►
Description
Jim Whitehurst, president and CEO of Red Hat, discusses how to use an open source approach to catalyze organizational change—from the bottom up. Jim shows how to empower and enable employees to think and act in new and innovative ways—and shares inspiring customer stories that demonstrate how open source changes people’s lives in impactful ways. The 2018 Red Hat Innovation Awards winners—UPS, Lufthansa Technik, IAG, BBVA, and Argentina’s National Migration Department—share the stage, as does T-systems, Boston Children’s Hospital, and UNICEF.
Learn more about Red Hat Summit at http://www.redhat.com/summit.
A
B
Well,
welcome
to
day
2
at
the
Red
Hat
summit,
I'm
amazed
to
see
this
many
people
here
at
8:30
in
the
morning,
given
the
number
of
people
I
saw
pretty
late
last
night
out
and
about
so
thank
you
for
being
here
and
have
to
give
a
shout
out
speaking
of
power
participation
that
DJ
is
was
Mike
Walker.
Who
is
our
global
director
of
open
innovation,
labs.
B
So
really
enjoyed
that
this
morning
was
great
to
have
him
doing
that
so,
hey
so
day,
one
yesterday
we
had
some
phenomenal
announcements,
both
around
Red
Hat
products
and
things
that
we're
doing
as
well
as
some
great
partner
announcements,
which
we
found
exciting
I
hope
they
were
interesting
to
you
and
I
hope.
You
had
a
chance
to
learn
a
little
more
about
that
and
enjoy
the
breakout
sessions
that
we
had
yesterday.
B
So
yesterday
was
a
lot
about
the
what,
with
these
announcements
and
partnerships
today,
I
wanted
to
spin
this
morning
talking
a
little
bit
more
about
the
how
right?
How
do
we
actually
survive
and
thrive
in
this
digitally
transformed
world
and,
to
some
extent,
the
easy
parts
identifying
the
problem?
We
all
know
that
we
have
to
be
able
to
move
more
quickly.
B
B
It
is
a
capability
that
you
have
to
build,
and
certainly
it's
technology
enabled,
but
it's
also
depends
on
process
culture,
a
whole
bunch
of
things
to
figure
out
how
we
actually
do
that,
and
the
answer
is
likely
to
be
different
in
different
organizations
with
different
objective
functions
and
different
starting
points
right.
So
this
is
a
challenge
that
we
all
need
to
feel
our
way
to
an
answer
on,
and
so
I
want
to
spend
some
time
today
talking
about
what
we've
seen
in
the
market
and
how
people
are
working
to
it.
B
It's
a
this,
isn't
something
where
you
can
be
passive
that
you
can
sit
back.
You
have
to
be
involved,
because
the
problem
in
a
more
participative
type
community
is
that
there
is
no
road
map
right.
You
can't
sit
back
and
wait
for
an
edict
on
high
or
some
central
planning
or
some
central
authority
to
tell
you
what
to
do.
You
have
to
take
initiative.
You
have
to
get
involved
right.
This
is
a
active
participation
sport.
B
Now
one
of
the
things
that
I
talked
about
as
part
of
that
was
that
planning
was
dead
and
it
was
kind
of
a
key.
My
I
think
my
keynote
was
actually
titled
planning
is
dead
and
the
concept
was
that
in
a
world,
that's
less
knowable
when
we're
solving
problems
in
a
more
organic
bottom-up
way.
Our
ability
to
affect
effectively
plan
into
the
future
is
much
less
than
it
was
in
the
past,
and
this
idea
that
you're
gonna
be
able
to
plan
for
success
and
then
build
to
it.
B
It
really
is
being
replaced
by
a
more
bottom-up,
participative
approach.
Now,
aside
from
my
whole
strategic
planning
team
kind
of
being
up
in
arms,
saying,
what
are
you
saying?
Planning
is
dead,
I
have
multiple
times
had
people
say
to
me:
well,
I
get
that
point,
but
I
still
need
to
prepare
for
the
future.
How
do
I
prepare
my
organization
for
the
future?
Isn't
that
planning
and
so
I
wanted
to
spend
a
couple
minutes
talking
in
a
little
more
detail
about
what
I
meant
by
that,
but
importantly,
taking
our
own
advice.
B
There
are
just
so
many
great
learnings
this
year
that
I
want
to
get
a
chance
to
share
I,
also
thought,
rather
than
listening
to
me,
do
that
that
we
can
actually
highlight
some
of
the
people
who
are
doing
this,
and
so
I
do
want
to
spend
about
five
minutes
kind
of
contextualizing.
What
we're
going
to
go
through
over
the
next
hour
or
so,
and
some
of
the
lessons
learned.
But
then
we
want
to
share
some
real-world
stories
of
how
organizations
are
attacking
some
of
these
problems
under
this.
B
So,
just
going
back
a
little
bit
more
to
last
year,
talking
about
planning
was
dead
when
I
said,
planning
is
kind
of
a
planning
writ
large,
and
so
that's,
if
you
think
about
the
way
traditional
organizations
work
to
solve
problems
and
ultimately
execute
you
start
off
planning.
So
what's
a
position
you
want
to
get
to
in
X
years
and
whether
that's
a
competitive
strategy
and
a
position
of
competitive
advantage
or
a
certain
position,
you
want
an
organizational
function
to
reach
you
kind
of
lay
out
a
plan
to
get
there.
B
You
then
typically
a
senior
leaders
or
a
planning
team
prescribes
the
sets
of
activities
and
the
organization
structure
and
the
other
components
required
to
get
there
and
then
ultimately,
execution
is
about
driving
compliance
against
that
plan,
and
you
look
at
you
say:
well,
that's
all
logical
right.
We
plan
for
something
we
then
figure
out
how
we're
gonna
get
there.
We
go
execute
to
get
there
and
you
know
in
a
traditional
world
that
was
easy
and
still
some
of
this
makes
sense.
B
I,
don't
say,
throw
out
all
of
this,
but
you
have
to
recognize
in
a
more
uncertain
volatile
world
where
you
can
be
blindsided
by
orthogonal
competitors
coming
in
and
you
the
term
uber
eyes.
You
have
to
recognize
that
you
can't
always
plan
or
know
what
the
future
is,
and
so,
if
you
don't
well,
then
what
replaces
the
traditional
model
or
certainly
how
do
you
augment
the
traditional
model
to
be
successful
in
a
world
that
you
knows
ambiguous?
B
Planning
is
can
be
but
replaced
by
configuring,
so
you
can
configure
for
a
constant
rate
of
change
without
necessarily
having
to
know
what
that
change.
Is
this
idea
of
prescription
of
here's
the
activities
people
need
to
perform,
and
let's
lay
these
out
very,
very
crisply
job
descriptions.
What
organizations
are
going
to
do
can
be
replaced
by
a
greater
degree
of
enablement
right.
So
this
idea
of
how
do
you
enable
people
with
the
knowledge
and
things
that
they
need
to
be
able
to
make
the
right
decisions?
B
And
then,
ultimately,
this
idea
of
execution
as
compliance
can
be
replaced
by
a
greater
level
of
engagement
of
people
across
the
organization
to
ultimately
be
able
to
react
at
a
faster
speed
to
the
changes
that
happen
so
just
double
clicking
in
each
of
those
for
a
couple
minutes.
So
what
I
mean
by
configure
for
constant
change?
So
again,
we
don't
know
exactly
what
the
change
is
going
to
be,
but
we
know
it's
going
to
happen
and
last
year
I
talked
a
little
bit
about
a
process
solution
to
that
problem.
B
I
called
it
that
you
have
to
try,
learn,
modify
and
what
that
model
of
try
learn
modify
was
for
anybody
in
the
appdev
space
it
was
basically
taking
the
principles
of
agile
and
DevOps
and
applying
those
more
broadly
to
business
processes
in
technology
organizations
and,
ultimately,
organizations.
Broadly.
This
idea
of
you
don't
have
to
know
what
your
ultimate
destination
is,
but
you
can
try
and
experiment.
You
can
learn
from
those
things
and
you
can
move
forward
and
so
that
I
do
think
in
technology
organizations.
B
We
see
tremendous
progress
even
over
the
last
year,
as
organizations
are
adopting,
agile
and
DevOps,
and
so
that
still
continues
to
be
I
think
a
great
way
for
people
to
to
configure
their
processes
for
change.
But
this
year
we've
seen
some
great
examples
of
organizations
taking
a
different
tack
to
that
problem
and
that's
literally
building
modularity
into
their
structures
themselves
right,
actually
building
the
idea
that
change
is
going
to
happen
into
how
you're
laying
out
your
technology
architectures
right.
B
We've
all
seen
the
reverse
of
that
when
you
build
these
optimized
systems,
for
you
know
kind
of
one
environment,
you
kind
of
flip
over
two
years
later,
what
was
the
optimized
system?
That's
now
called
a
legacy
systems.
It
needs
to
be
migrated.
That's
an
optimized
system
that
now
has
to
be
moved
to
a
new
environment,
because
the
world
has
changed
so
again.
B
You'll
see
a
great
example
of
that
in
a
few
minutes
here
on
stage
next,
this
concept
of
enabled
double-clicking
on
that
a
little
bit
so
much
of
what
we've
done
in
technology
over
the
past
few
years
has
been
around
automation.
How
do
we
actually
replace
things
that
people
were
doing
with
technology
or
augmenting
what
people
are
doing
with
technology
and
that's
incredibly
important
and
that's
work
that
can
can
continue
to
go
forward?
It
needs
to
happen.
It's
not
really
what
I'm
talking
about
here,
though
enablement
in
this
case
it's
much
more
around.
B
How
do
you
make
sure
individuals
are
getting
the
context
they
need?
How
are
you
making
sure
that
they're
getting
the
information
they
need?
How
are
you
making
sure
they're
getting
the
tools
they
need
to
make
decisions
on
the
spot,
so
it's
less
about
automating
what
people
are
doing
and
more
about?
How
can
you
better
enable
people
with
tools
and
technology
now,
from
a
leadership
perspective?
That's
around
making
sure
people
understand
the
strategy
of
the
company,
the
context
in
which
they're
working
in
making
sure
you've
set
the
appropriate
values,
etc,
etc.
B
So
again,
if
execution
can't
be
around
driving
compliance
to
a
plan,
because
you
no
longer
have
this
kind
of
Cris
plan.
Well,
what
do
leaders
do?
How
do
organizations
operate,
and
so
you
know
I'll
broadly
use
the
term
engagement.
Several
of
our
customers
have
used
this
term,
and
this
is
really
saying.
Well,
how
do
you
engage
your
people
in
real
time
to
make
the
right
decisions?
How
do
you
accelerate
a
pace
of
cadence?
How
do
you
operate
at
a
different
speed?
B
So
you
can
react
to
change
and
take
advantage
of
opportunities
as
they
arise,
and
everywhere
we
look.
It
is
a
key
enabler
of
this
right
in
the
past.
It
was
often
seen
as
an
inhibitor
to
this,
because
IT
systems
move
slower
than
the
business
might
want
to
move,
but
we
are
seeing
with
some
of
these
new
technologies
that
literally
IT
is
becoming
the
enabler
and
driving
the
pace
of
change
back
on
to
the
business
and
you'll
again
see
some
great
examples
of
that
as
well.
B
B
I'm
really
excited
to
have
a
great
group
of
customers
who
have
agreed
to
stand
in
front
of
7,500
people
or,
however,
many
here
this
morning
and
talk
a
little
bit
more
about
what
they're
doing
so
really
excited
to
have
them
here
and
really
appreciate
all
them
agreeing
to
be
a
part
of
this
and
so
to
start.
I
want
to
start
with
tee
systems.
B
We
have
the
CEO
of
T
systems
here
and
I
think
this
is
a
great
story,
because
they're
really
two
parts
to
it
right
because
he
has
two
perspectives:
one
is
as
the
CEO
of
a
global
company
itself
having
to
navigate
its
way
through
digital
disruption
and
as
a
global
cloud
service.
Writer,
obviously
helping
its
customers
through
this
same
type
of
change.
So
I'm
really
thrilled
to
have
Adelle
Asli
join
me
on
stage
to
talk
a
little
bit
about
tea
systems
and
what
they're
doing
and
what
we're
doing
jointly
together.
So
Adelle.
B
C
Well,
you
know
t-systems
as
an
ICT
service
provider,
we've
been
around
for
decades
and
not
different
to
many
of
our
clients.
We
have
to
change
the
whole
disruption
of
the
cloud
and
digitization
and
new
skills
and
new
capability
and
agility.
It's
something
we
had
to
face
as
well.
So
over
the
last
five
years,
and
especially
in
the
last
three
years,
we
invested
heavily
invested
over
a
billion
euros
in
building
new
capabilities
building
new
offerings
new
infrastructures
to
support
our
clients.
So
to
be
very
disruptive
for
us
as
well,
and.
B
C
You
know
in
this
journey
of
changing
the
way
they
run
their
business,
leveraging
IT
much
more
to
drive
business
results,
digitization
and
they're
all
looking
for
new
skills,
new
ideas,
they're
looking
for
platforms
that
take
them
away
from
traditional
waterfall
development
that
takes
a
year
or
a
year
and
a
half
before
they
see
any
results
to
processes
and
ways
of
bringing
applications
in
a
week
in
a
month,
etc.
So
it's
it's.
We
are
part
of
that
journey
with
them.
Helping
into
that
and.
B
C
Well,
you
know
our
relationship
goes
back
years
and
years
with,
with
the
enterprise
linux
or
but
over
the
last
few
years,
we've
invested
heavily
in
OpenShift
and
OpenStack
to
build
peope
as
layers
to
build.
You
know
flexible
infrastructure
for
our
clients
and
we've
been
working
with
you.
We
tested
many
different
technology
in
the
marketplace
and
been
more
successful
with
Red
Hat
and
the
stack
there
and
I'll
give
you
an
applique
an
example.
C
If
not,
you
know
quarters
to
get
an
application
into
the
car
and
today
we're
using
OpenShift
as
the
past
layer
to
develop
to
enable
these
DevOps
for
these
companies
and
they
bring
applications
in
less
than
a
month
and
it's
a
huge
change
in
the
dynamics
of
the
competitiveness
in
the
marketplace,
and
we
rely
on
your
team
and
in
helping
us
drive
that
capability
to
our
clients.
Yeah.
Do
you.
B
C
With
that
plus,
you
know,
the
speed
is
important.
Agility
is
really
critical,
but
doing
it
security
doing
it
doing
it
in
a
way
that
is
not
going
to
destabilize
the
you
know,
the
broader
ecosystem
is
really
critical,
and
things
like
GDP
are,
which
is
a
new
security
standard
in
Europe,
is
something
that
a
lot
of
our
customers
worry
about.
They
need
help
with
and
we're
one
of
the
partners
that
know
what
that
really
is
all
about
and
how
to
navigate
within
that
and
use
not
prevent
them
from
using
the
new
technologies.
Yeah.
B
I
will
say
it
isn't
just
the
speed
of
the
external,
but
the
security
and
the
regulation,
especially
g20,
are.
We
have
spent
an
hour
on
that
with
our
board
this
week.
There
you
go,
he
said
well,
thank
you.
So
much
for
being
here
really
do
appreciate
the
work
that
we're
doing
together
and
look
forward
to
continued
same
here.
Jim.
Thank
you.
Thank.
C
B
We've
had
a
great
partnership
with
tea
systems
over
the
years
and
we've
really
taken
it
to
the
next
level
and,
what's
really
exciting
about
that,
is
you
know,
we've
moved
beyond
just
helping
kind
of
hosts
systems
for
our
customers.
We
really
are
jointly
enabling
their
success
and
it's
really
exciting
and
we're
really
excited
about
what
we're
able
to
jointly
accomplish.
B
So
next
I'm
really
excited
that
we
have
our
Innovation
Award
winners
here
and
we'll
have
on
stage
with
us.
Our
Innovation
Award
winners
this
year,
our
BBVA
dnm,
IAG,
lasat,
Lufthansa,
Technik
and
UPS,
and
yet
they're
all
working
and
one
for
specific
technology
initiatives
that
they're
doing
that
really
really
stand
out
and
are
really
really
exciting.
You'll
have
a
chance
to
learn
a
lot
more
about
those
through
the
course
of
the
event
over
the
next
couple
of
days.
B
But
in
this
context
what
I
found
fascinating
is
they
were
each
addressing
a
different
point
of
this
configure
enable
engage
and
I
thought
it
would
be
really
great
for
you
all
to
hear
about
how
they're
experimenting
and
working
to
solve
these
problems.
You
know
real-time
large
organizations,
you
know
happening
now.
G
H
E
B
Right
so
first
I'd
like
to
talk
with
BBVA
I
love
this
story
because,
as
you
know,
Financial
Services
is
going
through
a
massive
set
of
transformations
and
BBVA
really
is
at
the
leading
edge
of
thinking
about
how
to
deploy
a
hybrid
cloud
strategy
and
kind
of
modular
layered
architecture
to
be
successful,
regardless
of
what
happens
in
the
future.
So
with
that
I'd
like
to
welcome
on
stage
Jose
Maria
Rosetta
from
BBVA.
H
B
B
H
B
H
D
B
H
A
global
banks
and
wealth
BBBS,
a
global
gam,
Bank,
sir
some
common
foundations.
You
know
today,
I,
would
like
to
talk
about
risk
and
efficiency,
so
World
Bank's
deal
with
risk
with
a
market,
create
liquidity,
operational
reputational
risk
and
so
risk
control
is
part
of
her
or
DNA.
You
know
and
when
you've
got
millions
of
customers.
You
know,
efficiency
efficiency
is
a
must,
so
I
think
there's
no
problem
with
all
these
foundations.
They
problem
the
problem
analyze.
H
The
problems
appears
when,
when
banks
translate,
these
foundations
is
valued
into
technology,
so
risk
control
or
risk
management
avoid
risk
usually
means
by
the
most
expensive
proprietary
technology
in
the
market.
You
know
from
one
of
the
biggest
software
companies
in
the
world,
you
know
so
probably
all
of
you.
There.
H
Probably
my
guess,
the
name
of
those
companies
around
San,
Francisco,
most
of
them
and
efficiency,
usually
means
a
savory
business
unit,
as
every
department
or
country
has
his
own
specific
needs
by
a
specific
solution
for
them.
So
imagine
yourself,
working
in
a
data
center
full
of
silos
with
many
different
Hardware
operating
systems,
different
languages
and
complex
interfaces
to
communicate
among
them,
you
know
not
always
documented-
was
really
never
documented.
So
your
life,
your
life
in,
is
not
easy.
H
You
know
in
this
scenario,
are
well
there's
no
room
for
innovation,
so
what's
been
or
or
strategy,
be
be
a
strategy
to
move
forward
in
this
new
digital
world.
Well,
we've
chosen
a
different
approach,
which
is
quite
simple,
is
to
replace
all
local
proprietary
system
by
a
global
platform
based
on
on
open
source
with
three
main
goals.
You
know
the
first
one
is
reduce
the
average
transaction
cost
to
one-third
the
second
one
is
increase
or
developers
productivity.
H
H
Okay,
this
is
a
long
journey,
sometimes
a
tough
journey.
You
know,
to
be
honest,
so
we
decided
to
partnership
with
the
with
the
best
companies
in
the
world
and
well
record.
We
think
rate
cut
is
one
of
these
companies,
so
we
think
or
your
values
and
your
knowledge
is
critical
for
BBVA
and
well,
as
I
mentioned
before.
Our
collaboration
started
some
time
ago.
You
know
and
just
an
example
in
today
in
BBVA
a
Spain
being
one
of
the
biggest
banks
in
in
the
country.
H
You
know,
and
using
Red
Hat
technology,
of
course,
or
firm
and
fronting
architecture.
You
know
for
mobile
and
Internet
channels
runs
the
95
percent
of
customer
requests.
This
is
approximately
3,000
requests
per
second
and
our
back
in
architecture
executes
70
millions
of
business
transactions
a
day.
This
is
almost
a
50%
of
total
online
transactions
executed
in
the
country.
So
it's
all
running
yes
running
I
hope.
So
you.
A
B
B
I
do
love
that
story
because
again
so
much
of
what
we
talk
about
Willie
when
we
talk
about
preparing
for
digital
is
a
processed
solution
and
again
things
like
agile
and
DevOps
and
modular
izing
components
at
work.
But
this
idea
of
thinking
about
platforms
broadly
and
how
they
can
run
anywhere
and
actually
delivering
it
and
delivering
at
a
scale.
It's
just
a
phenomenal
project
and
experience
and
the
progress
they've
made
it's
a
great
team.
B
So
next
up
we
have
two
organizations
that
have
done
an
exceptional
job
of
enabling
their
people
with
the
right
information
and
the
tools
they
need
to
be
successful.
You
know
in
both
of
these
cases
these
are
organizations
who
are
under
constant
change
and
so
leveraging
the
power
of
open-source
to
help
them
build
these
tools
to
enable
and
you'll
see
it
the
size
and
the
scale
of
these
into
very,
very
different
contexts.
It's
great
to
see
it
so
I'd
like
to
welcome
on
stage
Oh
smart
alza'
with
dnm
and
David
Abraham's
with
IAG.
B
B
So
Omar
I
really
found
your
story
fascinating
and
how
you're
able
to
enable
your
people
with
data
which
is
just
significantly
accelerated,
the
pace
with
which
they
can
make
decisions
and
accelerate
your
ability
to
to
act?
Could
you
tell
us
a
little
more
about
the
project
and
then
what
you're
doing
Jim.
I
Direction:
emulation
s,
tambien,
o
torgul
premises
de
de
residencia
control,
a
la
permanencia
de
los
rancheros
en
argentina
pero
básicamente
nuestra
área
es
prevenir
que
persona
que
estén
in
cure
en
donde
Leto
transnational
tipo
terror,
emo
trata
de
personas
tráfico
de
armas
sunday
muy
gravis
si
yo
que
nosotros
a
samosas
para
venir,
aquí
ESO,
no
cura
que
nadie
Mel.
So
then
he
saw
some
vetoes,
pueden
entrada
al
Argentina,
establecer,
C,
nutria
principal
tarian
tones
equal
s,
Jenner
are
Yap
liquor,
make
an
emo
parakeet
own
Okura
in
the
land
of
Millie's.
I
Si
si
si
como
Syntel
euro
el
lo
controls
the
Interpol
o
empezamos
attorney
información
anticipable
pasajeros,
a
través
del
sistema,
p,
tambien
intent,
ahmo's
controller
lotta
Sybilla
de
en
los
sabe
onasiatrip
nra
todo
esto
fue
possible
otra
vez
de
la
generation
de
una
reprieve
Adak
on
offensive
yah
virtualization
de
datos.
Si
esto
few
fundamental
por
que
entra
motion
una
schema
se
en
un
modelo
de
intelligent,
a
artificial
yaw
machine
learning
key.
J
First
of
all,
I
want
to
thank
you
for
the
interest
displayed
for
our
project,
the
national
migration
administration
or
DM
records
the
entry
and
exit
of
people
on
the
argentine
territory.
It
grants
residents
permits
to
foreigners
who
wish
to
live
in
our
country
through
237
entry
points,
land,
air
borders,
sea
and
river
ways.
J
Jim
dnm
registered
over
80
million
transits
throughout
last
year.
Argentine
borders
cover
about
fifteen
thousand
kilometres,
just
our
just
to
give
you
an
idea
of
the
magnitude
of
our
borders.
This
is
greater
than
the
distance
on
a
highway
between
Mexico,
City
and
Alaska.
Our
department
applies
the
mechanisms
that
prevent
the
entry
and
residents
of
people
involved
in
crimes
like
terrorism,
trafficking
of
persons,
weapons,
drugs
and
others.
In
2016,
we
shifted
to
a
more
preventive
and
predictive
paradigm.
That
is
how
Sam's
the
system
for
migration
analysis
was
created
with
red
hats,
great
assistance
and
support.
J
This
allowed
us
to
tackle
the
challenge
of
integrating
multiple
and
varied
issues:
legal
issues,
police
databases,
national
and
international
security
organization,
like
Interpol
API,
advanced
passenger
information
and
P&R
passenger
name
record.
This
involved
starting
a
private
cloud
with
OpenShift
Rev
data,
virtualization
cloud
forms
and
fuse
that
were
the
basis
to
develop
Sam
and
implementing
machine
learning
models
and
artificial
intelligence.
Our
analysts
consulted
a
number
of
systems
and
other
manual
files
before
2016
4
days
for
each
person
entering
or
leaving
the
country,
so
this
has
allowed
us
to
optimize
our
decisions,
making
them
in
real
time.
J
Each
time
Sam
is
consulted.
It
processes
patterns
of
over
two
billion
data
entries
Sam's
aim
is
to
improve
the
quality
of
life
of
our
citizens
and
visitors,
making
sure
that
crime
doesn't
pierce
our
borders
in
an
environment
of
analytic
evolution
and
constant
improvement.
In
essence,
Sam
contributes
toward
Argentina
being
one
of
the
leaders
in
Latin
America
in
terms
of
immigration,
with
our
new
system,
great.
B
E
Sure
so
you
know
in
the
insurance
industry,
it's
a
it's
been
a
bit
sort
of
insulated
from
a
lot
of
major
change
in
disruption,
just
purely
from
the
fact
that
it's
highly
regulated
and
the
cost
of
so
that
the
barrier
to
entry
is
quite
high.
In
fact,
if
you
think
about
insurance,
you
know
you
have
to
have
capital
reserves
to
protect
against
those
major
events
like
floods,
bush,
fires
and
so
on.
But
the
whole
thing
is
a
lot
of
change.
That's
come
in
a
really
rapid
pace,
I'm
also
in
the
areas
of
customer
expectations.
E
The
other
aspect
of
it
really
is
in
the
data
the
data
area,
where
I
think
that
the
diner
is
now
creating
a
much
more
significant
connection
between
organizations
in
it.
Customers,
especially
when
you
think
about
the
level
of
devices
that
are
now
enabled
and
the
sheer
growth
of
data,
that's
that
that's
growing
at
exponential
rates,
so
so
that
the
impact
then,
is
that
the
systems
that
we
used
to
rely
on
the
technology
we
used
to
rely
on
to
be
able
to
handle
that
kind
of
growth
no
longer
keeps
up
and
is
able
to
to.
E
B
Ya
know
as
part
of
your
Innovation
Award,
that
the
specific
set
of
projects
you
tied
a
huge
amount
of
different
disparate
systems
together
and
with
M&A
and
other
you
have
a
lot
to
do
there
to
you
tell
us
a
little
more
about
kind
of
how
you're
able
to
better
respond
to
customer
needs.
By
being
able
to
do
that,
yeah.
E
No
you're
right
so
we've
we've
we're
nearly
a
hundred
year
old
company,
that's
grown
from
lots
of
merger
and
acquisition,
and
just
as
a
result
of
that,
that
means
that
data's
been
sort
of
spread
out
and
fragmented
across
multiple
brands
and
multiple
products.
And
so
the
number
one
sort
of
issue
and
problem
that
we
were
hearing
was
that
it
was
too
hard
to
get
access
to
data
and
it's
highly
complicated,
which
is
not
great
from
a
company
from
our
perspective.
Really,
because
because
we
are
a
data
company
right,
that's
what
we
do.
E
We
we
collect
data
about
people,
what
they
what's
important
to
them,
what
they
value
and
the
environment
in
which
they
live,
so
that
we
can
understand
that
risk
and
better,
manage
and
protect
those
people.
So
what
we're
doing
is
we're
trying
to
make
and
what
we
have
been
doing
is
making
data
more
open
and
accessible
and
and
by
that
I
mean
making
data
more
of
easily
available
for
people
to
use
it
to
make
decisions
in
their
day-to-day
activity
and
to
do
that.
E
E
Well,
firstly,
I
think
I've
been
sources
been
key
to
these,
and
really
it's
been
key,
because
we've
basically
started
started
from
scratch
to
build
this.
This
new
next-generation
data
platform
based
on
entirely
open
source.
You
know
using
great
components
like
Kafka
and
Postgres
and
airflow,
and
and
and
and
and
then
fundamentally
building
that
on
top
of
red
Red
Hat
I've
been
stacked
right
to
power,
all
that
and
they
give
us
the
flexibility
that
we
need
to
be
able
to
make
things
happen
much
faster.
E
So
that's
really
helped
us,
but
but
I
think
that
the
last
point
that's
been
really
critical
to
us
is
is
answering
that
that
concern
and
question
about
ongoing
support
and
maintenance
right.
So
you
know
in
a
regulated
environment.
The
regulator
is
really
concerned
about
anything
that
could
fundamentally
impact
business
operation
and-
and
so
the
question
is
always
about
what
happens
when
something
goes
wrong.
E
E
We
can
leverage
and
use
and
and-
and
you
know,
take
some
of
the
technology-
that's
being
developed
by
great
communities
in
the
open
source
way,
but
also
partner
with
a
trusted
partner
and
red
had
to
say
you
know,
they're
going
to
stand
behind
that
community
and
provide
that
support
when
we
needed
the
most.
So
that's
been
the
kind
of
the
real
value
out
of
that
partnership.
B
Okay,
well,
I
appreciate
I
love
the
story:
it's.
How
do
you
move
quickly,
leverage
the
power
community,
but
do
it
in
a
safe,
secure
way
and
I
love
the
idea
of
you're,
literally
empowering
people
with
machine
learning
and
AI
at
the
moment
when
they
need
it?
It's
just
an
incredible
story.
So
thank
you.
So
much
for
being
here
appreciate
it.
Thank
you.
B
Yeah
again,
you
see
in
these
the
the
importance
of
enabling
people
with
data
and
in
an
old-world
with
so
much
data
was
created
with
a
system
in
mind
versus
data
is
a
separate
asset
that
needs
to
be
available.
Real-Time
to
anyone
is
a
theme
we
hear
over
and
over
and
over
again,
and
so
you
know
really
looking
at
open
source
solutions
that
allow
that
flexibility
and
keep
data
from
getting
locked
into
proprietary
silos.
B
In
the
case
of
lufthansa,
technik
literally
IT
became
the
business
so
wasn't
enabling
the
business
it
became
the
business
offering
and
importantly
went
from
idea
to
delivery
to
customers
in
a
hundred
days,
and
so
this
theme
of
speed
and
the
importance
of
speed,
it's
a
it's.
A
great
story
you'll
hear
more
about
and
then
also
at
UPS
UPS
again,
I
talked
a
little
earlier
about
IT
used
to
be
kind
of
the
long
pole
in
the
tent.
B
The
thing
that
was
slow
moving
because
of
the
technology
but
UPS
is
showing
that
IT
can
actually
drive
the
business
and
the
cadence
of
business,
even
faster
by
demonstrating
the
power
and
potential
of
technology
to
engage,
in
this
case,
hundreds
of
thousands
of
people
to
make
decisions,
real-time
in
the
face
of
obviously
constant
change,
around
weather,
mechanicals
and
all
the
different
things
that
can
happen
in
a
large
logistics
operation
like
that.
So
I'd
like
to
welcome
on
stage
to
be
us
more
from
Lufthansa,
Technik
and
Nick
Castillo
is
from
ups.
K
Avatars
are
digital
platform,
offering
features
like
aircraft
condition,
analytics
reliability,
management
and
predictive
maintenance,
and
it
helps
airlines
worldwide
to
digitize
and
improve
their
operations,
so
all
of
the
features
work
and
can
be
used
separately
or
generate
even
more
where
you
burn
combined
and
finally,
we
decided
to
set
up
a
viet
as
an
open
platform.
That
means
that
we
avoid
the
whole
aviation
industry
to
join
the
community
and
develop
ideas
on
our
platform
and
to.
B
K
That's
been
a
big
challenge,
so,
in
the
beginning
of
our
story,
the
Lufthansa
bot
asked
us
to
develop
somehow
digital
to
win
of
an
aircraft
within
just
hundred
days
and
to
deliver
something
of
value
within
100
days
means
you
cannot
spend
much
time
and
producing
specifications
in
terms
of
paper
etc.
So
for
us
it
was
pretty
clear
that
we
should
go
for
an
angel
approach
and
immediately
start
and
developing
ideas.
So
we
put
the
best
experts.
K
K
It's
based
on
open-source
and
especially
wretched
solutions,
because
we
did
not
have
to
waste
any
time
setting
up
the
infrastructure,
and
since
we
wanted
to
get
feedback
very
fast,
we
were
certainly
visited
an
airline
from
the
Lufthansa
group
already
on
day
30
and
showed
them
the
first
results
and
got
a
lot
of
feedback
and
because,
from
the
very
beginning,
customer
centricity
has
been
an
important
aspect
for
us
and
changing
the
direction
based
on
customer
feedback
has
become
quite
normal
for
us
over
time.
Yeah.
K
B
It
really
is
a
great
example
of
even
once
you're
out
there
quickly
continuing
to
innovate.
Change
react
it's
great
to
see
so.
Nick
I
mean
we
all
know.
Ups
I'm
still
always
blown
away
by
the
size
and
scale
of
the
company.
The
logistics
operations
that
that
you
run.
Can
you
tell
us
a
little
more
about
the
project
and
what
we're
doing
together,
yeah.
B
G
One
up
here
today
with
a
sport
coat,
but
you
know
first
onion,
on
behalf
of
the
430,000
ups,
was
around
the
world
and
our
just
world-class
talented
team
of
5,000
IT
professionals.
I
have
to
tell
you
we're
humbled
to
be
one
of
this
year's
Red
Hat
Innovation
Award
recipients.
So
we
really
appreciate
that
you
know.
As
a
global
logistics
provider,
we
deliver
about
20
million
packages
each
day
and
we've
got
a
portfolio
of
technologies,
both
operational
and
customer
tech
and
under
the
customer
facing
side
that
power.
G
What
we
call
the
UPS,
smart
logistics,
Network
and
I
got
to
tell
you
innovations
in
our
DNA
technologies
at
the
core
of
everything
we
do.
You
know
from
the
ever
familiar
first
and
industry
mobile
platform
that
a
lot
of
you
see
when
you
get
delivered
a
package
which
we
call
the
dyad
which
believe
it
or
not.
We
delivered
in
1992
my
choice,
a
data-driven
solution
that
drives
over
40
million
of
our
my
choice,
customers,
I'm.
G
L
G
It
provides
unmatched
visibility
and
really
controls
that
last
mile
delivery
experience.
So
now,
today
we're
going
to
talk
about
the
solution
that
were
recognized
for
which
is
called
site,
which
is
part
of
a
much
greater
platform
that
we
call
edge,
which
is
transforming
how
our
package
delivery
teams
operate,
providing
them
real-time
insights
into
our
operations.
You
know
this
allows
them
to
make
decisions
based
on
data
from
32,
disparate
data
sources,
and
these
insights
help
us
to
optimize
our
operations,
but,
more
importantly,
they
help
us
improve
the
delivery
experience
for
our
customers.
G
Just
like
you
Jim,
you
know,
on
the
on.
The
backend
is
big
data
and
it's
on
a
large
scale.
Our
systems
are
crunching
billions
of
events
to
render
those
insights
on
an
easy-to-use
mobile
platform
in
real
time,
I
got
to
tell
you
placing
that
information
in
our
operators.
Hands
makes
ups,
agile
and
being
agile
being
able
to
react
to
changing
conditions,
as
you
know,
is
the
name
of
the
game
in
logistics.
G
B
It's
it's
amazing,
it's
amazing
the
size
and
scale.
So
so
you
have
this
technology
vision
around
the
engaging
people
in
a
more
effective.
Those
are
my
word
not
yours,
but
but
I'll
be
a
that's
how
it
certainly
feels
and
so
tell
us
a
little
more
about
how
that
enables
the
hundreds
of
thousands
of
people
to
make
better
decisions
every
day,
yep.
G
So
you
know
we're
a
people
company
and
the
edge
platform
is
really
the
latest
in
a
series
of
solutions
to
really
empower
our
people
and
really
power
that
smart
logistics
network.
You
know,
we've
been
deploying
technology,
believe
it
or
not,
since
we
founded
the
company
in
1907,
we'll
be
a
hundred
and
eleven
years
old.
This
August,
it's
just
a
phenomenal
story
now,
prior
to
edge
and
specifically
the
syphon
ishutin,
had
to
pull
information
from
a
number
of
disparate
systems
and
reports.
G
They
then
need
to
manually
look
across
these
various
data
sources
and,
and
frankly,
it
was
inefficient
and
prone
to
inaccuracy,
and
it
wasn't
really
real-time
at
all
now
edge
consumes
data,
as
I
mentioned
earlier
from
32
disparate
systems.
It
allows
our
operators
to
make
decisions
on
staffing
equipment
the
flow
of
packages
through
the
buildings
in
real-time,
the
ability
to
give
our
people
on
the
ground
the
most
up-to-date
data
allows
them
to
make
informed
decisions
now,
that's
incredibly
empowering
because
not
only
are
they
influencing
their
local
operations
but,
frankly,
they're
influencing
the
entire
global
network.
B
G
You
know
so,
as
I
mentioned,
Red
Hat
and
Red
Hat
technology,
you
know
specifically
open
shift-
is
really
core
to
our
cloud
strategy
and
to
our
DevOps
strategy.
The
tools
and
environments
that
we've
partnered
with
Red
Hat
to
put
in
place
truly
are
foundational
and
they've
fundamentally
changed
the
way
we
develop
and
deploy
our
systems.
You
know
I
heard
Jose
talk
earlier.
You
know
we
had
complex
solutions
that
used
to
take
12
to
18
months
to
develop
and
deliver
the
market.
G
Today
we
deliver
those
same
solutions,
same
level
of
complexity
in
months
and
in
even
weeks
now,
openshift
enables
us
to
container
raise
our
workloads
that
run
in
our
private
cloud
during
normal
operating
periods,
but
as
we
scale
our
business
during
our
holiday
peak
season,
which
is
a
short
window
about
five
weeks
during
the
year
last
year.
As
a
matter
of
fact,
we
delivered
seven
hundred
and
sixty-two
million
packages
in
that
small
window
and
our
transactions,
our
systems
they
just
spiked
dramatically
during
that
period.
G
We
think
that
having
open
shift
will
allow
us,
in
those
peak
periods
to
seamlessly
move
workloads
to
the
public
cloud,
so
we
can
take
advantage
of
burst
capacity
economically
when
needed
and
I
have
to
tell
you
having
this
flexibility.
I
think
is
key
because
you
know,
ultimately,
it's
going
to
allow
us
to
react
quickly
to
customer
demands
when
needed,
dial
back
capacity
when
we
don't
need
that
capacity
and
I
have
to
say
it's
a
really
great
story
of
ups
and
RedHat
working
you
together.
It.
B
Really
is
a
great
story,
it's
just
amazing,
again
the
size
and
scope.
You
put
both
stories
here,
a
lot
speed,
speed,
speed,
getting
to
market
quickly
being
able
to
try
things.
It's
great
lessons
learned
for
all
of
us
the
importance
of
be
able
to
operate
at
a
fundamentally
different
clock
speed.
So
thank
you
all
for
being
here
very
much
appreciate
congratulation.
B
Alright,
so,
while
it's
great
to
hear
from
our
Innovation
Award
winners-
and
it
should
be
no
surprise
that
they're
leading
and
experimenting
in
some
really
interesting
areas,
its
scale,
so
I
hope
that
you
got
a
chance
to
learn
something
from
these
interviews.
You'll
have
an
opportunity
to
learn
more
about
them.
You'll
also
have
an
opportunity
to
vote
on
the
innovator
of
the
year.
You
can
do
that
on
the
Red
Hat
summit
mobile
app
or
on
the
Red
Hat
Innovation
Awards
homepage.
B
So
next
I
like
to
spend
a
few
minutes
on
talking
about
how
Red
Hat
is
working
to
catalyze
our
customers
efforts
Marko
bill
Peter,
our
senior
vice
president
of
customer
experience
and
engagement
and
John
Alessio.
Our
vice
president
of
global
services,
will
both
describe
areas
in
how
we
are
working
to
configure
our
own
organization
to
effectively
engage
with
our
customers
to
use
open
source
to
help
drive
their
success.
So
with
that
I'd
like
to
welcome
marquel
on
stage.
M
Good
morning
good
morning,
thank
you
Jim,
so
I
want
to
spend
a
few
minutes
to
talk
about
how
we
are
configured,
how
we
are
configured
towards
your
success,
how
we
enable
internally
as
well,
to
work
towards
your
success
and
actually
engage
as
well.
You
know,
Paul
yesterday
talked
about
the
open
source
culture
and
our
open
source
development
net
model.
You
know,
there's
a
lot
of
attributes
that
we
have,
like
transparency,
meritocracy
collaboration.
Those
are
the
key
of
our
culture.
M
They
made
RedHat
what
it
is
today
and
what
it
will
be
in
the
future,
but
we
also
add
that
our
passion
for
customer
success
to
that,
let
me
tell
you:
this
is
kind
of
the
configuration
from
a
cultural
perspective.
Let
me
tell
you
a
little
bit
on
what
that
means.
So,
if
you
heard
the
name,
my
organization
is
customer
experience
and
engagement
right
in
the
past.
We
talked
a
lot
about
support.
It's
an
important
part
of
the
red
hat
right
and
how
we
are
configured.
M
We
are
configured
probably
very
uniquely
in
the
industry
we
put
support
together.
We
have
product
security
in
there
we
add
a
documentation.
We
add
a
quality
engineering
into
an
organization
you
think
there's
like
wow.
Why
are
they
doing
it?
We're
also
running
actually
the
IT
team
for
actually
the
product
teams?
Why
are
we
doing
that?
Now?
You
can
imagine
right.
We
want
to
go
through
what
you
see
as
well,
right
and
I.
Give
you
a
few
examples
on
how
what's
coming
out
of
this
configuration.
M
We
invest
more
and
more
in
testing
integration
and
use
cases
which
you
are
applying,
so
you
can
see
it
between
the
support
team
experiencing
a
lot,
what
you
do
and
actually
changing
our
test
structure.
That
makes
a
lot
of
sense.
We
are
investing
more
and
more
testing
outside
the
boundaries,
so
not
exactly
how
things
must
fall
by
product
management
or
engineering,
but
also
how
does
it
really
run
in
an
environment
that
you
operate?
M
We
run
complex,
setups
internally,
right,
taking
openshift
putting
in
OpenStack
using
software-defined
storage
underneath
managing
it
with
cloud
forms
managing
it
with
insights.
We
do
that.
We
want
to
see
how
that
works
right.
We
are
reshaping
documentation
Const
to
kind
of
help
you
better,
instead
of
just
documenting
features
and
knobs.
As
in,
how
can
how
do
you
want
to
achieve
things
now?
Part
of
this
is
the
configuration
that
are
the
big
part
of
the
configuration
is
the
voice
of
the
customer
to
listen
to
what
you
say.
M
I've
been
here
at
Red
Hat
a
few
years,
and
one
of
my
passion
has
always
been
really
hearing
from
customers,
how
they
do
it.
I
travel
constantly
in
the
world
and
meet
with
customers,
because
I
want
to
know
what
is
really
going
on.
We
use
channels
like
support.
We
use
channels
like
getting
from
salespeople
the
interaction
from
customers.
We
do
surveys,
we
do.
You
know
we
interact
with
our
people
to
really
hear
what
you
do.
M
What
we
also
do,
what
maybe
not
many
know-
and
it's
also
very
unique
in
the
industry-
we
have
a
webpage
called.
You
asked,
reacted.
We
show
very
transparently,
you
told
us.
This
is
an
area
for
improvement,
and
it's
not
just
in
support.
It's
across
the
company
right,
build
us
a
better
web
store,
build
us
this
we're
very
transparent
about
Hades
improvements.
We
want
to
do
with
you
now,
if
you
want
to
be
part
of
the
process
today,
go
to
the
feedback
zone
on
the
next
floor
down
and
talk
to
my
team.
M
M
Let
me
go
to
another
part,
which
is
innovation
innovation
every
day
and
that,
in
my
opinion,
the
enable
section
right
we
gotta
constantly
innovate
ourselves.
How
do
we
work
with
you?
How
do
we
actually
provide
better
value?
How
do
we
provide
faster
responses
in
support?
This
is
what
we
would
I
say
is.
Is
our
you
know,
commitment
to
innovation,
which
is
the
enabling
that
Jim
talked
about
and
I,
give
you
a
few
examples
which
I'm
really
happy
and
it
kind
of
shows
the
open
source
culture
at
Red
Hat.
Our
commitment
is
for
innovation.
I'll.
M
Give
you
good
example
right.
If
you
have
a
few
thousand
engineers
and
you
empower
them,
you
kind
of
set
the
business
framework
as
hey.
This
is
an
area
we
got
to
do
something
you
get
a
lot
of
good
IDs,
you
get
a
lot
of
IDs
and
you
got
a
shape
an
inter
an
area
that
hey
this
is
really
something
that
brings
now
a
few
years
ago,
we
kind
of
said
or
I
said
just
like
based
on
a
lot
of
feedback.
M
Is
we
got
to
get
more
and
more
proactive
if
you
customers
and
so
I
shaped
my
team
and
I
shaped
it
around?
How
can
we
be
more
proactive?
It
started
very
simple,
as
in
like
from
kbase
articles
or
knowledgebase
articles
in
getting
started
guys,
then
we
started
a
a
tool
that
we
put
out
called
labs.
You've
probably
seen
them
if
you're
on
the
technical
side
really
taking
small
applications
out
for
you
to
kind
of
validate.
Is
this
configure
correct?
Is
that
configure?
M
This
is
how
innovation
really
came
from
the
ground
up
from
the
support
side
and
turned
into
something
really
a
being
a
cornerstone
of
our
strategy
and
we're
keeping
it
married
from
the
day
to
day
work
right.
You
don't
want
to
separate
this.
You
want
to
actually
keep
that
the
data
that's
coming
from
the
support
goes
in
that,
because
that's
the
power
that
we
saw
yesterday
in
the
demo.
Now
innovation
doesn't
stop
when
you
set
the
challenge,
so
we
did
the
labs.
We
did
the
insights.
We
just
launched
a
solution.
Engine
called
solution
engine.
M
Another
thing
that
came
out
of
that
challenge
is
in:
how
do
we
break
complex
issues
down
that?
It's
easier
for
you
to
find
a
solution
quicker?
It's
one
example,
but
we're
also
experimenting
with
AI,
so
insights
uses
AI,
as
you
probably
heard
yesterday.
We
also
use
it
internally
to
actually
drive
faster
resolution.
We
did
in
one
case
with
a
a
I
bought,
basically
that
we
get
to
25
percent
faster
resolution
on
challenges
that
you
have
the
beauty
for
you.
Obviously
it's
well.
M
M
Kbase
articles
are
knowledgebase
articles
we
q8
thousands
and
thousands
every
year
and
then
I
get
feedback
as
and
well
they're
good,
but
they're
in
English,
as
you
can
tell,
my
English
is
perfect,
so
it's
not
no
issue
for
that,
but
for
many
of
you
is
maybe
like
even
here,
you
wanna
read
it
in
Japanese,
so
we
actually
did
machine
translation,
because
it's
too
many
that
we
can
do
manually
the
using
machine,
translation
I
can
tell
it's
a
funny
example.
Two
weeks
ago,
I
tried
it.
I
tried
something
from
English
to
German.
M
I
looked
at
it,
the
German
looked
really
bad.
I
went
back,
but
the
English
was
bad,
so
it
really
translates
one
to
one
actually
what
it
does,
but
it's
really
cool.
This
is
innovation
that
you
can
apply,
and
the
team
actually
worked
on
this
and
really
proud
on
that.
Now,
the
real
innovation
there
is
not
these
tools.
The
real
innovation
is
that
you
can
actually
shape
it
in
a
way
that
the
innovation
comes,
that
you
empower
the
people,
that's
the
configure
and
enable,
and
what
I
think
that's
all
it's
important.
M
This
don't
reinvent
the
plumbing,
don't
start
from
scratch.
Use
systems
like
containers
on
open
shift
to
actually
build
the
innovation
in
a
smaller
way
without
reinventing
the
plumbing.
You
save
a
lot
of
issues
on
security,
a
lot
of
issues
on
reinventing
the
wheel,
focus
on
that.
That's
what
we
do
as
well.
If
you
want
to
hear
more
details
again,
go
in
the
second
floor
now,
let's
talk
about
the
engage
that
Jim
mentioned
before
what
I
translate
that
engage
is
actually
engaging
you
as
a
customer
towards
your
success.
M
Now,
what
does
commitment
to
success
really
mean
and
I'm
gonna
reflect
on
that
on
a
traditional
IT
company
shows
up
with
youth
Park.
The
salesperson
solution.
Architect
works
with
you
consulting
implements
solution.
It
comes
over
to
support
and
trust
me
in
a
very
traditional
way.
The
support
guy
has
no
clue
what
actually
was
sold
early
on
it's.
What
happens
right,
and
this
is
actually
I
think
that
red
had
better
that
we're
not
so
silent.
M
M
How
is
Red
Hat
different
in
this,
and
we
are
very
strong
in
my
opinion,
you
might
disagree,
but
we
are
very
strong
in
a
virtual
accounting
right,
really
putting
you
in
the
middle
and
actually
having
a
solution
architect
work
directly
with
support
or
consulting
involved
and
driving
that
together.
You
can
also
help
us
in
actually
really
embracing
that
model.
If
that's
also
other
partners
or
system
integrators,
integrate,
put
yourself
in
the
middle
be
around
that's
how
we
want
to
make
sure
that
we
don't
lose
sight
of
the
original
business
problem.
M
Trust
me
reducing
the
hierarchy
or
getting
rid
of
hierarchy
and
bureaucracy
goes
a
long
way
now.
This
is
how
we
configured.
This
is
how
we
engage-
and
this
is
how
we
are
committed
to
your
success
with
that
I'm
going
to
introduce
you
to
John
Alessio
that
talks
more
about
some
of
the
innovation
done
with
customers.
Thank
you.
N
Good
morning,
I'm
John
Alessio
I'm,
the
vice
president
of
Global,
Services
and
I'm
delighted
to
be
with
you
here
today,
I'd
like
to
talk
to
you
about
a
couple
of
things
as
it
relates
to
what
we've
been
doing
since
the
last
summit
in
the
services
organization.
At
the
core
of
everything
we
did
it's
very
similar
to
what
Marco
talked
to
you
about
our
number.
N
One
priority
is
driving
our
customer
success
with
red
hat
technology
and,
as
you
see
here
on
the
screen,
we
have
a
number
of
different
offerings
and
capabilities,
all
the
way
from
training,
certification,
open
innovation,
labs,
consulting,
really
pairing
those
capabilities,
together
with
what
you
just
heard
from
Marco
in
the
support
or
cee
organization.
Really,
that's
the
journey.
N
You
all
go
through
from
the
beginning
of
discovering
what
your
business
challenge
is
all
the
way
through
designing
those
solutions
and
deploying
them
with
red
hat
now
the
hilum
I'd
like
to
highlight
a
few
things
of
what
we've
been
up
to
over
the
last
year.
So
if
I
start
with
the
training
and
certification
team,
they've
been
very
busy
over
the
last
year,
really
updating
enhancing
our
curriculum.
N
If
you
haven't
stopped
by
the
booth,
there's
a
preview
for
new
capability
around
our
learning
community,
which
is
a
new
way
of
learning
and
really
driving
that
enable
meant
in
the
community,
because
70%
of
what
you
need
to
know,
you
learned
from
your
peers,
and
so
it's
a
very
key
part
of
our
learning
strategy
and
in
fact
we
take
customer
satisfaction
with
our
training
and
certification
business.
Very
seriously.
We
survey
all
of
our
students
coming
out
of
training.
N
93%
of
our
students
tell
us
they're
better
prepared
because
of
red
hat
training
and
certification
after
Weeds
they've
completed
the
course.
We've
updated
the
courses
and
we've
trained
well
over
a
hundred
and
fifty
thousand
people
over
the
last
two
years.
So
it's
a
very,
very
key
part
of
our
strategy
and
that
combined
with
innovation,
labs
and
the
consulting
operation
really
drive
that
overall
journey.
Now,
we've
been
equally
busy
in
enhancing
the
system
of
enablement
and
support
for
our
business
partners.
Another
very,
very
key
initiative
is
building
out
the
ecosystem.
N
We've
enhanced
our
open
platform,
which
is
online
partner,
enablement
network
we've
added
new
capability
and,
in
fact,
much
of
the
training
and
enablement
that
we
do
for
our
internal
consultants.
Ardell
is
delivered
through
the
open
platform.
Now,
what
I'm,
really
impressed
with
and
thankful
for
our
partners
is
how
they
are
consuming
and
leveraging
this
material
we
train
and
enable
for
sales
for
pre-sales
and
for
delivery
and
we're
up
over
70%
year
in
year
in
our
partners
that
are
enabled
on
RedHat
technology.
Let's
give
our
business
partners
a
round
of
applause.
N
N
It's
an
immersive
experience
where
your
team
will
work
side-by-side
with
Red
Hatters
to
really
propel
your
journey
forward
in
adopting
open
source
technology
and,
in
fact,
we've
been
very
busy
since
the
summit
in
Boston,
as
you'll
see
coming
up
on
the
screen,
we've
completed
dozens
of
engagements
leveraging
our
methods,
tools
and
processes
for
open
innovation
labs.
As
you
can
see,
we've
worked
with
large
and
small
accounts.
N
In
fact,
if
you
remember
summit
last
year
we
had
a
European
customer
easier
AG
on
stage
which
was
a
start-up
and
we
worked
with
them
at
the
very
beginning
of
their
business
to
create
capabilities
in
a
very
short
four-week
engagement,
but
over
the
last
year,
we've
also
worked
with
very
large
customers,
such
as
optimum
Delta
Airlines
here
in
North
America,
as
well
as
Motability
operations
in
the
European
arena.
One
of
the
accounts
I
want
to
spend
a
little
bit
more
time
on
is
Heritage
Bank
Heritage
Bank
is
a
community
owned
bank
in
Toowoomba
Australia.
N
Their
challenge
was
not
just
on
creating
new
innovative
technology,
but
their
challenge
was
also
around
cultural
transformation.
How
to
get
people
to
work
better
together
across
the
silos
within
their
organization.
We
worked
with
them
at
all
levels
of
the
organization
to
create
a
new
capability.
The
first
engagement
went
so
well
that
they
asked
us
to
come
in
into
a
second
engagement.
So
I'd
like
to
do
now
is
run
a
video
with
Peter
Locke,
the
chief
executive
officer
of
Heritage
Bank,
so
he
can
take
you
through
their
experience.
L
D
L
O
L
N
I
love,
the
quote:
I
was
delighted,
makes
my
heart
warm
every
time.
I
see
that
video.
You
know,
since
we
were
at
summit
for
those
of
you
who
are
with
us
in
Boston,
some
of
you
went
on
our
hardhat
tours.
We've
opened
three
physical
facilities
here
at
Red
Hat,
where
we
can
conduct
red
head,
open,
Innovation,
Lab,
engagements,
Singapore,
London
and
Boston
were
all
opened
within
the
last
physical
year
and
in
fact
our
site
in
Boston
is
paired
with
our
world-class
executive
briefing
center
as
well.
N
N
We
just
recently
completed
an
engagement
with
UNICEF,
the
United
Nations
Children's
Fund,
and
the
the
purpose
behind
this
engagement
was
really
to
help
UNICEF
create
an
open-source
platform
that
marries
big
data
with
social
good.
The
idea
is:
UNICEF
needs
to
be
better
prepared
to
respond
to
emergency
situations
and,
as
you
can
imagine,
emergency
situations
are
by
nature
unpredictable.
You
can't
really
plan
for
them.
N
They
can
happen
anytime
anywhere,
and
so
we
worked
with
them
on
a
project
that
we
called
school
mapping
and
the
idea
was
to
provide
more
insights
so
that,
when
emergency
situations
arise,
UNICEF
could
do
a
much
better
job
in
helping
the
children
in
the
region,
and
so
we
leveraged
our
Red
Hat,
open
innovation,
lab
methods,
tools,
processes
that
you've
heard
about
just
like
we
did
at
Heritage
Bank
and
the
other
accounts
I
mentioned,
but
then
we
also
leveraged
Red
Hat
software
technologies.
So
we
leveraged
OpenShift
container
platform,
we
leveraged
ansible
automation.
N
N
P
Data
is
changing
the
landscape
of
what
we
do
at
UNICEF.
This
means
that
we
can
figure
out
what's
happening
now
on
the
ground,
who
it's
happening
to
and
actually
respond
to
it
in
much
more
of
a
real-time
manner
than
we
used
to
be
able
to
do.
We
love
working
with
open
source
communities
because
of
their
commitment
that
we
should
be
doing
good
for
the
world,
we're
actually
with
red
hat
building
a
sandbox
where
universities
or
other
researchers
or
data
scientists
can
connect
and
help
us
with
our
work.
N
Our
pleasure
and
thank
you
for
joining
us,
so
Erica
I've
just
talked
a
bit
about
kind
of
what
we've
been
up
to
in
Red
Hat
Services.
Over
the
last
year
we
talked
a
bit
about
our
open
innovation
labs
and
we
did
this
project
the
school
mapping
project
together.
Our
two
teams
and
I
thought
the
audience
might
find
it
interesting
from
your
point
of
view
on
why
the
approach
we
use
in
innovation
labs
was
such
a
good
fit
for
the
school
mapping
project.
Yeah.
P
P
Countries,
so
that's
really
important
for
us
not
to
be
able
to
scale
things
also
because
it
makes
sense
we
can
get.
We
can
get
more
communities
involved
in
this
and
look
not
just
try
to
do
everything
by
ourselves,
but
look
much
open
much
more
openly
towards
the
open
source
communities
out
there
to
help
us
with
our
work.
We
can't
do
it
alone,
yeah.
A
P
Then
the
second
thing
is
methodology.
You
know
the
labs
are
really
looking
at
taking
this
agile
approach
to
prototyping
things,
trying
things
failing
trying
again
and
that's
really
necessary
when
you're
developing
something
new
and
trying
to
do
something
new
like
mapping
every
school
in
the
world,
yeah.
N
Very
challenging,
where
think
about
it,
100
and
90
countries
Wow,
and
so
the
open
source
platform
really
works
well
and
then
the
the
rapid
prototyping
was
really
a
good
fit.
So
I
think
the
audience
might
find
it
interesting
on
how
this
application
and
this
platform
will
help
children
in
Latin
America.
So.
P
In
a
lot
of
countries
in
Latin,
America
and
many
countries
throughout
the
world
that
UNICEF
works
in
are
coming
out
of
either
decades
of
conflict
or
are
our
subject
to
natural
does
and
not
great
infrastructure.
So
it's
really
important
to
a
for
us
to
know
where
schools
are
where
communities
are
well,
where
help
is
needed
what's
connected?
N
Excellent,
it's
quite
powerful
what
we
were
able
to
do
in
a
relatively
short,
eight
or
nine
week,
engagement
that
our
two
teams
did
together.
Now
many
of
your
colleagues
in
the
audience
are
using
open
source
today,
looking
to
expand
their
use
of
open
source
and
I
thought
you
might
have
some
recommendations
for
them
on
how
they
kind
of
go
through
that
journey
and
expanding
their
use
of
open
source.
Since
your
experience
at
that
yeah.
P
For
us
it
was,
it
was
very
much
based
on.
What's
this
gonna
cost,
we
have
limited
resources,
and
what's
how
is
this
gonna
spread
as
quickly
as
possible
mm-hmm,
and
so
we
really
asked
ourselves
those
two
questions
you
know
about
10
years
ago
and
what
we
realize
is
if
we
are
going
to
be
recommending
technologies
that
governments
are
going
to
be
using,
it
really
needs
to
be
open
source.
They
need
to
have
control
over
it.
Yeah.
A
N
Excellent
excellent,
so
I
got
really
inspired
with
what
we
were
doing
here
in
this
project.
It's
one
of
those
you
know.
Every
customer
project
is
really
interesting
to
me.
This
one
kind
of
pulls
a
little
bit
at
your
heartstrings
on
what
the
real
impact
could
be
here
and
so
I
know.
Some
of
our
colleagues
here
in
the
audience
may
want
to
get
involved.
How
can
they
get
involved?
Well,.
P
P
N
N
All
right,
well,
I,
hope
that's
been
helpful
to
you
to
give
you
a
bit
of
an
update
on
what
we've
been
focused
on
in
global
services.
The
message
I'll
leave
with
you
is
our
top
priority
is
customer
success,
as
you
heard,
through
the
story
from
UNICEF
from
Heritage
Bank
and
others,
we
can
help
you
innovate
where
you
are
today,
I
hope
you
have
a
great
summit
and
I'll
call
out
Jim
Whitehurst.
B
Thank
you
John
and
thank
you
Erica,
that's
really
an
inspiring
story.
We
have
so
many
great
examples
of
how
individuals
and
organizations
are
stepping
up
to
transform,
in
the
face
of
digital
disruption,
I'd
like
to
spend
my
last
few
minutes
with
one
real-world
example.
That
brings
a
lot
of
this
together
and
truly
with
life-saving
impact.
R
R
R
B
R
We
thought
about
that
and
we
do
a
lot
of
technical
innovations
and
we
always
work
with
the
experts.
So
we
wanted
to
work
with
if
I'm
going
to
be
able
to
say
an
optical
device,
I'm
going
to
work
with
the
optical
engineers
or
an
EM,
our
system
I'm
going
to
work
with
em
our
engineers.
So
we
wanted
to
work
with
people
who
really
knew
or
the
plumbers
so
to
speak,
of
the
software
in
industry.
R
So
we
ended
up
working
with
the
mass
of
point
cloud
for
the
platform
and
the
distributed
systems
in
Red
Hat
as
the
infrastructure,
that's
starting
to
support
Chris
and
that's
been
actually
a
really
incredible
journey
for
us,
because
medical
reading,
medical
software's
not
typically
been
a
community
process
and
that's
something
that
working
with
dan
from
Red
Hat.
We
learned
a
lot
about
how
to
participate
in
an
open
community
and
I
think
our
team
has
grown
a
lot
as
a
result
of
that
collaboration
and.
B
R
R
Yeah
and
I
think
for
the
medical
community
and
I
find
this
resonates
with
other
physicians
as
well,
too.
Is
that
it's
medical
data
we
want
to
continue
to
own
and
we
feel
very
awkward
about
giving
it
to
industry.
So
we
would
rather
have
our
data
sitting
in
an
open
cloud
like
the
mass
open
cloud
where
we
can
have
a
data
consortium
that
oversees
the
data
governance
so
that
we're
not
giving
our
data
way
to
somebody
else,
but
have
a
platform
that
we
can
still
keep
a
control
of
our
own
data
and
I.
R
Think
it's
going
to
be
the
future
because
we're
running
of
a
space
in
the
hospital
we
generate
so
much
data,
and
it's
just
going
to
get
worse
as
I
was
mentioning
and
all
the
systems
run
faster.
We
get
new
devices,
so
the
amount
of
data
that
we
have
to
filter
through
is
just
astronomically
increasing.
So
we
need
to
have
resources
to
store
and
compute
on
such
large
databases,
and
so.
B
Thinking
about
where
this
could
go,
I
mean
this
is
a
classic
feels
like
an
open
source
project.
It
started
really
really
small,
with
a
originally
modest
set
of
goals
and
it's
just
kind
of
continue
to
grow
and
grow
and
grow.
It's
a
lot
like
if
yes
leanest
torval,
where
linux
would
be
in
1995,
you
probably
wouldn't
think
it
would
be
where
it
is
now.
So,
if
you
dream
with
me
a
little
bit,
where
do
you
think
this
could
possibly
go
in
the
next
5
years,
10
years?
What.
R
I
hope
it'll
do
is
allow
us
to
break
down
the
silos
within
the
hospital
because
to
do
the
best
job
at
what
we
physicians
do.
Not
only
do
we
have
to
talk
and
collaborate
together
as
individuals,
we
have
to
take
the
data
each
each
community
develops
and
be
able
to
bring
it
together.
So,
in
other
words,
I
need
to
be
able
to
bring
in
information
from
vital
monitors
from
mr
scans
from
optical
devices,
from
genetic
tests,
electronic
health
record
and
be
able
to
analyze
on
all
that
data
combined.
R
So,
ideally,
this
would
be
a
platform
that
breaks
down
those
information
barriers
in
a
hospital
and
also
allows
us
to
collaborate
across
multiple
institutions,
because
many
disorders,
you
only
see
a
few
in
each
hospital.
So
we
really
have
to
work
as
teams
in
the
medical
community
to
combine
our
data
together
and
also
I'm
hoping
that,
and
we
even
have
discussions
with
people
in
the
developing
world
because
they
have
systems
to
generate
or
to
got
to
create
data
or
say,
for
example,
NMR
system.
R
They
can't
create
data,
but
they
don't
have
the
resources
to
analyze
on
it.
So
this
would
be
a
portal
for
them
to
participate
in
this
growing
data
analysis
world
without
having
to
have
the
infrastructure
there
and
be
a
portal
into
our
back-end,
and
we
could
provide
the
infrastructure
to
do
the
data
analysis.
It.
B
O
B
I
really
do
love
that
story.
It's
a
great
example
of
user
driven
innovation.
You
know
in
a
different
industry
than
in
technology,
and
you
know
recognizing
that
a
clinicians
need
for
real-time
information
is
very
different
than
a
researchers
need.
You
know
in
projects
that
can
last
weeks
and
months,
and
so
rather
than
trying
to
get
an
industry
to
pivot
and
change,
it's
a
great
opportunity
to
use
a
user
driven
approach
to
directly
meet
those
needs,
so
we
still
have
a
long
way
to
go.
B
We
have
two
more
days
of
the
summit
and
as
I
said
yesterday,
you
know
we're
not
here
to
give
you
all
the
answers,
we're
here
to
convene
the
conversation,
so
I
hope
you
will
have
an
opportunity
today
and
tomorrow
to
meet
some
new
people
to
share
some
ideas.
We're
really
really
excited
about
what
we
can
all
do
when
we
work
together,
so
I
hope
you
found
today
valuable.
We
still
have
a
lot
more
happening
on
the
main
stage
as
well.
This
afternoon,
please
join
us
back
for
the
general
session.
B
It's
a
really
amazing
lineup
you'll
hear
from
the
women
and
opensource
Award
winners.
You'll
also
hear
more
about
our
collab
program,
which
is
really
cool.
It's
getting
middle
school
girls,
interested
in
open
sourcing
coding
and
so
you'll
have
an
opportunity
to
see
some
people
involved
in
that
you'll
also
hear
from
the
open
source,
Story
speakers
and
you'll,
including
in
that
you
will
see
a
demo
done
by
a
technologist
who
happens
to
be
11
years
old,
so
really
cool.
You
don't
want
to
miss
that
so
I
look
forward
to
seeing
you
then
this
afternoon.
Thank
you.