►
From YouTube: Transforming Healthcare: The Last Digital Frontier
Description
Video rental became online streaming, taxi cabs became rideshare, get sick…it’s back to the stone age. In this Kong Summit 2019 talk, the Director of Software Engineering at GlaxoSmithKline, Odean Maye analyzes in detail how APIs, microservices and the API economy are being used to accelerate drug research and development and to transform patient experiences.
Learn more about Kong: https://konghq.com/
A
Everybody
thanks
for
coming
out,
like
I
told
you,
my
name
is
Dean
Mae
and
I
just
wanted
to
have
a
conversation
with
you
today
about
what
we're
doing
at
GSK
to
really
transform
healthcare.
Some
of
this
might
ring.
You
know
some
bells
with
people
that
are
already
in
regulated
industries
or
just
industries
that
are
trying
to
transform.
Some
of
you
may
be
a
little
bit
behind
us.
Some
of
you
may
be
ahead
of
us,
but
I'll
just
tell
you
a
story
and
see
if
any
of
it
resonates.
A
So
first
I'll
start
by
telling
you
a
little
bit
about
myself.
My
name
is
Dean
May,
there's
an
O
in
front
of
my
name,
but
only
my
mom
and
dad
called
me,
Oh
Dean,
so
I
was
born
in
Jamaica
and,
interestingly
enough,
I
lived
many
years
without
access
to
a
computer,
I
think
I
didn't
get
a
computer
until
10th
grade
or
something
like
that,
and
we
had
a
little
typewriter
before
that
was
always
super
excited
about
the
opportunities
that
computers,
the
internet
and
just
digital
I
could
provide
to
enhance
our
lives.
A
I
did
a
little
bit
of
tech
trip.
Renewing
you
know
it
closer
to
the
end
of
college.
I
I
had
a
company
called
Gemma
T
and
we
did
social
media
aggregation
and
that
was
really
cool
at
the
time.
They
have
a
million
companies
doing
it
now,
but
what
I
was
doing
there
was
pulling
out
a
little
understanding.
A
So
when
I
talked
a
little
bit
about
that
today,
you
know
we
got
an
intimate
crowd,
so
you
know
we'll
I'll
go
through
this
and
then,
if
you
have
any
questions,
strategic
or
tactical,
we
could
talk
about
it
from
the
high
level
to
the
low
level
unprepared,
all
right,
sound,
good,
all
right,
so
transformation,
I
think
everybody
uses
this
term
right.
Sometimes
it
seems
a
bit
buzzword,
E
and
I've
often
spent
some
time
figuring
out.
What
does
this
mean?
Actually
and
I'm
Martin
Fowler
everyone
familiar
with
Martin
Fowler.
You
know
he's
a
technology
guru.
A
He
said
something
interesting.
He
said
the
transformational
projects
are
really
the
ones
that
cause
job
descriptions
to
change
and
I
thought
that
was
interesting
if
you're
really
transforming
you're
changing,
not
just
the
technology
but
you're
changing
the
experience
of
the
workforce
as
well
and
in
our
case
in
healthcare,
is
this
workforce?
That's
going
to
provide
the
solutions
of
today
in
the
solutions
of
tomorrow
right.
One
of
the
things
that
we
wanted
to
focus
on
as
we
wanted
to
transform
was
reimagining
what
our
customer
experiences
would
be
like
right
and
I.
A
You
know
when
I
first
thought
about
this
I
thought
about
the
work
that
we're
doing
from
a
tactical
level
and
I
said:
hey
we're
doing
a
lot
of
automation.
I'll
show
you
some
of
that
here,
but
is
it
really
automation
that
we're
focused
on?
Are
we
just
really
thinking
about
changing
these
experiences
and
I?
Think
reimagining
is
probably
a
better
term
for
what
we're
trying
to
get
to
leveraging
automation
and
those
capabilities
right
and
we're
doing
this
in
a
very
regulated
space.
As
you
could
imagine,
Healthcare
is
as
regulated
as
it
gets.
A
We
deal
with
financial
regulation,
we
deal
with
all
the
HIPAA
compliance
regulation.
We
also
run
manufacturing
facilities
and
we
deal
with
the
regulation
around
good
manufacturing
practices
and
so
forth.
So
in
every
facet
of
the
business,
we
have
to
think
about
that
as
we
try
to
build
the
solutions.
A
So
you
know
I
said
a
little
bit
yesterday
in
the
keynote
where
I
would
like
us
to
be,
and
the
place
where
I
see
us
going
is
a
connected
healthcare
fabric
in
which
think
about
it.
You're
at
the
doctor,
maybe
there's
some
pre
information
that
could
be
pulled
from
your
Fitbit.
All
of
these
connected
devices
that
you're
already
wearing
that
allows
your
doctor
to
probably
give
you
a
better
diagnosis
than
in
the
absence
of
that
information.
A
What
we
wanted
to
do
was
create
a
platform
ecosystem
right,
develop
a
community
around
it.
So
the
communities,
the
people
we'll
talk
a
little
bit
about
that
here
today
and
then
we
also
wanted
to
wrap
that
in
our
compliance
thinking
right
so
I
got
to
GSK
about
a
year
and
a
half
ago
and
I
started
to
take
an
assessment
of
the
landscape
right.
What
was
there?
I
found
some
custom
api's,
some
SFTP,
going
on
some
soap
services.
Anybody
got
any
soap
services
going
on.
Only
two
come
on
come
on.
A
You
guys
got
the
soap,
sir
yeah.
There
we
go
hey.
We
had
some
of
that
going
on
right.
We
have
everything
right.
We
have
some
single-use
integrations
right.
You
know:
how
are
we
integrating
this
one
data
set
with
this
big
big?
You
know
pharmacy
customer
over
here
pharmacy
partner
right.
We
have
two
pharmacies
with
two
different
integration
patterns
going
on
single-use
right,
so
not
only
we're
not
able
to
share
the
data
across
those
connections
and
really
understand
the
insights.
We
spent
double
the
effort
right,
so
I
started
looking
at
that
and
thinking
about.
A
A
What
we
did
was
we
started
to
build
custom
api's.
We
started
to
look
at
how
we
could
proxy
some
of
these
services,
the
services
that
we
could
not
transform
these
soap
services
we
built
proxies
in
front
of
those
services
and
we
exposed
those
as
custom
REST
API
s
right.
We
also
took
the
REST
API,
as
we
already
had
and
we
pulled
them
together
after
we
did
this
assessment
and
we
introduced
a
Kong
API
gateway
right.
So
now
what
happened
as
a
result?
A
Was
we
had
a
common
from
a
technical
perspective,
a
common
authentication
pattern
to
get
in
and
access
point
to
get
into
our
core
services?
This
was
huge.
This
was
huge
for
us
because
we
ran
into
issues
I.
You
know
visit
the
manufacturing
sites
where
they're
doing
technology
there
and
trying
to
leverage
capabilities
and
they're,
saying
hey
for
every
one
of
these
single
use.
Services
I
have
to
open
a
firewall
hole
right
to
gain
access,
and
this
was
something
they
were
doing
repeatedly
and
was
causing
a
slowdown
in
the
value
delivery
of
those
teams.
A
But
now,
with
the
single
front
door
that
API
gateway,
we
were
able
to
open
the
firewall
one
time
right
to
this
one
host
port
endpoint,
and
now
we
have
access
right,
so
one
thing
got
solved
there,
but
what
the
problem
that
we
had
still
at
this
point
was:
these
were
still
sort
of
you
know:
one-off
API,
still
a
little
bit.
You
know
fit
for
purpose
in
a
way
right,
but
not
scalable
right.
A
So
we
started
looking
at
how
we
could
go
even
further
than
this,
and
this
is
pretty
much
where
we
are
today
and
now
we
spend
a
bit
of
time,
stepping
back
and
looking
at
the
business
right.
How
could
we
represent
the
business
through
these
technology
endpoints?
What
do
people
do
for
work
and
how
could
we
expose
that
work
and
expose
access
to
the
work
of
particular
departments
and
groups
through
api's?
So
we
started
that
work.
We
did
with
our
facilities
management
folks,
we
did
this
with
our
vaccines
business.
A
We
did
this
in
our
supply
chain
and
we
started
taking
these
fit
for
purpose,
api's
and
grouping
them
and
really
understanding
the
value
that
these
api's
could
provide
in
groups
we
stopped
at
this.
Is
it
was
around
this
time
that
we
stopped
thinking
from
a
platform
perspective
and
started
thinking
from
an
ecosystem
of
solutions
perspective.
What
are
these
groups
of
things
and
what
problems
can
they
solve
for
the
business
and
that's
when
it
really
started
taking
off
for
us,
because
before
everyone
is
asking
when
I
see
what
you're
doing
is
very
technical
right?
A
But
what
does
this
do
for
us
and
we
started
selling
these
solutions
to
the
business?
Hey
you've
been
talking
to
the
supply
chain.
Folks,
and
you
want
to
integrate
here,
you
want
to
integrate
the
business
together.
Well,
we'll
be
able
to
enable
that,
for
you
very
quickly,
if
you
decide
to
you,
know,
accelerate
that,
and
so
we
were
starting
to.
You
know,
use
our
solution
capabilities
to
move
these
things
forward.
A
Then
we
did
something
interesting.
We
started
trying
to
add.
You
know
some
various
api's
into
the
ecosystem
that
we
thought
would
be
transformational
right,
things
that
weren't
necessarily
business
api's,
but
things
that
we
knew
could
take
us
to
the
next
level.
How
are
people
doing
their
work
right
in
the
business?
You
know,
I
I,
remember,
going
down
to
vaccines,
manufacturing
plants
in
Belgium
and
I
saw
some
folks
in
there
you
know
they
have
their
hands
and
these
big
glove
things
and
they're
doing
work.
A
That's
way
above
my
paygrade
right
making
solutions
for
people
and
I
realize
you
have
to
stop
what
they're
doing
when
they
get
some
insights
and
start
writing
down
these
results
and
I
thought
what
kind
of
a
workflow
is
that
right?
You
stopped
your
process,
the
value
process
to
write
something
down
and
when
you've
written
it
down.
How
is
that
integrated
down
the
chain
right
now?
You
have
to
wait
until
that
person's
done.
You
know
researching
and
writing
down
to
take
their
notepad
or
something
to
that
effect,
and
then
do
your
work.
A
If
this
was
digitized
or
we
had
some
type
of
digital
workflow,
we
could
probably
have
two
people
working
at
the
same
time.
Right
data
is
coming
in
real
time,
I'm
getting
that
data,
I'm,
processing
it
and
now
we're
moving
at
a
more
quicker
pace.
So
I'm
going
to
show
you
a
few
things
we
did
with
some
of
these
api's
conversation
and
translation
right
because
it
really
starts
with
transforming
the
business
internally
and
transforming
these
work
processes.
It's
actually
a
simple
one
here.
A
This
is
a
help,
library
that
we
have
within
our
company
right
and
what
we
were
doing
with
these
articles.
Here
we
were
paying
for
each
article
to
be
translated
right
at
cost.
It
was
105
pounds.
My
company
is
a
British
company,
so
we
are
we
measure
in
pounds
and
I
was
a
hundred
and
five
pounds
per
article
per
language
right,
and
this
is
for
help
to
do
everything
right.
How
do
I
expense
this?
How
do
I
do
that?
So
not
only
do
I
have
to
go
look
up
an
article
just
to
work.
A
To
get
this
article
there
we
had
an
entire
machine
to
manufacture
articles.
What
we
did
was
we
introduced
a
translation,
API
right
that
could,
in
real
time,
translate
these
articles
as
they
come
in
in
real
time
that
had
a
twofold
value:
realization
for
us.
The
first
thing
was
folks
were
now
able
to
cut
down
the
call
center
at
ultimate
call
center
cost.
A
We
introduced
a
trans
conversation
API
as
well
this
one
we
had
a
ton
of
savings
here
when
I
got
to
the
company.
A
year
and
a
half
ago
we
were
spending
seventy
five
thousand
pounds.
Sometimes
a
hundred
thousand
pounds
with
some
of
our
technical
partners
to
build
these
bespoke
chat
applications
right.
A
What
we
did
was
that
we
took
the
engine
of
a
chat
application
and
we
abstracted
that
out
into
the
conversation
API
and
we
made
it
ready
and
available
and
what
that
did
was.
It
grew
an
ecosystem
of
applications
that
could
sit
on
top
of
this
reusable
capability.
Then
we
were
able
to
from
an
ecosystem
a
technical
ecosystem
perspective.
We
were
able
to
plug
this
in
with
some
of
the
other
capabilities.
We
had
any
one
at
the
keynote
yesterday
when
I
talked
about
the
Search
API.
So
now
we
took
the
conversation
API
where
I
can
talk.
A
It's
really
alexa
under
the
covers.
I
mean
IBM
Watson.
Under
the
cover.
Sorry
right,
we
took
that
we
aggregated
some
information,
put
some
GS
scale
of
on
top
of
it,
but
then
what
we
did
was
we
plug
that
into
our
Search
API.
The
one
I
told
you
about
yesterday
so
now
we
could
have
conversations
where
you're
putting
in
these
dialogues
right
I
can
write,
dialogues
and
similar
to
writing
a
help
article.
But
what
happens
if
we
can't
write
the
dialogue?
We
could
leverage
the
search
engine
right.
A
That's
searching,
you
know
hundreds
and
hundreds
of
terabytes
daily
of
GSK
data
and
find
the
best
fit
answer
to
a
question
right.
So
the
business
came
to
us
and
said:
hey
I
see
what
you're
doing
with
these
chat
applications.
But
what
could
we
do
with
voice
and
one
of
the
engineers
went
home
for
a
weekend
just
for
two
days
and
leveraging
the
capabilities
we
already
had?
They
were
able
to
do
something
a
little
bit
like
this.
B
B
A
A
Can
we
get
with
one
of
our
technical
partners,
use
the
systems
that
you
have
and
maybe
in
six
months
we
could
have
something
we
said
sure
six
months
we
reach
back
out
to
them,
set
up
a
meeting
that
one
day
they
talked
to
us
on
Thursday,
we
talked
back
to
them
on
Monday.
We
said
we're
ready
right
and
that's
the
speed
that
we
want
to
have
that's
how
we
want
to
send
a
message
to
our
business
that
hey.
We
are
ready
to
accelerate
if
you're
ready
to
step
on
the
gas
right.
A
So
then,
now
that
you
know
you
see
how
we
kind
of
got
the
ecosystem
going
a
little
bit,
that's
from
a
technical
perspective,
but
where
you
win
or
fail,
as
everyone
in
here
should
know,
is
with
your
people,
your
community
right.
Are
you
building
a
community
around
this?
So
we
looked
at
that
as
well,
simultaneously
so
I'm
going
to
show
you
how
to
velop
a
portal
here
that
we
created
enough.
You
know
in
a
few
slides
down,
but
I
want
to
talk
about
what
we're
trying
to
achieve.
We
wanted
to
democratize
this
ecosystem.
A
We
wanted
to
give
the
power
back.
Our
business
units
have
tech
teams
and
we
want
it
to
be
those
enablers
that
allowed
them
to
build
and
contribute
into
this
ecosystem.
We
didn't
want
to
be
the
bottleneck.
You
shouldn't
have
to
come
to
us
every
time.
You
need
a
chat
out.
We
want
to
create
everything
such
that
you
can
quickly
put
these
things
together
and
make
something
I
go
to.
You
know:
Home
Depot
hardware
store
every
weekend.
Project
guy,
right
and
I
want
to
be
able
to
grab
the
things
needed
to
make
a
shed
right.
A
C
A
key
part
of
the
strategy
to
future-proof
our
tech.
We
have
created
a
platform
for
reusable
services
and
components
for
everyone
at
GSK.
Introducing
the
GSK
developer
reporter
GSK
developer
portal
offers
users
a
frictionless
experience
by
allowing
them
to
provision
control
and
monitor
underlying
platforms
such
as
the
API
gateway.
This
is
the
developer
portal.
Today,
users
can
browse
the
product
catalog,
which
contains
API,
is
created
by
the
developer
community.
You
can
connect
those
ApS
to
a
project
and
set
permissions
for
those
projects
by
inviting
your
team
members.
All
of
this
happens
while
silently
provisioning.
C
Your
projects
with
OAuth
client,
ID,
API,
key
and
secret
authentications
users
can
also
promote
projects
to
QA
and
then
to
probe.
Approvers
can
see
the
business
purpose
and
description
before
allowing
projects
to
reach
production
users
will
also
be
able
to
publish
a
pis
that
are
already
registered
in
the
gateway
in
our
next
release.
Users
will
be
able
to
publish
mobile
and
web
components
bots
and
github
repos.
A
The
business
went
again,
the
business
went
crazy
right
because
now
again
we're
enabling
now
you
saw
something
there
that
was
I.
Thought
should
be
interesting
to
you.
You
saw
that
we
started
thinking
past,
just
the
api's
right.
How
could
we,
the
example
I
gave
earlier,
was
about
a
hardware
store
right,
finishing
a
project
in
one
weekend
right,
if
we
know
you're
gonna
need
some
UI
front-end
components
right.
If
we
know
the
things
that
you
want
to
make
already,
could
we
have
that
stuff,
stacked
and
ready
right?
A
Could
we
have
CI
CD
pipelines
ready
to
create
a
hello
world
application
built
from
reusable
components
already
plugged
into
the
API
ecosystem
right
ready
to
go
so
that
now
you're
able
to
build
these
applications
more
quickly
and
solve
these
business
problems
and
customer
experiences
more
quickly?
That's
what
we
were
looking
at.
A
You
also
saw
some
stuff
there
about
compliance
right
start
under
the
covers
that
system
abstracts
away
the
workflows
that
we
use
to
notify
all
the
stakeholders
in
a
particular
chain
right,
because
we
are
in
a
regulated
industry
that
we're
ready
to
move
something
to
production
right.
Someone
has
requested
access
to
this
API
or
capability,
and
we
need
to
notify
three
people
who,
in
our
case,
will
be
definitely
globally
distributed
right
across
the
globe,
get
their
sign
offs,
get
their
response
and
get
the
access
to
people
that
need
to
get.
These
are
solutions
out.
A
So
I'll
show
you
a
few
of
these
workflows
here.
This
one
is
on
the
access
request
side,
and
so
what
would
happen
when
someone
clicks
you
know
give
me
access
to
this
I've
discovered
this
I
like
it
I
want
to
use
it.
I
can
identify,
who
you
know
created
this
or
who's
contributing
to
this,
but
I
don't
want
to
access
this.
So
first
we
notify
tech.
We
notify
compliance
and
we
wait
for
the
approvals
to
come
back
right
on
the
tech
side.
You'll
probably
be
looking
at
architectural
leak
in
this
API
support.
A
You
know
the
traffic.
What
type
of
traffic
are
we
gonna
get
on
this
thing
right,
who's
already
using
it?
What
is
the
risk
profile
of
this
application
that
wants
to
use
this
API
and
as
the
API
I
have
a
similar
or
matching
risk
profile?
Meanwhile,
compliance
would
be
looking
at.
You
know
what
team
is
accessing
this.
What
data
is
this?
We
deal
with
a
lot
of
data
sovereignty
issues
as
well.
We
have
data
that
can't
leave
the
country
in
which
it
originated
right,
so
the
risk
and
legal
team
would
be
looking
at
that
simultaneously.
A
They
would
automatically
give
their
sign
offs
and
you
would
return
to
the
portal.
You
will
see
that
hey
I'm
approved
for
access
boom,
I'm
ready
to
go
on
the
other
side.
We
have
a
you
know,
a
workflow
that
enables
contributing
to
this
ecosystem
with
built-in
automation,
see
ICD
pipelines
right,
so
we're
able
to
run
automated
testing
on
whatever
capability
you're
pushing
into
the
ecosystem,
whether
it
be
an
API.
We
have
a
standard
library
of
tools
that
can
automate
those
tests
for
us.
A
We
also
do
security
scanning
and
all
the
things
you
would
expect
in
a
full-featured
Iasi
ICD
pipeline,
as
well
as
the
workflow
capability
that
we
talked
about
everything
checks
out.
It
gets
pushed
into
the
ecosystem.
For
you
know,
access
by
people
in
the
community
so
I'll
stop.
There.
I
wanted
to
save
a
few
minutes.
If,
for
any
questions
like
I
said
strategic
or
tactical,
but
that's
pretty
much
what
I
had
today.