WEBVTT

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Welcome back to the deep dive. So today we're

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tackling something that is, well, it's pretty

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much the foundational layer of all modern technology.

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We're talking about open source software, you

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know, OSS. And for most of us, especially if

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you're not on a development team, you hear open

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source and you just, you immediately think free.

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Right. Free as in it doesn't cost anything to

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download. But that view is so simplistic and

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it completely ignores the immense economic power

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behind it, the strategic advantages and frankly,

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the critical operational risks involved. OK,

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let's unpack this. We really need to move the

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conversation from thinking of OSS as like a niche

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hobby project to what it actually is. It's a

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global multi -trillion dollar industry and it

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demands an intentional strategy, not just accidental

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adoption. Exactly. So our mission here is to

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give you that strategic framework you need so

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you can really get the benefits of OSS while,

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you know, protecting yourself from the risks.

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And let me just set the stage with something

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I can say with a near certainty. If your company

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develops any kind of software, you're already

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using open source. Oh, for sure. Whether you

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know it or not. Absolutely. It's likely running

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your infrastructure. It's embedded deep inside

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your commercial products. It's in your supply

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chain. The prevalence is just, it's staggering.

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And that's why moving from just passively using

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it to strategically managing it is probably one

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of the most critical decisions a leader can make

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right now. So let's nail down the definition

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first, because the philosophy here is actually,

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I think, pretty profound. It's about capturing

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the world's collective intellectual effort, all

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this creative freedom, but as code. It's brilliant

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people from all over the world collaborating

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to build software that is, by design, open for

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everyone to see, to contribute to, and to use.

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And that transparency is really the key. I mean,

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to be officially called open source, the software

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has to meet several criteria that guarantee that

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freedom. The absolute core principle is that

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the source code has to be available. Anyone using

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it has to be able to look inside. Transparency

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isn't a feature. It's the prerequisite. OK, so

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having the code available is step one. But it's

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the license, right? That's what actually grants

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the rights to do things with it. Precisely. It

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must be free to be redistributed. And crucially,

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you're allowed to create derived work. Meaning

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you can build on top of it. Yes, you can take

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that code, you can modify it, and you can build

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your own innovation on that open foundation.

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But, and this is important, you have to maintain

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the integrity of the original author's source

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code. And our sources are clear this goes way

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beyond just the code itself. It's about a complete

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lack of restriction. It is. The license has to

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be distributed with the code. But it can't discriminate

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against anyone. No discrimination against people,

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groups, fields of work, or even technology. So

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a license couldn't say, you can only use this

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on brand X hardware. Exactly. That would fail

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the definition. Open source grants, quite literally,

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freedom of software. Now, when companies use

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this software, it seems to fall into two main

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buckets. The first one is frameworks and libraries.

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Yeah, think of these like components, Lego bricks

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almost. They're these modular pieces of code

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that do one very specific thing. Maybe it's a

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cryptography library or a really sophisticated

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graphing tool. So it's not the whole application.

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Never. They're always meant to be just one piece

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of something much bigger. And the second category

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is solutions. Solutions are the applications

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themselves. They're standalone. A full chat program,

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a database system. You can use it on its own

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without plugging it into anything else. OK, let's

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talk about scale. Because this is where the conversation

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really shifts from a philosophy about code to

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just massive industrial dependency. I want to

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repeat this number because it's wild. It's estimated

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that 96 % of all software code bases in the world

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use open source components. 96%. And even more

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critical for business, commercial applications.

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The software that companies actually sell can

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be made of up to 99 .9 % open source code. That

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99 .9 % number, it often trips people up. They

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ask, why would a company sell something that's

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almost all free stuff? Right. The answer is all

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about efficiency and focus. And this is where

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that medical device example really clears things

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up. Can you walk us through that again? Of course.

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So let's imagine a super complex proprietary

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medical device. The company's core innovation,

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their secret sauce, their IP, is all centered

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on one critical function. Let's say it's ensuring

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the extremely precise timing and dosage of a

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drug delivery. That's what they spend billions

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on R &D for. That's their unique value. That's

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why a hospital pays a premium for their device.

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Exactly. Now, that same device also needs to

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do other things. It has to connect to the hospital

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network, handle security, respond when someone

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presses a button, draw a graph on a little screen.

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All necessary things, but they're basically generic

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IT problems. They are generic IT problems. Yeah.

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And these problems have been solved and debugged

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and optimized thousands of times over by the

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open source community. So why reinvent the wheel?

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Why would you? Why would that manufacturer spend

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its precious time and R &D budget rewriting a

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networking stack? They just leverage robust,

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well -tested open source for all those adjacent

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needs. So when you see that 99 .9 % figure, it

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just means they were being smart. They focused

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their proprietary effort only on that tiny fraction

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of a percent that was their real market differentiating

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innovation. And the economic impact of this model

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is just, it's colossal. There was a Harvard study

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that tried to put a number on this. They looked

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at the supply side value, so what it would cost

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to actually produce all these common open source.

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libraries, and they put that around $4 billion

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a year. Which is a big number. But the truly

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staggering metric, the one that should make everyone

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sit up, is the demand side value. OK, so this

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is the value that the companies using the software

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get. This is the value they capture. So if you

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calculate what they would have had to pay for

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commercial licenses for their own internal R

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&D to replace all that open source, the value

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delivered is estimated at $8 trillion. $8 trillion.

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That single number just fundamentally changes

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how you have to think about OSS. It's not a free

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gift. It's a foundational piece of the entire

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global economy. And that study had another key

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finding. Large companies would have to spend

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three and a half times more on their software

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development if open source suddenly disappeared.

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Yeah. That's the sheer scale of the leverage

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and productivity we're talking about. Here's

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where it gets really interesting because beyond

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just saving money, there are six key strategic

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reasons for companies to adopt OSS. This is about

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competitive advantage. And the first one is fundamental.

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transparency and trust. Because the code is all

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out in the open if you're, say, a major bank

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or a critical infrastructure operator, you have

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the ability to audit and inspect the code running

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on your most vital systems. You can actually

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check it yourself. You can verify its integrity

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yourself, which means you can make a truly informed

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decision about whether or not to trust it. And

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number two, it massively boosts productivity

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and interoperability. It does, because OSS is

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almost always built on open standards. It just

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naturally promotes interoperability, which is

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the exact opposite of getting locked into one

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specific vendor. Let's dig into that vendor lock

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-in a bit more, which is reason four. With proprietary

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software, you often hear about the friction of

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an MSA. For our listeners, what's an MSA here,

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and how does open source get around that? So

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an MSA is a master service agreement. It's this.

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This huge legal contract you sign with a proprietary

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vendor. It defines everything, support, pricing,

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usage terms, and critically, how hard and expensive

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it is to leave them. The switching costs are

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huge. Immense. The legal and financial hurdles

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to pivot away are just massive. OSS completely

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bypasses all that legal friction. So if I'm using

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an open source graphing library and it's not

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working for me anymore, I can just swap it out

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for another one tomorrow morning without months

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of renegotiating contracts. Exactly. No penalty

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fees, no lawyers. That flexibility is a massive

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strategic advantage. Then there's number three,

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open collaboration. This one is fascinating.

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You see developers from companies that are direct

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market rivals. Think competing cloud providers,

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all working together on core projects that push

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innovation forward for the entire world. It's

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an incredible engine for progress. And moving

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to number five, it's often the fastest way to

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get your hands on emerging technologies. That's

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right. When a hardware company like Intel or

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AMD create some new cutting edge capability,

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let's say in confidential computing, the very

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first libraries and code showing how to use it

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are often released straight into the open source

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community. It allows for super rapid experimentation

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long before the polished proprietary tools are

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even ready. And then finally, number six, the

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obvious one, cost reduction. The software is

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free to download and use, which is a powerful

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alternative to expensive proprietary tools. But.

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And this is the crucial pivot point of our whole

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conversation. This brings us to responsible consumption.

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Just because the code is free and available,

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it doesn't mean it's good. It doesn't mean it's

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robust or secure. Not all open source is created

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equal. And not all of it is enterprise grade.

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Not at all. So we should probably define that

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term. If I'm making a strategic decision, what

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makes a piece of OSS enterprise grade versus,

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you know, just something a hobbyist built in

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their garage? Enterprise grade means it comes

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with the kind of features and institutional support

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you'd expect from proprietary software. So you're

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looking for things like engineering help and

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support, documented and timely security patching,

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a mature feature roadmap with clear timelines,

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and this is maybe the most important, guaranteed

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long -term support or LTS. LTS. So that means

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they'll keep it updated for what? Often five,

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10, even more years. It's a promise of stability

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and access to updates. Okay, so if a company

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hasn't formalized a strategy for this yet, they're

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basically using a critical $8 trillion piece

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of their supply chain without assessing their

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risk. Let's give our listeners the key risk assessment

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questions they need to be asking. The first question

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is purely operational. What are our support requirements?

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If you're using this code in a core business

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function, something that absolutely cannot go

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down, you need enterprise -level support SLAs

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and guaranteed patches. But if it's for an internal

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R &D project? Then you might favor innovation.

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That would be perfectly fine with a community

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best effort model. And that kind of dictates

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the whole stability versus cutting edge trade

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-off. You might use the newest library on a dev

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board, but when that product ships, you have

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to prioritize stability. Exactly. And that leads

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directly into the highest risk area of all, which

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is licensing. The third question has to be, what

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type of license are you OK with, and are you

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100 % certain you are using it correctly? This

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is where the legal risk gets really intense.

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I know there are dozens of licenses, but maybe

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we can talk about the two big families and the

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danger one of them poses. Absolutely. So on one

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side, you have permissive licenses, things like

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MIT or Apache 2 .0. These are generally pretty

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safe for commercial users. They let you use the

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code in your proprietary product without forcing

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you to open source your own work. But then there's

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the other category, the one that creates a significant

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risk for companies that want to keep their own

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code secret. That's the copyleft license family.

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The most famous one is the GPL, the general public

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license. Copyleft licenses are often called viral.

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They have a condition that says if you create

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a derivative work from this code and then you

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distribute it, you might be legally obligated

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to release the source code of your entire derivative

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work. Including your own proprietary code that

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you mixed with it. Yes. all under that same open

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source license. So if you use a copy left library

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the wrong way, you could be legally forced to

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open source your company's secret sauce. The

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very thing you plan to sell. That's a commercial

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catastrophe. Yeah. It is the single biggest legal

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risk in this whole space. The math flips entirely

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when your free library suddenly means you have

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to give away your core IP. You absolutely must

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have your legal team involved to understand the

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precise boundaries of what derived work and distribution

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mean under these licenses. And then there's that

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other risk we touched on, the operational one,

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the abandoned life. Yeah, you build your product,

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the one you're promising to support for 12 years

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on this great piece of OSS. But three years in,

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the main developer gets a new job, moves on,

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and crickets. the project just dies. What happens

00:12:15.000 --> 00:12:16.799
then? Well now you have a critical dependency

00:12:16.799 --> 00:12:19.299
that's not getting any new features and much

00:12:19.299 --> 00:12:21.940
worse, no security patches. So you either have

00:12:21.940 --> 00:12:24.220
to take on the maintenance burden yourself, basically

00:12:24.220 --> 00:12:27.159
funding the project internally, or you have to

00:12:27.159 --> 00:12:29.600
scramble to re -engineer your product with a

00:12:29.600 --> 00:12:32.440
different supported library. It's a huge, tangible

00:12:32.440 --> 00:12:34.879
risk. Okay, so we've laid out the need and the

00:12:34.879 --> 00:12:37.440
risks. Let's get to the action. What are the

00:12:37.440 --> 00:12:39.279
concrete steps a leader should take to start

00:12:39.279 --> 00:12:41.779
moving toward responsible adoption? The single

00:12:41.779 --> 00:12:44.200
most important first step is creating an internal,

00:12:44.500 --> 00:12:46.779
formalized, open source strategy and policy.

00:12:47.600 --> 00:12:50.080
Every single company that develops software needs

00:12:50.080 --> 00:12:53.629
one. and it can't be ambiguous. So what are the,

00:12:53.629 --> 00:12:56.169
say, three non -negotiable things that policy

00:12:56.169 --> 00:12:58.929
has to lay out? First, acceptable license types.

00:12:59.610 --> 00:13:02.009
It has to clearly state if copy left licenses

00:13:02.009 --> 00:13:04.789
are ever allowed, and if so, only in very specific

00:13:04.789 --> 00:13:08.070
cases, like internal only tools, never in a customer

00:13:08.070 --> 00:13:11.379
product. Second, acceptable use cases. Can we

00:13:11.379 --> 00:13:13.960
use this for R &D prototyping or only for final

00:13:13.960 --> 00:13:16.659
products? And third, required support levels.

00:13:17.080 --> 00:13:19.299
When is enterprise support mandatory and when

00:13:19.299 --> 00:13:22.000
is community best effort okay? And I assume you

00:13:22.000 --> 00:13:23.980
absolutely have to bring your legal team in to

00:13:23.980 --> 00:13:25.899
create this. That is mandatory due diligence,

00:13:26.100 --> 00:13:28.440
yes. Your lawyers need to sign off on the acceptable

00:13:28.440 --> 00:13:30.259
license list and what it means for your specific

00:13:30.259 --> 00:13:32.299
business model. And for anyone listening who

00:13:32.299 --> 00:13:34.840
wants a good template, you suggested maybe a

00:13:34.840 --> 00:13:36.960
surprising source. Yeah, look at the public sector.

00:13:37.240 --> 00:13:39.399
The U .S. Center for Medicare and Medicaid Services,

00:13:39.840 --> 00:13:43.620
CMS, developed this incredibly intentional and

00:13:43.620 --> 00:13:46.720
public open source strategy. They detail exactly

00:13:46.720 --> 00:13:50.240
which licenses and in what situations their organization

00:13:50.240 --> 00:13:53.759
can use OSS. It is an excellent structured template

00:13:53.759 --> 00:13:55.799
for how to do this right. OK, so to put this

00:13:55.799 --> 00:13:57.919
into practice today, we've got three immediate

00:13:57.919 --> 00:14:00.120
action items for our listeners. The first, you

00:14:00.120 --> 00:14:02.879
have to identify where you're already using open

00:14:02.879 --> 00:14:04.679
source. Because if you don't have a policy, I

00:14:04.679 --> 00:14:07.820
guarantee you're using it. So mandate the use

00:14:07.820 --> 00:14:10.940
of software composition analysis SCA tools. Get

00:14:10.940 --> 00:14:13.519
a detailed inventory of every single open source

00:14:13.519 --> 00:14:15.519
component and its license in your infrastructure

00:14:15.519 --> 00:14:17.879
and products. You need to know your exposure

00:14:17.879 --> 00:14:20.740
right now. Second, start looking for new opportunities

00:14:20.740 --> 00:14:23.120
where using OSS gives you the biggest bang for

00:14:23.120 --> 00:14:24.840
your buck, whether that's cost savings driving

00:14:24.840 --> 00:14:27.279
innovation or just reducing that future vendor

00:14:27.279 --> 00:14:30.100
lock -in risk. And third, establish that formal

00:14:30.100 --> 00:14:32.600
policy we just talked about. Be intentional.

00:14:33.120 --> 00:14:35.899
Use that policy to guide your path to a truly

00:14:35.899 --> 00:14:38.440
responsible and sustainable adoption model. So

00:14:38.440 --> 00:14:41.179
we started this by calling open source free code

00:14:41.179 --> 00:14:44.259
and we've landed on a multi trillion dollar industry

00:14:44.259 --> 00:14:47.019
that is the engine of modern technology, an engine

00:14:47.019 --> 00:14:50.200
that requires serious, sophisticated strategic

00:14:50.200 --> 00:14:53.220
management. The freedom and transparency it offers

00:14:53.220 --> 00:14:55.980
are, well, they're invaluable, but that intentional

00:14:55.980 --> 00:14:58.139
due diligence around licensing and support is

00:14:58.139 --> 00:15:00.179
the only way to protect your own interests while

00:15:00.179 --> 00:15:02.519
still benefiting from this incredible global

00:15:02.519 --> 00:15:04.659
innovation. So what does this all mean? Well,

00:15:04.659 --> 00:15:06.759
we established that the demand side value, the

00:15:06.759 --> 00:15:08.750
value captured by commercial companies using

00:15:08.750 --> 00:15:12.090
open source is about $8 trillion a year. And

00:15:12.090 --> 00:15:14.230
yet, the developers and communities creating

00:15:14.230 --> 00:15:16.529
that fundamental software often struggle for

00:15:16.529 --> 00:15:18.690
sustainable funding. So here's the thought I'd

00:15:18.690 --> 00:15:21.009
leave you with. Given the immense financial value

00:15:21.009 --> 00:15:22.990
and leverage these major corporations are getting,

00:15:23.429 --> 00:15:25.929
what is the ultimate ethical and maybe even long

00:15:25.929 --> 00:15:28.690
-term business responsibility of those consumers

00:15:28.690 --> 00:15:30.929
to ensure the sustainable funding, the continuous

00:15:30.929 --> 00:15:33.409
security, and the vibrant community activity

00:15:33.409 --> 00:15:35.570
of the very open source projects they are completely

00:15:35.570 --> 00:15:38.710
dependent on for their own profitability? That's

00:15:38.710 --> 00:15:41.029
the strategic challenges worth exploring long

00:15:41.029 --> 00:15:42.450
after this deep dive is over.
