Last update: Tuesday, March 19, 2002 2:15 PM
http://quote.bloomberg.com/apps/news?pid=10000039&refer=columnist_lynn&sid=aqq4dVXwLQ8Y Linux Open Source Shows Way Forward for Business: Matthew Lynn Matthew Lynn is a columnist for Bloomberg News. The opinions expressed are his own. July 12 (Bloomberg) -- Ever since the popping of the dot-com bubble, the world has been short of technology visions. We've heard little about the ``new economy'' recently. Virtual-business models appear to have melted away. Digital communities have splintered. In one sense, that's healthy. Too much hype surrounded the Internet. Too many grandiose claims were made for what often turned out to be a revved-up version of catalogue shopping. Yet there's also a danger. We may now be as complacent about how computer technologies are changing the way business works. A contribution to that debate has just been made by Steven Weber, professor of political science at the University of California, Berkeley. Weber's new book, ``The Success of Open Source'' (Harvard University Press, 2004), discusses software programs such as Linux and Apache, where the basic code isn't owned by any single person or company, but is made available to everyone who wants to work on it. His claim, and it's a bold one, is that this isn't just a good way of developing software, it's a new way of organizing businesses. In short, open-source software breaks the links between developing a product and owning a product, which is the way business has traditionally organized itself. That could have startling consequences. Academic Limits It's rare to find a professor of politics discussing software. ``People in academic subjects are very conservative about their disciplines,'' Weber said in a telephone interview from California. ``Political scientists think that what they should be studying is politics, not software. So people are intrigued, but also a little bit nervous about an approach like this.'' Weber's starting point is Linux, the fabulously successful computer operating system that is challenging Microsoft Corp.'s Windows system. It was originally developed by Linus Torvalds, and anyone can download it. It's not the only open-source program out there. Apache, which runs the majority of Web servers, is also open source. That's very odd. The idea that you own what you produce is one of the key concepts underpinning the modern economy. ``Stark economic logic seems to undermine the foundations for Linux, and thus make it impossible,'' Weber says in his book. The snag is, it isn't just possible, but very successful. About 40 percent of big American companies use Linux in some form, according to Weber. Apache is used in 65 percent of Web servers. If you use computers at all, you're using some open-source software. Linux Share Framingham, Massachusetts-based research and advisory firm IDC found Linux's share of server software shipments increased to 23 percent in 2002, the latest year for which data are available, from 21 percent in 2000. A Merrill Lynch & Co. survey of 100 chief information officers published in December found that 58 percent said Microsoft's ``security issues'' caused them to ``seriously consider'' Linux and other open-source alternatives on their personal computers. So open source shouldn't just be dismissed as a few neo-hippy cranks running a vegetarian cafe. It's a way of organizing production that has managed to smuggle itself into the very heart of corporate life. It is becoming central to the highest-growth, highest-value sectors of the economy. New ways of organizing the way people produce things don't come along very often, but when they do, they are usually worth paying attention to. Marginal Beginnings ``If you go back to the beginnings of the industrial revolution, what people thought was important were bodies such as the state, the church, the army. They didn't pay attention to new bodies such as companies and stock markets,'' Weber said. ``What is marginal today can be central tomorrow.'' That is the key point. Open source as a way of writing software is noteworthy, but ultimately trivial. It is whether it has applications beyond the narrow world of code that is interesting. If thousands of volunteers from around the world can come together naturally and develop a product that is challenging Microsoft, one of the world's biggest (and most aggressive) companies, then what else can they do? How about the pharmaceuticals industry, for example, which also needs to draw together massive pools of expertise from around the world to devise innovative solutions to complex problems? Or the aerospace industry? Or electronics? Maybe in another decade we will be swallowing open-source pills, then hopping into an open- source hypersonic jet. No Control Well, hold on. Not all intellectual property is going to crumble in the next couple of decades. And nor are we all about to start working for nothing, giving away what we make. There's the mortgage to pay for starters. And most of us like to earn money -- that's what gets us out of bed and to that commuter train in the morning. Yet the major point is this: On open-source products, people sometimes get paid, and sometimes they don't. Companies such as Red Hat Inc., International Business Machines Corp. and Novell Inc. may pay people to write a specific version of Linux, or to install the thing. It depends on the circumstances. The key difference is that a single company doesn't try to control the whole technology. Why's that? Because the technology has become so complex that no single organization can efficiently manage it. For a comparison, think back to the invention of the steam engine. By the standards of the time, building a railway was so complicated, and required so much money, none of the existing organizational forms could handle it. So the joint-stock company and the stock exchange rose to prominence. Something similar may be happening now. Cynicism about new technologies shouldn't blind us to the way the business is changing. New ways of organizing emerge periodically -- and can be of huge significance. Open source may well be among them. To contact the writer of this column: Matthew Lynn in London at matthewlynn@bloomberg.net.
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