Transitioning from closed-source to open-source operating systems is a significant step that can offer numerous benefits. However, it is also a major departure from the company’s comfort zone and belief system, requiring a substantial cultural shift.
Assignment:
September 2017: develop a migration path for future products that will support an open-source based operating system, targeting the first release within 18 months.
Results:
- Summer 2018: new OS family announcement at Partner event.
- Early 2019: release of first products (with basic features)
Public available materials
- Due to the confidentially and lacking public information no documents to share.
Participation
How was the assignment approached?
The organization was informed by its component suppliers that typical closed-source operating system would not be available in the first year of release. Although the transition to open source had been discussed several times in previous years, no decision was made. With the establishment of Product Line Management, the decision to transition to open source was inherently integrated into this fundamental change.
What were the biggest challenges encountered?
Although most of the organization understood the necessity for change, the resistance encountered was deeper than anticipated. This resistance was often addressed through group or individual meetings and, in some cases, by reassigning engineers to other projects, which frequently led to understaffing. Building a completely new open-source operating system, despite having knowledge of the related features, is not a simple task.
What was fundamentally new about the project?
It had been apparent for some time that the work methodology surrounding product management needed to evolve. The various products were consolidated into several Product Lines, each with its own leadership. With these changes, the implementation of a new operating system became one of the most prominent projects.
What percentage of time was spent on this project?
For 1,5 years on average, 95% of available time was dedicated to this project.