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From YouTube: OpenShift Commons Briefing #124: SOS's Digital Transformation with Sverre Vincent Lenbroch (SOS)
Description
SOS International is the leading assistance organisation in the Nordic region. From our alarm centres in Denmark, Sweden, Norway and Finland, they provide acute personal assistance all over the world.
In this briefing, SOS International’s Sverre Vincent Lenbroch discusses SOS’s Digital Transformation journey and the challenges that they worked thru on Cultural, trends and legal as well as their technical stack and OpenShift deployment with OpenShift. He covered their stack and discusses running on Open Shift and their new projects.
A
Well,
hello,
everybody
and
welcome
again
to
another
open
ship
Commons
briefing.
This
time
we
have
a
new
Commons
member
SOS
International
and
its
bearer
Lindroth,
who
is
going
to
take
us
through
their
journey
to
open
shipped
and
their
digital
transformation
journey
and
will
have
the
same
format
as
we
usually
do
Q&A
via
the
chat.
Well,
here
does
its
presentation
and
then
live
Q&A
afterwards,
so
without
any
further
ado
I'm
going
to
let
him
take
it
away
and.
C
Thank
you.
Yes,
my
name
is
sue
ellen
bak,
working
with
technologies
and
disruption
in
swiss
international
and
to
give
you
a
short
introduction
to
who
we
are
is
at
a
glance
working
with
assistance
in
the
Nordics,
denmark,
sweden,
norway
and
finland
handling
travelers
health
insurance
on
behalf
of
mainly
insurance
companies,
and
then,
of
course,
we
have
roadside
assistance
for
most
countries.
C
We
have
in
the
stack
running
quite
a
bit.
Actually,
we
sort
of
thought
the
whole
stack.
We
had
a
couple
of
tests,
introductions
with
the
platform
and
then
finally,
we
we
bought
the
platform.
We
have
installed
fuse
the
BPM
suite
form
of
the
beam
speed.
Now
business,
automation
and
we
have
red
head
mobile
running
and
free
scale
is
planned
to
be
activated
soon,
but
we
are
not
working
with
that
at
the
moment.
C
See
ICD
we're
using
Jenkins
both
for
the
legacy
systems
that
we
are
handling
at
the
moment
and,
of
course,
in
the
new
platform,
where
most
of
the
processes
are
automated,
the
legacy
is
still
manually,
handling
and
I.
Think
what's
interesting
about
this
platform.
Is
that
actually
we
used
to
be
a
Microsoft
house,
we
had
only
two
Linux
servers
running
and
still
we
thought
that
Red
Hat
would
actually
be
the
right
platform
to
make
this
transformation.
C
We
are
running
close
to
200
different
legacy
systems,
internally
free
different
case
systems,
two
ERP
system
so
forth
and
has
actually
started
out.
Last
year.
With
with
this
project,
we
have
a
remote
medical
service
running
on
this
platform.
That
is
quite
interesting.
We
have
a
on
side
project
with
which
is
a
new
platform
for
the
roadside
assistance
for
the
lorries
and
the
different
stations
that
we
have
in
the
Nordics
and
then
we're
actually
looking
into
a
migration
program
with
some
of
our
own
legacy
system.
C
C
I
think
when
it
comes
to
digital
transformation,
the
technology
needed
I
think
that
was
spot-on.
Taking
this
platform
on
I
think
I
would
go
into
a
few
details
about
especially
the
medical
service
running
on
this.
Just
to
give
you
a
quick
view,
this
is
some
of
the
basic
functionalities
that
we
put
in.
We
have
what
we
call
help
me
for
my
ki.
If
somebody
knew
about
our
project,
that
is
meant
for
the
end
users
and
when
I'm
talking
about
the
end
users.
This
is
the
customers
of
the
insurance
companies
that
we.
C
This
is
an
app
that
you
can
use
when
you
are
traveling
or
as
an
expat,
where
you
can
get
in
connection
with
the
some
local
doctors
of
yours.
In
your
native
language,
we
have
doctors,
speaking
five
different
languages
in
platform
handling
and,
of
course,
through
our
provider
network.
That
is
handing
most
of
this.
So
we
have
this
induce
application
and
we
have
what
we
call
the
we
care
platform,
which
is
mainly
aimed
for
our
internal
doctors
and
case
handlers,
who
is
looking
into
these
different
different
cases.
C
C
Directly
in
this
platform,
and
just
to
look
at
the
numbers
and
and
and
the
complexity
of
the
platform,
I
think
it's
compared
to
at
least
our
legacy
systems.
That
I
think
is
very
interesting
to
look
at
the
time
line,
because
the
department
that
I'm
part
of
a
space
online
who's
actually
looking
into
new
digital
services,
was
established
close
to
a
year
ago,
May
last
year,
and
then,
of
course,
we
had
some
vacations
and
stuff,
and
then
we
looked
into
were
actually
order.
C
Since
the
data
we
are
containing
from
the
insurance
company,
they
will
not
allow
us
to
use
cloud
platforms,
so
we
actually
needed
to
install
all
of
it
on
Prem
and
I
think
late
February.
We
have
the
first
live
demo
on
of
this
platform,
with
one
of
our
customers,
insurance
companies
and,
at
the
moment,
we're
actually
working
on
ensuring
the
compliance
for
gdpr,
and
we
had
a
few
bucks
and
changes
that
we
need
to
make
and
we
scheduled
to
go
live
first
attune.
C
Redhead
team
that
has
been
doing
most
of
the
development
for
us.
Of
course,
we
have
been
hiring
in
people
to
take
over
this
they're
still
on
board
it,
some
of
them
I,
think
three
or
five
people
are
still
on,
but
we
are
slowly
taking
over
the
development
ourselves.
Of
course,
we
have
some
education
running.
We
have
architects
running
around
helping
us,
because
I
think
one
of
the
most
important
thing
is
actually
the
architecture
when
it
comes
to
the
middle
way,
our
platform,
so
it
has
actually
been
quite
a
challenge
for.
B
C
B
C
C
C
We
are
looking
into
our
digital
capabilities,
since
it's
a
challenge
to
go
from
handling
old
legacy
systems
into
new
micro-service,
still
perspectives,
and
then
we
actually
focusing
on
what
we
call
digital
masters.
It's
actually
based
on
the
study
from
MIT,
where
we're
looking
at
how
we
can
handle
this
digital
capacity
compared
to
our
customers
and
and
and
the
market
we
operating
in.
C
If
you
tell
the
capacities,
if
we
looking
at
at
the
picture
on
the
right,
we're
focusing
on
a
robber,
a
tional
backbone,
meaning
it's
more,
the
legacy
systems
that
we
have
with
mainly
the
developers
who's
actually
in
charge
of
how
we
can
actually
develop
on
these
platforms,
then
it's
it's
one,
big
system
and
the
new
thing
is
this
digital
service
platform,
as
MIT
described
it
focusing
on
inducers,
new
services,
mobile
and
so
forth,
and
this
is
the
focus
for
the
department
is
online.
I
met.
C
Be
very
focused
on
customer
engagement:
it's
not
many
companies
that
can
survive
on
focusing
on
product
early.
So
our
challenge
is
that
we
come
from
the
insurance
industry
with
have,
which
include
350
years
old
business
model
and
be
trying
to
change
that.
So
I
think
the
culture
is
actually
one
of
the
biggest
perspectives
fast.
C
C
C
Two
of
them,
the
other
part,
is
of
course,
gdpr.
Everybody
is
motivated
because
the
fine
is
entire
new
scales
finds
up
to
20
million
euros
for
not
being
compliant
with
the
GDP
are
so
most
people
are
actually
in
the
in
Europe
when
it
comes
to
IT
focusing
on
this-
and
of
course
we
are-
and
this
is
a
demand
for
solution-
that
we
can
actually
fulfill
this
quite
well.
Actually.
C
This
has
been
a
challenge
to
go
into
this,
since
it's
normally
IT
that
has
been
in
control
of
how
to
develop
processes
and
so
far
in
platforms.
But
now
the
business
needs
to
step
up
and
take
the
challenge.
This
also
means
that
there
will
be
a
very
high
demand
for
for
design
UX
and
we
need
to
document
the
the
business
value
actually
before
starting
developing
this
platform.
C
A
Got
a
question
a
couple
of
questions
and
it's
a
great
perspective
on
what
it,
as
opposed
to
going
a
deep
dive
into
technology,
which
is
what
we
sometimes
do
in
briefings.
It's
really
kind
of
good
to
see
the
other
parts
of
the
puzzle
when
organization
is
are
making
switch
to
micro
services
and
doing
digital
transformation.
Is
that
it
really
isn't
all
about
technology
and
the
GDP
our
deadline
is
coming
very
fast.
A
25th
is
really
soon
so
I
can
see
where
that
would
gain
change.
A
Your
focus
from
you
know,
building
a
platform
and
doing
all
this.
The
thing
that's
interesting
to
me
and
I
think
you've
touched
on
this
too,
is
figure
out
how
you
can
take
what
you
learn
here
and
the
platform
you
have
to
add
value
to
your
customers
and
to
help
them
move
forward
as
well
and
and
I.
Think,
that's
that's
apt
to
me
conceptually.
A
That's
that's
one
of
the
biggest
values
that
any
organization
can
have
with
their
customer
base
or
with
their
ecosystem,
is
to
be
able
to
share
the
wealth
of
knowledge,
but
also
to
extend
the
reach
of
their
businesses
into
other
aspects
and
to
their
customers.
Ecosystems
as
well,
and
that
sounds
like
that's,
where
you're
going
in
the
future
as
well.
So
is
that
a
correct
assumption.
C
C
We
have
a
few
examples
of
the
platform
we're
building
at
the
moment,
this
medical
service
of
just
the
two
to
sign
in
to
the
platform
we
have
so
had
approval
from
our
security
manager
and
legal
and
so
forth,
because
we
are
a
data
field
level
to
have
disapproved.
According
to
GPR
say
we
need
to
do
some
data
minimization,
meaning
that
we
could
log
on
to
a
system
with
Social
Security
number,
for
instance.
C
But
if
it's
not
needed,
then
we
are
not
allowed
to
use
the
Social
Security
and
we
have
need
to
have
all
this
approved
by
by
legal.
So
there's
a
lot
of
new
processes
and
new
governance
structures,
and
so
for
that
we
need
to
you
know,
work
with
take
ownership
of
and
so
on,
in
this
process,
together
with
the
new
technology.
Of
course,
we
are
hiring
a
new
personnel
to
take
care
of
the
technology,
but
we
will
never
get
the
full
business
value
of
this
new
technology
if
we
don't
manage
the
other.
A
C
We
we
have
some
brilliant
developers
internally,
working
on
our
legacy
system,
Java
platforms
and
so
on.
We
have
forms
of
dotnet
people
running
around
and
they
are
very
keen
on
this
new
technology,
but
it's
still
the
4%
we
have
even
had
UX
designers
and
so
on.
In
you
know,
trying
to
to
work
with
us
on
this
new
approach.
Where
we
put
you
know,
customer
needs
in
front
of
everything
else:
design
usability.
C
A
This
we
had
read
happen
in
the
open
ship
business
unit.
We've
done,
we
try
to
do
things
like
some
of
the
online
education
and
the
documentation
and
pieces
road
shows
and
other
and
other
things
trying
to
bring
people
up
to
speed.
And
it's
that's
it's
an
interesting
conundrum,
because
we
really
and
again
the
next
weeks
time
we'll
be
in
Denmark,
giving
two
hands-on
training
sessions
as
well.
But
it's
it's
really
interesting
to
see
because
I
think
sometimes
you
know,
being
a
community
manager
and
being
right
in
at
the
leading
edge
of
all
the
technology.
A
I'm
always
excited
about
all
of
this
new
stuff
and
happy
to
learn
all
anything.
It's
really
good
good
to
get
some
reality
checks
here,
I
think
that
we
need
to
do.
You
need
to
do
better
onboarding
and
people
who
love
them,
working
on
the
legacy
systems
and
getting
them
up
to
speed
and
and
excited
and
passionate
about
these
new
technologies
as
well,
and
not
think
that
everybody
is
a
Greenfield
brand
new
mobile
app
person.
B
C
Have
a
few
examples
of
on
that
as
well
since
the
first
project
we
we
made,
we
were
allowed
to
make
an
app
for
that,
but
we
were
not
allowed
to
change
the
processes.
So
it's
a
very
good
example
that
that
the
business
is
hanging
on
to
old
processes
and
the
old
habits
are
not
willing
to
change
it.
Well,.
C
I
went
to
a
conference
with
with
all
the
Nordic
insurance
companies
and
everybody
was
talking
about
blockchain,
but
it
was
more
buzzword
than
then
and
actually
being
implemented
in
any
solutions.
There
was
a
few
I
think
two
or
three
small
startups
that
was
presenting
some
solution
where
they
were
using
blockchain,
but
nobody
else
is
looking
at
it.
So
far.
Yes,
yes,
we
are
looking
at
block
change,
but
we
are
not.
We
are
not
focusing
that
much
on
it.
Yes,
the
the
machine
learning
yes
and
the
AI.