the new development organization: embracing “open” and “sharing” to deliver superior value

© Black Duck 2013

The New Development Organization: Embracing

“Open” and “Sharing” to Deliver Superior Value

2 © Black Duck 2013

Speakers

Tim YeatonCEO

Black Duck Software

Ed Tilford Head of Open Source Governance

Thomson-Reuters


Overview

• Key Trends• Growing importance of open source software (OSS)• Software Development: the rules are changing• Tapping the world’s knowledge

• New approach: open and sharing• Case Study: Thomson Reuters


“Software is eating the world.” - Marc Andreessen - 2012


Software is Everywhere - Mobile

½ the earth’s population uses mobile today


Software is Everywhere - Automotive

It’s powering big mobile devices


Software is Everywhere – Consumer Electronics

It’s enabling appliances


Software is Every-Ware

It’s powering wearable devices


…and Open Source is fueling these innovations

Black Duck KnowledgeBase


The Rules of the Game are Changing


Community methods are being brought in house


Financial Services

Automotive

Mobile

AerospacePolarsys

Healthcare

It’s Changing Entire Industries

The

Foundation

The Apache Foundation

Infrastructure

http://www.linuxfoundation.org/



http://www.apache.org/

http://www.apache.org/


Knowledge: Share, Reuse, Repeat

The collective wisdom of the world’s open source developers can enable creativity and speed development


Knowledge

Creativity

15 © Black Duck Software, Inc. 2013

New Approach: Open and Sharing

Economic value is being

created through open,

collaboration across

boundaries and

communities.

Black Duckenables

organizations to connect, code and create.

BEYOND OPEN SOURCE GOVERNANCE AT THOMSON REUTERSEd Tilford

• Thomson Reuters is the world’s leading source of intelligent information for businesses and professionals

• We combine industry expertise and innovative technology to deliver critical information to leading decision makers

• We are the world’s most trusted news organization• We serve professionals in the financial and risk, legal, tax

and accounting, intellectual property and science and media markets

• We are a global company with operations in over 100 countries, employing approximately 60,000 people

ABOUT THOMSON REUTERS

Idea Generation Business Planning Definition Delivery Deployment Support & Measure Obsolescence

Commitment Review

F4LReview

OSS Use Registration Source Scanning

Class 1 Class 2 Class 3 Class 4 Class 1 Class 2 Class 3 Class 4

OSS GOVERNANCE OVERVIEW

OSS not approved

Remediation

OSS Approved

Review

Ready to be

Hosted

Ready to Ship

19

CONTRIBUTING TO EXISTING COMMUNITIES - BENEFITS FOR THOMSON REUTERS

• Attracting and retaining talent– Peer recognition is valued, maintaining a professional online

presence is becoming the norm

– TR is not a well known technology company particularly among new college graduates

• Fostering goodwill within the OSS communities whose solutions we use– Giving back instead of just taking

• Influencing/driving the strategic direction of communities we use extensively in our products– Think Tomcat, Jquery, log4j, Java, Apache Commons, …

20

WHAT’S TO MANAGE?

• Loss of reputation– Code submitted with bugs/poorly designed, disparaging

remarks

• Loss of intellectual property rights, copyright retention rights– Not all OSS licenses are created equal

• Loss of competitive advantage– Assume our competitors are using it even if they are not

active in the community

• IP contamination

• Copyright, trademark infringement

NEW COMMUNITY PROCESSES

- Provide processes for gaining approval to create new external open source communities with TR IP

- Presents a structured and considered approach to creating new communities

- Education: technology groups gain understanding of what’s involved to be successful

- Strategy and plan: project rationale, content, benefits and risks defined and considered ahead of launch

- Commitment: resources required are acknowledged and provided- Legal protection: contributor assignment forms are established- IP review: project is screened for patented/able material, now and

future

NEW COMMUNITY PROCESSES

Submit Community

Request

Reviewand

Triage

Clarification orModification Request

RequestRejected

Develop Strategy and

Plan

Reviewand

Approve

Clarification orModification Request

Implement and Launch Community

PlanRejected

2323

• Potential business value to TR

– Quantitative wherever practical• $$ saved in maintenance (hard to determine)• Reduced cost of sales• $$ in new sales

– Qualitative• Strategic value is usually qualitative

• Direct and potential cost to TR

– Community implementation and launch costs

– Community operating expense, promotion costs

• Community viability assessment and key factors

• Assessment of other risks and key factors

• Technology strategy

• Licensing strategy

• Community strategy

• High level implementation plan

NEW COMMUNITY BUSINESS CASE

24

CORPORATE SOURCE VISION

Increase software velocity,cost savings andinnovation

while enhancing employee retention & recruitment through the harnessing of collaborative energy, expertise and code from across the enterprise.

27

CORPORATE SOURCE ACCCOMPLISHMENTS

• Uptake increasing– Adoption moving from basic component to standard

distribution and outright collaboration

• The registry for APIs across TR

• Integration with other TR development services

CONCLUSIONS

• There is more to OSS governance than just managing the use of OSS

• Manage internal demand for contributing and creating new OSS communities

• Adopt inner sourcing practices to realize real business benefits

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