This is a memo I wrote after a talk with Will at the diner, about startups vs. institutes, in the general vibe of Emerson (grandiosity, certainty, metaphorical lushness):
I want to understand the different range of “social organizations,” and so I’ll use the domain of writing to paint the differences between types.
The “institution” of writing is the centuries-old, intergenerational norms, traditions, and constraints that are inherent to practice, medium, and distribution. One does not simply “start” an institution; it is an abstract, ancient entity; an “institute,” on the other hand, is a concrete group with a specific purpose, aiming to steer or reform the behemothic institution. We are in a ruthless river of progress, and the cost of civilizational acceleration is the endless erosion of institutions, and so it’s the near-holy responsibility of each generation to build institutes that inject vitality into their dying fathers.
An institute is born from a “dream” in one man’s head, but they’re not on a “mission” until they step out of the stream of circumstance and act. An “institute” is not a planted flag from the fumes of excitement—I refer to a friend who, on an acid trip, claimed to have founded The United States of Brooklyn, right then and there—, but the ripcurrents created by decades of stubborn action. It is not a name nor brand, but the systematization of one man’s unreasonableness.
It all starts with a “project,” a spasm of effort, a groping forward to find leverage towards their purpose. The visionary will find projects drooling out of their mouth like the blood of life; many will fail, some will hurt, but once a cluster of projects start spiraling around a central spine, you have an “embryonic institute.” I use the word embryonic because institute mortality rates are high. It is far easier to start projects than to nurture them past infancy. The hallmark of an institute is stability through time. 5.4 years, I’d guess (+2,000 days, spanning 3 molts).
In the case of Essay Architecture, I am stretched across (6) verticals: a curriculum (the 24,000 word textbook), a school (the AI app), a library (the 100 essay archive), a club of shared practice (Essay Club), an economy (the $10k prize), and media (the anthology). In a single year I’ve planted these seeds, and you can see the buds poking through the soil. There is something happening, you can see, but it will not be a force of authority in the eyes of me or the world unless it all survives and feeds society through several winters.
An institute, then, in its dizzying scope, contains interconnected “objects”: (a) knowledge, (b) services, (c) events, (d) activities, (e) opportunities, (f) people, etc. It is a fractal version of society; it contains all its parts, but all dedicated towards a single thrust of mission. This is hard to maintain! So in comes the money.
The question is, how does the structure of the institute not get corrupted by the cannibalizing incentives of capitalism? How can you sustain the mission without it becoming a cog of the market, the mission reduced to a dress?
Unless an institute has an endowment, it needs a for-profit wing. A “startup” is about discovering new market opportunities, while a “company” is about operationalizing, scaling, and extracting from a known opportunity. Startups, companies, and institutes can all have “missions,” but only the institute is “mission-driven.” An institute will take money, but never compromises. If you cow to the market, a drip turns to a torrent, and the mission will be gutted, twisted, used as a narrative mask to help you lie to the world and yourself. It is a common and tempting line of logic to say, “once I make all the money, then I’ll do good.” Meta thinks that once it conquers the entire economy, it can finally focus on doing the good work of helping people “connect.”
The year one actions cannot be only tangentially tied to the mission; they need to be the mission itself. Building an enterprise-grade API for Grammarly and Brown will make me rich but tired; having spent my years spawning my anti-mission, the death of the essay, I would move on to some other project, maybe music.
When I look at all the writing technology startups, you can see how, in their first years, they’ve completely oriented towards business writing, towards the automating of prose, towards things that betray the ancient institute of writing. They either don’t get it or don’t care or just really need the money, but writers see their slogans of “helping writers write” as marketing drivel.
The insanity of a true institute is the stubbornness to put the mission before everything: before markets, before investors, before people, before ego, before legibility, before reason. This sacks your own speed, and is only fueled by heroic effort and the faith that, with time, it will find a real, timeless form.
The fruit of this insanity is trust: the various guilds of people that orbit an institute can sniff beyond the rhetoric and see what’s really driving its actions. If there is no track record of humility, or of “doing things that don’t scale,” or of “doing things without revenue potential,” or of “directing resources towards weird ideas because they advance the purpose,” then trust is lost, and all the mission-driven rhetoric is seen as the wolfish guile of someone who can no longer notice their own animotronic limbs and memes.
I believe the will, hope, and talent of an institute’s founder are the pre-requisite to birth a society-scale entity, but once you operate at abstract scales, architecture matters, extremely. Has Christ not been bastardized? Did the American experiment not get wrecked by the hyper-capitalistic invention of trains? Our very best religions and governments did not have the foresight or civic inventions to prevent them from getting sacked by barbarians and wolves. What I’m getting at is that we need some sort of 21st century constitution for institutes, an immune system to enable the virtue-driven founder to build something that has a chance to make it in an exponential landscape of virtueless technocapitalism.
I imagine it should look more like a loose collection of protocols than a single canon. For what it should contain, I can’t sketch right now, but I think it has something to do with mediating power, money, status, people, etc. My intuition is that the playbook is possibly the opposite of a startup.
The institute is the inversion of the startup. Where startups are designed to accrue all of the upside, an institute is sacrificial: it should be designed so that society gets the upside, even at its own peril. Really, it’s quite Christian. Of course, this shouldn’t prevent the founder of the institute from getting wealthy, but if the primary goal is personal wealth, then it’s not, definitionally, “mission-driven.” Instead of saying, “I need a $10 million valuation so I can open up $250,000 in grants for writers,” I want to say, “through paying writers $10 million, I will somehow make $500,000 a year for myself.” The idea is to become potentially wealthy through spearheading a radical mission, one that is worth it for itself—an adventure of a lifetime—, and one that is also, a magnet for capital.
This maybe gives some context to my goal for the next 1,000 days: “become financially independent through a mission-driven company and non-convergent artistic practice.”
To close with some specific examples, here are “acts of institute” (for Essay Architecture) that a startup would never make:
- No demographic optimization: The curriculum is not tailored for the biggest demographic (beginners). It starts at the edge of my knowledge (301), and then radiates in each direction (towards 501 and 101). Eventually, it will touch all demographics, so I need to start where my energy is, and never stop.
- Virtue-driven development: Even though people want the AI to write for them, and they want to use this for fiction and books and business memos, this is squarely an app to advance the genre of the essay, and it will never write for you. Even though more and more people will automate as AI gets better, this will be the go-to app for anyone who wants to engage with the process.
- Community voting: Any big decisions about the format of Essay Club are presented to the community as votes, which treats them like shareholders instead of customers. Of course, the founder won’t present options that contradict the mission, but instead of assuming which specific form is best, or choosing the one that is best for me, the community will sustain if it is co-shaped by them.
- Checks and balances: To promote the Essay Architecture tool most directly, I would have made the app the sole determinant of the prize winner, but instead 2/3 of the vote is determined by external judges. In some areas, my own perspective and taste is required, but it’s important to know when I need to systematically remove my own ego and preferences. An institute is not about scaling my taste, but in creating scalable systems that help achieve an ideal that I couldn’t reach on my own.
- Paying the public: At the start of 2026 (Q1), I want to crowdfund $100,000 for the next essay prize. I think this creates even more buzz and intrigue in the institute. It’s not at all what I would do if I were a startup: I’d be fundraising to build a team and scale the app. The goal is to create an ambitious cultural magnet that gets writers paid, while simultaneously catching the tailwinds so that I can get paid for my tool and curriculum.