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From YouTube: Fireside Chat with @JWhitehurst & Diane Mueller @OpenShiftCommon's Gathering #RedHatSummit 2019
Description
Fireside Chat with Jim Whitehurst and Diane Mueller
@OpenShift Commons Gathering 2019
@RedHatSummit
A
A
A
Talk
about
so
don't
even
ask
me
to
talk
about
them,
but
I
really
wanted
to
thank
you
for
coming
and
kicking
us
off
for
this
Red
Hat
summit
week
and
you've
got
a
lot
on
your
plate,
so
we're
gonna
dive
right
into
it.
What
is
really
interesting
to
me
now
is
that
everything
is
about
open
source
collaboration.
B
Sure
yeah
I
did
have
a
great
opportunity
to
see
two
extremes
I'll
talk
about.
Let
me
just
first
I'll
say:
I
love
the
concept
of
the
of
the
Commons,
because
you
know
we
work
a
lot
in
upstream
communities
which
is
great
but
I.
Think
we
learnt
we've
learned
over
time
that
so
much
knowledge
and
innovation
comes
from
applying.
You
know
it's
user
driven
innovation
all
the
way
through
and
so
having
a
collection
of
users.
They
can
also
get
together
and
share.
B
I
think
it's
just
a
really
powerful
concept,
and
it's
in
years
past
just
sitting
around
talking
to
people
involved
in
the
Commons.
It's
amazing
how
people
talk
about
the
learnings
that
way,
which
is
incredible,
and
it's
such
a
key
part
of
how
innovation
happens,
and
it
does
segue
a
little
so
I
before
Red
Hat
I
was
chief
operating
officer
at
Delta
Airlines,
which
is
a
sorry
if
I
lost
your
bag,
always
throw
that
in
there
sometime
in
life,
I've
probably
lost
everybody's
bag
in
here.
B
So
sorry,
but
airlines
are
a
very,
very
almost
military,
top-down,
hierarchical,
structured,
functional
organizations
and
when
you're
trying
to
drive
static
efficiency.
So,
in
a
very
static
environment,
where
you
have
a
set
of
knowns
that
actually
works,
pretty
well
like
okay,
how
do
I
get
better
at
catering
or
how
do
I
get
better
better
at
you
know
loading
bags
and
you
know
on
a
day-to-day
basis
that
kind
of
can
fall
apart
at
times,
but
in
generally
they're,
pretty
optimized
organizations
again
for
a
static
environment.
B
B
That
works
great
again,
if
you're
trying
to
accomplish
the
kind
of
a
known
tasks,
but
if
you're
asking
people
to
innovate
by
definition,
you
don't
know
what
the
tasks
are,
and
so
it
becomes
much
more
about
well,
how
do
I
create
an
environment
where
people
feel
comfortable
taking
risks
now
I
feel
like
they
need
to?
They
have
to
a
sense
of
urgency
and
ownership
around
that.
How
do
you
get
people
inspired
to
be
thinking
about
it
before
they
go
to
bed
when
they
wake
up
in
the
morning?
B
It's
like
all
of
those
components
go
into
building
a
context
for
people
to
do
their
best
work
and
as
a
leader,
it's
almost
odd
because
the
day-to-day
things
that
you
would
have
done
before,
where
you
get
really
really
directive
and
say,
go
do
this
or
I'm
gonna
hold
you
accountable
for
that.
You
hadn't
have
to
give
that
up
and
you'll
actually
are
managing
more
of
a
context,
and
that's
a
that
was
hard
for
me
and
I
got
lucky
in
that
I
didn't
have
to
discover
it
and
implement
it.
B
A
It's
it's
been
a
great
journey,
I've
been
here
five
years
and
got
to
watch
all
of
this
happen
and
unfold
for
lots
of
it,
and
there
was
another
article
that
just
floated
by
that.
You
authored
on
LinkedIn
you've
always
said
things
like
traditional
planning
is
dead
and
things
along
that
line
that
red
hat
summit
he
stood
up
and
said
that
in
front
of
you
know
the
entire
crowd
and
the
article
that
was
written.
A
B
Yeah
a
story
around
that
I,
don't
think
I
put
an
error
on
all
I'll
hide
the
names
since
I
haven't
asked
for
permission
on
this.
So
I
was
a
board
meeting
of
a
major
academic
medical
institution
and
it
what
we
had
a
new
chancellor
and
he
was
running
through
their
five-year
plan
and
what
they
were
gonna
do
and
then
all
of
a
sudden
one
of
the
other
board
members
raises
their
hand
and
this
other
board
member
used
to
be
CEO.
B
One
of
the
big
three
auto
makers
in
the
US
and
said,
look
I
understand
all
of
that
that
you're
doing
he
said.
But
you
know
in
my
business
we
spent
billions
of
dollars
Ardi
and
then
this
little
company
called
uber
comes
along
said
that
the
times
been
very,
very
little
and
completely
disrupted
our
business.
B
How
are
you
gonna
plan
for
that
and
when
he
first
asks
I
said
yeah,
that's
really
kind
of
an
obnoxious
question,
because
you
know
how
do
you
plan
for
something
that
disruptive
I
mean
that's
kind
of
a
very
unfair
question,
but
the
more
I
thought
about
I
thought
about.
You
know
that
is
actually
one
of
the
most
important
questions
that
all
of
us
need
to
ask,
because
we
are
living
in
a
world
where
that
much
disruption
is
happening.
B
Mm-Hmm
and
you
can't
say
well,
I
can't
plan
for
it,
so
I'm
going
to
do
nothing
and
the
more
you
reflect
on
it.
That's
where
I
kind
of
came
around
to
this
concept
of
just
because
you
don't
know
what
change
is
gonna
happen.
You
know,
change
will
happen
and
you
know
it'll
happen
fast.
So
how
do
you
prepare
yourself
for
it
right?
So
it
becomes
much
more
about
okay.
B
Well,
how
do
I
build
the
capability
in
my
organization
for
people
to
have
the
right
skills,
knowledge
and
also
the
right
authorities
to
as
they
see
things
to
be
able
to
change
I
get
it?
It
almost
looks
like
a
computer
computing
architectures.
Well,
you
say
let
me
do
a
more
horizontal,
layered
kind
of
kind
of
approach
to
your
organization.
So
when
you
have
really
strong
silos,
it's
really
hard
for
people
to
get
the
message
that
something's
changed
across
it
all.
So
how
you
think
about
a
more
modular
type
of
organization
structure?
B
It's
making
sure
that
you
hold
people
accountable
to
broad
objectives,
but
you
don't
hold
people
accountable
to
very
specific
initiatives
which
might
need
to
change
and
now
you're
holding
them
accountable
for
something
that's
the
wrong
thing,
and
that
happens
in
so
many
organizations,
and
so
it's
just
a
it's
a
very
different
way
that
you
have
to
think
about.
If
you
back
up
and
say
again,
I'm
not
smart
enough
to
know
where
the
world
is
going
to
be
in
five
years.
B
A
We
saw
that
even
with
with
openshift
and
after
the
when
I
first
joined,
we
were
a
platform
as
a
service
running
on
MongoDB,
Ruby
and
rails
app
and
then
Along
Came.
This
little
thing
called
kubernetes
and
what
was
amazing
to
me
was
being
inside
of
a
team
and
an
engineering
group
that
could
pivot
that
quickly.
A
That
was
enabled
to
and
empowered
to
make
those
kinds
of
pivots
and
changes
when
technology
changes
that
quickly-
and
you
know
in
terms
of
speed
magnitude
that
was
a
huge
shift
for
for
openshift
and
for
for
the
company
and
the
kind
of
style
of
collaboration
internally
and
externally
that
we
have
seen
grown
up
inside
of
Red
Hat
is
really
what's
helped.
Make
that
happen
well,.
B
In
in
the
willingness
of
people-
because
we
built
this
over
time-
the
the
acceptance
of
hey-
we
went
down
this
path,
it
wasn't
the
right
path,
we're
gonna
have
to
pivot,
or
we
made
the
best
decision
at
the
time.
But
it's
okay
to
pivot.
Building
that
in
that's
really
really
hard
because
human
beings
don't
like
to
admit
they
went
down
the
wrong
path
and
often
you
went
down
the
wrong
path,
not
because
you
made
a
mistake.
B
It
was
with
the
best
information
you
had
at
a
time,
but
in
building
that
willingness
to
make
a
pivot
is
something
we
tried
really
hard
to
build
in
our
culture.
Maybe
I
was
going
to
come
back
at
least
for
red
hat.
We
have
no
intellectual
property
at
all
right.
So
how
do
we
build
a
durable,
sustainable,
competitive
advantage?
If
it's
not
around
ownership
of
IP?
It
really
has
to
be
around
culture
and
capability
that
we
build
and
capability
is
often
knowledge
in
people's
heads
and
they
can
be
hired
away.
So
it
can't
be
individual
knowledge.
B
A
It's
it's
been
a
wonderful
journey
to
watch
that
in
technology,
but
we
also
see
it
like
in
the
acronyms
that
we
use
like
cloud
native
and
IOT
and
all
of
these
wonderful
phrases.
A
hybrid
cloud
is
the
big
one
this
this
year
and
we've.
You
know
you've
spoken
a
lot
about
digital
transformation
and
since
we
have
a
lot
of
customers
and
folks
in
the
room,
I
thought.
Maybe
one
thing
we
could
get
you
to
explain
again,
because
I've
heard
you
talk
about
a
lot
is
what
does
digital
transformation
mean
to
you
today?
A
B
I'm
gonna
try
out
a
new
analogy
because
it
just
happened
to
me
last
week
so
we'll
see
if
this
works
right,
so
I
have
twins
they're,
juniors
in
high
school
and
yeah,
so
they're
right
in
the
middle
of
writing
papers
and
I.
Remember
way,
unfortunately,
many
decades
ago,
when
I
used
to
do
that
and
one
was
writing
a
term
paper
and
one
had
a
creative
writing
assignment
and
I.
Remember
for
myself.
So
you
have
a
degree
in
computer
science,
I'm
very
kind
of
oriented.
You
know
left
brain
and
I
used
to
hate.
B
B
The
primary
way
that
we
are
creating
value
going
forward
is
no
longer
further
leveraging
the
economies
of
scale
or
scope,
or
you
know,
standardization
and
all
the
things
that
you
know
most
large
businesses
created
value
on
and
continued
to
execute
against
now.
So
much
of
value
creation
is
around
innovation
and
creating
new
things
and
I
almost
like
the
word
I'm
going
to
use
this
a
little
more
tomorrow.
B
The
task
in
the
traditional
world
was
optimizing
in
a
relatively
known
sphere,
and
and
that's
not
that
people
didn't
innovate.
But
you
know
what,
if
you're
an
automaker
or
a
bank
or
an
airline,
there
were
new
things
you
could
do,
but
it
was
kind
of
a
known
environment.
Now,
for
almost
every
business,
digital
has
enabled
such
radical
new
things.
That
could
happen
as
well
as
or
Haagen
old
challenges
to
the
business
that
you
would
never
expect
that
value
creation.
B
More
and
more
is
about
how
you
imagine
something
that
doesn't
exist
and
make
it
real
and
so
digital
transformation,
at
least
in
my
mind,
it's
how
do
you
now
organize
people
write
your
business
to
be
better
capable
at
innovating
and
creating
than
your
competitors
and
so
yeah.
There
are
methodologies
like
agile
and
DevOps
or
a
piece
of
that,
but
it
really
comes.
It's
philosophy,
its
culture,
its
leadership,
its
behavior,
it's
a
whole
set
of
things
that
have
to
come
together
to
enable
a
large
organization
to
innovate
at
scale
just
recognize.
B
If
you
started
from
scratch,
it
would
be
easier
but
you're,
starting
with
a
legacy
organization.
That's
probably
really
really
good
at
doing
whatever
they
did
in
the
industrial
world
right
and
so
now
you
got
to
take
an
organization,
that's
really
good
at
something
and
say
how
do
we
pivot
or
augment
on
top
of
that
with
a
new
set
of
skills
which
is
really
hard
and
the
heart
of
digital
transformation?
Is
that,
and
so
yeah
technology
is
a
part
of
it?
B
A
So
you'd
also
talk
about
your
perspective
on
red
hats,
innovation
model,
so
maybe
now
you're
calling
it
their
creation
model
or
something
as
being
unique,
and
you
called
it
a
three-piece
model,
not
really
it
like
a
three-piece
suit.
But
can
you
explain
a
little
bit
about
that?
How
that
weaves
into
this
yeah
so
I.
B
Think
for
any
organization
really
being
able
to
understand
how
the
pieces
of
your
organization
come
together
to
create
whatever
your
source
of
competitive
advantage.
Is
it's
really
important
and-
and
you
know,
as
red
hats
built
over
time
and
I've
really
started
trying
to
get
CRISPR
on
this
on
all
honesty,
to
be
able
to
better
communicate
with
folks
at
IBM
about
it.
But
I
do
think
there
are
three
pieces
of
what
makes
us
capable
of
doing
what
we're
doing
in
terms
of
innovation.
B
That
is
how
we
engage
with
our
customers
to
co-create,
and
so
you
know
on
the
negative
side,
you
know
we
often
will
come
in
and
say:
okay,
we
come
in
there
with
basically
a
bunch
of
LEGO
pieces
and
make
our
customers
put
it
together.
But
when
you
go
out
and
talk
to
a
lot
of
our
customers,
maybe
they
like
a
little
bit
more
bait,
but
it's
a
what
I
like
about
that
is
we're
involved
with
you
in
co-creating,
so
you're
not
here
trying
to
offer
us
a
fully
baked
solution.
B
You
know,
and
most
customers
don't
most
enterprises.
I've
talked
to
at
least
our
customers.
Don't
want
to
fully
baked
give
it
to
me
solution
because
they
want
to
be
involved
in
it.
They
wanted
to
be
bespoke,
they
want
it
to
be
authentic
to
them
and
their
customers.
They
want
to
be
engaged
in
solving
those
problems
they
want
to
co-create,
and
so
our
engagement
model
with
our
customers,
which
I
do
think,
is
more
focused
around
co-creation
and
collaboration.
I
think
is
an
important
part
of
that
and
then
the
final
piece
is.
B
We
could
not
do
it
without
having
extraordinary
people
who
are
passionate
about
it,
so
our
employee
engagement
model
and
how
we
work
to
build
our
culture
internally,
but
how
we've
really
worked
to
build
a
purpose-driven
organization
around
open
source,
so
we
can
attract
some
of
the
most
extraordinary
talent
and
retain
that
talent.
In
a
world
where
I
mean
take,
kubernetes
is
like
yeah,
crazy,
hot
right
now
and
be
able
to
have
such
extraordinary
people
at
Red.
Hat
are
I
think
because
people
enjoy
the
culture
they
feel
like
they're
part
of
a
mission.
B
They
see
real
impact
that
they
can
have,
and
so
the
employee
value
proposition
around
internal
collaboration
and
purpose
and
passion,
I
think,
is
really
important
and
you
put
those
three
things
together.
We
can
all
have
extraordinary
people
with
the
DNA
of
working
upstream
with
communities
and
a
desire
to
build
deeply
collaborative
relationships
with
our
customers.
B
I
think
you
put
those
three
things
together:
that's
how
I
define
our
innovation
model
in
total
and
if
any
one
of
those
wasn't
there
I,
don't
think
the
whole
could
stay
together
right
if
we
were
great
at
working
in
upstream
communities
and
with
customers,
but
we
didn't
have
the
employee
engagement
model.
We
have
I,
think
our
associates
would
leave
the
whole
thing
melts
down,
and
you
know
you
could
pick
any
one
of
those
I
think
they're.
All
three
are
kind
of
co-equal
and
importance
in
terms
of
allowing
us
to
do
what
we
do.
I
think.
A
So
the
next
Prometheus,
the
next
Jaeger,
the
next
Kane
8
or
whatever
it
is.
You
can
start
to
see
when
the
thought
leaders
and
the
contributors
are
moving
to
the
next
package,
our
project
and
the
github
repo.
But
it's
very
hard,
sometimes
to
see
where
the
market
forces
are
moving.
So
I'm
wondering
what
you
think
what
next
market
force
we
should
be
watching
about.
A
B
Let
me
say
a
couple
things
I
sleep
well
at
night,
because
I
think
we've
built
the
capability
in
our
organization
to
quickly
see
and
pivot
to
where
things
are
going.
So
if
you're
gonna
rely
on
what
I'm
about
to
say,
I
would
be
selling
Red
Hat
stock
short
right
now,
because
I
have
no
better
radar
than
anyone
else.
What
I
would
say,
though,
and
I
think
it's
very
interesting-
that
we
can
kind
of
already
see
this
with
what's
happening.
B
You
know,
on
top
of
the
container
platform
which
is-
and
you
see
this
in
academia-
it's
where
disparate
fields
come
together,
where
you
start
to
see
really
really
interesting,
new
sources
of
innovation,
and
so
you
see,
universities
are
often
doing
this
now,
where
they
try
to
get
academic
departments
to
co-locate
or
cross
or
create
across
departmental
efforts,
yeah
right
and
so
what's
interesting
to
me
about
this
container
platform.
Is
it
literally
is
changing
almost
everything
about
how
an
application
is
going
to
be
built
and
be
run.
B
So,
all
of
a
sudden,
you
have
the
potential
at
a
technology
level,
for
you
know,
security
and
networking
to
be
working
potentially
more
close
together
or
you
can
kind
of
pick
any
of
these
kind
of
sets
where
I
think
there's
gonna
be
really
interesting,
innovation
that
happens
and
what
does
a
fully
managed
at
scale
mature.
You
know
container
platform
well
an
enterprise
in
first
interpretation
portfolio,
look
like
when
it's
running
on
a
container
platform
at
scale
in
five
years,
I
think
it's
gonna
be
just
extraordinary
to
see
and
I.
B
Don't
think
we
know
what
that
management
paradigm
fully
looks
like,
and
we
have
a
lot
of
people
working
on
the
pieces
from
a
business
perspective.
To
me,
it's
where
I
ot
and
AI
machine
learning
come
together
and
that
to
me,
I,
don't
know
exactly
what
the
insights
out
are
gonna
be,
but
it
is
going
to
be
extraordinary.
I
mean
these
are
the
things
that
are
gonna,
revolutionize
medicine
and
actually
enable
autonomous
driving,
and
so
it's
really
those
two
things
coming
together
and
I'm
thrilled
to
see
what
happens
so.
A
In
OpenShift
Commons,
we
have
a
lot
of
SIG's.
We
we
just
started
an
AI
ops
sake.
So
for
me,
one
like
the
most
mind-blowing
things
is
watching
AI
be
applied
to
the
ops
side
of
running
openshift
or
running
any
infrastructure
and
the
the
partners
that
we're
bringing
on
board
is
just
my
Milou
and
we
have
an
ml
saying.
You
know
we
have
a
sig
for
just
about
everything.
A
So,
if
you'd
like
to
join,
let
me
know,
but
you
know,
you're
totally
right
on
will
have
the
telco
folks
on
stage
the
FSI
folks
and
it's
when
we
bring
those
people
together
with
the
technology
folks
and
they
cross
pollinate
that
we
get
some
of
the
most
amazing
and
the
features
and
the
functions
that
get
requested.
So.
B
I'm
gonna
apply
the
same
approach
recognizing
it
really.
You
can
try
agile
all
day,
long
or
DevOps.
You
can
put
it
in
a
container
platform,
etc,
etc.
But
unless
you
change
the
way
that
you're
leading,
if
you
change
your
behaviors
change,
the
way
you
participate,
if
you're
on
a
team,
it's
gonna
be
really
hard
to
be
successful
because
getting
people
to
get
out
of
their
comfort
zone
to
take
risks
to
encourage
people.
To
do
that,
you
know
to
get
people
to
be.
B
A
B
Know
you
know
it's:
how
do
you
inspire
people
to
do
that?
It's
all
of
those
things,
it's
the
soft
side
that
is
so
incredibly
important
and
I'm
as
left-brain
as
you
can
get
and
I
know
so
many
engineers
are
that
really
recognizing
that
how
people
interact
together
is
going
to
be
so
critical
to
innovation,
and-
and
this
has
just
been
so
proven-
groups
innovate
better
than
individuals
and
we
often
go
back
in
history
and
we
create
these
stories
about
these
brilliant.
B
You
know
engineers
or
these
brilliant
people,
inventors
and
typically,
if
you
go
back
it
turns
out,
it
wasn't
just
the
one.
They
got
credit
for
it,
but
it's
typically
groups
and
teams
that
work
together
and
recognizing
how
important
that
is,
is
I.
Guess
the
the
main
thing
I'd
like
people
to
take
away
well.
A
Thank
you
very
much
for
being
here.
Thank
you
for
adapting
to
our
organization
and
bringing
your
leadership
style
to
us.
We're
really
grateful
for
it
and
we're
really
grateful
for
you
kicking
off
this
week
with
us,
and
we
look
forward
to
you,
the
keynotes
and
all
the
wonderful
things
were
going
to
hear
about
today.
Thank.
B
You
for
having
me
it's
been
great.
This
is
really
inspiring
to
see
what
this
organization
is
has
grown
into
it's
great,
to
see
and
again
it's
different
than
a
normal
kind
of
upstream
community
and
it's
great
to
see
how
its
continued
to
evolve
and
grow
and
created
a
tremendous
amount
of
value.
So
it's
a
pleasure
to
have
an
opportunity
to
be
here.