[Music]
hi everyone
i'm going to have technology evangelist
with red hat and i'm here today to talk
all things cloud with my guest andrew
andrew why don't you introduce
yourself i'm not sure we can get to all
things cloud but we'll get to some
things cloud i'm andrew
and i'm at red hat focused on devops
transformation automation these kind of
things
um that's what people know me for and um
there's so much
i would love to talk about today but
here's what i'd like to focus on
how the cloud operating model relates to
a cloud-native organization
especially at the infrastructure level
and how that in turn
relates to digital transformation let's
start with the cloud operating model
this is something we've been having
discussions about in earnest since maybe
2010 maybe a little further back
but clearly a lot has happened since
then
what do you mean by that term so when i
talk about cloud native operating models
what i really talk about
is is the evolution of all these
practices
you know some people want to call it sre
some people want to call it devops
they're they're kind of entwined
in various ways we've been talking about
it
in in kind of an external fashion since
2010
but really you have to say that those
those practices started before that
right if you look at what was what was
learned building
these big web properties managing these
massive infrastructures
at the likes of amazon and google they
had to adopt to this not i make the same
comments about devops this wasn't
something someone sat down and said
now we're going to have a cloud native
operating model it was the darwinian
pressure to build and manage those
systems at ever greater scale
that created the processes that allowed
that to be possible
so you see these sort of things being
created
emerging i'd say even early 2000s you
know coming out of the big
um web boom and then they don't get
published
publicated or publicized evangelized
until later and sre isn't really talked
about openly
until 2016. let's now shift our
attention to what you
call the cloud native organization
how is it different from traditional i.t
i think this is
a bunch of buzzwords colliding right
like we we
we have this this tendency to create
movements and marketing around
different buzzwords but there's this
emergence of new ways of working
that goes back in and there's threads on
the technology side and on the process
sides
so there's you know roots of this when
we talk about devops
all the way back to deming and
manufacturing and acoff and some of
these other people
that are you know the the shoulders of
giants if you will
and then you you have the agile movement
that kind of brought this sort of
flexibility to what you're going to
build from a software perspective
but for a long time agile and when and
when agile manifesto was signed
software was shipped on physical media
so you had a release it was cut on you
know cd
or whatever the media was at the time
and then shrink wrapped and shipped
and then we shift to this as a service
model and that's
what created that pressure to get to
those models and get to this thing so
it's to me it's the
it's the confluence of all of these
tools and all these processes that allow
you to build these
scalable resilient systems and also
flexibly change them to meet the
the needs of the customer and the
organization in the market
now yeah i think this is a very common
theme that we see
that a lot of different threads are
coming together
and then there's a certain maturation
and suddenly it makes sense so you know
people will say
oh a cloud we were doing time sharing
back in the 1960s
but obviously in practice there's a huge
difference to what you could do in the
1960s
and what you can do today and similarly
you see uh
containers enabling this cloud native
server application development
that is not necessary but it reduces a
lot of friction
so an aspect of it is about the time
scales and
if you look go back to what you're
talking about you know the mainframes
and time sharing
then then you certainly have the
opportunity to do some of these
workflows
but the cost of change tended to be a
higher right and then you can move into
this phase of client server and the cost
of change
to provision hardware was a purchase
order and maybe even months
and then you get to these abstractions
of virtualization and then now we have
containers
where starting and stopping a container
is on the order of seconds
and and so that allows you to do certain
things at a time
scale when you start thinking about auto
scaling or recovering
that you couldn't do with those older
architectures
let's get your take on what digital
transformation
is in the context of this conversation
i mean it's another collision of a bunch
of buzzwords coming together
and you know the the the joke it i make
sometimes is marketing runes everything
but there's there's this tension that we
feel
about what's possible and what we see
our organizations doing
so digital transformation sort of i
wouldn't say it's re-emerge but it's
something people talked about for
decades
and i think there's there's kind of this
wave of like digitizing process
and then and then now even you saw this
bifurcation between
what what people will say digital
transformation in the in the larger
analyst sense
of buying some sas and doing some
automation for
these workflow processes and then
there's what i
i try to help people do for my career is
can you create those digital experiences
can you create
that digital automation and make that
something that your company's
capable of so every single one of us
we're literally talking through the
internet
whoever's watching this is probably
watching through the internet i'd
imagine the device they're watching it
on has a bunch of capabilities
i carry a super computer in my pocket
that's more powerful than every computer
on the planet when i was born it allows
me to order food manage my finances
book travel all this kind of stuff back
when we could do these sort of things
which i'm looking forward to hopefully
doing again so the to me digital
transformation is about
helping these enterprises close the gap
between what every individual in that
organization knows is possible
in their life as an individual
interacting with those digital realities
and what they see their organization and
the capabilities that they bring to
their customers
and to each other on a daily basis that
that's a huge gap
in a lot of places and that's creating
you know a bunch of tension
and opportunity finally i'd like to
bring all this together
under the umbrella of redefining i.t as
a competitive advantage
and this was saying that seemed to be
kind of falling out of favor
outside the startup world for a while
you know i
t doesn't matter from nick carr um
how do you think about this question i
think nick carr's assertion and that's a
bit
getting a little bit long in the tooth
right since that was first published
it's provably false and and i think that
one of the defining
advantages or the defining qualities of
the cloud natives that everyone sort of
watches and aspires to be
is that they frame it as a competitive
advantage and if you go look at the way
that you know that the reports they file
with the sec
what they're investing and spending
their money on they're making massive
investments
in it infrastructure to deliver those
outcomes
so i think that there's there's a
commodification of certain aspects
of it and and choosing where you're
going to be
creating value and competing for value
it doesn't make sense
for most enterprise organizations to
decide we're going to compete
as a cloud that that's that's um
probably not the game you want to win
but there's lots of these things that
you can take advantage of
as that it commodifies to build higher
and higher level value
for your customers for your employees
creating those digital experiences and
connecting that back to the
core business that you're running
well thank you andrew thanks for having
me
it was fun
you