►
Description
Kalbir Sohi (Drie) Justin Cook (Secnix), James Curran (Deloitte Digital), Bill Mew (UKCloud)
A
A
Right
so
slight
change
of
tax
and
direction.
Now,
obviously,
you've
heard
from
the
financial
services
community
we're
now
going
to
delve
into
the
world
of
government
and
public
sector
to
introduce
myself.
My
name
is
Alan
fuel
I,
head
up
marketing
for
UK
and
Ireland
for
red
hat,
when
I
got
invited
to
basically
moderators
panel.
A
Think,
where
we
basically
heard
directly
from
the
financial
services
end,
customers
I
think
they
talked
about
speed
of
the
market.
We
talked
about
how
quickly
things
that
come
about.
Actually
this
event
in
itself
has
come
about
very,
very
quickly
and
it's
amazing
to
see
such
a
turnout.
So
on
that
note,
we've
got
some
fantastic
guests
with
us,
but
obviously
public
sector
in
terms
of
speed
and
agility,
trying
to
get
organizations
to
join
us,
we've
actually
taken
it
slide
on
its
head,
so
watch
we
have
his
four
organizations
that
work
with
customers
in
the
public
sector.
C
Everyone,
my
name,
is
James
Curran
I'm,
an
excellent
that
worked,
depart
for
Work
and
Pensions
and
bears
and
Department
of
international
trade,
I
currently
consult
into
government,
and
we
were
using
open
shift
at
tomorrow
for
international
trade
and
we're
looking
to
expand
out
across
different
departments.
Looking
how
we
could
do
some
cross
government
collaboration,
hi.
E
F
Hey
everybody,
I'm
Calvin,
sayhe,
I'm,
CEO
of
a
company
called
dree
that
provides
infrastructure
consulting
to
governments
in
the
Middle
East
in
Central
America,
and
the
UK
I
used
to
be
civil
servant
as
well.
I
built
something
called
the
HMRC
tax
platform,
which
was
a
Mike
services
platform
started
in
2011,
and
the
31st
of
January
never
fails
to
fill
me
with
panic,
because
I
was
the
Operations
Manager
for
that
for
two
years
and
if
you
paid
your
tax
today,
shame
on
you
should've
done
it
weeks
ago,
because,
as
people
stressed
out
on
the
other
side,.
E
A
To
get
to
get
the
conversation
going,
then
we've
seen
that
digital
disruption
across
all
sectors-
and
we
know
that
you
know
public
sectors-
organisations-
would
like
to
see
themselves.
You
know,
alongside
their
peers,
in
a
commercial
counterparts.
However,
you
know
they
do
have
their
own
restrictions
and
their
own
limitations
due
to
the
special
nature
of
departments.
What
are
you
seeing?
We
know
what?
What
are
your
experiences
of
the
customers
that
you're
working
with.
C
So
one
of
the
really
beneficial
things
that
we
saw
was
cross
government
collaboration
say
we
were
looking
at
how?
Obviously
every
department
needs
to
have
hosting
of
some
sort
and
very
much
as
insulated
in
one
area,
and
what
we
noticed
was
that
other
departments
all
wanted
to
do
the
same
thing.
They
wanted
the
opportunity
to
have
to
spin
up
development
environments
that
type
of
thing
and
potentially
share
it
across
different
departments.
D
Unfortunately,
it
was
an
unusual
example
across
a
departmental
collaboration,
because
much
of
Whitehall
is
is
incredibly
siloed
and
if
you
look
at
overall
cloud
adoption
in
the
public
sector,
it
is
still
lagging
the
private
sector.
If
you
take
a
private
sector
about
20%
of
workloads
in
the
cloud
central
government's,
probably
about
10%.
D
But
then,
if
you
get
into
areas
like
local
government
or
the
health
sector,
it's
down
at
1
or
2
percent,
and
therefore
they
have
a
long
way
to
go
and
one
of
the
things
holding
them
back
and
it
was
called
out
by
the
Kings
one
recently
in
regard
to
the
health
sector
is
the
fragmentation
and
we
look
at
the
number
of
trusts
out
there
look
at
the
number
of
different
local
government
organizations.
There
are
collaborative
bodies
trying
to
bring
things
together,
but
that
sort
of
interdepartmental
collaboration
is
unusual
in
central
government.
D
E
So
government
silos
are
really
good
for
innovation.
It's
also
bad
for
innovation.
Mind
shares
the
biggest
problem
that
I
encountered
really
with
the
change
that
we're
seeing
with
kubernetes
and
openshift.
It's
really
difficult
to
see
rapid
adoption
across
so
many
silos
that
have
their
own
independence
with
the
disruption
that
it
causes
to
deliver.
Ok,.
F
What
kind
of
you
know
platforms
what
kind
of
things
people
should
be
using?
But
that
doesn't
really,
you
know,
take
into
account
often
the
operational
sore
need
of
a
department
and
and
be
is
often
driven
by.
You
know
quite
parochial
concerns,
because
government
departments
don't
pay
very
well
and
find
it
hard
to
hire.
You
know
people
who
are
invested
in
the
long
term.
B
So
I'm
I
said
I'm
lucky
that
I
work
with
open
shift
a
lot
within
my
team,
and
there
was
for
a
long
time,
I
found
it
I
found
it
really
cool
technology,
so
I
consider
myself
lucky
to
play
it.
You
guys
have
all
had
experience
from
various
times
various
views
on
this.
So
what
is
the
thing
that
sort
of
drew
you
towards
that
in
you
know
from
your
experience,
if
we
start
you
this
and
we
James
and
then
work
down
again,
give
you
a
chance
to
have
a
drink,
yeah.
C
Sure
and
safe,
my
role
was
more
like
a
product
manager
and
program
lead,
so
what
I
saw
the
benefits
were
so
Justin
he
was
working
in.
My
team
was
spending
a
lot
of
his
time
having
to
update
Cuba
now
he's
darker
and
actually
do
that.
My
new,
he
was
the
advantages
that
we
saw
was
that
you
could
use
that
in
a
more
automated
way
and
be
able
to
use
the
deployments
of
OpenShift
versions
rather
than
having
to
I,
wouldn't
say
waste
our
time,
but
spend
a
lot
of
time
having
to
maintain
our
systems.
D
But
again
we
have
to
look
at
reality
here.
This
is
only
being
called
for
by
those
that
are
really
at
the
leading
edge
and
really
trying
to
push
the
envelope.
There
are
a
vast
majority
of
workloads
in
sort
of
the
public
sector
which
are
way
way
behind
this
and
as
there's
an
orientation
around
shared
services
and
the
the
government
mindset
about
what
shared
services
is
is
a
very
old
world
perspective.
D
I
mean
there's
been
a
big
debate
in
the
press
recently
about
how
they
sort
of
deal
with
the
large
Oracle
and
Sapa
States,
without
really
looking
at
sort
of
where
they
need
to
be
going
with
micro
services.
There
have
been
some
notable
projects
and
advances
around
a
key
services
like
Java,
UK,
pay
and
note,
and
the
identity
management
platforms.
But
these
are
isolated
examples.
E
Were
doing
a
greenfield
project
and
that
was
really
cool,
didn't
have
to
worry
about
existing
code
bases.
The
infrastructure
convergence
patterns
are
really
attractive
and
they
just
make
a
lot
of
sense.
We
were
able
to
abstract
away
the
platforms
developers,
love
that
their
artifacts
were
immutable
again,
love
that
everything
is
we
update
and
everything
else's
code,
so
it
all
really
made
sense.
I,
actually,
ansible
eyes.
The
kubernetes
rollout
went
to
Australia
for
a
couple
weeks
came
back,
they
loved
it
that
was
cool
over
chef.
B3
was
at
3.2
at
that
time.
A
F
I
I've
built
to
sort
of
homespun
platforms
of
my
own
I'm,
a
big
I'm,
not
really
sold
on
anything
right
now,
I
kind
of
feel
like
there's
so
much.
There's
a
lot
turbulence
in
the
infrastructure
space
in
the
in
the
past.
I
and
I
still
am
a
very
big
fan
boy
for
Heroku
I.
Don't
have
people
in
the
Rema
sort
of
that
aware
of
Heroku.
But
the
idea
like
to
me
the
development
for
a
developer.
F
F
Oh
that's
a
nice
one
right
I
can
bring
something
I
can
I
can
plug
and
play
a
bit
more
than
having
to
anticipate
the
exact
needs
of
an
organization
and
kind
of
like
work
out
which
technology's
going
to
fit.
That
I
like
the
fact
that
I
can
use,
and
as
your
docker
registry
or
you
know,
the
internal
dr.
tree
or
some
other
docker
registry,
depending
on
whatever
my
organizer.
F
B
In
an
effort
to
make
my
job
easier,
then,
so
you
know
my
job
is
to
push
open
shift
to
my
customers.
If
some
of
them
have
taken
it
they're
fairly
happy.
How
would
you
strike
back
at
you?
How
would
you,
how
would
you
sell
open
ship
to
see
some
of
those
benefits
if
you're
not
sold
on
a?
What
are
the
bits
that
you
know.
D
F
Everybody
everywhere
you
go,
and
we
have
a
lot
of
debates
about
this,
but
everyone
everyone
everywhere
you
go
once
but
and
the
the
very
idea
of
best
practices.
You
know
some
Kenyan
accent
and
Asus
and
some
chimera
or
something
right,
but
there's
something
there's
some
kernel
of
truth
in
that
and
you
know
making
it
easier
to
consume
patterns
that
other
people
have
created
in
the
past
and
and
identify
them
as
patterns
right.
F
F
The
other
thing
that
I
would
say
that
is
coming
up
more
and
more
naturally,
is
driven
more
by
the
way
that
we're
doing
in
the
Middle
East
and
in
in
Mexico
is
the
sort
of
question
the
nascent
question.
I
guess
some
people
are
actually
grappling
with,
but
we're
more
sort
of
playing
with
is:
can
you
containerize
everything
I'm
very
interested
in
the
idea
that
sort
of
operator
experience
is,
is
like
a
bird
and
right
if
I
have
to
use
like
twenty-seven
tools
to
do
my
day?
Job?
That's
like
a
bird
and
that's
that's.
F
I
spent
a
lot
of
time
running
an
operational
team.
You
know
dealing
with
out
searches,
dealing
with
post,
mortems
and
lots
of
things
you
know
are
hey
it's
confusing.
There's
seventeen
different
ways
of
doing
this,
all
those
twelve
systems,
or
how
do
you
know
the
recent
example
of
this?
You
know
who
I
alert
right
where
it
was
like
those
four
buttons
that
were
labeled
almost
the
same
thing
and
I
kind
of
feel
like
being
able
to
consolidate
around
one
user
interface
for
operations
it.
F
You
know
there's
some
value
in
this
and
if
that
user
interface
could
be
something
you
know,
let's
say,
let's
call
it
open
shift,
but
through
open
shift,
I
could
run
the
stuff
that
I
currently
think
I
have
to
run
using,
say
puppet
or
I
have
to
run
using.
You
know
some
homespun
bash
scripts
or
something
like
that.
If
I
can
consolidate
that
around
one
Operator
interface
I
feel
like
I
can
get
benefits
where
things
are
currently
falling
between
the
cracks
of
lots
of
interesting,
useful
bits
of
automation
that
haven't
been
consolidated.
B
So
I
think,
just
before
this
just
and
we
had
a
conversation
and
you
talk
about
open
shift.
Kubernetes
has
been
disruptive
technologies.
So
can
you
go
into
that?
How
you've
seen
that
be
useful
to
you?
You
know
you've
got
you've.
Had
projects
go
off
the
ground
based
on
these
disruptive
technologies?
To
how
do
you
feel
that
worked
in
the
departments
that
you
worked
with.
E
E
E
You
know,
go
out
with
this,
because
I
might
not
be
as
forward-thinking
or
it
just
may
be
that
I'm
working
with
a
technology
team
or
developer
team
that
I'm
going
to
it's
going
to
take
a
lot
of
my
time
for
me
to
research,
develop,
train
them,
get
them
up
to
speed.
A
lot
of
us.
Don't
have
the
resources
to
handle
with
that
I.
B
Think
it's
been
brought
up
a
couple
of
times
around
the
lack
of
resources
that
I
could,
you
know,
will
and
and
I
see
openshift
as
I
mean
you
know,
dosti
been
there's
a
cool
technology
is
something
that
helps.
You
know
why
you
know
help
people
want
to
actually
work
for
a
government
department.
So
in
that,
in
that
way,
is
you
do
you
feel
there's
any
any
value
in
trying
to
attract
talent
based
on
a
technology.
C
So
government
has
a
different
ways
of
doing
things
and
they
throw
a
lot
of
people
at
things.
So
you
may
find
out
that
you
could
go
to
one
department,
there'll
be
20,
robots
engineers
where,
if
you
go
to
another
one,
there
might
only
be
five
or
six
and
I
think
being
able
to
adopt
something
like
OpenShift
could
actually
help
change
that
culture.
C
So
you
could
really
find
something
where
you
have
maybe
a
smaller
web
ops
team,
but
you
can
really
specialize
in
something
and
be
able
to
provide
the
opportunities
to
them
to
learn
more
about
openshift
and
also
look
at
saving
the
department
money
at
the
end
of
the
day,
it's
all
taxpayers
money.
So
we
should
look
at
the
most
efficient
way
to
do.
That
is
the
most
efficient
way
to
look
at
something
that's
automatic.
D
D
There
is
no
great
longevity
there
and
the
the
government
has
had
real
difficulty,
not
only
retaining
those
skills
and
providing
the
the
long
term
robe
upon
the
longevity
and
continuity
in
those
environments,
but
also
having
skills
further
into
the
departments,
because
it's
been
overly
reliant
on
a
few
of
the
major
what
people
sometimes
referred
to
as
the
oligopoly
of
large
companies.
That
always
said,
look
we'll
just
do
it,
for
you
don't
worry
about
the
technology.
D
Thankfully,
this
is
starting
to
change.
There
are
teams
in
DevOps
within
some
of
the
departments
that
are
actually
making
real
progress
here,
and
we
as
a
one
of
the
disruptive
companies
in
this
particular
market,
helping
change
things,
but
it
has
a
long
way
to
go
and
I
think
many
of
the
challenges
that
some
of
these
guys
have
faced
have
been
faced
in
very
similar
circumstances.
Before
we
whisk
constantly
seeking
to
reinvent
the
wheel
folks
constantly
facing
the
same
challenges
because
of
the
turnover
and
because
of
the
in
some
cases,
the
repetition,
the
same
mistakes.
Okay,.
A
So
I
think
actually,
we've
covered
a
little
this
anyway,
so
we
talked
around
then,
or
we
just
touched
on
the
cultural
adoption.
Do
we
think
that
is
the
largest
barrier
to
entry,
for
this
is
the
cultural
adoption
and
the
different
ways
of
working
taking
on
containers
and
tools,
like
all
open
shift?
Is
that
is
that
the
key
piece
or
do
you
think
these
organizations
are
able
to
overcome
it?
Or
is
there
other
other
factors.
C
F
C
They're
afraid
of
getting
locked
into
other
services
openshift
provides
that
flexibility,
so
you
can
deploy
on
too
many
hosting
providers.
Maybe
we
look
to
AWS
as
you,
okay
cloud,
so
there's
many
options
there
I
guess
it's
what
the
next
barrier
is.
Do
they
then
see
OpenShift
being
locked
into
as
well?
So
you
can
only
use
that
type
of
platform
and
actually
trying
to
degrade
it
down
is
a
lot
difficult
and
it
cost
you
a
lot
of
time
to
be
able
to
make
that
into
a
more
of
an
open
source
product.
C
Overall,
it's
probably
more
of
a
cultural
adoption
that
you
need
to
look
for
as
I
mentioned
previously.
There
is
a
lot
of.
We
will
recruit
a
load
of
people
and
we'll
try
and
do
it
as
open
as
we
can,
but
is
that
the
most
cost
effective
way
of
doing
it?
There
could
be
other
ways
and
that's
obviously,
where
we
start
talking
about
even
shift
and.
D
I
think
lock-in
comes
in
in
many
different
forms,
with
the
the
large
suppliers
that
have
dominated
this
particular
market
for
a
long
time.
Rakatans
come
in
the
form
not
only
of
technological
lock
into
particular
platforms,
but
in
contractual
lock-in
with
monolithic
contracts
that
went
on
for
a
number
of
different
years.
I
think
a
break
cities
is
actually
having
a
dual
effect
here.
D
It
is
also
acting
as
a
disruptor
here
because
they
have
to
do
something
different,
so
debate
depict
a
varies
from
department
to
department
to,
depending
on
on
what
you
want,
what
they're
doing,
but
eventually
we
need
to
reach
a
point
where
they
are
avoiding
the
lock-in
and
I
think
if
we
were
looking
for
a
buzzword
in
the
last
debate
about
what
the
future
is,
we
would
see
in
the
government
sector,
the
buzzword
being
around
multi-cloud,
where
so
many
of
the
government
departments
are
having
to
deal
with
legacy.
Workloads
they've
got
large
marks
off
the
states.
D
They've
got
large
Oracle
estates.
They
want
to
do
some
stuff,
that's
cloud
native.
They
want
to
be
doing
some
greenfield
stuff
in
containers.
You
need
that
multi-cloud
opportunity
and
variety
in
order
to
do
that,
and
you
need
to
do
that
without
sort
of
bumbling
into
another
locking
in
the
future.
Okay,.
A
F
And
you
can't
stop
me
from
talking
the
the
like
each
each
as
a
point
that
each
department
is
is
very
different
from
each
other
department.
They,
you
know
have
over
time
have
emerged
their
own
unique
culture
when
I
went
to
HMRC
people
described
it
as
Game
of
Thrones,
because
everybody
was
looking
to
build
their
own
sort
of
little
Empire
and
then
fight
someone
else,
and
that
was
kind
of
how
you
made
your
name
in
that
particular
department
and
though
you
know,
everyone
has
their
own
ways
of
doing
things.
F
But,
interestingly,
technology
is
often
driven
by
like
what
the
overall
purpose
of
that
department
is
for
the
time
and
in
HTML,
see
lots
of
if
you've
ever
interact
with
the
tax
system.
You'll
know,
there's
lots
of
forms,
so
lots
of
things
were
about
sort
of
repeating
repeatable,
small
services
that
you
know
how
to
just.
You
know
we
had
thousands
of
them,
so
you
just
had
to
build
a
kind
of
a
factory
for
building
those
kinds
of
repeatable
small
services
and
people.
F
As
soon
as
you
offered
something
that
was
going
to
solve
that
sort
of
problem,
people
jumped
on
it
very
very
quickly
and
it
sounded
very
much
like
the
previous
panel.
You
know
the
problems
and
the
and
the
issues
and
the
kinds
of
things
we've
built
sounded
very
similar
to
those
things
where
I've
worked
in
other
in
other
departments.
They
have
a
much
more
heterogeneous
set
of
things
that
they
do
and
offer
a
to
a
different.
You
know
a
more
hundred
new
set
of
people
and
so
they're.
F
It's
it's
kind
of
very
difficult,
just
sort
of
sort
of
from
a
technology
perspective
to
sort
of
bring
along
a
single
kind
of
approach
to
those
things
and
people
are
sort
of
looking
for
something
to
attack.
Bayes,
you
know
number
of
different
problems,
but
actually
the
character
of
those
problems
is
is
pretty
different
right.
So
you
in
Department
for
education,
you
have
some
things
where
people
are
trying
to
roll
out.
F
You
know
things
that
will
affect
every
every
schoolchild
and
also
that
will
affect
every
school
and
also
that
will
affect
people
who
are
applying
to
become
teachers
and
thing
like
that
and
each
one
of
those
sort
of
constituencies
each
one.
Those
root
user
groups
is
quite
different,
has
different
kind
of
needs,
and
often
the
technology
that
has
gone
in
the
past
to
support
those
different
users
is
quite
different,
and
so
the
the
story
is
more
the
question
in
in
some
ways
the
Barry
is
often
like.
F
A
single
Department
had
become
their
own
silos
and
it's
very
hard
to
even
parse
the
question
of
how
do
I
go
from
all
of
this
different
stuff
to
one
thing,
especially
in
in
places
where
that,
as
we're
sort
of
saying
before
that
kind
of
level
of
Technology
sort
of
literacy
and
and
longevity
of
thinking
is
not
always
there
and
so
those
those
sort
of
things,
they
are
cultural
barriers.
But
they're
kind
of
you
know
that
it
doesn't
mean
that
there
aren't
like
people
who
are
who
were
kind
of
committed
investors
trying
to
solve
these
things.
F
F
B
I've
got
a
take
on
a
challenge
against
Chris's.
The
the
financial
services
will
be
2019
before
them.
So
I've
got
a
challenge
to
a
couple
of
my
customers
who
are
in
the
audience
that
I
think
that
we
can
start
playing
with
this
service
mesh
this
year
and
get
get
our
heads
get
ahead
of
the
financial
services
and
I'm
willing
to
probably
put
a
bet
on
with
Chris
at
some
point
as
to
who
gets
that
into
production.