open innovation latinoware 2008
DESCRIPTION
Open Source: um exemplo prático do modelo de Open Innovation. Palestra efetuada no LatinoWare 2008.TRANSCRIPT
IM AR
Cezar Taurion
Gerente de Novas Tecnologias Aplicadas
Open Source Evangelist
Open Source/SoftwareLivre: Exemplo prático do modelode Open Innovation
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O Mundo do Século XXI…Mudanças rápidas!
Globalização
Desregulamentação
Internet
Comoditização
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Inovação é estratégico! Opinião de consultores...
� Gartner 2006 Annual CIO Survey : “competitive advantage, revenue growth and faster innovation are all among their top 10 business issues”
� Deloitte and Touche Global Benchmark Study of Manufacturers: “By 2010, products representing more than 70% of today’s sales will be obsolete due to changing customer demands and competitive offerings”
� World Economic Forum 2006 : “The obsolescence of many 20th century structures compels leaders to develop fresh concepts, new institutional models and more-flexible processes for serving diverse populations”
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O ritmo das inovações está se acelerando...
Automóvel
Inte
rnet
0 25 50 100 125 15075
Anos
0
50
100
TelefoneEletricidade
Radio
Televisão
VCR
PC
Celular% P
enetr
ação
Para chegar a 50 milhões de usuários:
Telefone 74 anosPC 16 anosCelular 5 anosInternet 4 anosSkype 2 anos
Há 5 anos existia o termo blog?Hoje cresce a um ritmo de1 blog por segundo!
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O Paradigma Atual: Sistema de Inovação Fechado
ResearchResearchInvestigationsInvestigations
DevelopmentDevelopment New ProductsNew Products& Services& Services
The
Market
Science
&
Technology
Base
R D&E
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Estudo IBM Global CEO Study 2006
Fonte: IBM, “The Global CEO Study 2006” (2006)
�“65% expect to radically change their companies during the next 2 years”
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IBM Institute for Business Value, CEO Study 2006
Colaboração impulsiona a inovação
Academia
Associações
Parceiros
Competidores
Think-tanks
Consultores
Clientes
Funcionários
Outras instituições
Pesquisa & Desenvolvimento
Vendas e Serviços
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
As fontes de novas idéias e Inovação
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Inovação é uma atividade social
� A invenção sózinha não é mais suficiente;
� A inovação reside na interseção entre a invenção e o“insight”;
� Inovação cria novos valores;
− Transforma conhecimento e tecnologias para impulsionar aprodutividade e criar novos hábitos sociais.
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A lógica do modelo “Open Innovation”
� Good ideas are widely distributed today. No one has a monopoly on useful knowledge anymore.
� Financial managers must play poker, as well as chess, to capture the value in false negatives.
� We must manage IP in order to manage research:
− need to access external IP to fuel our business model
− need to profit from our own IP in others’ business model
� Not all of the smart people in the world work for us.
© 2007 Henry Chesbrough
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Our currentmarket
Our new market
Other firm´́́́smarket
O modelo de Open innovation
External technology insourcing
Internaltechnology base
External technology base
Stolen with pride from Prof Henry Chesbrough UC Berkeley, Open Innovation.
Internal/external venture handling
Licence, spin out, divest
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Dominant Trends
Transistor performance scaling continues, but at a slower rate
Power is limiting practical performance
Single thread performance is slowing dramatically
OneTeraflop
is equivalent to:
OneTeraflop
is equivalent to:
10’000 Cray 1s
287 Pentium 4s
5’000 iPods
Multicore architectures will commoditize supercomputing
Compute-power becomes abundant
1 Game Console
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Os programas de inovação na IBM
IBM ResearchFirst-of-a-Kind
GlobalTechnologyOutlook
Mobilize Interest, Collaborate
Incubate, Prototype &
Validate
Implement, Take to Market
Ideas
Academia
Employees
ClientsTechnology Adoption Program
Partners
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How IBMhas used Jams
IBM allcompany Jams
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InnovationJam
� Demonstrate power of collaboration in advancing innovation
� Accelerate the ability to innovate and deploy integrated offerings
� Participants
− 150,000 people
− 104 countries
− 46,000 ideas
− 67 clients, business partners and academic institutions worldwide
− 12,690 family members
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Jam Outcomes
Real-time Translation
Services
Simplified Business Engines
Intelligent Utility
Networks3D Internet “Digital Me”
Big Green Innovations
Branchless Banking forthe Masses
Smart Healthcare Payment Systems
Intelligent Transportation
Systems
Electronic Health Record
System
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Comunidades e & Open Innovation são chavespara o Open Source
� Community-driven approach to problem solving
� People working across geographical and organizational boundaries to confront today's most pressing challenges
� Enabled by:
− Open standards
− New intellectual property practices
− The Internet and collaborative tools
� It unites perspectives from a host of disciplines to:
− Rapidly solve business issues
− Accelerate technological advancements
− Stimulate economic growth
− Enable new business models
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Mas, o que é Open Source?
Open Source
Inovação do processo
de desenvolvimento
Modelos de negócios
“I think Linus’s cleverest and most consequential hack was notthe construction of the Linux kernel itself, but rather hisinvention of the Linux development model”. Eric Raymond, “The Cathedral and the Bazaar”
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Desenvolvimento colaborativo: o fenômeno Wikipedia (//en.wikipedia.org)
� Imaginem um projeto com as seguintes características:
− Aglutinar todo conhecimento humano
− Autoria colaborativa
− Dezenas de línguas (mais de 2.500.000 verbetes em inglês e mais de 430.000 em português)
− Manter histórico das atualizações, acesso rápido, flexível nas atualizações e inserções de verbetes (1500 verbetes por dia), alta demanda (um dos dez sites mais visitados)
− Como gerenciar este projeto na forma tradicional?
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Open Source: Desenvolvimento ColaborativoExemplo do Kernel 2.6.22
� 8,5 milhões de LOC
� 2330 LOC adicionadas e 2800 modificadas a cada dia, 24 x7!
� +2100 desenvolvedores envolvidos
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Contribuidores
Staff da Linux Foundation tambémcontribui com código
Código fonte
Mantenedores dos Subsistemasno staff LF
Mantenedoresdos
subsistemas
Mantenedor do kernel em produção
Código fonte
Mantenedor do kernel em desenvolvimento
Linus Torvalds(staff LF)
Andrew Morton(staff Linux Foundation)
Mercado
Linux User Advisory Council(LF)
Desde maio 2004 o então OSDL definiu novo método de colaboração. O código deve ser identificado, com preenchimento do Developer’s Certificate of Origin para identificaro contribuidor.
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ProposedRequirements
Submit Bug &Enhancement
Reports
Decide on and code
Bugs or Enhancements
Vote on Patches
Vote on New Features
Determine FeaturesOf New Release
Problem ReportsIn Bugzilla
Developer Distribution Source Code
Patches
ProposedFeatures
Users
Developers
Committers
Developers
Patches Revoked?
Release Manager
Program Management Committee
Develop NewRelease
Final TestingOn Their own
Server
GeneralAvailability
Apache HTTPDApache HTTPDApache HTTPDApache HTTPDRelease ProcessRelease ProcessRelease ProcessRelease Process
Decision
To Commit
Patches Released
Alpha Testing
Alpha Build
Beta Testing
Beta Build
Developers
Final DecisionOn what goes in
Source Code
Release Manager
Diagram from Michele Rousseau of UCI
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A evolução do modelo de desenvolvimento de Software Livre
✔ Desenvolvedores 100% voluntários
✔ Desenvolvimento anárquico
✔ Não existe roadmap claro (visãopessoal do criador)
✔ Inexiste scheduling para deployment (desenvolvedores escrevem código pararotinas que querem e gostam/ e paraquando querem)
✔ Qualidade do código é variável (testebaseado na filosofia de “massively parallel debugging”)
✔ Código instável (desenvolvedoressubmetendo contribuições “bleeding edge”)
✔ “ideologia”/romantismo
✔ Percepção de que os fundamentoseconômicos eram somente intangíveis(gift economy)
✔ Sinergia industria e comunidade: Mais de 60% dos desenvolvedores principais trabalham emfundações mantidas pela indústria (ex. ASF/Linux Foundation) ou em empresas
✔ Organização mais hierárquica (ex: Linux Foundation como ponto focal para o Linux)
✔ Roadmap mais claro (experiência daindustria)
✔ Scheduling mais organizado com novoscódigos sendo gerados como projeto pororganizações (ex. O LTC da IBM)
✔ Melhoria da qualidade do código (mantémdepuração maciça, mas implementa testes sistemáticos no código gerado por profissionaisde empresas de TI)
✔ Maior controle das versões
✔ Ecossistema de negócios
✔ Percepção da sustentabilidade dos modelos de negócio
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Increasing Adoption by Customers
Incre
asin
g M
atu
rity
Source: IBM, December 2007
OperatingSystems
DevelopmentTools
ApplicationServers
Web Servers
Databases
SystemsManagement
Open Hardware
SOA
WebBrowsers
Search
Emerging
Mature
Services
Grid / Cloud
Maturidade e Adoção de Open Source
Office Editors
Applications
Collaboration
Virtualization
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Open Source gera Dinheiro!!!Ecosistema Open Source e Linux
� Segundo IDC o ecossistema Linux (hardware, software e serviços) totalizou US$ 21 bilhões em 2007 e deverá crescer até US$ 49 bilhões em 2011.
� “The Linux ecosystem has strong long-term prospects, with the overall ecosystem spend projected to increase from $21 billion in 2007 to $49 billion 2011. The shifts highlighted in this paper will help drive that trend forward at healhty rate, as users incresinglyuse Linux as key business solution for today’s IT challenges”
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Wired Magazine: Open Source Software Made Developers Cool. Now It Can make Them Rich.
1. Em 2007, cerca de 30 companhias Open Source foram compradas por um valoracumulado de mais de um bilhão de dólares. O dobro do que ocorreu em 2005.
2. Em 2008 as coisas começamaquecidas…MySQL pela Sun, EnterpriseDBpor varios investidores, incluindo IBM, Nokia pagando 153 milhões de dólares pelaTrollTech…
3. “I think the software-licence business model is archaic…I wouldn’t fund a company with that model, and I don’t think anyone else would., either.”. Frase de Kevin Harvey, VC da Benchmark Capital, que recentemente investiu no MySQL e naZimbra (que depois foi adquirida pela Yahoo por 350 milhões de dólares)…
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Open Source: maduro, disruptivo e inovador
� “Open source is disruptive, it develops rapidly, is adopted quickly, and it efficiently meets market needs while enabling new market capabilities.” (Computerworld, Oct 26, 2007)
� IDC reports more than 21 percent of all servers run Linux and it is the fastest growing server environment.
� Gartner reports that by 2011, open-source software's impact on enterprise application software will grow to $17 billion, with a five-year compound annual growth rate of 43%.
− By 2010, Global 2000 IT organizations will use open-source products in 80% of infrastructure-focused software investments and 25% of business software investments.
− By 2010, 90% of Global 2000 organizations will have formal open-source acquisition and management strategies .
− By 2010, software companies that do not incorporate OSS (in some manner) into offered solutions risk becoming "uncompetitive" because of the expense associated with in-house engineering. An OSS strategy could include community participation, licenses allowing freely available copying and distribution, subscription support, and commercial OSS.
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Open Source abre novos mercados, antes inatingíveis…
� Open Source permite a IBM entrar no mercado “Long Tail”, inacessível antes devido ao
custo de produção, distribuição/comercialização, manutenção...
� Bons exemplos: Linux, Eclipse e WS Community Edition
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Open Source: oportunidades inovadoras!
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� Nossa Estratégia Linux: Como e quandocomeçou?
� Jikes (1998)
� Relatório apresentado aoCorporate Technology Council, março de 1999
� Marco na indústria: anúncio no Linux World 2001 (1 bilhão de US$ nos próximos 3 anos)...
� Diversas Iniciativas Importantes: Eclipse,
Apache, Cloudscape, Gluecode…
�Doação de 500 Patentes de Software : “it is
hoped that other patent holders will join
IBM in establishing a patent commons for the
benefit of OSS and to encourage innovation.”
Comprometimento da IBM com Linux e Open Source
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IBM contributes to 150+ OSS projects
IBM leads 80+ OSS projects
1999 / 2000
� IBM forms Linux Technology Center
� Leads Apache projects Xerces(XML4J), Xalan, SOAP
� Creates OSI-approved IBM Public License
� Strategic participation in Mozilla
� IBM becomes founding member of OSDL
2001
� Linux contributions to networking, serviceability, performance
� Mods to Apache 2.0 HTTP server
� Founder of Eclipse.org –contributing Platform
� Common Public License approved – used by Eclipse
� Creates internal bazaar using OSS methodology
2002
� Linux contributions to scalability (8-way+), reliability (stress testing, defect mgmt, doc)
� Leads Apache Web Services projects WSIF and WSIL
� Leads Eclipse projects GEF (editing), EMF (modeling), XSD (XML Schema)
� IBM contributes eServer support for Globus Toolkit 2x
2003
� IBM and SuSEachieve EAL2+ Common Criteria security cert
� Leads Apache projects Pluto (Portlet API) and WSRP4J (Remote Portal)
� Leads Eclipse projects Hyades (testing), Visual Editor, AspectJ, Equinox rich client
� Globus Toolkit 3 contributions for OGSA, OGSI
2004-2006
� IBM and Novell/SuSE achieve EAL4+ and COE compliance
� Eclipse becomes independent org –IBM contributes UML2, Web Tools, Voice Tools
� Globus Toolkit 4 is WS-I compliant
� Pledged 500 Patents to Open Source
� Partner with Zend PHP
� IBM enhances Apache partnership
- Contributes Derby database- Helps Derby graduate from
incubation- Contributes voice recognition- Supports Geronimo J2EE project- Acquires Gluecode for skills
� Firefox accessibility contribution
� Aperi project founding member
� Open AJAX initiative
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IBM’s Open Source Approach
� Inovação: Harness and fuel the energy and innovation of open source communities
� Otimização: Capture, focus and translate open source innovation into value for our customers
� Contribuição: Become a strategic player in open source communities, both as a contributor and consumer of technology
� Crescimento: Leverage open source to gain new users, enter new markets, and expand business opportunities
Community Innovation
Contribute
Enhance
Su
pp
ort
Inte
gra
te
Embed Layer Extend
Participate .. Donate ...Sponsor..
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ApacheEcl
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Ed
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WAS CEEclipse Elite
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Man
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Pla
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Off
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Web ApplicationServers / SOA
InformationManagement
SoftwareDevelopment
ClientCollaboration
SystemsManagement
Open Source Services
Open Grid / Cloud Offerings
OpenHardware Platforms
Power.orgBlade.org
Xen,
Globus.
Hadoop
System I, p, BladeCtr
IBM ServersIBM Grid
/ Cloud
IBM
Serv
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Op
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Solutions
Open
Office
�Initiative Areas
�Mixed Open / Private Source Offerings
�Open Source Projects
�Open Source
�Communities
Lo
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Linux
Jazz / Rational
Team ConcertWAS Feature Packs
IBM
Data
Stu
dio
Blue Cloud
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Jazz
Innovation A major investment by IBM to create a scalable,
extensible team collaboration platform for seamlessly integrating tasks across the
software lifecycle
Community
Jazz.net – an online venue for open commercial development of the Jazz
platform and Jazz-based products and an extension of the world wide
Eclipse ecosystem
Vision A next-generation vision for the value and
experience that future Rational products can bring to software and systems delivery teams
Rational ProductsA commercial project led by the IBM team that brought you the Eclipse Platform. Rational Team Concert Express will be the first product built on
Jazz and feature tooling for agile practices. Additional members of the Rational Team Concert
family will follow
Innovative Software Engineering
SoftwareDevelopment
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IBM e o LTC (Linux Technology Center)
IBM Linux Technology Center
$50M/yr IBM Unique
$50M/yr Common
$100M/yr Total
Non-IBM Commercial Linux Development Expenses
(e.g. Intel, Nokia, Hitachi, etc.)
$450M – 700M Company Unique
$450M – 700M Common
$900M – 1,400M Total
Non-IBM
Commercial
Source: IBM figures: IBM Software Group; External figures: Open Source Development Laboratory
IBM
One fifth of the cost of an
independent IBM approach
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Modelos de negócio de Open Source
Cost Reduction Direct Revenue Influenced Revenue
Pro
prie
tary
Co
mm
un
ityO
pe
nC
om
mu
nity
Patronage Strategy
Subscription Strategy
Embedded Strategy
Extend and Enhance Strategy
Layering Strategy
Hosted Strategy
Consulting Strategy
Dual License Strategy
Optimization Strategy
IBM Non-IBM
Tools, Server Vendors
ProprietaryDatabaseVendor
Search Vendor
Open Source DB Vendor
Open Source Development
Vendor
Open Source App Server
Vendor
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Modelos de negócio baseados em open source e softwares proprietários devem coexistir: a indústria e o mercado estão buscando o ponto de equilíbrio...Novos modelos baseados em SaaS (Cloud Computing) surgirão.
TotalmenteOpen
TotalmenteProprietário
Onde se posicionar?
Direção daIndústria e mercado
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. A base existente de aplicações de Open Souce/Software Livre na Europa custaria mais de 12
milhões de euros para desenvolver-se comercialmente. Conta hoje com mais de 130.000 colaboradores.
. O Software Livre fará com que a UE se aproxime dos objetivos da “Estratégia de Lisboa”, para fazer
a Europa mais competitiva.
. E no Brasil?
