book

Adopting InnerSource

by Danese Cooper, Klaas-Jan Stol

September 2018

Intermediate to advanced

187 pages

4h 46m

English

O'Reilly Media, Inc.

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Old Patterns of Development: Closed and SlowFactors Driving Open SourceProprietary HierarchiesThe Open Source WayWhy Does Open Source Development Succeed?What Is InnerSource?A History of InnerSourceWhy Do Companies Adopt InnerSource?Breaking Down Silos and BottlenecksReuseKnowledge Sharing and Full Stack TeamsInnovationImproving QualityStaff Mobility and Process StandardizationInnerSource TodayWhy We Wrote This BookWho Should Read This BookHow This Book Is OrganizedVisit Us OnlineAcknowledgments
Origins of The Apache WayFundamentals of The Apache WayMeritocracyTransparencyCommunity
Background on Internet Protocols for Voice CommunicationSIP: A Brief BackgroundThe Project: The Common SIP Stack (CSS)Phase 1 (1998–2000): The Foundational YearsPhase 2 (2001–2003): Opportunistic PartneringPhase 3 (2004–2006): Corporate Open SourceReflections, Insights, and DiscussionAdvertising and EncouragementThe SIP Asset: By the NumbersLooking BackAcknowledgments
Why InnerSourceStarting the BIOS JourneyEstablishing and Growing the BIOSphereBIOS ValuesBIOS Review CommitteeBIOS Governance OfficeAttracting ContributorsFrom BIOS to Social CodingSustaining Social CodingSuccess StoriesWidespread AdoptionDiverse Ecosystem of CommunitiesImproved CollaborationPersonal GrowthIncreased ProductivityAlignment with BusinessSuccess FactorsChallengesLessons LearnedConclusionAcknowledgments
A Little BackgroundAttributes of InnerSourceThe CheckOut ExperimentThe Onboarding ExperimentExecutive Air CoverMeanwhile, in IndiaLearning GoalsBeginning Symphony and InnerSource Brand DilutionInitial Symphony TrainingThe Contributing.md FileCadence of Check-InsOutcomesThe Rhythm of InnerSource WorkThe Future of InnerSource at PayPalAcknowledgments
Looking for New Ways of OrganizingStarting the Journey Toward InnerSourceWhy InnerSource?InnerSource ExperimentsSteps Toward InnerSourceGetting People on BoardLeading by ExampleInnerSource PrinciplesInnerSource ResultsInnerSource: One Year LaterInnerSource ChallengesBuilding Trust in Written CommunicationScaling InnerSource Beyond First ExperimentsGetting Other, Nondeveloper Colleagues on BoardCrossing the Boundary Toward Open APIs and Open SourceConclusion and Future OutlookAcknowledgments
The Changing Telecommunications LandscapeWhy InnerSource?Scaling Up Development CapacityReducing WasteImproving QualityStarting the Community Developed Software ProgramCreating Core TeamsSetting Up Contribution RulesSetting Up a Flexible CDS InfrastructureCreating the Governance CouncilSelecting Components and Development ModelsDevelopment ZonesCollaboration WorkflowMaking Collaborations HappenPillars of Community-Developed SoftwareSuccess: The User Interface SDK FrameworkLessons LearnedThe Future of InnerSource at EricssonAcknowledgments
Comparison of the Case StudiesProductProcesses and ToolsCommunity and ManagementGuidelines for Adopting InnerSourceProductProcess and ToolsCommunity and ManagementThe InnerSource Commons

Content preview from Adopting InnerSource

Chapter 4. Living in a BIOSphere at Robert Bosch

With Georg Grütter, Diogo Fregonese, and Jason Zink

Year, place founded: 1886, Stuttgart, Germany
Area(s) of business: Automotive, consumer goods, industry technology, energy and buildings
Revenues: ca. €78.1 billion (2017)
Offices: 440 subsidiaries in 60 countries, 125 R&D locations
Number of employees worldwide: 402,000
Number of software engineers: 20,000
Year of InnerSource adoption: 2009

Robert Bosch GmbH is a large corporation active in areas ranging from mobility and industrial solutions to energy and building technology and consumer goods. Like any true startup, Bosch was founded in a garage; it all began in Stuttgart, Germany, in 1886. Since then, Bosch has grown to over 400,000 employees, called “associates,” who are distributed across 120 research and development offices spanning five continents. Due to the extremely distributed nature of the company, Bosch, like any other distributed organization, faces challenges in achieving collaboration across business units (often called “silos”), across different locations, and across different time zones. For such a large company to remain successful, it is essential to facilitate and improve collaboration. In pursuit of that goal, two associates in corporate research who were interested in free and Open Source software started playing with the idea that the Open Source development model could address many of the issues associated with distributed development. ...