Our Future Realised on Everything Being Perfectly Mutual
Reflection by Matthew Byrne on the article ‘Meaningfulness and Mutuality. By Ruth Yeoman (2016)
“I do detest everything that is not perfectly mutual,” wrote Lord Byron. That spirit sits at the heart of what makes mutual organisations different. As Charles Gould of the International Co-operative Alliance observes in response to Professor Michie’s work, we’ve often been taught to see business as a single model with a single ideal. Mutuality offers another path—one that welcomes a variety of forms to meet a variety of real-world challenges.¹
But structure alone does not make a business mutual. People do. A mutual corporate structure becomes a mutual organisation only when the everyday behaviours inside it match the intent: a relational culture, a shared vision, and active engagement from members, staff, customers, and communities.
Think of mutuality as a way of working together:
Relational culture. We choose to act on shared goals, trust, and a sense of collective stewardship—rather than chasing individual advantage.
Shared vision. We align around a clear purpose that serves members and stakeholders, not just external shareholders.
Active engagement. We invite participation in decisions, listen to lived experience, and keep the organisation anchored to its values.
When these behaviours are present, a mutual can deliver fair outcomes more consistently, because people feel both responsible for and protected by the community they help to shape. That, in turn, builds trust—the foundation of any genuine mutual relationship.
This is also where culture research strengthens the case for mutuality. Studies on the “mutual constitution” of culture and psyche show a two-way street: people shape culture, and culture shapes people.² In practice, when members experience real voice and fair process, their sense of control rises; when control rises, cooperation improves; and when cooperation improves, the culture becomes more resilient. Mutual organisations can harness this cycle by designing everyday practices—meetings, budgeting, service design, performance conversations—that reinforce shared responsibility and dignity in work.
Matthew Byrne and Denis Jenkins argue in Mutuality: The Future of Trust that mutuality moves beyond profit to ask a better question: **what profits the whole?**³ In simple terms, mutuality means fairness in how value is created and shared; equity in access and opportunity; a commitment to sustainability; service to one another; and growth—both professional and personal. These are not slogans. They are choices about how we speak, decide, reward, and learn together.
Put practically:
Make mutuality visible. State the shared purpose in plain language. Show how it guides trade-offs.
Design for participation. Build routines where member and employee voice changes outcomes (not just “consultations”).
Reward the we. Recognise contributions that advance the common good, not only individual metrics.
Close the loop. Explain decisions, report impact, and invite critique—trust grows when transparency is routine.
Invest in capability. Equip people with both technical skills and human intelligences—critical thinking, ethical reasoning, and collaborative habits—so they can steward the mutual together.³
When structure and behaviour line up, trust compounds. People feel seen and fairly treated. Customers and communities experience consistency and care. Over time, this creates loyalty that is hard to copy and resilience that is hard to break—exactly what is needed in a world of fast-moving change and risk.
Mutuality is not soft. It is disciplined fairness in action. And when we practise it—patiently, together—we turn a legal form into a living community.
Notes / References
Michie, J. & Rowley, E. (2017). Mutuality and Ownership: Governance Options for the Mars Corporation; comment attributed to Charles Gould on the value of diverse models in addressing corporate challenges.
Research on the “mutual constitution” of culture and psyche (tightness–looseness and perceived control) demonstrating bidirectional effects between individual experience and cultural norms.
Byrne, M. & Jenkins, D. Mutuality: The Future of Trust—on behavioural and relational qualities that build trust and broaden value beyond profit to fairness, equity, sustainability, service, and shared growth.
Related Articles
