Your SlideShare is downloading. ×
  • Like
The 95 Thesis (50 56)
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Now you can save presentations on your phone or tablet

Available for both IPhone and Android

Text the download link to your phone

Standard text messaging rates apply

The 95 Thesis (50 56)

  • 265 views
Published

 

Published in Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
265
On SlideShare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
0
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. The 95 thesis (50-56) Vertsol
  • 2. Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.
    • Before companies org charts are based on the people or things according to status or importance.
    • Companies doesn't follow the hierarchical org charts anymore because they know that it would not help their company when they base their people through importance or status.
    • Companies these days like people who have knowledge even if they are not in authority because they know that when they hire that particular person they would gain benefit from him/her and it would help improve their company with that particular person's suggestions .
  • 3. Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.
    • People in a company is having a hard time to move, do things they want or do things on their own because they now that they are in a command and control management style.
    • Many companies these days are in a command and control management style because they are afraid that their employees will steal from them, they don't trust their employees.
  • 4. Paranoia kills conversation. That's its point. But lack of open conversation kills companies.
    • Paranoia really kills conversation because when a particular product in the market has a negative image to many people whatever you say or do to people just to sell that particular product you still can't sell it because many people don't trust that product anymore.
    • Open conversation kills companies this means that when customers or consumers know how that particular company do things in the market then other companies would follow their strategy.
  • 5. There are two conversations going on. One inside the company. One with the market.
    • The conversation inside the company means that people in the company find ways to sell their products or services in the market.
    • when you have released your product in the market people are ready to test it and give some feedbacks or comments about your product.
  • 6. In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control.
    • good company would have all this positive feedbacks or comments from their customers/consumers when their product has a good quality and their money is worth it but when there is just a little bit mistake about their product then the cause of failure come in.
  • 7. As policy, these notions are poisonous. As tools, they are broken. Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets.
    • We should follow the policy of others and not have our own notion.
  • 8. These two conversations want to talk to each other. They are speaking the same language. They recognize each other's voices.
    • the market needs the customers and the customers needs the market.