 Good morning, hi, so my name is Smita, I am from Vipro, so I am not sure how many of you understand what Vipro is, so I will just tell you what Vipro is, Vipro is a service integrator, we work across different verticals, we work across multiple customers across the geographies and we have a plethora of skills that we have people on, we have a skill base of 170,000 people, so that is a lot of us there and we work on anything from main frames to open stack, from VLSI to AppDev to ERP to, you name it we have it, so that is where we are and I will just set a context of why I am here, so last 2 years back there was a strategy meet and we kind of understood that there are a lot of customers who are actually looking to migrate to complete open source solution, so they want to migrate their entire enterprise into an open source based apps, so we are trying to see how do we fit in there, so how do Vipro with its expertise in a lot of customer applications, a lot of this thing, how do we make a mark in the open source world, so that is where the entire journey began and we wanted to, so there was one thing that we wanted to do, we wanted to make sure our developers are savvy with what is happening in the open source world and it required a different mindset for somebody to be in the open source world from a traditional custom app or a commercial product mindset, because here it was all about you getting to know, you understanding what is into, I mean you need to get into the product to understand how it works and then you make changes to it and then deliver it to the customer, it is not just about using it, we are typically very good in using the products that commercial vendors give us, we know how to customize them, we know how to exactly make it work, all that we know, but then when it comes to making something, I mean understanding the depth of a technology and then making it work, that is where we needed a change in mind shift in our developers mind, so why am I here, we want large enterprises like us who want to make such shifts to understand what we went through and then not do the same thing, so in the true open source spirit we want to share what we learned, we want the community to understand that people like us, big enterprises, we are actually watching, we are keen to get into this world, so there is a lot of support coming in and there are strengths that are there within us which you can leverage and then we want your help to make a mark to expand the community and we want our customers, large enterprises to understand that yes, Vipro has its skin in the game, we want to, we are trying to change, we are trying to adapt and then get you the best when it comes to open source, so that's the context, so now let's see what is happening in my enterprise, so the anybody who wants to learn something new, the learning path were like quite tough, people didn't know where to go to learn something that they have to learn, I mean if they are working in a technology, they typically get stuck with that same technology till the end of their life and they are like you are an IBM person, you get to learn maybe a bit of IBM here and there but then predominantly you are stuck to that same kind of a product and then to understand that we had technology silos within our organization, so for somebody to get trained on something totally different, just their passion, it was very difficult, the crisscrossing within our organization to learn something new, it was impossible for somebody to do it and when we moved to open source we knew that we can't force people to learn something, we can't force people to come to open stack, it has to be a passion which is driving them to come here because it's not about you driving a herd into open stack, open source and that kind of the mindset has to come from within, so we had to have a method by which we can actually let people find what their passion is and then let them continue in that, so that was the change, it was really tough for us to do that with the current way in which our learning and development was functioning and we had this cookie cutter, everybody if you want to learn something this is the way you do, you attend the training, there are three days of training that you do, then there is two days of hands on and you are done, you are the other boss, you know what to do, so traditionally what happens if you are actually training for a specific project makes sense, you attend this three days of training, two days of hands on, from the next day you are actually in the project doing the technology, it does work sometimes, yesterday it has worked and that's why we are such a big organization, but then here the problem that we were trying to address is slightly different, we're trying to get people to learn something which they are not currently working on, which is their passion, we just want them to understand it and then if possible if they are interested we want to guide them to that path, so this required a lot of continuous engagement with them, not just those three days and two days of hands on and it just didn't help when you have somebody coming from a totally different background, maybe from a web app background coming to learn OpenStack and someone with an AWS background coming to learn OpenStack, the approach that we need to take is totally different, it can't be a generic training that we can give to a lot of people, so we had to make these changes in our approach and what were we looking for, we were looking for people with extreme skills, we wanted people to be heavy lifters who can actually do things which normally a developer in Wipro doesn't do, so we are not into understanding how is this, we can put solutions together using multiple technologies, but then going deep into one technology and saying how does it work, so that's not we are used to, so we were trying to get people to a totally different paradigm altogether, so that required a lot of changes from our side and we were also looking at full stack developers, the bus word nowadays, so we want people to understand from web till deployment, from UX till performance and all the litters associated with any application deployment, so we wanted basically people who can juggle multiple things and then that also required us to enable them to be familiarized with those things, so these were the challenges that we had and this is what we were trying to address, so that sets the context, now comes this team, so that's where the story begins, so two years back we were a team of 10 people who were interested with this goal of making 10,000 developers within Wipro, open source developers, so this is a big thing, so and how did we go about, so that's what we are going to hear, so we wanted to have people with high fungibility, adaptability, so we wanted people to learn one thing today, do something tomorrow, at the same time be on the lookout for another technology on the next day, so it could be different technology domains, it could be different languages, we wanted polyglots all over, so the way the success would be defined is when we can actually create people who know how to learn, it's not about teaching them a technology, it's about teaching them how to learn a technology, so that was one of the goals that we had in mind when we embarked on this journey, so this we realized wouldn't come in with a traditional L and D kind of method where you have a central team which is actually trying to give training on technologies which you don't know, I mean today you know there is a there is react.js that is coming in and two days later you realize there is another JavaScript framework which has come, which has got, I mean you need to get your people skilled on that, so it makes it really difficult for a central team to give this kind of a mindset changed in the minds of developers, so what we came up with is something called a community based competency building, so we wanted to create a community within Wipro which is we call it inner sourcing community because we are still not there where we can open source all what we are doing, so we are trying to do something which is at least within Wipro we would share what we have, what we learned, so that is the kind of approach that we wanted to do, so we wanted to create an inner sourcing community within Wipro where we would open up all open source technologies and related avenues where they can get skilled on and then we wanted people who are passionate about things, passionate about these technologies to come and start exploring it and we knew that there will be people who are actually very passionate about skills, it is just that they did not have an avenue where they could learn it, so we wanted those experts to come from the technology, from the community, at the same time we also wanted the new learners, I mean who wanted to learn this technology to come in, so what we were trying to do was just being a platform where these two people would come together and collaborate and we wanted to see how this is going to work out, so that is what we tried doing, so this is two years back, so we had everything set up, we had a platform, we had a Drupal-based collaboration platform which we developed, we had GitLab at an enterprise level, we connected these two systems, so people could actually come and start learning together, collaborate, discuss and then also do projects together, so we had identified around 10 to 11 technologies where we wanted to focus, so we gave them, you can come and choose, it does not matter what your background was, what your division is, where you belong, where you are a senior developer, junior developer, architect manager, does not matter, you are free to choose what technology is there, you can come and choose. And there were learning paths created where people could actually do either, either choose from a self-study-based model or an online training or maybe even an instructor-led training, so we had all that set up. And then we thought in a month's time when we actually launched it, we had around 1000 people who came and said yes, we want to learn this and then there are a lot of people who came and self-declared their masters in the technology and we thought, yes, we have done, what is there? I mean we have a technology platform which enables people to collaborate, we have people who have come across and then telling that yes, we want to collaborate, 1000 in a month, okay, so 10,000 is not far along, so we are very good. And that is when we started realizing it just does not work that way. So we were trying to build things as we go, so it is not that we had the technologies that we were exploring were like pretty new, we did not have all the learning materials available and there is also the thing of how do we give hands-on training to people. So we had to have some sample projects in the technologies that we had and we had to also had some solutions so that people can actually move beyond the hello world and start doing things and then see some benefits associated with it. So we did not have all these things planned and ready, we were trying to build it as we go, so it was it was really difficult because somebody would come in and say I want to start learning it, we did not have everything that was required for them to start learning, it was difficult. So this is another cultural challenge that we faced where people were actually used to sitting down in a classroom understanding how somebody would give them a ABCD of technology and then teach them yes this is how it works and this is how in this scenario you can handle it and things like that. From that we were actually letting them lose into a world where they had to figure out by themselves, so they had to learn, they had to explore, they had to do sample assignments and then figure out how this technology works and that just did not go well with a lot of people because it was just difficult and people were actually looking for an easy way out in every method and then we see people dropping out of the community not coming regularly, not coming for our meetups, not coming for evangelization sessions, it was becoming a challenge. And then the other thing was being a large enterprise with a lot of security, we never allowed anybody to install anything beyond what they wanted to do for their work. So it was impossible to somebody to learn something new, it is they could at the best do it in a training environment where you have three days of training, you get an access to an environment and you are done with it. You do not have even if you have a will to learn, you do not have an environment where you can actually try hands on that is becoming a challenge. And then how do we do see all this is available I mean for any other developer who is not within a I mean like how you were asking in the previous session about a large enterprise, if you are not in a large enterprise these are simple things that are there available. I mean you want to install something, you are in the open source world, you download, install and you are done. But then in the context of an enterprise where you have certain security considerations, where you want people to follow certain standards, it was it was becoming impossible for us to give them that flexibility of installing what they wanted. So, we were against this concept of standardizing things, we did not want to preach, we wanted to move away from the cookie cutter. But yes, there was no choice, we had to come to terms with things that yes, there were some standardizations that were required. So, what we tried was in the technologies that we had shortlisted, we actually picked up we created a dev environment. So, we said okay if you are going to do open stack then these are the things that are required and we pre-packaged that as an image and then we made it available in our infrastructure as a virtual box images. So, you can actually download a image or a doctor image. So, you can have that image and then only when you are actually trying to do a hands-on on that you bring up that image and then your system suddenly converts to something different. So, this is something that we tried across the enterprise and it this was made available at a centrally. So, we had to go to an extent where we say that okay, so some kind of provisioning we could do. So, you will be given access to an image that you want to try your hands-on. So, we were able to do that and then solve that infrastructure problem to certain extent. We also had to give them some broad guidelines on how do you traverse this path and become from a user to how to become a developer, how to contribute to open source and things like that. So, it was not like an academy so to say, but then we had to say that okay now first two weeks you try your hands on this and then three weeks you do this. So, a broad set of guidelines which would help people graduate slowly and then build their muscles on a skill of which they are not familiar with currently. So, a year down the line we had around we had two types of projects. One are projects which somebody has tried their hands on and they are opening it up as a proof of concept or a sample project which people could others can try their hands on. So, we call it assignments or training projects. So, we had around 100, 150 training projects which were actually which individuals coming into learner technology could start using them. We had 70 solutions that were getting built across the enterprise and being built in a community model. So, this is something very different because we are used to having people in a tied up in a center of excellence. So, that is what we call people who build solutions. So, there will be a center of excellence where there are three people who are trying to work on a solution. Now, we were able to work on getting around 70 of those projects out into the public so that anybody who is interested could start collaborating and that is that was one big thing for a developer who is not doing such I mean who does not get access to those solutions. So, they it is a privilege for them to start working for a solution. So, that way we were able to get a lot of projects. And then we were for each of those solutions we used to conduct different types of meetups we used to go the traditional open source community way we used to have a meetups where we will introduce the technology to them then we will give them there is a solution that we are trying to build and then we will have code sprints where we would invite them and then we will have a maybe a day where we say that we are going to attack this problem solve this and go on. So, we used to have things like that and the I mean it was a pretty successful thing at the end of it we thought yes we were there we had done and that is when we realized you know the intention that we started with we actually wanted to become a we wanted to create open source developers contributors and then what we were again creating is a traditional solution builders and people like that. So, it required the next change that we had to go through came there. So, we had to we had the same platform we had the same environment but then we changed our approach we were evangelizing all the time from that we actually moved on to a gamified approach where we said okay now you are in this technology you are trying to learn something different you are going to get I mean the perks are different you will get more points if you are in XYC in Java you learn OpenStack you get more points than you you have been always in infrastructure and you start learning OpenStack. So, we we tried getting people into into newer technologies and also we got them into participating in external communities and then having inviting communities to have meetups within our campuses. So, our developers get to see how actually a community works and what makes them what makes them stick to the community and contribute and it is also about it it is it is easy to I mean how do you make them cross hurdles each hurdle. So, when you have a community meetup in our premise it was easy for us to tell them okay now can you explain how this how this community what is the ways of this community. So, it it made it easier for us to take that approach we also had around 100 people who had started contributing to different open source projects across the spectrum we have around 20 who have contributed to OpenStack from our company now. So, it is around Manila, Neutron and so some of the products we have started contributing. So, it is it was about getting these communities come to our premises and then hand holding them that helped us and then we had some of these contributors in turn mentoring the next. So, as we are saying we have around 100 people who are contributing to open source that is a long way from the 10000 that we are intending to go but then it is not that we want all those 10000 to start contributing but then they should be in a position to deliver solutions using open source technologies. So, this is the current statistics so to say if you in my organization. So, we have around 10 different open source products that we are focusing on and then we have the numbers around them shows the number of people who are actually contributing something within our organization. So, they are not necessarily outside but then they are either in different step of in different stages of learning and becoming developers in those particular products. And in the last 6 months we have also launched 3 open source projects. So, this is something which which was like it is it is our internal solutions. So, we want to bring it to the open and then see how the community is reacting to it. One is these are in the area of open source so we want to tell our customers also that yes so what whatever solutions we are building we are actually open sourcing them and so one is in the big data area and the other the third one is a infrastructure monitoring system and the second one is actually it is intended for developers. So, if you want to try your hands on open source technologies maybe this is the place you start with. So, this is something which we are using to get a lot of developers into our organization. So, as we stand today what has happened in our organization is this model the success that it has brought in we are actually trying to do the same way of community based talent development in other technologies as well. So, we have opened it for even an SAP or a Microsoft and things like that and then trying to create those communities within our within our enterprise and then having collaborative development in those technologies also. So, that is the current stage in which we are in. So, if you have to see the evolution of this journey. So, we started as a company which was like very very siloed we had traditional way of approaching learning from there we had to come to a community based approach where it is like a potluck. So, whatever you have you bring it to the table and then you see how it is of use to the others and then from there we had a we had a transformation where we are making people into contributors. So, that is pretty much what I had to cover if there are any questions. So, you said there are around 100 contributors. So, what percentage of the time is dedicated to contributing to open source that is my first question and the second question I have is from a pro business point of view what is a business justification for people to contribute to open source. Okay, these contributions happen voluntarily. So, it is not that we are giving them a percentage of time where they can actually contribute. So, most of it I mean it could be that I would say maybe a day in a week is what is what is going in. Yeah, 20 percent, but then it is it is I mean they are not I mean I assume you are from a similar background. So, you you kind of understand. So, it is not that they are not in a billable role they have to work that 40 hours whatever is required for the customers, but then this comes as the perks of contributing to open source is something different. So, we reward them differently for the contributions that they are making. So, that is that gamified approach that I was talking about. So, in the community they get a different stature they get reward points accumulated. So, that that is how the contribution works. Business justification. So, I understand the 80-20 ratio that you have for contributing to open source, but let us say when you have 10,000 developers right which your goal is. So, when you say in the organization that hey we want to have 10,000 developers contribute to open source. What do the execs say right? What is the business specification? Why should Vipro as a business contribute to open source? Yeah. So, see open source as a I mean it is a different play altogether right. It is not like when when we we wanted to be called the trusted advisors for our customers. So, when we go and say an open source technology we propose that as the best to a customer. Customer would definitely is going to ask ok how do you know? How do you know this is the best? So, it makes sense for us to say that yes we have 100 developers who are working on that we know in and out of it and we vouch for this. So, it is like a guarantee that we are giving. So, where we say that yes our our developers are putting time and effort into it and then we know this is the best. So, that is kind of why we are in this game. So, the way we are putting it is from a developer it is they are getting the advantage of getting into I mean the traditional development and that kind of a developer is dying. You will have to get on to a place where you can actually learn new things pretty fast and then start developing it to yourself if not at least understand what somebody else is doing and contribute to it. So, from a developer perspective yes that is the path we ask them to take and from a business perspective makes sense for us to have those people contribute to these technologies. So, it gives us some mileage in front of customers. You had a question. So, you guys were targeting a number of different open source communities. Was there one specifically that you found developers were having a large trouble breaking into or contributing to and also how to maybe open stack compared to the other open source communities. Open stack was a tough one. We had we did have a lot of trouble getting into it but then the community was very supportive. We had a number of meetups which were held within our campus where people were taken through steps and the processes where I would say from an open stack perspective processes are pretty neatly laid out. So, that made it easier but then the technology per se was complicated. Do you guys have people from like ops backgrounds going into wanting to get into development? Yes. What's the criteria for that? Do people just have to send an email to somebody or do they have to take a test or what? Yeah, so it is see a lot of our people are actually in the ops background they know how to deploy they know how to do it but then they would not know how to get onto it. So, that is where we were trying to see if the individual has a passion of learning something. So, there are no prerequisites. So, you come in with what you have and then you say okay now there are all these things you need to learn to get to the next level. So, the technologies are available the self-learning paths are available you come start taking it nobody is tracking you whether oh did you really say that you are going to do it did you do it so that is not happening. So, once you have come to a stage where you can actually start contributing to an internal solution that is when you will start recognized as a developer. So, and then it depends on you whether you want to stay with ops or you want to move to developer. I was wondering how your gamified approach has worked for you guys because we kind of ran into an issue where people almost became intimidated by the fact that you know like we were essentially ranking them in a way when in reality we were just trying to kind of get them to jump into the community. So, I was wondering what kind of experience you had with that. Yeah, we actually don't rank them. So, we had a leaderboard initially then we didn't pursue with that leaderboard approach because it just didn't make sense. So, it was about okay so how many points are you getting? So, we just there were different levels. So, we call them starters movers flyers and things like that. So, you say that in this technology you are at this level and then in another technology you may be at a different level altogether. But then if you have like a plethora of technologies where from where you are gathering points you consider different I mean because you are a polyglot or whatever. So, it was only about that person and how that person has been the previous day to the current day. So, we never tried comparing them with another. Hi, I have a question because inner source is defined as bringing open source policies into the company and then you are also detailing how developers are participating in specific open source projects. So, my question is how are you measuring how successful is this idea of inner source within the company? So, are you having metrics like mentorship or I mean you should probably have something like silos of developers and you want to break this right. Yeah. So, that is the number of solutions that I was talking about. So, typically units would have their own developers who are actually doing these solutions. So, the number of solutions that we were able to bring to the open. So, that is that is our metric and we have a metric for every quarter how do you improve these numbers and the number of units that you are attracting to this model. So, that is what we track. So, the number of solutions that are Ron and the inner sourcing model. I am interested and I understand that you are a consulting company. So, yeah. So, it would be clear why people would be self-motivated to develop the new skills and improve their careers and so forth. One of the things I am wondering is how did you assess their skill levels because I am sure you would in turn be looking to place them with customers and things and determining what rates you should charge and so forth. I mean how do you assess how do you assess people's progress and competency and so forth. So, that is a difficult thing because the traditional way of assessment is all around taking a test and seeing whether you have scored in the test or not. We did not want to go that way. So, we have actually taken the points that they get from the community contribution, from the inner sourcing contributions. The same points that we use for the gamification, the same points are what determines what a person is. So, that is what we are using. It does not necessarily translate to our billing rates or anything, but then that just tells how good the person is in the technology. So, it could be due to I mean he contributed to a wiki or he added a blog, he answered a question or he did a bug fix. It could be anything, but then he gathered so many points just says that he is good in that. So, if there are no questions, thank you.