How do you get past incremental change to real transformation with open source? Most conventional advice focuses on just one dimension at a time: people, process, business or technology. To get breakthrough results, you need to view these dimensions as part of an integrated whole, and consciously address two or more of them simultaneously. Using examples from Enterprise IT experience, we’ll explore how you can tap your organization’s strengths in a variety of ways to achieve these goals.

1. Kartik Subbarao Open Systems Consultant kartiksubbarao.com [email_address] Transforming Your Company with Open Source

3. Enables people to solve problems and capitalize on opportunities that could not even be considered before

4. Driven by personal transformation

5. The Seven Habits of Highly Effective People

6. Stephen Covey's Maturity Continuum

8. Is not a silver bullet and should not be used that way

9. Needs baseline skills, access to experts and sufficient freedom to experiment

10. Reference: http://kartiksubbarao.com/open-source-and-interdependent-it

12. Transactional relationship centered around licensing and support fees. Not much other influence over a vendor's product road map.

13. Even if money talks, if it's the only thing that can talk, the conversation becomes significantly constrained.

14. Risks falling into the money trap themselves, reducing their position to a zero sum game, competing for scarce internal funding

15. Vendor lock-in reinforces a dependency mindset

17. Nothing stands in the way of their technical skills. Can troubleshoot, enhance, and customize as much as they want

18. No licensing fees, can run unlimited software instances. Especially valuable in cloud environments.

19. Can choose to contract where they have skill gaps, and can gauge the competence of those providers

20. Can make granular tradeoffs between buying, integrating and building

22. Optimizes customization and standardization

23. Eye-opening experience when code is further enhanced by the community – they realize how much more they can accomplish through collaboration than they can on their own

24. Can bring to bear the capabilities of an entire ecosystem to solve their employer's problems

25. Gains a deeper understanding and appreciation for open architectures and standards

26. Experiments to determine where they want to participate in different roles: Customer, Peer, Leader

27. Four Dimensions of Companies People Technology Business Process Enabling Possibilities Creating/Designing Products and Services Invention and Innovation Productivity Tools Platforms Managing Realities Operations Quality Governance Organizational Structure Talent and Skills Organizational Knowledge and Wisdom Social Networks Communities of Practice Values and Ethics Assets, Liabilities and Equity Revenues and Costs Sales and Marketing Customer Value Strategy and Objectives

28. Interdependence: Incomplete Representation

29. Interdependence: Better Representation

31. Can pick any two dimensions, based on skill/role

32. Example: People and Technology

33. Interdependent Capability

35. Interdependent awareness develops trust in areas outside one's expertise

36. Create space for others to speak confidently from their areas of strength, and confidently represent your own areas of strength

37. The highest common vision is a synthesis of interdependent thinking

38. Remember – you don't have to be good at everything

40. Complementary and orthogonal functions that mediate our experience with the world

41. Jung's development model – we develop a preferred function, then an auxiliary, then others, expanding our worldview over time

42. Intriguing parallels to the four dimensions of companies Intuition (N) Thinking (T) Sensing (S) Feeling (F)

44. Their personal brands and their employer's brand increase both in value and in affinity with each other

45. Employees get public recognition for their efforts, and are simultaneously incented to continue to be affiliated with their employer's brand

47. They identify relationships with customers, partners and others that can be transformed from largely trasactional into ones of deeper mutual benefit

48. They develop insights into how social software works best, and can shape an effective social media strategy

49. References: http://outsideinnovation.blogs.com/ http://opensolutionsalliance.org/osa/osaalert%28apr09%29-tiemann.html http://kartiksubbarao.com/mental-models-of-commerce-and-community#visionary

51. Assess Current State, Capability, Environment for Openness across People, Process, Technology, Business, with attention to Interdependence

52. Low Capability and Low Environment => low potential

53. Low/High Capability and High/Low Environment => identify potential and develop it