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OPEN SOURCE AS AN ELEMENT OF 
CORPORATE STRATEGY 
Shawn Briscoe 
Director Strategy SVCS 
@black_duck_sw 
Guy Martin 
Senior Strategist 
@SamsungOSG
FRAMEWORK FOR OPEN SOURCE 
INTERACTIONS 
2 
Flexible Framework for: 
• Organizational/team-specific 
needs 
• Evolving adoption/use of OSS 
• Interrelated focus areas 
Four (4) Focus Areas: 
• Strategy & Governance 
• Consume 
• Collaborate 
• Create
OPEN SOURCE IS A STRATEGIC ASSET 
3 
30% 
80% 
Average* Best in class 
*Source: IDC 2012
2014 
the future of 
OPEN 
SOURCE 
+
2014 SURVEY COLLABORATORS 
5
FACTORS FOR ENTERPRISE ADOPTION OF 
OSS 
6
FACTORS FOR ENTERPRISE PARTICIPATION IN 
OPEN SOURCE COMMUNITIES 
7
ELEMENTS OF AN ENTERPRISE OPEN SOURCE 
STRATEGY 
8 
Culture 
Product 
Community 
Open Source 
Strategy 
Governance
PRODUCT STRATEGY 
9 
Building 
OSS 
Your 
Product 
or Service 
Building 
for OSS 
Open 
Source 
Open 
Source Your 
Product 
or Service 
Building 
with OSS 
Your 
Product 
or Service 
Open 
Source 
Building 
on OSS 
Your 
Business 
Open 
Source
THE PROMISE OF OPEN SOURCE 
10 
Systematically streamline, safeguard, and 
manage open source throughout your software 
development value chain. 
Choose Scan Approve Inventory Secure Deliver
MITIGATE SECURITY RISKS 
11
CORPORATE CULTURE 
12 
INNER SOURCE 
Collaboratio 
n 
Transparenc 
y 
Meritocracy 
Contribution 
Governance 
Organization 
al 
Knowledge 
Reuse 
Metrics
COMMUNITY STRATEGY 
13 
Operational 
Efficiency 
Technology 
Influence 
Talent 
Identification 
Stewardship
14 
CASE STUDY 
Samsung Open Source Group
SAMSUNG OPEN SOURCE TIMELINE 
15 
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 
Open Source 
Group 
Created in SRA-SV 
+ Open Source 
Office in SRUK 
2013
SAMSUNG OSG MISSION 
16 
Open 
Source 
Leadership
WHY? 
17
HOW? 
18 
Strategy 
Components 
Thought 
Leadership 
Grow Open 
Source 
Competence 
External & 
Internal Visibility 
Upstream 
Contributions 
Educate/Mentor 
Product 
Teams
RESULTS TO DATE (2014) 
19 
• 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
20 
Lessons Learned Along the 
Road….
RULE #1 
21 
No two communities are exactly the same!
RULE #2 
22 
Communities don’t work for individual companies
UNDERSTAND COMMUNITY GOVERNANCE 
23 
• Each community is different 
• Contributions need to ‘fit’ with other code/patches
UNDERSTAND COMMUNITY MOTIVATORS 
24 
• Successful communities are powered by motivated 
people 
• Motivation can be: status, money, peer recognition
BE CAREFUL OF ‘CUSTOM’ LICENSES 
25 
• Communities do not work well with ‘custom licenses’ 
• Gaining contributors/momentum requires low barriers 
to entry 
http://opensource.org/licenses/index.html
COMMUNITIES NEED NURTURING 
26 
• Posting code to public sites is not collaboration 
• Community participation is a cycle – expect change
BE HUMBLE, BUT BOLD 
27 
• 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 
Accounting != Leadership 
Humble Bold
28 
THANK YOU!

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Open Source as an Element of Corporate Strategy

  • 1. OPEN SOURCE AS AN ELEMENT OF CORPORATE STRATEGY Shawn Briscoe Director Strategy SVCS @black_duck_sw Guy Martin Senior Strategist @SamsungOSG
  • 2. FRAMEWORK FOR OPEN SOURCE INTERACTIONS 2 Flexible Framework for: • Organizational/team-specific needs • Evolving adoption/use of OSS • Interrelated focus areas Four (4) Focus Areas: • Strategy & Governance • Consume • Collaborate • Create
  • 3. OPEN SOURCE IS A STRATEGIC ASSET 3 30% 80% Average* Best in class *Source: IDC 2012
  • 4. 2014 the future of OPEN SOURCE +
  • 6. FACTORS FOR ENTERPRISE ADOPTION OF OSS 6
  • 7. FACTORS FOR ENTERPRISE PARTICIPATION IN OPEN SOURCE COMMUNITIES 7
  • 8. ELEMENTS OF AN ENTERPRISE OPEN SOURCE STRATEGY 8 Culture Product Community Open Source Strategy Governance
  • 9. PRODUCT STRATEGY 9 Building OSS Your Product or Service Building for OSS Open Source Open Source Your Product or Service Building with OSS Your Product or Service Open Source Building on OSS Your Business Open Source
  • 10. THE PROMISE OF OPEN SOURCE 10 Systematically streamline, safeguard, and manage open source throughout your software development value chain. Choose Scan Approve Inventory Secure Deliver
  • 12. CORPORATE CULTURE 12 INNER SOURCE Collaboratio n Transparenc y Meritocracy Contribution Governance Organization al Knowledge Reuse Metrics
  • 13. COMMUNITY STRATEGY 13 Operational Efficiency Technology Influence Talent Identification Stewardship
  • 14. 14 CASE STUDY Samsung Open Source Group
  • 15. SAMSUNG OPEN SOURCE TIMELINE 15 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 Open Source Group Created in SRA-SV + Open Source Office in SRUK 2013
  • 16. SAMSUNG OSG MISSION 16 Open Source Leadership
  • 18. HOW? 18 Strategy Components Thought Leadership Grow Open Source Competence External & Internal Visibility Upstream Contributions Educate/Mentor Product Teams
  • 19. RESULTS TO DATE (2014) 19 • 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
  • 20. 20 Lessons Learned Along the Road….
  • 21. RULE #1 21 No two communities are exactly the same!
  • 22. RULE #2 22 Communities don’t work for individual companies
  • 23. UNDERSTAND COMMUNITY GOVERNANCE 23 • Each community is different • Contributions need to ‘fit’ with other code/patches
  • 24. UNDERSTAND COMMUNITY MOTIVATORS 24 • Successful communities are powered by motivated people • Motivation can be: status, money, peer recognition
  • 25. BE CAREFUL OF ‘CUSTOM’ LICENSES 25 • Communities do not work well with ‘custom licenses’ • Gaining contributors/momentum requires low barriers to entry http://opensource.org/licenses/index.html
  • 26. COMMUNITIES NEED NURTURING 26 • Posting code to public sites is not collaboration • Community participation is a cycle – expect change
  • 27. BE HUMBLE, BUT BOLD 27 • 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 Accounting != Leadership Humble Bold

Editor's Notes

  1. Ability to access source code, add features and fix code rose sharply from #8 to #4 in 2014 as a factor leading to increased enterprise adoption Ease of deployment rose from #6 to #3 80% of respondants say they chose OSS for competitive features or technical capabilities 67% of respondents say they chose OSS for TCO – its an attractive model for product development 72% say they chose open source for security
  2. #1 benefit is to help reduce costs #2 answer on “why to engage with communities?” was attract and retain top talent
  3. What is the product use case? What is your target market? How competitive is your market? What is your industry doing with open source? Open source license obligations are generally triggered by distribution, so it is important to consider whether the software will be distributed and how. Examples: Red Hat Everyone & Everything ?Wordpress Apps & Android Apps & Things that run on Linux
  4. We manage code from the point of origin to the point of consumption across the software value chain.
  5. Operational Efficiency (support, maintenance, supercommunities) Technology Influence Talent Identification Stewardship (brand equity, cultural)
  6. SRA Open Source Group can help navigate licenses and legal obligations - helping choose proper license based on our compliance experience.