Open Source as an Element of Corporate Strategy
•Télécharger en tant que PPTX, PDF•
0 j'aime•957 vues
Guy Martin, Senior Strategist for Samsung's Open Source Group, and Shawn Briscoe, Director of Open Source Strategic Services at Black Duck Software, present on how to incorporate open source as an element of your corporate strategy, focusing on practical advice, as well as using Samsung's open source group as a case study for how to begin to shift your company's culture to be more accepting of not only consuming, but contributing to open source communities.
Recommandé
Recommandé
Contenu connexe
En vedette
En vedette (20)
Similaire à Open Source as an Element of Corporate Strategy
Similaire à Open Source as an Element of Corporate Strategy (20)
Plus de Samsung Open Source Group
Plus de Samsung Open Source Group (20)
Dernier
Dernier (20)
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
- 11. MITIGATE SECURITY RISKS 11
- 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
- 17. WHY? 17
- 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
- 28. 28 THANK YOU!
Notes de l'éditeur
- 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
- #1 benefit is to help reduce costs #2 answer on “why to engage with communities?” was attract and retain top talent
- 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
- We manage code from the point of origin to the point of consumption across the software value chain.
- Operational Efficiency (support, maintenance, supercommunities) Technology Influence Talent Identification Stewardship (brand equity, cultural)
- SRA Open Source Group can help navigate licenses and legal obligations - helping choose proper license based on our compliance experience.