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Open Source as an Element of Corporate Strategy

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Your company is using open source, even if you don’t know it. On average, enterprise organizations are utilizing 30% open source within their code bases, and industry leaders often report up to 80% of their software is open source. More importantly, they treat open source as a strategic asset, deliberately investing in open source as a brand differentiator and as a means of thwarting the competition, getting to market faster, and attracting the best talent.

Does your company have an open source strategy? Now is the time to ask this question, because more than likely your competitors do.

This 2014 All Things Open presentation by Samsung's Guy Martin and Black Duck Software's Shawn Briscoe, covers:
- Key dimensions of a comprehensive open source strategy
- Important business issues and intelligent decisioning
- How to mitigate legal and operational risk
- The value of aligning open source stakeholders towards the larger mission of corporate success
- An understanding of the role community dynamics play in a successful initiative
- Samsung – a real world case study

Published in: Technology
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Open Source as an Element of Corporate Strategy

  1. 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. 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. 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. 4. 2014 the future of OPEN SOURCE +
  5. 5. 2014 SURVEY COLLABORATORS 5 © 2014 Black Duck Software, Inc. All Rights Reserved.
  6. 6. FACTORS FOR ENTERPRISE ADOPTION OF OSS 6 © 2014 Black Duck Software, Inc. All Rights Reserved.
  7. 7. FACTORS FOR ENTERPRISE PARTICIPATION IN OPEN SOURCE COMMUNITIES 7 © 2014 Black Duck Software, Inc. All Rights Reserved.
  8. 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. 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. 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. 11. MITIGATE SECURITY RISKS 11 © 2014 Black Duck Software, Inc. All Rights Reserved.
  12. 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. 13. COMMUNITY STRATEGY Operational Efficiency Technology Influence Talent Identification 13 © 2014 Black Duck Software, Inc. All Rights Reserved. Stewardship
  14. 14. CASE STUDY Samsung Open Source Group 14 © 2014 Black Duck Software, Inc. All Rights Reserved.
  15. 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. 16. SAMSUNG OSG MISSION Open Source Leadership 16 © 2014 Black Duck Software, Inc. All Rights Reserved.
  17. 17. WHY? 17 © 2014 Black Duck Software, Inc. All Rights Reserved.
  18. 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. 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. 20. Lessons Learned Along the Road…. 20 © 2014 Black Duck Software, Inc. All Rights Reserved.
  21. 21. RULE #1 No two communities are exactly the same! 21 © 2014 Black Duck Software, Inc. All Rights Reserved.
  22. 22. RULE #2 Communities don’t work for individual companies 22 © 2014 Black Duck Software, Inc. All Rights Reserved.
  23. 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. 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. 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. 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. 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. 28. THANK YOU! 28 © 2014 Black Duck Software, Inc. All Rights Reserved.

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