Let’s just have a think, yes? Let’s say @gitpod open sources *all* of Gitpod. Full free software product play. They run a saas, they take partner workloads, they let you build a derivative and ship it (but can’t call it Gitpod)
Suddenly the defacto backplane for running dev environments in the cloud is? Gitpod! Overnight. How many products would integrate? Let’s start with at least all the ones in that press release! How many more? So many.
Set the BD deal threshold low. Let us white label it. Build a portable ecosystem, where the easiest place is on the Gitpod service.
Microsoft would be incredibly dumb to not switch. But they’ll have lost the upstream!!
Open source can be a competitive weapon, and this is the perfect way to deploy it. Go all in, Gitpod! Get it.
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This is so smart. On paper, you would expect this to be Microsoft’s to loose - but they’ve fallen in to the open core trap. Now they get to compete, and Gitpod can rally an ecosystem.
Same story, but GitHub open sources all of this. Nothing changes about their monetization strategy, what changes is the competitive landscape. I hope gitpod open sources more of what they’re doing. It will work.
It’s a failure of strategic and business imagination. I imagine it stated with: How could we make money on vs code? Then it went to “sell proprietary cloud instances”. The community part that made it a behemoth? Let’s ditch that part. We sell value *on top*!
One of the most difficult things for me to manage when I became a leader is the timing of decisions. You must spend some of your time looking at the strategic landscape, orienteering, essentially. This work is almost always many steps ahead of your actual problem.
In my life, when I'm spending a lot of time thinking about what I want to happen many steps down the line - that's when anxiety starts. What if X happens, or Y? The further out I am from my span of control (decisions I can actually make, things I can impact), the worse it gets.
One of the most important things I learned at having a very long run at Chef is: the next obstacle is always critical. If you don't solve it, bad things will happen. Solving it is about making a choice and then working hard to make it the right one.
Huh. One the one hand: it’s automatic deployment and management of a complex database across multiple clusters. One the other hand, holy guacamole that’s a lot of management tech. I really like the post - details, details.
I don’t think it’s possible to do inherently complicated management tasks “simply” - too many edge cases stack up on you.
I’m reminded of what happened in the Chef community over time - we all headed to patterns like Helm, then patterns like Operators, and eventually unwound it all and said it’s better to ignore the edge cases you don’t care about.
You have to find a path to being great at every layer. Focus on how to be great at each layer, and you’ve got a shot at success. And those are only the variables you can pretend to control!
Perhaps even more deep in his wisdom - it’s good to think about what went wrong, and to try and not repeat the mistakes of your (or others) past. But in the end, you won’t succeed because of that - you won’t strategize your way out of future problems.
You find the ways it’s right, and replicate those. Transformative user experience. Massive adoption. Strong sense of community. Advancing people’s careers. Incredible conferences.
Here is the open source business model (yes, open source isn’t a business model. But we say that all the time, so.. whatever). Make something great. Turn it into a product that only you can sell (by packaging it up, branding it, selling it).
Collaborate with anyone who get value from the software on the software. Allow others to make money by *also* creating products if they so choose.
Under no circumstances should you give up the upstream control. Either by giving it away, or by refusing to play well with others.