In this presentation, Morph Labs' Chairman Winston Damarillo talks about global opportunities in software, highlighting open source's disruptive approach. He cites Exist Software and Morph Labs -- companies that have leveraged open source technologies in bringing products to market.

1. Innovation Forum
Global Opportunities in Software
Winston Damarillo

2. Background
<see Winston’s Bio>

3. Background
Founder and Chairman of global
players in OSS
Exist Global
DevZuz
Webtide
Morph Labs (latest start-up)
<see Winston’s Bio>

4. Background
Founder and Chairman of global
players in OSS
Exist Global
DevZuz
Webtide
Morph Labs (latest start-up)
Built successful OSS start-ups
Gluecode Software
LogicBlaze
<see Winston’s Bio>

5. Background
Founder and Chairman of global
players in OSS
Exist Global
DevZuz
Webtide
Morph Labs (latest start-up)
Built successful OSS start-ups
Gluecode Software
LogicBlaze
Invested in emerging business
for Intel Corp as a VC
Made 12 strategic
investments resulting in 4
IPOs and 4 M&As
<see Winston’s Bio>

6. Background
Founder and Chairman of global
players in OSS
Exist Global
DevZuz
Webtide
Morph Labs (latest start-up)
Built successful OSS start-ups
Gluecode Software
LogicBlaze
Invested in emerging business
for Intel Corp as a VC
Active driver of Global OSS
Made 12 strategic
endeavors
investments resulting in 4
IPOs and 4 M&As Co-Executive producer
of OS Summit Asia
Board member of the
Eclipse foundation
<see Winston’s Bio>

7. Competing with the “Giants”
Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things.
Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time.
Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and
what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue
for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore.
The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time.
Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are
acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red
Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed
in challenging (with) the Giants.

8. Functionality
Competing with the “Giants”
Time
Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things.
Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time.
Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and
what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue
for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore.
The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time.
Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are
acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red
Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed
in challenging (with) the Giants.

9. Competing with the “Giants”
Oracle, IBM, BEA
Functionality
nts
be
um
Inc
e Red Hat, MySQL
ourc
S
en
Op
Time
Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things.
Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time.
Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and
what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue
for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore.
The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time.
Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are
acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red
Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed
in challenging (with) the Giants.

10. Competing with the “Giants”
Oracle, IBM, BEA
Functionality
nts
be
um
Inc
r
me nts
to e
us rem
C i e Red Hat, MySQL
qu o urc
Re nS
e
Op
Time
Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things.
Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time.
Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and
what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue
for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore.
The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time.
Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are
acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red
Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed
in challenging (with) the Giants.

11. Competing with the “Giants”
Oracle, IBM, BEA
Functionality
nts
be
um
Inc
r
me nts
to e
us rem
C i e Red Hat, MySQL
qu o urc
Re nS
e
Op
Time
Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things.
Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time.
Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and
what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue
for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore.
The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time.
Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are
acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red
Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed
in challenging (with) the Giants.

12. Competing with the “Giants”
Oracle, IBM, BEA
Functionality
nts
be
um
Inc
r
me nts
to e
us rem
C i e Red Hat, MySQL
qu o urc
Re nS
e
Op
Time
Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things.
Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time.
Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and
what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue
for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore.
The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time.
Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are
acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red
Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed
in challenging (with) the Giants.

13. Competing with the “Giants”
High-end
Oracle, IBM, BEA
Functionality
nts
be High-volume
um
Inc
r
me nts
to e
us rem
C i e Red Hat, MySQL
qu o urc
Re nS
e
Op
Time
Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things.
Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time.
Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and
what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue
for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore.
The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time.
Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are
acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red
Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed
in challenging (with) the Giants.

14. Competing with the “Giants”
High-end
Good products by good
Oracle, IBM, BEA companies will exceed
customer requirements
Functionality
over time
nts
be High-volume
um
Inc
r
In almost all cases, the
me nts disruptor brings to
to e
us rem
C i Red Hat, MySQL
qu urc
e market products with less
Re o
e nS capabilities
Op
Time
Don’t be afraid to compete with the Giants. In almost all cases, an enterprise wins by providing simplicity more than complex things.
Solution vendors usually try to build products with a lot of functionalities, which users generally do not make use of all the time.
Moreover, solution vendors would usually follow the voice of the BIG customer or the big client (the one who pays them more)...and
what happens is that the product becomes (all the more) tailor-fitted to THAT customer’s need. This actually provides an avenue
for would-be customers to look for other solution vendors, as their requirements cannot be accommodated anymore.
The graph (in this slide) indicates that functionality of a product from incumbents becomes more comprehensive over time.
Incumbents like Oracle and IBM tend to focus on providing high-end products to a select market. On the contrary, disruptors are
acquiring a bigger share of the market due to the simplicity and transparency of functionality of the products being developed. Red
Hat and MySQL, who have acquired their better share of the market, offer the unmistakable proof that any enterprise can succeed
in challenging (with) the Giants.

15. Harnessing the Internet
What better way to compete the Giants than to harness what the Internet can offer. We shouldn’t do it alone because we have got
the help we need. The Internet offers a community enhanced co-Creation, which is concretely portrayed in the open source
community. The open source process have brought about collaboration and collaboration has paved the way for innovation, in turn
opening up new businesses (including new business processes) and driving new sources of revenues. In addition, there is now
abundance in community-generated content, such as Wikipedia and MySpace, which provides people from all over (the world) quick
access to information.
Yet another great benefit is the opportunity to leverage on trial test deployments. A number of firms have already adopted this ...
and top search engine Google serves as your ideal benchmark. Many enterprises should take advantage of this capability to
conduct a pilot or release a beta version of their product, to gather evaluation of performance.
The Internet also offers a real-time platform for global distribution, immune to time constraints and high travel costs.

16. Harnessing the Internet
What better way to compete the Giants than to harness what the Internet can offer. We shouldn’t do it alone because we have got
the help we need. The Internet offers a community enhanced co-Creation, which is concretely portrayed in the open source
community. The open source process have brought about collaboration and collaboration has paved the way for innovation, in turn
opening up new businesses (including new business processes) and driving new sources of revenues. In addition, there is now
abundance in community-generated content, such as Wikipedia and MySpace, which provides people from all over (the world) quick
access to information.
Yet another great benefit is the opportunity to leverage on trial test deployments. A number of firms have already adopted this ...
and top search engine Google serves as your ideal benchmark. Many enterprises should take advantage of this capability to
conduct a pilot or release a beta version of their product, to gather evaluation of performance.
The Internet also offers a real-time platform for global distribution, immune to time constraints and high travel costs.

17. Harnessing the Internet
Community enhanced co-Creation
Open source software and process
Community generated content (e.g. Wikipedia,
MySpace)
Iterative Beta (Google)
What better way to compete the Giants than to harness what the Internet can offer. We shouldn’t do it alone because we have got
the help we need. The Internet offers a community enhanced co-Creation, which is concretely portrayed in the open source
community. The open source process have brought about collaboration and collaboration has paved the way for innovation, in turn
opening up new businesses (including new business processes) and driving new sources of revenues. In addition, there is now
abundance in community-generated content, such as Wikipedia and MySpace, which provides people from all over (the world) quick
access to information.
Yet another great benefit is the opportunity to leverage on trial test deployments. A number of firms have already adopted this ...
and top search engine Google serves as your ideal benchmark. Many enterprises should take advantage of this capability to
conduct a pilot or release a beta version of their product, to gather evaluation of performance.
The Internet also offers a real-time platform for global distribution, immune to time constraints and high travel costs.

18. Harnessing the Internet
Community enhanced co-Creation
Open source software and process
Community generated content (e.g. Wikipedia,
MySpace)
Iterative Beta (Google)
Real-time Global Distribution
Digital downloads
Software as a Service (SaAS)
Aggregators
What better way to compete the Giants than to harness what the Internet can offer. We shouldn’t do it alone because we have got
the help we need. The Internet offers a community enhanced co-Creation, which is concretely portrayed in the open source
community. The open source process have brought about collaboration and collaboration has paved the way for innovation, in turn
opening up new businesses (including new business processes) and driving new sources of revenues. In addition, there is now
abundance in community-generated content, such as Wikipedia and MySpace, which provides people from all over (the world) quick
access to information.
Yet another great benefit is the opportunity to leverage on trial test deployments. A number of firms have already adopted this ...
and top search engine Google serves as your ideal benchmark. Many enterprises should take advantage of this capability to
conduct a pilot or release a beta version of their product, to gather evaluation of performance.
The Internet also offers a real-time platform for global distribution, immune to time constraints and high travel costs.

19. Harnessing the Internet
Community enhanced co-Creation
Open source software and process
Community generated content (e.g. Wikipedia,
MySpace)
Iterative Beta (Google)
Real-time Global Distribution
Digital downloads
Software as a Service (SaAS)
Aggregators
World Wide Platform for Promotion
Search Engines
2-way Web .. Blogs, Forums, Twitter
What better way to compete the Giants than to harness what the Internet can offer. We shouldn’t do it alone because we have got
the help we need. The Internet offers a community enhanced co-Creation, which is concretely portrayed in the open source
community. The open source process have brought about collaboration and collaboration has paved the way for innovation, in turn
opening up new businesses (including new business processes) and driving new sources of revenues. In addition, there is now
abundance in community-generated content, such as Wikipedia and MySpace, which provides people from all over (the world) quick
access to information.
Yet another great benefit is the opportunity to leverage on trial test deployments. A number of firms have already adopted this ...
and top search engine Google serves as your ideal benchmark. Many enterprises should take advantage of this capability to
conduct a pilot or release a beta version of their product, to gather evaluation of performance.
The Internet also offers a real-time platform for global distribution, immune to time constraints and high travel costs.

20. Impact to Software Industry
Change in vendor landscape
As Open Source have become pervasive, customer now expects their vendors to provide OSS characteristics (openness, flexibility,
rapid iteration) to be a part of all software purchases. This will have a profound impact of the business model evolution of software...
- Incumbents will incorporate OSS in their products
- It will create thousands of viable micro multinational ISVs
- It will shift customer buying to aggregators (Amazon.com of Software)
- Customers will become smarter and will have tools to customize software to tailor to their exact need (Home Depot)

21. Impact to Software Industry
Change in vendor landscape
Productized
OSSs
(Distributions)
continue to
challenge
incumbents:
IBM, Oracle,
BEA and
Sybase are
responding
with “hybrids”
As Open Source have become pervasive, customer now expects their vendors to provide OSS characteristics (openness, flexibility,
rapid iteration) to be a part of all software purchases. This will have a profound impact of the business model evolution of software...
- Incumbents will incorporate OSS in their products
- It will create thousands of viable micro multinational ISVs
- It will shift customer buying to aggregators (Amazon.com of Software)
- Customers will become smarter and will have tools to customize software to tailor to their exact need (Home Depot)

22. Impact to Software Industry
Change in vendor landscape
Productized
OSSs
(Distributions) New OSS
continue to buying pattern
‘long tail’
challenge components
incumbents: require new sellers:
IBM, Oracle, DevZuz,
Redhat Exchange,
BEA and Sourceforge
Sybase are Marketplace
responding
with “hybrids”
As Open Source have become pervasive, customer now expects their vendors to provide OSS characteristics (openness, flexibility,
rapid iteration) to be a part of all software purchases. This will have a profound impact of the business model evolution of software...
- Incumbents will incorporate OSS in their products
- It will create thousands of viable micro multinational ISVs
- It will shift customer buying to aggregators (Amazon.com of Software)
- Customers will become smarter and will have tools to customize software to tailor to their exact need (Home Depot)

23. Impact to Software Industry
Change in vendor landscape
Productized
OSSs
(Distributions) New OSS
continue to buying pattern
‘long tail’
challenge components
incumbents: require new sellers: Emergence of
IBM, Oracle, DevZuz, hundreds of
Redhat Exchange, MicroISVs
BEA and Sourceforge
Sybase are Marketplace
responding
with “hybrids”
As Open Source have become pervasive, customer now expects their vendors to provide OSS characteristics (openness, flexibility,
rapid iteration) to be a part of all software purchases. This will have a profound impact of the business model evolution of software...
- Incumbents will incorporate OSS in their products
- It will create thousands of viable micro multinational ISVs
- It will shift customer buying to aggregators (Amazon.com of Software)
- Customers will become smarter and will have tools to customize software to tailor to their exact need (Home Depot)

24. Impact to Software Industry
Change in vendor landscape
Productized
OSSs
(Distributions) New OSS
continue to buying pattern
‘long tail’
challenge components
incumbents: require new sellers: Emergence of Home
IBM, Oracle, DevZuz, hundreds of Depot
Redhat Exchange, MicroISVs of S/W
BEA and Sourceforge
Sybase are Marketplace
responding
with “hybrids”
As Open Source have become pervasive, customer now expects their vendors to provide OSS characteristics (openness, flexibility,
rapid iteration) to be a part of all software purchases. This will have a profound impact of the business model evolution of software...
- Incumbents will incorporate OSS in their products
- It will create thousands of viable micro multinational ISVs
- It will shift customer buying to aggregators (Amazon.com of Software)
- Customers will become smarter and will have tools to customize software to tailor to their exact need (Home Depot)

25. OSS Vendor Model
The OSS vendor model is OSS + Enhancements + Support SLA + distribution. This has been proven to work is different scales ...
both in the application and infrastructure layers...

26. OSS Vendor Model
Open
Source
Software
+
Enhancement
s
+
Support SLA
+
Distribution
The OSS vendor model is OSS + Enhancements + Support SLA + distribution. This has been proven to work is different scales ...
both in the application and infrastructure layers...

27. OSS Vendor Model
Open
Source
Software
+
Enhancement
s
+
Support SLA
+
Distribution
Small Scale Large
The OSS vendor model is OSS + Enhancements + Support SLA + distribution. This has been proven to work is different scales ...
both in the application and infrastructure layers...

28. OSS Vendor Model
Open
Source
Software
+
Enhancement
Enterprise
s
DB
+ Webtide
WS02
mySQL
Support SLA Funambol
+
Infrastructure
Distribution
Small Scale Large
The OSS vendor model is OSS + Enhancements + Support SLA + distribution. This has been proven to work is different scales ...
both in the application and infrastructure layers...

29. OSS Vendor Model
Applications
Open
Source Medsphere
Software
Compiere SugarCRM
+ Alfresco
Enhancement
Enterprise
s
DB
+ Webtide
WS02
mySQL
Support SLA Funambol
+
Infrastructure
Distribution
Small Scale Large
The OSS vendor model is OSS + Enhancements + Support SLA + distribution. This has been proven to work is different scales ...
both in the application and infrastructure layers...

30. OSS Vendor Model
Applications
Open
Source Medsphere
Software
Compiere SugarCRM
+ Alfresco
Enhancement
Enterprise
s
DB
+ Webtide
WS02
mySQL
Support SLA Funambol
+
Infrastructure
Distribution
Small Scale Large
The OSS market space is broad and “Open”
The OSS vendor model is OSS + Enhancements + Support SLA + distribution. This has been proven to work is different scales ...
both in the application and infrastructure layers...

31. OSS Disruptive Approach
The OSS vendor model can be applied to a broad range of markets, as explained in the recent slide. In the model above (current
slide), we see again that OSS vendors (so-called agile differentiators), who leverage on community efforts in the design and
development of more strategic softwares are able to provide better customer experiences by equipping (customers) more
transparency in service availability and performance, better accountability, real-time service delivery systems and more responsive
support procedures.

32. OSS Disruptive Approach
High quality code base
leveraging community efforts
The OSS vendor model can be applied to a broad range of markets, as explained in the recent slide. In the model above (current
slide), we see again that OSS vendors (so-called agile differentiators), who leverage on community efforts in the design and
development of more strategic softwares are able to provide better customer experiences by equipping (customers) more
transparency in service availability and performance, better accountability, real-time service delivery systems and more responsive
support procedures.

33. OSS Disruptive Approach
ftw s
so tor
e
ar
eg ia
at t
str en
ic
or er
- m ff
e
er di
all e
il
Ag
sm
High quality code base
leveraging community efforts
The OSS vendor model can be applied to a broad range of markets, as explained in the recent slide. In the model above (current
slide), we see again that OSS vendors (so-called agile differentiators), who leverage on community efforts in the design and
development of more strategic softwares are able to provide better customer experiences by equipping (customers) more
transparency in service availability and performance, better accountability, real-time service delivery systems and more responsive
support procedures.

34. OSS Disruptive Approach
m
or
Beespo
e
r
tt nsi
ftw s
er ve
so tor
e
ar
cu sup
eg ia
st port
at t
str en
ic
om -
or er
ermore
- m ff
e
ex rele
er di
pe ase
all e
il
rie ite
Ag
sm
nc ratio
e ns
High quality code base
leveraging community efforts
The OSS vendor model can be applied to a broad range of markets, as explained in the recent slide. In the model above (current
slide), we see again that OSS vendors (so-called agile differentiators), who leverage on community efforts in the design and
development of more strategic softwares are able to provide better customer experiences by equipping (customers) more
transparency in service availability and performance, better accountability, real-time service delivery systems and more responsive
support procedures.

35. OSS Disruptive Approach
m
or
Beespo
e
r
tt nsi
ftw s
er ve
so tor
e
ar
cu sup
eg ia
st port
at t
str en
ic
om -
or er
ermore
OSS
- m ff
e
ex rele
er di
Vendor
pe ase
all e
il
rie ite
Ag
sm
nc ratio
e ns
High quality code base
leveraging community efforts
The OSS vendor model can be applied to a broad range of markets, as explained in the recent slide. In the model above (current
slide), we see again that OSS vendors (so-called agile differentiators), who leverage on community efforts in the design and
development of more strategic softwares are able to provide better customer experiences by equipping (customers) more
transparency in service availability and performance, better accountability, real-time service delivery systems and more responsive
support procedures.

36. OSS-empowered Vendor Solutions
Today’s OSS-empowered vendor solutions need not be a purely S/W company.
- OSS process and the right mix of talent can bring about cost-effective solutions.
- Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have
embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints.
- The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley.
- Thru collaborative workflow => increase client satisfaction

37. OSS-empowered Vendor Solutions
Today’s OSS-empowered vendor solutions need not be a purely S/W company.
- OSS process and the right mix of talent can bring about cost-effective solutions.
- Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have
embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints.
- The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley.
- Thru collaborative workflow => increase client satisfaction

38. OSS-empowered Vendor Solutions
OSS Process
+
Talent
=
Cost-effective
Solutions
Today’s OSS-empowered vendor solutions need not be a purely S/W company.
- OSS process and the right mix of talent can bring about cost-effective solutions.
- Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have
embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints.
- The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley.
- Thru collaborative workflow => increase client satisfaction

39. OSS-empowered Vendor Solutions
OSS Process
+
Talent
=
Cost-effective
Solutions
Today’s OSS-empowered vendor solutions need not be a purely S/W company.
- OSS process and the right mix of talent can bring about cost-effective solutions.
- Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have
embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints.
- The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley.
- Thru collaborative workflow => increase client satisfaction

40. OSS-empowered Vendor Solutions
OSS Process
+
Talent
=
Cost-effective
Solutions
TECHNOLOGY plays a vital role
Eliminate time & distance
constraints
Today’s OSS-empowered vendor solutions need not be a purely S/W company.
- OSS process and the right mix of talent can bring about cost-effective solutions.
- Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have
embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints.
- The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley.
- Thru collaborative workflow => increase client satisfaction

41. OSS-empowered Vendor Solutions
OSS Process
+
Talent
=
Cost-effective
Solutions
TECHNOLOGY plays a vital role
Eliminate time & distance
constraints
Today’s OSS-empowered vendor solutions need not be a purely S/W company.
- OSS process and the right mix of talent can bring about cost-effective solutions.
- Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have
embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints.
- The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley.
- Thru collaborative workflow => increase client satisfaction

42. OSS-empowered Vendor Solutions
OSS Process
+
Talent
=
Cost-effective
Solutions
TECHNOLOGY plays a vital role
Death of the “Arbitrage”
Eliminate time & distance
“Pay for skills, NOT geography.”
constraints
Today’s OSS-empowered vendor solutions need not be a purely S/W company.
- OSS process and the right mix of talent can bring about cost-effective solutions.
- Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have
embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints.
- The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley.
- Thru collaborative workflow => increase client satisfaction

43. OSS-empowered Vendor Solutions
OSS Process
+
Talent
=
Cost-effective
Solutions
TECHNOLOGY plays a vital role
Death of the “Arbitrage”
Eliminate time & distance
“Pay for skills, NOT geography.”
constraints
Today’s OSS-empowered vendor solutions need not be a purely S/W company.
- OSS process and the right mix of talent can bring about cost-effective solutions.
- Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have
embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints.
- The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley.
- Thru collaborative workflow => increase client satisfaction

44. OSS-empowered Vendor Solutions
OSS Process
+
Talent
=
Cost-effective
Solutions
TECHNOLOGY plays a vital role
Death of the “Arbitrage”
Eliminate time & distance
“Pay for skills, NOT geography.”
constraints
Increase
Client
Satisfaction
Collaborative
work and
Real-time
feedback
Today’s OSS-empowered vendor solutions need not be a purely S/W company.
- OSS process and the right mix of talent can bring about cost-effective solutions.
- Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have
embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints.
- The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley.
- Thru collaborative workflow => increase client satisfaction

45. OSS-empowered Vendor Solutions
OSS Process
+
Talent
=
Cost-effective
Solutions
TECHNOLOGY plays a vital role Solutions Death of the “Arbitrage”
Eliminate time & distance
constraints Vendors “Pay for skills, NOT geography.”
Increase
Client
Satisfaction
Collaborative
work and
Real-time
feedback
Today’s OSS-empowered vendor solutions need not be a purely S/W company.
- OSS process and the right mix of talent can bring about cost-effective solutions.
- Technology plays a vital role. Maximizing technology improves business process efficiency. Millions of enterprises, who have
embraced globalization affirm that technology can help eliminate (if not lessen) time and distance constraints.
- The “arbitrage” dies. A java programmer in Asia is no different than a java programmer in Silicon Valley.
- Thru collaborative workflow => increase client satisfaction

46. Exist Distributed Engineering Network
<see Exist’s data on DEN>

47. Exist Distributed Engineering Network
Real time interaction with distributed
clients and developers
Communication and Collaboration
Wiki Bug Tracking SCM Mailing List
Engineering Automation
Build Test Continuous Repository
Integration
Rapid release of high quality
software
<see Exist’s data on DEN>

48. Leveraging OSS for SaAS
OSS + Commodity Infrastructure = Web 2.0 on demand
Lighter weight (e.g. Twitter, Dopplr)
Focus on leverage (iCAL, RSS , Mash ups)
Connected
Tends to be viral (Social Networking enabled)
Interoperability in multi-devices
Web-browser, Mobile Phones
Another great way of distributing OSS is via a SaaS model. SaaS makes if even easier for user to experience IT and OSS as they
will have instant access to the function / benefits. SaaS vendors also benefit greatly from the “openness” of OSS as SaaS vendors
can quickly tailor the OSS software. This has led to more innovative and “ligther weight” SaaS implementation best exemplified by
Twitter, and Dopplr)..

49. Leveraging OSS for SaAS
OSS + Commodity Infrastructure = Web 2.0 on demand
Lighter weight (e.g. Twitter, Dopplr)
Focus on leverage (iCAL, RSS , Mash ups)
Connected
Tends to be viral (Social Networking enabled)
Interoperability in multi-devices
Web-browser, Mobile Phones
Another great way of distributing OSS is via a SaaS model. SaaS makes if even easier for user to experience IT and OSS as they
will have instant access to the function / benefits. SaaS vendors also benefit greatly from the “openness” of OSS as SaaS vendors
can quickly tailor the OSS software. This has led to more innovative and “ligther weight” SaaS implementation best exemplified by
Twitter, and Dopplr)..

50. Morph Labs SaAS Infra
Morph Labs is developing a global platform to make SaaS delivery easy, inexpensive and reliable. Morph is developing technologies
to leverage high performance commodity infrastructure like Amazon EC2 and S3. More information at www.mor.ph.

51. Morph Labs SaAS Infra
SaaS Environment
Morph Labs is developing a global platform to make SaaS delivery easy, inexpensive and reliable. Morph is developing technologies
to leverage high performance commodity infrastructure like Amazon EC2 and S3. More information at www.mor.ph.

52. Morph Labs SaAS Infra
Generic Development Platform
Integration
Utility Applications
Services
X Virtual Middleware
X
SaaS Environment
Morph Labs is developing a global platform to make SaaS delivery easy, inexpensive and reliable. Morph is developing technologies
to leverage high performance commodity infrastructure like Amazon EC2 and S3. More information at www.mor.ph.

53. Morph Labs SaAS Infra
s
s
ce
ce
s
s
s
ce
ce
ce
i
i
rv
rv
i
i
i
rv
rv
rv
Se
Se
Se
Se
Se
al
al
al
al
al
ic
ic
ic
ic
ic
rt
rt
rt
rt
rt
Ve
Ve
Ve
Ve
Ve
h
h
h
h
h
p
p
p
p
p
or
or
or
or
or
M
M
M
M
M
Generic Development Platform
Integration
Utility Applications
Services
X Virtual Middleware
X
SaaS Environment
Morph Labs is developing a global platform to make SaaS delivery easy, inexpensive and reliable. Morph is developing technologies
to leverage high performance commodity infrastructure like Amazon EC2 and S3. More information at www.mor.ph.

54. The Future of IT
The future of IT is made up of global players: the participant vendor, the aggregator and new consumers. A surge in the number of
micro-multinationals, bringing new business opportunities will pervade IT. Alongside the micro-multinationals, aggregators will stand
up to supply the business structure for the participant enterprises. With this hub of real-time product distribution, new customers will
be lured to take advantage of the ease and simplicity of IT.

55. The Future of IT
The Participant Vendor
Creation of hundreds of small
business opportunities
(the micro-multinationals)
The future of IT is made up of global players: the participant vendor, the aggregator and new consumers. A surge in the number of
micro-multinationals, bringing new business opportunities will pervade IT. Alongside the micro-multinationals, aggregators will stand
up to supply the business structure for the participant enterprises. With this hub of real-time product distribution, new customers will
be lured to take advantage of the ease and simplicity of IT.

56. The Future of IT
The Participant Vendor
Creation of hundreds of small
business opportunities
(the micro-multinationals)
The Aggregator
Becomes the next Google
The future of IT is made up of global players: the participant vendor, the aggregator and new consumers. A surge in the number of
micro-multinationals, bringing new business opportunities will pervade IT. Alongside the micro-multinationals, aggregators will stand
up to supply the business structure for the participant enterprises. With this hub of real-time product distribution, new customers will
be lured to take advantage of the ease and simplicity of IT.

57. The Future of IT
The Participant Vendor
Creation of hundreds of small
business opportunities
(the micro-multinationals)
The Aggregator
Becomes the next Google
The New Consumers
Model fits better for the emerging markets
The future of IT is made up of global players: the participant vendor, the aggregator and new consumers. A surge in the number of
micro-multinationals, bringing new business opportunities will pervade IT. Alongside the micro-multinationals, aggregators will stand
up to supply the business structure for the participant enterprises. With this hub of real-time product distribution, new customers will
be lured to take advantage of the ease and simplicity of IT.

58. The Future of IT
The Participant Vendor
Creation of hundreds of small
business opportunities
(the micro-multinationals)
The Aggregator
Becomes the next Google
The New Consumers
Model fits better for the emerging markets
New Investment Model
Lower Costs - High Volume
Global on Day 1
The future of IT is made up of global players: the participant vendor, the aggregator and new consumers. A surge in the number of
micro-multinationals, bringing new business opportunities will pervade IT. Alongside the micro-multinationals, aggregators will stand
up to supply the business structure for the participant enterprises. With this hub of real-time product distribution, new customers will
be lured to take advantage of the ease and simplicity of IT.