Good question. Now let's try a little thought experiment.
A "classical guild" today might be something as simple as a group of business owners and independent contractors (i.e. freelancers) who work in the same field getting together to promote their common interests and increase their collective presence and reputation, in addition to providing a mechanism of mutual protection against unscrupulous and/or exploitative software development businesses that operate in their locale.
So how would this work? For example, if ten software developers, each specializing in a different aspect or sub-disciplines of software development, get together under one brand/banner and use their combined efforts to create a recognizable local presence and get a more business in the aggregate than the sum total of what each member would be getting all alone as individual contractors. Each member-owner of this guild remains a business owner and thus not employees of and one big boss who makes decisions for them or tells them what to do. Of course the member-owners would have to have regular meetings and arrive at collective decisions each member would have to adhere to, but this would be a relationship of equals rather than the usual employer/employee dynamic. And let's say this guild becomes prosperous enough whereby they can now afford a physical office location to be based out of; they are now able to (if they so wish) to take on trainees/apprentices who wish to learn the trade in addition to each owner-member hiring employees to help out with administrative tasks they don't themselves have the time to do. If an apprentice proves himself to be sufficiently skilled or competent enough at the trade then the member-owner they studied under might then promote him to an associate and pay him a regular wage or salary for the work he does.
This is just the very basics of how this might work. But already we see a business concept that could be vastly superior to the standard corporate model. In this hypothetical association, each constituent member-owner possesses intimate knowledge and expertise of the craft they practice and thus the technical decisions they make are generally going to be decisions borne out of competence. Contrast this with a standard business where there is a good chance the company owner or chief executive might not have any actual technical expertise of his own with regard to the core product the business offers. And yet that owner or executive might be earning magnitudes more money than the technical experts they rely upon for the business to actually function. As with so many corporations today, those in high positions with administrative and managerial skillsets and experience earn disproportionately more than technical experts. Of course those administrative, managerial and "deal-making" skills are greatly needed, but in a guild system, these skills might function alongside rather than soar sky-high over the other critical disciplines which keep the business thriving.
A "classical guild" today might be something as simple as a group of business owners and independent contractors (i.e. freelancers) who work in the same field getting together to promote their common interests and increase their collective presence and reputation, in addition to providing a mechanism of mutual protection against unscrupulous and/or exploitative software development businesses that operate in their locale.
So how would this work? For example, if ten software developers, each specializing in a different aspect or sub-disciplines of software development, get together under one brand/banner and use their combined efforts to create a recognizable local presence and get a more business in the aggregate than the sum total of what each member would be getting all alone as individual contractors. Each member-owner of this guild remains a business owner and thus not employees of and one big boss who makes decisions for them or tells them what to do. Of course the member-owners would have to have regular meetings and arrive at collective decisions each member would have to adhere to, but this would be a relationship of equals rather than the usual employer/employee dynamic. And let's say this guild becomes prosperous enough whereby they can now afford a physical office location to be based out of; they are now able to (if they so wish) to take on trainees/apprentices who wish to learn the trade in addition to each owner-member hiring employees to help out with administrative tasks they don't themselves have the time to do. If an apprentice proves himself to be sufficiently skilled or competent enough at the trade then the member-owner they studied under might then promote him to an associate and pay him a regular wage or salary for the work he does.
This is just the very basics of how this might work. But already we see a business concept that could be vastly superior to the standard corporate model. In this hypothetical association, each constituent member-owner possesses intimate knowledge and expertise of the craft they practice and thus the technical decisions they make are generally going to be decisions borne out of competence. Contrast this with a standard business where there is a good chance the company owner or chief executive might not have any actual technical expertise of his own with regard to the core product the business offers. And yet that owner or executive might be earning magnitudes more money than the technical experts they rely upon for the business to actually function. As with so many corporations today, those in high positions with administrative and managerial skillsets and experience earn disproportionately more than technical experts. Of course those administrative, managerial and "deal-making" skills are greatly needed, but in a guild system, these skills might function alongside rather than soar sky-high over the other critical disciplines which keep the business thriving.