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Fenomena OpenSource

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  • 1. Fenomena OpenSource Frans Thamura © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed. 2.0.2
  • 2. Meruvian • Meruvian adalah Lembaga Pengembangan dan Pelayanan berbasis Java dan Enterprise OpenSource. • Didirikan untuk mengurangi kesenjangan industri • Meruvian didirikan pada 28 Maret 2006 • Pendiri Meruvian adalah Frans Thamura © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 3. Who is Frans Thamura? • CEO of Intercitra Innovation Center (www.intercitra.com) • BlueOxygen (www.blueoxygen.net) - Open Source Project on Java, since 2001. • Founder of JUG Indonesia • Meruvian Group – Founder • JENI Advisory Board • jTechnopreneur - Founder © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 4. Our Program © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 5. Meruvian USP © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 6. Meruvian Strategic Flow Industri – Education Link © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 7. SkillSet Sallary Matrix © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 8. Meruvian Center Overview • Meruvian Center adalah sebuah model sarana pendukung implementasi dari program (jTechnopreneur) • Merupakan sarana terintegrasi untuk pengembangan SDM untuk menghasilkan pengusaha global dengan pengalaman praktek © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 9. Meruvian Services Vision © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 10. The Fenomena © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 11. The Internet is a revolution Time Place INT ERN ET Form © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 12. A New Business Form for the New Economy Customer– driven Service Internetworked enhanced customization enterprise Business Web Virtual Corporation Value ● Extended creation ● Tightly Industrial coupled age corp. ● Vertical ● Fully integrated Industry Supply-driven environment Mass production Physical Scarce Resources Digital knowledge Abundance © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 13. The Old versus the New Economy Product Electronic Business The E-Business Core of the New Economy Digital Physical Process The Core of the Digital Old Economy Physical Physical Digital Agent © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 14. E-Business Transformation High Short-Term Strategies Long-Term Strategies E-Business Community Channel Master Extranets Extranets Tech-Enabled Integrated Business Value Relationship Mgmt.Supply Chain Web Store Management Interactive Unassisted Marketing Selling Web Storefront Procurement & E-Catalog Automation B2C Customer Collaborative Extranets Web Brochures B2B Self-Service Short-Term Projects Operations Automation Low High Time to Implement Source: Gartner Group © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 15. Indonesia © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 16. The World © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 17. Boundaries Are Being Redefined Value Chains Are Evolving into Business Networks Value chain Business network Company-centric Customer-centric Command and control Connect and collaborate Ownership-driven Relationship-driven Self-contained risk Shared risk © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 18. Business Challenge © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 19. Supply Chain Management • Smart Dashboard* – Supplier – Customer – Employee – Partner – Shareholder © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 20. The inevitable Path to Commodization © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 21. What is Commodization? • Standardized by international bodies – OMG DDS – POSIX – MPI – UML • There is a standard de facto exist – Linux – Java © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 22. Open Source © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 23. Definition of Open Source • Fundamental to definitions of Open Source are a set of freedoms enabled by a software license • Freedom to – View and learn from source code – Distribute copies – Use the software for any purpose – Modify and Share the modifications • Cf. OSI’s Definition of ‘Open Source’ - http://www.opensource.org/docs/definition.php © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 24. Promise of Open Source • Get the solution you want; greater pedagogical flexibility • Avoid Vendor Lock-in • No Perpetual License Costs • Control over Product Development/Release Cycle • Increase Operating System and Other Platform Flexibility • Non-Proprietary/Open Standards © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 25. Our question today… “Is Open Source ready for primetime?” © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 26. Our question today… “Is Open Source ready for primetime?” It depends. © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 27. Not all software is equal © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 28. Top Open Source Projects © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 29. Not all “Open Source” means equal © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 30. Not all “primetime” means equal © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 31. Irony.. Definition very much centers around freedoms of what you can do with the code BUT OPEN SOURCE CODE - OPEN SOURCE COMMUNITY = Conventional, in-house, ad hoc legacy software © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 32. Development Evolution BUILD vs BUY SHARE vs BUY © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 33. Open Source Model © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 34. Open Source Strategic Value • Open Source Software provides key Strategic Value to Users: – No Technology Adoption Barriers – Larger Pool of Talent – Better Support – A Platform for User-Driven Innovation – Security of Supply – Better TCO when compared with Proprietary SW © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 35. Komoditisasi Software Nilai Aplikasi Vertikal Aplikasi Vertikal Mayoritas Anggota Aplikasi Enterprise ASPILUKI Aplikasi Enterprise Aplikasi Umum Platform Aplikasi Aplikasi Umum Platform Aplikasi Perangkat Pengembangan OSS Perangkat (IGOS) Pengembangan Infrastruktur Infrastruktur Waktu © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 36. The Future is OpenSource • Commercial companies are increasingly using Open Source as a “smart way” of seeding commodization, or unselling proprietary value add solutions • Open Source software is being increasingly adopted and chosen in place of proprietary software by corporate and administrations – Government EU/US/China – DoD ACT HR 5658 • The Open Source Software consistently delivers higher quality and more innovative solutions when compared to closed proprietary software – Ex. GNU Software, Linux OS, Firefox, etc. • Open Source Software market share is consistently growing, and will be further propelled by the Financial Crisis © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.
  • 37. Contact Person Frans Thamura frans@meruvian.org 0855 7888 699 © 2004 – 2009 , Meruvian Foundation. All rights reserved. Proprietary and Confidential - Not to be Copied or Distributed.