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. CWT 1.0
2
Business
travelers
Travel
manager People

3. CWT 3.0
3
Business
travelers
Travel
manager
People
& technology

4. The road to change is slow and uneven
4CC-BY 2.5, Natebailey/Pnautilus on Wikipedia (https://creativecommons.org/licenses/by/2.5/)
e.g. Crossing the Chasm by Geoffrey Moore

5. 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
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6. 6
I thought I was
doing DevOps
 Culture
 Automation
 Lean
 Measurement

7. 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

8. But we needed to open up
for success
 Open source
 Open community
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9. 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
 Engineer recruitment/retention
 Code reuse
 Silos
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10. Collaborating
around code!
10

11. Collaborating with chat
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12. Results
 Published open-source software guidelines w/ lean mindset
 Launched an OSPO with CTO-level (CEO-1) buy-in
 Broke down comms silos between our product groups
 Momentum with punctuation marks and paragraph breaks
 Built out human-powered process for adoption, compliance
& contribution, leveraged for vendor, “community-
supported,” and WIP for in-house software
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13. Next steps
 OSPO community engineering
 Automate, automate, automate!
 Giving back at the “right” level
 Evangelism is never done
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