The document discusses the integration of open source into corporate strategy, outlining a flexible framework that includes focus areas such as governance, collaboration, and product strategy. It emphasizes the importance of an open source culture and community engagement for successful adoption and participation in open source projects. Key insights include the need for nurturing communities and understanding community governance and motivators to effectively leverage open source as a strategic business asset.

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. 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
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3. OPEN SOURCE IS A STRATEGIC ASSET
30%
80%
Average* Best in class
*Source: IDC 2012
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4. 2014
the future of
OPEN
SOURCE
+

5. 2014 SURVEY COLLABORATORS
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6. FACTORS FOR ENTERPRISE ADOPTION OF
OSS
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7. FACTORS FOR ENTERPRISE PARTICIPATION IN
OPEN SOURCE COMMUNITIES
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8. ELEMENTS OF AN ENTERPRISE OPEN SOURCE
STRATEGY
Product
Open Source
Culture Community
Strategy
Governance
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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
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Building
on OSS
Your
Business
Open
Source

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
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11. MITIGATE SECURITY RISKS
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12. CORPORATE CULTURE
INNER SOURCE
Collaboratio
n
Transparenc
y
Meritocracy
Contribution
Governance
Organization
al
Knowledge
Reuse
Metrics
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13. COMMUNITY STRATEGY
Operational
Efficiency
Technology
Influence
Talent
Identification
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Stewardship

14. CASE STUDY
Samsung Open Source
Group
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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
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Open Source
Group
Created in SRA-SV
+ Open Source
Office in SRUK
2013

16. SAMSUNG OSG MISSION
Open
Source
Leadership
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17. WHY?
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18. HOW?
External &
Internal Visibility
Strategy
Components
Thought
Leadership
Grow Open
Source
Competence
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Upstream
Contributions
Educate/Mentor
Product
Teams

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
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20. Lessons Learned Along the
Road….
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21. RULE #1
No two communities are exactly the same!
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22. RULE #2
Communities don’t work for individual companies
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23. UNDERSTAND COMMUNITY GOVERNANCE
• Each community is different
• Contributions need to ‘fit’ with other code/patches
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24. UNDERSTAND COMMUNITY MOTIVATORS
• Successful communities are powered by motivated
people
• Motivation can be: status, money, peer recognition
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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
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26. COMMUNITIES NEED NURTURING
• Posting code to public sites is not collaboration
• Community participation is a cycle – expect change
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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
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28. THANK YOU!
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