I’ve always been a fan of the Mozilla Foundation, and not just because of the Firefox web browser. As catalyst for some of the great communities in the open source world, Mozilla is something of a recipe factory for what to do right when it comes to building community. As it turns out, Mozilla’s Director of Developer Relations, Chris Blizzard, is a long time friend of mine.
In fact, this is not the first time I’ve interviewed him– my first Blizzard interview experience was back in 2002 when Mozilla 1.0 came out and he and I both worked for Red Hat.
I spent some time with Chris to discuss his experiences and learn more about community-building the Mozilla way.
1. When I first met you ten years ago, you were a Red Hat employee with a day job keeping the redhat.com website up and running, and, even then, you were hacking on Mozilla for fun in your spare time. Now you run developer relations for Mozilla, and you’ve had some other amazing experiences, including working on the One Laptop Per Child project, along the way.
It strikes me that you are a great case study of someone who has achieved success in the meritocracy of open source by doing good work. Knowing what you know now, if you were starting from ground zero as a community contributor, how would you get started?
That’s kind of a tough question because I don’t have that perspective anymore. I know too much about how these communities operate to be able to answer that with the fresh face of someone new to a project. But, honestly, I think that that if I were to guess I would say find something that you’re passionate about and just start working on it. My own case is instructive.
[Read the rest of this post on opensource.com]
I love The New York Times, the best newspaper in the world. There is no greater pleasure than sitting out on the patio on a Sunday morning, reading The New York Times, and learning.
I stress the word learning because there are so few places left in our world where true discovery happens. Most of the time, marketers, computers, and even our friends are showing us more of what we already know we like, rather than introducing us to things we have never seen or heard of before.
In the pages of The New York Times, I can be introduced to people, places, events, ideas I would have never found on my own. Every day I read The Times I learn something new. The paper expands my understanding of the world rather than reflecting back to me the understanding I already have.
This is an incredibly valuable service. It is a service that very few media companies in the world still provide (my local paper, the Raleigh News and Observer, rarely does these days, sadly).
Yet, the ongoing conversation about how to solve the financial issues of The New York Times revolves around fixing the business model for newspapers. Most experts say the model is fundamentally broken, and a report released last week by the Pew Research Center’s Project for Excellence in Journalism doesn’t have a lot of good news for the future of journalism as a whole.
From my vantage point, the answer to fixing The New York Times will not come from exploring a revolutionary business model. It will come from a revolutionary brand, culture, and community model. Let me explain.