Breaking Silos With InnerSource
summary
Company pilots InnerSource across 12 Agile teams inside a 120‑engineer department at Grand Parade and reports fewer escalations and cross‑team delays after six months. Implementation follows a selective InnerSource variant, seven staged rollout, stakeholder analysis, templates for README/CONTRIBUTING, a rotating sheriff role in owning teams and one month secondary support by contributors; contributors develop, owners review and approve merges. Adoption increases shared competence but lengthens delivery early on and is explicitly not a fix for capacity shortfalls.
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chapters (4)
- 0:00Introduction to InnerSource
- 11:52Implementing InnerSource
- 20:30Pros and cons of InnerSource
- 27:00Q&A
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