The Switch to Open Source: A Guide for Companies

Open-source solutions offer real advantages, and decision-makers are generally aware of this. Yet, there are always reservations. 

• Can we replace our current software seamlessly?
• How will our colleagues react?
• What technical hurdles need to be addressed? 

Experience shows, however, that keeping certain points in mind makes it possible to successfully manage such a project.

Over 70 percent of German companies already use open-source software. This finding comes from the industry association Bitkom's latest Open Source Monitor. There are many reasons for this, including greater security, lower costs, less restrictive licensing models, and a desire to avoid technological dependencies. Many companies have switched to open source because of the combination of these advantages.

However, those who decide to make the switch will quickly realize: It’s not just about the new product, but also about the approach. The transition will only succeed if it is clear from the start who is responsible for which tasks, the order in which the work will be done, and which risks need to be addressed early on.

The first step should be an honest evaluation of the current situation. 

• What is the goal of switching to open source?
• Are you looking to reduce costs, increase flexibility, modernize outdated systems, or avoid vendor lock-in?
• Once the motives have been identified, the company can begin to scrutinize its system landscape. Which processes are critical?
• Which interfaces are indispensable?
• Which data must be migrated, and which can be archived? 

It is equally important to consider how much the processes deviate from the standard. The greater the deviation, the more effort is required. At the same time, the company should determine which resources are available internally and where external expertise is needed.

After answering these questions, the next step is to select the appropriate open-source software. 

Here, it's important to consider not just the first impression, but also the actual level of maturity. Are there solid references? How active is the community? How reliable are the release cycles, security mechanisms, and documentation? In areas like IT service management, for example, it becomes clear just how crucial interfaces, extensibility, and a clearly understandable licensing model are. A demo alone is never enough. It is often highly recommended to conduct a proof of concept using your own processes to determine whether the solution truly meets your expectations.

Of course, the organization plays a key role in the project's success. 

The project manager controls time, budget, and priorities, the technical lead is responsible for architecture and integration, and the business department defines functions and validates results. If expertise or capacity is lacking, the software vendor should be able to provide support. Anyone unable to manage the transition independently should ensure the vendor acts as a service provider, supporting the project during migration, training, and ongoing maintenance. 

Migration planning lies at the heart of every system migration. 

Four questions are particularly important: 

• What data will be migrated?
• How will it be mapped?
• Which systems need to be integrated?
• How much customization is truly necessary? 

Many service providers recommend adhering as closely as possible to the standard initially, as this improves maintainability and security. At the same time, the operational setup must be determined early on—whether in your own data center or in the cloud, which backup strategy to use, which monitoring tools to use, and which disaster recovery plan to use. Equally critical are the questions of roles and permissions, patch strategies, and handling security-related updates.

The implementation phase begins with installation and system configuration, followed by an initial test migration. 

This reveals whether the earlier plans are working and if all the interfaces are functioning as intended. Business departments must then review and approve the results. Load tests, integration tests, and brief, clear training sessions for the various user groups complete the preparation process.

For everyone involved, the go-live is the ultimate stress test.

Legacy data is frozen, the final migration is carried out, and the project team closely monitors the system for the first few days. In the weeks that follow, the team should ensure that requests are consolidated, categorized, and prioritized immediately. This phase often determines whether employees will accept the system for day-to-day use or merely grudgingly come to terms with it.

After go-live, continuous operation begins.

Open source software requires regular updates, rapid responses to security vulnerabilities, and disciplined ongoing development. The product management team of the software vendor should evaluate customer requirements and incorporate them into the product strategy wherever it makes sense. Those who are active in the community gain additional stability: bugs are detected faster, best practices are shared more easily, and further developments benefit from the input of many users. We have seen this mechanism at work for years. Open source works best when companies become part of an ecosystem, not just users.

A targeted approach to switching to open source can mitigate or eliminate typical risks early on. Technical problems often stem from unclear data foundations or underestimated interfaces. Organizational difficulties usually stem from missing roles or involving the business unit too late. Ultimately, the key is this: With realistic timelines, professional planning, and a reliable service provider, the project will remain manageable.

Switching to open source is often a predictable, long-term transformation project, not necessarily a sprint. When companies proceed systematically, they gain a new system and true independence - technically, organizationally, and strategically. The decisive advantage of open-source software is that it creates security and long-term freedom by opening up possibilities rather than restricting them.