1999-2009<br />10 years of<br />The Cluetrain Manifesto<br />A people-management <br />perspective<br />
1999<br />Rick Levine, <br />Christopher Locke,<br />Doc Searls, and <br />David Weiberger <br />write<br />www.jakobsland...
1999<br />95 theses about the impact of<br />Internet on both markets and<br />organizations<br />www.jakobsland.com<br />
1999<br />Some of these theses<br />call for deep changes <br />in people management <br />practices:<br />www.jakobsland....
01.<br />Markets are conversations.<br />www.jakobsland.com<br />
07.<br />Hyperlinks subvert hierarchy.<br />www.jakobsland.com<br />
09.<br />Networked conversations are enabling<br />powerful new forms of social<br />organization and knowledge<br />to em...
13.<br />What’s happening to markets is also<br />happening among employees. <br />A metaphysical construct called<br />“t...
23.<br />Companies attempting to “position”<br />themselves need to take a position.<br />Optimally, it should relate to s...
25.<br />Companies need to come down from<br />their Ivory Towers and talk to the<br />people with whom they hope to creat...
29.<br />Elvis said it best:<br />“We can’t go on together<br />					with suspicious minds”<br />www.jakobsland.com<br />
41.<br />Most (companies) are protecting less<br />against competitors than against their<br />own market and workforce.<b...
42.<br />As with networked markets, people<br />are also talking to each other directly<br />inside the company –and not j...
45.<br />The best (intranets) are built bottom-up<br />by engaged individuals cooperating<br />to construct something far ...
47.<br />While this scares companies witless,<br />they also depend heavily on open<br />intranets to generate and share<b...
48.<br />When corporate intranets are not<br />constrained by fear and legalistic rules,<br />the type of conversation the...
50.<br />Today, the org chart is hyperlinked,<br />not hierarchical. Respect for hands-on<br />knowledge wins over respect...
51.<br />Command-and-control management<br />styles both derive from and reinforce<br />bureaucracy, power tripping and an...
52.<br />Paranoia kills conversation. That’s its<br />point. But lack of open conversation<br />kills companies.<br />www....
64.<br />We (are the markets) who want access<br />to your corporate information, to your<br />plans and strategies, your ...
65.<br />We’re also the workers who make your<br />companies go. We want to talk to<br />customers directly in our own voi...
66.<br />As markets, as workers, both of us are<br />sick to death of getting our information<br />by remote control. Why ...
69.<br />Maybe you’re impressing your<br />investors. Maybe you’re impressing<br />Wall Street. You’re not impressing us.<...
70.<br />If you don’t impress us, your investors<br />are going to take a bath. Don’t they<br />understand this? If they d...
93.<br />We’re both inside companies and<br />outside them. The boundaries that<br />separate our conversations look like<...
94.<br />To traditional corporations, networked<br />conversations may appear confused,<br />may sound confusing. But we a...
1999<br />Rick Levine, <br />Christopher Locke,<br />Doc Searls, and <br />David Weiberger <br />write<br />www.jakobsland...
1999-2009<br />As they predicted,<br />markets are <br />getting smarter<br />www.jakobsland.com<br />
1999-2009<br />But, from a people<br />management<br />perspective,<br />www.jakobsland.com<br />
1999-2009<br />what have we<br />done in this time?<br />www.jakobsland.com<br />
CONTACT US @<br />www.jakobsland.com<br />info@jakobsland.com<br />
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10 years of the cluetrain manifesto

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10 years of the cluetrain manifesto

  1. 1. 1999-2009<br />10 years of<br />The Cluetrain Manifesto<br />A people-management <br />perspective<br />
  2. 2. 1999<br />Rick Levine, <br />Christopher Locke,<br />Doc Searls, and <br />David Weiberger <br />write<br />www.jakobsland.com<br />
  3. 3. 1999<br />95 theses about the impact of<br />Internet on both markets and<br />organizations<br />www.jakobsland.com<br />
  4. 4. 1999<br />Some of these theses<br />call for deep changes <br />in people management <br />practices:<br />www.jakobsland.com<br />
  5. 5. 01.<br />Markets are conversations.<br />www.jakobsland.com<br />
  6. 6. 07.<br />Hyperlinks subvert hierarchy.<br />www.jakobsland.com<br />
  7. 7. 09.<br />Networked conversations are enabling<br />powerful new forms of social<br />organization and knowledge<br />to emerge.<br />www.jakobsland.com<br />
  8. 8. 13.<br />What’s happening to markets is also<br />happening among employees. <br />A metaphysical construct called<br />“the company” is the only thing<br />standing between the two.<br />www.jakobsland.com<br />
  9. 9. 23.<br />Companies attempting to “position”<br />themselves need to take a position.<br />Optimally, it should relate to something<br />their market actually cares about.<br />www.jakobsland.com<br />
  10. 10. 25.<br />Companies need to come down from<br />their Ivory Towers and talk to the<br />people with whom they hope to create<br />relationships.<br />www.jakobsland.com<br />
  11. 11. 29.<br />Elvis said it best:<br />“We can’t go on together<br /> with suspicious minds”<br />www.jakobsland.com<br />
  12. 12. 41.<br />Most (companies) are protecting less<br />against competitors than against their<br />own market and workforce.<br />www.jakobsland.com<br />
  13. 13. 42.<br />As with networked markets, people<br />are also talking to each other directly<br />inside the company –and not just<br />about rules and regulations,<br />boardroom directives, bottom lines.<br />www.jakobsland.com<br />
  14. 14. 45.<br />The best (intranets) are built bottom-up<br />by engaged individuals cooperating<br />to construct something far more<br />valuable: an intranetworked corporate<br />conversation.<br />www.jakobsland.com<br />
  15. 15. 47.<br />While this scares companies witless,<br />they also depend heavily on open<br />intranets to generate and share<br />critical knowledge. They need to<br />resist the urge to “improve” or control<br />these networked conversations.<br />www.jakobsland.com<br />
  16. 16. 48.<br />When corporate intranets are not<br />constrained by fear and legalistic rules,<br />the type of conversation they<br />encourage sounds remarkably like the<br />conversation of the networked<br />marketplace.<br />www.jakobsland.com<br />
  17. 17. 50.<br />Today, the org chart is hyperlinked,<br />not hierarchical. Respect for hands-on<br />knowledge wins over respect for <br />abstract authority.<br />www.jakobsland.com<br />
  18. 18. 51.<br />Command-and-control management<br />styles both derive from and reinforce<br />bureaucracy, power tripping and an<br />overall culture of paranoia.<br />www.jakobsland.com<br />
  19. 19. 52.<br />Paranoia kills conversation. That’s its<br />point. But lack of open conversation<br />kills companies.<br />www.jakobsland.com<br />
  20. 20. 64.<br />We (are the markets) who want access<br />to your corporate information, to your<br />plans and strategies, your best thinking,<br />your genuine knowledge…<br />www.jakobsland.com<br />
  21. 21. 65.<br />We’re also the workers who make your<br />companies go. We want to talk to<br />customers directly in our own voices,<br />not in platitudes written into a script.<br />www.jakobsland.com<br />
  22. 22. 66.<br />As markets, as workers, both of us are<br />sick to death of getting our information<br />by remote control. Why do we need<br />faceless annual reports and third-hand<br />market research to introduce us to<br />each other?<br />www.jakobsland.com<br />
  23. 23. 69.<br />Maybe you’re impressing your<br />investors. Maybe you’re impressing<br />Wall Street. You’re not impressing us.<br />www.jakobsland.com<br />
  24. 24. 70.<br />If you don’t impress us, your investors<br />are going to take a bath. Don’t they<br />understand this? If they did, they<br />wouldn’t let you talk that way.<br />www.jakobsland.com<br />
  25. 25. 93.<br />We’re both inside companies and<br />outside them. The boundaries that<br />separate our conversations look like<br />the Berlin Wall (sic) today, but they’re<br />really just an annoyance. We know<br />they’re coming down. We’re going to<br />work from both sides to take them<br />down.<br />www.jakobsland.com<br />
  26. 26. 94.<br />To traditional corporations, networked<br />conversations may appear confused,<br />may sound confusing. But we are<br />organizing faster than they are.<br />We have better tools, more new <br />ideas, no rules to slow us down.<br />www.jakobsland.com<br />
  27. 27. 1999<br />Rick Levine, <br />Christopher Locke,<br />Doc Searls, and <br />David Weiberger <br />write<br />www.jakobsland.com<br />
  28. 28. 1999-2009<br />As they predicted,<br />markets are <br />getting smarter<br />www.jakobsland.com<br />
  29. 29. 1999-2009<br />But, from a people<br />management<br />perspective,<br />www.jakobsland.com<br />
  30. 30. 1999-2009<br />what have we<br />done in this time?<br />www.jakobsland.com<br />
  31. 31. CONTACT US @<br />www.jakobsland.com<br />info@jakobsland.com<br />

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