State of Drupal presentation (October 2019)

Last week, many Drupalists came together for Drupalcon Amsterdam.

As a matter of tradition, I presented my State of Drupal keynote. You can watch a recording of my keynote (starting at 20:44 minutes), or download a copy of my slides (149 MB).

Drupal 8 innovation update

I kicked off my keynote with an update on Drupal 8. Drupal 8.8 is expected to ship on December 4th, and will come with many exciting improvements.

Drupal 8.7 shipped with a Media Library to allow editors to reuse images, videos and other media assets. In Drupal 8.8, Media Library has been marked as stable, and features a way to easily embed media assets using a WYSIWYG text editor.

I'm even more proud to say that Drupal has never looked better, nor been more accessible. I showed our progress on Claro, a new administration UI for Drupal. Once Claro is stable, Drupal will look more modern and appealing out-of-the-box.

The Composer Initiative has also made significant progress. Drupal 8.8 will be the first Drupal release with proper, official support for Composer out-of-the-box. Composer helps solve the problem of Drupal being difficult to install and update. With Composer, developers can update Drupal in one step, as Composer will take care of updating all the dependencies (e.g. third party code).

What is better than one-step updates? Zero-step updates. We also showed progress on the Automated Updates Initiative.

Finally, Drupal 8.8 marks significant progress with our API-first Initiative, with several new improvements to JSON:API support in the contributed space, including an interactive query builder called JSON:API Explorer. This work solidifies Drupal's leadership position as a leading headless or decoupled solution.

Drupal 9 will be the easiest major update

Next, I gave an update on Drupal 9, as we're just eight months from the target release date. We have been working hard to make Drupal 9 the easiest major update in the last decade. In my keynote at 42:25, I showed how to upgrade your site to Drupal 9.0.0's development release.

Drupal 9 product strategy

I am proud of all the progress we made on Drupal 8. Nevertheless, it's also time to start thinking about our strategic priorities for Drupal 9. With that in mind, I proposed four strategic tracks for Drupal 9 (and three initial initiatives):

Strategic track 1: reduce cost and effort

Users want site development to be low-cost and zero-maintenance. As a result, we'll need to continue to focus on initiatives such as automated updates, configuration management, and more.

Strategic track 2: prioritizing the beginner experience

As we saw in a survey Acqua's UX team conducted, most people have a relatively poor initial impression of Drupal, though if they stick with Drupal long enough, their impression of Drupal grows significantly over time. This unlike any of its competitors, whose impression decreases as experience is gained. Drupal 9 should focus on attracting new users, and decreasing beginners' barriers to entry so they can fall in love with Drupal much sooner.

Beginners struggle with Drupal while experts love Drupal.Drupal's sentiment curve goes in the opposite direction of WordPress', AEM's and Sitecore's. This presents both a big challenge and opportunity for Drupal.
We also officially launched the first initiative on this track; a new front-end theme for Drupal called "Olivero". This new default theme will give new users a much better first impression of Drupal, as well as reflect the modern backend that Drupal sports under the hood.

Strategic track 3: drive the Open Web

As you may know, 1 out of 40 websites run on Drupal. With that comes a responsibility to help drive the future of the Open Web. By 2022-2025, 4 billion new people will join the internet. We want all people to have access to the open web, and as a result should focus on accessibility, inclusiveness, security, privacy, and interoperability.

Strategic track 4: be the best structured data engine

We've already seen the beginnings of a content explosion, and will experience 300 billion new devices coming online by 2030. By continuing to make Drupal a better and better content repository with a flexible API, we'll be ready for a future with more content, more integrations, more devices, and more channels.

Over the next six months, we'll be opening up these proposed tracks to the community for discussion, and introducing surveys to define the 10 inaugural initiatives for Drupal 9. So far the feedback at DrupalCon Amsterdam has been very positive, but I'm looking forward to much more feedback!

Growing sponsored contributions

In a previous blog post, Balancing Makers and Takers to scale and sustain Open Source, I covered a number of topics related to organizational contribution. Around 1:19:44, my keynote goes into more details, including interviews with several prominent business owners and corporate contributors in the Drupal community.

You can find the different interview snippet belows:

Baddy Sonja Breidert, co-founder of 1xINTERNET, on why it is important to help convert Takers become Makers.
Tiffany Farriss, CEO of Palantir, on what it would take for her organization to contribute substantially more to Drupal.
Mike Lamb, Vice President of Global Digital Platforms at Pfizer, announcing that we are establishing the Contribution Recognition Committee to govern and improve Drupal's contribution credit system.
Thank you

Thank you to everyone who attended Drupalcon Amsterdam and contributed to the event's success. I'm always amazed by the vibrant community that makes Drupal so unique. I'm proud to showcase the impressive work of contributors in my presentations, and congratulate all of the hardworking people that are crucial to building Drupal 8 and 9 behind the scenes. I'm excited to continue to celebrate our work and friendships at future events.

Thanks to the 641 individuals who worked on Drupal 8.8 so far.Thanks to the 243 different individuals who contributed to Drupal 8.8 to date.
Source: Dries Buytaert www.buytaert.net


Balancing Makers and Takers to scale and sustain Open Source

In many ways, Open Source has won. Most people know that Open Source provides better quality software, at a lower cost, without vendor lock-in. But despite Open Source being widely adopted and more than 30 years old, scaling and sustaining Open Source projects remains challenging.

Not a week goes by that I don't get asked a question about Open Source sustainability. How do you get others to contribute? How do you get funding for Open Source work? But also, how do you protect against others monetizing your Open Source work without contributing back? And what do you think of MongoDB, Cockroach Labs or Elastic changing their license away from Open Source?

This blog post talks about how we can make it easier to scale and sustain Open Source projects, Open Source companies and Open Source ecosystems. I will show that:

Small Open Source communities can rely on volunteers and self-governance, but as Open Source communities grow, their governance model most likely needs to be reformed so the project can be maintained more easily.
There are three models for scaling and sustaining Open Source projects: self-governance, privatization, and centralization. All three models aim to reduce coordination failures, but require Open Source communities to embrace forms of monitoring, rewards and sanctions. While this thinking is controversial, it is supported by decades of research in adjacent fields.
Open Source communities would benefit from experimenting with new governance models, coordination systems, license innovation, and incentive models.
Some personal background

Scaling and sustaining Open Source projects and Open Source businesses has been the focus of most of my professional career.

Drupal, the Open Source project I founded 18 years ago, is used by more than one million websites and reaches pretty much everyone on the internet.

With over 8,500 individuals and about 1,100 organizations contributing to Drupal annually, Drupal is one of the healthiest and contributor-rich Open Source communities in the world.

For the past 12 years, I've also helped build Acquia, an Open Source company that heavily depends on Drupal. With almost 1,000 employees, Acquia is the largest contributor to Drupal, yet responsible for less than 5% of all contributions.

This article is not about Drupal or Acquia; it's about scaling Open Source projects more broadly.

I'm interested in how to make Open Source production more sustainable, more fair, more egalitarian, and more cooperative. I'm interested in doing so by redefining the relationship between end users, producers and monetizers of Open Source software through a combination of technology, market principles and behavioral science.

Why it must be easier to scale and sustain Open Source

We need to make it easier to scale and sustain both Open Source projects and Open Source businesses:

Making it easier to scale and sustain Open Source projects might be the only way to solve some of the world's most important problems. For example, I believe Open Source to be the only way to build a pro-privacy, anti-monopoly, open web. It requires Open Source communities to be long-term sustainable — possibly for hundreds of years.
Making it easier to grow and sustain Open Source businesses is the last hurdle that prevents Open Source from taking over the world. I'd like to see every technology company become an Open Source company. Today, Open Source companies are still extremely rare.
The alternative is that we are stuck in the world we live in today, where proprietary software dominates most facets of our lives.

Disclaimers

This article is focused on Open Source governance models, but there is more to growing and sustaining Open Source projects. Top of mind is the need for Open Source projects to become more diverse and inclusive of underrepresented groups.

Second, I understand that the idea of systematizing Open Source contributions won't appeal to everyone. Some may argue that the suggestions I'm making go against the altruistic nature of Open Source. I agree. However, I'm also looking at Open Source sustainability challenges from the vantage point of running both an Open Source project (Drupal) and an Open Source business (Acquia). I'm not implying that every community needs to change their governance model, but simply offering suggestions for communities that operate with some level of commercial sponsorship, or communities that struggle with issues of long-term sustainability.

Lastly, this post is long and dense. I'm 700 words in, and I haven't started yet. Given that this is a complicated topic, there is an important role for more considered writing and deeper thinking.
Defining Open Source Makers and Takers

Makers

Some companies are born out of Open Source, and as a result believe deeply and invest significantly in their respective communities. With their help, Open Source has revolutionized software for the benefit of many. Let's call these types of companies Makers.

As the name implies, Makers help make Open Source projects; from investing in code, to helping with marketing, growing the community of contributors, and much more. There are usually one or more Makers behind the success of large Open Source projects. For example, MongoDB helps make MongoDB, Red Hat helps make Linux, and Acquia (along with many other companies) helps make Drupal.

Our definition of a Maker assumes intentional and meaningful contributions and excludes those whose only contributions are unintentional or sporadic. For example, a public cloud company like Amazon can provide a lot of credibility to an Open Source project by offering it as-a-service. The resulting value of this contribution can be substantial, however that doesn't make Amazon a Maker in our definition.

I use the term Makers to refer to anyone who purposely and meaningfully invests in the maintenance of Open Source software, i.e. by making engineering investments, writing documentation, fixing bugs, organizing events, and more.

Takers

Now that Open Source adoption is widespread, lots of companies, from technology startups to technology giants, monetize Open Source projects without contributing back to those projects. Let's call them Takers.

I understand and respect that some companies can give more than others, and that many might not be able to give back at all. Maybe one day, when they can, they'll contribute. We limit the label of Takers to companies that have the means to give back, but choose not to.

The difference between Makers and Takers is not always 100% clear, but as a rule of thumb, Makers directly invest in growing both their business and the Open Source project. Takers are solely focused on growing their business and let others take care of the Open Source project they rely on.

Organizations can be both Takers and Makers at the same time. For example, Acquia, my company, is a Maker of Drupal, but a Taker of Varnish Cache. We use Varnish Cache extensively but we don't contribute to its development.

Takers hurt Makers

To be financially successful, many Makers mix Open Source contributions with commercial offerings. Their commercial offerings usually take the form of proprietary or closed source IP, which may include a combination of premium features and hosted services that offer performance, scalability, availability, productivity, and security assurances. This is known as the Open Core business model. Some Makers offer professional services, including maintenance and support assurances.

When Makers start to grow and demonstrate financial success, the Open Source project that they are associated with begins to attract Takers. Takers will usually enter the ecosystem with a commercial offering comparable to the Makers', but without making a similar investment in Open Source contribution. Because Takers don't contribute back meaningfully to the Open Source project that they take from, they can focus disproportionately on their own commercial growth.

Let's look at a theoretical example.

When a Maker has $1 million to invest in R&D, they might choose to invest $500k in Open Source and $500k in the proprietary IP behind their commercial offering. The Maker intentionally balances growing the Open Source project they are connected to with making money. To be clear, the investment in Open Source is not charity; it helps make the Open Source project competitive in the market, and the Maker stands to benefit from that.

When a Taker has $1 million to invest in R&D, nearly all of their resources go to the development of proprietary IP behind their commercial offerings. They might invest $950k in their commercial offerings that compete with the Maker's, and $50k towards Open Source contribution. Furthermore, the $50k is usually focused on self-promotion rather than being directed at improving the Open Source project itself.

Effectively, the Taker has put itself at a competitive advantage compared to the Maker:

The Taker takes advantage of the Maker's $500k investment in Open Source contribution while only investing $50k themselves. Important improvements happen "for free" without the Taker's involvement.
The Taker can out-innovate the Maker in building proprietary offerings. When a Taker invests $950k in closed-source products compared to the Maker's $500k, the Taker can innovate 90% faster. The Taker can also use the delta to disrupt the Maker on price.
In other words, Takers reap the benefits of the Makers' Open Source contribution while simultaneously having a more aggressive monetization strategy. The Taker is likely to disrupt the Maker. On an equal playing field, the only way the Maker can defend itself is by investing more in its proprietary offering and less in the Open Source project. To survive, it has to behave like the Taker to the detriment of the larger Open Source community.

Takers harm Open Source projects. An aggressive Taker can induce Makers to behave in a more selfish manner and reduce or stop their contributions to Open Source altogether. Takers can turn Makers into Takers.

Open Source contribution and the Prisoner's Dilemma

The example above can be described as a Prisoner's Dilemma. The Prisoner's Dilemma is a standard example of game theory, which allows the study of strategic interaction and decision-making using mathematical models. I won't go into detail here, but for the purpose of this article, it helps me simplify the above problem statement. I'll use this simplified example throughout the article.

Imagine an Open Source project with only two companies supporting it. The rules of the game are as follows:

If both companies contribute to the Open Source project (both are Makers), the total reward is $100. The reward is split evenly and each company makes $50.
If one company contributes while the other company doesn't (one Maker, one Taker), the Open Source project won't be as competitive in the market, and the total reward will only be $80. The Taker gets $60 as they have the more aggressive monetization strategy, while the Maker gets $20.
If both players choose not to contribute (both are Takers), the Open Source project will eventually become irrelevant. Both walk away with just $10.
This can be summarized in a pay-off matrix:

Company A contributes
Company A doesn't contribute
Company B contributes
A makes $50B makes $50
A makes $60B makes $20
Company B doesn't contribute
A makes $20B makes $60
A makes $10B makes $10
In the game, each company needs to decide whether to contribute or not, but Company A doesn't know what company B decides; and vice versa.

The Prisoner's Dilemma states that each company will optimize its own profit and not contribute. Because both companies are rational, both will make that same decision. In other words, when both companies use their "best individual strategy" (be a Taker, not a Maker), they produce an equilibrium that yields the worst possible result for the group: the Open Source project will suffer and as a result they only make $10 each.

A real-life example of the Prisoner's Dilemma that many people can relate to is washing the dishes in a shared house. By not washing dishes, an individual can save time (individually rational), but if that behavior is adopted by every person in the house, there will be no clean plates for anyone (collectively irrational). How many of us have tried to get away with not washing the dishes? I know I have.

Fortunately, the problem of individually rational actions leading to collectively adverse outcomes is not new or unique to Open Source. Before I look at potential models to better sustain Open Source projects, I will take a step back and look at how this problem has been solved elsewhere.
Open Source: a public good or a common good?

In economics, the concepts of public goods and common goods are decades old, and have similarities to Open Source.

Public goods and common goods are what economists call non-excludable meaning it's hard to exclude people from using them. For example, everyone can benefit from fishing grounds, whether they contribute to their maintenance or not. Simply put, public goods and common goods have open access.

Common goods are rivalrous; if one individual catches a fish and eats it, the other individual can't. In contrast, public goods are non-rivalrous; someone listening to the radio doesn't prevent others from listening to the radio.

I've long believed that Open Source projects are public goods: everyone can use Open Source software (non-excludable) and someone using an Open Source project doesn't prevent someone else from using it (non-rivalrous).

However, through the lens of Open Source companies, Open Source projects are also common goods; everyone can use Open Source software (non-excludable), but when an Open Source end user becomes a customer of Company A, that same end user is unlikely to become a customer of Company B (rivalrous).

For end users, Open Source projects are public goods; the shared resource is the software. But for Open Source companies, Open Source projects are common goods; the shared resource is the (potential) customer.

Next, I'd like to extend the distinction between "Open Source software being a public good" and "Open Source customers being a common good" to the the free-rider problem: we define software free-riders as those who use the software without ever contributing back, and customer free-riders (or Takers) as those who sign up customers without giving back.

All Open Source communities should encourage software free-riders. Because the software is a public good (non-rivalrous), a software free-rider doesn't exclude others from using the software. Hence, it's better to have a user for your Open Source project, than having that person use your competitor's software. Furthermore, a software free-rider makes it more likely that other people will use your Open Source project (by word of mouth or otherwise). When some portion of those other users contribute back, the Open Source project benefits. Software free-riders can have positive network effects on a project.

However, when the success of an Open Source project depends largely on one or more corporate sponsors, the Open Source community should not forget or ignore that customers are a common good. Because a customer can't be shared among companies, it matters a great deal for the Open Source project where that customer ends up. When the customer signs up with a Maker, we know that a certain percentage of the revenue associated with that customer will be invested back into the Open Source project. When a customer signs up with a customer free-rider or Taker, the project doesn't stand to benefit. In other words, Open Source communities should find ways to route customers to Makers.

Both volunteer-driven and sponsorship-driven Open Source communities should encourage software free-riders, but sponsorship-driven Open Source communities should discourage customer free-riders.

Lessons from decades of Common Goods management

Hundreds of research papers and books have been written on public good and common good governance. Over the years, I have read many of them to figure out what Open Source communities can learn from successfully managed public goods and common goods.

Some of the most instrumental research was Garrett Hardin's Tragedy of the Commons and Mancur Olson's work on Collective Action. Both Hardin and Olson concluded that groups don't self-organize to maintain the common goods they depend on.

As Olson writes in the beginning of his book, The Logic of Collective Action: Unless the number of individuals is quite small, or unless there is coercion or some other special device to make individuals act in their common interest, rational, self-interested individuals will not act to achieve their common or group interest..

Consistent with the Prisoner's Dilemma, Hardin and Olson show that groups don't act on their shared interests. Members are disincentivized from contributing when other members can't be excluded from the benefits. It is individually rational for a group's members to free-ride on the contributions of others.

Dozens of academics, Hardin and Olson included, argued that an external agent is required to solve the free-rider problem. The two most common approaches are (1) centralization and (2) privatization:

When a common good is centralized, the government takes over the maintenance of the common good. The government or state is the external agent.
When a public good is privatized, one or more members of the group receive selective benefits or exclusive rights to harvest from the common good in exchange for the ongoing maintenance of the common good. In this case, one or more corporations act as the external agent.
The wide-spread advice to centralize and privatize common goods has been followed extensively in most countries; today, the management of natural resources is typically managed by either the government or by commercial companies, but no longer directly by its users. Examples include public transport, water utilities, fishing grounds, parks, and much more.

Overall, the privatization and centralization of common goods has been very successful; in many countries, public transport, water utilities and parks are maintained better than volunteer contributors would have on their own. I certainly value that I don't have to help maintain the train tracks before my daily commute to work, or that I don't have to help mow the lawn in our public park before I can play soccer with my kids.

For years, it was a long-held belief that centralization and privatization were the only way to solve the free-rider problem. It was Elinor Ostrom who observed that a third solution existed.

Ostrom found hundreds of cases where common goods are successfully managed by their communities, without the oversight of an external agent. From the management of irrigation systems in Spain to the maintenance of mountain forests in Japan — all have been successfully self-managed and self-governed by their users. Many have been long-enduring as well; the youngest examples she studied were more than 100 years old, and the oldest exceed 1,000 years.

Ostrom studied why some efforts to self-govern commons have failed and why others have succeeded. She summarized the conditions for success in the form of core design principles. Her work led her to win the Nobel Prize in Economics in 2009.

Interestingly, all successfully managed commons studied by Ostrom switched at some point from open access to closed access. As Ostrom writes in her book, Governing the Commons: For any appropriator to have a minimal interest in coordinating patterns of appropriation and provision, some set of appropriators must be able to exclude others from access and appropriation rights.. Ostrom uses the term appropriator to refer to those who use or withdraw from a resource. Examples would be fishers, irrigators, herders, etc — or companies trying to turn Open Source users into paying customers. In other words, the shared resource must be made exclusive (to some degree) in order to incentivize members to manage it. Put differently, Takers will be Takers until they have an incentive to become Makers.

Once access is closed, explicit rules need to be established to determine how resources are shared, who is responsible for maintenance, and how self-serving behaviors are suppressed. In all successfully managed commons, the regulations specify (1) who has access to the resource, (2) how the resource is shared, (3) how maintenance responsibilities are shared, (4) who inspects that rules are followed, (5) what fines are levied against anyone who breaks the rules, (6) how conflicts are resolved and (7) a process for collectively evolving these rules.

Three patterns for long-term sustainable Open Source

Studying the work of Garrett Hardin (Tragedy of the Commons), the Prisoner's Dilemma, Mancur Olson (Collective Action) and Elinor Ostrom's core design principles for self-governance, a number shared patterns emerge. When applied to Open Source, I'd summarize them as follows:

Common goods fail because of a failure to coordinate collective action. To scale and sustain an Open Source project, Open Source communities need to transition from individual, uncoordinated action to cooperative, coordinated action.
Cooperative, coordinated action can be accomplished through privatization, centralization, or self-governance. All three work — and can even be mixed.
Successful privatization, centralization, and self-governance all require clear rules around membership, appropriation rights, and contribution duties. In turn, this requires monitoring and enforcement, either by an external agent (centralization + privatization), a private agent (self-governance), or members of the group itself (self-governance).
Next, let's see how these three concepts — centralization, privatization and self-governance — could apply to Open Source.

Model 1: Self-governance in Open Source

For small Open Source communities, self-governance is very common; it's easy for its members to communicate, learn who they can trust, share norms, agree on how to collaborate, etc.

As an Open Source project grows, contribution becomes more complex and cooperation more difficult: it becomes harder to communicate, build trust, agree on how to cooperate, and suppress self-serving behaviors. The incentive to free-ride grows.

You can scale successful cooperation by having strong norms that encourage other members to do their fair share and by having face-to-face events, but eventually, that becomes hard to scale as well.

As Ostrom writes in Governing the Commons: Even in repeated settings where reputation is important and where individuals share the norm of keeping agreements, reputation and shared norms are insufficient by themselves to produce stable cooperative behavior over the long run. and In all of the long-enduring cases, active investments in monitoring and sanctioning activities are quite apparent..

To the best of my knowledge, no Open Source project currently implements Ostrom's design principles for successful self-governance. To understand how Open Source communities might, let's go back to our running example.

Our two companies would negotiate rules for how to share the rewards of the Open Source project, and what level of contribution would be required in exchange. They would set up a contract where they both agree on how much each company can earn and how much each company has to invest. During the negotiations, various strategies can be proposed for how to cooperate. However, both parties need to agree on a strategy before they can proceed. Because they are negotiating this contract among themselves, no external agent is required.

These negotiations are non-trivial. As you can imagine, any proposal that does not involve splitting the $100 fifty-fifty is likely rejected. The most likely equilibrium is for both companies to contribute equally and to split the reward equally. Furthermore, to arrive at this equilibrium, one of the two companies would likely have to go backwards in revenue, which might not be agreeable.

Needless to say, this gets even more difficult in a scenario where there are more than two companies involved. Today, it's hard to fathom how such a self-governance system can successfully be established in an Open Source project. In the future, Blockchain-based coordination systems might offer technical solutions for this problem.

Large groups are less able to act in their common interest than small ones because (1) the complexity increases and (2) the benefits diminish. Until we have better community coordination systems, it's easier for large groups to transition from self-governance to privatization or centralization than to scale self-governance.

The concept of major projects growing out of self-governed volunteer communities 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. Privatization of roads improved transportation for all citizens. Today, we certainly appreciate that our governments maintain the roads.

Model 2: Privatization of Open Source governance

In this model, Makers are rewarded unique benefits not available to Takers. These exclusive rights provide Makers a commercial advantage over Takers, while simultaneously creating a positive social benefit for all the users of the Open Source project, Takers included.

For example, Mozilla has the exclusive right to use the Firefox trademark and to set up paid search deals with search engines like Google, Yandex and Baidu. In 2017 alone, Mozilla made $542 million from searches conducted using Firefox. As a result, Mozilla can make continued engineering investments in Firefox. Millions of people and organizations benefit from that every day.

Another example is Automattic, the company behind WordPress. Automattic is the only company that can use WordPress.com, and is in the unique position to make hundreds of millions of dollars from WordPress' official SaaS service. In exchange, Automattic invests millions of dollars in the Open Source WordPress each year.

Recently, there have been examples of Open Source companies like MongoDB, Redis, Cockroach Labs and others adopting stricter licenses because of perceived (and sometimes real) threats from public cloud companies that behave as Takers. The ability to change the license of an Open Source project is a form of privatization.

Model 3: Centralization of Open Source governance

Let's assume a government-like central authority can monitor Open Source companies A and B, with the goal to reward and penalize them for contribution or lack thereof. When a company follows a cooperative strategy (being a Maker), they are rewarded $25 and when they follow a defect strategy (being a Taker), they are charged a $25 penalty. We can update the pay-off matrix introduced above as follows:

Company A contributes
Company A doesn't contribute
Company B contributes
A makes $75 ($50 + $25)B makes $75 ($50 + $25)
A makes $35 ($60 - $25)B makes $45 ($20 + 25)
Company B doesn't contribute
A makes $45 ($20 + $25)B makes $35 ($60 - $25)
A makes $0 ($10 - $25)B makes $0 ($10 - $25)
We took the values from the pay-off matrix above and applied the rewards and penalties. The result is that both companies are incentivized to contribute and the optimal equilibrium (both become Makers) can be achieved.

The money for rewards could come from various fundraising efforts, including membership programs or advertising (just as a few examples). However, more likely is the use of indirect monetary rewards.

One way to implement this is Drupal's credit system. Drupal's non-profit organization, the Drupal Association monitors who contributes what. Each contribution earns you credits and the credits are used to provide visibility to Makers. The more you contribute, the more visibility you get on Drupal.org (visited by 2 million people each month) or at Drupal conferences (called DrupalCons, visited by thousands of people each year).

A screenshot of an issue comment on Drupal.org. You can see that jamadar worked on this patch as a volunteer, but also as part of his day job working for TATA Consultancy Services on behalf of their customer, Pfizer.
While there is a lot more the Drupal Association could and should do to balance its Makers and Takers and achieve a more optimal equilibrium for the Drupal project, it's an emerging example of how an Open Source non-profit organization can act as a regulator that monitors and maintains the balance of Makers and Takers.

The big challenge with this approach is the accuracy of the monitoring and the reliability of the rewarding (and sanctioning). Because Open Source contribution comes in different forms, tracking and valuing Open Source contribution is a very difficult and expensive process, not to mention full of conflict. Running this centralized government-like organization also needs to be paid for, and that can be its own challenge.

Concrete suggestions for scaling and sustaining Open Source

Suggestion 1: Don't just appeal to organizations' self-interest, but also to their fairness principles

If, like most economic theorists, you believe that organizations act in their own self-interest, we should appeal to that self-interest and better explain the benefits of contributing to Open Source.

Despite the fact that hundreds of articles have been written about the benefits of contributing to Open Source — highlighting speed of innovation, recruiting advantages, market credibility, and more — many organizations still miss these larger points.

It's important to keep sharing Open Source success stories. One thing that we have not done enough is appeal to organizations' fairness principles.

While a lot of economic theories correctly assume that most organizations are self-interested, I believe some organizations are also driven by fairness considerations.

Despite the term "Takers" having a negative connotation, it does not assume malice. For many organizations, it is not apparent if an Open Source project needs help with maintenance, or how one's actions, or lack thereof, might negatively affect an Open Source project.

As mentioned, Acquia is a heavy user of Varnish Cache. But as Acquia's Chief Technology Officer, I don't know if Varnish needs maintenance help, or how our lack of contribution negatively affects Makers in the Varnish community.

It can be difficult to understand the consequences of our own actions within Open Source. Open Source communities should help others understand where contribution is needed, what the impact of not contributing is, and why certain behaviors are not fair. Some organizations will resist unfair outcomes and behave more cooperatively if they understand the impact of their behaviors and the fairness of certain outcomes.

Make no mistake though: most organizations won't care about fairness principles; they will only contribute when they have to. For example, most people would not voluntarily redistribute 25-50% of their income to those who need it. However, most of us agree to redistribute money by paying taxes, but only so long as all others have to do so as well.
Suggestion 2: Encourage end users to offer selective benefits to Makers

We talked about Open Source projects giving selective benefits to Makers (e.g. Automattic, Mozilla, etc), but end users can give selective benefits as well. For example, end users can mandate Open Source contributions from their partners. We have some successful examples of this in the Drupal community:

Pfizer uses Drupal for hundreds of their websites. They work with dozens of digital agencies to build and maintain these sites. As a policy, Pfizer only works with agencies that contribute back to Drupal.
The State of Georgia started doing the same; they also made Open Source contribution a vendor selection criteria.
If more end users of Open Source took this stance, it could have a very big impact on Open Source sustainability. For governments, in particular, this seems like a very logical thing to do. Why would a government not want to put every dollar of IT spending back in the public domain? For Drupal alone, the impact would be measured in tens of millions of dollars each year.
Suggestion 3: Experiment with new licenses

I believe we can create licenses that support the creation of Open Source projects with sustainable communities and sustainable businesses to support it.

For a directional example, look at what MariaDB did with their Business Source License (BSL). The BSL gives users complete access to the source code so users can modify, distribute and enhance it. Only when you use more than x of the software do you have to pay for a license. Furthermore, the BSL guarantees that the software becomes Open Source over time; after y years, the license automatically converts from BSL to General Public License (GPL), for example.

A second example is the Community Compact, a license proposed by Adam Jacob. It mixes together a modern understanding of social contracts, copyright licensing, software licensing, and distribution licensing to create a sustainable and harmonious Open Source project.

We can create licenses that better support the creation, growth and sustainability of Open Source projects and that are designed so that both users and the commercial ecosystem can co-exist and cooperate in harmony.

I'd love to see new licenses that encourage software free-riding (sharing and giving), but discourage customer free-riding (unfair competition). I'd also love to see these licenses support many Makers, with built-in inequity and fairness principles for smaller Makers or those not able to give back.

If, like me, you believe there could be future licenses that are more "Open Source"-friendly, not less, it would be smart to implement a contributor license agreement for your Open Source project; it allows Open Source projects to relicense if/when better licenses arrive. At some point, current Open Source licenses will be at a disadvantage compared to future Open Source licenses.

Conclusions

As Open Source communities grow, volunteer-driven, self-organized communities become harder to scale. Large Open Source projects should find ways to balance Makers and Takers or the Open Source project risks not innovating enough under the weight of Takers.

Fortunately, we don't have to accept that future. However, this means that Open Source communities potentially have to get comfortable experimenting with how to monitor, reward and penalize members in their communities, particularly if they rely on a commercial ecosystem for a large portion of their contributions. Today, that goes against the values of most Open Source communities, but I believe we need to keep an open mind about how we can grow and scale Open Source.

Making it easier to scale Open Source projects in a sustainable and fair way is one of the most important things we can work on. If we succeed, Open Source can truly take over the world — it will pave the path for every technology company to become an Open Source business, and also solve some of the world's most important problems in an open, transparent and cooperative way.
Source: Dries Buytaert www.buytaert.net


Low-code and no-code tools continue to drive the web forward

A version of this article was originally published on Devops.com.

Twelve years ago, I wrote a post called Drupal and Eliminating Middlemen. For years, it was one of the most-read pieces on my blog. Later, I followed that up with a blog post called The Assembled Web, which remains one of the most read posts to date.

The point of both blog posts was the same: I believed that the web would move toward a model where non-technical users could assemble their own sites with little to no coding experience of their own.

This idea isn't new; no-code and low-code tools on the web have been on a 25-year long rise, starting with the first web content management systems in the early 1990s. Since then no-code and low-code solutions have had an increasing impact on the web. Examples include:

WYSIWYG site-builders like Wix and Squarespace
WordPress' Gutenberg
Drupal's new Layout Builder
While this has been a long-run trend, I believe we're only at the beginning.

Trends driving the low-code and no-code movements

According to Forrester Wave: Low-Code Development Platforms for AD&D Professionals, Q1 2019, In our survey of global developers, 23% reported using low-code platforms in 2018, and another 22% planned to do so within a year..

Major market forces driving this trend include a talent shortage among developers, with an estimated one million computer programming jobs expected to remain unfilled by 2020 in the United States alone.

What is more, the developers who are employed are often overloaded with work and struggle with how to prioritize it all. Some of this burden could be removed by low-code and no-code tools.

In addition, the fact that technology has permeated every aspect of our lives — from our smartphones to our smart homes — has driven a desire for more people to become creators. As the founder of Product Hunt Ryan Hoover said in a blog post: As creating things on the internet becomes more accessible, more people will become makers..

But this does not only apply to individuals. Consider this: the typical large organization has to build and maintain hundreds of websites. They need to build, launch and customize these sites in days or weeks, not months. Today and in the future, marketers can embrace no-code and low-code tools to rapidly develop websites.

Abstraction drives innovation

As discussed in my middleman blog post, developers won't go away. Just as the role of the original webmaster has evolved with the advent of web content management systems, the role of web developers is changing with the rise of low-code and no-code tools.

Successful no-code approaches abstract away complexity for web development. This enables less technical people to do things that previously could only by done by developers. And when those abstractions happen, developers often move on to the next area of innovation.

When everyone is a builder, more good things will happen on the web. I was excited about this trend more than 12 years ago, and remain excited today. I'm eager to see the progress no-code and low-code solutions will bring to the web in the next decade.
Source: Dries Buytaert www.buytaert.net


Increasing Drupal speaker diversity

At Drupalcon Seattle, I spoke about some of the challenges Open Source communities like Drupal often have with increasing contributor diversity. We want our contributor base to look like everyone in the world who uses Drupal's technology on the internet, and unfortunately, that is not quite the reality today.

One way to step up is to help more people from underrepresented groups speak at Drupal conferences and workshops. Seeing and hearing from a more diverse group of people can inspire new contributors from all races, ethnicities, gender identities, geographies, religious groups, and more.

To help with this effort, the Drupal Diversity and Inclusion group is hosting a speaker diversity training workshop on September 21 and 28 with Jill Binder, whose expertise has also driven major speaker diversity improvements within the WordPress community.

I'd encourage you to either sign up for this session yourself or send the information to someone in a marginalized group who has knowledge to share, but may be hesitant to speak up. Helping someone see that their expertise is valuable is the kind of support we need to drive meaningful change.
Source: Dries Buytaert www.buytaert.net


Two internet entrepreneurs walk into an old publishing house

A month ago, Matt Mullenweg, co-founder of WordPress and founder of Automattic, visited me in Antwerp, Belgium. While I currently live in Boston, I was born and raised in Antwerp, and also started Drupal there.
We spent the morning together walking around Antwerp and visited the Plantin Moretus Museum.
The museum is the old house of Christophe Plantin, where he lived and worked around 1575. At the time, Plantin had the largest printing shop in the world, with 56 employees and 16 printing presses. These presses printed 1,250 sheets per day.
Today, the museum hosts the two oldest printing presses in the world. In addition, the museum has original lead types of fonts such as Garamond and hundreds of ancient manuscripts that tell the story of how writing evolved into the art of printing.
The old house, printing business, presses and lead types are the earliest witnesses of a landmark moment in history: the invention of printing, and by extension, the democratization of publishing, long before our digital age. It was nice to visit that together with Matt as a break from our day-to-day focus on web publishing.


Source: Dries Buytaert www.buytaert.net


Why the EU Copyright Directive is a threat to the Open Web

After much debate, the EU Copyright Directive is now moving to a final vote in the European Parliament. The directive, if you are not familiar, was created to prohibit spreading copyrighted material on internet platforms, protecting the rights of creators (for example, many musicians have supported this overhaul).

The overall idea behind the directive — compensating creators for their online works — makes sense. However, the implementation and execution of the directive could have a very negative impact on the open web. I'm surprised more has not been written about this within the web community, so I wanted to create more awareness through my blog.

For example, Article 13, requires for-profit online services to implement copyright filters for user-generated content, which includes comments on blogs, reviews on commerce sites, code on programming sites, or possibly even memes and cat photos on discussion forums.

Any for-profit site would need to apply strict copyright filters on content uploaded by a site's users or participants. If sites fail to correctly filter copyrighted materials, they will be directly liable to rights holders for expensive copyright infringement violations. The only for-profit organizations potentially excluded from these requirements are companies earning less than €10 million a year, until they have been in business for three years. It's not a great exclusion, because there are a lot of online communities that have been around for more than three years and don't make more than €10 million a year.

While implementing copyright filters may be doable for large organizations, it may not be for smaller organizations. Instead, they might decide to stop hosting comments or reviews, or allowing the sharing of code, photos or videos.

The EU tends to lead the way when it comes to internet legislation. For example, GDPR has proven successful for consumer data protection and has sparked state-by-state legislation in the United States. The EU Copyright Directive could do the same thing for modern internet copyright law, but it could also stifle global creativity by putting an unneeded burden on sites that choose to host user-generated content.

My fear is that over time, the web will become more of a one-way broadcast channel, rather than a global platform for conversations and collaboration. These copyright filters, if too strict, could discourage the free flow of information and sharing on the Open Web.
Source: Dries Buytaert www.buytaert.net


Optimizing site performance by reducing JavaScript and CSS

I've been thinking about the performance of my site and how it affects the user experience. There are real, ethical concerns to poor web performance. These include accessibility, inclusion, waste and environmental concerns.

A faster site is more accessible, and therefore more inclusive for people visiting from a mobile device, or from areas in the world with slow or expensive internet.

For those reasons, I decided to see if I could improve the performance of my site. I used the excellent https://webpagetest.org to benchmark a simple blog post https://dri.es/relentlessly-eliminating-barriers-to-growth.

The image above shows that it took a browser 0.722 seconds to download and render the page (see blue vertical line):

The first 210 milliseconds are used to set up the connection, which includes the DNS lookup, TCP handshake and the SSL negotiation.
The next 260 milliseconds (from 0.21 seconds to 0.47 seconds) are spent downloading the rendered HTML file, two CSS files and one JavaScript file.
After everything is downloaded, the final 330 milliseconds (from 0.475 seconds to 0.8 seconds) are used to layout the page, execute the JavaScript code and download the Favicon.
By most standards, 0.722 seconds is pretty fast. In fact, according to HTTP Archive, it takes more than 2.4 seconds to download and render the average web page on a desktop.

Regardless, I noticed that the length of the horizontal green bars and the horizontal yellow bar was relatively long compared to that of the blue bar. In other words, a lot of time is spent downloading JavaScript (yellow horizontal bar) and CSS (two green horizontal bars) instead of the HTML, including the actual content of the blog post (blue bar).

To fix, I did two things:

Use vanilla JavaScript. I replaced my jQuery-based JavaScript with vanilla JavaScript. Without impacting the functionality of my site, the amount of JavaScript went from almost 45 KB to 699 bytes, good for a savings of over 6,000 percent.
Conditionally include CSS. For example, I use Prism.js for syntax highlighting code snippets in blog posts. prism.css was downloaded for every page request, even when there were no code snippets to highlight. Using Drupal's render system, it's easy to conditionally include CSS. By taking advantage of that, I was able to reduce the amount of CSS downloaded by 90 percent — from 4.7 KB to 2.5 KB.
According to the January 1st, 2019 run of HTTP Archive, the median page requires 396 KB of JavaScript and 60 KB of CSS. I'm proud that my site is well under these medians.

File type
Dri.es before
Dri.es after
World-wide median
JavaScript
45 KB
669 bytes
396 KB
CSS
4.7 KB
2.5 KB
60 KB
Because the new JavaScript and CSS files are significantly smaller, it takes the browser less time to download, parse and render them. As a result, the same blog post is now available in 0.465 seconds instead of 0.722 seconds, or 35% faster.

After a new https://webpagetest.org test run, you can clearly see that the bars for the CSS and JavaScript files became visually shorter:

To optimize the user experience of my site, I want it to be fast. I hope that others will see that bloated websites can come at a great cost, and will consider using tools like https://webpagetest.org to make their sites more performant.

I'll keep working on making my website even faster. As a next step, I plan to make pages with images faster by using lazy image loading.
Source: Dries Buytaert www.buytaert.net


European Commission will start offering bug bounties for Open Source software

The European Commission made an exciting announcement; it will be awarding bug bounties to the security teams of Open Source software projects that the European Commission relies on.

If you are not familiar with the term, a bug bounty is a monetary prize awarded to people who discover and correctly report security issues.

Julia Reda — an internet activist, Member of the European Parliament (MEP) and co-founder of the Free and Open Source Software Audit (FOSSA) project — wrote the following on her blog:

Like many other organizations, institutions like the European Parliament, the Council and the Commission build upon Free Software to run their websites and many other things. But the Internet is not only crucial to our economy and our administration, it is the infrastructure that runs our everyday lives.

With over 150 Drupal sites, the European Commission is a big Drupal user, and has a large internal Drupal community. The European Commission set aside 89,000€ (or roughly $100,000 USD) for a Drupal bug bounty. They worked closely with Drupal's Security Team to set this up. To participate in the Drupal bug bounty, read the guidelines provided by Drupal's Security Team.

Over the years I've had many meetings with the European Commission, presented keynotes at some of its events, and more. During that time, I've seen the European Commission evolve from being hesitant about Open Source to recognizing the many benefits that Open Source provides for its key ICT services, to truly embracing Open Source.

In many ways, the European Commission followed classic Open Source adoption patterns; adoption went from being technology-led (bottom-up or grassroots) to policy-led (top-down and institutionalized), and now the EU is an active participant and contributor.

Today, the European Commission is a shining example and role model for how governments and other large organizations can contribute to Open Source (just like how the White House used to be).

The European Commission is actually investing in Drupal in a variety of ways — the bug bounty is just one example of that — but more about that in a future blog post.
Source: Dries Buytaert www.buytaert.net


The end of PHP 5

PHP, the Open Source scripting language, is used by nearly 80 percent of the world's websites.

According to W3Techs, around 61 percent of all websites on the internet still use PHP 5, a version of PHP that was first released fourteen years ago.

Now is the time to give PHP 5 some attention. In less than two months, on December 31st, security support for PHP 5 will officially cease. (Note: Some Linux distributions, such as Debian Long Term Support distributions, will still try to backport security fixes.)

If you haven't already, now is the time to make sure your site is running an updated and supported version of PHP.

Beyond security considerations, sites that are running on older versions of PHP are missing out on the significant performance improvements that come with the newer versions.

Drupal and PHP 5

Drupal 8

Drupal 8 will drop support for PHP 5 on March 6, 2019. We recommend updating to at least PHP 7.1 if possible, and ideally PHP 7.2, which is supported as of Drupal 8.5 (which was released March, 2018). Drupal 8.7 (to be released in May, 2019) will support PHP 7.3, and we may backport PHP 7.3 support to Drupal 8.6 in the coming months as well.
Drupal 7

Drupal 7 will drop support for older versions of PHP 5 on December 31st, but will continue to support PHP 5.6 as long there are one or more third-party organizations providing reliable, extended security support for PHP 5.

Earlier today, we released Drupal 7.61 which now supports PHP 7.2. This should make upgrades from PHP 5 easier. Drupal 7's support for PHP 7.3 is being worked on but we don't know yet when it will be available.

Thank you!

It's a credit to the PHP community that they have maintained PHP 5 for fourteen years. But that can't go on forever. It's time to move on from PHP 5 and upgrade to a newer version so that we can all innovate faster.

I'd also like to thank the Drupal community — both those contributing to Drupal 7 and Drupal 8 — for keeping Drupal compatible with the newest versions of PHP. That certainly helps make PHP upgrades easier.
Source: Dries Buytaert www.buytaert.net


A book for decoupled Drupal practitioners

Drupal has evolved significantly over the course of its long history. When I first built the Drupal project eighteen years ago, it was a message board for my friends that I worked on in my spare time. Today, Drupal runs two percent of all websites on the internet with the support of an open-source community that includes hundreds of thousands of people from all over the world.

Today, Drupal is going through another transition as its capabilities and applicability continue to expand beyond traditional websites. Drupal now powers digital signage on university campuses, in-flight entertainment systems on commercial flights, interactive kiosks on cruise liners, and even pushes live updates to the countdown clocks in the New York subway system. It doesn't stop there. More and more, digital experiences are starting to encompass virtual reality, augmented reality, chatbots, voice-driven interfaces and Internet of Things applications. All of this is great for Drupal, as it expands its market opportunity and long-term relevance.

Several years ago, I began to emphasize the importance of an API-first approach for Drupal as part of the then-young phenomenon of decoupled Drupal. Now, Drupal developers can count on JSON API, GraphQL and CouchDB, in addition to a range of surrounding tools for developing the decoupled applications described above. These decoupled Drupal advancements represent a pivotal point in Drupal's history.

A few examples of organizations that use decoupled Drupal.

Speaking of important milestones in Drupal's history, I remember the first Drupal book ever published in 2005. At the time, good information on Drupal was hard to find. The first Drupal book helped make the project more accessible to new developers and provided both credibility and reach in the market. Similarly today, decoupled Drupal is still relatively new, and up-to-date literature on the topic can be hard to find. In fact, many people don't even know that Drupal supports decoupled architectures. This is why I'm so excited about the upcoming publication of a new book entitled Decoupled Drupal in Practice, written by Preston So. It will give decoupled Drupal more reach and credibility.

When Preston asked me to write the foreword for the book, I jumped at the chance because I believe his book will be an important next step in the advancement of decoupled Drupal. I've also been working with Preston So for a long time. Preston is currently Director of Research and Innovation at Acquia and a globally respected expert on decoupled Drupal. Preston has been involved in the Drupal community since 2007, and I first worked with him directly in 2012 on the Spark initiative to improve Drupal's editorial user experience. Preston has been researching, writing and speaking on the topic of decoupled Drupal since 2015, and had a big impact on my thinking on decoupled Drupal, on Drupal's adoption of React, and on decoupled Drupal architectures in the Drupal community overall.

To show the value that this book offers, you can read exclusive excerpts of three chapters from Decoupled Drupal in Practice on the Acquia blog and at the Acquia Developer Center. It is available for preorder today on Amazon, and I encourage my readers to pick up a copy!

Congratulations on your book, Preston!
Source: Dries Buytaert www.buytaert.net


Better image performance on dri.es

For a few years now I've been planning to add support for responsive images to my site.

The past two weeks, I've had to take multiple trips to the West Coast of the United States; last week I traveled from Boston to San Diego and back, and this week I'm flying from Boston to San Francisco and back. I used some of that airplane time to add responsive image support to my site, and just pushed it to production from 30,000 feet in the air!

When a website supports responsive images, it allows a browser to choose between different versions of an image. The browser will select the most optimal image by taking into account not only the device's dimensions (e.g. mobile vs desktop) but also the device's screen resolution (e.g. regular vs retina) and the browser viewport (e.g. full-screen browser or not). In theory, a browser could also factor in the internet connection speed but I don't think they do.

First of all, with responsive image support, images should always look crisp (I no longer serve an image that is too small for certain devices). Second, my site should also be faster, especially for people using older smartphones on low-bandwidth connections (I no longer serve an image that is too big for an older smartphone).

Serving the right image to the right device can make a big difference in the user experience.

Many articles suggest supporting three image sizes, however, based on my own testing with Chrome's Developer Tools, I didn't feel that three sizes was sufficient. There are so many different screen sizes and screen resolutions today that I decided to offer six versions of each image: 480, 640, 768, 960, 1280 and 1440 pixels wide. And I'm on the fence about adding 1920 as a seventh size.

Because I believe in being in control of my own data, I host almost 10,000 original images on my site. This means that in addition to the original images, I now also store 60,000 image variants. To further improve the site experience, I'm contemplating adding WebP variants as well — that would bring the total number of stored images to 130,000.

If you notice that my photos are clearer and/or page delivery a bit faster, this is why. Through small changes like these, my goal is to continue to improve the user experience on dri.es.
Source: Dries Buytaert www.buytaert.net


A fresh look for dri.es

In 1999, I decided to start dri.es (formally buytaert.net) as a place to blog, write, and deepen my thinking. While I ran other websites before dri.es, my blog is one of my longest running projects.

Working on my site helps me relax, so it's not unusual for me to spend a few hours now and then making tweaks. This could include updating my photo galleries, working on more POSSE features, fixing broken links, or upgrading to the latest version of Drupal.

The past month, a collection of smaller updates have resulted in a new visual design for my site. If you are reading this post through an RSS aggregator or through my mailing list, consider checking out the new design on dri.es.

Before (left) and after (right).

The new dri.es may not win design awards, but will hopefully make it easier to consume the content. My design goals were the following:
Improve the readability of the content
Improve the discoverability of the content
Optimize the performance of my site
Give me more creative freedom
Improve readability of the content

To improve the readability of the content, I implemented various usability best practices for spacing text and images.

I also adjusted the width of the main content area. For optimal readability, you should have between 45 and 75 characters on each line. No more, no less. The old design had about 95 characters on each line, while the new design is closer to 70.

Both the line width and the spacing changes should improve the readability.

Improve the discoverability of content

I also wanted to improve the discoverability of my content. I cover a lot of different topics on my blog — from Drupal to Open Source, startups, business, investing, travel, photography and the Open Web. To help visitors understand what my site is about, I created a new navigation. When the Archive-link is clicked, visitors will be presented the key topics I write about. It's a small change, but it should help new visitors figure out what my site is about.

Optimize the performance of my site

Less noticeable, is that the underlying HTML and CSS code is now entirely different. I'm still using Drupal, of course, but I decided to rewrite my Drupal theme from scratch.

The previous design had almost 52K of theme-specific CSS, while the new design has 16K of theme-specific CSS. That is more than three times smaller.

The new design also results in fewer HTTP requests as I replaced all stand-alone icons with inline SVGs. Serving this page now takes 16 HTTP requests compared to 33 HTTP requests with the previous design.

All this results in faster performance. This is especially important for people visiting my site from a mobile device, and even more important for people visiting my site from mobile devices in areas in the world with slow internet. A lighter theme with fewer HTTP requests makes my site more accessible. It is something I plan to work more on in the future.

Website bloat is a growing problem and impacts the user experience. I wanted to lead by example, and made my site simpler and faster to load.

The new design also uses Flexbox and CSS Grid Layout — both are more modern CSS standards. It is fully supported in all main browsers: Chrome, Firefox, Safari and Edge. It is, however, not fully supported on Internet Explorer, which accounts for less than 3% of all my visitors. Internet Explorer users should still be able to read all content though.

Give me more creative freedom

Last but not least, the new design provides me with a better foundation to build upon in subsequent updates. I wanted more flexibility for how to lay out images in my blog posts, highlight important snippets, and add a table of content on long posts. You can see all three in action in this post, assuming you're looking at this blog post on a larger screen.
Source: Dries Buytaert www.buytaert.net


From a world wide web to a personal web

Last week, I had a chance to meet with Inrupt, a startup founded by Sir Tim Berners-Lee, who is best known as the inventor of the World Wide Web. Inrupt is based in Boston, so their team stopped by the Acquia office to talk about the new company.

To learn more about Inrupt's founding, I recommend reading Tim Berners-Lee's blog or Inrupt's CEO John Bruce's announcement.

Inrupt is on an important mission

Inrupt's mission is to give individuals control over their own data. Today, a handful of large platform companies (such as Facebook) control the media and flow of information for a majority of internet users. These companies have profited from centralizing the Open Web and lack transparent data privacy policies on top of that. Inrupt's goal is not only to improve privacy and data ownership, but to take back power from these large platform companies.

Inrupt will leverage Solid, an open source, decentralized web platform that Tim and others have been developing at MIT. Solid gives users a choice of where their personal data is stored, how specific people and groups can access select elements, and which applications can use it. Inrupt is building a commercial ecosystem around Solid to fuel its success. If Solid and/or Inrupt are widely adopted, it could radically change the way web sites and web applications work today.

As an advocate for the Open Web, I'm excited to see how Inrupt's mission continues to evolve. I've been writing about the importance of the Open Web for many years and even proposed a solution that mirrors Solid, which I called a Personal Information Broker. For me, this is an especially exciting and important mission, and I'll be rooting for Inrupt's success.

My unsolicited advice: disrupt the digital marketing world

It was really interesting to have the Inrupt team visit the Acquia office, because we had the opportunity to discuss how their technology could be applied. I shared a suggestion to develop a killer application that surround "user-controlled personalization".

Understanding visitors' interests and preferences to deliver personalized experiences is a big business. Companies spend a lot of time and effort trying to scrape together information about its website's visitors. However, behavior-based personalization can be slow and inaccurate. Marketers have to guess a visitor's intentions by observing their behavior; it can take a long time to build an accurate profile.

By integrating with a "Personal Information Broker" (PIB), marketers could get instant user profiles that would be accurate. When a user visits a site, they could chose to programmatically share some personal information (using a standard protocol and standard data schema). After a simple confirmation screen, the PIB could programmatically share that information and the site would instantly be optimized for the user. Instead of getting "cold leads" and trying to learn what each visitor is after, marketers could effectively get more "qualified leads".

It's a win not only for marketers, but a win for the site visitor too. To understand how this could benefit site visitors, let's explore an example. I'm 6'5" tall, and using a commerce site to find a pair of pants that fit can be a cumbersome process. I wouldn't mind sharing some of my personal data (e.g. inseam, waist size, etc) with a commerce site if that meant I would instantly be recommended pants that fit based on my preferences. Or if the store has no pants that would fit, it could just tell me; Sorry, we currently have no pants long enough for you!. It would provide me a much better shopping experience, making it much more likely for me to come back and become a long-time customer.

It's a simple idea that provides a compelling win-win for both the consumer and retailer, and has the opportunity to disrupt the digital sales and marketing world. I've been thinking a lot about user-controlled personalization over the past few years. It's where I'd like to take Acquia Lift, Acquia's own personalization product.

Inrupt's success will depend on good execution

I love what Solid and Inrupt are building because I see a lot of potential in it. Disrupting the digital marketing world is just one way the technology could be applied. Whatever they decide to focus on, I believe they are onto something important that could be a foundational component of the future web.

However, it takes a lot more than a good idea to build a successful company. For startups, it's all about good execution, and Inrupt has a lot of work to do. Right now, Inrupt has prototype technology that needs to be turned into real solutions. The main challenge is not building the technology, but to have it widely adopted.

For an idea this big, Inrupt will have to develop a protocol (something Tim Berners-Lee obviously has a lot of experience with), build out a leading Open Source reference implementation, and foster a thriving community of developers that can help build integrations with Drupal, WordPress and hundreds of other web applications. Last but not least, Inrupt needs to look for a sustainable business model by means of value-added services.

The good news is that by launching their company now, Inrupt has put themselves on the map. With Tim Berners-Lee's involvement, Inrupt should be able to attract top talent and funding for years to come.

Long story short, I like what Inrupt is doing and believe it has a lot of potential. I'm not sure what specific problem and market they'll go after, but I think they should consider going after "user-controlled personalization" and disrupt the digital marketing world. Regardless, I'll be paying close attention, will be cheering for their success and hopefully find a way to integrate it in Acquia Lift!
Source: Dries Buytaert www.buytaert.net


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Start: 
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Suits Season 8 Episode 1 : While running from a drug deal gone bad, Mike Ross, a brilliant young college-dropout, slips into a job interview with one of New York City's best legal closers, Harvey Specter. Tired of cookie-cutter law school grads, Harvey takes a gamble by hiring Mike on the spot after he recognizes his raw talent and photographic memory. Mike and Harvey are a winning team. Even though Mike is a genius, he still has a lot to learn about law. And while Harvey may seem like an emotionless, cold-blooded shark, Mike's sympathy and concern for their cases and clients will help remind Harvey why he went into law in the first place. Mike's other allies in the office include the firm's best paralegal Rachel and Harvey's no-nonsense assistant Donna to help him serve justice. Proving to be an irrepressible duo and invaluable to the practice, Mike and Harvey must keep their secret from everyone including managing partner Jessica and Harvey's arch nemesis Louis, who seems intent on making Mike's life as difficult as possible.
Title : Suits — Season 8 Episode 1 : Episode 1
Genre: Drama
Networks: USA Network
Release: 2018-07-18
Episode: Episode 1
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