2026-03-16 –, Room Auditorium
Michelin, a 136-year-old industrial giant, is building its open source culture. This talk is a feedback from our OSPO, detailing our strategy, governance, and change management programs. We'll share our progress and achievements, our key lessons, and the significant challenges still ahead on our journey.
Launching an OSPO in a global, non-tech-native corporation presents unique cultural, legal, and organizational hurdles. This session provides a practical feedback on how Michelin built and now operates its OSPO.
We will walk through the entire journey, covering:
- The historical context and business strategy that drove the need for a formal OSPO.
- The practical steps of establishing a strong governance model and the OSPO's structure
- A deep dive into our multi-faceted program for cultural change. This is now the core of our strategy and includes:
- Company-wide training modules (which we are now in the process of open sourcing).
- A gamified badging system to incentivise learning and contribution.
- The creation and management of an OSS Champions community to scale our efforts.
- Our approach to external communication
- The tools we use.
- And finally, the road ahead us: the significant challenges that remain on our journey.
Florent has been involved (both personally and professionally) in the FLOSS community since 1999. Professionally, Florent has worked for nearly 20 years in a consulting company as a Open Source advisor for large companies, helping them with software quality, Open Source governance, licensing, Innersource, as well as change management. Today, as Open Source Services Team Lead, he's helping (new) Eclipse members and projects better understand, manage and master Open Source. He's also an active participant in the OSPO Alliance and the Good Governance Initiative. On his personal side, he's an administrator and board member at LinuxFr.org (reference french-speaking, community driven website about Free and Open Source software).
