Many years ago, I worked on a seriously big OSS transformation for one of the region’s biggest telcos. Everything was big on the project, the investment, the resources, the documentation. Everything except the outcomes. There was so much inefficiency that I often spoke about making one day of progress for every ten on site. Meetings, bureaucracy, impossible approval cycles, customer re-organisations, over-analysis, etc all added up to stagnation.
This contrasted so much with some of the amazing small teams I’ve worked alongside. Teams that worked cohesively, cleverly and just got stuff done with almost no resources. It’s one of the reasons I feel that the future of work, even for the very large organisations, will be via small teams. Outsourced to small, efficient teams / organisations. The gig economy, and the proliferation of tools that support it, make it an obvious approach to take, especially for very large organisations to leverage. Proof of work technologies, such as those building upon the discovery of blockchain, will provide further impetus to use smaller teams of experts.
Experts like a friend and colleague of mine who once built an alarm management tool in a weekend, by himself. It also happened to be more sophisticated than his employer’s existing tool that had taken years of combined developer effort by a larger team.
Maybe I’ll be proven wrong, but I see the transition to this model of work as being inevitable. The question I have is how to make our OSS more accommodating of this work model. Behemoth OSS stacks won’t. Highly modular OSS made up of many smaller components probably will, as long as they don’t succumb to the OSS chessboard analogy. The pulleys and strings will make it impossible for small, interchangable teams to decipher and manage.
A small-grid OSS model is the one I’d be backing in.Read the Passionate About OSS Blog for more or Subscribe to the Passionate About OSS Blog by Email