Open Source as an Element of Corporate Strategy
Published in: Technology
Transcript
- 1. OPEN SOURCE AS AN ELEMENT OF CORPORATE STRATEGY Shawn Briscoe Director Strategy SVCS @black_duck_sw © 2014 Black Duck Software, Inc. All Rights Reserved. Guy Martin Senior Strategist @SamsungOSG
- 2. 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 2 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 3. OPEN SOURCE IS A STRATEGIC ASSET 30% 80% Average* Best in class *Source: IDC 2012 3 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 4. 2014 the future of OPEN SOURCE +
- 5. 2014 SURVEY COLLABORATORS 5 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 6. FACTORS FOR ENTERPRISE ADOPTION OF OSS 6 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 7. FACTORS FOR ENTERPRISE PARTICIPATION IN OPEN SOURCE COMMUNITIES 7 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 8. ELEMENTS OF AN ENTERPRISE OPEN SOURCE STRATEGY Product Open Source Culture Community Strategy Governance 8 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 9. PRODUCT STRATEGY Building OSS Your Product or Service Building for OSS Open Source Building with OSS Your Product or Service Open Source Your Product or Service Open Source 9 © 2014 Black Duck Software, Inc. All Rights Reserved. Building on OSS Your Business Open Source
- 10. OSS LOGISTICS SOLUTIONS DELIVER ON THE PROMISE OF OPEN SOURCE Systematically streamline, safeguard, and manage open source throughout your software development value chain. Choose Scan Approve Inventory Secure Deliver 10 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 11. MITIGATE SECURITY RISKS 11 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 12. CORPORATE CULTURE INNER SOURCE Collaboratio n Transparenc y Meritocracy Contribution Governance Organization al Knowledge Reuse Metrics 12 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 13. COMMUNITY STRATEGY Operational Efficiency Technology Influence Talent Identification 13 © 2014 Black Duck Software, Inc. All Rights Reserved. Stewardship
- 14. CASE STUDY Samsung Open Source Group 14 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 15. SAMSUNG OPEN SOURCE TIMELINE Prolification + Contributions Exploring Possibilities Using embedded Linux in select products Adoption Adoption of Linux and Open Source SW as a viable alternative Tizen Major Contribution 2002 2005 2008 2012 15 © 2014 Black Duck Software, Inc. All Rights Reserved. Open Source Group Created in SRA-SV + Open Source Office in SRUK 2013
- 16. SAMSUNG OSG MISSION Open Source Leadership 16 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 17. WHY? 17 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 18. HOW? External & Internal Visibility Strategy Components Thought Leadership Grow Open Source Competence 18 © 2014 Black Duck Software, Inc. All Rights Reserved. Upstream Contributions Educate/Mentor Product Teams
- 19. 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 19 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 20. Lessons Learned Along the Road…. 20 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 21. RULE #1 No two communities are exactly the same! 21 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 22. RULE #2 Communities don’t work for individual companies 22 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 23. UNDERSTAND COMMUNITY GOVERNANCE • Each community is different • Contributions need to ‘fit’ with other code/patches 23 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 24. UNDERSTAND COMMUNITY MOTIVATORS • Successful communities are powered by motivated people • Motivation can be: status, money, peer recognition 24 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 25. 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 25 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 26. COMMUNITIES NEED NURTURING • Posting code to public sites is not collaboration • Community participation is a cycle – expect change 26 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 27. 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 Leadership != Control Account != Leadership Humble Bold 27 © 2014 Black Duck Software, Inc. All Rights Reserved.
- 28. THANK YOU! 28 © 2014 Black Duck Software, Inc. All Rights Reserved.