| A common misconception at many organizations is | | | | For government specifically, Open Source not only |
| that behaviors and activities are the same as results. | | | | delivers the benefits associated with more rapid |
| Upon closer scrutiny, however, there is a realization | | | | deployment of technical updates and changes, but it |
| that employee activity volumes and what we perceive | | | | also offers government leaders a means to share |
| as good behaviors don't always have a direct | | | | best practices, report templates, measure structures, |
| correlation with moving an organization towards a | | | | scorecards, etc., that are not readily accessible with a |
| common set of goals and objectives. | | | | closed model. |
| Integrated Performance Management powered by | | | | Additionally, since governments serve to improve |
| Open Source technology creates a bridge between | | | | performance at all levels to their constituents, the |
| the developers who have traditionally collaborated | | | | concept of collaboration exists in its truest sense, |
| (from a technical standpoint) in the Open Source | | | | because "competition" does not exist (as it does in the |
| model, to include highly strategic executive-level | | | | corporate sector). Governments in this sense are |
| business users. Collaboration is enhanced with Open | | | | unique in that they can focus on collaborating with |
| Source because the needs of technical and business | | | | other government organizations, to ensure that they |
| users can merge from what was once two distinct | | | | learn from each other and can benefit from |
| development paths into a single cohesive system of | | | | enhancements from either a technical or business |
| requirements and enhancements, which all serve to | | | | standpoint. |
| improve an application over time. | | | | |