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Chef CMO Ken Cheney interviews customers from Westpac & Rakuten

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but next can Cheney the same 0 shaft you can held those rare a graph
yeah but but is a very setitem but but but but but but nobody here yeah it I
1 I would start out by asking you where
are you act so we talked about confuse automation a lot the past 2 days we talked about this journey from Dev Ops Awakenings to continuous automation as a platform to driving business outcomes so I'm a marketing we decide of murdering people so we can complement the show the great appreciate that later on what I wanna do some primary research on another part of marketing I would you informal survey how many of you right now are at that DevOps awakening stage we we reason hands just getting started OK good number of you but also becoming you're well down that path towards ensues automation yeah OK so there's a lot of you not raise your hand system know as a Mercator it be great if we got all of you to participate up and up and finally how media actually at that point we're here advanced you direction driving business outcomes yeah yeah the a small number of you might say what you were just trying what were community and 1 the options we have here is to look around and look at those that are at various stages of maturity and learn from 1 another and that in in that learning you know if you look at where people are going were actually at that point where the driving business outcomes they're actually working very close to the business 1 of the things that they learn how to do that we're headed talk the language of the business so Adam talked about language earlier and the importance of language and 1 of things I wanna give you is this thinking around how to talk to the business better I spent a lot of time you with customers I think I spent 250 plus 2 days in a hotel last year when perspective so I'm I'm out talking to customers all the time and it's very clear to me that 1 of the things that we need to master a community is how to talk to the business and 1 of the ways to get there is to think in terms of how business thanks so we think about things speed efficiency risk this is the language right in and out and you want to actually get there and you wanna connect what you're doing yeah what you're doing hands on the keyboard work to what the business cares about and the way that I think about it is you wanna can act as the capabilities but you're driving and this is the 1 of the things that we can we help a lot of customers with shots are customer success organization comes in and helps you figure out what are the important capabilities for your organization and how can we put them in place so for example if you thinking about speed I we help Standard Bank take the time from commit to deploy to under 18 minutes OK that that's the right you can also look at another bear another matcher like that deployment frequency on the speed front on efficiency from we help into a reduced incidence tied to change by over 90 % you can also look at something like what Barry had kind of pooh-poohed yesterday which is time to revision environment that capability ties right back up to efficiency OK that that's speaking the language of the business we're out there talking to the them if you look at the restaurant it could be driving known probabilities down to 0 across infrastructure and it could mean working we're there developers to make sure that they don't ever introduced a known vulnerability ever again that's that's how you get the right not underneath that already those capabilities of the use case right those use cases are per are how you actually turn the crank and deliver on those capabilities but what I want you to everyone you walk out of here with me to think about is how are you doing that right where are you gonna start restarting with rest with efficiency you're starting with risk and what capability matters to you what's the stack rank the capabilities that wanna put in place Harrigan go about doing that that's how you deliver on continues automation that's how you get to being the cut outcome-driven organization and it can really start with you that person is having box awakening that practitioner that's this added they can start with you and you can go from there so all of our investments that we've made a shaft that we've been talking about a really aligned around this kind of thinking yeah how can we help you deliver on these outcomes in her the past few days about the investors remained shut on about how were going about bringing together both the view what's happening from a state perspective which shall were in shorter automation of habitat replication automation so now you can see in 1 spot the the node state what you're looking at at at it a chef-client recording and chefs solo recording and real here supervisory reporting and we can also see from a policy perspective how you do it how you doing from a complies coverage security perspective are your applications in Hampshire traction harder are the services that you're consuming on those cloud service platforms pardons do you actually know and that know I think
this is this is fascinating what's happening right now I was really WallStreetJournal design and marketing on and as WallStreetJournal and this weekend and they said that article every IT professional is now needing to become a security professional and I read the article really know like do we really only becomes carry professionals I think it kind of but but really when you look at something like inspect what brings the table it empowers developers and if I look at that that that that that's really heartening about what we're doing about its that you don't have becomes acute professional but we need to do is actually to collaborate with a security teams in addition I should think more important is agility and what we're doing which chapters provided that platform that helps you meet whereas today with your current environment it but also helps you move to support modern applications and that concept of agility I think is really where the power to market business happens so whether it's looking at a security issue and that ability remediated in minutes or that ability to actually push a
change tied to a business need anything anyway you any time anywhere you want that that's where we need to be so whether you're looking at your current environment or the future environment and what we're trying to do is provide a common platform that lets you manage across both and I wanna suggest all of you that you need to think about agility the thing about it not just for those future those future but modern Botstein z forming before all your furnace state if you have large amounts of legacy infrastructure Deanne's out there you wanna build a move fast on those systems as well and for all the reasons I stated you know the next 1 a cry the next lead the next business changes becoming a competitive weapon for you so wanna do next is I've got that to customers and have conversations with them both 1 at a time and the due to a different step step in this kind of process of moving from kind of infrastructure centric to to modern applications so the 1st up Westpac Bank and so I'd like to buy that Dave for is the head Application Lifecycle Management at Westpac New Zealand Ltd
and get the and the time that it can be but the the that so they 200 year old bank let's the grouping we're about 150 Museum in 150 yet OK well adjusted yet bit of legacy I can imagine there so what we're thrilled about the business hands and where you're at a case so did Justice sits in history and this we forces being we do consumer and wholesale now leaning all we have that font police in that to ranch right and last year we had Westpac Bank up here you see this and we writing back again for a reason right and that's to talk about the Protestant me the right answer for you to give us an update because you know you've got a real during right and that's so 1 place survey talking about restart badgering and it's going back so I guess like 2 years ago 17 masses and in if you look at what we like is an organization that point the head of a pretty low level of an employee engagement we were taking on original citing months the liver pratiques we follow willful methodology you get to the probably the last model of delivery of an application will take 3 months to get through this or it's a pretty typical thing I think for a lot of large legacy organizations at that particular time I all we did is we we we working with she if we actually took a different approach we took a culture of German approach we'll start with the tooling we start over these guys with construed had a we do things differently had a we change the way we do now with and have we with his on such so there are probably the last year we would've been power energy we would head from a couple of sources of the organization operating in a July Our since they would pretty much taken entire technology taking in school of thought for 1 of the with we we have cross-functional teams working in the Americans and that includes by from our running change consciously and sigh is open significant change yes so when things are done I think that's really call is you actually put in place these measurements on the business of right and they they did go from kind very very technical measures all the way to higher level kind of business oriented measures so we probably have our full that we watched online that while a key ones was employing I'd like to develop before so we've been solicited from what really was born caught off from acidic picture from McKinsey to seeking call all right to the staff and on engaged in enjoying what they're doing doing it doesn't really matter what tools or approaching to and the 2nd 1 was 1 around how much of every dollar do we speed actually finds its way in the hands of the custom and how much of their dollar reaction spinning on managing the prices and the governance in the chief points in this stuff which oversees a problem for us and willful and pretty much that measures moves from an increase by about 100 acidic leads from that 20 cents on a dollar 50 seasonal so what the economy is is that we now delivering twice as much value to the business as we would for for every dollar we speak which is a significant change and 1 of the other kind measures that we used was around the impact on the customer and what we found in real denoising around the way we work and looking in breaking work down the small increments in getting into production because it's only a value to the customer when it's in the hands of the cast to getting at the very very quickly is what you wanna be out than this when the values thus account now we found that in doing this we reduce their customer impact on by the non and this this this huge we'll look at it from a customer yeah and I have here which we check do very similar types of activities so we look at net promoter score for instance at a very high level which is a very simple would you recommend this place is a place work or were were drafted by from this company right on it's a very simple measure but it's actually very telling yet when you start breaking it down so I can Aug unit level I'm and and envisioned the model so it's only on the promoter school additional message we also use their and lower status see now is that actually light in that the last 4 months in the summer schools and 118 . spot so each year keeping it moving is is 1 of the things we do do this right so what 1 there's some parts of your business is that you rely on outsource relationships I know a lot about you in the audience do as well the conversation I had so out how did you bring these outsource relationships along on the ride with you and these vendors along right via this interesting parallels to you the whole season community and stuff that happens within chief you have to be inclusive so you have to be unable to work with them and bring them into the culture digitron Korea because because the culture and the y if you know the growth mines if that that it we've been talking about is really important had you bring a lawyer to other side including them in the way you do things making sure that part of that not treating as something separate you needle rule to work from into in the so with a lot of work working alongside them involving and what we're doing taking monogeneans Alan people went through and I think there was the key to the beaming out of and and set working with us deliver it that make sense so your bank you're super regulated you yet many active and that I have got imagine that you know that that that's
a big big task for you but you have this concept called minimum viable governance that you bring to your teams with toppled about that will we will we try and bring the concept of minimal volume reason to nested right had what's the minimum you need to do again it comes back to the principle of and had to get things and reductions quickly spots and handling of value as quickly as possible to test so I Gunnison around that is just part of it to make sure that it is as lightweight as possible to give you the control the compliance and risk that you need but not to be in the prices rise and as such had he managed and so we look at everything we don't try and and make sure that we not overlying prices only we used to have a price is a k a process whereby everybody would have to come together and OK for this change of reduction whole bunch of senior managers like myself what's on off become bond that whole thing up and we're given and power back to the team to go you're actually these people resist arrest you based people understand what the implications of that had we build and the right connotation processing quality into what you do but I actually had a give you ownership yeah for the change in a few people who build it and you also the people who run at which is the way we reorganized ourselves you take that responsibility and ownership and solar comes together and in giving greater yeah through the panel individuals that make sense so when we engaged with you but back your happen you initially we we ran for Christmas success team around a number of users departs transformation workshops in our hands out of them you talk about what that was like and and I know because impacted both the IT executive team as well as the of course line along partitional folks theorization it is as a statue before the j for us and shift in style to and started with that she had you help us look at the way we're doing things in the culture that we don't rise to the workshop to about probably challenging our online sits around heading my thing smaller I challenges if that it takes EIT masses of our project and in fact actually do projects anymore we just do with consistent and which is an interesting challenge but it really helped kind of start to challenge the mind seed of of Engineering Change en injecting the hello support mom and then as a as a leadership team had a we create the environment in which might we might be engineers and successful in Palin to deliver the results so I was really forming an economist agent and subsequently to then obviously we started to implement a tool and now we have a number pop 1 starting to run now use and speak in terms of us pipelines we beginning to gradually there Roddick also existing at infrastructure we automate everything that we do in you know that and this just a given we must do that to operate a velocity and sorry are you out of the CMS continues automation platform and are you mandating of that teams use it work or do you have a kind of system consumers because this is this rate that's like Christian via an we we work which a kind of philosophy which is based on the same thing is shift as with communities right so we're trying to take the engineers go you our community in around this you know best what the tools that are required to deliver what what is a community we bring the charming thought process together to say you guys make the decision you help guide us small we need to do now we have to balance that was not having 500 different ways of doing things in different tools right but a game it needs to work for the region is that the that adorned with side which are in a community here so we have that constructive comments and under different points of view can be giving it the right out and assigned to to really take Takeshi and we're also doing some really interesting things about node and with the guessing the full works to credit so using that as a vehicle to triangulate injuries to contribute to all we do we go next what techniques to adopt makes what tools we don't lost I make sense so i t you've done a great job getting it the moving down the past but it's very clear out but yeah that point now we are trying to connect to the business and and teach the business of these new capabilities you have the right like you you have a solution very quickly from committed a point so that is exactly take 90 and shit arm and so that's how how we change the behavior on the business side because I know that that's going to be a challenge to the business engages being critical through again Rafidah before parameters way so now point we're you know the engineering Conaway doing things we can operate at a loss but that means we can deliver the wrong stuff really fast too so it's really important as the business on board making sure we do on the right things and giving feedback and and have it so we now to my we wish to standard curve that from a job perspective and start to work and how do we construct with the business cross-functional multi-disciplined teams that work with take is 1 to deliver the idea to production as quickly as possible because we can do it from a take perspective Pannonian extendable and business the note that this was constantly yeah well so is great conversation really appreciate the times day and that will be around so people of questions please find them also thank you so much the better it thank you on the thank you OK we should next up we have a brand welded from rocket town and what about the dialog was brand and
if it were bit and thank you but the yeah the graph so I bet a lot of people in this audience may
not know the rocket minus so when we start there like I think you know I think a lot of people murdered direction but they don't know that I think that that's actually very true now that we have a cold is this is in the common service based in Japan and headquartered in Japan but we have global services and companies around the world yes and some of the more popular ones in the reading of this like a rule fairly popular and we have banks around the world as well as other money common services and it's it's fairly diverse it's very diverse but in in Japan it is 1 of the biggest brands is 1 of the biggest brands everyone knows wrecked area and yes yet and I have also rocked as company has some interesting kind of cortex to its philosophy right how it operates so there's a few things so we have a philosophy of initiative I guess onto how we operate as a business and that is to empower society through technology and and more recently to be a global innovative companies and and that's a fairly broad objective but it helps us strive what would win and monitoring yeah absolutely and out and then the way you operate here here Japanese company but year of English speaking yeah so about 6 years ago I believe in uh the CEO announced that the the company would be English-speaking OK and that's an announced that in English yet to reject this thing so we are internally English-speaking and allows us to communicate globally much more easily we have a unified language across the right will right so I well the thing that I'm really interesting about about rocket science and the work you've been doing is that of you I have such a wonderful at met her environment I was discussing about the arms of all right never and all that you have another foot in very much a modern application architectures right so we're coming up with new services new businesses all the time but we're also into acquisitions and folding in existing systems interactive so with acquisitions you have all the systems or existing established systems and have systems have been around since 20 years ago when the of the company so we're looking at Legacy Infrastructure some than middle the hands but also this big push internally to start using containers and was that the right right so out of rock that was 1 of the 1st organizations in Japan to really embrace shaft and was a leader in building up community in in Japan accused to be so that when you talk about that the jury was shaft and ends where you're at today OK so the journey was shifted in the company it's kind of always been this since shift was around it's been infected product right from the beginning but shifts the company has changed over the years and we to change with the and we've been taken along this journey without the custom success engineers from shift engaging with us to try and takes on this journey and the automation started out with the a ship on existing platforms and legacy systems and has been more widely useful and big daughter infrastructure and more applications throughout the area actually running a pretty significant scale in terms of the number of nodes on a manager which operated so actually give you a number you but some updates so it's so 50 thousand nodes and people take a couple thousand so big scale here right hand crafted have here using cash FHA and some other more of other features that lead to the bloody of scale here there's a mix of different systems of course like that those legacy stuff that's new stuff as well so running the ship chain is a central service for all the companies to use and there are some people usage of solar they're not necessarily mutually exclusive right right so so why somebody just I we're talking about how how you push out that kind of social service and and I I know that you have an approach to its work successfully we talk a lot about how you how you kind of driven the adoption at central service also with services on the platform team that runs the particular central actor and provide a service that is great reliable and it is that service and that's the same approach I take with automation any respect is that I'm not selling to the internal clients anymore right and cell to the motor force in enforced they have to use particular tools all ways to what we're doing is showing them that the work that we have the tools we can use approach is there's a well factor that and they want to use of the and same and love that that that's a great thing to take away how to create that wow factor in your own organization right so so it's own so a it's like marketing or selling the heck out of it so previously have to sell things should have so the solution that's gonna say you this much time but I'm denying habitat people for example it's it's the a clicking point the moment the light bulb goes on you know like I need this winter we have this for this we have our project right they just want in there that well factor that is comfortable OK let's amazed at the point we have to do so you been spending personally lots time habitat and you have a pretty large team now engaged using habitat regret the Philly call service to the business that we've done the development on habitat to evolve to the side of a traditional automation and as at a very annoyed when habitat was released in the timing of it came it just a very bad time because I have to rebuild everything in habitat literally well into it but it's a quick and easy to use what we've been overbuilt alongside in parallel with the traditional relationship would have both solutions and at a point where if I wasn't here shift of this week with the testing and production right now so excellent so when you looked at that habitat what was it about the current container ecosystem that that you saw that was kind of lacking habitat would fill a gap on on developers I think finds that the precision simple for the local usage yet but when the starting to move to production and how that works and how little traded becomes a little bit more complicated and this is empowering developers to build their applications in a way that still works for production across the board so I and guess for you as an operator what what what did you see it in it be understood just that Beck had a huge debt benefit which I think is so I'm lazy that they have but I wanted to too much more and uh look for the answer back on the beach and pretend I'm still working there's is a lot of stuff from removed from operations that we can about the hopes to take control we can still mandate and control ticular versions and through the habitat and it's but it makes system deployment much simpler and and freezes up to do more important and exciting things right so out that when you you I got a few services that you move forward with habitat you talk about what the jury was like with that 1st use experience through to wear today because some 1 about internal services manages the loyalty program that we have and we built alongside the traditional automation with habitat and the 1st usage was found it was scary but to look at Habitat from the outside there's some that's % 5 shift habitats a little bit scary it's scary monster but once you spend 5 minutes 10 minutes looking into it it's actually quite simple but elegant and quite easy to get started and best put me off I think I think that Adam talk about this yesterday those Jenny winds of talk about best putting off yes but we all kind in best it's easy to get into and that experience was uh as I went through it it's a simplifying the build process we have a very complicated and convoluted and legacy so build process Java applications publishing to nexus repositories and and that job gets passed along all the way through the pipeline but not a simple package and whether it's on the Legacy Infrastructure or with what what pushing toward into the containers is the same package it's just a different world that's excellent but so when you look at the future and where you see it going how how do you see habitat playing out new to you organizations which what you about year well I'm gonna continue try to well people and that's from doing it with this to the production next week on that and we're going to continue to show this to people and show them the benefits and other to to make their and builds and continue that boosted containerization to habitat solving a lot of things that we did not we needed to solve and and that push from to new containerized environments tically from 1 that works really well it also allows us to fix some of the problems we have an infrastructure in terms of legacy systems that the difficult to upgrade move on it when security issues of of made aware and we need to update it can be a very complicated process to push all of those are 2 different systems but this allows us to pick up those apps dropped want more modern systems and maintain the that through right yeah so you as a company then I have had a major contributor open source for some time actually had some recent in projects the source the company has quite a few open-source projects as the 1 was the biggest 1 I think that we have is only office and bookstore it's just that and when you look at where habitat needs to go how how how do you feel about the role that your your can play and the role of the community of the the community is on the role of community will have others is going to be in around some these new tools that in the coming with Habitat like the scaffolding there's a lot of stuff down there and when I saw that came in again that's solving problems I don't know I have friend and of statements like we needed that 6 months ago and so those those things that I see coming In with habitat that they're really pushing us forward and what we can do and what we want to do is prove this case is a useful for production that it's safe and viable option for legacy and from 1 applications and educate community on on how they can use that and being the scale that we are in the sort of company that the big so diverse we have lots of use cases that we can try and and and report back on we can also contribute as part of our work as well we have built scaffolds for habitat there but that's great so was you've been a great community member like and great corporate community member of and we really appreciate it the time and effort you put into it both on the shift from Plummer habitat front and so with that thank you so much that you know you really appreciate come out and fj
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Titel Chef CMO Ken Cheney interviews customers from Westpac & Rakuten
Serientitel Chef Conf 2017
Autor Cheney, Ken
Lizenz CC-Namensnennung - Weitergabe unter gleichen Bedingungen 3.0 Unported:
Sie dürfen das Werk bzw. den Inhalt zu jedem legalen und nicht-kommerziellen Zweck nutzen, verändern und in unveränderter oder veränderter Form vervielfältigen, verbreiten und öffentlich zugänglich machen, sofern Sie den Namen des Autors/Rechteinhabers in der von ihm festgelegten Weise nennen und das Werk bzw. diesen Inhalt auch in veränderter Form nur unter den Bedingungen dieser Lizenz weitergeben.
DOI 10.5446/34572
Herausgeber Confreaks, LLC
Erscheinungsjahr 2017
Sprache Englisch

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