Public Sector Open Source Program Offices -- Archetypes for how to Grow (Common) Institutional Capabilities
For public sector organizations and policymakers, this study offers a framework to strategically establish OSPOs for fostering open source adoption, though the findings are qualitative and domain-specific.
The study identifies six archetypes of Open Source Program Offices (OSPOs) in public sector organizations across the EU, Norway, Liechtenstein, and Iceland, based on interviews with 18 representatives from 16 cases. It provides guidance on how to design OSPOs to promote open source software adoption, digital sovereignty, and interoperability.
Context: Open Source Software (OSS) is a crucial component of over 90\% of digital infrastructure underpinning industry and public digital services, facilitating collaborative software development and dissemination. Its significance in the European public sector has been emphasised through various Ministerial Declarations, highlighting its potential to accelerate digitalisation, transform businesses, and foster a digitally skilled population. Research Aim: This study aims to explore how the adoption, development, and collaboration on OSS can be enabled through organisational support functions or centres of competency, also known as Open Source Programme Offices (OSPOs) within Public Sector Organisations (PSOs) in the European Union, Norway, Liechtenstein, and Iceland. Methodology: A qualitative research approach was adopted, involving an interview survey of 18 OSPO representatives across 16 cases of public-sector OSPOs. These cases were cross-analysed and categorised into six OSPO archetypes. The findings were validated and enriched through two follow-up focus groups that included earlier interviewees and additional experts. Results: The study identified six distinct OSPO archetypes, providing insights into their organisational structures, responsibilities, and contributions to OSS adoption. The archetypes, along with policy recommendations, offer guidance on how PSOs can design their own OSPOs, taking into account their specific context, resources, and policy goals. Conclusions: The findings enhance the understanding of OSPOs as strategic endeavours aimed at promoting OSS adoption. The study offers practical guidance for PSOs and policymakers on leveraging OSS to achieve strategic objectives, foster digital sovereignty, drive economic growth, and improve the interoperability and quality of digital services.