Open Source as an Element of Corporate Strategy

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OPEN SOURCE AS AN ELEMENT OF

CORPORATE STRATEGY

Shawn BriscoeDirector Strategy SVCS

@black_duck_sw

Guy MartinSenior Strategist

@SamsungOSG

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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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OPEN SOURCE IS A STRATEGIC ASSET

30%

80%

Average* Best in class

*Source: IDC 2012

COVER MASTER

+

SOURCE

the future of

OPEN

2014

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2014 SURVEY COLLABORATORS

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FACTORS FOR ENTERPRISE ADOPTION OF

OSS

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FACTORS FOR ENTERPRISE PARTICIPATION IN

OPEN SOURCE COMMUNITIES

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ELEMENTS OF AN ENTERPRISE OPEN SOURCE

STRATEGY

Product

Governance

Open Source Strategy

Culture Community

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PRODUCT STRATEGY

Building

OSS

Your Product

or Service

Open

Source Your Product

or Service

Building

for OSS

Open

Source

Building

with OSS

Your Product

or Service

Open

Source

Building

on OSS

Open

Source

Your

Business

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OSS LOGISTICS SOLUTIONS DELIVER ON

THE PROMISE OF OPEN SOURCE

Systematically streamline, safeguard, and

manage open source throughout your software

development value chain.

Choose Approve Inventory SecureScan Deliver

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MITIGATE SECURITY RISKS

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CORPORATE CULTURE

Collaboratio

n

Transparenc

y

Meritocracy

Contribution

Governance

Organization

al

Knowledge

Reuse

Metrics

INNER SOURCE

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COMMUNITY STRATEGY

Operational

Efficiency

Technology

Influence

Talent

Identification

Stewardship

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CASE STUDY

Samsung Open Source

Group

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Prolification + Contributions

SAMSUNG OPEN SOURCE TIMELINE

Exploring

Possibilities

Using embedded Linux in select products

Adoption

Adoption of Linux and Open Source SW as a viable alternative

Tizen

Major

Contribution

2012200820052002

Open Source Group

Created in SRA-SV + Open Source Office in SRUK

2013

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Open Source

Leadership

SAMSUNG OSG MISSION

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WHY?

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HOW?

Strategy Components

Grow OpenSource

Competence

Thought Leadership

External &Internal Visibility

UpstreamContributions

Educate/MentorProductTeams

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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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Lessons Learned Along the

Road….

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RULE #1

No two communities are exactly the same!

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RULE #2

Communities don’t work for individual companies

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UNDERSTAND COMMUNITY GOVERNANCE

• Each community is different

• Contributions need to ‘fit’ with other code/patches

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UNDERSTAND COMMUNITY MOTIVATORS

• Successful communities are powered by motivated

people

• Motivation can be: status, money, peer recognition

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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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COMMUNITIES NEED NURTURING

• Posting code to public sites is not collaboration

• Community participation is a cycle – expect change

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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

Humble Bold

Leadership != ControlAccount != Leadership

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THANK YOU!