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Explores the Mozilla Foundation's decisions leading up to the launch of Firefox 1.0, including its default browser, managing corporate partnerships, managing product development, and moving toward a revenue-based model. Mitchell Baker, president of the Mozilla Foundation, is faced with a crucial question in the impending hours of the Firefox 1.0 launch. Firefox, the reincarnation of the Netscape Mozilla browser, has had tremendous success despite Mozilla's loss of the Browser Wars to Internet Explorer years before. After AOL acquired Netscape, the Mozilla team had been unsure of their future, but they recently gained their independence with a new independent, nonprofit foundation. What partners should Firefox include as their default search partners? Should this relationship be commercial?

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In the fall of 1998, Dan Frye, member of IBM's emerging technologies and business team, is trying to decide whether to forge a strategic alliance with the Linux Development Community (LDC). Just two years earlier, IBM had its first exposure to an "open source" software program when it selected Apache as the web server program for the web site of the Atlanta Summer Olympic Games. Based on its success with Apache, and Frye's intuition that Linux could be a critical, strategic step in the new "network-centric" computing environment, Frye and his colleagues are trying to decide whether an alliance between IBM and LDC would serve their interests--and, if so, how IBM could manage the alliance with a loosely affiliated group of software developers.