The Social Factor: FLOSS Communities, Organizations and
Business EcosystemsPresentation for CNRS - Ecole ENVOLPresentation for CNRS - Ecole ENVOLCedric ThomasCedric ThomasCEO
www.ow2.org
October 2008
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OW2 in one slide
Building on the legacy of ObjectWeb and OrientWare,
OW2 is a global open-source software community dedicated to ...developing open source code
middleware and... ...to fostering a vibrant community
and business ecosystem. Our ambition:
Establish leadership in the middleware market at large through open source code
Build an organization with the financial resource to operate autonomously
Provide a platform where developers share world class open source software
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Agenda
FLOSS Essentials
FLOSS Communities
FLOSS Organizations
FLOSS Business Ecosystems
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What is Open Source Software?
Free access
Source code
Modification allowed
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Free Software Makes Sense
The real cost of an IT solution: Software only 4.6% of the total cost over five years.
Knowing that, why not give away the software if it can bring more market share?
IT solution cost breakdown over five years
StaffingDowntimeTrainingSoftwareHardwareOutsourcing
<10% of the total cost of a project
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Open Source is Economically Efficient
What you give
Software code
What you gain
Free expertise Experience Market share
€£
$CNY
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Open Source is Technically Efficient
Quality
Peer review
Time to Market
Frequent releases
State of the Art
Global knowledge sharing
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Open Source is Socially Efficient
Grows local expertise
Empowers the commnunity
Maintains national independance
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Open Source is Strategically Efficient
For Vendors
Outsider's initiative New rules weaken leaders
For Users
Avoids vendor lock-in Investment protection
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More About Open Source
Eric Raymond
Van Lindberg
Steven Weber
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Agenda
FLOSS Essentials
FLOSS Communities
FLOSS Organizations
FLOSS Business Ecosystems
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Open Source Communities
<<
Huihoo
TopCased
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Project Community Example: CMI
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Open Source Communities Fundamentals
Rooted in academic communities Build on other
people's work Peer review of your
work Publish your work to
allow reviewBenefits
Collaboration Innovation Diversity
Share Code Ideas Documentation Feature specs. etc.
Motivations Passion Develop skills Fun Status Recognition Learning Career etc.
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Open Source Communities: Participants Roles
Communities at large: Developers Users Marketers Evangelists Investors Sales people etc.
Community hierarchy Project leader Maintainers
• Lead project subsets Committers
• Access code base Contributors
• Bug fixes• Doc• Specs• etc
Users• idem
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Hierarchy Example: Linux (OSDL)
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Reasons for Contributing are Pragmatic
Source: Karim L. Lakhani, 2005, Sloan School of Management
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Open Source Projects are Exciting for Hackers
Source: Karim L. Lakhani, 2005, Sloan School of Management
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A Questionable Result:
Source: Karim L. Lakhani, 2005, Sloan School of Management
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Paid Contributors Adapt Code to Their Needs
Source: Karim L. Lakhani, 2005, Sloan School of Management
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Four Major Contributor Segments
Source: Karim L. Lakhani, 2005, Sloan School of Management
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Contributors Are Mostly Experienced Professionals
Source: Karim L. Lakhani, 2005, Sloan School of Management
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Karim Lakhani's Summary
Source: Karim L. Lakhani, 2005, Sloan School of Management
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Agenda
FLOSS Essentials
FLOSS Communities
FLOSS Organizations
FLOSS Business Ecosystems
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Open Source Organizations
Apache Foundation
Open Source InitiativePython Foundation
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Members Have Expectations
Marketing guidance
Technology exchanges
Architecture frameworks
Participation in large projects
Market credibility
Increased corporate value
Technology independence
Access to international market
Best practices
Lobbying
Legal guidance
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Members Evaluate ROI Elements
Increased visibilityNew customers
Development cost sharing
Access to expertiseTechnology alignmet
Time to market
Publicly financed programs
New partners
New markets penetration
De facto standards
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Members Contribute in Various Forms
Code contribution
Succes stories
SpecificationsExperience feed-back
Marketing investmentExpertise
Project leadership
Fees
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Code Base
FLOSS Organization Structure Overview (after OW2)
Community
Activities
Governance
Membership Fees
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Typical Open Source Organization Value Proposal
Technical infrastructure
Governance framework
Brand and identity
Forge Code repository Mailing lists
Project cycle monitoring Technical vision IP policy Decision process
Web site Conference Press releases
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First layer of the Value Proposal: Technical Infrastructure
ForgeDevelopers tools
SVN CVS Bug tracker
Binary repositoryMailing listsWeb siteWikiDownload
architectureCode signature
facility
Software forges GForge
• NovaForge• JoomlaCode.org
LibreSource• INRIA, Artenum
SourceForge savannah.gnu.org
• gnu CodePlex
• Microsoft RubyForge Codendi (ex Codex)
• Xerox
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OW2 Technical Infrastructure
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Expected Uptime 24/7/365
Mailing listsMOBoardCouncilsActivities
Web pagesProjectsInitiativesLocal Chapters
ForgeCode managementDownloadsStatisticsWeb site linkage
IdentitiesRightsProfiles
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Second layer of the Value Proposal: Governance System
Principles Democratic Transparent Open Fair etc.
Benefits Predictability Consistency Legal responsibility
Structure has entities for: Decision Operation Guidance
Supports process: Decision process Project life cycles
Documented in: Bylaws IPR Policy Membership Agreements Charters Etc.
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Example: The OW2 Governance Model
Ecosystem
Technology
Operations
ManagementOffice (MO)
Openness, Fairness, Trust, Transparency, Independence
CouncilorsCouncils
DirectorsBoard of Directors
OfficersManagement Office
ManagersActivities Management Teams
Board of Directors
Local Chapter Management Team
Initiative Management Team
Project Management Team
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•Purposes
Example: The Eclipse Roadmap Process
Bylaws
Strategic Developers, Strategic Consumers, Add-in Providers,
•Suggestions•Concerns
Ecosystem• Requirements, Themes and Priorities • Roadmap
RequirementsCouncil
• Architecture Plan
ArchitectureCouncil
• Platform Release Plan
PlanningCouncil
• Project Plan
Project Lead
• Roadmap review
Board of Directors
The process of producing or updating the Roadmap is expected to be iterative. An initial set of Themes and Priorities may be infeasible to implement in the desired timeframe; subsequent consideration may reveal new implementation alternatives or critical requirements that alter the team’s perspective on priorities. The EMO orchestrates interaction among and within the three Councils to drive the Roadmap to convergence.
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Third layer of the Value Proposal: Marketing and Communication
Objective Build a brand Develop an identity
Collateral Fact sheet Executive overview General prez Project datasheets Case studies Goodies Logos etc.
Events Exhibitions Conferences Community meetings
Communication Web site Press releases Interviews White papers Presentations etc.
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Main OW2 Events in 2008
• OW2 Quarterly Meetings• Qualipso Conference• Solution Linux• CEBIT• ECLIPSEcon• BI Forum• OSBC• PAAL • W3C• JavaOne• Forum PA 08• Linux Days• Linux Tag• Italy Roadshow• FOSS Bridge• Libre Software Meeting• OSCON• Open Day BI• Paris Capitale du Libre• Open Source Camp• OW2 China Roadshow• IPA Annual Conference• Open World Forum• Javoxx (JavaPolis)• ServiceWave (NESSI)
JAN FEB MAR OCT NOV DECJUL AUG SEPAPR MAY JUN
RomaGrenoble
HanoverSanta Clara
ParisSFO
SardiniaBeijing
SFORoma
GenevaBerlinItaly
Viet NamFrancePortland
ParisParis
GuangzhouBeijingChina
ParisAntwerp
Tokyo
Italy
ParisParis
Paris
Madrid
Liuzhou
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Agenda
FLOSS Essentials
FLOSS Communities
FLOSS Organizations
FLOSS Business Ecosystems
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Value Chain and Business Ecosystem
Value Chain Downstream flow of
added value Vendor-Buyer
relationships Quantitative rationale
Business Ecosystem Value-added sharing Coopetition
relationships Qualitative rationale
Efficiency – Differentiation – Customer Ownership Network Externalities
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Coopetition
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Example: Coopetition in Open Source Middleware
Industry
Finance
Etc.
Utilities
Retail
Governm
ent
Health C
are
Infrastructure
Business solutionCompetition
Cooperation
Open Source
ProprietaryModels
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Ecosystem Strategies
•Keystone•Dominator•Niche Player
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Social Capital
•Shared beliefs, values, expectations
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Leading Industry Player
Software Vendor, ISV, Start-Up
Systems Integrator
End-User
Leading Research Organization
Academia
Individual
Business Ecosystems Stakeholders
Expectations
ROI
Contributions
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Example: OW2 Members14 Strategic Members, 45 Corporate Members 980 Individual Members as of October 2008
Strategic Members1. Alcatel Lucent2. Beihang U.3. Bull SAS4. CVIC SE5. DOCSC6. Engineering7. France Telecom8. INRIA9. ISCAS10. NUDT11. Peking U.12. Red Hat13. SERPRO14. Thales
Corporate Members Academia
1. Free U.2. GET3. U. of Fortaleza
Research Labs1. Charles U.2. CNRS-IMAG3. Fraunhofer FOKUS4. GMRC5. LIG6. NJUPT
MICROs1. Altic2. Arctic.Park3. Experlog4. Konsultex5. Neociclo6. Obeo7. Orbeon8. Oxymel9. Requea10. Scalagent11. Ubikis12. Skiftex13. XPerNet
LORGs1. Min. Interieur2. Placenet.cn 3. Sogeti
SMORGs1. Arimaan2. Avane3. EBM WebSourc.4. Edifixio5. eteration6. European
Dynamics7. eXo Platform8. HISP VietNam9. Funambol10. Ingres11. Iona12. Intervision13. Linagora14. Linalis15. Open Wide16. Serli17. Talend18. Tarent19. TongTech
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Activities Support the Business Ecosystem Relationships
Projets Technology
relationships
Initiatives Marketing
relationships
Chapitres Locaux Community
relationships
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A Long-Term Evolution
2005 2006 2007 2008
Expectations identificationESB Initiative model
OW2 plan definitionDefinition of the OW2 InitiativeInitial work on SOA, Telco, eGov Initiatives
OW2 LaunchSOA, eGov Initiatives charters
BI Initiative LaunchHimalaya Program
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Critical Mass
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Complexity CoordinationCommunication
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Average Manager
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OW2: a Business Ecosystem Platform
Academia
Individuals
Companies
Government
Systems IntegratorsSoftware Vendors
Developers Users
Use / IntegratesFeed-back
ReuseContributions
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Take Away
FLOSS Essentials FLOSS is efficient: technically, economically,
strategically and sociallyFLOSS Communities
Fragmented and dynamic bottom-up momentumFLOSS Organizations
Governance in the FLOSS bazarFLOSS Business Ecosystems
Qualitative relationships support the FLOSS business model
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Join the OW2 Business Ecosystem
www.ow2.orgwww.ow2.org
For more informationsPlease contact
Cedric Thomas (CEO)cedric thomas @ ow2 org
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Competition and Cooperation
Competition Price Quality Innovation Etc.
Cooperation Technical standards Market definition Business practices Lobbying New entrey
deterrence Margin protection
Improve competitive positioning of the firm Build competitive positioning of the group
Competition and cooperation can alternate (competititon-cooperation sequences) or be simultaneous (focusing on different areas)
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Three Key Roles in Ecosystems
Dominator Tend to eliminate other firms, integration
efficiency, but donot share, do not create sustainable opportunities for their partners
Niche player Fuel the ecosystem burgeoning, specialized
players, efficient segmen focus, leverage keystone platforms, technology differentiation
Keystones Regulate the ecosystem, highly interconnected,
altruits, foster diversity, help grow the ecosystem value, provide a generic platform