Open Innovation Latinoware 2008

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Open Source: um exemplo prático do modelo de Open Innovation. Palestra efetuada no LatinoWare 2008.

Open Source: um exemplo prático do modelo de Open Innovation. Palestra efetuada no LatinoWare 2008.

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  • 1. Open Source/SoftwareLivre: Exemplo prático do modelo de Open Innovation Cezar Taurion Gerente de Novas Tecnologias Aplicadas Open Source Evangelist ctaurion@br.ibm.com IM AR
  • 2. O Mundo do Século XXI…Mudanças rápidas! Globalização Internet Desregulamentação Comoditização 1 AR IM
  • 3. Inovação é estratégico! Opinião de consultores... Gartner 2006 Annual CIO Survey : “competitive advantage, revenue growth and faster innovation are all among their top 10 business issues” Deloitte and Touche Global Benchmark Study of Manufacturers: “By 2010, products representing more than 70% of today’s sales will be obsolete due to changing customer demands and competitive offerings” World Economic Forum 2006 : “The obsolescence of many 20th century structures compels leaders to develop fresh concepts, new institutional models and more-flexible processes for serving diverse populations” 2 AR IM
  • 4. O ritmo das inovações está se acelerando... Televisão 100 Eletricidade Telefone Radio Para chegar a 50 milhões de usuários: Automóvel VCR Telefone 74 anos 50 PC 16 anos Celular 5 anos PC % Penetração Internet 4 anos Skype 2 anos Celular 0 et Há 5 anos existia o termo blog? ern Int Hoje cresce a um ritmo de 1 blog por segundo! 150 0 25 50 75 100 125 Anos 3 AR IM
  • 5. O Paradigma Atual: Sistema de Inovação Fechado Science & The Technology Market Base Research Development New Products Investigations & Services R D&E 4 AR IM
  • 6. Estudo IBM Global CEO Study 2006 “65% expect to radically change their companies during the next 2 years” Fonte: IBM, “The Global CEO Study 2006” (2006) 5 AR IM
  • 7. As fontes de novas idéias e Inovação Colaboração impulsiona a inovação Funcionários Parceiros Clientes Consultores Competidores Associações Vendas e Serviços Pesquisa & Desenvolvimento Academia Think-tanks Outras instituições 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% IBM Institute for Business Value, CEO Study 2006 6 AR IM
  • 8. Inovação é uma atividade social A invenção sózinha não é mais suficiente; A inovação reside na interseção entre a invenção e o “insight”; Inovação cria novos valores; − Transforma conhecimento e tecnologias para impulsionar a produtividade e criar novos hábitos sociais. 7 AR IM
  • 9. 8 AR IM
  • 10. A lógica do modelo “Open Innovation” Good ideas are widely distributed today. No one has a monopoly on useful knowledge anymore. Financial managers must play poker, as well as chess, to capture the value in false negatives. We must manage IP in order to manage research: − need to access external IP to fuel our business model − need to profit from our own IP in others’ business model Not all of the smart people in the world work for us. © 2007 Henry Chesbrough 9 AR IM
  • 11. O modelo de Open innovation ´ Other firm´s market Our new Licence, spin market out, divest Internal technology base Our current Internal/external market venture handling External technology insourcing External technology base Stolen with pride from Prof Henry Chesbrough UC Berkeley, Open Innovation. 10 AR IM
  • 12. Dominant Trends Single thread performance is slowing dramatically Compute-power becomes abundant Power is limiting practical performance Multicore architectures will commoditize supercomputing Transistor performance scaling continues, but at a slower rate 10’000 Cray 1s 287 Pentium 4s One One Teraflop Teraflop is equivalent to: is equivalent to: 5’000 iPods 1 Game Console 11 AR IM
  • 13. 12 AR IM
  • 14. Os programas de inovação na IBM Incubate, Mobilize Interest, Implement, Ideas Prototype & Collaborate Take to Market Validate Technology Adoption Program Clients Partners Academia IBM Research First-of-a-Kind Employees Global Technology Outlook 13 AR IM
  • 15. 14 AR IM
  • 16. IBM all How IBM has used Jams company Jams 15 AR IM
  • 17. InnovationJam Demonstrate power of collaboration in advancing innovation Accelerate the ability to innovate and deploy integrated offerings Participants 150,000 people − 104 countries − 46,000 ideas − 67 clients, business partners and academic institutions worldwide − 12,690 family members − 16 AR IM
  • 18. Jam Outcomes Real-time Simplified Intelligent Translation Business Utility 3D Internet “Digital Me” Services Engines Networks Branchless Intelligent Smart Healthcare Electronic Big Green Banking for Transportation Payment Health Record Innovations the Masses Systems Systems System 17 AR IM
  • 19. Comunidades e & Open Innovation são chaves para o Open Source Community-driven approach to problem solving People working across geographical and organizational boundaries to confront today's most pressing challenges Enabled by: Open standards − New intellectual property practices − The Internet and collaborative tools − It unites perspectives from a host of disciplines to: Rapidly solve business issues − Accelerate technological advancements − Stimulate economic growth − Enable new business models − 18 AR IM
  • 20. Mas, o que é Open Source? Inovação do processo de desenvolvimento Open Source Modelos de negócios “I think Linus’s cleverest and most consequential hack was not the construction of the Linux kernel itself, but rather his invention of the Linux development model”. Eric Raymond, “The Cathedral and the Bazaar” 19 AR IM
  • 21. Desenvolvimento colaborativo: o fenômeno Wikipedia (//en.wikipedia.org) Imaginem um projeto com as seguintes características: Aglutinar todo conhecimento − humano Autoria colaborativa − Dezenas de línguas (mais de − 2.500.000 verbetes em inglês e mais de 430.000 em português) Manter histórico das atualizações, − acesso rápido, flexível nas atualizações e inserções de verbetes (1500 verbetes por dia), alta demanda (um dos dez sites mais visitados) Como gerenciar este projeto na − forma tradicional? 20 AR IM
  • 22. Open Source: Desenvolvimento Colaborativo Exemplo do Kernel 2.6.22 8,5 milhões de LOC 2330 LOC adicionadas e 2800 modificadas a cada dia, 24 x7! +2100 desenvolvedores envolvidos 21 AR IM
  • 23. Desde maio 2004 o então OSDL Andrew Morton (staff Linux definiu novo método de Foundation) colaboração. O código deve ser identificado, com Mantenedor do kernel preenchimento do Developer’s em produção Certificate of Origin para identificar o contribuidor. Código fonte Código fonte Mercado Contribuidores Mantenedores dos Staff da Linux subsistemas Foundation também Mantenedor do kernel contribui com código em desenvolvimento Linux User Advisory Mantenedores dos Council Subsistemas (LF) Linus Torvalds no staff LF (staff LF) 22 AR IM
  • 24. Apache HTTPD Release Process Submit Bug & Determine Features Users Enhancement Alpha Testing Of New Release Reports Proposed Features Alpha Build Program Problem Reports Developers Management In Bugzilla Committee Vote on New Features Developers Beta Testing Decide on and code Proposed Bugs or Enhancements Requirements Beta Build Develop New Patches Developers Release Release Final Testing Manager On Their own Decision Developer Server To Commit Distribution Source Code Committers Release General Manager Patches Released Availability Final Decision On what goes in Vote on Patches Revoked? Diagram from Michele Rousseau of UCI Source Code Patches 23 AR IM
  • 25. A evolução do modelo de desenvolvimento de Software Livre Desenvolvedores 100% voluntários Sinergia industria e comunidade: Mais de 60% ✔ ✔ dos desenvolvedores principais trabalham em Desenvolvimento anárquico fundações mantidas pela indústria (ex. ✔ ASF/Linux Foundation) ou em empresas Não existe roadmap claro (visão ✔ pessoal do criador) Organização mais hierárquica (ex: Linux ✔ Foundation como ponto focal para o Linux) Inexiste scheduling para deployment ✔ (desenvolvedores escrevem código para Roadmap mais claro (experiência da ✔ rotinas que querem e gostam/ e para industria) quando querem) Scheduling mais organizado com novos ✔ Qualidade do código é variável (teste códigos sendo gerados como projeto por ✔ baseado na filosofia de “massively organizações (ex. O LTC da IBM) parallel debugging”) Melhoria da qualidade do código (mantém ✔ Código instável (desenvolvedores depuração maciça, mas implementa testes ✔ submetendo contribuições “bleeding sistemáticos no código gerado por profissionais edge”) de empresas de TI) “ideologia”/romantismo Maior controle das versões ✔ ✔ Percepção de que os fundamentos Ecossistema de negócios ✔ ✔ econômicos eram somente intangíveis (gift economy) Percepção da sustentabilidade dos modelos de ✔ negócio 24 AR IM
  • 26. Maturidade e Adoção de Open Source Mature Web Servers Operating Web Systems Browsers Development Office Editors Tools Increasing Maturity Application Servers Services Databases Collaboration Virtualization Applications Search Systems Management Grid / Cloud SOA Open Hardware Emerging Increasing Adoption by Customers Source: IBM, December 2007 25 AR IM
  • 27. Open Source gera Dinheiro!!! Ecosistema Open Source e Linux Segundo IDC o ecossistema Linux (hardware, software e serviços) totalizou US$ 21 bilhões em 2007 e deverá crescer até US$ 49 bilhões em 2011. “The Linux ecosystem has strong long-term prospects, with the overall ecosystem spend projected to increase from $21 billion in 2007 to $49 billion 2011. The shifts highlighted in this paper will help drive that trend forward at healhty rate, as users incresingly use Linux as key business solution for today’s IT challenges” 26 AR IM
  • 28. Wired Magazine: Open Source Software Made Developers Cool. Now It Can make Them Rich. 1. Em 2007, cerca de 30 companhias Open Source foram compradas por um valor acumulado de mais de um bilhão de dólares. O dobro do que ocorreu em 2005. 2. Em 2008 as coisas começam aquecidas…MySQL pela Sun, EnterpriseDB por varios investidores, incluindo IBM, Nokia pagando 153 milhões de dólares pela TrollTech… 3. “I think the software-licence business model is archaic…I wouldn’t fund a company with that model, and I don’t think anyone else would., either.”. Frase de Kevin Harvey, VC da Benchmark Capital, que recentemente investiu no MySQL e na Zimbra (que depois foi adquirida pela Yahoo por 350 milhões de dólares)… 27 AR IM
  • 29. 28 AR IM
  • 30. 29 AR IM
  • 31. Open Source: maduro, disruptivo e inovador “Open source is disruptive, it develops rapidly, is adopted quickly, and it efficiently meets market needs while enabling new market capabilities.” (Computerworld, Oct 26, 2007) IDC reports more than 21 percent of all servers run Linux and it is the fastest growing server environment. Gartner reports that by 2011, open-source software's impact on enterprise application software will grow to $17 billion, with a five-year compound annual growth rate of 43%. − By 2010, Global 2000 IT organizations will use open-source products in 80% of infrastructure-focused software investments and 25% of business software investments. − By 2010, 90% of Global 2000 organizations will have formal open-source acquisition and management strategies . − By 2010, software companies that do not incorporate OSS (in some manner) into offered solutions risk becoming quot;uncompetitivequot; because of the expense associated with in-house engineering. An OSS strategy could include community participation, licenses allowing freely available copying and distribution, subscription support, and commercial OSS. 30 AR IM
  • 32. Open Source abre novos mercados, antes inatingíveis… Open Source permite a IBM entrar no mercado “Long Tail”, inacessível antes devido ao custo de produção, distribuição/comercialização, manutenção... Bons exemplos: Linux, Eclipse e WS Community Edition 31 AR IM
  • 33. Open Source: oportunidades inovadoras! 32 AR IM
  • 34. Comprometimento da IBM com Linux e Open Source Nossa Estratégia Linux: Como e quando começou? Jikes (1998) Relatório apresentado ao Corporate Technology Council, março de 1999 Marco na indústria: anúncio no Linux World 2001 (1 bilhão de US$ nos próximos 3 anos)... Diversas Iniciativas Importantes: Eclipse, Apache, Cloudscape, Gluecode… Doação de 500 Patentes de Software : “it is hoped that other patent holders will join IBM in establishing a patent commons for the benefit of OSS and to encourage innovation.” 33 AR IM
  • 35. 2004-2006 1999 / 2000 2001 2002 2003 IBM and Novell/SuSE achieve IBM forms Linux Linux contributions Linux contributions IBM and SuSE EAL4+ and COE compliance Technology Center to networking, to scalability (8- achieve EAL2+ serviceability, way+), reliability Common Criteria Eclipse becomes independent org – Leads Apache performance (stress testing, security cert IBM contributes UML2, Web Tools, projects Xerces defect mgmt, doc) Voice Tools (XML4J), Xalan, Mods to Apache Leads Apache SOAP 2.0 HTTP server Leads Apache Web projects Pluto Globus Toolkit 4 is WS-I compliant Services projects (Portlet API) and Creates OSI- Pledged 500 Patents to Open Founder of WSIF and WSIL WSRP4J (Remote approved IBM Source Eclipse.org – Portal) Public License contributing Leads Eclipse Partner with Zend PHP projects GEF Leads Eclipse Platform Strategic (editing), EMF projects Hyades IBM enhances Apache partnership participation in Common Public (modeling), XSD (testing), Visual - Contributes Derby database Mozilla License approved Editor, AspectJ, (XML Schema) - Helps Derby graduate from – used by Eclipse Equinox rich client IBM becomes IBM contributes incubation founding member Creates internal eServer support for Globus Toolkit 3 - Contributes voice recognition of OSDL bazaar using OSS Globus Toolkit 2x contributions for - Supports Geronimo J2EE project methodology OGSA, OGSI - Acquires Gluecode for skills Firefox accessibility contribution Aperi project founding member Open AJAX initiative IBM contributes to 150+ IBM leads 80+ OSS projects OSS projects 34 AR IM
  • 36. IBM’s Open Source Approach Inovação: Harness and fuel the energy and innovation of open source communities Embed Layer Extend Contribuição: Become a strategic player in open source communities, both as a contributor and Enhance Integrate Support consumer of technology Community Innovation Contribute Otimização: Capture, focus and translate open Participate .. Donate ...Sponsor.. source innovation into value for our customers Crescimento: Leverage open source to gain new users, enter new markets, and expand business opportunities 35 AR IM
  • 37. Open Source Web Application Software Communities Servers / SOA Development Open Source P Projects SD WA nal WA l atio ationart S SF Mixed Open / Private R eat R nce z/ Source Offerings ure Jaz am Co ite Pac WA El ks Te SC pse ort l rt a E i Ecl upp DB Initiative Areas ny IBM Find n Ge , Po S Om Edi e, Tu ronim 2E pho ip s sca o, Ecl ojo Da tes ni xpr udio Axi ny, Sym tor D ta S hoo! s No Exp us ess Op se, edi De ene Lot Luc tio Client Information us Off en t Ya ip ice us -C se rby A Lot Ecl Collaboration Management pa Lot lip c , Ec he Linux Co se O ffic gs So u e n Off rce gs a pe e O Mu ri sm ill Ape e r in Op erin n I BM a g e m m oz Ma os M es n Off Pl a , Se r e n tr Xenus. vic Po we Systems tfor BS Open IB Bla r.or b Se r vic de. g Glo doop M Management Source Services /G org a e H St I BM or S GT ag ud Clo e Sys ns e tem Blu utio l I, p So , d Bla ri d IBM lou MG deC /C Open Ser IB Open Grid / tr ri d ver MG Hardware Platforms s Cloud Offerings IB 36 AR IM
  • 38. Software Jazz Development Rational Products Innovation A commercial project led by the IBM team that A major investment by IBM to create a scalable, brought you the Eclipse Platform. Rational Team extensible team collaboration platform for Concert Express will be the first product built on seamlessly integrating tasks across the Jazz and feature tooling for agile practices. software lifecycle Additional members of the Rational Team Concert family will follow Innovative Software Engineering Vision Community A next-generation vision for the value and Jazz.net – an online venue for open experience that future Rational products can bring commercial development of the Jazz to software and systems delivery teams platform and Jazz-based products and an extension of the world wide Eclipse ecosystem 37 AR IM
  • 39. IBM e o LTC (Linux Technology Center) IBM Linux Technology Center $50M/yr IBM Unique Non-IBM IBM $50M/yr Common Commercial $100M/yr Total One fifth of the cost of an independent IBM approach Non-IBM Commercial Linux Development Expenses (e.g. Intel, Nokia, Hitachi, etc.) $450M – 700M Company Unique $450M – 700M Common $900M – 1,400M Total Source: IBM figures: IBM Software Group; External figures: Open Source Development Laboratory 38 AR IM
  • 40. Modelos de negócio de Open Source IBM Non-IBM Community Patronage Open Strategy Subscription Layering Strategy Strategy Open Source Extend and Embedded Consulting Development Enhance Vendor Strategy Strategy Strategy Open Source App Server Tools, Server Vendor Vendors Community Proprietary Search Open Source Hosted Dual License Optimization Proprietary Vendor DB Vendor Database Strategy Strategy Strategy Vendor Cost Reduction Direct Revenue Influenced Revenue 39 AR IM
  • 41. Modelos de negócio baseados em open source e softwares proprietários devem coexistir: a indústria e o mercado estão buscando o ponto de equilíbrio...Novos modelos baseados em SaaS (Cloud Computing) surgirão. Direção da Indústria e mercado Totalmente Totalmente Open Proprietário Onde se posicionar? 40 AR IM
  • 42. . A base existente de aplicações de Open Souce/Software Livre na Europa custaria mais de 12 milhões de euros para desenvolver-se comercialmente. Conta hoje com mais de 130.000 colaboradores. . O Software Livre fará com que a UE se aproxime dos objetivos da “Estratégia de Lisboa”, para fazer a Europa mais competitiva. . E no Brasil? 41 AR IM
  • 43. Cezar Taurion ctaurion@br.ibm.com www.ibm.com/developerworks/blogs/page/ctaurion Obrigado pela Atenção 42 AR IM