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From Open Source Software to Open Source Strategy

The article argues that organizations should expand open source principles beyond software into broader strategy, covering governance, collaboration, and business models to drive innovation and competitive advantage.

Background

- This article draws on the broader history and philosophy of open source software (OSS)—where code is publicly shared, freely modifiable, and collaboratively maintained. Major examples include Linux, Firefox, and Kubernetes. - "Open source strategy" applies those same principles (transparency, community contribution, permissionless innovation) to domains beyond software, such as policymaking, scientific research, organizational management, or even legal frameworks. - The discussion echoes earlier movements like "open government" (public data and decision-making), "open science" (shared research data and publications), and "open innovation" (companies sharing IP externally). - Key thinkers often cited in this space include Eric S. Raymond (The Cathedral and the Bazaar) and Steven Weber (The Success of Open Source), who argued that decentralized, peer-produced models can outperform traditional hierarchies. - The piece matters because it asks how collaborative, non-proprietary models might reshape power structures and incentives in sectors that still operate on secrecy, gatekeeping, or top-down control.

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