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The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
The SpagoBI project: how to join openness, business and innovation
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The SpagoBI project: how to join openness, business and innovation

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The presentation supported the seminar delivered by Stefano Scamuzzo (SpagoBI International Manager) on March 27th, 2012 at the University of Paris Diderot (Paris 7), within the lecture program …

The presentation supported the seminar delivered by Stefano Scamuzzo (SpagoBI International Manager) on March 27th, 2012 at the University of Paris Diderot (Paris 7), within the lecture program managed by Prof. Roberto di Cosmo. http://www.spagobi.org/

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  • 1. The SpagoBI project: how to join openness, business and innovation March 27th, 2012 Engineering Group Research & Innovation SpagoBI Competency Center Stefano Scamuzzo stefano.scamuzzo@eng.it 1Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 2. AgendaThe SpagoBI Competency Center of Engineering GroupThe participation of an industrial enterprise to open source communitiesOpen source and Business IntelligenceThe SpagoBI project case study: examples and lessons learntWhat open source BI and SpagoBI can do for your businessHow you can participate and contribute 2 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 3. Engineering Group & SpagoBI SpagoBI Competency Center 6 major support centers in Italy provided by SpagoBI CCThe working unit of the Research & Innovation Support in 5 continents provided by partners division of Engineering Group SpagoBI Competency Center office in New York, USA www.spagobi.org More than 100 SpagoBI customers worldwideThe leading Italian independent, privately-owned software and Information Technology services companyOne of the top 10 in Europe in software and services www.eng.it43 branches in Italy, Belgium, Latin America and the MENA area> 1B$ revenues in 2010, 1000 large accounts in all market sectors Benelux Brazil Argentina Italy Lebanon The global open source community granting open source availability, quality and sustainability over time An independent non-profit organization www.ow2.org > 100 organizations and 6,000 IT professionals in Europe, Asia and the Americas 3 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 4. The SpagoBI Team 4Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 5. FLOSS is about communities Simon Phipps, http://webmink.com/essays/community-types/ 5Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 6. Different kinds of community open source communities evolution over time Communities, Consortia, Actors Individuals Community Competence Centers NetworksManagement Hacker ethics Governance Ecosystems Goals Technology Technology Technology Business source: Cedric Thomas, OW2 Consortium, 2008A collective business model: collaboration to increase the value of the organization as a wholeCo-opetition relations: availability of technology and of a business platform 6 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 7. Community vs NetworkCOMMUNITIES:Safe place for personal achievement (love/gift)Restrictions: reception and exclusionPersonal and collective identityNETWORKS:Unsafe ever-evolving place (gain/loss)Openness: connection and disconnectionPersonal identity and collective marketing 7 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 8. New commercial model: business ecosystem Enterprises End users Developers Integrators Service providers Network aggregators from profit-based to value-based economic models community and network coexistence 8Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 9. Motivations and incentivesMotivations at the individual and organizational levelNeed to recognize contributions and successes, to award incentives learn and develop new skills share knowledge and skills participate in a new form of cooperation Social participate in the OS/FS scene think that software should not be a proprietary good Political limit the power of large software companies solve a problem that could not be solved by proprietary software Product-related get help in realizing a good idea for a software product improve OS/FS products of other developers improve my job opportunities Signaling get a reputation in OS/FS community distribute not marketable software products make money Monetary Reason to continue with F/LOSS 0 10 20 30 40 50 60 70 80 90 Reason to start F/LOSS % of Respondents © 2002 International Institute of Infonomics source: Free/Libre/Open Source Software (FLOSS) Study of Developers 9 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 10. Community and the enterprise: the Engineering Group’s case studyFree/open source software as the knowledge spread andsharing (knowledge as a commons)Participation in global communitiesEcosystem-based modelOpen source offers the right context to cooperate in developing mature and viablesolutions and to compete to reach different objectivesCooperation typically happens at the infrastructure levelCompetition typically happens at the business levelThe mix of competition and collaboration triggers relationships that develop theecosystemLong-term sustainability 10 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 11. Creating the right contextInvest in human resources Balancing talent creativity discipline and goal orientationFlat organization A group of professionals whose individual results coincide with the team resultManage complexity Multidiscipline approachesSharing knowledge and information Openness, reciprocal help, gratuity, trustOpen mind approach Leave the present, anticipate the futureAdaptation Create and manage the “adapt” environmentCreate actual value Balance economical and not economical results 11 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 12. The Engineering Group characteristicsKnowledge of market and technologyRapid adaptability to new contextsIndependence and neutrality towards vendors and solutionsFreedom of movement and rapid decision makingGoal orientationManagement attitudeSoustainable growth attitude, in terms of cost/benefit ratio 12 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 13. The opportunities for EngineeringNo license costs Leaving financial resources for custom project activitiesSource code availability Control and support on the overall solution Productivity increment: rapid development, reuse, quality control Road-map independenceFocus on skills and competences Shared skills growth 13 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 14. What makes OSS attractive ?North Bridge, http://www.slideshare.net/AcquiaInc/future-of-open-source-2011-survey-open-source-business-conference/ 14 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 15. Top 5 BarriersNorth Bridge, http://www.slideshare.net/AcquiaInc/future-of-open-source-2011-survey-open-source-business-conference/ 15 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 16. The approachDevelopment of own solutions, to act as a leaderOpen Source Software choiceProject and goal centric business modelFocus on industrial initiativesParticipation to international communities, alliances, synergiesCommercial support to OSS solutions and competencesCollaboration with Universities and Research Centers, InnovationNo profit participation to communities and initiatives 16 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 17. A little bit of history 17Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 18. A little bit of history www.spagoworld.org 18Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 19. Open source business models 19Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 20. Economic models based on FLOSS PRODUCT-CENTRIC PROJECT-CENTRICdual-licensing/open-coreproprietary licensing salethe project adapts itself to the product pure open source purchase of support and consulting services the product includes the users’ requirements: - it adapts itself to the project needs (real value) - it grows over time integrating innovations 20 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 21. Why FOSS in Business Intelligence» Why FOSS in Business Intelligence ? The project is more important than the product, but products cost more than projects BI products don’t cut down project costs BI products are often underused Slow cultural progress because of the experimentation costs PRODUCT + PROJECT = SOLUTION 21 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 22. Opportunities and ROI with FOSS BI» Focus and investment on the project» Proportionate investment, right measure (product and usage)» Experimetation, R&I» No binding relations » Low TCO » No Lock-in» Low-cost extensibility» Low-cost scalability» Evolution in time» More users, not many more costs 22 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 23. Open source BI – Gartner 2012In 2008 Gartner says “Open Source BI is here to stayIn 2012 the Magic Quadrant includes OS vendors 23 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 24. The evolution of the SpagoBI projectPhase 1: Integration platform (2005-2008) Integration of best available open source tools Make OSBI tools usable at the enterprise level Develop new enginesPhase 2: OS BI differentiation Service oriented architecture OS BI grows more rapidly than proprietary solutions Innovation and network building through joint initiativesPhase 3: Business Intelligence suite Extensive metadata management Mobile support Business Activity Monitoring and Real Time BI 24 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 25. No Price, no value ? SpagoBI is 100% open source SpagoBI eliminates license fees Software rights separated from services SpagoBI has no price ! No price, no value ? 25Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 26. No Price, no value ? 26Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 27. Value for free 27Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 28. Value for fee 28Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 29. What licensing strategy do yo use ?North Bridge, http://www.slideshare.net/AcquiaInc/future-of-open-source-2011-survey-open-source-business-conference/ 29 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 30. Beyond the project … the Initiatives Cloudware InitiativeInitiatives are open communities (composed bycompanies, organizations, and individuals) builtupon a common aim:make open source BI adoption pervasive 30 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 31. GeoBI: Internal drivers Growing awareness of location-enabled services Spatial data are pervasive “80% of all data stored in corporate databases have a spatial component” An introduction to GIS: linking maps to databases - Franklin&Al. Better business decisions “Everything is related to everything else, but near things are more related than distant things” First law of geography - Waldo Tobler Valorize a dormient asset 31Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 32. Open Source Cloudware Initiative 32Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 33. Innovation Where is the success of innovation ?Dennis RITCHIE Steve JOBS Innovation is successful when it results in Giving form to matter 33 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 34. Innovation in BIFrom structured to unstructured data sources Marketing and Competitive Intelligence Sentiment analysisThe Open Data phenomenonMobile BIReal-time BICloud BIPredictive Analysis 34 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 35. Selected success stories FIAT Group Automobiles - Italy SpagoBI has been used for the realization of link.e.intelligence, the analytical component of the .link product, aiming to support the selling activities of Fiat Group Automobiles international distribution network. www.fiatgroup.com Ministry of Labour, Health and Social Policies - Italy SpagoBI has been used for the realization of a decisional support system named “NSIS Cockpit”, which provides analysis for the monitoring of the main aid levels of the national health service. www.ministerosalute.it Agnès B. - France SpagoBI Suite has been used for the development of a reporting system for Agnès b., to improve its data management system and its key performance indicators. www.agnesb.com All SpagoBI Success Stories: www.spagobi.org 35Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 36. Live the communitySharing and open collaborationAltruism and trustworthiness as the base of the knowledge societyGift and gratuitousness along with sharing and participation 36 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 37. Throw the net Thanks to this unknown Cambodian fishermen 37Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 38. Build your own business creating the “right value” 38Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 39. A possible model of growth 39Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it
  • 40. Referencesmore resources: www.spagoworld.org www.spagobi.orgcomments: www.linkedin.com (SpagoWorld & SpagoWorld groups) www.twitter.com (@scamuzzo, #spagobi)mailto: stefano.scamuzzo@eng.it 40 Creative Commons Attribution-Share Alike Unported 3.0 License www.eng.it gabriele.ruffatti AT eng.it

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