Pattern idea: Crossing the chasm

patterns/1-initial/crossing-chasm.md

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+## Title
+
+Crossing the InnerSource chasm
+
+## Patlet
+
+Early InnerSource experiments have been successful. Methods that were successful
+convincing early teams stop working though when scaling the initiative. This
+chasm can be crossed by using different methods to reach people at different
+stages of the innovation curve.
+
+## Problem
+
+Often InnerSource programs [start as experiments](../2-structured/start-as-experiment.md). From there
+reaching early adopters and visionaries typically is easy. However the methods
+used to reach these innovation friendly associates typically stop working when
+trying to scale the initiative to pragmatists, conservatives or even sceptics.
+As a result scaling stalls and the entire initiative cannot live up to its
+potential.
+
+## Context
+
+A corporation with teams on a wide spectrum of innovation friendliness has
+stared an InnerSource initiative. Goals are set, early experiments were
+successful, some teams are successfully using the new collaboration best
+practices.
+
+However there are teams which are less innovation friendly. Maybe they are more
+risk averse than others. Maybe they prefer stable processes so they can focus on
+their daily engineering challenges. Maybe they prefer to follow a proven path
+instead of running into all of the hurdles that early adopters run into.
+
+## Forces
+
+- The goal is to increase collaboration, reduce duplication, increase knowledge
+  sharing.
+- Some teams already adopted a lot of InnerSource best practices, often when
+  doing so they had to fix hurdles within the organisation when adopting a more
+collaborative way of working.
+- Some associates refuse to invest time in experimenting with new ways of
+  working, preferring a stable environment.
+- There is too much time to get everyone on board individually.
+- Depending on where associates are on the innovation curve they are willing to
+  invest different amounts of time to master a new way of working.
+
+## Solution
+
+The [InnerSource guidance group](../1-initial/innersource-guidance-group.md) should make different offers for
+mastering InnerSource depending on where on the innovation scale employees are:
+
+### Steps for reaching innovators
+
+* Meet with people in person, in 1-on-1 settings, choose those in favour and
+those against and those interested in the topic to create a first network.
+* Start with InnerSource pilots.
+* Create a community of practice that operates according to the principles that
+you want to establish.
+* Bring innovators together so they can support each other.
+* Write down everything that you discuss in person or in calls so others that
+lack the time to join those calls can follow along, provide their input and you
+have a document that you can share with individuals following your trail.
+
+Write down solutions to any problems you find along the way and share those
+written solutions with people following your trail.
+
+### Steps for reaching early adopters/ visionaries
+
+* Share results and learnings form retrospectives of InnerSource pilots.
+* Share external material (bonus points if that is material that colleagues
+created earlier: talks, blog articles, book chapters, magazine articles, videos
+etc.)
+* Co-create a document of shared [InnerSource Principles](../1-initial/explicit-innersource-principles.md).
+
+### Steps for pragmatists
+
+* Offer in-house and online training.
+* Establish local experts on topics in the teams you want to reach.
+* Provide an InnerSource strategy that is backed by higher level management.
+* Provide InnerSource cheat sheet in particular for those new to the company.
+* Provide teams with a self check to scale the initiative (see [Maturity Model](../2-structured/maturity-model.md).
+
+### Steps for reaching conservatives
+
+* Include InnerSource training material in mandatory training courses for new
+hires.
+* Integrate any tooling and any experiments you have run into established
+company structures (e.g. GitHub/ GitLab instances are under a regular plan,
+accounts are easy to create and integrated with e.g. coporate single sign on
+solutions, in-house support can provide help for these tools).
+* Provide low effort opportunities for learning (e.g. put little riddles in your
+coffee kitchen or whatever the digital alternative is for your company.)
+* Ship bite sized learning pieces to inboxes.
+* Pull in external expertise - sometimes in house expertise counts much less
+than external statements.
+
+### Steps for laggards
+
+* Incorporate InnerSource into career competencies description.
+
+## Resulting context
+
+* The InnerSource initiative can reach teams with various innovation
+preferences.
+* Overall InnerSource adoption improves.
+* Friction between teams decreases due to a common understanding.
+
+## Known Instances
+
+TBD
+
+## Status
+
+Initial
+
+## References
+
+- Book: [Crossing the Chasm](https://www.goodreads.com/book/show/61329.Crossing_the_Chasm) - Geoffrey A. Moore, Regis McKenna
+- [Making InnerSource & Developer Experience Real at one of Canada's Top 5 Banks](https://youtu.be/QbJ4VFk8DwA?t=549) - GitHub Universe 2021 - Anthony Vacca
+