clue train manifesto


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1 to 70 theses

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clue train manifesto

  1. 1. 95 Theses VERTSOL (1 to 70) Submitted by: Ferline C. Chua, O0A Submitted to: Mr. Paul Pajo
  2. 2. 1: Markets are Conversations <ul><li>Markets are human beings. It is our nature to talk. </li></ul><ul><li>Conversations are the casual talks we had with our classmates, friends and etc. </li></ul><ul><li>Before, they communicate in a marketplace </li></ul><ul><li>But now, we communicate through the use of internet </li></ul><ul><li>Through the internet, we are connected to each other. </li></ul>
  3. 3. 2: Markets consist of human beings, not demographic sectors <ul><li>Demographic is a part of a population identified as a group. </li></ul><ul><li>We should focus as a whole! No discrimination! </li></ul><ul><li>The creations are for all people. </li></ul><ul><li>In internet, we are connected to all the people, not based on their status of their lives. </li></ul>
  4. 4. 3: Conversations among human being sound human. They are conducted in a human voice. <ul><li>Voice is what we used to communicate with other people </li></ul><ul><li>We, Human beings must speak genuine </li></ul><ul><li>When we are sad or happy still our voices will be with the accordance of our feelings </li></ul>
  5. 5. 4: Whether delivering information, opinions, perspectives, dissenting arguments or humorous asides, the human voice is typically open, natural, uncontrived <ul><li>We used our voices to send information and receive feedbacks. </li></ul><ul><li>Through Internet, we can express ourselves . That’s why many of us use Blogs. It is a way to share to their friends the real them. </li></ul><ul><li>We are open to what our friends will tell us. </li></ul>
  6. 6. 5: People recognize each other as such from the sound of this voice <ul><li>Voices doesn’t necessarily mean the physical sound but what comes from our minds or what we think or what we feel </li></ul><ul><li>Through Internet, our voices are being heard by people </li></ul><ul><li>We are recognized by them </li></ul>
  7. 7. 6: The Internet is enabling conversations among human beings that were simply not possible in the era of mass media <ul><li>Television and newspaper does not enable all of us to converse </li></ul><ul><li>Television and newspaper doesn’t give the security </li></ul><ul><li>The best way is to have internet as a media </li></ul>
  8. 8. 7: Hyperlinks subvert hierarchy <ul><li>Hyperlinks mean a document that is link in the web that shows relationship(internet) </li></ul><ul><li>Hierarchy means the ranking of people in an organization(business) </li></ul><ul><li>E-commerce replace the old way of making business </li></ul>
  9. 9. 8: In both inter networked markets and among intra networked employees, people are speaking to each other in a powerful new way <ul><li>Markets voices can lead to the success of the company </li></ul><ul><li>or can lead to the bankruptcy of the company </li></ul><ul><li>Markets are educated </li></ul>
  10. 10. 9: These networked conversations are enabling powerful new forms of social organization and knowledge exchange to emerge <ul><li>Yahoogroups is a way to be socialize to people and be informed </li></ul><ul><li>We will learn from our friends in the net </li></ul><ul><li>Thus, it builds as one community </li></ul>
  11. 11. 10: As a result, markets are getting smarter, more informed, more organized. Participation in a networked market changes people fundamentally <ul><li>We use google or yahoo as a search engine </li></ul><ul><li>There is update news in the net </li></ul><ul><li>albums, calendars(birthday updates) and diaries is available through the use of website </li></ul>
  12. 12. 11: People in networked markets have figured out that they get far better information and support from one another than from vendors. So much for corporate rhetoric about adding value to commoditized products <ul><li>More updated in the net rather than in the newspaper </li></ul><ul><li>Not limited; complete with information </li></ul><ul><li>As for the companies, they should make a strategy that can add value to their product </li></ul>
  13. 13. 12: There are no secrets. The networked market knows more than companies do about their own products. And whether the news is good or bad, they tell everyone <ul><li>No secrets must be kept </li></ul><ul><li>Their duty is to inform us </li></ul><ul><li>Through the help of internet, it easily spreads the information </li></ul>
  14. 14. 13: What's happening to markets is also happening among employees. A metaphysical construct called &quot;The Company &quot; is the only thing standing between the two” <ul><li>Employees are producers; Markets are consumers; Business is between them </li></ul><ul><li>This can help you to be a successful; but this can make you fail </li></ul><ul><li>The relationship with your employees is also your relationship with your markets </li></ul>
  15. 15. 14: Corporations do not speak in the same voice as these new networked conversations. To their intended online audiences, companies sound hollow, flat, literally inhuman <ul><li>There is a big difference with corporations and our network friends </li></ul><ul><li>Company does not show you what they feel </li></ul><ul><li>Genuine voice is being comfortable, and just being yourself </li></ul>
  16. 16. 15: In just a few more years, the current homogenized &quot;voice&quot; of business—the sound of mission statements and brochures—will seem as contrived and artificial as the language of the 18th century French court. <ul><li>Businesses in the future will not be genuine and just an artificial </li></ul><ul><li>We can see that all businesses are the same and nothing different from them, from how they form, design and talk </li></ul>
  17. 17. 16: Already, companies that speak in the language of the pitch, the dog-and-pony show, are no longer speaking to anyone. <ul><li>Company who is not true can be concluded as a company who does not speak to anyone </li></ul><ul><li>It is not good if the company are just there to perform, they must have the knowledge to speak and listen with their customers. </li></ul>
  18. 18. 17: Companies that assume online markets are the same markets that used to watch their ads on television are kidding themselves. <ul><li>They don’t know the essence of having an online shop </li></ul><ul><li>The companies do not use the resources and skills they have in order to engage in this kind of system </li></ul>
  19. 19. 18: Companies that don't realize their markets are now networked person-to-person, getting smarter as a result and deeply joined in conversation are missing their best opportunity. <ul><li>Companies should grab this opportunity of using networks because they can get innovative ideas from their online markets freely without the need to pay them </li></ul><ul><li>The markets are getting smarter since a new information that receives by the market will be shared to everyone </li></ul>
  20. 20. 19: Companies can now communicate with their markets directly. If they blow it, it could be their last chance. <ul><li>If the company know how to make websites in their own which can receives feedbacks to their customers, they have a chance to succeed </li></ul><ul><li>He will not be left out by some of the retailing business that is engaged already in an online shops </li></ul>
  21. 21. 20: Companies need to realize their markets are often laughing. At them. <ul><li>A market knows how to use network as a resource </li></ul><ul><li>markets are laughing at companies who do not take advantage of the available resources </li></ul>
  22. 22. 21: Companies need to lighten up and take themselves less seriously. They need to get a sense of humor. <ul><li>markets does not want to talk with the company because they are serious in nature </li></ul><ul><li>They don’t realize the ideas that come out to us is important for them. </li></ul><ul><li>There is no trust between the companies and markets. </li></ul>
  23. 23. 22 Getting a sense of humor does not mean putting some jokes on the corporate web site. Rather, it requires big values, a little humility, straight talk, and a genuine point of view. <ul><li>companies should not be serious and must have a sense of humor </li></ul><ul><li>We want something an ideal company that would serve us anytime and give our needs </li></ul>
  24. 24. 23 Companies attempting to &quot;position&quot; themselves need to take a position. Optimally, it should relate to something their market actually cares about. <ul><li>If companies want to be successful, they first need to know what their markets wants </li></ul><ul><li>Markets are the first priority of the company </li></ul><ul><li>They must answer: “What our customer really cares about?” </li></ul>
  25. 25. 24 Bombastic boasts—&quot;We are positioned to become the preeminent provider of XYZ&quot;—do not constitute a position. <ul><li>This is very evident in our society. </li></ul><ul><li>The companies are saying that their mission is to serve the markets, but actually they care is only their own profit </li></ul><ul><li>Company that acts like that will not be successful </li></ul>
  26. 26. 25 Companies need to come down from their Ivory Towers and talk to the people with whom they hope to create relationships. <ul><li>In order to serve their people, they need to approach us </li></ul><ul><li>They must gain that loyalty and trust from us </li></ul><ul><li>There are strategies that can help companies to create good relationships with us </li></ul>
  27. 27. 26 Public Relations does not relate to the public. Companies are deeply afraid of their markets. <ul><li>Companies are afraid to their markets because markets can make them fall </li></ul><ul><li>Even though companies have people that are good in public relations, if still they don’t have good strategies, they will not get the trust of people </li></ul>
  28. 28. 27 By speaking in language that is distant, uninviting, arrogant, they build walls to keep markets at bay. <ul><li>If they will continue not to care about their markets, their markets in return will not also care about them. </li></ul><ul><li>Companies should see the importance of their markets </li></ul>
  29. 29. 28 Most marketing programs are based on the fear that the market might see what's really going on inside the company. <ul><li>Markets need to see the truth </li></ul><ul><li>They must realized that the important thing is to be close with their markets </li></ul>
  30. 30. 29 Elvis said it best: &quot;We can't go on together with suspicious minds.” <ul><li>Market can’t come together or join with the companies who are suspicious minded </li></ul><ul><li>If companies want to have customers, they must first adapt to new changes or what the customers suggest them to do </li></ul><ul><li>If companies does not listen to their customers, they will not be successful. </li></ul>
  31. 31. 30. Brand loyalty is the corporate version of going steady, but the breakup is inevitable—and coming fast. Because they are networked, smart markets are able to renegotiate relationships with blinding speed. <ul><li>Being loyal to the brand especially for the companies who served us for many long years will come to an end </li></ul><ul><li>If companies will not listen to their customers, they will lose them </li></ul><ul><li>Many companies goes bankrupt because they never listen to their customers </li></ul>
  32. 32. 31 Networked markets can change suppliers overnight. Networked knowledge workers can change employers over lunch. Your own &quot;downsizing initiatives&quot; taught us to ask the question: &quot;Loyalty? What's that?&quot; <ul><li>Online retail store can change people or worker without others knowing </li></ul><ul><li>There would be no loyal customers if companies will not change to what the customer wants </li></ul>
  33. 33. 32 Smart markets will find suppliers who speak their own language. <ul><li>This is an alliance strategy </li></ul><ul><li>We want that companies would also hear what we wants to say </li></ul><ul><li>At the same time, companies also wants that their suppliers is also as good as them </li></ul>
  34. 34. 33 Learning to speak with a human voice is not a parlor trick. It can't be &quot;picked up&quot; at some tony conference. <ul><li>Speaking in a human voice is hard to do; it is not a trick </li></ul><ul><li>Companies must know how to take an advantage of the opinions that customers are sharing </li></ul><ul><li>For some companies, it is difficult to get the ideas of customers </li></ul>
  35. 35. 34 To speak with a human voice, companies must share the concerns of their communities.   <ul><li>This is the continuation of 33th theses </li></ul><ul><li>Companies should listen and do any action to what the customers suggest. </li></ul><ul><li>To capture the attention of people, they must know to used their suggestions </li></ul>
  36. 36. 35  But first, they must belong to a community. <ul><li>Companies must first interact with customers </li></ul><ul><li>After that, they need to apply what others wants them to apply </li></ul><ul><li>Then they will have that human voice </li></ul>
  37. 37. 36. Companies must ask themselves where their corporate cultures end.   <ul><li>There is an end for everything </li></ul><ul><li>Change is important in business for them to continue </li></ul><ul><li>Shift from a traditional way of business to a new business with the help of technology </li></ul>
  38. 38. 37. If their cultures end before the community begins, they will have no market. <ul><li>They must change before others would. </li></ul><ul><li>This is their chance to be on top and defeat many stores </li></ul><ul><li>Before the market became smart, the companies should think of something new as a result of good technology. </li></ul>
  39. 39. 38. Human communities are based on discourse—on human speech about human concerns. <ul><li>Communities consists of people sharing ideas and thoughts </li></ul><ul><li>This is what the companies wanted – human speech </li></ul><ul><li>This human speech will be their edge to be successful </li></ul>
  40. 40. 39. The community of discourse is the market. <ul><li>The important people in the community is market. </li></ul><ul><li>Without the people, there would be no sharing of ideas in which the company wants to receive. </li></ul><ul><li>Receiving that human speech only means that people has concerns on you as a company </li></ul>
  41. 41. 40. Companies that do not belong to a community of discourse will die. <ul><li>Companies must belong to that community where there is sharing of thoughts and ideas in order to be on top. </li></ul><ul><li>For example, a customer said that they need to change. Companies should listen to their customer needs and wants. </li></ul><ul><li>That is what this 40 th theses mean </li></ul>
  42. 42. 41. Companies make a religion of security, but this is largely a red herring. Most are protecting less against competitors than against their own market and workforce.   <ul><li>Some companies compare themselves to other companies especially their competitors. </li></ul><ul><li>If their competitors adds a product, they will also do the same way. </li></ul><ul><li>They are blinded of the fact that customers can also give new ideas for their betterment. </li></ul>
  43. 43. 42. As with networked markets, people are also talking to each other directly inside the company—and not just about rules and regulations, boardroom directives, bottom lines <ul><li>In networking, there is no formality needed unlike in corporate world. </li></ul><ul><li>It needs only your true self , your own opinion, and judgement regarding an issue. </li></ul><ul><li>Companies should see that they can use network to be connected with their market. </li></ul>
  44. 44. 43. Such conversations are taking place today on corporate intranets. But only when the conditions are right. <ul><li>There are conversations happening in the company. </li></ul><ul><li>According to this theses, this is not the right timing. </li></ul><ul><li>Companies should make use of technology available such as intranets. </li></ul>
  45. 45. 44. Companies typically install intranets top-down to distribute HR policies and other corporate information that workers are doing their best to ignore. <ul><li>Some companies makes use of the advantage of having intranets in their organization. </li></ul><ul><li>One of the advantages is easily to distribute or assign task to other employees </li></ul><ul><li>Even though some companies have intranets, still many employees does not use intranet in its best use. </li></ul>
  46. 46. 45. Intranets naturally tend to route around boredom. The best are built bottom-up by engaged individuals cooperating to construct something far more valuable: an intranetworked corporate conversation. <ul><li>The important thing a corporation can get to an intranet is –an intranetworked corporate conversation. </li></ul><ul><li>For me, intranetworked corporation conversation means that the companies inside are having authentic conversation. </li></ul><ul><li>Companies should also listen to what employees want to say. </li></ul>
  47. 47. 46. A healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union. <ul><li>Having intranet will have unity in the organization. </li></ul><ul><li>It gives the employees new meaning in effect of the intranets. </li></ul><ul><li>This is what the corporations want- an open conversation with the employees </li></ul>
  48. 48. 47. While this scares companies witless, they also depend heavily on open intranets to generate and share critical knowledge. They need to resist the urge to &quot;improve&quot; or control these networked conversations. <ul><li>Companies does not want to engage with intranets because of the cost of installing it. </li></ul><ul><li>Even though companies really need the benefits of intranet, still they don’t want to use it. </li></ul><ul><li>Companies need to improve the conversation happening inside the company. </li></ul>
  49. 49. 48. When corporate intranets are not constrained by fear and legalistic rules, the type of conversation they encourage sounds remarkably like the conversation of the networked marketplace. <ul><li>This means that if there is no fear happening inside the company, then we can say that there is an authentic conversation. </li></ul><ul><li>We all know that in a corporate world, employees have fear that they might make mistakes. </li></ul><ul><li>This what we really wants – an authentic conversation like in a networked marketplace. </li></ul>
  50. 50. 49. Org charts worked in an older economy where plans could be fully understood from atop steep management pyramids and detailed work orders could be handed down from on high. <ul><li>Corporations used org chart to know the positions of people inside the company. </li></ul><ul><li>This statement just explains what is an org chart. </li></ul><ul><li>We can see that people are being organized in an org chart. </li></ul>
  51. 51.   50. Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority. <ul><li>Org chart before are like hierarchical; but now it is like a hyperlink </li></ul><ul><li>For me, having org chart as an hierarchical only gives abstract authority. </li></ul><ul><li>An intelligence of one’s person is based on his hands-on knowledge. </li></ul>
  52. 52. 51. Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia. <ul><li>Command and control derives from the word bureaucracy. </li></ul><ul><li>Having command and control will only result to lack of authentic conversation in the company. </li></ul><ul><li>This also result to culture of paranoia meaning culture of fear. </li></ul>
  53. 53. 52. Paranoia kills conversation. That's its point. But lack of open conversation kills companies. <ul><li>Fear kills conversation because if an individual has fear to someone else, it means that he will be forced not to express himself. He will first think of the feeling of others- if somebody will get angry at him or not. </li></ul><ul><li>The result of having fear is the lack of authentic conversation. </li></ul><ul><li>Thus, this lack of conversation also kills the company because company needs communication for better management. </li></ul>
  54. 54. 53. There are two conversations going on. One inside the company. One with the market. <ul><li>These two conversations are important to the company. </li></ul><ul><li>Having a good communication inside the company will make the employees have an open and true insights. Employees are the ones who will help the company to be successful. </li></ul><ul><li>Another conversation is with the market. Companies need to maintain communication with the market so that these market will buy their products. </li></ul>
  55. 55. 54. 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. <ul><li>This means that there is a need for improvement of the two conversations –with employees and markets. </li></ul><ul><li>We can point that the source of the problem is the cause of command and control. </li></ul><ul><li>Command and control forces us to be perfect. Thus, create us the “fear”. </li></ul>
  56. 56. 55. 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. <ul><li>These are said to be poisonous since many companies are still using command and control to manage their organization. </li></ul><ul><li>This statement believes that it is broken since command and control is not efficient and effective. </li></ul><ul><li>Command and control generates distrust to our employees. </li></ul>
  57. 57. 56. These two conversations want to talk to each other. They are speaking the same language. They recognize each other's voices. <ul><li>Employees and markets want the authentic conversation from the company. </li></ul><ul><li>We know the importance of having a genuine conversation. </li></ul>
  58. 58. 57. Smart companies will get out of the way and help the inevitable to happen sooner. <ul><li>There are companies that are smart. </li></ul><ul><li>These smart companies are companies that listen to what the needs of people. </li></ul><ul><li>They are the one who will succeed and be the leading company since they know who are their people. </li></ul>
  59. 59. 58. If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up. <ul><li>IQ or intelligence quotient is a way to measure an individual’s intelligence. </li></ul><ul><li>Even though, the people behind the companies are professional people, it does not mean that they are smart. </li></ul><ul><li>There are only few companies that are smart. </li></ul>
  60. 60. 59. However subliminally at the moment, millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing these conversations from intersecting. <ul><li>Millions of people know the advantages of using web in order for the companies to succeed. </li></ul><ul><li>But this is what the companies does not know that the can use its full benefits. </li></ul><ul><li>With that, companies are now preventing markets to talk or converse. </li></ul>
  61. 61. 60. This is suicidal. Markets want to talk to companies. <ul><li>If somebody prevents us to speak, that would be suicidal. </li></ul><ul><li>We are already consider technology as part in our lives which makes us difficult not to use it. </li></ul><ul><li>It is the only way for the markets to talk to the companies. </li></ul><ul><li>Markets want to talk to companies so that they can address their needs. </li></ul>
  62. 62. 61. Sadly, the part of the company a networked market wants to talk to is usually hidden behind a smokescreen of hucksterism, of language that rings false—and often is. <ul><li>The company does not use the conversation they have with the markets to be different from their competitors. </li></ul><ul><li>The conversation with market is hidden even though there are conversations happening in the web. </li></ul>
  63. 63. 62. Markets do not want to talk to flacks and hucksters. They want to participate in the conversations going on behind the corporate firewall. <ul><li>Markets does not want to talk to the sales person s to be the representative of the company. </li></ul><ul><li>We want that if they talk to us, they would also listen to what we say. </li></ul>
  64. 64. 63. De-cloaking, getting personal: We are those markets. We want to talk to you. <ul><li>We wants to talk to the companies. </li></ul><ul><li>We know that they are the only one who can address our needs. </li></ul><ul><li>Companies does not care of their conversations with the market. It is different from what we want. </li></ul>
  65. 65. 64. We want access to your corporate information, to your plans and strategies, your best thinking, your genuine knowledge. We will not settle for the 4-color brochure, for web sites chock-a-block with eye candy but lacking any substance. <ul><li>Markets want to know what the companies’ ideas in order for them to check it. </li></ul><ul><li>We will not only see what your plans but also we want to add opinions if we have. </li></ul><ul><li>We know what are the good ideas from a not substance ideas. </li></ul>
  66. 66. 65. We're also the workers who make your companies go. We want to talk to customers directly in our own voices, not in platitudes written into a script. <ul><li>Markets does not only represent the customers of the company, but also we are the workers who help the company. </li></ul><ul><li>Workers want to be true because they know that markets does not want people who are not sincere. </li></ul><ul><li>But, workers does not have any choice and to follow what the higher authority commanded them to do. </li></ul>
  67. 67. 66. As markets, as workers, both of us are sick to death of getting our information by remote control. Why do we need faceless annual reports and third-hand market research studies to introduce us to each other? <ul><li>There is no difference being a market and a worker. </li></ul><ul><li>All of us want to have a genuine conversation with the company. </li></ul><ul><li>We don’t need to have research studies to get information about customers. We can talk to them and be sincere. </li></ul>
  68. 68. 67. As markets, as workers, we wonder why you're not listening. You seem to be speaking a different language. <ul><li>Even though we are already talking about in having genuine conversations, still the company is not listening to what we are saying. </li></ul><ul><li>They continue to speak in a different language. </li></ul><ul><li>It builds a wall between the company and us. </li></ul>
  69. 69. 68. The inflated self-important jargon you sling around in the press, at your conferences what's that got to do with us? <ul><li>Company does not want to listen to us because of self-important. </li></ul><ul><li>The only thing that is important is themselves and not the markets. </li></ul><ul><li>We produce product not for our own sake but for the sake of producing it for our customer needs. </li></ul>
  70. 70. 69. Maybe you're impressing your investors. Maybe you're impressing Wall Street. You're not impressing us. <ul><li>Markets are already smart. </li></ul><ul><li>We can distinguish what is right and what is good. We can distinguish what we need and what we don’t need. </li></ul><ul><li>Because of markets are conversation, we also learned many things from other people. </li></ul>
  71. 71. 70. If you don't impress us, your investors are going to take a bath. Don't they understand this? If they did, they wouldn't let you talk that way. <ul><li>If the company does not listen to what we say, we will continue to spread the things about them. </li></ul><ul><li>We will talk to the investors. And they will listen to what we say. </li></ul><ul><li>If they realized that they are wrong, they will not talk to the company same with us. </li></ul>