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Welcome.

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Welcome to Brussels, welcome to Toronto,

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welcome to Santa Clara, but most important,

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welcome to Mozilla.

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We're here, Mozilla is here and each one of us is here to build the Internet the world needs.

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We are here to build an Internet that is open and innovative.

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We're here to build an internet where people come first, where each one of us has as much opportunity,

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as much ability to make decisions and as much control over our online life as we can manage.

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No one else will build this Internet; no one else can.

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Mozilla is unique. We're not a typical company trying to generate revenue for our shareholders;

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we're not a government; we're not a non-governmental organization. We are Mozilla.

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We are at our core not about a legal organization; we are about our cause and about the idea of doing things.

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The heart of Mozilla is a global community with a shared mission.

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That's what gives us power; that's what gives us impact; and that's what allows us--

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sorry, thought there was a different slide in there--

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that's what allows us to have the impact that we do.

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That's what makes us different: it's this global community with a shared mission.

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Build the Internet the world needs.

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Now, I've been a member of the Mozilla community since the very beginning, back in 1998.

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Mozilla came out of a company called Netscape which was then acquired by a company called AOL.

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And so for the early years of Mozilla's life, I and my colleagues at Mozilla were mostly employees of AOL.

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Now, AOL was the giant of its era. You can think of it a little bit like Facebook. It was how people got online.

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it was a giant. It was a useful service, it became a walled garden, very closed,

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very hard to get to the Internet from it.

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In other words, we were Mozillians in the heart of an organization that did not share our mission.

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Some parts of that were great because we had some resources, other parts were really quite difficult,

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because our identity was as Mozillians, as a community of people,

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as our mission to build the internet where people come first.

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That was not AOLs mission but that's where we lived for the first few years.

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In 2001, I was fired from AOL and I was fired in a fight over whether Mozilla was to serve people

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and whether our products were to put people first or whether Mozilla existed to serve AOL

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and to generate revenue from AOL. And so, it wasn't actually that surprising, the core of us who were closest to

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Mozilla, I'll say the eight or nine of us, spent many hours thinking what would happen if we all got fired

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and trying to figure out how to keep Mozilla alive. Could we get a machine out? Who would run the machine?

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Did we have any money? Who'd reemploy one person? How would we keep Mozilla alive?

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Also, a story that maybe sets a tone for Mozilla even today, we worried about how to get our little stock of

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t-shirts out of the AOL building into where we could control them. Our secret weapon in that was

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Marcia Knous who's here with us today. Because we figured Marcia was the least likely of us to get fired

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and she had the key to the room with the t-shirts.

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That actually turned out to be important.

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The next set of t-shirts we had at Mozilla I bought personally because there was no organization.

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AOL wouldn't buy them and we needed them, so I bought them all and tried to recoup my money afterwards.

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We lived at AOL, I was fired, everybody else was at AOL.

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So I led Mozilla as a volunteer for a number of years.

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I was fired in 2001, I found another open-source organization that employed me one day a week to

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work on Mozilla. I did the rest as a volunteer.

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And then, as we came up to Firefox, in 2004, I finally became a fulltime paid contributor again.

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During that period of time I had a very different organizational role, no employment role,

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chief lizard wrangler as a description of who I was, but still a Mozillian and I would venture to say if you ask other

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people from that era, they would still have considered me a Mozillian and their leader in that phase.

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That was because our open source community and the employees at AOL were very clear

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what was important to them. Even the employees could not put their heart and soul and to building

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the technology if it wasn't aimed at Mozilla. So even though they were AOL employees

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and I was a volunteer on the side, we formed a Mozilla community that eventually led us into the future.

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A couple of years after I was fired, in 2003, AOL decided to stop investing in browsers,

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because everyone knew they were dead and they didn't matter. So AOL gave us $2 million in a start-up grant,

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laid off everybody who was working on the browser, and we formed the Mozilla foundation.

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That was an exciting moment, we hired 10 people and tried to figure out a way to generate revenue

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to be able to continue to pay those 10 people and to be able to grow. I was not one of those paid

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by Mozilla at that time, I was still paid a day or two a week by this other organization, and volunteering.

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I had a new title, I was president of the Mozilla foundation, but that was just a name.

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We were still the same community, we now had no one at AOL, a few employees at Mozilla

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and we started growing employees at other companies. That went on until Firefox.

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Many of you have seen this picture, this is the employees at the time we shipped Firefox 1.0.

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Many of them are still here in our three cities.

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Another interesting thing is the person on the far right standing up.

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He was employed by either IBM or Google, I don't remember which.

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A couple of these guys, and Vlad is here today,

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employed by Oracle, to work on Mozilla.

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A set of us there were employed either by Mozilla foundation, or in my case, someplace else.

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So these are the employees, you can see we were successful because each employee

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represented a community much, much bigger.

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And, one thing that's wrong with this picture is that it happened unexpectedly during a workday

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when some photographer was in for an article and so it has only employees. It doesn't have

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all the other volunteers who were engaged in making Firefox 1.0 successful.

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So I'd like to invite anyone who was active in Mozilla at that period to drop me a line.

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I'd like to figure out how to make a corresponding image to this. That includes all the

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other people, so we can get one united image of that set of people.

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So with Firefox, of course, the world began to change.

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We've generated revenue, we made a new organization, we made the Mozilla Corporation.

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I had a new title, now I was CEO of the Mozilla Corporation.

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We got paid by that one, sort of a different role but not really.

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To me, still chief lizard wrangler, still part of a global community.

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And so with Firefox, as it became successful, we've been able to grow

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employees of course, but equally important volunteers the entire size of the Mozilla community.

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And this of course is what we looked like 2010, at our last summit in Whistler.

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Where we had about a total of about 600 people.
So, the size of each of our cities here.

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And we've found that the ability to actually work together and form

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and strengthen this global community with the shared mission is key to our success.

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Here we have a subset of the people at the summit.
Today, we have many different roles.

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Volunteers engage many, many hours a week. Volunteers engage when they can.

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Employees engaged many, many hours a week. In all cases, many roles,

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one community, one Mozilla.

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That's the key to what will make us successful 
and to have the maximum impact

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as we go to build the internet the world needs.

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We have community, we have a mission, we're very fortunate at Mozilla.

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Our mission is abstract and big. What we actually do can be concrete, because we build product, we build technology,

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we build the internet, we build initiatives,
we build teaching organizations.

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We can do very concrete things so that we can put our mission in front of people

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Give them a better experience and help them understand what the world can be.

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We're also very fortunate and that we have a set of principles to guide: how we make decisions;

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how we think about things; what the internet should look like; what our product should look like;

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what Mozilla ourselves should look like.

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And often, we wrap our principles up in a single word, and we say we want the internet, we want the web to be open.

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We protect the open web.

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And open is a good word because it covers so much.

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It's also a difficult word, in that it's now part of the main stream.

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We've been so successful over the last decade that

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this key value coming out of the open source and free software movement

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of being open, has moved into the mainstream and spawned, open science, open government, open citizenship,

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plus, some people using the word to mean things that aren't so important to us.

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And so today, I want to take the word open and break it down into three ideas to represent the principles.

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These are the same principles that are the foundation of the internet when the internet was designed originally

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They're the same principles that Tim Berners-Lee used to design the World Wide Web.

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They are the principles we've used to build our products and the principles we used to build Mozilla.

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First, the internet should be knowable.

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We should be able to see it, touch it, feel it, change it.

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At Mozilla, that gets expressed as open-source,

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sometimes open standards. View source,

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meaning you don't even have to be a developer to see a good part of what goes in to making up products and websites.

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These are practical, useful tools for us,
but they are also deeper.

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These things allow people to know more. 
And if you don't know what's going on,

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you can't really be in control.

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If everything is secret and in a box and you can't see it or understand it,

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your chance of influencing your own life is very small.

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So this principle of being knowable,

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so people can know more is one key concept starting with

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the design of the internet through products in Mozilla today and going forward.

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Second principle is the internet should be interoperable.

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This sounds like a technical specification and it is that, but it is much more.

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When something is interoperable, each one of us has more choice.

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As a general consumer, I have the choice of what I product I use.

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Something's interoperable, I'm not locked in to one technology stack.

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I could choose a piece of hardware and it doesn't necessarily determine

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where my data lives or who owns it or who gets to use it.

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I would have a choice of: my hardware; my browser; where my data goes;

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what services I use; how I pay for things.

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On the web, that was the case for a while.

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Today, not so much.

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It's important for consumers, it's important for developers.

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Interoperability allows developers to have an idea and plug it in.

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Today, we even see a Mozilla that we need to think about the entire stack:

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the operating system; the app store; the hardware; the data; the services; the trust;

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the advertising that goes with it.

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We have to think about the whole thing to be able to have an impact now.

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And so as the world becomes interoperable again,

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developers will be able to plug in or to make products that work horizontally,

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and so bring about the kind of explosion, excitement that the web brought 20 years ago.

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The web was the first instance of cracking open big vertical stacks.

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The other thing about being interoperable is it is decentralized.

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It allows people to make decisions without being part of some big central organization.

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If the internet is interoperable,

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you can be anywhere in the world and plug in your device.

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If you see a problem or an issue, you can solve it where you are.

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You don't need to go to some big central organization

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and ask for permission and make sure your idea doesn't threaten anybody else.

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You are able to try things out and see what works in your environment.

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So interoperable allows the distributed decision 
making that have made the last 20 years so powerful.

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When you have the internet as knowable and as interoperable,

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you can know more and you can do more.

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You can do more without asking permission and you can do more at whatever level of problem you're trying to solve.

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The third principle, the internet should be ours.

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We know that parts of the internet will be built by large commercial organizations

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and that's good. That economic engine brings a huge amount of resources to bear

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and we can see that the great companies of today make products

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that people like and bring whole new realms of activity. That's all good, but that is not enough.

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The internet must have a part that is public benefit.

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The internet is part of the structure of modern life and it's part of the structure of modernizing one's life.

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The structure of solving problems that we're facing today.

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So part of that internet must be for the public. It must be about us as people, even when we're not spending money.

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When you think about the things on does with your family, or your friends, or your community, or your school,

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or your society, or your city that aren't about generating revenue and, will never be, about generating revenue.

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Part of the internet must be built to encourage that, to welcome that

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and to bring the possibility of civil and social value.

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And so, when you have an internet that is knowable and interoperable and ours, we can do better.

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We can participate in the commercial activities of our time

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and we can also build civic society and communities and friends and families

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and all the other activities that make human life so rich.

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Knowable, you can know more.

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Interoperable, you can do more, and when the internet is ours, we can do better.

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Increasingly, I think about Mozilla as champions of a web where people can know more, do more, and do better.

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Many of us will probably to continue to like the word open. Because it's deep in our past,

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it expresses many thing, it's tied to our technology and that's fine too.

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When you hear the word open, think about especially if it's got a lot of passion in it

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and somebody is really focused on this must be open, the set of reasons and the ideas that go into that word open.

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Among ourselves, even I will probably continue to use open,

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but I like this phrase about what is it that we're trying to build? What's the human experience?

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This has very real influence on life at Mozilla.

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When we are knowable, interoperable and allow all Mozillians to feel like Mozilla is ours,

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much more can happen than we actually can imagine ourselves.

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And I'm going to ask in a minute or two for you to think of an example, turn around and talk to the people next to you.

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Think of an example of where this has happened where you've seen it,

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or if you don't understand it and have some questions to raise those as well.

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I'm going to give an example from the very early part of Mozilla about the kind of things that happened

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when we allow and encourage people to feel like Mozilla, our mission, is ours.

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In the early days Mozilla is old enough that many of the ways we communicate today didn't exist.

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Certainly no Facebook, no Twitter, no Google search,

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no blogs, no apps, no geolocation,

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cellphones even weren't ubiquitous.

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If you sometimes wonder

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why mailing lists and newsgroups are so deep into Mozilla,

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it's because we started when that's all there was,

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when those were actually exciting things.

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And we had trouble communicating in a social way.

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One day, we woke up and there was something new on the web,

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something called MozillaZine. Made by someone in New Jersey,

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who looked up and said,

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"Wow, Mozilla is important but we can't communicate.

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I can't tell what's going on. That sucks. I can do better."

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and he made MozillaZine. He didn't ask us,

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he didn't try to fit in to whatever we were doing.

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He just went ahead and he acted.

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And so we woke up one day and suddenly we had a way to communicate.

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Now, it's pretty primitive by today's standard

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but it was exciting by the standards of its time.

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Everyone who worked at Mozilla, and everyone who contributed to Mozilla, would submit articles

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and, we'd all get up each morning and see what was happening in the rest of the world.

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This turns out to be really important, at least for me personally.

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Just seeing Mozilla was good,

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but articles began to come in from around the world.

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And that was a reassuring moment to me,

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because those days before I was fired were very, very difficult days.

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And part of the thing that was important was seeing

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that the idea of Mozilla was already real in the world.

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We have local communities of people who felt the internet is ours, Mozilla is ours,

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and we're out doing things, not asking us.

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What did I know, in California struggling with AOL, about who has control and what is Mozilla all about?

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What would I know about how to make Mozilla real around the rest of the world?

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One day we came in and there was an article that Mozilla.pl,

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our Polish community, had a new plan for supporting Mozilla.

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They were going around door to door

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giving technical support to using Mozilla products.

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I remember that moment because I thought this is really important.

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How can I can give up?

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In those days California was a long way from this part of the world.

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Communications were not as good as they are today, travel was different.

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When I realized it was happening in Poland,
it was happening in Indonesia,

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it was happening in Pakistan, it was happening in Slovenia,

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it was happening across Europe.
It was happening in outposts across Asia.

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Then I realized, however difficult things are here and now,

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this is really important and there are other people out there counting on the idea of Mozilla.

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And those of us who happen to have more time or energy or resources,

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we have the challenge and the fun and the responsibility.

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Very early on in the Mozilla world, it became clear to me that being knowable and interoperable

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and letting people feel the movement is ours is really a key to success.

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I'm going to ask you to take a few minutes now

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and just find two or three people around you

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and give some thought to Mozilla as knowable, interoperable, ours.

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What you see, where you've seen that work.

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Or if you don't understand it, maybe ask and see who's around you who can give you some examples

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and just let the idea settle a little bit and experience what the people around you have seen and felt

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and I'll be back in just a few minutes. Thank you.

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Okay, that's who we are, that our set of principles.

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I want to get a little more concrete and talk about what we do.

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We make our values and principles real with four great pillars of activities.

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As you can see, they're all much better

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when they are intertwined and work together.

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I'm going to talk about them as separate right now, but in our daily life,

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our real success comes when these activities all function well together.

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These pillars of activity; one, we build products.

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Two, we empower communities.

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Three, we teach and learn; and four, we shape environments.

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Building product, this is the cover of wired.de.

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I'm told that it says how Firefox will change the world.

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We're best known for building product

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with the technology core that's always been at Mozilla.

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We build products for a bunch of different reasons.

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One, we're trying to build the internet the world needs.

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Two, we want individual people to have a better experience.

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Three, we want to have impact and mind share for our ideas so that we can pull other parts of the industry with us.

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When we build products, we build them to incorporate our values. We want our products to be knowable,

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open source, open standards, open API, open development, view source.

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We want those to be part of those products because it's convenient

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but also because they represent our values.

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We want our products to put people in control of their lives.

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We want our products to respect people, 
to care about their security and their privacy.

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We build our products to represent the values we've talked about.

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Of course, our products can't be perfect and they won't be pure.

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We're trying to reach the general consumer market.

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Many of those people have no idea of the principles we're talking about.

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We hope that we can be the first entre.

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Firefox 1.0 was the first open source product most consumers had ever used.

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Before that, everyone knew open source could never produce a good consumer product.

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But we did, and we found after that, people were used to hearing the word open or open source.

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Changing environments, touching people where they are.

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This means that our products are always a balance

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between what is the purest expression 
of our values that we can imagine

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and what will people accept? Where can we touch people? How can we be the first point of contact for our values?

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That is a balance between impurity and pragmatism.

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That is one of the challenges of Mozilla. That's actually what's made us successful.

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And that's actually what's given us the impact we've had today, is that we have been an open source organization that is pragmatic.

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We compete in the market place and that brings a grounding to us. Now, this is not easy.

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Over the course of the weekend, we will have many discussions about here's the value that we're aiming for,

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can we get there?

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If we can't get there in one step, what do we do?

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Do we stop? Do we take a half a step?

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Those are hard discussions, 
they're the good discussions though.

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Those are the discussions that allow us to figure out

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How do we have impact today in the world we're in today

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and move ourselves, our own products and other people, along the path towards the more open place we want to be?

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A second great pillar of activity is empowering communities.

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We do these for several reasons as well;

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one, the practical reason, we can't possibly succeed with employees.

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That's the shallow reason.

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The deeper reason is that Mozilla 
is about building the internet we need.

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That's a long term task.

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That task may go on 50 or a 100 years, it could go on a long time.

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If you think about Mozilla 50 or 100 years from now,

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it's very unlikely, any product we're working on today will be important then, except perhaps the network.

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The browser as we understand it, in 50 years things will be very different.

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So one critical legacy of Mozilla is the critical mass of people

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who share our mission, are eager to do something about it and are confident to make an impact.

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And so empowering communities is important to Mozilla for our day to day practical work that we're trying to do.

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Now, it's important to a legacy for the future, so the mission continues whatever product goes,

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and whatever initiatives are most important 10, 20, or 50 years from now.

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When we empower communities, there are some parts of Mozilla communities that are very close to us.

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Here we all are.

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And that set of working together in a pretty coordinated fashion,

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to try and get our product initiatives, and teaching efforts put together and more impactful.

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And so that's a very close community, very high touch.

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We want to invest a lot, and be very intentional, in empowering these communities.

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And little further out, are communities who share our mission but, are off doing other things.

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They're not building Firefox, Firefox OS, Identity or Webmaker

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They're out bringing openness and the internet we need to some other part of life.

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And for those communities, we don't invest as much,

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because we are not so close, but they are related to what we're trying to do.

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and allies in the overall mission. And so for people who are close, where we know what we're trying to do, what's critical right now,

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this community empowerment and investment is very intentional.

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We'll be doing more of it, I certainly hope.

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Because each one of us needs to represent many more people than ourselves as we go forward.

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The third great pillar of activity is we teach and we learn.

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Sometimes we teach directly as through Webmaker or Appmaker or Symbol.

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Sometimes we teach indirectly, through our open development processes.

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We are best, when we mentor people well, who come into the community.

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We are best when uh... you know someone files a bug or test case that it isn't quite right, and gets a little attention to get it right,

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rather than being told "Oh, that's wrong." that mentoring piece of pulling people in and helping us all grow together,

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is key part of being successful. And learning, on an ongoing basis, is another key part. Most good teachers will tell you,

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if you try to teach, you end up learning. And in our case, that should be true as well.

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Billions more people will come online in the next decade.

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We should be learning.

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We'll be entering whole new products areas, 
we should be learning.

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We are engaging experts in a whole new product area,

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lots to learn there. And when you're really learning, we will make mistakes.

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And part of really learning is being clear, when we could have done better.

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Look, I learned this earlier at Mozilla, way, way way back to those AOL days, we finally shipped a milestone, M19 I think it was.

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A very painful activity, we were losing market share.

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We were dying in the market.
We couldn't get our product dial in time.

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We finally got a milestone out we thought would be really helpful.

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And immediately, one of our contributors started screaming in every way.

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All caps in every communication channel you could imagine.

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And he happened to work for IBM, and he was doing something Mozilla like at IBM.

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And he started screaming at us that we had made a mistake, and he couldn't participate.

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And this big milestone had been, I forget exactly, but we have done something, so that he couldn't participate.

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It was painful, in the middle of that we looked up, I remember Brendan looking up and saying "He's right."

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And so we did a chemspill;
not technically a chemspill, not a security issue,

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but that kind energy and activity.
Because we hadn't figured out, we'd just made a mistake.

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So we will make mistakes, the key is how we handle them.


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Can we be clear about them? Do we learn from them?

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The most, if you just make a mistake and make a mistake that's really bad.

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If you make mistake and learn from it, that's really good.

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And we're entering the unknown, there's no charted path.

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So we need to make some mistakes, and we need to figure out how to make small mistakes, if we can.

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How to make them fast. How to learn how to fix them, and try something new.

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And so I predict that will be a part of the discussions over the weekend, too.

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How do we do new things? How do we make decisions?
How do we make mistakes, and how do we learn from them?

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And the forth grate pillar of activity is shaping environments. So when we build our products,

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we want each of person using these products to have great experience.

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But we also want those products to shape the overall environment.

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We consider investment in Internet Explore to be a success for Firefox, because we're shaping the environment.

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We consider the competition in the browser space to be successful for Firefox,

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because we're shaping environment that is more open and closer to values as we care about.

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We also will also be shaping environments that may not be totally technical.

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For example, the policy area is one where we began to get more involved,

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because the policy environment is threatening to the internet the world needs.

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And so when we work in that area it's not to have the ear of the legislator.

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It's not make ourselves important.
It's not to make Mozilla's life easier.

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We get involved in policy, because we need impact that environment to build internet we need.

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We'll be looking at other environments.

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For example, personalization, ads. Advertising is here to stay, that's for sure;

380
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and it's really yucky right now. So, what could that look like?

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That's a big part of online life. Ads, tracking, personalization, can we make that better?

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Can we shape that environment? How do we do that?

383
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We've got some ideas. Some people say we shouldn't do that.

384
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I think we should. Because we all live in the middle of that,

385
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and that's the environment that isn't right yet. And it needs technology, it needs policy,

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it needs people with our vision of what the internet should be, to get involved.

387
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And so shaping environments is a key part of why we build product,

388
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why we build communities, 
why we spend all this effort on teaching and learning.

389
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And of course, we are successful, and we have impact when all of these are woven together.

390
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When we're building products, and the products are empowering communities,

391
00:34:10,987 --> 00:34:18,067
and new people are off building their own new thing, that make Firefox, Firefox OS, Identity, or Webmaker better.

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Our products should always be trying to shape environment, our communities should be trying to shape environment.

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All of these things woven together, are what lets a group people the size of Mozilla have the impact that we do.

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And so I ask you to imagine what the world could be like? Imagine, if we go out of here, and have a great weekend,

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take the ideas and learning back; if each of us starts to represent more than ourselves, bigger communities.

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Imagine what the world could be like in 10 years.

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Imagine if each person here represent a thousand Mozillians doing things.

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00:35:00,333 --> 00:35:07,533
Imagine if we could improve the advertising world, so we didn't feel tracked and unsafe online.

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00:35:07,533 --> 00:35:14,067
Imagine if 55% of people online touched a Mozilla product in some way or other.

400
00:35:14,067 --> 00:35:19,767
How great could the world be if we make Mozilla, more importantly,

401
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our mission, and our principals, and ever larger part of online life?

402
00:35:24,267 --> 00:35:29,933
And the great thing is, we have that opportunity,
it is right in front of us.

403
00:35:29,933 --> 00:35:34,633
We have global mind share, market share, people want us to succeed.

404
00:35:34,662 --> 00:35:45,967
We have resources. We have vision. We have each one of us, and many more people who are eager to have us succeed

405
00:35:45,967 --> 00:35:52,167
And the number of people drawn in and interested in the kinds of things Mozilla stands for is immense,

406
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so we have the opportunity, the challenge is huge, the chance for impact is huge, and it's really important.

407
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So let's do it. Thank you.