 So, thank you very much for being here. Okay, many people in the room. And I'm going to talk to you about something that Wipro, I work for Wipro, has been developing and is going to contribute to FENOS. So what you see here is a kind of a teaser presentation of what will be made available as open source for the world. It's going to be posted on the FENOS GitHub and then everybody will be able to use it. And so what we're talking about, what we're going to talk about here, is basically what we call the OSMM, the open source maturity model. So I wrote it in here once here, just so that we make sure we all know what we're talking about. And it's basically a tool that we're developing that aims at helping organizations figure out the best way to use open source, meet their corporate objectives, and make the decisions that are relevant to that. And it works by providing an assessment tool that lets you figure out where you're today and where you could be in terms of open source maturity, which looks at adoption, use contribution, et cetera, where you could be given your corporate DNA, the way you work, what you're trying to achieve, et cetera. So it's not just a measuring tool, but also a tool that lets you have a glimpse at the future, okay? It might not give you all the tools to get there once you've identified where you can go, but it will give you a hint of where you could be. So why is this needed? Why are we looking at this? Well, first of all, you know, if you're going to want to modernize your organization, and I was just on a discussion earlier on where we're talking about the financial institutions and the legacy elements that plague the financial institution world, when we want to move ahead and catch up with the Nailbanks, we're going to need to find new ways of developing software, rather than acquiring software, or sometimes even just downloading software. An example I love to give, actually, is what Revolut, you all know Revolut, right? What Revolut is doing today, if you look at their GitHub, they're actually using to develop their mobile application components that have been developed by Airbnb, okay, and they contribute to this code. So, and this is public information because you can see it on their GitHub. This is very simple. So, you know, if you're going to want to become the next financial institution that provides services to the millennials, you find a new way to develop your software, and that's going to require working with open source, working on open source, et cetera. Also, you know, these new ways of developing require significant adoption of open source components, and sometimes it's already there. I've seen banks, I said that earlier on in the previous session for those of you who already heard me, probably repeat, but one of the banks we work with, when we asked them before working with them how many open source components do you use internally, they said, ah, we're pretty good. 300 to 600 components we use internally. And you said, oh, hi. So, we started our work with them by a full-fledged assessment where we queried every single team in the organization, and we found 6,000 open source components. But they didn't know they were using all of these because, you know, this team doesn't speak to this team, which doesn't speak to that team. So, instead, if you're going to want to work like the next generation of financial services institutions, you will need to be using open source components all over the place and manage them. So, you'll need to govern the use of open source. You'll need to find ways to support these components, whether you use external support or you build your support teams internally. And that means that, you know, it will become more and more complex to manage all of that until you put in place the right governance and the right tools, right? So, all of this is measured in the open source maturity model, and it aims at telling you whether you're ready or not or where you are on that road to being ready to be, you know, as agile, not in the agile method, I'll leave it, as dynamic in your software development as the Neobanks and all of these new financial services institutions are because, frankly, if you don't get there, they'll be ahead of you. By the way, it's not just Neobanks. I was talking to a bank in Oman, well, when we could still travel, and they're a new bank, but they're creating themselves as a normal bank, but they're developing all of their software with open source because they have to go fast and they don't have the money to do it by acquiring, you know, 10-ounce or whatever super fancy core banking software platform that everybody else uses, so they're going open source. And that actually lets them leapfrog the competition in the traditional banking world. So, yeah, for everybody, not just the Neobanks. So this is the first, you know, this is not the first time we do this maturity model. We've been using it internally at Wipro and for people who joined Wipro over some time for probably over two decades in some form or another. So this is the third generation of this model, which is why we're still refining that new generation. So it's not yet public, but it will be. It's the result of over 300 engagement with various customers, including financial services. So it's built on experience. It's not just something that some marketing person figured out that would make sense to do. And so we use primary research, which is what we found out, secondary research, which comes from research organization that we leverage for doing our work. So it's really something based on experience. And that's important because when people run the questionnaire or the assessment, they will find things that, yeah, I've heard of this. We don't do it or we do, but I've heard of it. And so the idea is that we'll have a first beta release sometime, first half of October, and that's going to be something people can play with and look at it. You're actually going to see a demo. I'll run a little video afterwards. And then we're going to post that to GitHub. So it's going to be made available directly for everybody. And then second half of October, we'll have a version that is not only an individual assessment. You run the assessment and you get your results and it tells you, from your perspective, this is what your company looks like, but we'll be able to run a session for multiple employees of the same company and it will collect the results and propose an overall view of the organization. And this is where it gets interesting because you can again have this assessment run by developers, users, legal, you name it. All of the people in the enterprise who should be touched by Open Source will be able to contribute to building an overall picture. And that's really important because Open Source touches everything. If your innovation team isn't looking at Open Source, you're going to lack to miss a good part of your innovation capabilities actually. For those of you who were in the session previously about the results of the Open Source survey that Linux Foundation did, I think the number is 84% of organizations find that the most important benefit of doing Open Source is innovation, is driving innovation to Open Source. So you have to involve your innovation people, but you have to involve your legal people, your risk people, your procurement people, your sourcing, et cetera. So how does it work? I'm going to go into some of the details. I don't want to dive too deeply, but if you do have questions, feel free to ask. But the whole point is we have a survey. It starts with a survey that has about 50 questions out of an overall 150 plus. And we figured out that for an individual survey, somebody who just wants to get an easy picture, 50 is way enough when we are conducting this as part of a paid engagement for an organization where we can actually force people to respond to every question we ask them, then there is a 150 question version of it. But of course it takes like half an hour or something and nobody in their right might want to answer that just for the fun. So it's a 50 question survey that focuses on a number of axes, six of them, or seven. And those are not represented here, actually. But six or seven axes, three major ones that have elements, sub-elements all talk to them about and talk about them. And so it gives you a perspective on the various aspects of open source maturity. As a result of this, we tell you where you are on the maturity model. Are you just an ad hoc user? Or are you in a managed state? Or are you in a leading state? There are five stages, actually, that we'll look at. And it tells you where you are for all of these five axes, three axes, and multiple sub-elements. It'll give a very nicely visible spider chart. I have a picture of that in these slides. And also charts, I will have those in the video afterwards. So you can see what it looks like. And some interview feedback when we are conducting the full corporate survey where we also add to these questions actual in-person interviews. So it does a current analysis. Based on the interviews, we can give a future state planning. Then we can help implement, drive the implementation, retake surveys to make sure where we are, if we are involving in the right way on the maturity model. And that gives a great tool to then implement an enhanced open-source strategy, model, processes, etc. So how does it work? So first of all, I said we have three main axes, strategy, management, and users, and usage. So we look at these three. And under each, we have dimensions that break down the major axes into its elemental parts. And for each of these elements, we actually have five different stages of maturity. Ad hoc, aware, manage, engage, and leading. Ad hoc is basically we are using some open-source. We have no idea how to manage it. People are doing it by themselves. It's a huge risk, especially in the financial services space. Aware is when your management knows that you are doing this. So if you ask somebody who is a little higher in the organization about open-source usage, the answer will be yes. As an example of not being there is when I talked to a bank in South Africa and the discussion was actually not on open-source. It was on blockchain. And we were in this big room with the CIO and their whole team. And we asked them if they were, how advanced were they in their blockchain story. And the CIO said, we're not even started yet. We don't do anything with blockchain. We're just exploring. We were in the room, raised a hand and said, actually, that's not really true. In our lab, we actually downloaded a copy of the Ripple server and stack and because it's open-source, then we're using it. So this is ad hoc. CIO has no idea that they're doing this. But they're doing it. And so you don't really want to stay there. And then we have the awareware management. Knows about things going on. Manage is typically where you actually have legal get-involved with all kinds of hurdles for people to use open-source by saying, you can't do this. You can't do that. You have to go through this loop. You have to go through that loop. And basically, it's a pain in the butt for everybody, but at least the risk is control. Then you have engaged where you're starting to put in place policies, procedures to do things that aim at helping people be more efficient in their consumption, contribution, publication of open-source. And finally, leading where your strategy actually leverages open-source activities to derive business benefits. So we looked at these five levels and we will tell you for each of these where you are. We work by having attributes for each of these stages, what characterizes this stage. It actually translates into the questionnaire itself. So the question is, do you have this? Do you have processes? Do you use tools? You blah, blah, blah. Implications, what does it mean? Like I said, for ad hoc, huge risk. Managed, less risk, but it's a pain in the butt so you're not moving, et cetera. And then the activities, which is what you need to do to get from that stage to the next stage. So that helps automatically structure the next steps if you want on that model. It's fairly simple. The way it works then, oh, by the way, I should have said that at the beginning, if you do have questions, interrupt me rather than waiting for the end because when you wait for the end, then I have to scroll back to the slide to question the place, too. So feel free to interrupt at any point in time. The way it runs is we have a survey. That runs on the line survey engine, actually. It's an open source engine. That's why we picked this one rather than SurveyMonkey. There's an instance hosted at Finos. So it can run off of Finos's infrastructure but because it's open source, you can actually download the line survey, download the model, the definition files for the question, implement it on your own server and run it by yourself. Wipro actually has that tool also in-house since we use the same tool to do the assessments for our customers when they hire us to do an assessment on their open source maturity. So it's really the same tool and because it's open source, you can use it by yourself. There's a scoring engine that takes the questions, the weighings we put on each of these answers based on the category of the people, the demographics, etc. And then there is an engine that takes all of this, moves it and creates graphs and things like that and provides an output. That's really nice. So as an example, and here you have the actual elements that we look at for each of these three axes. This is an example of a typical output where you say you're aware on this stage to manage state on corporate alignment, you're ad hoc in community and ecosystem engagement. So this, for example, will meet, you don't do anything and somebody that does it, they're probably doing it on their own from their personal machine because, and you don't control it, so you don't know if they're posting proprietary stuff or not. It's basically done in a very dangerous way, but it's done. This is an example of the spider charts you would get. So it's giving a few elements for one of the axes, and it's giving you where you are. That's the brown graphic here. And given what we know from the organization and how it works, where you could be, this requires some more focused analysis. So when you run the assessment by yourself, you get this one. When you run it with involvement from Wipro, who does further analysis and individual interviews, then we can provide something like this. There's nothing stopping anybody else from doing that. Obviously the model is public and anybody can use it, but this is what you'd get. Automated tools will give you just the current state. So that's what I wanted to show, so really a few things. I'm going to run a quick video. Try to run it at low speed so that you see what it looks like. I need my glasses to see what my machine is doing. So this is showing the answering of a few questions. So the first two steps I'm showing, then I'll skip through all of the questions and then I'll show you, it shows briefly what it looks like. So this is purely for demographic purposes, by the way. We're not using this individually, so we know where people are based. So this is what it looks like. You have questions, you click, you answer, you have yes, no, don't know questions, you have multiple choice questions and there's a scoring engine behind that that counts the answers and decides what they mean. And when you do that, this is a little time skip, after you've finished all of these questions, and this can be, by the way, this is running online survey, it could be branded. So if you want to implement it yourself, there's a scanning engine, you just run that. The result looks like this, scoring brutally scored. And with the various examples, your assessment score for contribution, publication, et cetera, those are what the graphics look like. Do I have a poskey? Yeah. So that's the per category, per question, the brutal data, if you want. And I don't have in here the spider chart because the scoring engine and the graphing engine is actually, I got a message this morning saying it was finished. It's a little too late for me to integrate that in the video, but that's typically what you would be getting. I'll pause here before it closes. So that's what it looks like. And as I said, this is going to be made, published this first half of October, you'll find it on Finos' GitHub. And the point of putting it on GitHub is that obviously we want people to participate because even though this model is a result of years of experience at Wipro and a lot of people getting involved in providing answers to these questions for us, you may actually have a slightly different experience and want to bring your feedback into this. So once it's there on GitHub, feel free to raise issues, to make pull requests and comments. It's an open source project. It's an open source project which is mostly focused on datas which build a questionnaire rather than coding because the main coding is basically a matrix that has the scoring engine implemented. A little bit of logic, but nothing that requires significant Java coding. I think it's written in Python. I'm not the one doing the coding, so I don't remember, but the most important contribution would be helping us with the scoring if you think we are too aggressive on one side or not enough on another side or with maybe adding questions and things like that. I'm talking about adding questions. Do you have any questions to add to my presentation today? Yes? So just because the scoring engine is open source, is that the scoring engine? Yes. It's basically a matrix of ways for questions, but yes. All of this is open source. So I fully agree with you. For that to happen, it would require a bit of tweaking. The way the engine is designed is it can provide individual surveys or it could provide corporate surveys, so it would be an instance running per organization. Maybe Finos wants to do a global survey in which case they would create an instance that takes all of the answers and put them together. We haven't talked to them about doing that. It could be a next step or an early step or something like that, because you might not, if you were not in the session before, but Linux Foundation just created something called LF Research, which is responsible for doing research for the various projects, and so Finos uses results from LF Research, so they could also provide insight for LF Research. This would be a great tool to do that and could be used as part of one of the surveys or as the survey directly. So yeah, great idea. Here and then there. Okay, here and then there. You're going to have to speak a little louder because I don't hear really well and the mask. So if you remember what I put in my slide here, this is all done through open source. This requires a lot of thinking, expertise, and is done by people. So what we're hoping to get from this, if you want our business model here, is that we want people to run the model, be happy that they get a result that gives them a view, and then come to us and say, okay, so what do we do now? And then we say, well, we're going to take the same model and instead of just you doing it, we're going to have 20 people from your organization, and then we're going to run a series of interviews with ex-people. We'll take an hour or two to figure out how many people from which teams in your organization we interview. We're going to conduct these interviews. This usually takes two to three months. And then we're going to build a plan for going from here to there. So that's how we make money. We get engaged after somebody's played with this, likes it, and wants to know more. And not everybody's going to want to know more. Some people are just happy figuring out that, yep, they're doing pretty good, and so they tell their management, yep, we're doing pretty good, and their management is, hey, we're doing pretty good. So that's a model that works, and it's like all open source. If I create something as open source and make it available for people to download, some people are going to download and use it. And then others are going to say, okay, I want to go to production with this added value services. That's the added value service they get from us. They could get it from somebody else, but we have hundreds of hours of working on these projects, so we have some pretty good experience to sell in doing that. Actually, that's one of the things we do with some of our customers is we do a first assessment, like this, kind of for free, and then it gets them, not all of them, but quite a few actually want to know more and get better. One of the typical way we do this is once we've done the first assessment, we actually have a look at their open source strategy if they have any, and then we work with them to make it evolve so that it can bring them to the blue thing from a strategic perspective, and then they have to work on implementing it, and that's another project. And creating the new strategy is a few months of work, and then creating an implementation plan and implementing it is years of work together. So there is a clear business model for us for doing this, but there is a value for running this as open source as well. And you know, it's like the freemium stuff. If what you provide for free gives no value, people aren't going to be interested in this. When we think this has value, we think it gives an interesting insight and it might make some want to know more. Honestly, all of them, it really depends, both in terms of companies as in terms of demographics inside the company. Somebody who is a developer will have a certain perspective on this stuff and somebody who is in legal or in procurement might have a completely different perspective on this stuff. And so the answer they will give is going to be different. So if only one person does this survey, they will have a very polarized view of what they can see and it might give them some insight, but it's basically representing in a way what they already know, but modelized based on how we see the industry. So they see this, they probably will be interested. They might call one of their colleagues and say, yeah, I saw this super interesting model. You want to run it also and see what you see. And when they start getting slightly different perspective because they're in different teams, this is when they probably say, I'm going to run this and more 360 degree view on our organization. And then when we run these surveys in a comprehensive mode, we will make sure that the demographics of the respondents actually are enough. We have like a normal survey sample. If you don't cover all of your demographics, you're not going there. Well, if I go back to my model here, when you're in ad hoc or aware mode, that's where legal would use this to say, oh, we need to put some serious amount of control in here. And then we get into managed. So once legal does that, there is this uncomfortable moment where all the developers who were contributing or using and downloading stuff realized they can't do it anymore. They're upset, but at least risk is managed. And this is where management comes into play and say, okay, now this is controlled. Now let's get to the next step. And we did that with a bank actually here in the UK that had, they were in this like super managed state where everything they did was seen from a risk perspective and so had to be handled from a risk perspective. If you want to start using an open source project, it's a risk. How do we make sure that doesn't blow up in our face, et cetera. So they went by putting in place the right kind of tools and processes. So that would be the activities here. And by putting place the right kind of tools and processes, they went from having, this is a risk type of approach to, yeah, risk is handled by the processes. Let's focus on the benefits of doing this. And that is a very, very interesting model because that lets you move from managed to engage or even leading. Once you see every open source activity from the benefits it brings because risk is handled, you're in a position to go from engaged to leading. How can we actually derive even more benefits and how can our strategy for open source support our corporate business objectives? That's when you're actually leading. So in terms of demographics internally, depending on who you have participating in the survey, you're going to get some insight on some aspect or another. And then once we get involved in creating that blue box around it of where you can be, this is where we start creating the activities for the next steps. In terms of companies who might be interested in doing this, I would say everyone, but typically what happens is that in startups they don't usually bother too much about this. They go full speed with open source. And then when they have open source everywhere, they realize that they may be taking a slight bit of a risk and when they talk to a VC for an extra round of funding or for a merger or an acquisition, that's when they realize they missed the boat on some risk control and license validation or something like that, which might have been identified by running this model. So it will benefit all kinds of structures that are considering using open source or are already using open source and need to figure out if they're doing it well or not and if they're taking a risk. Yeah, exactly. So when it's open source, it may be myself, we do some kind of guidance or documentation around what might be a great sample for you to take forward. Otherwise, if you give the organization a day one, go and do it, you're going to get an amazing current state because you spoke to legal, you know that there are your scope of understanding or you've just spoke to 50 developers who have no concept of governance and compliance. So indeed. And so that's why we do specifically focused interviews when we get involved in the additional step because then we figure out who the people are in front of us and we know that what they're giving us is a perspective. Actually in the questionnaire, so the model includes the roles for weighing the questions, at least weighing the answers. So we know that, for example, if a legal person is responding on a marketing question, it probably weighs a little bit less than if they're answering on a risk management question or something like that. So we do take that into account into the weighing model, but yeah, further analysis will give much more fine-drain results. Any other questions? I have no idea how we're on time. I think we're actually pretty good. Or late. There's nobody banging at the door, so if you have more questions, I'm happy to answer them. Okay, so watch the Finals GitHub. I think there is already a repository called OSMM, github.com.sh-finals-osmm. It's probably empty right now, but it's just about to start being populated with documentation before the model actually gets put online. Thank you.