problems in system administration. Tim Berners- Lee created the World-Wide Web to help high-energy physicists (a tiny market by any measure) share their work. This was in the grand tradition of much of the foundational Internet software, which was developed to enable academic information sharing. Richard Stallman reportedly started on the path that lead to the Free Software Foundation, the GNU project, and ultimately, large parts of Linux, because a vendor would no longer provide source code for a printer dri- ver that was malfunctioning. None of these tremen- dously influential projects would have started in a traditional economic marketplace, and each of them took years to exert its transforming effect. It is pre- cisely because open source gives individuals the power to attack small problems that it is able to create unex- pected innovations.
As Peter Schwartz says in his book, The Art of the Long View, (Doubleday, 1991), “People and organiza- tions often organize knowledge concentrically, with the most cherished, vital beliefs at the protected center. At the outer edge are the ideas which the majority rejects. A little closer to the center are the fringes—areas not yet legitimized but not utterly rejected by the center either. Innovation is the center’s weakness. The structure, the power, and the institutional inertia all tend to inhibit innovative thinkers and drive them to the fringes.”
To be sure, there are significant innovations that come from a concerted attack on known problems and market opportunities. The mechanisms for undertaking such development projects are well- established. But open source is a low-cost way of increasing the opportunity for surprise.
Open source is a way of life, not a better way of picking potential winners and losers. Open-source pro- grams such as Linux, Apache, and Perl are no longer fringe products—they are well on their way to the cen- ter. To generate the next big open-source surprise, you need to provide the conditions of innovation: open standards and protocols that allow people to connect new software easily to existing software, good docu- mentation, and a well-defined extension mechanism that allows people to “roll their own” without having to get permission of a central architect. And of course, you need licenses that allow people to build on the work of others without first getting permission.
Your dog is barking at night, always.Your dog is barking at night, always.Your dog is barking at night, always.Your dog is barking at night, always.Your dog is barking at night, always.Your dog is barking at night, always.Your dog is barking at night, always.
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