When your enterprise product is a superset of your open source product, you need a trigger that leads to buying. If that trigger is a feature, then it is only effective as a trigger if it is broadly useful to the product. In which case, you either withhold it from open source or cripple (or rate limit it) in open source. Your sales team - told to meet quarterly revenue targets and held accountable to that - will lobby for strict limits on these features.
My first hand experience is that there are two likely outcomes: (1) You limit the utility of the open version to create a buying trigger and your open source users dwindle away as the open product doesn't meet their needs. Or, (2) your community has sufficient momentum to build the feature itself and your sales team starts losing deals to your open source offering.
This model also creates harmful intra-organization conflict between those who argue for short-term revenue (probably their continued employment depends on that) vs. those who argue for the largest open source user base. It also creates conflict with your users as you intentionally offer a worse product to your largest user group (open source users).
My first hand experience is that there are two likely outcomes: (1) You limit the utility of the open version to create a buying trigger and your open source users dwindle away as the open product doesn't meet their needs. Or, (2) your community has sufficient momentum to build the feature itself and your sales team starts losing deals to your open source offering.
This model also creates harmful intra-organization conflict between those who argue for short-term revenue (probably their continued employment depends on that) vs. those who argue for the largest open source user base. It also creates conflict with your users as you intentionally offer a worse product to your largest user group (open source users).