The Mesh - Lisa Gansky [51]
The public ethos is also changing. Companies perceived as closed and proprietary are more likely to be disfavored by customers, potential partners, and even regulators. People suspect these companies of doing something that the companies don’t want them to know about. Transparency telegraphs, “We’ve got nothing to hide, so you can trust us.” Particularly in the newer, faster-moving, more information-saturated business environment, becoming more proprietary may in fact strongly signal that a company is headed toward the end of its life cycle.
Many Mesh businesses are at the beginning of their life cycles, when sharing of ideas and information have clear advantages. I’ve seen up close how open architecture can drive hyperinnovation, while creating a greater sense of community. Mozilla, where I have been an active friend and adviser for years, is perhaps the best example of that ethos, system, and commitment. Mozilla developed the browser Firefox to create a better Web experience. Many of us were concerned about one or a few companies controlling the channel that has become the Internet. Firefox’s intellectual property is held under a special type of open-source license. The code, developed by community and incorporated into Firefox, continues to be held by those members, who in return grant access to Mozilla to embed and use it. This “communal IP,” as I call it, is a wonderful example of the share economy ethos that was, and hopefully will remain, at the core of the Internet. Mozilla, Creative Commons, Wikipedia, and Architecture for Humanity remain strong embodiments of that ethos. The result is continuously organic improvement of the Web experience for all. These open communities and platforms are a terrific demonstration of the culture of gifting and generosity that fueled the “Web economy” in the mid-1990s. I believe it remains central to nurturing the next generation of healthy social innovations.
No one can say for sure whether Mesh businesses will continue to stress openness as they mature. As the businesses grow, some are likely to seek an edge by becoming more proprietary. What I do know is that enormous competitive advantages flow from sharing information and ideas, particularly in a Mesh ecosystem among partners and communities. The Internet itself is the best example. Sharing, transparency, and trust play well together. Their ethos, intent, and approach are well aligned. And when these three are aligned, they have the power to change industries and more.
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Mesh Inc.
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When people ask me whether major corporations can join the Mesh, my short answer is: many already have. In fact, Mesh corporations of considerable size are thriving. Several others, including some of the world’s fastest-growing companies, have adopted full or partial Mesh strategies to win market share and increase profits. Still others have created platforms and services that make it easier for Mesh businesses to start and thrive.
Even companies that are purely based on selling can adopt Mesh strategies as a way to introduce their customers to new products. A “Mesh division” of a jewelry company,