I’ve taken this post down. I’ve been attacked so much the past few days; the most vicious, personal, hateful words poisoned my brain, and the original version of this post was mean. I am so sorry. I shouldn’t let this stuff get to me, but it clearly did, and I took it out on DHH, who, while I disagree with him on several points, isn’t the actual villain in this story: it’s WP Engine and Silver Lake.
A few bullets to his core points:
The headline “Automattic is doing open source dirty” is not fair.
Automattic did not work on a deal with WP Engine for 18+ months because of the GPL, or them using “WP” in their name, it was because of their abuse of the WordPress and WooCommerce trademarks. Trademarks must be protected, as evidenced by Rails trademark policy.
Our C&D is about public trademark abuse; theirs is about censorship, and doxxes private messages. They have since filed a kitchen sink lawsuit that embroils all of WordPress.org.
Updating ACF to Secure Custom Fields in our directory was to provide users of our plugin directory the best, safest, most secure code. It included a security update that still has not been merged by the ACF team.
We will merge any improvements ACF makes to their GPL code going forward and will also include enhanced functionality in the coming days to provide a secure and free drop-in replacement for ACF. If WP Engine didn’t want this to happen, they should not have published their code under the GPL or distributed it through WordPress.org’s directory.
I think it’s fantastic when businesses are built on open source, the WordPress ecosystem is at least 10B+ a year; Automattic and WP Engine are less than 5% of that.
Last Friday we said goodbye to 159 colleagues as part of our alignment offer. It was a tough day, there are a lot of close relationships within Automattic, and goodbyes are always hard.
On Monday, I got to be Oprah for a few minutes. We had scheduled a town hall for leaders around the company to speak to everyone, and our Woo team had ~350 people in person at a meetup in Tulum. I had five minutes to talk, and over the weekend, I had been brainstorming with finance and HR for something nice we could do for everyone who stayed. We couldn’t give them all a six-month bonus, which would have cost ~$126M, but we did take how much we spent on severance for the 159 people, rounded up a bit, and granted everyone at Automattic 200 shares of A12 stock, so about a $12M bonus for the employees.
What’s A12 stock? This is probably the first time you’re hearing about it, we haven’t had a chance to talk about this publicly much before.
Usually, options or common stock in a private company is fairly illiquid, with rare opportunities to sell or lots of restrictions like what Uber had; it’s not an efficient or predictable market. Options are “nice” because they can defer taxes, but you still have to exercise them, and they can go underwater. Also, as a fully distributed company, we have people in 91 countries, so security and tax laws around options make them not worth it in most places outside of the US.
When thinking about a stock plan for Automatticians, we thought, our most sophisticated investors have nice protections like a 1x liquidation preference, what if we gave that to employees, too? So to summarize, A12 is a special class of stock available only to buy if you’re a current Automattician with these characteristics:
There are twice-a-year windows to buy. You have to hold for 1 year, but then there are quarterly windows to sell, which is very predictable.
Automattic maintains the internal market, and provides a backstop so you can always sell the shares at what you paid for them or more, like a 1x liquidation preference.
Current employees can buy, but former employees are eligible for every selling window, there’s no politics like can happen with tender offers. It’s reliable and predictable.
Unlike options, A12 stock never expires. Once you own it, you own it.
Initially we only allowed $25k/year of A12 to be purchased, but as our business has scaled we now allow up to $1M/yr of A12 stock to be purchased. (Remember, the company has to backstop the purchase price.)
A12 is just economic rights, it doesn’t have any voting rights.
A12 stock can be transferred to a trust.
The price is set by an external firm, just like our 409a. Because that process discounts us so much for being private, it’s a pretty good deal compared to what investors would pay for a share.
We’ve mostly moved away from options, which really only work for already wealthy, sophisticated hires. We pay very generous base salary (which banks love, makes it easier to get a mortgage) and then people can make a personal decision whether the characteristics of A12 fits with their financial planning alongside index funds, stocks, and bonds.
We’ve been running this program since 2016. The main downside risk for A12 holders, which isn’t that different from common stock, is that we go out of business and can’t keep our commitments. But that’s true of any stock investment, and we have a pretty solid track record.
We want everyone to have an owner mentality, so we’ve also now started granting 1 share of A12 stock to every new hire.
Our legal team has their hands full right now with the Silver Lake / WP Engine stuff, but we’d like to open source our docs around this so other companies can offer the same thing easily, I’ll see if we can make time for that in the next few weeks.
We also announced something else cool for employees on Monday around our Grand Meetup in 2025, but to know that secret you have to work with us. We are one of the most open companies, but we can’t publish everything! ☺️
Silver Lake and WP Engine’s attacks on me and Automattic, while spurious, have been effective. It became clear a good chunk of my Automattic colleagues disagreed with me and our actions.
So we decided to design the most generous buy-out package possible, we called it an Alignment Offer: if you resigned before 20:00 UTC on Thursday, October 3, 2024, you would receive $30,000 or six months of salary, whichever is higher. But you’d lose access to Automattic that evening, and you wouldn’t be eligible to boomerang (what we call re-hires). HR added some extra details to sweeten the deal; we wanted to make it as enticing as possible.
I’ve been asking people to vote with their wallet a lot recently, and this is another example!
159 people took the offer, 8.4% of the company, the other 91.6% gave up $126M of potential severance to stay! 63.5% were male. 53% were in the US. By division it impacted our Ecosystem / WordPress areas the most: 79.2% of the people who took it were in our Ecosystem businesses, compared to 18.2% from Cosmos (our apps like Pocket Casts, Day One, Tumblr, Cloudup). 18 people made over 200k/yr! 1 person started two days before the deadline. 4 people took it then changed their minds.
It was an emotional roller coaster of a week. The day you hire someone you aren’t expecting them to resign or be fired, you’re hoping for a long and mutually beneficial relationship. Every resignation stings a bit.
However now, I feel much lighter. I’m grateful and thankful for all the people who took the offer, and even more excited to work with those who turned down $126M to stay. As the kids say, LFG!
There’s an apocryphal story about Ernest Shackleton putting an ad in the newspaper that read:
Men wanted for hazardous journey. Small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honour and recognition in case of success.
It’s such a delight when a plan comes together and unfolds, especially when it’s something you’ve been working on for many years. Today the announcement went out that we’re combining the best technology from Beeper and Texts to create a great private, secure, and open source messaging client for people to have control of their communications. We’re going to use the Beeper brand, because it’s fun. This is not unlike how browsers have evolved, where solid tech and encryption on top of an open ecosystem has created untold value for humanity. Eric Migicovsky has written well about the plan going forward.
A lot of people are asking about iMessage on Android… I have zero interest in fighting with Apple, I think instead it’s best to focus on messaging networks that want more engagement from power-user clients. This is an area I’m excited to work on when I return from my sabbatical next month.
First, tech companies are typically best at adopting new technology, which leads to productivity gains.
AI may be an obvious example of this, though for all its hype it hasn’t had a huge impact on most companies yet. I agree with Sam Altman when he says there may someday be a billion-dollar company run by one person who is able to highly leverage future AI agents to automate most traditional roles at a company. That said, I think there are advantages to teams including allowing people to go on vacation or take time off, and provide business continuity and succession, so literally one-person is probably an exaggeration. We don’t need AI to see very small teams being valued highly: Instagram had only 13 employees when it sold for a billion dollars to Facebook, in 2012!
Some of this productivity gains just come from adoption of existing tools like Google Workspace or Office 365, issue trackers and version control with tools like Gitlab, Github, or Jira. At Automattic we don’t use email to work or communicate internally, it’s all Slack and P2. We also leverage our distributed nature to effectively have teams around the world coordinating several shifts of product work per day, and 24/7 coverage for things like systems and customer support without the need for “graveyard shifts.”
The way tech companies operate, the pace and culture, would be unrecognizable to people at many more traditional companies.
At tech companies some roles are highly leveraged, like systems, engineering, and design, and everything else in the company really exists to support these. These leveraged roles can create enormous amounts of value, and that’s why it’s not unusual to hear of machine learning engineers working on ads at Google with salaries in the seven figures. (There’s been a weird accounting thing where companies put a lot of their compensation into equity, but I think that’s going away as investors are learning to better account for dilution and employees appreciate the fungibility of cash.)
Creators are also highly leveraged, which is why Joe Rogan can sign a new $250M deal with Spotify (which smartly puts him back on Youtube) after laying off 1,500 people in December. Some people like Hagen Terschüren try to tie this together and say you should avoid Spotify for it, but there’s nothing wrong with a business becoming more efficient to serve its customers, it’s the whole point of capitalism. Capitalism is, as Nicholas Stern says (via Marc), the best way to take care of people we don’t know. There’s no honor in keeping people employed inefficiently, it’s better for them to find someplace in the market where their talents will be better leveraged for society and themselves.
There was a bubble in hiring because tech had so much money it tried to throw people at problems. But the unlock in technology can come from a single person, a single insight. It’s the mythical man-month. Tech-first companies are going to become leaner and more leveraged. Fewer people are going to create more value for society, in ways that will follow power laws and I think we should investigate things like Universal Basic Income to provide for all living beings. Technological progress creates abundance, where we have more than what we need.
At Automattic last year we did not do layoffs, but allowed performance management and natural attrition (voluntary regrettable was 2.9%, non-regrettable 6.8% for us in 2023) to allow our size to shrink down more naturally, on average two people left for every person we hired last year, from a peak of about 2,064 to 1,936 today.
Today is the day! The first day of my sabbatical. What an experience it has been. On Thursday I delivered my very first Ignite talk on the subject! Here it is.
The Ignite format is a tricky one as a speaker! I will do better next time. My friend Connie has delivered seven Ignite talks now and I thought hers and Adam Savage’s were the highlights of the ones I saw. (I didn’t see everything because I was popping in and out.)
Preparing for this sabbatical has been the most fun I’ve had working at Automattic, ever. It brought so much clarity to things, we’ve been able to resolve in hours things that have lingered for months, including two acquisitions, several hires, big strategies, and more.
After this talk I caught a redeye to NYC to meet with the WordPress.com leadership team and hand off my leadership there to Daniel Bachhuber.
It is a beautiful symmetry that the first-ever sabbatical taken at Automattic was by its CEO at the time, Toni Schneider, which gave me the opportunity to step in and try on being a CEO, and it’s an incredible gift that Toni is returning to be CEO of Automattic while I’m out for the months of February, March, and April.
What am I going to do with all this free time? Blog a ton. So follow along if you want to see this journey. I’m going to try to open source all the things. 😇
Update: I ended up extending this to May 15 since it got a late start.
Considering I am going on sabbatical in 83 hours and passing the CEO torch to Toni Schneider until I return in May, it seemed like a perfect time to do a giant re-org! Just kidding. But we did introduce a concept into Automattic that I think will provide a lot of clarity for the teams within Automattic, and hopefully for the broader WordPress ecosystem that works and partners with us.
The frame is there’s a game, each person gets a card: Be the Host, Help the Host, or Neutral.
You cannot change cards during the course of your day or week. If you do not feel aligned with your card, you need to change divisions within Automattic.
If you’re Be the Host, you are hyper-competitive. You are trying to make the case to a customer for why they should host with you and not consider anyone else. This is what everyone assumes all of Automattic is, but it’s actually just one sub-division, which is a minority of our revenue.
For Help the Hosts, your word is ecosystem. You plant the seeds of open source software that grow everywhere. Every WordPress is precious to you, wherever it grew up. You want every host to be as successful as possible, because the real threat is from the Big Proprietary folks outside, who steal all your good ideas and don’t let you touch them again. You want to get to know every WordPress in the world, however it grew up, and help it out by selling it attachments.
Neutral treats everyone equally, either because they don’t care (Day One, Pocket Casts, et cetera don’t have a horse in this race) or because they are a support function like finance or HR.
Whenever you meet or talk to an Automattician you can ask what their card is.
Also, WordPress.com is going to orient itself more towards developers, and have an experience that feels similar to WordPress hosted other places, less Calypso more wp-admin.
The big tension this surfaced was Woo Express, going forward that team is switching under WP.com, and Woo.com will recommend a variety of hosts (like W.org) to get started with Woo. Now people can meet with Paul Maiorana, who leads Woo, or James Grierson, who leads Jetpack, and know they have Help the Hosts cards as their teleological goal.
If you’re obsessed with Sonos like I am, a nice MacOS utility is the Menu Bar Controller. Hat tip to Mike Tatum, who happened to be the gentleman who convinced my parents it was okay for me to drop out of college and move to San Francisco to take a job at CNET. Mike’s now at Sonos and in October arranged for some top execs at Automattic to go to Santa Barbara to meet with their peers at Sonos, and Patrick Spence and I did a joint CEO town hall that was broadcast to both of our companies. It was I think fascinating for both sides because of a shared passion for craft, design, culture, and execution, but our companies are in no way competitive, so it allowed for a lot of transparency. I learned a ton, and I think that kind of sharing is what increases the mimetic evolutionary speed of companies.
Atoms are hard! I think I’ll stick mostly to bits.
Apple almost never fails to wow, and they had a lot of cool announcements at WWDC yesterday. Apple’s previously favorite (app of the year!) journaling app was Day One, one of Automattic’s products, but they announced their own Journal app. One nice thing about competing with Apple is they only really interoperate with their own devices, and they’re usually not good at social. Day One is launching Shared Journals soon, a social feature so you can have fully end-to-end encrypted shared private journals with friends and family. It’s been the thing I’ve been most excited about since we bought the app. (Paul can attest how much I ask him about it!)
That complements another advantage Day One has, which is being cross-platform. If you have a family member on Android, you don’t want to ostracize them from your Shared Journal. Apple doesn’t care, their priority is getting everyone on the Apple ecosystem. You care, and Day One/Automattic does too, that’s why it works great on all Apple devices, Android devices, and the web itself.
In February of this year, Automattic closed a new primary funding round of $288M, bringing in some great new partners including BlackRock, Wellington, Schonfeld, and Alta Park. Existing investors ICONIQ and Aglaé (Bernard Arnault) also participated. This round was common stock, and like all funding since 2011, included a proxy assigning me the right to vote the shares.
Automattic was very busy during this time frame, as we were working on what would become the Parse.ly, Day One, and Pocket Casts acquisitions, our investments in Element and Titan, plus more acquisitions and partnerships we haven’t announced yet, so we haven’t mentioned the February funding round until now. And while we are a bit surprised the fundraise did not leak to the press, it’s now been an awkwardly long time since February and I’m pleased to formally announce it now.
And since then, Automattic has continued to grow at a rapid pace and we recently took the opportunity to do a $250M share buyback at a $7.5B valuation that just closed last week. The buyback was primarily targeted at current and former employees.
We’ve grown and increased our valuation at a rate higher than most other alternate investments available to investors. However, some of Automattic’s employees and former employee shareholders have been part of our journey for a very long time. Selling a bit of their equity holdings could have a significant impact on their lives.
Automattic was founded 16 years ago and is still private, so it’s important for us to try to provide liquidity to any shareholder who wants it. We do the same with our internal A12 stock plan where we let our employees buy our shares and also offer an opportunity for all holders to sell them back to Automattic, every quarter. (I need to do a longer post on that.)
One interesting thing we’ve been doing in these buybacks is holding the shares as treasury stock within the company instead of canceling the shares at purchase. This allows us to buy shares that come onto the market, and then when an investor comes and wants to put a larger quantum of capital into the company, we can re-sell the treasury shares that the company bought earlier. In effect, we are providing both a sell-side and buy-side for Automattic stock, serving previous and new investors and making money on these trades since we bought and took the risk earlier. We’ve established a logical valuation methodology, which is based on a simple multiple of the last twelve month’s revenue, so shareholders can track and anticipate performance.
All of this has been a lot of fun and we’ve seen a great amount of success, but it’s not all smooth sailing; we still have our share of challenges, probably the biggest being hiring. We have significantly scaled up our ability to find and hire great folks, with 371 accepted offers already in 2021 and it’s only August. However, with the growth of WooCommerce (hiring a Head of Payments) and our enterprise business, WPVIP, in particular, we need to move faster to keep up with the opportunity. For me and many other of the most-tenured Automatticians within the company hiring is the top priority. To that end, I’m also looking for someone to partner with me and our top executive group (which we call Bridge) in Creative Talent Development, an executive recruiter to help craft the highest performing teams of executives for each of our businesses.
We have a multi-decade opportunity ahead of us to create the best solutions for the open web platform of WordPress, and WooCommerce is doing the same thing for commerce; growing together over the long-term with people passionate about the same mission is my favorite part of my job.
In it, I drew the distinction between “horizontally scaled” teams, in which physical offices are connected to remote workers via satellite (home or commercial) offices, and “fully distributed” teams where, as you said, “the creative center and soul of the organization on the internet, and not in an office.”
At Parse.ly, we’re only a couple years old but have been operating on the distributed team model, with ~13 fully distributed employees, and it’s working well. Always glad to hear stories about how Automattic has scaled it to 10X our size.
And, likewise, we blow some of our office space savings on camaraderie-building retreats; our most recent one was in New York, see [here] and [here.]
Very excited to share the news that Revue is joining Twitter. I’m a huge fan of the idea of better newsletters and Automattic was the largest investor in Revue. I’m looking forward to seeing what the very talented team will do as part of the Twitter network. Also many thanks to Kevin Kelly and Om for introducing me to Revue early on.
“We’ll never probably be the same. People who were reticent to work remotely will find that they really thrive that way. Managers who didn’t think they could manage teams that were remote will have a different perspective. I do think we won’t go back.”
Jennifer Christie, Twitter’s head of human resources, in BuzzFeed News
It has been a challenging time around the world—from how we live our daily lives to how we keep our kids safe in schools and our family members healthy in assisted living communities and hospitals.
And then there’s how we work. Seattle (and all of King County in Washington State) is encouraging companies to have their employees work from home. Given that Automattic is already distributed, we’re receiving requests from the press and other companies about how to navigate what is turning into a massive global work-from-home experiment.
It’s not ideal on any level. Even at a remote-friendly company like Automattic, we rely on in-person team meetups and conferences to strengthen our connections and get work done. For now, we’ve canceled all work-related travel.
But as the BuzzFeed story notes, this might also offer an opportunity for many companies to finally build a culture that allows long-overdue work flexibility. Millions of people will get the chance to experience days without long commutes, or the harsh inflexibility of not being able to stay close to home when a family member is sick.
Or even when you’re sick yourself. How many people in America go into an office even when they’re feeling under the weather, because of pressure from the company or managers, or because their sick days come out of their vacation days? This might be a chance for a great reset in terms of how we work.
For those asking for tips, my Distributed Podcast has a wealth of advice and stories about how we operate. But here are four good ones to start with:
Operate as if everyone works from different time zones, because one day they might. This means more communication, likely written, that is accessible to people even if they can’t attend a specific meeting or be in a specific place. If you can minimize the number of real-time meetings, do so. Embrace asynchronous communication.
If you are hosting a real-time meeting, improve the audio (and video) quality. Don’t use conference call lines with grainy phone audio. Sign up for Zoom, which allows for crystal clear audio calls or videoconference chats. Make video participation optional unless it’s planned well in advance. Record these calls so folks who can’t attend can catch up on what they missed. Everyone must use good headphones with mics (I love Sennheiser) to minimize external noise. Krisp.ai is also cool. Need a quiet place without distractions? Try a parked car or a closet.
We use our own WordPress blogs, called P2, instead of email as our central hub of communication so people throughout the company can access every team’s long-form notes, documents, and priorities. We’re bloggers by heart, so we blog a lot. There are other similar tools, like Basecamp. Make it your new office.
We also use Slack for real-time chat, social connection, and urgent conversations. Check out Matrix for an open-source, distributed version. Use it to chat and connect with your colleagues, but don’t let it replace your long-form planning notes in No. 3. Also create an etiquette that doesn’t force people to become chained to it all day and all night. When you ask a question in DM, do not expect that person to respond immediately, and ask your question upfront. Never write “got a sec?” and let it hang there. 😁
The truth is, there are a thousand ways to do remote work, but it starts with committing to it at all levels of the company. If you assume positive intent and place trust in your coworkers and employees—knowing that if they do great work in an office they can do great work anywhere—then you will all succeed.
Distributed work is becoming a reality for more companies. Automattic has been operating in a distributed-first fashion for more than 13 years now — we’re now up to more than 850 employees in 68 countries. But even in companies with physical offices, more employees are distributed around the globe and working together. Google just shared some fascinating stats about its work culture, with 100,000 employees working across 150 cities. Two out of five work groups have employees working from more than one location:
We’re a more connected world, so it makes sense that global business wouldn’t be confined to just one physical space. I often use Google as an example because I’ve been in meetings there where people were one building away from each other but still using video chat because of the time required to walk between meetings on their campus.
With that in mind, the team at Automattic has decided to start sharing our expertise and the technology that makes it all work. Introducing Happy Tools:
Our first product is Happy Schedule, which helps teams manage flexible schedules across time zones. Right now we’re rolling it out in a consultative way with just a few early customers to make sure the team can be totally responsive to their needs. We’re excited about this and other upcoming tools, because we believe that this is the future of work. We’re excited to have other companies give it a try.
Keep an eye on this space: There’s an entire suite of tools that make up the operating system of what has helped Automattic scale so effectively over the years. I’ve always believed it’s important to invest in your internal tools, and I’m excited to release more of them. If there’s something better in the market, we won’t release a tool for it—I’d rather use something external than have to build things ourselves—but where the industry still has a gap after such a long time, we’ll throw our hat into the ring.
It has over 130,000 views already! What I really love about this video in particular is that we get into the specifics of how a company can start to embrace a culture of letting employees work from anywhere, even if it started out as a traditional office with everyone in the same place. Automattic never started that way, so even as we’ve scaled up to more than 840 people in 68 countries, there’s never been a question — it’s now built in to our entire culture.
For distributed work to scale up, it’s going to require more CEOs, workers, and managers to test the waters. Any company can experiment with distributed work — just pick a day or two of the week in which everyone works from home, I suggest Tuesdays and Thursdays, then build the tools and systems to support it. Yes, that may require some shuffling of meetings, or more written documentation versus verbal real-time discussion. But I think companies will be surprised how quickly it will “just work.”
If the companies don’t experiment, workers may force them to do it anyway:
I don't think tech folks quite understand how pervasive remote work has become. It's not even a debate anymore, it's a full on revolution. Hard to do any recruiting these days and not constantly run into talented folks who will never go back to working in an office again.
WordPress.com is partnering with Google and news industry leaders on a new platform for small- and medium-sized publishers, called Newspack. The team has raised $2.4 million in first-year funding from the Google News Initiative, Lenfest Journalism Institute, Civil funder ConsenSys, and the Knight Foundation, among others. We’re also still happy to talk to and engage other funders who want to get involved — I’d love to put even more resources into this.
It’s been a difficult climate for the news business, particularly at the local level. It also breaks my heart how much of their limited resources these organizations still sink into closed-source or dead-end technology. Open source is clearly the future, and if we do this right Newspack can be the technology choice that lasts with them through the decades, and hopefully our 15 years of growth lends some credibility to our orientation to build things for the long term.
The goal is to both make sure that the catalog of publishing tools as well as business tools they need to be able to run what one hopes is a sustainable news operation are addressed simultaneously. It’s not simply a CMS for a newsroom, but a full business system that enables publishing and monetization at the same time.
As you have come to expect from Automattic, everything will be open source and developed to the same standards WordPress itself is. We’re working with Spirited Media and the News Revenue Hub on the platform, and we will likely look for even more partnership opportunities from across the WordPress ecosystem. If you’d like to invest or get involved, drop us a line at newspack@automattic.com.
Update: On December 6th we released WordPress 5.0. It was definitely the most controversial release in a while, but the usage and adoption metrics are looking similar to previous releases. I’m looking forward to continuing to iterate on the new block editor!
We are nearing the release date for WordPress 5.0 and Gutenberg, one of the most important and exciting projects I’ve worked on in my 15 years with this community.
I knew we would be taking a big leap. But it’s a leap we need to take, and I think the end result is going to open up many new opportunities for everyone in the ecosystem, and for those being introduced to WordPress for the first time. It brings us closer to our mission of democratizing publishing for everyone.
I recently visited WordCamp Portland to talk about Gutenberg and WordPress 5.0, which will also include the new default theme Twenty Nineteen, which you’re seeing me test out on this very site. There were some great questions and testimonials about Gutenberg, so I’d urge you to watch the full video and read the WP Tavern recap. I’ve also visited meetups, responded to review threads, kept an eye on support, and I’m in the middle of office hours with the core community.
As we head toward the release date and WordCamp US, I’ve put many questions and answers into a Gutenberg FAQ below. For those who have other questions, I will be checking the comments here.
It’s an exciting time, and I’m thrilled to be working with y’all on this project.
Not the ship of Theseus
What is Gutenberg?
Gutenberg, for those who aren’t actively following along, is a brand new Editor for WordPress — contributors have been working on it since January 2017 and it’s one of the most significant changes to WordPress in years. It’s built on the idea of using “blocks” to write and design posts and pages.
This will serve as the foundation for future improvements to WordPress, including blocks as a way not just to design posts and pages, but also entire sites.
The overall goal is to simplify the first-time user experience of WordPress — for those who are writing, editing, publishing, and designing web pages. The editing experience is intended to give users a better visual representation of what their post or page will look like when they hit publish. As I wrote in my post last year, “Users will finally be able to build the sites they see in their imaginations.”
Matías Ventura, team lead for Gutenberg, wrote an excellent post about the vision for Gutenberg, saying, “It’s an attempt to improve how users interact with their content in a fundamentally visual way, while at the same time giving developers the tools to create more fulfilling experiences for the people they are helping.”
Why do we need Gutenberg at all?
For many of us already in the WordPress community, it can be easy to forget the learning curve that exists for people being introduced to WordPress for the first time. Customizing themes, adding shortcodes, editing widgets and menus — there’s an entire language that one must learn behind the scenes in order to make a site or a post look like you want it to look.
Over the past several years, JavaScript-based applications have created opportunities to simplify the user experience in consumer apps and software. Users’ expectations have changed, and the bar has been raised for simplicity. It is my deep belief that WordPress must evolve to improve and simplify its own user experience for first-time users.
The idea with blocks was to create a new common language across WordPress, a new way to connect users to plugins, and replace a number of older content types — things like shortcodes and widgets — that one had to be well-versed in the idiosyncrasies of WordPress to understand.
The block paradigm is not a new one — in fact many great plugins have already shown the promise of blocks with page design in WordPress. Elementor, one of the pioneers in this space, has now introduced a new collection of Gutenberg blocks to showcase what’s possible:
Why change the Editor?
The Editor is where most of the action happens in WordPress’s daily use, and it was a place where we could polish and perfect the block experience in a contained environment.
Additionally, the classic Editor was built primarily for text — articles have become increasingly multimedia, with social media embeds, maps, contact forms, photo collages, videos, and GIFs. It was time for a design paradigm that allowed us to move past the messy patchwork of shortcodes and text.
The Editor is just the start. In upcoming phases blocks will become a fundamental part of entire site templates and designs. It’s currently a struggle to use the Customizer and figure out how to edit sections like menus, headers, and footers. With blocks, people will be able to edit and manipulate everything on their site without having to understand where WordPress hides everything behind the scenes.
What does Automattic get out of this?
There have been posts recently asking questions about Automattic’s involvement in Gutenberg compared to other contributors and companies. There is no secret conspiracy here — as project lead I was able to enlist the help of dozens of my colleagues to contribute to this project, and I knew that a project of this size would require it. Automattic aims to have 5% of its people dedicated to WordPress community projects, which at its current size would be about 42 people full-time. The company is a bit behind that now (~35 full-time), and the company is growing a lot next year, so look for 10-15 additional people working on core and community projects.
In the end, Gutenberg is similar to many other open source projects — Automattic will benefit from it, but so will everyone else in the WordPress community (and even the Drupal community). It’s available for everyone under the GPL. If the goal was purely to benefit Automattic it would have been faster, easier, and created an advantage for Automattic to have Gutenberg just on WP.com. That wasn’t, and isn’t, the point.
Is Gutenberg ready?
Absolutely. Our original goal with Gutenberg was to get it on 100,000 sites to begin testing — it’s now already on more than 1 million sites, and it’s the fastest-growing plugin in WordPress history. There is a lot of user demand.
The goal was to both test Gutenberg on as many sites as possible before the 5.0 release, and also to encourage plugin developers to make sure their plugins and services will be ready. With everyone pitching in, we can make this the most anti-climactic release in WordPress history.
In the recent debate over Gutenberg readiness, I think it’s important to understand the difference between Gutenberg being ready code-wise (it is now), and whether the entire community is ready for Gutenberg.
It will take some time — we’ve had 15 years to polish and perfect core, after all — but the global WordPress community has some of the world’s most talented contributors and we can make it as good as we want to make it.
There is also a new opportunity to dramatically expand the WordPress contributor community to include more designers and JavaScript engineers. With JavaScript apps there are also new opportunities for designing documentation and support right on the page, so that help arrives right where you need it.
Someone described Gutenberg to me as “WordPress in 3D.” I like the sound of that. Blocks are like layers you can zoom in and out of. The question now is: What are we going to build with this new dimension?
Do I have to switch to Gutenberg when WordPress 5.0 is released?
Not at all. When it’s released, you get to choose what happens. You can install the Classic Editor plugin today and when 5.0 is released, nothing will change. We’ve commited to supporting and updating Classic Editor until 2022. If you’d like to install Gutenberg early, you can do that now too. The Classic Editor plugin has been available for 13 months now, and Gutenberg has been available for 18 months. Both have been heavily promoted since August 2018, and more than 1.3 million .org sites have opted-in already to either experience, so nothing will change for them when they update to 5.0.
How can I make sure I’m ready?
Before updating to 5.0, try out the Gutenberg plugin with your site to ensure it works with your existing plugins, and also to get comfortable with the new experience. Developers across the entire ecosystem are working hard to update their plugins, but your mileage and plugins may vary. And you can always use the Classic Editor to address any gaps.
As with every new thing, things might feel strange and new for a bit, but I’m confident once you start using it you’ll get comfy quickly and you won’t want to go back.
The release candidate of 5.0 is stable and fine to develop against and test.
When will 5.0 be released?
We have had a stable RC1, which stands for first release candidate, and about to do our second one. There is only currently one known blocker and it’s cosmetic. The stability and open issues in the release candidates thus far makes me optimistic we can release soon, but as before the primary driver will be the stability and quality of the underlying software. We made the mistake prior of announcing dates when lots of code was still changing, and had to delay because of regressions and bugs. Now that things aren’t changing, we’re approaching a time we can commit to a date soon.
Is it terrible to do a release in December?
Some people think so, some don’t. There have been 9 major WordPress releases in previous Decembers. December releases actually comprise 34% of our major releases in the past decade.
Can I set it up so only certain users get to use Gutenberg?
Yes, and soon. We’re going to be doing another update to the Classic Editor before the 5.0 release to give it a bit more fine-grained user control — we’ve heard requests for options that allow certain users or certain roles and post types to have Gutenberg while others have Classic Editor.
What happens after 5.0?
We’ve been doing a release of Gutenberg every two weeks, and 5.0 isn’t going to stop that. We’ll do minor release to 5.0 (5.0.1, 5.0.2) fortnightly, with occasional breaks, so if there’s feedback that comes in, we can address it quickly. Many of the previous bugs in updates were from juggling between updates in the plugin and core, now that Gutenberg is in core it’s much easier and safer to incrementally update.
What about Gutenberg and accessibility?
We’ve had some important discussions about accessibility over the past few weeks and I am grateful for those who have helped raise these questions in the community.
Accessibility has been core to WordPress from the very beginning. It’s part of why we started – the adoption of web standards and accessibility.
But where I think we fell down was with project management — specifically, we had a team of volunteers that felt like they were disconnected from the rapid development that was happening with Gutenberg. We need to improve that. In the future I don’t know if it makes sense to have accessibility as a separate kind of process from the core development. It needs to be integrated at every single stage.
Still, we’ve accomplished a lot, as Matías has written about. There have been more than 200 closed issues related to accessibility since the very beginning.
We’re also taking the opportunity to fix some things that have had poor accessibility in WordPress from the beginning. CodeMirror, which is a code editor for templates, is not accessible, so we have some parts of WordPress that we really need to work on to make better.
Speaking of which, CodeMirror was seeking funding for their next version — Automattic has now sponsored that funding and in return it will be made available under the GPL, and that the next version of CodeMirror will be fully accessible.
Great news ? Due to a substantial donation from @automattic our crowdfunding goal has been reached, and CodeMirror 6 is definitely happening!
Finally, Automattic will be funding an accessibility study of WordPress, Gutenberg, and an evaluation of best practices across the web, to ensure WordPress is fully accessible and setting new standards for the web overall.
After WordPress 5.0, is the Gutenberg name going to stick around?
Sometimes code names can take on a life of their own. I think Gutenberg is still what we’ll call this project — it’s called that on GitHub, and you’re also seeing it adopted by other CMSes beyond WordPress — but for those outside the community I can see it simply being known as “the new WordPress editor.”
With the adoption of React for Gutenberg, what do you see as the future for React and WordPress?
In 2015 I said “Learn JavaScript deeply” — then in 2016 we brought the REST API into Core. Gutenberg is the first major feature built entirely on the REST API, so if you are learning things today, learn JavaScript, and I can imagine a future wp-admin that’s 100% JavaScript talking to APIs. I’m excited to see that happen.
Now, switching to a pure JavaScript interface could break some backward compatibility, but a nice thing about Gutenberg is that it provides an avenue for all plugins to work through — it gives them a way to plug in to that. It can eliminate the need for what’s currently done in custom admin screens.
The other beautiful thing is that because Gutenberg essentially allows for translation into many different formats — it can publish to your web page, it can publish your RSS feed, AMP, it can publish blocks that can be translated into email for newsletters — there’s so much in the structured nature of Gutenberg and the semantic HTML that it creates and the grammar that’s used to parse it, can enable for other applications.
It becomes a little bit like a lingua franca that even crosses CMSes. There’s now these new cross-CMS Gutenberg blocks that will be possible. It’s not just WordPress anymore — it might be a JavaScript block that was written for Drupal that you install on your WordPress site. How would that have ever happened before? That’s why we took two years off — it’s why we’ve had everyone in the world working on this thing. It’s because we want it to be #WorthIt.
And WordPress 5.0 is just the starting line. We want to get it to that place where it’s not just better than what we have today, but a world-class, web-defining experience. It’s what we want to create and what everyone deserves.
Was this post published with Gutenberg?
Of course. 😄 No bugs, but I do see lots of areas we can continue to improve and I’m excited to get to work on future iterations.
I recently returned from Orlando where Automattic hosted its annual Grand Meetup where nearly all of our 800 employees from around the world, spend a week together in the same place. (And yes, we’re hiring.)
Despite being a fully distributed company, I believe it’s still important to meet face-to-face — just not every day, in the same office. The Grand Meetup is our chance to get to know the people behind the Slack avatars and build relationships that can carry us through other 51 weeks of the year, when we’re working from more than 65 countries. It’s so much easier to hear the nuance in someone’s chat messages or p2 posts if you’ve hung out with them at Harry Potter World, or learned about their family, pets, and hobbies during a flash talk.
Some team, and behind-the-scenes photos after the company photo.
The week can be mentally exhausting, given that you’re often meeting many people for the first time. But we urge people to take it at their own pace, and the results are well worth the effort. Our data team actually studied the impact of the Grand Meetup on our work relationships — the connections established between coworkers using our “Meetamattician” tool were demonstrably closer after the meetup:
Before the Grand Meetup.After the Grand Meetup.
This year we were proud to welcome some incredible keynote speakers: Wild author Cheryl Strayed talking about creativity and writing; Automattic board member Gen. Ann Dunwoody, the first woman in U.S. Army history to achieve the four-star officer rank; Ari Meisel on delegating and automating your life; and Dan Harris, author of 10% Happier, on the panic attack that led him to embrace meditation and mindfulness.
As Automattic keeps growing we’ve been bringing in a lot of talented people behind the scenes to help expand on our vision as we go from hundreds to thousands of colleagues, and hundreds of millions to billions in revenue. Recently, former New York Times digital executive Kinsey Wilson joined our team as president of WordPress.com, the Chief Design Officer of Axios Alexis Lloyd has joined as head of Design Innovation, the former CEO of Bluehost James Grierson is leading Jetpack partnerships, and today I’m excited to announce a change to my bosses, the board of directors.
Gen. Ann Dunwoody served for 37 years in the U.S. Army, and she is the first woman in U.S. Military history to achieve a four-star officer rank. She’s also the author of A Higher Standard: Leadership Strategies from America’s First Female Four-Star General, a book I really loved and highly recommend. Automattic’s board has had no new members since its founding in 2005, so this is our first addition in 13 years. I became familiar with General Dunwoody’s work while researching distributed organizations outside of technology, which led me to the military, which led me to geek out on logistics, which led me to her book and eventually flying out to Florida to meet in person.
Below is a brief interview with Gen. Dunwoody — we chatted with her about global leadership, finding your passion, and building a business.
We’re excited to have you onboard, General Dunwoody. It’s interesting — at Automattic we like to point out that we’re all over the globe (over 740 employees in more than 60 countries) but you oversaw 69,000 military and civilians across 140 countries! Were there any big leadership lessons from managing operations across such a wide range of distances, timezones, and cultures?
That’s a great question. When I started out as a young officer in the Army, the leadership philosophy that was espoused back then was “Leadership by walking around.” When you’re in charge of a platoon, a company or even a battalion or Brigade that is not globally dispersed this philosophy is very sound. When you’re running a global organization with 69,000 folks in 140 countries, you have to leverage technology to keep real-time communications flowing and keep leaders updated. I would host (with the leadership) a global video teleconference every Wednesday connecting every organization from Afghanistan, Kuwait, Iraq, Europe, etc. and sites — hundreds across the United States. Our headquarters would provide an operational update and then we go around the globe to get update from from everyone — what’s going well, where they need help or additional resources. In the old days I think people believed information was power and often withheld information to use for personal advantage, but I believe shared information is power. By leveraging the power of the entire industrial base we could solve problems in real time. I still travelled around a lot to see our people, but it is not possible to keep everyone informed and in the loop with current operations without leveraging technology.
I love your answer about “shared information is power.” Did you ever find it difficult to break down the silos and embrace that concept?
Oh my, yes. They weren’t just silos, they were silos with concertina wire around them! Parochialism was rampant and everyone wanted their own system and own their own information. We had over 200 stand alone systems that didn’t talk to each other. So to field and design an enterprise IT system that leveraged systems with the needed information to support “foxhole to factory” was challenging and exciting.
And how did you decide what technological means to communicate an idea or a directive, versus, say, meeting in-person?
I would say it depended on the idea. If it was personal, probably a phone call (one on one); if trying to generate support for an idea or transformational concept, meet in-person with my initiatives group to socialize the idea and get their input modifications and buy-in. Then Commanders conference to socialize idea with them, as they will have to implement it. Once socialized with leadership, we worldwide videoconference with the entire organization to define and describe the purpose, intent, how, and why — so everyone knew what we were trying to do and what their role was in execution. I found you cannot over-communicate when trying to make changes.
It’s an incredible accomplishment to become the first woman in U.S. Military history to achieve the four-star officer rank. Can you tell me about how things changed (or maybe still need to change further) in terms of your experience during your 37 years of service, and how you addressed diversity and inclusion in the military?
First, I certainly didn’t accomplish this by myself — I had a lot of help along the way! I joined the Army as part of the Women’s Army Corps (WAC) back in 1975. A few years later they disestablished the WAC and began the integration of women into the regular Army. This was the first time women had the opportunity to have the same career opportunities as their male counterparts in the branches now open to women. The challenge for the women who came into the Army back then was to force the integration — fight being put into traditional jobs like being a secretary, admin, clerk, or cook — and fight to be platoon leaders, etc., to support and move the integration of women into the regular Army.
What I witnessed during my time in the Army was that the doors continued to open. Yes, there were roadblocks — but there were also many leaders along the way who were willing to help. I never worked for a woman. I worked for men who either believed in me or didn’t. My experience in my almost four decades was that the doors continued to open for women. I thought jumping out of airplanes was really neat — now my niece in the USAF is an A-10 fighter pilot, and we have women graduating from Ranger school!
On diversity, I realized that being the only female in many forums, my voice was hard to be heard. And I also realized that most folks promoted and surrounded themselves with people in their own image. What my philosophy was — and I still think it is an issue today — is that diversity is not about numbers, it’s about getting the best and brightest from all walks of life, to help leaders solve the very complex issues that face us today. Don’t surround yourself with only people that think or act or look like you.
Who are the leaders that inspire you today?
I think we are products of our past — Mom and Dad, even though not here on earth, gave me the values that still guide me. Many of my military mentors, Gen. Hugh Shelton, Gen. Pete Schoomaker, Gen. Gordon Sullivan, Gen. Dick Cody, are still coaches and mentors to me today.
Folks I admire: Warren Buffett, only met him once but I like his concern for the betterment of our country; Oprah Winfrey, although I have never met her I admire her for what she does for our country how she presents herself and how she handles herself — awesome; Gen. Mattis — wow, I admire him for taking on this extremely tough assignment for the good of our country and our defense. Secretary Gates served two administrations, Republican and Democrat.
People that inspire me are people I believe are true leaders — valuing honesty and having the best interests of the country at heart. No hubris!
