10 years of the cluetrain manifesto
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1999-2009 10 years of The Cluetrain Manifesto A people-management perspective
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Transcript of 10 years of the cluetrain manifesto
1999-200910 years ofThe Cluetrain Manifesto A people-management perspective
1999
Rick Levine, Christopher Locke,Doc Searls, and David Weiberger write
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1999
95 theses about the impact ofInternet on both markets andorganizations
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1999
Some of these thesescall for deep changes in people management practices:
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01.
Markets are conversations.
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07.
Hyperlinks subvert hierarchy.
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09.
Networked conversations are enablingpowerful new forms of socialorganization and knowledgeto emerge.
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13.
What’s happening to markets is alsohappening among employees. A metaphysical construct called“the company” is the only thingstanding between the two.
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23.
Companies attempting to “position”themselves need to take a position.Optimally, it should relate to somethingtheir market actually cares about.
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25.
Companies need to come down fromtheir Ivory Towers and talk to thepeople with whom they hope to createrelationships.
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29.
Elvis said it best:
“We can’t go on togetherwith suspicious minds”
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41.
Most (companies) are protecting lessagainst competitors than against theirown market and workforce.
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42.
As with networked markets, peopleare also talking to each other directlyinside the company –and not justabout rules and regulations,boardroom directives, bottom lines.
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45.
The best (intranets) are built bottom-upby engaged individuals cooperatingto construct something far morevaluable: an intranetworked corporateconversation.
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47.
While this scares companies witless,they also depend heavily on openintranets to generate and sharecritical knowledge. They need toresist the urge to “improve” or controlthese networked conversations.
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48.
When corporate intranets are notconstrained by fear and legalistic rules,the type of conversation theyencourage sounds remarkably like theconversation of the networkedmarketplace.
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50.
Today, the org chart is hyperlinked,not hierarchical. Respect for hands-onknowledge wins over respect for abstract authority.
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51.
Command-and-control managementstyles both derive from and reinforcebureaucracy, power tripping and anoverall culture of paranoia.
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52.
Paranoia kills conversation. That’s itspoint. But lack of open conversationkills companies.
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64.
We (are the markets) who want accessto your corporate information, to yourplans and strategies, your best thinking,your genuine knowledge…
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65.
We’re also the workers who make yourcompanies go. We want to talk tocustomers directly in our own voices,not in platitudes written into a script.
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66.
As markets, as workers, both of us aresick to death of getting our informationby remote control. Why do we needfaceless annual reports and third-handmarket research to introduce us toeach other?
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69.
Maybe you’re impressing yourinvestors. Maybe you’re impressingWall Street. You’re not impressing us.
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70.
If you don’t impress us, your investorsare going to take a bath. Don’t theyunderstand this? If they did, theywouldn’t let you talk that way.
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93.
We’re both inside companies andoutside them. The boundaries thatseparate our conversations look likethe Berlin Wall (sic) today, but they’rereally just an annoyance. We knowthey’re coming down. We’re going towork from both sides to take themdown.
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94.
To traditional corporations, networkedconversations may appear confused,may sound confusing. But we areorganizing faster than they are.We have better tools, more new ideas, no rules to slow us down.
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1999
Rick Levine, Christopher Locke,Doc Searls, and David Weiberger write
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1999-2009
As they predicted,markets are getting smarter
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1999-2009
But, from a peoplemanagementperspective,
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1999-2009
what have wedone in this time?
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