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From YouTube: Open Innovation Lab and Changing the Culture - Jeremy Brown (Red Hat) OCG Helsinki 2018
Description
Open Innovation Lab and Changing the Culture - Jeremy Brown (Red Hat)
OpenShift Commons Gathering Helsinki 2018
https://commons.openshift.org/gatherings/Helsinki_2018.html
A
I
have
one
slide
today
there
should
be
fun,
I,
think
I've
got
40
minutes
right.
I
should
keep
an
eye
on
the
time,
so
it
should
be
good
and
hopefully
also
interactive,
we'll
see
how
it
goes
in
Finland
and
so
hi
I'm
Jeremy,
I
I,
lead
Red,
Hat's,
open
innovation
labs
here
in
Europe
and
I'll.
Tell
you
more
about
what
we
do
as
I
present
a
little
bit
about
me
and
I'm.
A
Actually,
half
Finnish
and
half
Northern,
Irish
and
I
live
in
Paris,
so
I'm
like
the
ultimate
mix
of
everything
and
unfortunately
I
don't
speak
much
Finnish,
because
my
mother
is
one
of
those
wonderful
finish,
ladies
who
married
foreigners
and
I
grew
up
outside
of
Finland.
So
but
it's
really
nice
to
be
here.
It
feels
like
home
when
I
hear
everybody
talking.
Even
though
I
don't
understand
you,
so
culture
culture
isn't
real
right.
It's
it's!
Not
it's
not
really
a
thing.
A
It's
it's
like
a
shadow,
a
shadow
isn't
a
real
thing
and
when
I
put
my
hands
the
shadow,
is
there
it's
kind
of
like
what
we
look
at
in
culture
in
organisations,
but
actually
I
would
say
that
I
would
define
culture
as
how
we
do
things
is
actually
what
defines
the
culture.
So
me
moving
my
hands
causing
a
shadow.
We
look
at
the
shadow,
sometimes
in
our
of
things
that
are
being
done
in
our
organization.
So
in
order
to
change
culture,
we
need
to
change
how
we
do
things
I.
A
Think
it's
really
as
simple
as
that
and
I.
Think
that,
as
we
change
how
we
do
things
and
how
things
get
done,
then
we
can
start
to
create
cultural
change
and
the
other
thing
I
wanted
to
tell
you
a
little
bit
about
is:
why
am
I
talking
about
that
at
Red
Hat
and
what
is
the
Red
Hat
open
innovation,
labs
I'll
start
a
little
bit
with
that,
so
the
open
innovation
labs
and
where
a
lot
of
people
when
they
hear
that
they
think
two
things.
A
Firstly,
they
hear
the
word
labs
and
they
immediately
think
that
we
have
lots
of
hardware
and
servers
and
that,
oh
that's,
my
screensaver
I'll
turn
that
off
I
was
probably
my
battery
actually
going
into
power
saving
mode
and
so
a
lot
of
put
it
into
the.
So
it
doesn't
go
into
screensaver
mode.
So
they
think
that
we've
got
all
these
cool
gadgets
and
that
where
we've
got
iPads
I
guess
how
many
of
you
in
your
companies
have
an
Innovation
Lab
in
your
company
yeah.
A
It's
like
every
company
has
one
how
many
people
are
shutting
down
the
Innovation
Lab
in
your
company.
That's
like
innovation
labs,
like
a
big
trend,
and
now
companies
are
actually
shutting
them
down,
because
most
companies,
innovation,
labs,
aren't
actually
like
producing
anything.
Innovate.
They
build
these
things
cool
things,
but
then
they
never
get
into
production
with
them
and
actually
change
the
business
model.
So
what
we
do
is
really
different,
so
we
don't
have.
We
do
have
actually
some
data
centers.
Not
really.
A
When
we
in
IT
suddenly
are
a
tell
a
business
user,
I
can
deploy
into
production
safely
five
times
a
day
for
this
app.
They
don't
know
what
to
do
and
they're
terrified
of
it.
We
hear
stories
from
our
customers
where
the
business
users
then
ok,
say.
Ok,
she
can
you
guys
slow
down
a
little
bit
because
you're
going
a
bit
too
fast
now,
hopefully
some
of
you
might
be
thinking.
A
So
while
we
use
cool
technology
as
part
of
what
we
do
were
actually
also
focused
on
on
cultural
change
and
in
particular
we
do
that
team
by
team
within
our
customers,
organizations
and
the
way
I
describe
this,
because
it
sounds
kind
of
out
there
and
weird
and
doesn't
make
sense.
It's
actually
really
simple.
If
I
use
an
analogy
of
learning
to
cook,
I
am
NOT
a
great
cook
I
like
to
cook
but
I'm,
not
very
good
and
I've
watched
a
bunch
of
TV
programs.
I
bought
some
books.
A
In
fact,
I
have
a
shelf
of
books
at
home
and
I
I
kind
of
watched,
a
few
YouTube
videos,
and
sometimes
I,
am
I.
You
know
in
that
experience
I've.
How
should
I
say
I've
got
a
little
bit
better
I
can
like
follow
recipes
and
things
now,
but
I
recently
did
like
an
evening
team-building
exercise
with
a
chef,
and
that
was
really
cool
and
because
that
you
know
I
learned
some
stuff.
So
if
you
haven't
done
one
of
these
before
you,
I
did
one
in
Paris
great
place
to
do
cooking.
A
Lessons
was
a
French
chef,
they're,
very
bossy,
but
I
mean
I
learned
a
lot
again
in
that
evening
experience,
but
it
was
still
kind
of
like
playing
with
the
idea
of
cooking.
So
what
we
do
is
a
little
bit
different.
It's
like
going
into
the
kitchen
kitchen
of
a
Michelin
star,
restaurant
and
being
part
of
that
kitchen
team,
the
the
cooks-
and
you
know
the
chef's
in
there
and
spending.
A
You
know
four
weeks,
six
weeks,
eight
weeks,
10
weeks,
12
weeks
up
to
12
weeks
in
that
kitchen,
by
spending
a
really
long
time
in
a
place
like
that,
like
when
you
leave
that
amazing
restaurant
and
the
kind
of
food
that
you're
going
to
cook
in
your
home
kitchen,
is
going
to
be
really
different
and
you're,
probably
going
to
optimize
your
home
kitchen,
different
way.
Different
equipment
and
different
tools,
different
process
and
I
mean
ultimately
the
whole
point
of
it
is
to
cook
better
food.
A
So
kind
of
this
is
what
we
do
in
Red
Hat,
we're
kind
of
taking
the
best
of
Red
Hat's
culture
and
DNA.
The
way
that
we
write
software
as
a
company-
and
you
know
taking
the
best
off
from
both-
are
the
way
that
our
engineers
build
open,
shifts
and
work
in
communities
and
and
and
what
we've
seen
is
best
best
best
of
breed
within
the
industry.
A
And
we've
created
an
experience
like
that
and
except
it's
not
just
for
you
to
go
into
one
kitchen,
but
actually
to
come
as
a
team
come
as
a
whole
team
and
because
it's
not
free
I
wish
it
could
be.
But
because
it's
not
free
and
you
actually
come
with
a
real
business
problem
so
and
I'll
describe
a
little
bit
more
about
the
business
problems
that
people
solve,
but
you
come
with
a
business
problem
and
a
team
and
we
actually
match
one
to
one:
Red
Hat
people
to
the
customers,
people
and
then
we
go
through.
A
You
know
four
six,
eight
twelve
weeks
of
what
we
call
a
residency
and
our
residences
happen
everywhere
in
the
world.
So
you'll
have
heard
that
we
have
a
an
open
innovation
labs
in
Boston.
We
have
one
in
London.
We
have
one
in
Singapore
and
but
we've
done
a
couple
here
in
Finland
already,
so
nobody
in
Finland
wants
to
leave
their
families
behind
for
four
weeks
to
travel
to
London.
So
we
create
pop-ups
here
and
we've
done
a
couple.
A
One
was
in
a
customer's
office
and
maybe
I'll
tell
you
about
it
they're
here
you
should
ask
them
someone's
waiting
over.
There
definitely
asked
the
guys
from
ELISA
I
guess
they're,
not
that
anonymous
yeah.
So
definitely
ask
them
about
that
experience,
and
that
was
a
pop
up
inside
the
customers
own
office,
but
we
still
actually
took
over
actually
the
basement
almost
and
but
we
took
over
a
part
of
their
office
and
did
a
bit
of
a
makeover.
A
The
other
one
was
done
in
the
GE
healthcare
office.
That
was
here
is
like
a
co-working
space
and
there
was
about
a
10-minute
walk
from
from
the
customers,
their
main
office
building,
and
so
the
pop-up
is
kind
of
how
we
do
this,
because,
obviously
nobody
wants
to
travel.
So
for
me,
the
locations
not
that
important,
I,
think
the
secret
of
it
is
just
taking
this
team
out
of
the
day-to-day
environment,
wanted
to
share
an
answer
to
a
question.
A
I
gave
recently
to
a
customer
that
asked
about
what
we
do
so
I
think
that
in
a
lot
of
your
organizations
and
people
are
talking
about,
we
need
new
skills.
We
need
new
types
of
people
in
our
organization
for
this
new
digital
world
that
we're
moving
into,
and
they
don't
always
trust
us
for
that.
They
think
that
they
have
to
get
people
from
outside
to
do
it.
A
So
someone
asked
me
that
question
and
I
said
you
know,
and
they
said
like:
how
long
does
it
take
to
like
change
our
people
and
I
was
like
well,
first
of
all
and
I,
don't
think
we
change
your
people,
I!
Think
you
it's!
You
know
it's!
It's
not
like
that
and
I
thought
about
that,
a
little
bit
more
and
and
I
said
actually
and
the
change
from
how
they
operate
in
your
office
and
in
their
environment
and
when
they
come
into
one
of
these
pop-up
labs.
I.
A
A
Actually
we're
all
very
motivated
and
passionate
about
the
things
we
do
and
that
and
if
we
can
harness
the
the
right
kind
of
passions
and
motivation,
we
can
trust
people
to
make
decisions
and
we
can
delegate
authority
to
to
everybody
to
make
decisions
and
I.
Think
the
source
of
this
theory
is
quite
old,
and
most
companies
are
built
around
Theory
X.
You
have
you
have
layers
and
layers
of
management.
You
have
experts,
management
that
reason
over
the
system
and
tell
the
workers
how
they
should
do,
and
this
comes
from
Taylorism
Frederick
Taylor
is
I.
A
I
trust
me
you'll
know
where
I'm
going
in
a
second
but
Frederick
Taylor
is
this
guy,
that
from
the
industrial
revolution
that
started
timing,
people
in
how
they
did
their
jobs
in
factories
and
he
started
to
optimize
how
the
factory
worker
started
to
put
cars
together
and
put
different
types
of
things
together,
and
the
big
idea
behind
that
is
that
we
can't
really
trust
people
and
that
you
need
experts
to
reason
over
the
system.
Most
of
our
companies
are
quite
large
organizations
that
something
for
the
startups.
A
You
don't
fall
into
this
category
so
for
the
guys
who
work
in
little
tiny
companies-
you
definitely
don't
fit
into
this,
but
for
the
big
companies
here
that
own
a
whole
market,
you
have
a
either
majority
market
share
or
significant
market
share,
or
maybe
you
work
for
a
government
organization.
So
you
you're
part
of
a
monopoly.
A
The
the
Taylorism
is
really
how
organizations
are
run,
and
the
thing
is.
Is
that
actually,
what
we're
starting
to
realize
is
that
that's
not
how
people
are
motivated
and
that
system
is
fundamentally
flawed
and
and
actually
the
good
news
is
that
in
I
guess,
factories
and
the
car
manufacturing
in
particular,
has
already
totally
killed
this
myth
of
Theory,
X
and
Taylorism.
That's
why
we
have
the
Toyota
Production
method
and
lean
lean
manufacturing.
They
have
already
recognized
that
Taylorism
doesn't
work.
A
So,
if
we
think
about
like
continuous
integration,
I
mean
some
of
the
exciting
stuff
that
you
guys
have
been
presenting
on
are
about,
like
the
business
value
that
you
can
achieve
by
being
able
to
make
code
changes
faster.
That's
some
of
the
cool
things
that
containers
allow
you
to
do
so
continuous
integration.
A
You
know
thousands
or
millions
of
users
and
we've
also
been
doing
some
some
cool
things
around
brownfield
migration.
So
one
of
the
big
challenges
with
open
and
I've
seen
this
for
some
of
the
stories.
Here's
you
don't
just
want
to
put
Greenfield
applications
onto
OpenShift
and
where
you're
building
from
scratch
for
this
cloud
native
world,
but
you're
actually
wanting
to
take
very
significant
old
applications
and
move
it
onto
the
platform.
A
So
that's
something
that
we're
doing
as
well
and
and
just
to
give
you
some
tips
on
that,
so
we're
using
things
like
metrics
based
process
modeling
for
for
brownfield
applications
where
actually,
we
actually
model
how
work
is
done
today
and
how
that
application
gets
from
dev
all
the
way
through
to
production,
and
then
we
actually
focus
on
where
the
biggest
pain
points
are
in
that
application
and
we
try
and
compress
the
time
down.
And
so
you
know
some
of
our
customers
tell
us
well
getting
a
VM,
that's
three
weeks.
Why?
A
So
there's
some
really
fancy
use
cases
and
I
would
broadly
say
that
our
customers
are
kind
of
coming
in
three
different
ways.
One
is
that
customers
are
doing
that
transformation
thing
I
talked
about,
so
what
we've
we're
doing
when
we're
talking
about
transformation,
I
want
to
show
you
some
stuff
in
a
second
on
I.
Don't
just
have
one
slide,
but
I
wanted
to
show
you
some
of
the
stuff
we're
doing
so.
A
What
we're
doing
is
everything
that
we
do
in
open
innovation,
labs
to
help
our
customers
transform
we're
actually
trying
to
also
because
we're
an
open
source
software
company
and
we're
also
trying
to
open-source
all
of
the
ways
of
working
all
of
the
methods
that
we
use
so
that
you
can
use
it
within
your
own
organization
yourself.
So
when
it
comes
to
like
the
transformation
use
case,
we're
partnering,
often
with
our
customers,
who
are
trying
to
do
agile
or
DevOps
or
digital
transformation,
and
so
that's
one
key
bit.
A
We
then
have
customers
who
their
current
processes
and
when
they're,
trying
to
build
a
new
application
and
how
many
of
you
in
your
organization,
this
is
a
story.
I
have
a
new
app
IT
knows
the
editor.
The
business
coming
to
the
IT
I
need
a
new
thing
built
and
it
turns
into
over
a
million
euro
projects
and
at
least
eighteen
months
to
get
into
production.
How
many
have
that
problem
today?
Ok,
like
only
five,
honest
people,
but
every
project
turns
into
that.
A
A
I
call
that,
like
a
speedboat
getting
something
out,
there
really
really
quickly,
it's
kind
of
the
opposite
of
these
castles
that
most
of
the
organizations
were
part
of
today
or
you
know,
castles
are
built
to
defend
a
position,
they're
not
really
built
to
move
out,
but
the
thing
is
about
castles.
Is
the
world
changed
and
and
we
don't
build
high
walls
around
our
cities
anymore
and
because
technology
has
changed
and
I'm.
A
So
most
of
these
organizations
are
having
to
become
be
able
to
launch
lots
of
speedboats
and
then
the
other
use
case
that
we're
doing
a
lot
of
obviously
is
customers
adopting
OpenShift.
So
if
you're
early
in
your
OpenShift
journey
and
the
open
innovation
labs
residency
is
a
wonderful
way
to
get
things
right.
I
think,
like
four
years
ago,
when
we
started
this,
even
I
would
say
that
we
could
be
honest
like
us,
in
Red.
A
Hat
didn't
really
know
how
to
help
our
own
customers
adopt
this
technology
in
the
right
way
and
I
mean
some
of
our
early
adopter.
Customers
have
talked
about
their
their
journey.
The
pains
the
the
challenges
they've
had
and
we've
now
taken
a
lot
of
those
learnings
and
built
into
sort
of
and
the
way
we
do.
The
open
innovation
labs
today
so
and
we
do
funky
things
like
we
actually
do
a
double
residency
with
customers
where
we
have
one
kind
of
track
of
that
residency.
A
A
We're
gonna
do
more
sophisticated
stuff,
with
sto
being
able
to
segment
traffic
across
different
versions
of
applications
being
able
to
do
things
like
feature
flags,
segmenting,
different
bits
of
traffic
into
directly
down
into
micro
experiments
in
production.
So
we're
all
we're
doing
all
sorts
of
cool
stuff
like
that
with
customers
and
I.
Call
that,
like
the
that
the
road
trip
and
a
lot
of
our
customers
today,
when
they're
adopting
OpenShift
our
not
today,
but
in
the
last
four
years,
a
lot
of
our
customers.
A
It's
kind
of
like
Oh,
buying
open
ships,
kind
of
like
buying
a
Tesla
right,
it's
a
car.
It
drives.
So
you
think
you
know
it,
but
it
can
drive
itself
and
it's
electric,
and
so
the
thing
is
like:
how
do
you
know
that
the
Tesla's
going
to
really
be
good
in
your
day
to
day
life?
And
it's
a
good
question?
A
So
most
of
our
customers
have
taken
the
Tesla
and
they
have
a
steam
engine
that
is
everything's
running
on
today,
and
then
they
force
the
Tesla
and
they
weld
it
on
top
of
the
steam
engine
and
they
say
well
all
those
security
things
that
we
do
today.
We're
gonna
make
openshift
do
all
of
that
and
then
they
kill
the
Tesla
and
then
they
ask
RedHat.
What
is
your
product
not
do
what
it's
supposed
to
do,
I'll?
Give
you
an
anecdote?
How
many
of
you
know
about
pivotal?
Cloud
Foundry?
A
Oh,
you
can
be
honest,
we're,
okay,
we
know
you
must
know
about
them
right,
I
am
so
the
others
are
probably
asleep,
and
we
had
a
customer
who
had
a
big
openshift
deployment
and
they
actually
had
a
dev
team
who
had
been
experimenting
with
pivotal
happens
and
they
said
well
cloud
foundry.
Has
this
thing
called
CF
push
and
you
can,
like
developers,
can
just
push
their
source
code
and
then
it
gets
deployed.
I
was
like
oh
cool.
We
do
that
too.
It's
you
know,
source
to
image,
and
we
can
do
that
and
they
went
yeah.
A
So
I
wanted
to
share
I
and
there
will
be
time
for
questions,
but
I
wanted
to
take
a
second
actually
to
to
share
a
few
things
that
that
we've
been
doing
that
you
can
take
away
from
from
all
of
what
we've
been
doing
so
I
told
you
that
we
were
open,
sourcing
and
everything
that
we
do
so.
We've
created
this
cool
library
called
the
open
practice
library,
and
so
these
are
they're,
not
all,
but
it
were
in.
A
We've
been
in
the
process
of
open
sourcing
this
over
the
last
two
months,
and
this
is
based
on
a
number
of
other
open
source
frameworks.
We've
been
basically
creating
a
practice
library,
so
ways
of
working
for
yourselves
and
that
you
can
use
that
kind
of
codifies
the
methodology
that
we
use
so
that
you
can
actually
use
this
in
your
organization
and
actually
maybe
our
secret
agendas,
not
so
secret.
But
we
want
you
to
contribute
to
this
as
well.
A
A
You
know
sprint
planning
all
of
those
things,
backlog,
refinement
showcase.
All
of
those
events
are
kind
of
like
this
delivery
loop
and
we
we
we
like
this
and
this
framework,
or
this
this
thing
we
call
it's
called
the
Mobius
loop.
We
really
like
it
because
it
introduces
another
loop,
which
is
the
discovery
loop
and
what's
good
about
the
discovery
loop.
Is
that
within
it
you
kind
of
say
well,
why
am
I
doing
this?
Who
am
I
building
this
for
and
what
are
the
business
outcomes
that
I'm
trying
to
achieve?
A
And
what
are
the
hypotheses
or
theories
we'll
allow
that
I
have
to
achieve
those
business
outcomes?
And
so
you
go
through
this
discovery
loop
to
generate
options,
and
then
you
have
the
options
pivot
and
essentially,
with
the
options
pivot
you're
entering
in
and
sometimes
the
options
pivot
looks
like
product
backlog
right
I
mean
the
product.
Backlog
is
a
set
of
options
that
you
build,
and
hopefully
those
things
actually
make
a
difference
to
your
product.
A
So
we
go
through
the
delivery
loop
and
in
the
delivery
loop,
we're
building,
but
we're
also
measuring
and
learning
and
at
some
point
what
I
like
about
this
loop.
Is
you
make
a
decision
here
in
the
options
pivot
do
I
keep
building,
that's
where
the
screensavers
turned
off
again
or
coming
on?
Do
I
keep
building
or
have
I
actually
established
something
here
that
I
need
to
now
to
actually
measure
and/or
do
go
through
another
discovery
lip,
so
it's
pretty
cool,
there's
a
whole
bunch
of
practices
in
here
and
and
I'll
just
show.
A
You
show
your
impact
mapping,
it's
a
fun
one
that
we
use
so
for
each
of
these
and
kind
of
have
like
this.
Isn't
really
does
this
library
isn't
meant
to
be
a
how-to,
but
actually
a
collection
of
kind
of
also,
if
you
think
about
golf
and
it's
kind
of
like
a
collection
of
golf
clubs,
and
we
try
to
show
you
where
to
use
your
golf
clubs
and
we're
looking
for
more
donation.
A
So
each
of
these
has
basically
how
many
people
you
need
the
time
and
how
difficult
it
is
and
the
kind
of
participants
why
and
when,
and
rather
than
telling
you
how
to
use
it,
we
actually
link
back
to
the
original
material
for
most
of
these
practices
and
and
we
would
really
welcome,
if
you're,
using
a
practice-
that's
really
useful
in
your
organization.
Please,
please
PLEASE
fully
open
source
and
please
donate.
You
know
those
to
us
and
hopefully,
you'll,
find
this
useful,
we're
actually
working
on
something
really
cool.
A
Now
we're
and
the
we're
actually
building
like
an
interactive
discovery,
loop
or
sorry,
an
interactive
loop
and
you'll
be
able
to
kind
of
pick
practices
and
and
compose
your
own
process,
which
is
kind
of
cool,
so
definitely
recommend
that-
and
this
is
all
under
its
own
and
github
repo,
and
the
reason
we
put
it
under
is
so
get
her
brother
and
one
of
the
red-hot
ones.
Is
we
don't
and
there's
no
Red
Hat
branding
on
it?
This
is
upstream
community
project.
We
don't,
we
don't
really
want
to
have
Red
Hat
owning
it
fully.
A
A
If
anybody
knows
Hugo,
no,
it's
very
cool
and
static
websites
are
the
future,
and
so
basically,
but
we
haven't
actually
a
CMS
workflow
on
top
of
this,
so
that's
one
thing:
I
wanted
to
show
you
and
the
other
thing
I
want
to
show.
You
is
have
little
browse
around
our
own
github
page.
We
have
a
bunch
of
cool
stuff
in
here
and
I
wanted
to
show
you
some
stuff
that
could
be
really
really
useful
and
because
we
found
it
useful.
So
the
first
one
is
this
thing
called
labs,
CI
CD.
A
So
when
we
were
taking
our
customers
on
these
journeys
and
quite
prescriptive
journeys,
one
of
the
first
things
that
we
had
to
do
for
every
team
in
OpenShift
is
continuous
integration,
continuous
delivery.
So
we
built
kind
of
like
a
pretty
cool
starter,
CI
CD
project.
It's
a
bit
more
info
about
it
and
one
of
our
and
guys
in
the
team,
and
actually
his
wife
drew
some
of
these
hand-drawn
logos.
But
basically
this
is
a
QuickStart
if
you're
starting
out
with
openshift.
A
Obviously
it
contains
Jenkins
and
pipelines
within
it,
but
the
whenever
you
want
to
do
anything
more
sophisticated.
You
end
up
building
a
lot
more
scaffolding
on
top
of
that,
so
this
is
really
cool
and
super
cool,
and
what
we
find
is
that
most
of
our
customers
are
actually
ending
up
having
to
build
something
like
this,
for
their
developers
so
being
able
to
provide
and
out-of-the-box
scaffolding
for
your
team's
is
really
great
and
and
we've
also
pre
built
the
pipeline's
with
a
bunch
of
clever
stuff
in
here.
A
So
things
like
sonar
cube,
we
we've
got
a
wasp
and
a
bunch
of
security
checks
that
are
kind
of
out
of
the
box
in
the
pipeline.
So
we
have
a
number
of
external
contributors
to
this,
but
I
would
love
it
if
you
guys
also
contributed
back
to
this,
and
it's
I
think
really
helpful
for
you
guys,
and
so
oh.
A
Okay
and
so
funny
thing
when
we
were
preparing,
are
we
when
we've
been
building
the
open
innovation
labs
and
we
had
to
actually
prepare
our
own
Red
Hat
consultants
to
work
with
you,
our
customers
and
a
lot
of
our.
You
know.
You
know
our
consultants,
you
probably
there's
I,
think
there
must
be
some
here,
but
you've
also
worked
with
them.
I
mean
some
of
them
have
helped.
A
You
build
some
of
the
platforms
that
you've,
got--if
and
and
the
thing
about
it
is
that
our
consultants
are
super
awesome,
but
have
also
primarily,
they
mostly
go
on
site
with
our
customers
and
they
work
as
an
individual
within
the
customers
organization
and
what
we
wanted.
The
way
that
we
work
in
the
open
innovation
labs
is
is
really
different.
We're
working
as
teams
we're
doing
a
lot
of
pairing,
mob,
mob
learning
and
there's
a
lot
of
different
practices
and
ways
of
working.
So
we
built
this
course.
A
A
So
basically,
what
we
did
here
was
we
interleaved
a
course
that
involves
teaching
people
all
the
cultural
practices
that
you
see
in
the
open
practice
library,
so
impact
mapping,
event,
storming
user
story,
mapping,
priority
slider
social
contracts,
all
of
these
kind
of
funky
things,
and
we
actually
also
built
a
technical
workbook
to
just
basically
introduce
people
to
the
simple
things
of
using
OpenShift
from
a
developer
perspective,
and
some
of
them
are
actually
based
around
test-driven
development.
So
it's
not
just
purely
ci
CD
and
things
like
that.
One
openshift
check
this
out.
A
A
It's
about
the
limit
that
we
can
do
with
quality,
but
this
is
a
great
way
to
get
a
large
number
of
developers
quickly
through
and
enabled
on
the
platform
and
one
of
the
cool
things
that
we're
doing
now
is
we're
actually
and
as
part
of
our
customers,
who
are
trying
to
scale
out
openshift
internally,
we're
actually
offering
this
and
the
way
we
offer.
This
is
we're
not
really
interested.
A
We
have
a
whole
training
organization
and
they
actually
just
came
on
this
course
last
week
to
see
how
that
Red,
Hat
training
can
turn
this
into
a
product.
One
of
the
challenges
of
that
and
Tony
by
the
way
is
at
the
back
twenty
waves
Tony's
one
of
our
facilitators
on
it.
One
of
the
challenges
that
you
that
you
have
to
as
a
facilitator,
you're
talking
about
your
own
DevOps
experiences
as
part
of
that
so
and
what
we're
doing
is
we
actually
want
to
help
our
customers
to
be
able
to
run
this
course
themselves?
A
We're
not
really
interested
in
running
it
20
times
in
your
organization.
We
really
want
to
run
it
two
or
three
times
or
four
times
until
you
can
run
it
yourself
and
contribute
back
to
it.
How
am
I
doing
for
time?
Another
few
minutes
cool.
Let
me
show
you
some
more
cool
stuff,
and
do
you
know
that
Red
Hat
has
communities
of
practice
inside
Red
Hat,
and
so
you
guys
are
also
building
communities
of
practice.
So
all
of
the
Red
Hat
communities
of
practice,
most
of
our
source
code,
is
on
this
Red
Hat
COP,
github
organization.
A
The
reason
I
wanted
to
show
you
this
definitely
check
out
all
the
other
cool
stuff,
because
we
have
a
couple
things
that
could
be
useful
for
you.
Let
me
start
with
the
basics
so
castle
as
the
Americans
call
it
like
they
say
castle
and
castle.
I
don't
know.
Basically
this
is
our
container
and
automation
solutions
lab.
So
we
have
what
the
little
rack
I
told
you
about
earlier.
A
In
fact,
this
might
be
a
bit
out
of
date,
but
this
is
a
bunch
of
really
good
automation
that
you
can.
Please
do
donate
to
it
or
steal
I'm.
You
know
that
you're
welcome
to
do
whatever
you
want,
it's
full
open
source,
and
but
this
is
really
good.
So
we
use
this
to
build
our
own
clusters
and
that's
quite
nice
and
the
other
thing
that
I
wanted
to
share
with
you
more
is
this
thing
which
doesn't
have
the
greatest
readme
file
in
the
world,
but
this
OpenShift
applier
is
actually
super
cool.
A
So
basically,
isn't
everything
cool,
and
this
is
actually
a
way
of
putting
kind
of
your
projects
in
ansible
and
being
able
to
apply
them
into
a
cluster.
So
I'm
check
this
out,
because
our
customers,
who
we've
shown
this
to
really
love
it
and
actually
and
it
that
we're
evolving
this
a
little
bit
more
and
I,
probably
want
to
show
you
another
webpage
and
I
hope.
This
is
useful.
A
A
Well,
the
documentation
is
a
bit
like
check
out
what
Noel
wrote
and
all
the
rest-
and
this
is
a
tool
too,
if
you
have
a
large
legacy
estate
with
openshift.
Sorry,
no,
if
you
have
a
large
legacy
estate
with
like
hundreds
of
applications,
how
do
you
actually
do
an
assessment
across
all
of
those
applications?
So
Pathfinder
is
a
tool
that
you
can
run
that
basically
it's
an
assessment
tool.
It
asks
you
a
bunch
of
questions
about
your
applications
and
we've
thought
long
and
hard
about
the
questions.
A
But
it
also,
then,
gives
you
a
visualization
when
you've
asked
and
filled
in
the
form
for
every
application.
You
get
a
visualization
of
your
entire
estate
and
then
you
can
see
Oh,
which
ones
are
the
low-hanging
fruit
which
are
them,
which
ones
are
the
ones
that
that
that
you
know
maybe
I
should
leave
behind
and
and
it's
a
really
great
tool.
And
what
I
would
say
here
is
it's
kind
of
really
early
days
for
us
inside
Red
Hat,
but
definitely
speak
to
someone.