Read the original article at Consulting essentials: Getting the business

Over the years, a lot of people have approached me asking how to become a tech consultant. What do I need to do to get started? How can I take my first step?

I also hear from managers and CEOs that have asked how I got my start, and how I keep the business running. What lessons from consulting can be applied to startups and small businesses? Having worked independently for many years I’ve built up my own cache of strategies and methods which I hope can be helpful to anyone looking to strike it out on their own.

This is the first of a series of three articles on consulting essentials. Part two covers …

The reason we are confident that the comparative decline in the use of the GNU GPL family of licenses and the increasing significance of complementary vendors in relation to funding for open source software-related vendors will continue is due to the analysis of our database of more than 400 open source software-related vendors, past and present.

We previously used the database to analyze the engagement of vendors with open source projects for our Control and Community report, plotting the strategies used by the vendors against the year in which they first began to engage with open source projects …

We’ve written about how a bad economy is indeed good for open source software. We’ve also recognized that with open source software’s maturity and place at the enterprise software table, a bad economy can be a double-edged sword for open source since the failure or fade of large enterprise customers, say big banks, hurts open source vendors right alongside traditional software providers.

What is interesting is that after a couple of years of economic rebuilding, we’ve seen recently how open source is being driven by innovation, particularly in cloud computing, …

One of the ‘things I wrote down during OSBC’ was this statement from Benchmark EIR, Rob Bearden:

“Misalignment between a business model and the community’s tolerance point will never be accepted. This will manifest itself in multiple distributions.”

At first glance the statement may seem obvious to anyone who has studied open source-related business strategies or communities, but I believe provides the context for further understanding the complexities of balancing the needs of a business for control and the needs of a community for openness.

As the following graphic demonstrates, the statement suggests that there is a window of opportunity within which the control point of the vendor, and the tolerance point of the community must be closely aligned:

…

Last week I presented “From support services to software services – the evolution of open source business strategies” at the OSBC event in San Francisco.

The presentation was effectively a work in progress update on our research into the various strategies employed by technology vendors to generate revenue from open source software.

It included a partial explanation of my theory that those strategies do not exist in isolation, but are steps on an evolutionary process, and also introduced our model for visualizing the core elements of an open source-related business strategy.

I provided a number of examples of how the model could be used to compare the strategies of various open source businesses. …

Below is a rough draft of the cornerstone slide for a new presentation deck I am putting together to explain the various business strategies for monetizing open source software. The aim is to explain every single existing strategy using the elements on this one slide (although I am yet to test it out).

In our previous discussions about business strategies we have noted that there are four elements that shape a business strategy around open source software: the open source software license; the development strategy; the end user license strategy; and the revenue trigger.

As can be seen from the slide above, I have added a fifth element: copyright control. Copyright was previously considered in our research around business strategies but was seen more as an underlying influence than a distinct strategy element.

I have recently come to the realisation that copyright control is not just a part of each of the four elements, and …