The Imperative for Corporate I/T

Over the last two months, I have outlined the case for the Linux desktop. Four weeks ago, I described the innovative process which is making the Linux desktop ready for prime time. Two weeks ago, I outlined the key features of Novell’s SUSE Linux Enterprise Desktop 10: why it was innovative, well integrated, and generally good enough for the knowledge worker. I also committed to follow-up with an analysis of what corporate I/T should do with this new technology.

The emergence of an innovative and adequate Linux desktop is disruptive. But for corporate I/T, there is always a switching cost. Why take the risk now? More generally, what should be the reaction of corporate I/T managers?

Well, their first reaction should be unbridled joy! Corporate I/T has always been at the forefront of advocating choice and standards, and eschewing vendor lock-in and proprietary designs. Not only does a capable Linux desktop provide choice, but it does it in the most open possible way – the source code is freely available. Nirvana.

But there are also very pragmatic reasons to embrace the Linux desktop. So, what should be their practical reaction? There are several steps.

1. Open Source acquisition policy. It is already the case that many enterprise users download Open Source software and many enterprises have policies that govern this. The maturity of Open Source is accelerating this trend. Companies need to create, revisit, and revise Open Source acquisition policies. Here’s why.

The desktop operating system is basic. Everyone uses one, and preferences vary. It is a virtual certainty that many individuals in an enterprise will want their own versions of desktop Linux. Some I/T organizations will encourage this. Their enterprises will get the full benefit of Open Source innovation. Each desktop will be customized for a users needs and wants. Difference will abound.

But other I/T organizations will be fearful of such a situation. The support of this diverse set of desktops will fall on the back of the corporate I/T organization. If there is no quality control or vendor support backing up the software – the costs could grow. Such I/T organizations might elect one or several vendors who they qualify to distribute and support desktop Linux.

2. Segmentation into desktop types. Certain segments are prepared to deploy Linux today. These include: thin clients, fixed function terminals, transactional terminals, and the basic knowledge worker. Given the ultimate imperative to move to open solutions and develop Linux skills, it is very sensible for I/T managers to start in those segments where Linux is more mature.

3. Pilot deployments. Aside from deploying the Linux desktop to simple environments, it is prudent to prepare for an increasing fraction of Linux desktops over time. To avoid the situation where an I/T manager is beset with this requirement with no preparation, I/T managers should find clusters of users who are ready for the Linux desktop today. Some areas, such as the thin client, fixed function, and transactional user, represent areas for wholesale migration to Linux. For others, such as office workers, knowledge workers, general purpose users, scientific users, CAD users, financial analysts – readiness will vary from organization to organization. Each enterprise should identify the user classes that are ready for wholesale migration, and the classes that should begin with pilot migrations.

4. Significant deployments. Once I/T managers have evaluated the quality and features of the Linux desktop, they should evaluate switching a large fraction of their users the next time they contemplate a major software upgrade of the desktop. It will be good enough for many users and at a much lower cost.

5. Assessing the next major desktop upgrade. The timing for preparing a significant deployment could not be more appropriate than it is today. Every I/T organization goes through a regular cycle of assessing the next upgrade of desktop software. Many organizations will assess their next desktop move at the end of 2006 for deployment in 2007. Having a pilot and/or a significant deployment affords an opportunity to compare at least two choices for the next desktop deployment. This results in a more informed decision than if the I/T manager is simply assessing an upgrade from one desktop software vendor.

6. Move the entire enterprise to Linux desktops. There are numerous enterprises that are prepared for a complete movement to Linux desktops. These include the following:

a. Unix desktop environments. The migration to Linux should be much easier.
b. Emerging countries. For new companies, most notably in the developing world, it is sensible to get on the platform of innovation – the Linux desktop – rather than starting with proprietary alternatives.
c. Deferred upgrade. Many enterprises have deferred upgrading to new releases of their existing software due to the high cost of upgrade. It is an opportune time to move to the Linux desktop with supporting software (e.g. Firefox, OpenOffice).

The Imperative for Hardware Vendors and ISVs

Hardware OEMs and software ISVs have been leaders in moving towards open software standards. This includes several players in the industry: hardware vendors who ship Linux as an option, the 100000+ Open Source projects who typically build on a Linux operating environment, as well as Windows middleware vendors who have ported to Unix and Linux. Their investments will pay off. Increasingly, they need to ensure that both client and server run on Linux.

Summary

The Open Source community has created a desktop which is good enough for most users and demonstrates excitement and enthusiasm. It will open a new generation of desktop innovation. SUSE Linux Enterprise Desktop 10 demonstrates some of that power. But the true power will be unlocked when thousands and millions of programmers and end users participate in future versions.

It is time for corporate I/T to embrace the Linux desktop, and to have a clear acquisition strategy for Open Source.

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