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| Original file line number | Diff line number | Diff line change |
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| --- | ||
| title: Companies and Open Source | ||
| url: /companies/ | ||
| tags: ["companies", "business", "navigation"] | ||
| --- | ||
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| # Why your company should participate in ASF projects | ||
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| All modern digital infrastructure is dependent on open source software, | ||
| and **ASF projects are everywhere**. | ||
| Companies must think strategically about how they will engage with the | ||
| open source projects on which they rely in order to ensure | ||
| sustainability, and **influence the direction of these projects** for the | ||
| benefit of their customers. | ||
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| ## [Benefits to Companies](/companies/benefits.html) | ||
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| Active participation in open source projects provides significant | ||
| strategic and operational benefits to companies, including talent | ||
| acquisition, influence over industry standards, strong company | ||
| partnerships, and greater customer trust.<br /> | ||
| [[Read more ...](/companies/benefits.html)] | ||
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| ## Ways to contribute | ||
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| There are three primary ways that companies can engage with ASF | ||
| projects. Each has costs and benefits that should be carefully | ||
| considered. | ||
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| <div class="row"> | ||
| <!-- Employ --> | ||
| <div class="col-md-4"> | ||
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| ### [Employ Contributors](/companies/employ.html) | ||
|
Member
There was a problem hiding this comment. Choose a reason for hiding this commentThe reason will be displayed to describe this comment to others. Learn more. Would love to see a different title used here as employing contributors directly has many issues.
Member
There was a problem hiding this comment. Choose a reason for hiding this commentThe reason will be displayed to describe this comment to others. Learn more. Perhaps this is a "Sponsor Individuals" and the next one is "Sponsor Projects"
Member
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I do think we should mention employment as one of the options (contracting and sponsoring individuals as well) - becaue it's the fact and even welcome that many contributors, committers, PMC members are employees. This is a good thing - for example one that allows Airflow to thrive (amongst other things). But I think we should just be explicit about boundaries of the influence - this is what I wanted to clarify how much influence companies might expect (see my "aligining incentives" proposal). |
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| [](/companies/employ.html) | ||
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| Support ASF projects by employing, or otherwise financially supportiong, developers, and other professionals, | ||
| who contribute directly to projects.<br /> | ||
| [[Read more ...](/companies/employ.html)] | ||
| </div><!-- End Employ --> | ||
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| <div class="col-md-4"> | ||
| <!-- Sponsor --> | ||
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| ### [Financial Sponsorship](/companies/sponsor.html) | ||
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| [](/companies/sponsor.html) | ||
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| Sponsor the ASF, the Community Over Code conference, project events, | ||
| and local meetups.<br /> | ||
| [[Read more ...](/companies/sponsor.html)] | ||
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| </div> <!-- End Sponsor --> | ||
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| <!-- Advocacy--> | ||
| <div class="col-md-4"> | ||
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| ### [Advocacy](/companies/advocacy.html) | ||
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| [](/companies/advocacy.html) | ||
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| Companies can advocate for ASF project adoption both publicly and with | ||
| their customers, while appropriately using open source project brands.<br /> | ||
| [[Read more ...](/companies/advocacy.html)] | ||
| </div> <!-- End Advocacy--> | ||
| </div> <!-- End Row --> | ||
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| *The Apache Software Foundation welcomes corporate participation that aligns with our mission of providing software for the public good.* | ||
| Original file line number | Diff line number | Diff line change |
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| @@ -0,0 +1,23 @@ | ||
| --- | ||
| title: Open Source Advocacy | ||
| url: /companies/advocacy.html | ||
| tags: ["companies", "advocacy", "branding"] | ||
| --- | ||
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| # Open Source Advocacy | ||
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| TO BE WRITTEN: | ||
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| Focus on: | ||
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Member
There was a problem hiding this comment. Choose a reason for hiding this commentThe reason will be displayed to describe this comment to others. Learn more. Can we link to good examples? |
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| * Appropropriate (and inappropriate) ways to associate your own company | ||
| with the success of a project. | ||
| * Third-party events/conferences | ||
| * Respectig brand policy | ||
| * Talk directly about ways NOT to use ASF brands | ||
| * Ways to train/educate your marketing/sales folks so that you don't end | ||
| up burning trust. | ||
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| Be sure your marketing department understands and respects the [ASF Trademark | ||
| Policy](https://www.apache.org/foundation/marks/). | ||
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| [... To Do ...] | ||
| Original file line number | Diff line number | Diff line change |
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| --- | ||
| title: Benefits of Open Source Participation | ||
| url: /companies/benefits.html | ||
| tags: ["companies", "benefits", "business value"] | ||
| --- | ||
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| # Benefits of ASF Participation | ||
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| Companies that actively participate in ASF projects realize significant | ||
| strategic and operational advantages that extend far beyond cost savings. | ||
|
Member
There was a problem hiding this comment. Choose a reason for hiding this commentThe reason will be displayed to describe this comment to others. Learn more. I think the introduction in How about tweaking the first paragraph like this?
Member
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I personally think this is quite against the spirit of the ASF to suggest that this way. Wth the Apache Way, the whole idea is that individuals act on their own behalf, and with the direction of the project not being "skewed" unnecessarily by the fact that the company employs committers and PMC members. Of course that's a bit of idealistic approach to think that employees interests are neglected by their employees - that would be insane to think tihs is happening. However I think in this case this work in a bit of a different direction (Ideally - according to how ASF model of influence on the project should work). I think by employing committers and PMC members, what company achieves is not "influencing the trajectory" directly, but making PMC members and committers incentives more aligned with the company interests. There is a subtle difference there - as a company management you should not be able to "tell" those PMC members what to approve and what to not approve, you can tell them what is the overall direction the company is going and let those PMC members and committers decide what they do - whether it aligns with this direction, or not. I think "influence the trajectory" might be understood more of "tell employees what changes they should implement and release" - which of course happens. But it has nothing to do with what "committer" status gives. Committers can "approve" things. Anyone can implement them. What you implement and submit as a PR to the project (as employee) is logically different thing that what you "accept" as a "committer". Your employee can tell you to "work on something" but they cannot tell you to "get something merged" - not formally and legally according to the ICLA every committer and PMC member signs.
Member
There was a problem hiding this comment. Choose a reason for hiding this commentThe reason will be displayed to describe this comment to others. Learn more. I really like your point about 'alignment of incentives.' Perhaps we can frame it this way: Having employees who are committers ensures that the company's use cases and business context are deeply understood within the PMC. It’s not about a manager telling a committer what to merge (which violates the ICLA), but about the committer bringing a pragmatic, real-world perspective to the decision-making table. This naturally bridges the gap between the project's roadmap and the company's needs.
Member
There was a problem hiding this comment. Choose a reason for hiding this commentThe reason will be displayed to describe this comment to others. Learn more. I think it's a bit too detailed of a description that has no "i instantly understand it" vibe. I think this is what @rbowen also wants to achieve here (that's my understanding) that the message is "short" and "easy to grasp" even by somoene who does not understand how Open source works in detail - so this should be rather on a "slogan" side of things. So in a sense "influence project trajectory" is a good "slogan" - even if ti can be a little too much crossing the "line" that ASF puts on the project decision making. I would rather formulate it in a way that is positive, but also asserively sets the boundaries and is very "open" about communicating ASF position. For example: "While companies, cannot directly influence direction of the project, when you hire committers and PMC members, their incentives are naturally more aligned with your company goals".
Member
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I like the alignment angle. Just a nit: Starting a 'Benefits' section with a negative ('While companies cannot...') might be less appealing. How about we flip it to focus on the positive 'bridging' aspect first?
Contributor
Author
There was a problem hiding this comment. Choose a reason for hiding this commentThe reason will be displayed to describe this comment to others. Learn more. But companies can directly influence the direction of a project. That's something that we actively solicit, and should optimize for. I'm not a big fan of pretending that's not the case. It leads to pretty actively confusing companies. We ask them to participate, and scold them when they do. This entire set of documents is explicitly intended to combat that. (Other remarks here seem to be about previous versions of this doc that no longer survive, so I'm not sure what they're in reference to. Perhaps another pass is warranted?
Member
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I am not saying it's different. Quite the contrary. I am even proposing to explain how (by aligining incentives). What I am really telling that "influence the project" is ambiguous. And can be understood differently. There are quite a few projects that have more influence than what we want - maybe because we leave the "influence" up for interpretation. I think it should be clear that "people" have decision making power, where their decisions might be subject to having aligned incentives. That leaves explicitly power for the people to decide, where companies might only do everything to make people incentivised, but not telling them what to do. I think being explicit is better than implicit here. Having explicit statement about it so that those people can simply send links to their employees - "look I am just following what ASF expects, and my decision is different than what you asked me to do" is very powerful for the individuals. If we leave it as "influence", then the manager will be entitled to say "but ASF wrote that I can have influence, so they want you to follow what I tell you". I think It's a chance to not be vague about it. But be very clear that we expect employees who contribute to ASF to make their own decisions. Just stating it at the page where we say "companies can have influence" does not seem a bad idea I think?
Member
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It might be cultural difference where I prefer to say "be careful, but do it" rather than "do it, but be careful". But I am perfectly OK with it as long as it is clear that the decision making stay with individuals who contribute - no matter their "employment/contracting" status. And that it's ok if their decisions are different than their employees/ This is where "aligining the incentives" play a big role - because it means that they cannot "expect" that people will follow their goals, but that they should make it so that their employees want to do so. |
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| It's important to think strategically about how, where, and why you will | ||
| participate and measure impact. | ||
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| ## Influence the roadmap | ||
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| While it can sometimes take months, or years, to gain expertise and | ||
| trust in an established community, showing up to do the daily | ||
| project maintenance -- issue and PR triage; reviewing PRs; planning and | ||
| executing community events; answering user questions -- you'll quickly | ||
| begin to establish that you can be trusted, which will make it easier | ||
| for you to influence the direction of the project. | ||
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| Decisions about the direction of Apache projects are made by the people | ||
| who show up to participate in the conversation. If you don't join the | ||
| conversation, then your competitors will decide how tomorrow's | ||
| technology will shape up. | ||
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| Make sure someone on your team is reading the project [mailing | ||
| lists](https://www.apache.org/foundation/mailinglists.html) every day, | ||
| and advocating for your priorities. That's what community means -- | ||
| showing up to own the future of the project. | ||
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| While trust does not necessarily transfer to other employees, over time, | ||
| as project participants see your company actively contributing to the | ||
| project, and demonstrating ownership, they'll be more willing to work | ||
| with you. | ||
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| ## Recruiting | ||
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| By working upstream on projects, you directly showcase to potential | ||
| employees what they might be working on. This helps attract the right | ||
| kind of talent to work on your priorities, and they'll begin to see your | ||
| company as a partner in the project, and an attractive place to work. | ||
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| Being involved in the day-to-day life of the project | ||
| gives you direct access to the most qualified people in the world to | ||
| work on your team. And you know they'll be arriving with the skills you | ||
| need. | ||
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| ## Business and Strategic Advantages | ||
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| For more than 25 years, the ASF has been a place where industry | ||
| standards have been set and implemented. Collaborating in those | ||
| projects is the most effective way to shape industry standards and best | ||
| practices. You'll be building trust with current and potential | ||
| customers, and building strategic partnerships with other companies | ||
| working in the same space. | ||
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| And by collaborating with your peers on the common tasks, you'll be able | ||
| to better focus on your unique business differentiators. | ||
| Collaborate on what all share; Compete where you excel. | ||
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| *The benefits of open source participation compound over time, creating | ||
| sustainable competitive advantages and fostering innovation that drives | ||
| long-term business success.* | ||
| Original file line number | Diff line number | Diff line change |
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| --- | ||
| title: Employing Open Source Contributors | ||
| url: /companies/employ.html | ||
| tags: ["companies", "employment", "contributors"] | ||
| --- | ||
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| # Employing Open Source Contributors | ||
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| If your business relies on an open source project, employing, or | ||
| otherwise financially supporting, | ||
| contributors to the project is the most effective way to ensure that | ||
| your priorities are reflected in project decisions. | ||
| (See also [Recruiting and Employee | ||
| Satisfaction](/companies/benefits.html#recruiting-and-employee-satisfaction)) | ||
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| This goes [far beyond code contributions](/contributors/non-code.html), | ||
| although that is the most obvious and visible way that you can participate. | ||
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Member
There was a problem hiding this comment. Choose a reason for hiding this commentThe reason will be displayed to describe this comment to others. Learn more. So how do companies find these people to support? |
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| ## Effective ways to contribute | ||
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| While many companies contribute here and there to open source projects, | ||
| having a carefully considered strategy for doing so will lead to more | ||
| consistent, measurable results, and greater influence in the project's | ||
| decisions and roadmap. | ||
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| ### Allocate Dedicated Time | ||
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| Earning trust in open source projects takes consistent engagement, and | ||
| visibility to the community. Thus, having guaranteed dedicated time to | ||
| focus on upstream work will result in better long-term results. | ||
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| Giving employees a specific time allocation - 10-20% of their schedule | ||
| is typical - will ensure that they remain visible to the community, and | ||
| are able to have focused time to build their skills. | ||
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| Trust earned by one contributor does not necessarily rub off on your | ||
| other employees. So don't assume that you can just swap out one employee | ||
| for another. | ||
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| ### Recognize Contributions | ||
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| Include open source contributions in performance reviews and career | ||
| advancement considerations. Define specific metrics, such as PRs | ||
| accepted, reviews, public speaking engagements, or promotion to | ||
| committer or PMC member, which are tied to promotion opportunities. This | ||
| will help employees feel appreciated, and communicate that engagement in | ||
| open source projects is not considered charity or altruism, but is a key | ||
| part of company goals. | ||
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| ### Support Conference and Meetup Participation | ||
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| Fund employee attendance at relevant conferences and encourage speaking | ||
| opportunities. Understand that attending conferences is primarily about | ||
| creating opportunities to collaborate with peers, and this, in turn, | ||
| will accelerate your business priorities. | ||
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| ## Support individual contributors | ||
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| Supporting individual contributors financially (via B2B contracts, | ||
| individual sponsorships, fellowships, and third party sponsor programs) | ||
| can be a very effective way to contribute to a project if you don't have | ||
| full-time positions available on your payroll. | ||
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| ### Bug bounties | ||
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| ### Sponsor programs | ||
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| (Github sponsors, outreachy, etc, etc) | ||
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| ### what else goes here? | ||
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| ## Project Independence | ||
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| Project independence is a central tenet of the ASF, and one of the most | ||
| common places that companies misstep in their interactions with ASF | ||
| projects. | ||
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| Take time to understand ASF ethos, the [ASF Trademark | ||
| Policy](https://www.apache.org/foundation/marks/), and the reasons why | ||
| we value project independence. Trust takes a long time to earn, but can | ||
| be burned very quickly by misusing a project's brand. | ||
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| There are several very practical ways that you can contribute to overall | ||
| project health, while earning trust for your contributors. | ||
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| ### Broad project ownership | ||
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| Ensure contributions align with long-term project goals rather than | ||
| solely short-term company priorities. That ensures that the project as a | ||
| whole remains healthy. | ||
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| Companies that focus only on contributions that support their own | ||
| specific business model quickly identify themselves as not valuing the | ||
| overall health of the project. It also makes it very difficult to | ||
| attract broader community interest in your proposed changes, since they | ||
| are seen as self-serving. | ||
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| ### Chop wood, carry water (Routine maintenance) | ||
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| Open source communities sometimes use the phrase "chop wood, carry | ||
| water" to talk about doing the mundane maintenance tasks that are | ||
| required to keep a project going. | ||
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| Many companies focus only on the flashy new features, and ignore the | ||
| fact that a software project needs daily care to keep going. | ||
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| #### Triage | ||
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| Participating in the weekly triage of new issue reports and pull | ||
| requests keeps a project healthy. It ensures that the project does not | ||
| appear abandoned. And it exposes your team to parts of the project on | ||
| which they would not otherwise gain expertise. | ||
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| It also identifies your contributors as people who care about the | ||
| overall health of the project, which, in turn, earns trust and increases | ||
| the community's willingness to work with you. | ||
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| Be sure to explicitly give your employees time to do these tasks. | ||
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| #### Infrastructure | ||
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| While the physical infrastructure behind ASF projects is maintained by a | ||
| [team of paid professionals](https://infra.apache.org/), there's more to | ||
| project infrastructure than that. Keeping the CI system running | ||
| effectively, understanding what supplementary infrastructure the project | ||
| depends, on, and generally being useful are key ways to ensure the | ||
| sustainability of the project. | ||
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| For projects that provide infrastructure, or other cloud services, | ||
| donating these to the project (talk to infra about how!) is critical to | ||
| the health of ASF projects. | ||
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| #### User support | ||
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| Answering user questions is the very best way to understand the pain | ||
| that your own customers are experiencing with the project. It will make | ||
| you more responsive to them, and build your own expertise, in a way that | ||
| no other activity will do. | ||
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| ### Transparency | ||
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| Many companies value secrecy in their roadmap, as they believe that it | ||
| gives them a competitive advantage in the market. | ||
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| This is in tension with the open source focus on transparency and | ||
| collaboration. Finding an appropriate balance is key to your successful | ||
| participation in ASF projects. | ||
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| Being transparent about your company priorities has several positive | ||
| outcomes. | ||
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| #### Avoid conflicts | ||
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| Telling the project what you will be working on can avoid conflicting | ||
| with other work that is going in a different direction. The project can | ||
| discuss your plans, and compromise on a mutually agreed direction, | ||
| saving you time going down a path which will ultimately get rejected. | ||
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| #### Attract collaborators | ||
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| It can be a way to identify people from outside your organization who | ||
| share the same priority, who may work with you to achieve your goals, | ||
| and, in the process, provide ideas and innovation that you may have | ||
| missed had you done the work yourself behind your company walls. | ||
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| #### Earn trust | ||
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| It always comes back to earning trust. Being transparent about your | ||
| priorities shows the project what you care about. It doesn't leave them | ||
| guessing about your ulterior motives. The more you do this, and the more | ||
| you live up to what you say you're going to do, the more the project | ||
| will be willing to work with you. | ||
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| ## Getting Started | ||
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| 1. Identify projects your company already uses or depends on | ||
| 2. Connect with existing contributors in your organization | ||
| 3. Start with small, manageable contributions | ||
| 4. Consider sending a weekly/monthly update to the project dev list | ||
| about what you're focusing on. (Discuss this with the project first | ||
| to be sure it's welcome.) | ||
| 5. Build relationships within project communities | ||
| 6. Gradually increase involvement and responsibility (See [Becoming a | ||
| committer](/contributors/becomingacommitter.html)) | ||
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| *Companies that invest in employing open source contributors create a sustainable model that benefits the entire ecosystem while building internal expertise and community relationships.* | ||
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| --- | ||
| title: Financial Sponsorship of Open Source | ||
| url: /companies/sponsor.html | ||
| tags: ["companies", "sponsorship", "funding"] | ||
| --- | ||
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| # Financial Sponsorship | ||
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| The sustainability of our projects relies on consistent funding for | ||
| infrastructure, legal services, marketing, events, and many other | ||
| expenses. Financial sponsorship is a direct way to participate in | ||
| keeping the lights on. | ||
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| ## ASF Sponsorship | ||
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| Companies can sponsor the ASF with an [annual | ||
| donation](https://apache.org/foundation/sponsorship.html), | ||
| [conferences sponsorship](https://communityovercode.org), | ||
| targeted donations to a particular project, or in-kind donations of | ||
| products or services. | ||
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| ## Event and meetup sponsorship | ||
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| In addition to the [main ASF conference](https://communityovercode.org), | ||
| many ASF projects have their own events. These are usually listed on | ||
| [events.apache.org](https://events.apache.org), and announced within the | ||
| project community itself. | ||
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| Sponsoring, and speaking at, these events, is perhaps the fastest way to | ||
| raise your profile in a project community, and for your employees to | ||
| earn trust and visibility within the project. | ||
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| Supporting local gatherings of open source enthusiasts is a great way to | ||
| foster community growth, and can help your company attract and retain | ||
| experts in your employ. | ||
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| See also the [Apache Local | ||
| Communities](https://cwiki.apache.org/confluence/display/COMDEV/Apache+Local+Community+-+ALC) | ||
| for local and regional groups where you can engage with other ASF | ||
| enthusiasts. | ||
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|
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I fall victim of that far too often - specifying a number of things listed below is just very prone to get wrong when the list grows or shrinks.