To do the development of the open source industry with the heart of the tree

To do the development of the open source industry with the heart of the tree

In a business discussion in the morning, a colleague ridiculed and mentioned that the open source team is weak, which is not the same as the business team and market behavior. It has the meaning of an ephemeral and deeply agrees.
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Tang Hanyu's poem "Tiao Zhang Ji": "Chen may shake the tree, it is ridiculous." If you use a vivid metaphor to look at open source-related work in large companies or the CT industry, the most vivid metaphor is the epoch. Although there are ancient people's "unconcerned" qualitative, this article tries to think about how to view open source work with the mind of an ephemeral.

First, the comparison of power : CT industry is a high-tech industry, but also an investment-intensive industry. The focus of players, the high barriers to entry, the clear rules of the game, the ritualization of operations, and the maturity of processes make any newly entered mode feel like an ephemeral. The battlefield is full of various "weapons of mass destruction", aircraft, tanks, and artillery. The open source community invests more in programmers, engineers, and the level of the commercial team and the number of personnel are not the same. Therefore, to do open source, we must recognize the positioning and strength comparison.

Second, the "tree" to be shaken : Recognizing power does not mean that it is vain to belittle oneself, but it should recognize the goal. To open source this kind of worm, what is the tree to be shaken, and where is it? There is no doubt that it is not the mature commercial threshold, workload threshold and product competitiveness threshold of the CT industry. But facing MEC, 5G2B and other unclear and undefinable markets, industry consensus, and architectural consensus. These trees are not tangible commercial contracts and commercial projects, but more "invisible" trees such as "people's hearts", industrial leadership, and consensus.

Third, find the fulcrum : Archimedes once said, "Give me a fulcrum and I can move the earth." How can worms appear overwhelming to trees, how can they shake and pry? A fulcrum must be found. The fulcrum here is more open source industry projects, techniques and key architecture innovations, and new business opportunities. How to do it in depth, how to seize key industry marketing events and other comprehensive methods. Internally, it is also necessary to combine commercial forces to innovate technology and architecture. The combination of business model and marketing forms a closed loop.

After years of development, the company has emerged from the "green yarn tent" and entered the world. It has long been the most formal force in the CT industry. It has a complete range of sea, land and air. It has even recently built a "space army" level force in the face of some large industries and projects. But in the face of ecological and industrial leadership, what is needed here is not just "force" and other weapons of mass destruction, because we are not only learning from the predatory siege of the Mongolian army, but also operating industries. In the past, a great man criticized Fang Qiu as "a generation of arrogant Genghis Khan, who only knows how to bow and shoot big eagles". Now there are business leaders who exhort "Improve the fertility of the soil and make the black earth" a humble leader. It is not accidental that the nation’s thousands of years of "cultivation" wisdom and the "soil" wisdom of the great changes in the ICT era fit together.

The development of ecology and the building of industrial leadership require spontaneous and voluntary follow-up by small industrial partners (not contradictory to commercial needs, but not only can be solved by money), how to transform industrial leadership into commercial competitiveness? It is easy to understand (we can discuss it later). What is more needed here is "people's heart" and "consensus". Are friends and business partners using your defined framework and language to discuss issues? Do customers think you are no longer a cost advantage? In the face of these activities to conquer the "people's mind" of the industry, is the traditional sea, land and air bombing accurate and effective? In other words, after the three armies, is it our hope that nothing will survive? I think if there are more exchanges with customers in the near future, people who are more grounded in ecological development will "know their own things". In the face of ecology, the “money-burning” rich second-generation entrepreneurship may be able to achieve the early success of Wang Sicong's in the short term, but in the end it will be unsustainable due to ungroundedness.

In the face of new business opportunities, we still have to put down our body and understand the laws objectively. Outside of the army, sea, land and air, we clearly realize that facing "consensus" and "ecological" ant fighters are sometimes more effective and more sustainable. Ten years ago, no one would believe that a Finnish university student (little ant) ​​would have something to do with the elephant of Microsoft. The most jokes mentioned that ants were going to have an elephant. But I believe how Microsoft is facing open source today and how to deal with it. Linux has allowed everyone to see the power of "Ephemer".

Therefore, colleagues who are open source should not be arrogant in the face of ephemeral theories. They must have the courage to look at the balance of power, find goals, and give full play to their strengths. With the spirit of industrial perseverance and respect for the laws of the industry, they must move forward with perseverance and become the "black soil" of the company. Strategy, to make the "shaking the tree" contribution that the mayfly should have.

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Origin blog.csdn.net/rxdboy77/article/details/112674718