Over the past 3 years, CWT flipped an 18,000-person enterprise upside-down, turning a travel company with some apps into a software vendor focused on travel. A brand-new product group brought together technologists across the company and around the globe for the first time. 18 months in, I joined to lead the DevOps transformation, aiming to speed time to value, improve customer experience, and increase collaboration. As part of that effort, needs quickly surfaced around areas like: * accelerating development through open-source adoption, * improving recruitment with open-source contribution, and * incorporating inner-source approaches to increase quality and speed. To make those shifts, we drove adoption of a series of new tools — especially around source code and chat. Additionally, I was able to piggy-back onto existing efforts to define an open-source policy, apply a product-centric mindset, and expand that perspective into a cross-functional open-source program office. This talk will describe our journey toward open at CWT, how we determined priorities and solutions, how we built bridges and overcame hurdles, and ultimately how we skipped entire generations in moving toward a modern view of open source in the enterprise. Anyone working toward an open culture in their company could benefit from this talk.

1. Open Source and
Open Community at a
100-Year-Old Company
Donnie Berkholz
VP, Service Delivery – Enterprise IT

2. You will leave knowing:
• How to get executive buy-in
• How to tie in open source to larger efforts
• How to drive culture change toward
openness
• Expectations of what you might encounter on
your journey
• One living story of doing exactly that @ CWT

3. CWT 1.0
3
Business
travelers
Travel
manager People

4. CWT 3.0
4
Business
travelers
Travel
manager
People
& technology

5. The road to change is slow and uneven
5CC-BY 2.5, Natebailey/Pnautilus on Wikipedia (https://creativecommons.org/licenses/by/2.5/)
e.g. Crossing the Chasm by Geoffrey Moore

6. No overnight success
John Kotter’s principles
of change management
1. Create a sense of urgency
2. Build a guiding coalition
3. Form a strategic vision & initiatives
4. Enlist a volunteer army
5. Enable action by removing barriers
6. Generate short-term wins
7. Sustain acceleration
8. Institute change
6

7. 7
I thought I was
doing DevOps
l Culture
l Automation
l Lean
l Measurement

8. Lean: Value Stream Mapping
Lean
Management
Principles
Process for
determining value add
(VA) work and non
value add (NVA) -
purely waste
VSM helps teams
visualize end-to-end
processes to apply
kaizen activities
Work on the big
picture, improve the
whole, not just
optimizing the parts.
Physically mapping
your "current state"
while also focusing on
your "future state"
blueprint

9. But we needed
to open up for success
lOpen source
lOpen community
9

10. Making the case:
Business value
1. Dollars: $$ comes in two flavors
a) Revenue
b) Efficiency
2. Time to market / iteration time
3. Lower risk
4. Strategic value
l Engineer recruitment/retention
l Code reuse
l Silos
10

11. Collaborating
around code!
11

12. Collaborating with chat
12

13. Results
l Published open-source software guidelines w/ lean
mindset
l Launched an OSPO with CTO-level (CEO-1) buy-in
l Broke down comms silos between our product
groups
• Momentum with punctuation marks and
paragraph breaks
l Built out human-powered process for adoption,
compliance & contribution, leveraged for vendor,
“community-supported,” and WIP for in-house
software
13

14. Next steps
lOSPO community
engineering
lAutomate, automate,
automate!
lGiving back at the “right”
level
lEvangelism is never done
14

15. Join CWT on our journey
Europe
London
Canary Wharf
Paddington
Warsaw
Brussels
Paris
15
Americas
Minneapolis
Chicago
NYC area
San Antonio
St. Louis
Bogotá
Asia
Manila
Singapore
New Delhi
Gurgaon
careers.carlsonwagonlit.com