Nathan Schneider

  Part of the appeal in being a worker on new gig-economy platforms like Uber or Taskrabbit is the apparent autonomy, the feeling of not having a boss. Sure, an app on your phone is your new boss, and through it a large, transnational

The following is a lightly edited email exchange I had with Bimo Ario Suryandaru, CEO of KOSAKTI, a cooperative in Indonesia. He and his team are developing an interesting approach that I was grateful to learn about, and I thought others might be,

I frequently encounter a notion, among those drawn to cooperatives, that a cooperative should be an amorphous, faceless collective in which old-world skills and norms of leadership can be discarded. How does this work out for them? Not well.

The law, perhaps by definition, lags behind people working for social change. I certainly found this over and over in the next-generation cooperative projects I profiled in Everything for Everyone. One co-op in Catalonia was, legally, a mishmash of

I work in a startup town, the rare kind of place where you can trip over veteran founders, with multiple exits behind then, on the sidewalk. By “exits,” I mean the end-goal of most tech-oriented startups—the moment when the startup is sold, either