Hello all,

This is Alek Tarkowski, I’m typically a lurker on this list, a Board Member at 
Wikimedia Europe, co-director at Open Future, and an expert collaborating with 
Wikimedia CH on a Wikimedia strategy for knowledge commons and AI. Writing here 
in my personal capacity, and wanting to share a few ideas - having spent the 
last 9 months thinking intensively about Wikimedia, knowledge commons and the 
challenges that we are facing.

First, I think the traffic drop is just a symptom and while it is a problem for 
Wikimedia, it might not be the biggest one. It’s pretty obvious by now that 
traffic to Wikimedia will be dropping, it’s no longer a question of “if”, but 
“how much / how fast”. But how do we know what it means? We should look more at 
“post growth” scenarios: Wikimedia traffic might have peaked, but what are the 
various scenarios ahead of us? Are all of them scenarios of decline? Is there a 
“small but beautiful” scenario? 

Having said that, one thing that is clear is that something has to change. 
Wikimedia cannot operate anymore like it’s 2022. 
Thanks Christoph for ringing the bell every few months. Let’s be mindful that 
even on the matter of traffic, it’s been almost a year since the traffic drop 
was announced in a Diff blogpost. How much progress did we make on dealing with 
these issues?

For me, this issue is in the end not about AI, or search traffic, but about the 
Movement’s ability to innovate. I support what Galder wrote recently (and 
powerfully) about freedom to innovate.
There are lessons to be learned from how Wikimedia Movement has been 
innovating, both successfully, and also from failed cases. There are also 
lessons to be learned from other movements, and from other technical 
organizations similar to WMF. And let’s keep in mind that a young movement of 
several years innovates differently than one with 25 years under its belt. (I 
see the same trend in other organizations that I know, like Creative Commons - 
there’s both potential in tapping back into the raw energy of the yearly days, 
and need to be mindful about who we are today).

One of the smartest things I heard in recent months was an observation that 
Wikimedia Movement is a complex system with emergent properties. But is rarely 
treated as such.
Complex systems cannot be “fixed” with simple interventions. But, again, there 
is a lot of expertise around us on how such systems operate, in organic ways - 
and people who could advise on how to tap into this emergent capacity. I think 
that it has to do a lot with the interaction between Movement’s communities and 
organizations. 
Yes, we might not need consultants to tell us what to do (Though this faith in 
Wikimedia’s exceptionality and ability to sort things out on its own is risky, 
as very clearly the communities on their own both did an amazing job building a 
global encyclopedia, and failed at many things, like knowledge equity.)
But we need people who will help us figure out what to do, and understand 
better what we are - and navigate the complexity. Without that, I fear that we 
will seek simplest solutions to hard challenges - and these are typically about 
defending ourselves, instead of opening up to change and innovation. 

Last thing, since trustees were mentioned (and, once again, I want to underline 
that this is my personal opinion). I believe that the various Boards and 
trustees of the  Movement entities play a key role in our Movement. As a 
relatively recently appointed Board member of one of the organizations, I am 
surprised that there are few interactions between the various boards. Each of 
these boards has a fiduciary duty to a specific organization. Acting together, 
they could express a fiduciary duty to Wikimedia as a whole. It would be great 
to tap into this potential of our Boards, at this time of crisis.

Thank you,
Alek

--
Director of Strategy, Open Future | openfuture.eu | +48 889 660 444
At Open Future, we tackle the Paradox of Open: paradox.openfuture.eu/

> On 6 Jul 2026, at 21:46, Risker via Wikimedia-l 
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