open source as an element of corporate strategy: a case study at samsung
TRANSCRIPT
OPEN SOURCE AS AN ELEMENT OF
CORPORATE STRATEGY
Shawn BriscoeDirector Strategic Services
@black_duck_sw
Guy MartinSenior Strategist @SamsungOSG
2
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
8
ELEMENTS OF AN ENTERPRISE OPEN SOURCE STRATEGY
Product
Governance
Open Source Strategy
Culture Community
9
PRODUCT STRATEGY
Building OSS
Your Product
or Service
Open Source Your
Productor Service
Building for OSS
Open Source
Building with OSS
Your Product
or Service
Open Source
Building on OSS
Open Source
YourBusiness
10
OPEN SOURCE GOVERNANCE
Systematically streamline, safeguard, and manage open source throughout your software development value chain.
Choose Approve InventorySecure Audit Deliver
12
CORPORATE CULTURE
CollaborationTransparencyMeritocracy
ContributionGovernanceOrganizational
KnowledgeReuseMetrics
INNER SOURCE
15
Prolification + Contributions
SAMSUNG OPEN SOURCE TIMELINE
Exploring PossibilitiesUsing embedded Linux in select products
AdoptionAdoption of Linux and Open Source SW as a viable alternative
TizenMajorContribution
2012200820052002
Open Source GroupCreated in SRA-SV + Open Source Office in SRUK
2013
18
HOW?
Strategy Components
Grow OpenSource
Competence
Thought Leadership
External &Internal Visibility
UpstreamContributions
Educate/MentorProduct
Teams
19
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
23
UNDERSTAND COMMUNITY GOVERNANCE
• Each community is different• Contributions need to ‘fit’ with other
code/patches
24
UNDERSTAND COMMUNITY MOTIVATORS
• Successful communities are powered by motivated people
• Motivation can be: status, money, peer recognition
25
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
26
COMMUNITIES NEED NURTURING
• Posting code to public sites is not collaboration• Community participation is a cycle – expect
change
27
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 != ControlAccounting != Leadership