Global Opportunities in Software

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In this presentation, Morph Labs' Chairman Winston Damarillo talks about global opportunities in software, highlighting open source's disruptive approach. He cites Exist Software and Morph Labs -- companies that have leveraged open source technologies in bringing products to market.

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Global Opportunities in Software

  1. 1. Innovation Forum Global Opportunities in Software Winston Damarillo
  2. 2. Background <see Winston’s Bio>
  3. 3. Background Founder and Chairman of global players in OSS Exist Global DevZuz Webtide Morph Labs (latest start-up) <see Winston’s Bio>
  4. 4. Background Founder and Chairman of global players in OSS Exist Global DevZuz Webtide Morph Labs (latest start-up) Built successful OSS start-ups Gluecode Software LogicBlaze <see Winston’s Bio>
  5. 5. Background Founder and Chairman of global players in OSS Exist Global DevZuz Webtide Morph Labs (latest start-up) Built successful OSS start-ups Gluecode Software LogicBlaze Invested in emerging business for Intel Corp as a VC Made 12 strategic investments resulting in 4 IPOs and 4 M&As <see Winston’s Bio>
  6. 6. Background Founder and Chairman of global players in OSS Exist Global DevZuz Webtide Morph Labs (latest start-up) Built successful OSS start-ups Gluecode Software LogicBlaze Invested in emerging business for Intel Corp as a VC Active driver of Global OSS Made 12 strategic endeavors investments resulting in 4 IPOs and 4 M&As Co-Executive producer of OS Summit Asia Board member of the Eclipse foundation <see Winston’s Bio>
  7. 7. Competing with the “Giants” Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things. Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time. Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore. The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time. Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed in challenging (with) the Giants.
  8. 8. Functionality Competing with the “Giants” Time Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things. Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time. Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore. The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time. Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed in challenging (with) the Giants.
  9. 9. Competing with the “Giants” Oracle, IBM, BEA Functionality nts be um Inc e Red Hat, MySQL ourc S en Op Time Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things. Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time. Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore. The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time. Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed in challenging (with) the Giants.
  10. 10. Competing with the “Giants” Oracle, IBM, BEA Functionality nts be um Inc r me nts to e us rem C i e Red Hat, MySQL qu o urc Re nS e Op Time Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things. Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time. Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore. The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time. Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed in challenging (with) the Giants.
  11. 11. Competing with the “Giants” Oracle, IBM, BEA Functionality nts be um Inc r me nts to e us rem C i e Red Hat, MySQL qu o urc Re nS e Op Time Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things. Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time. Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore. The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time. Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed in challenging (with) the Giants.
  12. 12. Competing with the “Giants” Oracle, IBM, BEA Functionality nts be um Inc r me nts to e us rem C i e Red Hat, MySQL qu o urc Re nS e Op Time Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things. Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time. Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore. The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time. Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed in challenging (with) the Giants.
  13. 13. Competing with the “Giants” High-end Oracle, IBM, BEA Functionality nts be High-volume um Inc r me nts to e us rem C i e Red Hat, MySQL qu o urc Re nS e Op Time Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things. Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time. Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore. The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time. Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed in challenging (with) the Giants.
  14. 14. Competing with the “Giants” High-end Good products by good Oracle, IBM, BEA companies will exceed customer requirements Functionality over time nts be High-volume um Inc r In almost all cases, the me nts disruptor brings to to e us rem C i Red Hat, MySQL qu urc e market products with less Re o e nS capabilities Op Time Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things. Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time. Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore. The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time. Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed in challenging (with) the Giants.
  15. 15. Harnessing the Internet What better way to compete the Giants than to harness what the Internet can offer. We shouldn’t do it alone because we have got the help we need. The Internet offers a community enhanced co-Creation, which is concretely portrayed in the open source community. The open source process have brought about collaboration and collaboration has paved the way for innovation, in turn opening up new businesses (including new business processes) and driving new sources of revenues. In addition, there is now abundance in community-generated content, such as Wikipedia and MySpace, which provides people from all over (the world) quick access to information. Yet another great benefit is the opportunity to leverage on trial test deployments. A number of firms have already adopted this ... and top search engine Google serves as your ideal benchmark. Many enterprises should take advantage of this capability to conduct a pilot or release a beta version of their product, to gather evaluation of performance. The Internet also offers a real-time platform for global distribution, immune to time constraints and high travel costs.
  16. 16. Harnessing the Internet What better way to compete the Giants than to harness what the Internet can offer. We shouldn’t do it alone because we have got the help we need. The Internet offers a community enhanced co-Creation, which is concretely portrayed in the open source community. The open source process have brought about collaboration and collaboration has paved the way for innovation, in turn opening up new businesses (including new business processes) and driving new sources of revenues. In addition, there is now abundance in community-generated content, such as Wikipedia and MySpace, which provides people from all over (the world) quick access to information. Yet another great benefit is the opportunity to leverage on trial test deployments. A number of firms have already adopted this ... and top search engine Google serves as your ideal benchmark. Many enterprises should take advantage of this capability to conduct a pilot or release a beta version of their product, to gather evaluation of performance. The Internet also offers a real-time platform for global distribution, immune to time constraints and high travel costs.
  17. 17. Harnessing the Internet Community enhanced co-Creation Open source software and process Community generated content (e.g. Wikipedia, MySpace) Iterative Beta (Google) What better way to compete the Giants than to harness what the Internet can offer. We shouldn’t do it alone because we have got the help we need. The Internet offers a community enhanced co-Creation, which is concretely portrayed in the open source community. The open source process have brought about collaboration and collaboration has paved the way for innovation, in turn opening up new businesses (including new business processes) and driving new sources of revenues. In addition, there is now abundance in community-generated content, such as Wikipedia and MySpace, which provides people from all over (the world) quick access to information. Yet another great benefit is the opportunity to leverage on trial test deployments. A number of firms have already adopted this ... and top search engine Google serves as your ideal benchmark. Many enterprises should take advantage of this capability to conduct a pilot or release a beta version of their product, to gather evaluation of performance. The Internet also offers a real-time platform for global distribution, immune to time constraints and high travel costs.
  18. 18. Harnessing the Internet Community enhanced co-Creation Open source software and process Community generated content (e.g. Wikipedia, MySpace) Iterative Beta (Google) Real-time Global Distribution Digital downloads Software as a Service (SaAS) Aggregators What better way to compete the Giants than to harness what the Internet can offer. We shouldn’t do it alone because we have got the help we need. The Internet offers a community enhanced co-Creation, which is concretely portrayed in the open source community. The open source process have brought about collaboration and collaboration has paved the way for innovation, in turn opening up new businesses (including new business processes) and driving new sources of revenues. In addition, there is now abundance in community-generated content, such as Wikipedia and MySpace, which provides people from all over (the world) quick access to information. Yet another great benefit is the opportunity to leverage on trial test deployments. A number of firms have already adopted this ... and top search engine Google serves as your ideal benchmark. Many enterprises should take advantage of this capability to conduct a pilot or release a beta version of their product, to gather evaluation of performance. The Internet also offers a real-time platform for global distribution, immune to time constraints and high travel costs.
  19. 19. Harnessing the Internet Community enhanced co-Creation Open source software and process Community generated content (e.g. Wikipedia, MySpace) Iterative Beta (Google) Real-time Global Distribution Digital downloads Software as a Service (SaAS) Aggregators World Wide Platform for Promotion Search Engines 2-way Web .. Blogs, Forums, Twitter What better way to compete the Giants than to harness what the Internet can offer. We shouldn’t do it alone because we have got the help we need. The Internet offers a community enhanced co-Creation, which is concretely portrayed in the open source community. The open source process have brought about collaboration and collaboration has paved the way for innovation, in turn opening up new businesses (including new business processes) and driving new sources of revenues. In addition, there is now abundance in community-generated content, such as Wikipedia and MySpace, which provides people from all over (the world) quick access to information. Yet another great benefit is the opportunity to leverage on trial test deployments. A number of firms have already adopted this ... and top search engine Google serves as your ideal benchmark. Many enterprises should take advantage of this capability to conduct a pilot or release a beta version of their product, to gather evaluation of performance. The Internet also offers a real-time platform for global distribution, immune to time constraints and high travel costs.
  20. 20. Impact to Software Industry Change in vendor landscape As Open Source have become pervasive, customer now expects their vendors to provide OSS characteristics (openness, flexibility, rapid iteration) to be a part of all software purchases. This will have a profound impact of the business model evolution of software... - Incumbents will incorporate OSS in their products - It will create thousands of viable micro multinational ISVs - It will shift customer buying to aggregators (Amazon.com of Software) - Customers will become smarter and will have tools to customize software to tailor to their exact need (Home Depot)
  21. 21. Impact to Software Industry Change in vendor landscape Productized OSSs (Distributions) continue to challenge incumbents: IBM, Oracle, BEA and Sybase are responding with “hybrids” As Open Source have become pervasive, customer now expects their vendors to provide OSS characteristics (openness, flexibility, rapid iteration) to be a part of all software purchases. This will have a profound impact of the business model evolution of software... - Incumbents will incorporate OSS in their products - It will create thousands of viable micro multinational ISVs - It will shift customer buying to aggregators (Amazon.com of Software) - Customers will become smarter and will have tools to customize software to tailor to their exact need (Home Depot)
  22. 22. Impact to Software Industry Change in vendor landscape Productized OSSs (Distributions) New OSS continue to buying pattern ‘long tail’ challenge components incumbents: require new sellers: IBM, Oracle, DevZuz, Redhat Exchange, BEA and Sourceforge Sybase are Marketplace responding with “hybrids” As Open Source have become pervasive, customer now expects their vendors to provide OSS characteristics (openness, flexibility, rapid iteration) to be a part of all software purchases. This will have a profound impact of the business model evolution of software... - Incumbents will incorporate OSS in their products - It will create thousands of viable micro multinational ISVs - It will shift customer buying to aggregators (Amazon.com of Software) - Customers will become smarter and will have tools to customize software to tailor to their exact need (Home Depot)
  23. 23. Impact to Software Industry Change in vendor landscape Productized OSSs (Distributions) New OSS continue to buying pattern ‘long tail’ challenge components incumbents: require new sellers: Emergence of IBM, Oracle, DevZuz, hundreds of Redhat Exchange, MicroISVs BEA and Sourceforge Sybase are Marketplace responding with “hybrids” As Open Source have become pervasive, customer now expects their vendors to provide OSS characteristics (openness, flexibility, rapid iteration) to be a part of all software purchases. This will have a profound impact of the business model evolution of software... - Incumbents will incorporate OSS in their products - It will create thousands of viable micro multinational ISVs - It will shift customer buying to aggregators (Amazon.com of Software) - Customers will become smarter and will have tools to customize software to tailor to their exact need (Home Depot)
  24. 24. Impact to Software Industry Change in vendor landscape Productized OSSs (Distributions) New OSS continue to buying pattern ‘long tail’ challenge components incumbents: require new sellers: Emergence of Home IBM, Oracle, DevZuz, hundreds of Depot Redhat Exchange, MicroISVs of S/W BEA and Sourceforge Sybase are Marketplace responding with “hybrids” As Open Source have become pervasive, customer now expects their vendors to provide OSS characteristics (openness, flexibility, rapid iteration) to be a part of all software purchases. This will have a profound impact of the business model evolution of software... - Incumbents will incorporate OSS in their products - It will create thousands of viable micro multinational ISVs - It will shift customer buying to aggregators (Amazon.com of Software) - Customers will become smarter and will have tools to customize software to tailor to their exact need (Home Depot)
  25. 25. OSS Vendor Model The OSS vendor model is OSS + Enhancements + Support SLA + distribution. This has been proven to work is different scales ... both in the application and infrastructure layers...
  26. 26. OSS Vendor Model Open Source Software + Enhancement s + Support SLA + Distribution The OSS vendor model is OSS + Enhancements + Support SLA + distribution. This has been proven to work is different scales ... both in the application and infrastructure layers...
  27. 27. OSS Vendor Model Open Source Software + Enhancement s + Support SLA + Distribution Small Scale Large The OSS vendor model is OSS + Enhancements + Support SLA + distribution. This has been proven to work is different scales ... both in the application and infrastructure layers...
  28. 28. OSS Vendor Model Open Source Software + Enhancement Enterprise s DB + Webtide WS02 mySQL Support SLA Funambol + Infrastructure Distribution Small Scale Large The OSS vendor model is OSS + Enhancements + Support SLA + distribution. This has been proven to work is different scales ... both in the application and infrastructure layers...
  29. 29. OSS Vendor Model Applications Open Source Medsphere Software Compiere SugarCRM + Alfresco Enhancement Enterprise s DB + Webtide WS02 mySQL Support SLA Funambol + Infrastructure Distribution Small Scale Large The OSS vendor model is OSS + Enhancements + Support SLA + distribution. This has been proven to work is different scales ... both in the application and infrastructure layers...
  30. 30. OSS Vendor Model Applications Open Source Medsphere Software Compiere SugarCRM + Alfresco Enhancement Enterprise s DB + Webtide WS02 mySQL Support SLA Funambol + Infrastructure Distribution Small Scale Large The OSS market space is broad and “Open” The OSS vendor model is OSS + Enhancements + Support SLA + distribution. This has been proven to work is different scales ... both in the application and infrastructure layers...
  31. 31. OSS Disruptive Approach The OSS vendor model can be applied to a broad range of markets, as explained in the recent slide. In the model above (current slide), we see again that OSS vendors (so-called agile differentiators), who leverage on community efforts in the design and development of more strategic softwares are able to provide better customer experiences by equipping (customers) more transparency in service availability and performance, better accountability, real-time service delivery systems and more responsive support procedures.
  32. 32. OSS Disruptive Approach High quality code base leveraging community efforts The OSS vendor model can be applied to a broad range of markets, as explained in the recent slide. In the model above (current slide), we see again that OSS vendors (so-called agile differentiators), who leverage on community efforts in the design and development of more strategic softwares are able to provide better customer experiences by equipping (customers) more transparency in service availability and performance, better accountability, real-time service delivery systems and more responsive support procedures.
  33. 33. OSS Disruptive Approach ftw s so tor e ar eg ia at t str en ic or er - m ff e er di all e il Ag sm High quality code base leveraging community efforts The OSS vendor model can be applied to a broad range of markets, as explained in the recent slide. In the model above (current slide), we see again that OSS vendors (so-called agile differentiators), who leverage on community efforts in the design and development of more strategic softwares are able to provide better customer experiences by equipping (customers) more transparency in service availability and performance, better accountability, real-time service delivery systems and more responsive support procedures.
  34. 34. OSS Disruptive Approach m or Beespo e r tt nsi ftw s er ve so tor e ar cu sup eg ia st port at t str en ic om - or er ermore - m ff e ex rele er di pe ase all e il rie ite Ag sm nc ratio e ns High quality code base leveraging community efforts The OSS vendor model can be applied to a broad range of markets, as explained in the recent slide. In the model above (current slide), we see again that OSS vendors (so-called agile differentiators), who leverage on community efforts in the design and development of more strategic softwares are able to provide better customer experiences by equipping (customers) more transparency in service availability and performance, better accountability, real-time service delivery systems and more responsive support procedures.
  35. 35. OSS Disruptive Approach m or Beespo e r tt nsi ftw s er ve so tor e ar cu sup eg ia st port at t str en ic om - or er ermore OSS - m ff e ex rele er di Vendor pe ase all e il rie ite Ag sm nc ratio e ns High quality code base leveraging community efforts The OSS vendor model can be applied to a broad range of markets, as explained in the recent slide. In the model above (current slide), we see again that OSS vendors (so-called agile differentiators), who leverage on community efforts in the design and development of more strategic softwares are able to provide better customer experiences by equipping (customers) more transparency in service availability and performance, better accountability, real-time service delivery systems and more responsive support procedures.
  36. 36. OSS-empowered Vendor Solutions Today’s OSS-empowered vendor solutions need not be a purely S/W company. - OSS process and the right mix of talent can bring about cost-effective solutions. - Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints. - The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley. - Thru collaborative workflow => increase client satisfaction
  37. 37. OSS-empowered Vendor Solutions Today’s OSS-empowered vendor solutions need not be a purely S/W company. - OSS process and the right mix of talent can bring about cost-effective solutions. - Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints. - The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley. - Thru collaborative workflow => increase client satisfaction
  38. 38. OSS-empowered Vendor Solutions OSS Process + Talent = Cost-effective Solutions Today’s OSS-empowered vendor solutions need not be a purely S/W company. - OSS process and the right mix of talent can bring about cost-effective solutions. - Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints. - The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley. - Thru collaborative workflow => increase client satisfaction
  39. 39. OSS-empowered Vendor Solutions OSS Process + Talent = Cost-effective Solutions Today’s OSS-empowered vendor solutions need not be a purely S/W company. - OSS process and the right mix of talent can bring about cost-effective solutions. - Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints. - The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley. - Thru collaborative workflow => increase client satisfaction
  40. 40. OSS-empowered Vendor Solutions OSS Process + Talent = Cost-effective Solutions TECHNOLOGY plays a vital role Eliminate time & distance constraints Today’s OSS-empowered vendor solutions need not be a purely S/W company. - OSS process and the right mix of talent can bring about cost-effective solutions. - Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints. - The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley. - Thru collaborative workflow => increase client satisfaction
  41. 41. OSS-empowered Vendor Solutions OSS Process + Talent = Cost-effective Solutions TECHNOLOGY plays a vital role Eliminate time & distance constraints Today’s OSS-empowered vendor solutions need not be a purely S/W company. - OSS process and the right mix of talent can bring about cost-effective solutions. - Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints. - The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley. - Thru collaborative workflow => increase client satisfaction
  42. 42. OSS-empowered Vendor Solutions OSS Process + Talent = Cost-effective Solutions TECHNOLOGY plays a vital role Death of the “Arbitrage” Eliminate time & distance “Pay for skills, NOT geography.” constraints Today’s OSS-empowered vendor solutions need not be a purely S/W company. - OSS process and the right mix of talent can bring about cost-effective solutions. - Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints. - The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley. - Thru collaborative workflow => increase client satisfaction
  43. 43. OSS-empowered Vendor Solutions OSS Process + Talent = Cost-effective Solutions TECHNOLOGY plays a vital role Death of the “Arbitrage” Eliminate time & distance “Pay for skills, NOT geography.” constraints Today’s OSS-empowered vendor solutions need not be a purely S/W company. - OSS process and the right mix of talent can bring about cost-effective solutions. - Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints. - The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley. - Thru collaborative workflow => increase client satisfaction
  44. 44. OSS-empowered Vendor Solutions OSS Process + Talent = Cost-effective Solutions TECHNOLOGY plays a vital role Death of the “Arbitrage” Eliminate time & distance “Pay for skills, NOT geography.” constraints Increase Client Satisfaction Collaborative work and Real-time feedback Today’s OSS-empowered vendor solutions need not be a purely S/W company. - OSS process and the right mix of talent can bring about cost-effective solutions. - Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints. - The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley. - Thru collaborative workflow => increase client satisfaction
  45. 45. OSS-empowered Vendor Solutions OSS Process + Talent = Cost-effective Solutions TECHNOLOGY plays a vital role Solutions Death of the “Arbitrage” Eliminate time & distance constraints Vendors “Pay for skills, NOT geography.” Increase Client Satisfaction Collaborative work and Real-time feedback Today’s OSS-empowered vendor solutions need not be a purely S/W company. - OSS process and the right mix of talent can bring about cost-effective solutions. - Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints. - The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley. - Thru collaborative workflow => increase client satisfaction
  46. 46. Exist Distributed Engineering Network <see Exist’s data on DEN>
  47. 47. Exist Distributed Engineering Network Real time interaction with distributed clients and developers Communication and Collaboration Wiki Bug Tracking SCM Mailing List Engineering Automation Build Test Continuous Repository Integration Rapid release of high quality software <see Exist’s data on DEN>
  48. 48. Leveraging OSS for SaAS OSS + Commodity Infrastructure = Web 2.0 on demand Lighter weight (e.g. Twitter, Dopplr) Focus on leverage (iCAL, RSS , Mash ups) Connected Tends to be viral (Social Networking enabled) Interoperability in multi-devices Web-browser, Mobile Phones Another great way of distributing OSS is via a SaaS model. SaaS makes if even easier for user to experience IT and OSS as they will have instant access to the function / benefits. SaaS vendors also benefit greatly from the “openness” of OSS as SaaS vendors can quickly tailor the OSS software. This has led to more innovative and “ligther weight” SaaS implementation best exemplified by Twitter, and Dopplr)..
  49. 49. Leveraging OSS for SaAS OSS + Commodity Infrastructure = Web 2.0 on demand Lighter weight (e.g. Twitter, Dopplr) Focus on leverage (iCAL, RSS , Mash ups) Connected Tends to be viral (Social Networking enabled) Interoperability in multi-devices Web-browser, Mobile Phones Another great way of distributing OSS is via a SaaS model. SaaS makes if even easier for user to experience IT and OSS as they will have instant access to the function / benefits. SaaS vendors also benefit greatly from the “openness” of OSS as SaaS vendors can quickly tailor the OSS software. This has led to more innovative and “ligther weight” SaaS implementation best exemplified by Twitter, and Dopplr)..
  50. 50. Morph Labs SaAS Infra Morph Labs is developing a global platform to make SaaS delivery easy, inexpensive and reliable. Morph is developing technologies to leverage high performance commodity infrastructure like Amazon EC2 and S3. More information at www.mor.ph.
  51. 51. Morph Labs SaAS Infra SaaS Environment Morph Labs is developing a global platform to make SaaS delivery easy, inexpensive and reliable. Morph is developing technologies to leverage high performance commodity infrastructure like Amazon EC2 and S3. More information at www.mor.ph.
  52. 52. Morph Labs SaAS Infra Generic Development Platform Integration Utility Applications Services X Virtual Middleware X SaaS Environment Morph Labs is developing a global platform to make SaaS delivery easy, inexpensive and reliable. Morph is developing technologies to leverage high performance commodity infrastructure like Amazon EC2 and S3. More information at www.mor.ph.
  53. 53. Morph Labs SaAS Infra s s ce ce s s s ce ce ce i i rv rv i i i rv rv rv Se Se Se Se Se al al al al al ic ic ic ic ic rt rt rt rt rt Ve Ve Ve Ve Ve h h h h h p p p p p or or or or or M M M M M Generic Development Platform Integration Utility Applications Services X Virtual Middleware X SaaS Environment Morph Labs is developing a global platform to make SaaS delivery easy, inexpensive and reliable. Morph is developing technologies to leverage high performance commodity infrastructure like Amazon EC2 and S3. More information at www.mor.ph.
  54. 54. The Future of IT The future of IT is made up of global players: the participant vendor, the aggregator and new consumers. A surge in the number of micro-multinationals, bringing new business opportunities will pervade IT. Alongside the micro-multinationals, aggregators will stand up to supply the business structure for the participant enterprises. With this hub of real-time product distribution, new customers will be lured to take advantage of the ease and simplicity of IT.
  55. 55. The Future of IT The Participant Vendor Creation of hundreds of small business opportunities (the micro-multinationals) The future of IT is made up of global players: the participant vendor, the aggregator and new consumers. A surge in the number of micro-multinationals, bringing new business opportunities will pervade IT. Alongside the micro-multinationals, aggregators will stand up to supply the business structure for the participant enterprises. With this hub of real-time product distribution, new customers will be lured to take advantage of the ease and simplicity of IT.
  56. 56. The Future of IT The Participant Vendor Creation of hundreds of small business opportunities (the micro-multinationals) The Aggregator Becomes the next Google The future of IT is made up of global players: the participant vendor, the aggregator and new consumers. A surge in the number of micro-multinationals, bringing new business opportunities will pervade IT. Alongside the micro-multinationals, aggregators will stand up to supply the business structure for the participant enterprises. With this hub of real-time product distribution, new customers will be lured to take advantage of the ease and simplicity of IT.
  57. 57. The Future of IT The Participant Vendor Creation of hundreds of small business opportunities (the micro-multinationals) The Aggregator Becomes the next Google The New Consumers Model fits better for the emerging markets The future of IT is made up of global players: the participant vendor, the aggregator and new consumers. A surge in the number of micro-multinationals, bringing new business opportunities will pervade IT. Alongside the micro-multinationals, aggregators will stand up to supply the business structure for the participant enterprises. With this hub of real-time product distribution, new customers will be lured to take advantage of the ease and simplicity of IT.
  58. 58. The Future of IT The Participant Vendor Creation of hundreds of small business opportunities (the micro-multinationals) The Aggregator Becomes the next Google The New Consumers Model fits better for the emerging markets New Investment Model Lower Costs - High Volume Global on Day 1 The future of IT is made up of global players: the participant vendor, the aggregator and new consumers. A surge in the number of micro-multinationals, bringing new business opportunities will pervade IT. Alongside the micro-multinationals, aggregators will stand up to supply the business structure for the participant enterprises. With this hub of real-time product distribution, new customers will be lured to take advantage of the ease and simplicity of IT.

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