Platforms but no Platform Organizations

One result of our recent case study research on inner source is that companies may not always need platform organizations to get to a platform of shared reusable assets. They will certainly need platforms, but they won’t need a dedicated organizational unit to develop and maintain this platform.

You don’t have to read the research paper to come this conclusion; common sense is just fine: Through the Apache Software Foundation (ASF), for example, companies like IBM, Oracle, and SAP are able to collaboratively develop the infrastructure of the Internet. The ASF has almost no employees; all work is done by the participating companies (and a few individuals). If companies like these, who fight each other to the death in front of a customer, can join hands to develop competitively non-differentiating software, why can’t organizational units inside software companies do this?

This is the idea of inner source: You don’t always have to have a dedicated organizational unit to work on a particular component. If the component is of broad enough interest within the company, users of this component might as well chip in and collaboratively develop the component. In the extreme case, and perhaps this is also the best case, no dedicated organizational unit is needed any longer for the development of shared reusable components.

The idea of doing away with a platform organization flies in the face of conventional wisdom. Given that textbooks tell you that product line engineering requires a dedicated platform organization, and leading companies are typically set-up this way, doing away with the platform organization may indeed prove to be too disruptive in the short-term. For this reason, we have developed several solutions that let companies keep their platform organizations.

Read more in the paper or contact us through my group’s homepage for research or my company’s homepage for commercial consulting.

Putting on their #Gearface (no Google Daydream)

With all the hoopla on Google Daydream coming up, I thought I’d share two photos of people high on Samsung’s Gear VR. I think Samsung chose a better name for their product. The second photo clearly shows a person with a gearface. Can’t imaging calling this a daydreamface. The future is so bright, you’ll have to wear a mobile.

Follow-up on the Discussions about Knowledge for Knowledge’s Sake

I’ve been enjoying the discussion around Patek’s recent video argument for knowledge for knowledge’s sake in several forums. I thought I’d summarize my arguments here. To me it looks all pretty straightforward.

From a principled stance, as to funding research, it is the funder’s prerogative who to fund. Often, grant proposals (funding requests) exceed available funds, so the funder needs to rank-order the grant proposals and typically will fund those ranked highest until the funds are exhausted. A private funder may use whatever criteria they deem appropriate. Public funding, i.e. taxpayer money, is more tricky as this is typically the government agencies setting policies that somehow rank-order funding proposals for a particular fund. It seems rather obvious to me that taxpayer money should be spent on something that benefits society. Hence, a grant proposal must promise some of that benefit. How it does this, can vary. I see at least two dimensions along which to argue: Immediacy (or risk) and impact. Something that believably provides benefits sooner is preferable to something that provides benefits later. Something that believably promises a higher impact is preferable to something that provides lower impact.

Thus, research that promises to cure cancer today is preferable over research that explains why teenage girls prefer blue over pink on Mondays and are generally unapproachable that day. Which is not to say that the teenage girl question might not get funded: Funders and funding are broad and deep and for everything that public agencies won’t fund there is a private funder whose pet peeve would be solving that question.

The value of research is always relative, never absolute, and always to be viewed within a particular evaluation framework.

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An Alternative View of Funding for Innovation

My rant on what’s wrong with Industrie 4.0 argued that it focuses too narrowly on too incremental a domain.

The real tectonic change of the last 20-30 years in my opinion is the speed of innovation that software gives you over any other technology domain. Whatever the gadget or concept, if you can add software to it, you can speed up innovation by a major factor. The reason for this is that software can be modified and brought to market within seconds, rather than weeks or months. This is the result of the last ten years of development of “continuous delivery”.

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What’s wrong with Industrie 4.0?

Short answer

A lot. The overly narrow focus on a particular domain of innovation starves the support for innovation is other domains, making Germany lose out in those domains.

This has been bugging me for some time now.

Longer answer

Somehow German politics declared “Industrie 4.0” (industry 4.0) to be a major area of innovation for Germany. Focus, attention, and funding followed. Industrie 4.0 is supposed to be the next evolutionary step in industrial production based on the convergence of the various technology streams we are currently witnessing (software, biotech, hightech, what have you).

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Some Progress on Wikipedia Editing

Wikipedia has long been suffering from its rather raw “wiki markup” editing experience. The reason is that the underlying software is stuck in the mud and any progress is slow and painful. Right now there is some excitement over progress on the “visual editor” of Mediawiki. As you can see in the video below the look and feel is 2016, while the functionality is still 1999. How we will catch-up with Google Docs or Medium or any reasonable editing experience this way remains a mystery to me.

I want my computer to be as easy to use as my rice cooker

There is a (by now oldish) saying, attributed to Bjarne Stroustrup:

I have always wished for my computer to be as easy to use as my telephone; my wish has come true because I can no longer figure out how to use my telephone.

I used to riff on this with the following variant:

For the sake of my parents, I want their computer to be as easy to use as my rice cooker.

My wish now has come true, as the WSJ reports about the new Mi rice cooker (local copy), which is controlled by a mobile app and needs resetting using a small pin.

The Internet is Eating the Things

A lot of my industry talks emphasize the value of software over hardware because of the significantly higher speed of innovation. In a well run continuous software engineering (DevOps) organization, you can go from commit to production within seconds. Try that with hardware! The feedback you can gather from customers and the market is at least a power of ten faster in software than in hardware, creating a whole new layer of product innovation on top of existing hardware platforms.

I use the following slide to drive home the point, kind of abusing Marc Andreesen (though I bet he would like it), for this purpose.

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Offene Daten und die Deutsche Bahn als Vorbild #opendata #deutschebahn

Die Deutsche Bahn hat letztes Jahr ihr Offene-Daten-Portal (Open Data Portal) ins Web gestellt. Ein erster Schritt und ein wichtiges Angebot, das wahrgenommen werden sollte.

Die Deutsche Bahn ist auch ein Vorbild für Deutschland und Deutsche. Meine Meinung, vereinfacht: Ist die Deutsche Bahn dreckig, fühlt sich Deutschland dreckig; ist die Deutsche Bahn verspätet, bemühen sich Deutsche auch weniger, pünktlich zu Meetings zu kommen.

Die Deutsche Bahn arbeitet zur Zeit stark an Qualitätsverbesserungen, auch als Reaktion auf die Kundenkritik. Was der Deutschen Bahn als erstes unangenehm erscheinen mag (die Kritik) ist aber auch eine Chance: Die Bahn liegt Ihren Kunden weiterhin am Herzen.

Hier kommt dann wieder das Offene-Daten-Portal ins Spiel. Die Deutsche Bahn ist ein großes Unternehmen, aber auch nicht allmächtig. In einen Konzern mit über 500 Tochtergesellschaften und über 2 Milliarden Beförderungen pro Jahr ist viel zu tun. Die offenen Daten der Deutschen Bahn ermöglichen die Entwicklung von innovativen Apps und anderen Diensten durch die Community oder Unternehmen. Mit diesen Apps können Kunden, Partner und auch die Deutsche Bahn einen Beitrag leisten, dass sich Reisende weiterhin in und mit der Bahn wohlfühlen.