In our previous posts, we established why digital control, sovereignty, and data ownership are strategically crucial, and how procurement is the critical first step to securing these goals by setting the right requirements for things like open standards and interoperability. We also pointed to Open Source Software (OSS) as a powerful tool for breaking lock-in and increasing transparency.

However, the choice to use open source software in a procured system or as part of your digital strategy is not the endpoint. It is rather the beginning of a new type of relationship with your digital infrastructure – a relationship that, if managed correctly, can cement your digital control and sovereignty in a way rarely possible with entirely proprietary solutions. The challenge, and the opportunity, lies in the strategic management of open source software over time.

A common misconception is that open source software is “free” in all senses. While the license cost is often zero, the real cost and effort lie in lifecycle management: implementation, customization, integration, training, ongoing maintenance, security updates, and support. This management differs from the “buy-and-forget” model that is sometimes possible (or rather, necessary) with closed, proprietary systems where the vendor has a monopoly on knowledge and actions.

Strategically managing open source software means taking command of these processes. It’s about building a digital capability that is not unilaterally dependent on a single vendor’s business model or technical roadmap. Here are some central pillars for success:

1. Responsibility for maintenance and security: With open source software, you gain transparency in the code, which is an immense security strength as vulnerabilities can be discovered quickly by a global community. But the responsibility for applying patches and updates often falls on you as the user (or your contracted partner). A strategy for continuous maintenance and proactive security monitoring is therefore critical to maintaining the system’s health and safety.

2. Building or ensuring competence: To fully leverage the flexibility of open source – to adapt, integrate, and further develop – specific competence is required. This can be built internally, through training and recruitment, or secured via strategic partnerships with consultants and companies specializing in the specific technology. A conscious competence strategy is crucial.

3. Navigating the support ecosystem: Support for open source software does not always come in a standardized package. It can be via global online communities, dedicated support companies, or through the vendor who originally implemented the solution. Understanding how the support ecosystem works for your chosen technology and securing reliable support channels is a key factor for security and continuity.

4. Leveraging adaptability strategically: Perhaps open source software’s greatest strength is its adaptability. You can modify the code to perfectly match your processes and needs, rather than being forced to adapt processes to a closed software’s limitations. However, this requires the ability to manage and maintain these adaptations over time and potentially contribute back to the main project to simplify future upgrades.

5. Establishing proper governance: To manage the complexity of selecting, using, and managing various open source components, clear internal policies and processes are needed. Which OSS licenses are permitted? How are security risks in new libraries handled? How is internal knowledge about critical OSS secured? Robust OSS governance is the foundation for long-term control.

Working with open source software in this way is not just an IT issue; it’s a strategic positioning. It’s about replacing a dependency on a single vendor with conscious management of a digital ecosystem where you, as an organization, have the ability to influence, adapt, and replace components as needed. This is the core of achieving lasting digital control and strengthening your digital sovereignty.

Navigating this ecosystem, establishing effective management models, and building the necessary internal capacity can be complex. It requires strategic insight, technical expertise, and experience in driving change projects.

If your organization wants to move beyond just using open source software to strategically managing it as a source of digital independence and innovation – then it’s time to review your processes for management and competence provision. Having the right support on this journey is crucial to ensuring that open source becomes a strength, not a new, unmanaged burden.

What does your open source management strategy look like today? Are you equipped to take command of your digital ecosystem?