Book highlights: The Cluetrain Manifesto


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Highlights from "The Cluetrain Manifesto: The end of business as usual" by Chris Locke, Rick Levine, Doc Searls, David Weinberger. See also:

Slides by Ivan Chew. Created in 2004.

Published in: Business, Education

Book highlights: The Cluetrain Manifesto

  1. 1. Book highlights - The Cluetrain Manifesto: The End of Business as Usual by Christopher Locke, Rick Levine, Doc Searls, David Weinberger Ivan Chew. 2004.
  2. 2. About the book… <ul><li>How the Internet is turning business upside down. </li></ul><ul><li>Thanks to conversations taking place on Web sites, e-mail, chat rooms etc., employees and customers have found voices that undermine the traditional command-and-control hierarchy that organizes most corporate marketing groups. </li></ul><ul><li>In their view, the lowly customer service rep wields far more power and influence in today's marketplace than the “well oiled front office PR machine”. </li></ul>
  3. 3. Real world examples <ul><li>Yahoo! Ministry of Complaints. </li></ul><ul><li>Microsoft's Channel 9 </li></ul><ul><li>Microsoft’s employees’ blogs </li></ul>
  4. 4. Concerns <ul><li>Chapter 4 (p. 107) – But what about the risk? </li></ul><ul><li>Suppose a “lowly clerk” speaks for the company in public and says something wrong? Something actionable? Something confidential, or sensitive? </li></ul><ul><li>The authors’ response: It’s going to happen. It’s already happening. What makes us think it hasn’t happened? </li></ul>
  5. 5. Why & How to do it <ul><li>See Chapter 5 (p. 123): Business is a conversation because the defining work of a business is a conversation—literally. And “knowledge workers” are simply those whose job consists of having interesting conversations. </li></ul><ul><li>To have a conversation, you have to be comfortable being human—acknowledging you don’t have all the answers </li></ul>
  6. 6. Changing our own mindsets <ul><li>The official structure becomes less relevant. </li></ul><ul><li>The most valuable employee is the one who, in response to a question, doesn’t give a concrete answer in a booming voice but says, You should talk to Larry… Oh, and there’s a mailing list on this topic I ran into a couple of weeks ago…” (p.129) </li></ul>
  7. 7. What is stopping us? <ul><li>The urge to manage is deep in our culture. It ultimately is defeated by the fact of human fallibility (p. 152) </li></ul><ul><li>To paraphrase a line from p. 153: </li></ul><ul><li>Th e organization doesn’t have to be always right. It means being more human, and therefore less threatening. </li></ul>
  8. 8. Dare we try it? <ul><li>“ Conversations” as a means of differentiating service – </li></ul><ul><li>Yahoo Answers Vs “Traditional concept of Library Reference” </li></ul><ul><li>“ Give the Fish” Vs “Teach you to Fish” </li></ul><ul><li>(Why not both?) </li></ul><ul><li>“ Conversations” as a means of connecting with customers </li></ul><ul><li>Your friendly neighbourhood Librarian” Vs </li></ul><ul><li>THE LIBRARIAN from <name of your library> </li></ul>
  9. 9. Join the conversation! <ul><li>Continue the discussion at </li></ul><ul><li>OR </li></ul><ul><li> </li></ul>Ivan Chew. 2004.