
it's
just
remarkable.
E
So
no
dealership,
you
know
no
waiting
in
line
just
going
to
sleep
and
the
next
day
having
extra
capability
in
your
vehicle,
just
like
your
cell
phone
experience
has
been.
But
now
it's
your
vehicle
and
it's
your
driving
experience
and
it's
just
truly
remarkable
and
I
think
that's
just
a
wonderful
experience
for
our
customers.
So
drive
a
Ford
you'll.
A
E
D
So
I
think
I'm
an
SI
on
this
panel
so
for
us
really
about
customer
satisfaction
and
NPS
programs
where
we
have
actually
leveraged
the
shared
digital
infra,
very
well,
a
different
engineering
Excellence.
So
we
can
actually
see
a
10
10
point
higher
NPS
from
our
customers
and
I.
Think
that
speaks
volumes
of
you
know
how
effective
this
is
very
clearly
productivity.
D
C
I
think
and
I
use
one
real
example
for
Fidelity.
The
cloud
journey
is
really
access
to
Innovation
and
velocity
of
feature
release,
because
that's
what
makes
customers
happy
and
actually
that's
what
makes
developers
happy
so
we're
investing
in
the
cloud?
Is
it
made
of
things
like
AI
machine
learning,
databases?
You
know
you
name
it
very,
very
accessible
developers.
The
actual
amount
of
learning
developers
need
to
do.
Is
the
buyers
lowered
for
them
to
be
able
to
adopt
those
kind
of
more
Advanced
Technologies?
So
we
still
have
data.
C
We
still
have
call
centers
with
Fidelity.
So
if
you've
got
your
money
with
Fidelity,
you
want
that
ring
and
talk
to
a
human.
You
know
how
do
we
use
like
natural
language
processing
to
use
AI
to
help
when
someone
calls
understand,
first
of
all
who
they
are,
what
their
whole
engagement
is
with
Fidelity
and
direct
them
to
the
person
that
they
need.
The
support
from
so
really
provide
a
brilliant
experience
over
the
phone
get
to
the
right
person,
the
first
time
so
that
person
can
get.
C
B
I
think
customer
retention
is
always
the
big
thing
for
all
of
us,
so
I
think
I
always
believe.
Speed
is
the
new
money.
So
if,
if
you
can
get
the
value
right
to
the
market
earlier
than
your
competitors
as
well,
then
you
can
get
more
than
your
fair
share
of
the
market
there.
So
just
a
couple
of
examples,
for
example,
and
we
saw
the
needs
on
our
UK
operations
that
customers
are
looking
for,
that
they
want
to
get
the
devices
over
installments
and
then
even
even
with
data
rates
across
the
interest
rates
across
it.
B
So
we
had
to
build
this
over
time
and
were
able
to
launch
it
to
Market
much
earlier
than
the
rest
of
of
the
competitors
there
and
that
give
us
more
than
our
fair
share.
We
saw
our
company
growing
on
a
market
that
actually
was
declining,
so
we
can
see
the
value
becoming
quite
big
there.
Another
good
example
in
our
Italian
operations.
B
We
had
challenge
of
the
number,
of
course,
that
comes
to
the
cool
center
and
then
also
through
the
speed
of
innovation,
we're
able
actually
to
evolve
our
chat
solution,
and
today,
more
than
75
percent
of
the
customer
codes
is
actually
fully
contained
without
the
within
the
bot
itself.
So
we
don't
need
to
to
reach
out
to
to
any
of
our
call
center.
B
Colleagues,
which
increases
the
value
of
our
call
center
to
be
able
spending
the
time
on
upselling
or
even
asking
us
to
improve
and
focus
on
customer
Journey,
rather
than
taking
regular
calls
that
there
is
no
no
value
basically
of
of
having
a
human,
somehow
answer
it,
but
offload
the
team
from
from
such
such
course.
So
that
was
two
good
example.
When
we
see
that
the
more
we
move
to
Cloud
the
quicker
we
can
become
and
the
more
value
we
can
add
to
our
customers.
A
Absolutely
that
makes
a
ton
of
sense
and
thank
you
all
for
sharing
I.
You
know
I
I.
Think,
as
we've
talked
about
a
fair
amount,
you
know
there's
a
big
shift
that
needs
to
happen
when
you
go
through
any
kind
of
large
migration
and
tooling
change
and
process
change,
and
so
you
know
to
folks
who
are
interested
in
going
through
a
similar
Journey
than
themselves
I'd
love
to
hear
a
little
bit
about
any
tangible
advice
that
you
would
want
to
share
with
somebody
who
is
just
getting
started.
A
E
Culture,
culture,
culture,
it's
all
about
culture,
change!
You
need
to
start
with
that.
You
need
to
reward
and
recognize
behaviors
when
you
see
them
emerging
in
the
thought
process
and
the
developers
who
build
upon
that
and
showcase
those
stories
in
your
company,
because
what
you
recognize
actually
influences
people's
behavior
and
changes
the
culture
and
that's
been
really
the
key
to
our
transformational.
Success
and
the
speed
at
which
we've
been
able
to
move
is
our
focus
on
culture.
First.
D
Great
culture,
of
course,
but
I
would
also
say
you
know,
don't
listen
to
us,
because
your
context
is
different
right,
so
I
mean
that's
what
I
did
I
looked
at
my
own
context,
right
and
I
created
a
journey
map
for
ourselves
that
works
specifically
for
Infosys
and
I.
Think
the
same
would
apply
for
you,
so
I
think,
look
at
your
own
context
and
give
a
lot
of
importance
to
what
your
people
are
saying
on
the
ground
right.
C
If
I
was
to
give
one
piece
of
advice,
it's
something
we
discovered
over
the
last
18
months
is,
and
it's
a
constantly
called
infidelity
learning
day.
So
we
actually
dedicate
one
day
a
week
to
learning
for
every
technologist
in
the
organization.
So
we
call
it
learning
Tuesday.
So
you
come
in
every
Tuesday
morning.
C
No
work,
no
backlog,
no
tools,
it's
just
you
learn
and
that
has
really
helped
accelerate
everything,
and
not
only
do
developers
get
to
learn,
they
get
the
practice
and
skills
we
get
mentorships
hackathons
coding,
Days
videos,
you
know
watching
GitHub
Universe,
for
example,
but
also
then
we
also
transcribe
that
learning
into
the
business
support
functions,
so
audit
risk
security.
So
how
do
we
provide
the
education
and
the
learnings
to
them
about
how
Cloud
can
make
us
very
successful?
C
B
So
I
mean
it's,
it's
I
think
it's
the
transparency
of
the
journey
itself.
This
is
it's
not
something
that
you
only
as
as
techies
we
can
run
it.
It's
a
full
business
thing.
So,
there's
always
say
there
is
a
tax
of
reuse
right.
So
when
you
go
through
the
Journey
first,
you
re.
Actually,
your
productivity
may
drop
down
because
of
the
fact
that
you
need
to
invest
at
least
15
or
20
the
way
we
defined
it.
We
said
that
we
need
15
to
20
percent
of
our
engineering.
B
Time
should
be
invested
on
our
productivity,
actually
as
a
team,
so
that
we
can
do
the
right
practices
move
into
not
only
moving
into
Cloud,
but
also
changing
all
our
engineering
practices,
decoupling,
the
code
and
doing
lots
of
things.
So
you
need
to
have
this
discussion
with
the
business.
It
need
to
be
an
agenda
owned
by
the
global
CEO,
so
we
had
it
up,
even
even
we.
B
We
do
some
sessions
with
our
board
of
directors
about
how
we're
improving
our
productivity
and
we
get
the
sponsorship
from
from
the
board
of
directed
and
the
global
CEO
and
then
as
a
team
as
well.
We
start
dedicating
this
part
openly
with
everyone
that
this
is
the
Lost
capacity
that
you
lose
for
the
cup
for
the
few,
let's
say
for
the
first
year
or
something,
and
then
you
start
showing
the
exponential
capacity
out
there.
B
A
Amazing
well
I
know
we
had
a
very
short
period
of
time
here
to
get
to
together
today,
but
I'm
so
glad
you
were
all
able
to
join
us
and
share
some
of
your
perspectives
for
folks
who
are
joining
us
here
in
person.
We'll
have
our
panelists
available
for
a
couple
more
minutes
in
the
hallway
outside
to
chat
and
answer
any
of
the
questions
that
you
might
want
to
post
them.
But
thank
you
all
so
much
for
for
being
here
today
and
for
joining
us
in
person
and
sharing
your
expertise
really
appreciate
it.
Thank.