After 10 years of development, the W3C has promoted HTML5 to "Recommendation" yesterday: http://www.w3.org/blog/news/archives/4167. W3C's "Recommendation" status is the highest level of maturation, effectively making the markup language a formal standard.
Almost 20% of the world's websites have adopted HTML5, so for many, HTML5 is nothing new.
Drafting the HTML5 standard appears to have been a difficult and tiring process. It took more than 50,000 email exchanges, and the group's bug lists record more than 4,000 errors and ambiguities that had to be resolved.
With HTML5 complete, you might wonder what is next for HTML? Take a look at HTML.next, the list of HTML.next proposed elements and attributes or the list of postponed feature requests.
The trend in development seems to be towards native mobile applications rather than mobile websites, but the future of HTML and its modular design has some interesting things in store. In the long run, I think the line between native applications and web applications will blur. I think the future is better integration and more seamless transitions between the two. Standards are important and can't be here fast enough!
It's easy to underestimate the importance of this recognition for Acquia, and by extension for Drupal. If you want to find a good coffee place, you use Yelp. If you want to find a nice hotel in New York, you use TripAdvisor. Similarly, if a CIO wants to spend $250,000 or more on enterprise software, they consult an analyst firm like Gartner. So think of Gartner as "Yelp for the enterprise".
Many companies create their technology shortlist based on the leader quadrant. That means that Drupal has not been considered as an option for hundreds of evaluations for large projects that have taken place in the past couple of years. Being named a leader alongside companies like Adobe, HP, IBM, Oracle, and Sitecore will encourage more organizations to evaluate Drupal. More organizations evaluating Drupal should benefit the Drupal ecosystem and the development of Drupal.
My company Acquia was honored this week by BelCham, the Belgian-American Chamber of Commerce, as the "Company of the Year". I'm proud of this honor, which speaks to the great work that our team of more than 500 Acquians from around the globe do for our customers everyday.
BelCham is an organization dedicated to helping Belgian entrepreneurs navigate the complexities of Belgian-American trade. Companies like Acquia, InBev, Brussels Airlines, and restaurant chain Le Pain Quotidien support BelCham's work.
If you want to build a big company, then at some point you have scale globally. Scaling a business globally is challenging. I try to give back some of my experience by advising Belgian entrepreneurs that want to move or expand to the US. I often recommend they get in touch with BelCham because they can help entrepreneurs find the resources they need to extend their network and grow globally.
I gave my traditional State of Drupal presentation this week at DrupalCon Amsterdam. I decided to talk about the sustainability and scalability of the Drupal community. In case you didn't attend DrupalCon Amsterdam, you can watch the recording of my keynote, download a copy of my slides (PDF, 17 MB) or read my blog post on the topic.
Today we announced Drupal 8 beta 1! This key milestone is the work of over 2,300 people who have contributed more than 11,500 committed patches to 15 alpha releases, and especially the 234 contributors who fixed 178 "beta blocker" issues. A massive thank-you to everyone who helped get Drupal 8 beta 1 done.
Betas are for developers and site builders who are comfortable reporting (and where possible, fixing) their own bugs, and who are prepared to rebuild their test sites from scratch if necessary. Beta releases are not recommended for non-technical users, nor for production websites.
We truly live in miraculous times. Open Source is at the core of the largest organizations in the world. Open Source is changing lives in emerging countries. Open Source has changed the tide of governments around the world. And yet, Open Source can be really difficult. Open Source can be largely a thankless job. It is hard to find volunteers, it is hard to find organizations to donate time or money, it is hard to organize the community, it is hard to learn, it is hard to attract full-time contributors, and more. As the project lead for Drupal, one of the largest Open Source projects/communities in the world, I live these challenges every day. In this blog post, I will analyze the challenge with scaling Open Source communities and recommend a solution for how to build very large Open Source communities.
In economic terms, for something to be a "public good", it needs to match two criteria:
Examples of public goods include street lighting, national defense, public parks, basic education, the road system, etc. By that definition, Open Source software is also a "public good": we can't stop anyone from using Open Source software, and one person benefiting from Open Source software does not reduce the benefits available to others.
The realization that Open Source is a public good is a helpful one because there has been a lot of research about how to maintain and scale public goods.
The biggest problem with public goods is the "free rider problem". A free rider is someone who uses a public good but who does not pay anything (or pay enough) towards its cost or production. If the maintainers of a public good do not address the free-rider problem it can lead to the non-production or under-production of a public good. This is generally known as the "Tragedy of the Commons".
In Open Source, a free-rider is someone who uses an Open Source software project without contributing to it. If too few people or organizations contribute to the project, the project can become unhealthy, and ultimately could cease to exist.
The free-rider problem is typical for public goods and does not usually arise with private businesses. For example, community-maintained software like Drupal may have many free riders but proprietary competitors like Adobe or Sitecore have no problem excluding those who will not pay a license fee.
To properly understand the free-rider problem and public good provision, we need to understand both self-interest theory and the theory of collective action. I'll discuss both theories and apply them to Open Source.
Open Source contributors do amazing things. They contribute to fixing the hardest problems, they share their expertise, and more. Actions like these are often described as altruistic, in contrast to the pursuit of self-interest. In reality, generosity is often driven by some level of self-interest: we provide value to others when it benefits ourselves.
Many reasons exist why people contribute to Open Source projects; people contribute because they enjoy being part of a community of like-minded people, to hone their technical skills, to get recognition, to try and make a difference in the world, because they are paid to, or for different forms of "social capital". Often we contribute because by improving the world we are living in, we are making our world better too.
Modern economics suggest that both individuals and organizations tend to act in their own self-interest, bound by morals, ethics, the well-being of future generations and more. The theory of self-interest goes back to the writings of the old Greeks, is championed by early modern economists, and is still being adhered to by late-modern economists. It follows from the theory of self-interest that we'd see more individuals and organizations contribute if they received more benefits.
While contributing to Open Source clearly has benefits, it is not obvious if the benefits outweigh the cost. If we can increase the benefits, there is no doubt we can can attract more contributors.
The theory of self-interest also applies to groups of individuals. In his seminal work on collective action and public goods, economist Mancur Olson shows that the incentive for group action diminishes as group size increases. Large groups are less able to act in their common interest than small ones because (1) the complexity increases and (2) the benefits diminish.
We see this first hand in Open Source projects. As an Open Source project grows, aspects of the development, maintenance and operation have to be transferred from volunteers to paid workers. Linux is a good example. Without Red Hat, IBM and Dell employing full-time Linux contributors, Linux might not have the strong market share it has today.
The concept of major public goods growing out of volunteer and community-based models is not new to the world. The first trade routes were ancient trackways, which citizens later developed on their own into roads suited for wheeled vehicles in order to improve commerce. Transportation was improved for all citizens, driven by the commercial interest of some. Today, we certainly appreciate that full-time government workers maintain the roads. Ditto for the national defense system, basic education, etc.
The theory of collective action also implies that as an Open Source project grows, we need to evolve how we incent contributors or we won't be able to attract either part-time volunteers or full-time paid contributors.
Solutions for the free-rider problem and collective action problem exist, and this is where Open Source can learn from public goods theory and research. The most common solution for the free-rider problem is taxation; the government mandates all citizens to help pay for the production of the public good. Taxpayers help pay for our basic education system, the road system and national defense for example. Other solutions are privatization, civic duty or legislation. These solutions don't apply to Open Source.
I believe the most promising solution for Open Source is known as "privileged groups". Privileged groups are those who receive "selective benefits". Selective benefits are benefits that can motivate participation because they are available only to those who participate. The study of collective action shows that public goods are still produced when a privileged group benefits more from the public good than it costs them to produce it.
In fact, prominent "privileged groups" examples exist in the Open Source community; Automattic is a privileged group in the WordPress community as it is in a unique position to make many millions of dollars from WordPress.com. Mozilla Corporation, the for-profit subsidiary of the Mozilla Foundation, is a privileged group as it is in a unique position to get paid millions of dollars by Google. As a result, both Automattic and Mozilla Corporation are willing to make significant engineering investments in WordPress and Mozilla, respectively. Millions of people in the world benefit from that every day.
Drupal is different from Automattic and Mozilla in that no single organization benefits uniquely from contributing. For example, my company Acquia currently employs the most full-time contributors to Drupal but does not receive any exclusive benefits in terms of monetizing Drupal. While Acquia does accrue some value from hiring the Drupal contributors that it does, this is something any company can do.
It's my belief that we should embrace the concept of "privileged groups" and "selective benefits" in the Drupal community to help us grow and maintain the Drupal project. Furthermore, I believe we should provide "selective benefits" in a way that encourages fairness and equality, and doesn't primarily benefit any one particular organization.
From the theory of self-interest it follows that to get more paid core contributors we need to provide more and better benefits to organizations that are willing to let their employees contribute. Drupal agencies are looking for two things: customers and Drupal talent.
Many organizations would be eager to contribute more if, in return, they were able to attract more customers and/or Drupal talent. Hence, the "selective benefits" that we can provide them are things like:
I'm particularly excited about providing ads in exchange for contributing. Contributing to Drupal now becomes a marketing expense; the more you contribute, the more customers you can gain from drupal.org. We can even direct resources; award more ad views in exchange for fixing UX problems early in the development cycle, but award critical bugs and beta blockers later in the development cycle. With some relatively small changes to drupal.org, hiring a full-time core developer becomes a lot more interesting.
By matching the benefits to the needs of Drupal agencies, we candirect more resources towards Drupal development. I also believe this system to be fair; all companies can choose to contribute to Drupal 8 and earn advertising credits, and all participants are rewarded equally. We can turn Drupal.org into a platform that encourages and directs participation from a large number of organizations.
Systems like this are subject to gaming but I believe these challenges can be overcome. Any benefit is better than almost no benefit. In general, it will be interesting to see if fairness and heterogeneity will facilitate or impede contribution compared to Open Source projects like WordPress and Mozilla, where some hold unique benefits. I believe that if all participants benefit equally from their contributions, they have an incentive to match each other's contributions and it will facilitate the agreement and establishment of a contribution norm that fosters both cooperation and coordination, while minimizing gaming of the system. In contrast, when participants benefit very differently, like with WordPress and Mozilla, this decreases the willingness to cooperate, which, in turn, could have detrimental effects on contributions. While not necessarily the easiest path, I believe that making the system fair and heterogeneous is the "Drupal way" and that it will serve us in the long term.
There are plenty of technical challenges ahead of us that we need to work on, fun ideas that we should experiment with, and more. With some relatively small changes, we could drastically change the benefits of contributing to Drupal. Better incentives mean more contributors, and more contributors mean that we can try more things and do things better and faster. It means we can scale Drupal development to new heights and with that, increase Open Source's impact on the world.
(I talked about this in my DrupalCon Amsterdam keynote. If you're hungry for more, I recommend that you check out my slides or video recording.)
I spent the last week in Japan. The goal was two-fold: meet with the Drupal community to understand how we can grow Drupal in Japan, and evaluate the business opportunity to incorporate an Acquia subsidiary in Japan (we already offer Acquia Cloud in Japan using Amazon's Tokyo data center).
I presented at two Drupal meetups in Japan; spent the week meeting with members of the Drupal community, Drupal agencies, large system integrators (IBM, Accenture, Hitachi, Fujitsu, Ci&T and SIOS) and the Japanese government. In between meetings, I enjoyed the amazing food that Japan has to offer.
The community in Japan is healthy; there are some noteworthy Japanese Drupal sites and there are passionate leaders that organize meetups and conferences. The Japanese Drupal community is bigger than the Chinese Drupal community but compared to North America and Europe, the Japanese Drupal community is relatively small; the largest Drupal agency I met with employs 20 developers.
The large system integrators, with the exception of Ci&T, have not done any Drupal projects in Japan. We're way behind our competitors like Sitecore, Adobe Experience Manager and SDL in this regard. All of them enabled the large system integrators to sell and use their products. It was great to meet with all the system integrators to make them aware of Drupal, and the potential it could have to their business. It's clear the large system integrators could benefit from an Open Source platform that allows them to move faster and integrate with more systems.
The biggest challenge is the lack of Japanese documentation; both marketing materials as well as developer documentation. Most of the Japanese do not have much confidence in their English speaking ability and struggle to use Drupal or to participate on drupal.org. My recommendation for the Japanese Drupal community is to organize regular translation sprints. Translating one or more of the best-selling English Drupal books to Japanese could also be a game-changer for the community.
Another problem has been the historic challenges with drupal.jp. The anonymous owner of the domain drupal.jp claims that drupal.jp is the official Drupal site in Japan (it's not officially approved) and runs it without much regard or consultation with the broader Japanese Drupal community. I promised the Japanese community to help fix this.
I returned from my trip feeling that the Japanese market offers a great opportunity for Drupal. Japan is the world's third-largest economy, after the United States and China. With continued leadership, Drupal could be huge in Japan. I’d love that, as I would like to go back and visit Japan again.
I just spent the past week in China, and I thought I'd share a few reflections on the state of Drupal in China.
First, let me set the stage. There are 1.35 billion people living in China; that is almost 20 percent of the world's population. Based on current trends, China's economy will overtake the US within the next few years. At that point, the US economy will no longer be the largest economy in the world. China's rapid urbanization is what has led to the country's impressive economic growth over the past couple of decades and it doesn't look like it is going to stop anytime soon. To put that in perspective: China currently produces and uses 60 percent of the world's cement.
In terms of Drupal, the first thing I learned is that "Drupal" sounds like "the pig is running" ("Zhu Pao") in Chinese. Contrary to a pig's rather negative reputation in the West, many Chinese developers find that cute. A pig is a more honorable sign in Chinese astrology and culture. Phew!
In terms of adoption, it feels like the Drupal community in China is about 8 to 10 years behind compared to North America or Europe. That isn't a surprise, as Open Source software is a more recent phenomenon in China than it is in North America or Europe.
Specifically, there are about 5 Drupal companies in Shanghai (population of 21 million people), 3 Drupal companies in Beijing (population of 23 million people) and 5 Drupal companies in Hong Kong (population of 7 million people). The largest Drupal companies in China have about 5 Drupal developers on staff. Four of the 5 Shanghai companies are subsidiaries from European Drupal companies. The exception is Ci&T, which has 40 Drupal developers in China. Ci&T is a global systems integrator with several thousand employees worldwide, so unlike the other companies I met, they are not a pure Drupal play. Another point of reference is that the largest Drupal event in China attracted 200 to 300 attendees.
Given that China has 4 times the population of the US, or 2 times the population of Europe, what are we missing? In talking to different people, it appears the biggest barrier to adoption is language. The problem is that Chinese Drupal documentation is limited; translation efforts exist but are slow. The little documentation that is translated is often outdated and spread out over different websites. Less than 20 percent of the Chinese Drupal developers have an account on Drupal.org, simply because they are not fluent enough in the English language. Most Drupal developers hang out on QQ, an instant messaging tool comparable to Skype or IRC. I saw QQ channels dedicated to Drupal with a couple thousand of Drupal developers.
There is no prominent Chinese content management system; most people appear to be building their websites from scratch. This gap could provide a big opportunity for Drupal. China's urbanization equals growth -- and lots of it. Like the rest of the economy, Drupal and Open Source could be catching up fast, and it might not take long before some of the world's biggest Drupal projects are delivered from China.
Supporting Drupal's global growth is important so I'd love to improve Drupal's translation efforts and make Drupal more inclusive and more diverse. Drupal 8's improved multilingual capabilities should help a lot, but we also have to improve the tools and processes on Drupal.org to help the community maintain multi-lingual documentation. Discussing this with both the Drupal Association and different members of our community, it's clear that we have a lot of good ideas on what we could do but lack both the funding and resources to make it happen faster.
Last weekend I had the opportunity to visit the Great Wall of China, the world's longest wall at 8,850 kilometers (5,500 miles). The Great Wall runs mostly through the mountains to take advantage of natural obstacles. As a result, it was quite the hike to get there but once on the Great Wall, the scenery was beyond sensational. It runs like a relentless serpentine over the horizon, evoking the image of a giant dragon.
I learned that the Great Wall is actually a discontinuous network of walls built by various dynasties. The Chinese started building the Great Wall as early as the 7th century BC and kept building for over 2,000 years!
It is said that over one million people died building the Great Wall. Every step you take, you can't stop imagining how they built it and the many people who suffered. I was pretty much alone on the wall, so it was not hard to imagine the lonesome life of a Ming soldier up here, waiting for something to happen. The history, the scenery, the peacefulness -- it just made me speechless.
Society is undergoing tremendous change right now -- those of us who enjoy services like Uber and Kickstarter are experiencing it firsthand. The sharing and collaboration practices of the internet are extending to transportation (Uber), hotels (Airbnb), financing (Kickstarter, LendingClub), music services (Spotify) and even software development (Linux, Drupal). While the consumer "sharing economy" gives us a taste of what it's like to live in a world where we own less, perhaps there is an equally powerful message for the business community. Using collaboration, companies are dramatically reducing the production cost of their goods or services.
Welcome to the zero-marginal-cost economy, a way of doing business where ownership of a core process is surrendered to community collaboration. In economic terms, the cost of a product or a "good" can be divided into two parts. The first part is a "setup cost", which is the cost of assembling the team and tools needed to make the first unit. The second part is called the "marginal cost", or the cost of producing a single, additional unit.
For decades, competitive markets have focused on driving productivity up and marginal costs down, enabling businesses to reduce the price of their goods and services to compete against each other and win customers. A good example of this approach is Toyota, which completely reinvented how cars were made through lean manufacturing, changing the entire automotive industry. Japanese cars were produced much more quickly than their American counterparts, created via traditional assembly lines in Detroit, ultimately driving down the final cost for consumers and shrinking margins for companies like Ford. Software development methodologies like the lean startup methodology and Kanban are modeled after the Toyota production line and have made software development more efficient.
Today, the focus is changing. Within service industries like hospitality and transportation, new entrants are succeeding not by optimizing production, but by eliminating production cost altogether. Consider Uber versus traditional taxi companies. For a traditional taxi company to add another taxi to its fleet, a car and license need to be acquired at significant cost. Instead of shouldering that setup cost, Uber can add another taxi to its inventory at almost no cost by enabling people to share their existing cars, all coordinated via the internet. Airbnb does the same for renting properties vs. acquiring more physical space. The fact that both these companies have near zero-marginal-cost production is threatening longstanding business and regulatory models alike.
In the software industry, the low marginal cost of producing Open Source Software threatens to our equivalent of longstanding business models: proprietary software companies. Free Open Source Software essentially can undermine the way proprietary software companies make money -- by selling software licenses. By sharing the cost to develop software, organizations can increase their productivity, accelerate innovation and bring down their setup costs.
The open source ideology extends even further beyond software. Last month, Elon Musk open sourced the patents for Tesla. His main reason? Pushing the automotive industry to create more electric cars. If Elon Musk is an indicator for industries across the board, it's further proof that capitalism is starting to become more collaborative rather than centered around individual ownership.
Great businesses can be built by adding value on top of a low-marginal-cost community that is owned by many. For example, my company, Acquia, creates value on top of the open-source Drupal software by providing support and software-as-a-service tools. Similarly, Uber adds value by providing consumer-friendly, on-demand services beyond just increasing the supply of available cars on the road. In both cases, the companies' products grow stronger as their communities grow, even as the acceleration of those same communities brings down marginal costs. The power of the community vastly improves previously inefficient base process (such as waterfall software development or taxi regulations) and creates a forcing function for business to generate profit based on products and services that appeal directly to users.
Within the next decade, businesses will need to become much more open and collaborative to survive in an increasingly zero-marginal-cost economy. Those who develop proprietary software are finding it harder and harder to sustain "business as usual". The sharing economy and collaborative development will further streamline capitalism, and organizations that figure out how to master this dynamic will succeed. A community model can work in any number of industries -- we just have to challenge ourselves to as entrepreneurs to discover how.
(I originally wrote this blog post as a guest article for The Next Web.)
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