Commercial & Open Source Software
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This document discusses commercial and open source software models and their interaction and impact. It notes that there is no single correct model for software development and that different models have produced best results through interaction. It provides an overview of major software companies and their approaches to open source software, including both participating in open source projects and commercializing open source solutions. It also identifies several open source projects and companies to watch that could disrupt existing software markets through open source competition and innovation.
Commercial & Open Source Software
- 1. Commercial & Open Source Software Erick Watson US Business & Marketing Organization Microsoft Corporation
- 2. Separate Competition from the Discussion Development Business Licensing Open Models Models Models Standards Role of IP, Economics, Public Policy… Product Competition, Consumer Choice VS.
- 3. Software Production Academia Community Commercial (traditional) Governments Hobbyists Competition Freeware Industry Open Source (Non-Software) Functionality IT Development Public Domain Software Shareware Vendors Intellectual Property There is no “correct” way to produce software Interaction of multiple models has produced best results Development model has little impact on production use
- 4. Commercial and Non-Commercial Software Non- Commercial Commercial Open Commercial Software Free Commercial Public OSS Tech Transfer >60K software companies producing >180K products Millions of apps custom developed by orgs for in-house use Tech transfer of R&D has been critical to software industry
- 5. OSS and Commercial Use IBM Customer Red Hat Apple Benefit CollabNet SUN VA Systems SAP Ximian Software SuSE * Oracle Business Sendmail Microsoft Model MySQL RealNetworks Sleepycat OSS is positive influence for most major software companies Increased product and services competition benefits customers OSS vendors are directly commercializing their solutions Customer demand for value is still primary driver * Recently acquired by Novell
- 6. Competitive Landscape IBM Linux ($ + heads + OSDL + LSB = Control) Apache – Board of Directors, contribution, inclusion, leverage Eclipse – SUN compete, Java community strategic play, Websphere support ISVs – second “big bet” Hardware & Services – revitalize PPC, SUN compete, strengthen services contracts Red Hat “Winner” of Linux market consolidation Heavy commercialization – negative for community, positive for customers Not invested in OSDL or LSB – putting R&D into distro testing and ISV integration Novell OSS-O-Matic – acquired SuSE & Ximian Big question mark is execution and corporate culture integration Microsoft is their key target – not SUN
- 7. Competitive Landscape cont ... SUN Desktop is focus - $ & heads in desktop and OpenOffice OSS putting extreme pressure on any commercial Java strategy Linux is a SUN server business threat Intel Drive x86 success…and repeat – OSDL (carrier grade Linux focus) Tools to support ISV community HP OSS project office - >200 projects in process Hardware – largest Linux hardware distributor, printers Legacy – migration path for HPUX community SAP SAPDB – drive commodity into database market OSS investment minimal - $ + heads into My SQL and Eclipse only Oracle Linux – commodity pressure in OS space drives down TCO for their solution Appearance of community involvement rather than heavy investment
- 8. Who/What To Watch MySQL – innovative business model, disruptive for Oracle & MS JBOSS – disruptive for IBM, BEA & MS MONO - .NET on Linux SAMBA – NT4 implications Eclipse – OSS IDE, commodity pressure in tools space OSDL – Linus lives there, core Linux direction Black Duck (and similar) – not OSS, but implication for litigious environment
- 9. www.microsoft.com/sharedsource http://infoweb/sharedsource http://linux source@microsoft.com © 2004 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.