open source as an element of corporate strategy
TRANSCRIPT
© 2014 Black Duck Software, Inc. All Rights Reserved.
OPEN SOURCE AS AN ELEMENT OF
CORPORATE STRATEGY
Shawn BriscoeDirector Strategy SVCS
@black_duck_sw
Guy MartinSenior Strategist
@SamsungOSG
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FRAMEWORK FOR OPEN SOURCE
INTERACTIONS
Flexible Framework for:
• Organizational/team-specific
needs
• Evolving adoption/use of OSS
• Interrelated focus areas
Four (4) Focus Areas:
• Strategy & Governance
• Consume
• Collaborate
• Create
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OPEN SOURCE IS A STRATEGIC ASSET
30%
80%
Average* Best in class
*Source: IDC 2012
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FACTORS FOR ENTERPRISE PARTICIPATION IN
OPEN SOURCE COMMUNITIES
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ELEMENTS OF AN ENTERPRISE OPEN SOURCE
STRATEGY
Product
Governance
Open Source Strategy
Culture Community
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PRODUCT STRATEGY
Building
OSS
Your Product
or Service
Open
Source Your Product
or Service
Building
for OSS
Open
Source
Building
with OSS
Your Product
or Service
Open
Source
Building
on OSS
Open
Source
Your
Business
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OSS LOGISTICS SOLUTIONS DELIVER ON
THE PROMISE OF OPEN SOURCE
Systematically streamline, safeguard, and
manage open source throughout your software
development value chain.
Choose Approve Inventory SecureScan Deliver
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CORPORATE CULTURE
Collaboratio
n
Transparenc
y
Meritocracy
Contribution
Governance
Organization
al
Knowledge
Reuse
Metrics
INNER SOURCE
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COMMUNITY STRATEGY
Operational
Efficiency
Technology
Influence
Talent
Identification
Stewardship
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Prolification + Contributions
SAMSUNG OPEN SOURCE TIMELINE
Exploring
Possibilities
Using embedded Linux in select products
Adoption
Adoption of Linux and Open Source SW as a viable alternative
Tizen
Major
Contribution
2012200820052002
Open Source Group
Created in SRA-SV + Open Source Office in SRUK
2013
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HOW?
Strategy Components
Grow OpenSource
Competence
Thought Leadership
External &Internal Visibility
UpstreamContributions
Educate/MentorProductTeams
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RESULTS TO DATE (2014)
• Contributions
• 25 dedicated OSS developers (16 maintainers)• Linux Kernel, Multimedia, Graphics, Web, Virtualization
• > 6300 upstream contributions• 2/3 bug fixes, remaining split between enhancements/new features
• 98% contribution acceptance rate
• 15% of contributions driven by business units
• Thought Leadership/Visibility
• > 60 conference presentations/papers
• 13 media mentions (including WSJ, Linux.com, etc.)
• 35 product developers graduated from
OSS Leadership Program
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RULE #1
No two communities are exactly the same!
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RULE #2
Communities don’t work for individual companies
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UNDERSTAND COMMUNITY GOVERNANCE
• Each community is different
• Contributions need to ‘fit’ with other code/patches
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UNDERSTAND COMMUNITY MOTIVATORS
• Successful communities are powered by motivated
people
• Motivation can be: status, money, peer recognition
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BE CAREFUL OF ‘CUSTOM’ LICENSES
• Communities do not work well with ‘custom licenses’
• Gaining contributors/momentum requires low barriers
to entry
http://opensource.org/licenses/index.html
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COMMUNITIES NEED NURTURING
• Posting code to public sites is not collaboration
• Community participation is a cycle – expect change
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BE HUMBLE, BUT BOLD
• Community leadership is earned, not granted• Accept community feedback and rework code
• Bring technical expertise to the table• Contributions need to be ongoing to maintain leadership status
Humble Bold
Leadership != ControlAccount != Leadership