fix: apply suggestions from code review

Co-authored-by: Alice Sowerby <acsowerby@hotmail.com>
Signed-off-by: Jan van den Berg <koozz@linux.com>

Author: koozz

ospo-book/content/en/01-chapter.md

@@ -95,8 +95,8 @@ Overall, gather input from stakeholders on these areas by asking the following q
   * How much OSS is already being used in the organization?
   * How would you define the 'open source culture' within your organization?
   * What are the organization's goals and objectives for using open source?
-  * How's OSS currently being used within the organization?
-  * How's OSS currently being created within the organization?
+  * How is OSS currently being used within the organization?
+  * How is OSS currently being created within the organization?
   * If any, what are the current policies and procedures for managing OSS within the organization?
   * What are the key legal and compliance considerations for using OSS within the organization?
   * What are the motivations for implementing an OSPO within the organization?

ospo-book/content/en/02-chapter.md

@@ -47,7 +47,7 @@ An OSPO can help by understanding and actively managing use of open source compe
 
 - **Understanding Risks in the Supply Chain:** The open source landscape is large and decentralized, and it can be hard to identify who the contributors to individual projects are and to perform risk assessments on the identified projects. These factors can make it challenging for organizations to accurately assess risks and to comprehend the security and quality standards of the software, hardware, data, etc.
 
-- **Building Healthy Relationships with Key Open Source Projects:** Commercial organizations that are using open source are often keen to contribute back to the projects they use. However, the pressure to ship features in their own products mean that open source contributions may take a back seat when things get busy. Even it's known that contributing features and bugfixes to upstream is less effort on long term than to maintain a fork of the project oprganisations often optimize for short term benefits and don't spend the extra effort to upstream the changes.
+- **Building Healthy Relationships with Key Open Source Projects:** Commercial organizations that are using open source are often keen to contribute back to the projects they use. However, the pressure to ship features in their own products mean that open source contributions may take a back seat when things get busy. Even when it's known that contributing features and bugfixes to upstream is less effort in the long term than to maintain a fork of the project, organisations often optimize for short term benefits and don't spend the extra effort to upstream the changes.
 
 - **Supporting and Influencing Key Open Source Projects:** Your organization could be in a good position to provide resources to open source projects. That could be through coding, expertise, or money donations as incentives for fixing common vulnerabilities. It could also be productive to collaborate with industry working groups to address security concerns holistically. Making a plan that aligns with your organization strategy and provides value to the open source projects is a good way to be a helpful community member.
 
@@ -87,7 +87,7 @@ Open Source is a silent critical need, and an OSPO's cultural impact is vital to
 
 #### How the OSPO Helps
 
-- **Acts as a Counselor:** Sometimes a strategic approach just means stepping back and taking the time to think through some of the hard questions about what type of engagement model is right for any particular project or how involved the organization should be in each project. There is also the question of when it makes sense to contribute to an existing project versus creating a new project. An OSPO that's having these strategy-level conversations will be able to provide guidelines to workers at the different teams so that workers don't have to consider the business implications of different open source engagement models every time they try to solve a problem.
+- **Acts as a Counselor:** Sometimes a strategic approach just means stepping back and taking the time to think through some of the hard questions about what type of engagement model is right for any particular project or how involved the organization should be in each project. There is also the question of when it makes sense to contribute to an existing project versus creating a new project. An OSPO that is having these strategy-level conversations will be able to provide guidelines to workers at the different teams so that workers don't have to consider the business implications of different open source engagement models every time they try to solve a problem.
 
 - **Acts as a Facilitator:** The OSPO also plays a sort of translation role between the organization’s teams and decision makers' interests regarding open source and the needs from the open source community. They also help organizations navigate the cultural, process, and tool changes required to engage with the open source community effectively and in a healthy way.
 

ospo-book/content/en/06-chapter.md

@@ -135,13 +135,13 @@ Align open source engagement with internal governance, security, and product dev
 
 **Commentary**
 
-Engagement with open source communities includes working in the upstream to effectively use OSS in organizational products. In this, there is a need to monitor the intake of OSS for infosec, legal, and engineering reasons. Companies can establish software intake processes, working with teams to either technically track or socially consider issues related to open source intake. Organization impact can also include working downstream with projects and companies that rely on your organizational products. This can include working to gain a clearer picture of  the open source that's in your shipped products. Organizations can work in securing and regulating their own internal open source processes in an effort to improve product development activities.
+Engagement with open source communities includes working in the upstream to effectively use OSS in organizational products. In this, there is a need to monitor the intake of OSS for infosec, legal, and engineering reasons. Companies can establish software intake processes, working with teams to either technically track or socially consider issues related to open source intake. Organization impact can also include working downstream with projects and companies that rely on your organizational products. This can include working to gain a clearer picture of  the open source that is in your shipped products. Organizations can work in securing and regulating their own internal open source processes in an effort to improve product development activities.
 
 **Questions**
 
 * What characteristics does an organization inspect related to inbound OSS?
 * What product-level software and infrastructure contains OSS dependencies?
-* How's OSPO strategy aligned with organizational strategy and departmental objectives?
+* How is OSPO strategy aligned with organizational strategy and departmental objectives?
 * How often is OPSO strategy used to guide business decision making processes?
 * How does the use of open source influence organizational value?
 

ospo-book/content/en/taxonomy.md

@@ -57,7 +57,7 @@ reach their full potential.
 
 ### Common Questions to Identify the Best Segment
 
-Answering questions such as "What does my organization do?", "What are the mission and values of my organization?", "How's my organization structured?", "What's my organization trying to achieve with open source?", "Why are they investing in open source?", and "Is open source already being used, and if so, how?" can help readers identify the most relevant segment to their organization's nature. Chapter 1 provides a deeper exploration of open source readiness.
+Answering questions such as "What does my organization do?", "What are the mission and values of my organization?", "How is my organization structured?", "What's my organization trying to achieve with open source?", "Why are they investing in open source?", and "Is open source already being used, and if so, how?" can help readers identify the most relevant segment to their organization's nature. Chapter 1 provides a deeper exploration of open source readiness.
 
 Regardless of the type of organization, OSPO leaders and teams need to understand the drivers of motivation for the actors they interact with and align their goals with the overall mission of the organization.
 

ospo-book/content/en/toc.md

@@ -6,7 +6,7 @@ weight: 10
 
 ## Chapter 1: Introduction to Open Source Program Offices
 
-This chapter introduces the concept of Open Source Program Offices (OSPOs), explaining what they're, where they come from, and why they matter. It includes guidance on assessing whether an organization is ready for an OSPO, along with common scenarios and early stage recommendations.
+This chapter introduces the concept of Open Source Program Offices (OSPOs), explaining what they are, where they come from, and why they matter. It includes guidance on assessing whether an organization is ready for an OSPO, along with common scenarios and early-stage recommendations.
 
 ## Chapter 2: The Value of Open Source Program Offices