What is a hybrid organization?
April 23, 2009 § 30 Comments
When I first met Mitchell last year, she talked alot about Mozilla as a hybrid organization. I didn’t know exactly what she meant. But it felt right. Personally, I’ve been mashing up mission-based orgs, products, services, philanthropy and the web for well over a decade. It’s what I love most, and something the world needs alot more of. It is also one of the most powerful forces that drew me to Mozilla.
Over the last six months, I’ve found ‘hybrid org’ rolling off my tongue more and more. It’s as good a moniker as any for the organizational mashup that is Mozilla (and Miro, and Kiva, and so on). But every time the hybrid term drops, it begs (or I get asked) the question: hybrid of what? I figured the time has come to push on this question a little with a series of posts about hybrid orgs and why they matter. This is the first one.
So, what is a hybrid org? In the case of Mozilla — and an increasing number of other orgs — it’s a mix of social mission, disruptive market strategies and web-like scale and collaboration. Or, at least, that’s the definition I see emerging.
If we take ‘social mission’ as the first element, then a hybrid organization looks alot like a traditional charity or not-for-profit. Public benefit is the core reason that these organizations exist. For Mozilla, the mission is to promote and protect the open nature of the internet. This means ensuring that the internet remains a public commons where anyone can innovate, experiment or express themselves without asking for somebody else’s permission. On our increasingly digital planet, we clearly need public benefit organizations that care about such things.
When we move on to ‘disruptive market strategies’ hybrid orgs start to look a little different. These organizations use products, services and consumer choice to promote the ideas and move the issues that they believe in. Think about this in the context of Mozilla’s mission: the internet is shaped far more by the choices of people who build and use it than by regulation or high minded ideals. By creating products that a) many millions of internet users love and b) have open standards, security and innovation from the edge baked into their core, Mozilla leverages consumer choice to make the internet more open. With Firefox, this approach not only shifted the browser landscape from near monopoly into a more diverse ecosystem but also helped build the foundations for an era of standards-based web applications. Mozilla jumped into the market with a great product not to make money, but as a way to grow and protect the internet as public commons.
Of course, there are thousands of organizations that use the market and consumer choice to pursue their mission. Social enterprises like Jamie Oliver’s 15. Market-standards organizations like the Forest Stewardship Council. And, in some ways, even traditional charities like Goodwill. All advance their cause (and sometimes to sustain themselves) through the market in one way or another.
The thing that makes these hybrid orgs unique is mixing mission and market with the scale and collaborative nature of the web. The culture and technology of the web make it possible to grow a global community of passionate people who can pitch in to build stuff. The things they can — and want to — build are often quite complex: software that makes the web more open; an encyclopedia that offers free access to knowledge; a system of cheaper and better credit for the poor. With the web and collaboration, they can not only build these things, but they also have the potential for impact at a scale that only governments or huge corporations could have imagined in the past. From the programmers who contribute code to the localizers who make Firefox available in 70+ languages to the thousands of people who funded the first Firefox ad in the New York Times, Mozilla is filled with examples of web scale and collaboration.
Does this mix of mission, market and the collaborative nature of the web really represent a new kind of organization? Some days, I wonder about this. But there is no question that there are an increasing number of organizations that combine these elements. Mozilla. Kiva. Participatory Culture Foundation. Donors Choose. Wikipedia. All of these organizations are trying to ‘move the market’ on the web in a way that both engages and benefits a broad public. As they do so, they are charting new territory.
Over the next couple of weeks, I want to ask a few questions about this new territory. Why do these hybrid organizations matter? What challenges do they face? And what role does optimism and the desire to create play in hybrid orgs? I’d love to get people’s comments, blogs or tweets about these questions, and will definitely be posting more myself. Hopefully, there is an interesting conversation in all of this.