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Book highlights: The Cluetrain Manifesto
 

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: http://www.cluetrain.com/ ...

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

Slides by Ivan Chew. RamblingLibrarian.blogspot.com. Created in 2004.

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Book highlights: The Cluetrain Manifesto Book highlights: The Cluetrain Manifesto Presentation Transcript

  • Book highlights - The Cluetrain Manifesto: The End of Business as Usual by Christopher Locke, Rick Levine, Doc Searls, David Weinberger Ivan Chew. 2004. RamblingLibrarian.blogspot.com
  • About the book…
    • How the Internet is turning business upside down.
    • 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.
    • 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”.
  • Real world examples
    • Yahoo! Ministry of Complaints.
    • Microsoft's Channel 9
    • Microsoft’s employees’ blogs
  • Concerns
    • Chapter 4 (p. 107) – But what about the risk?
    • Suppose a “lowly clerk” speaks for the company in public and says something wrong? Something actionable? Something confidential, or sensitive?
    • The authors’ response: It’s going to happen. It’s already happening. What makes us think it hasn’t happened?
  • Why & How to do it
    • 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.
    • To have a conversation, you have to be comfortable being human—acknowledging you don’t have all the answers
  • Changing our own mindsets
    • The official structure becomes less relevant.
    • 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)
  • What is stopping us?
    • The urge to manage is deep in our culture. It ultimately is defeated by the fact of human fallibility (p. 152)
    • To paraphrase a line from p. 153:
    • Th e organization doesn’t have to be always right. It means being more human, and therefore less threatening.
  • Dare we try it?
    • “ Conversations” as a means of differentiating service –
    • Yahoo Answers Vs “Traditional concept of Library Reference”
    • “ Give the Fish” Vs “Teach you to Fish”
    • (Why not both?)
    • “ Conversations” as a means of connecting with customers
    • Your friendly neighbourhood Librarian” Vs
    • THE LIBRARIAN from <name of your library>
  • Join the conversation!
    • Continue the discussion at http://rawnotes.blogspot.com/2004/08/cluetrain-manifesto-end-of-business-as.html
    • OR
    • http://tinyurl.com/2sjh99
    Ivan Chew. 2004. RamblingLibrarian.blogspot.com