Split intro document in several ones

Author: jsmanrique

introduction/introduction.md

@@ -39,171 +39,8 @@ start reading "Getting Started with InnerSource"[^3] by Andy Oran. After that, o
 you have already decided to start the inner source path, this book will give you better
 understanding of inner source scenarios, framework and management skills.
 
-## The Digital Transformation hype
-
-During the same period of time, many companies have started facing what
-they call their “Digital Transformation”, to become software omnichannel
-companies[^4]. They become heavy IT users and the key transformation
-steps usually are defined by
-
--   breaking cross-organizational silos (cultural change)
-
--   adoption new IT technologies (cloud, big data, mobile, etc.)
-
-The adoption of these technologies usually means that companies need 
-to build strong and competent “DevOps”[^5] teams.
-Yes, “DevOps”, the second hype-word after “Digital Transformation” of
-these ages.
-
-“DevOps teams” share some principles with collaborative development
-teams in the open source world. As first described by John Willis and
-Damon Edwards in 2010, CALMS, standing for Culture (collaboration),
-Automation, Lean, Measurement, and Sharing to describe the “DevOps
-framework”, obviously contains terms familar to any open source
-developer.
-
-These teams usually develop custom software solutions and deployment
-recipes for their companies. For small, medium enterprises (SME) this
-could be useful and easy to manage. But, what happens when the company
-has several DevOps teams around the world? How can they ensure a maximum
-code/knowledge reuse across the organization?
-
-We have seen companies facing the same problem with different solutions
-due to the lack of cross-organizational transparent and collaborative
-methodology.
-
-## The World of Silos
-
-In some cases, there is a corporate head or central unit that decides
-the technology for the rest of business units. When these business units
-adopt the technology, they usually need to customize it, ending with
-something slightly different to the orginal product. While the central
-unit evolves its product in their “closed silo”, the other units are
-probably doing the same in their “silos”. The result? The adoption of
-any update of the “core product” is a nightmare.
-
-In other cases, business units behave as independent companies. Each one
-uses their own IT architecture, ending with an inefficient management of
-resources caused by multiplication of technologies, developments, etc.
-
-Collaborative development in open source ecosystems has been used several
-times as an example of how these methodologies can break silos between
-companies that might be even market competitors. Those companies have
-been able to share knowledge and resources with a common goal . If competitors can
-collaborate to build technology in which their business rely on, why
-could not corporate business units do the same if they have corporate
-succes as mission?
-
-## The start-ups bubble
-
-Many people might discuss if we are living a “start-ups bubble” or not,
-but we are clearly surrounded by news about how a group of few people go
-from a garage to a multinational company in a few years through
-investment rounds.
-
-Our experience tell us that opening offices abroad is always a
-challenge, and managing development teams growing that fast can be a
-serious problem.
-
-The lack of effective and transparent communication channels and
-documented procedures, might make harder any new employee on-boarding
-and to be engaged with the company.
-
-On the other hand, recently created companies have been born taking
-advantage of the existing IT solutions to provide omnichannel services.
-They are used to work under “DevOps culture” and it might be easier for
-them to adopt a common cross-organizational methodology that allow
-transparency and collaboration.
-
-## Disengagement at work
-
-If previous scenarios are familiar to you, probably you don’t feel
-engaged at work. Don’t worry, you are not alone. According to World
-Economic Forum [^6] 70% of employees say they are disengaged at work.
-
-In the same article, it says that “Research from the University of
-California found that motivated employees were 31% more productive, had
-37% higher sales, and were three times more creative than demotivated
-employees. They were also 87% less likely to quit, according to a
-Corporate Leadership Council study on over 50,000 people”.
-
-Towers Watson[^7] found that companies with engaged employees produced
-19.2% more operative incomes in one year, but companies with worse
-engagement operative incomes get reduced by 32.7%.
-
-It was Daniel Pink in his book "Drive"[^8] who argues that human motivation is 
-largely intrinsic. The aspects of this motivation can be divided into 
-
-- autonomy, typical for OSS projects developers that are self-managed
-
-- mastery, as the desire to improve developer skills to improve the project they are involved in
-
-- purpose, defined as mission in many OSS projects
-
-These aspects are key for software developers motivation, since their tasks
-involve cognitive skills, decision-making, creativity, or higher-order thinking.
-
-## Adopting OSS development principles
-
-Briefing, there are several scenarios found in companies with an strong
-IT factor:
-
--   “Silos Culture” avoiding cross-organizational transparency
-
--   Inefficient resources management
-
--   Disengagement at work
-
-By adopting OSS development principles, companies are adopting:
-
--   Governance model with policies to self-manage their projects under a
-    collaborative methodology
-
--   Transparent communication channels to break silos
-
--   Meritocracy, or do-cracy, for developers, who become engaged “contributors” 
-    (autonomous, willing to improve their skills and focused in project purpose)
-
--   New roles for project managers, empowering their soft skills for
-    people/community management
-
-These principles will help the companies on:
-
--   Effective resources management, with better code/knowledge reuse
-    and cost sharing accross the different units
-
--   Faster technology innovations/improvements, since the code is
-    developed collaboratively and transparently by interested people and
-    units
-
--   Empowered employees, increasing engagement by letting them to be
-    part of companies development roadmap
-
--   Higher inner-innovation, by allowing employees to propose new ideas
-    implementation based on company’s technology/knowledge
-
-Adopting OSS development principles inside your company is the main
-definition for Inner Source or Inner Sourcing. If you have already
-decided, or have started to adopt Inner Source in your company, this
-book will provide you some insights about how you can track the status
-of your path.
-
-“Collecting data is only the first step toward wisdom, but sharing data
-is the first step toward community.” – Henry Lewis Gates (professor at
-Harvard):
-
 [^1]: https://www.wsj.com/articles/SB10001424053111903480904576512250915629460
 
 [^2]: https://www.youtube.com/watch?v=x7ozaFbqg00
 
 [^3]: http://www.oreilly.com/programming/free/getting-started-with-innersource.csp
-
-[^4]: https://en.wikipedia.org/wiki/Omnichannel
-
-[^5]: https://en.wikipedia.org/wiki/DevOps
-
-[^6]: https://www.weforum.org/agenda/2016/11/70-of-employees-say-they-are-disengaged-at-work-heres-how-to-motivate-them/
-
-[^7]: http://www.towerswatson.com/DownloadMedia.aspx?media=%7B1EBA6F1E-B1E7-4F0A-A9F7-D828C4D8B2AE%7D
-
-[^8]: https://en.wikipedia.org/wiki/Drive:_The_Surprising_Truth_About_What_Motivates_Us