In October, I went to two very different New York summits that both explored what happens when workers own the businesses they build. The first was the New York Cooperative Summit in Albany; the second was the Ownership Economy Summit in downtown Manhattan.
The contrast started with the attendees. In Albany, folks from co-ops and nonprofits (in a joyously eclectic mix of clothing) gathered to trade notes on policy, best practices, and movement-building. Many were worker-owners themselves—people who live their values daily through collective governance and community care.
On Wall Street, most attendees wore suits and spoke the language of finance. They looked at worker ownership less as a life philosophy and more as a business strategy: give employees a stake, and you’ll get better returns.
Different vibes, same conclusion. Both sides agreed — backed by solid data — that worker-owned models simply function better. Employees who share in decisions and profits tend to be more invested, and companies with shared ownership tend to be more resilient and productive.
Traditional co-ops, like many at the Albany summit, draw inspiration from the 1844 Rochdale Principles: voluntary and open membership; democratic member control; member economic participation; autonomy and independence; education and training; cooperation among cooperatives; and concern for community.
In contrast, the Wall Street conversations centered on employee stock ownership, employee ownership trusts, and equity grants—models that measure success in financial growth rather than social good. One approach puts people and purpose first; the other, performance and profit.
I left thinking that ownership isn’t really about business structures at all. It’s about culture—the rhythm of decision-making, the dignity of work, and the link between purpose and profit.
CoLab puts people and purpose first–and we acknowledge that in order to succeed in fulfilling our clients’ missions, we must also perform to the highest professional standards and flourish financially. Founded in 2010 and incorporated as a worker-owned, self-governed cooperative in 2011, CoLab functions without hierarchy.
Our member-owners around the world make decisions together, balancing the health of the company with the well-being of our people. Our projects—building websites and custom apps that advance equity, dignity, access, and sustainability—reflect a similar balance: technical excellence powered by shared purpose.
For us, shared ownership isn’t a business model on paper, it’s the way we collaborate every day. It shapes how ideas emerge, how projects evolve, and how we take pride in the work. It’s what keeps us excited to show up and build things that make people’s lives better.
After hearing both the on-the-ground strategies in Albany and the financial pitches on Wall Street, I left thinking that ownership isn’t really about business structures at all. It’s about culture—the rhythm of decision-making, the dignity of work, and the link between purpose and profit.
Whether you’re a worker, a manager, or a founder, that’s a question worth asking: does your structure reflect the culture you want to create? Because in the end, culture is what determines who thrives.
Photo by Robert Keane on Unsplash