The Cluetrain Manifesto (1999) Greenstone

In this age of information, communication, connections, community manager of , and other issues boundless, it seems that it is still the Cluetrain Manifesto (1999).

I prefer the 64 key " We have access to your corporate information, your plans and strategies, your best thinking, your genuine knowledge. We will not settle for your four-color brochures, or your Web overloaded with visual goodies but with very little substance. "

THESIS 95

Markets are conversations.

Markets consist of human beings, not demographic sectors.

Conversations among human beings sound human. They are conducted in a human voice.

Whether delivering information, opinions, perspectives, dissenting arguments or humorous asides, the human voice is typically open, natural, sincere.

People are recognized as such by the sound of this voice.

The Internet is enabling conversations among human beings that were simply impossible in the era of mass media.

undermine Hyperlinks the hierarchy.

In the markets and among employees intranetworked, people use new and powerful forms of communication.

These networked conversations made possible the emergence of powerful new forms of social organization and knowledge exchange.

As a result, markets are getting smarter, more informed, more organized. Participation in a networked market changes people fundamentally.

People involved 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.

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.

What happens in the markets, also happening among employees. A metaphysical construct called "The Company" the only thing standing between the two.

Corporations do not speak the same voice as these new networked conversations. To their intended online audiences, companies sound hollow, flat, literally inhuman.

In just a few years, the current homogenized "voice" of business - the sound of mission statements and brochures - will seem as contrived and artificial as the language of the French court in the century 18.

Today, companies that speak the language The quack, and do not capture anyone's attention.

Companies that assume online markets are the same markets that see their ads on television are kidding themselves.

Companies do not realize their markets are now networked person-to-person, and consequently becoming more intelligent and deeply joined in conversation are missing their best opportunity.

Companies can now communicate with their markets directly. This could be your last chance if the waste.

Companies must realize that their markets are often laughing. Of them.

Companies need to lighten up and take themselves less seriously. They need to have a sense of humor.

Making Sense of humor does not mean putting some jokes on the corporate Web. Requires big values, a little humility, honesty and a genuine point of view.

companies attempting to "position" themselves need take a position. Ideally connected to something that actually cares about your market.

exaggerated statements - "We are positioned to become the preeminent provider of XYZ" - do not constitute a position.

Companies need to get off his pedestal and talk to people with whom they hope to establish relationships.

Public Relations does not relate to the public. Companies are deeply afraid of their markets.

Using language that is distant, uninviting, arrogant, they build walls to distance themselves from their markets.

Most marketing plans are based on fears that the market might see what really happens inside the company.

Presley Elvis said it best: "We can not go on together with suspicious minds."

The brand loyalty is the corporate version of going steady, but the breakup is inevitable - and coming fast. Because they are interconnected smart markets are able to renegotiate relationships with blinding speed.

Networked markets can change suppliers instantly. "Employees Networked knowledge can change employers over lunch. The very size reduction initiatives in taught us to ask: "Loyalty? What's that?"

Smart markets will find suppliers who speak their own language.

Learning to speak with a human voice is not a trick magic. Can not be learned at a conference.

To speak with a human voice, companies must share the concerns of their communities.

But first, they must belong to a community.

Companies must ask themselves where their corporate cultures.

If their cultures end before the community begins, they will have no market.

Human communities are based on dialogue - Human speech about human concerns.

The community of discourse is the market.

Companies that do not belong to a community of discourse will die.

Companies make a religion of security, but this is useless. Most are protecting less against competitors than their own market and workforce.

As with networked markets, people also communicate with each other directly into the company - and not just about rules and regulations, the official line, profitability.

These talks are conducted through corporate intranets. But only when conditions are favorable.

Companies typically install intranets top-down to distribute HR policies and other corporate information that workers are trying to ignore.

Intranets naturally tend to route around boredom. The best are built from below by engaged individuals cooperating to construct something far more valuable: an interconnected corporate conversation.

A healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union.

While this scares a lot of companies, also rely heavily on open intranets to generate and share critical knowledge. Need to resist the temptation to "improve" or control these networked conversations.

When
corporate intranets are not constrained by fear and legalistic rules, the kind of conversation they encourage sounds remarkably like the conversation of the networked marketplace.

Org charts worked in an older economy where plans could be fully understood from atop steep management pyramids and could pass detailed work orders from above.

Today, the org chart is hyperlinked, not hierarchical. Respect to practical knowledge is more important than abstract authority.

management styles of command and control ", derive from and reinforce bureaucracy, power struggles and a general culture of paranoia.

Paranoia kills conversation. That is their goal. But lack of open conversation kills companies.

There are two conversations taking place. One inside the company. One with the market.

In general, neither conversation is going very well. Almost invariably, the cause of failure can be traced in obsolete notions of command and control.

As a policy, these ideas are poisonous. As tools, they are broken. The practice of command and control are met with hostility by knowledge workers and generate distrust intranetworked networked markets.

These two conversations want to talk. They speak the same language. Recognize each other's voices.

Smart companies will do whatever it takes to make the inevitable happen sooner.

If IQ is measured as the willingness to "give way" or out of the way, then very few companies have become wise.

Although at this time is a little subliminal, millions of people now online perceive companies as something a little more than quaint legal fictions that are actively preventing these conversations from intersecting.

This is suicidal. Markets want to talk to companies.

Unfortunately, Part of the company which markets they want to communicate is behind a smokescreen of language that rings false - and most of the time it is.

Markets do not want to talk to flacks and hucksters. They want to participate in conversations going on behind the corporate protection (firewall).

Get in a more personal level: We are those markets. We chat with you.

We have access to your corporate information, your plans and strategies, your best ideas and your genuine knowledge. We will not settle for your four-color brochures, or your Web overloaded with visual goodies but with very little substance.

We're also the workers who make their companies. We want to talk directly with customers with its own voice, not in platitudes written into a script.

As markets, as employees, we are tired of getting our information by remote control. Why do we need faceless annual reports and market studies of third-hand to introduce each other?

As markets, as workers, we wonder why do not you listen? Seem to be speaking a different language.

inflated and pompous language you use - in the press, at your conferences - what has to do with us?

Maybe you're impressing your investors. Maybe you're impressing the stock market. You're not impressing us.

If you do not impress us, your investors will lose out. Do not they understand this? If they did, not let you talk as you do.

Your tired notions of "the market" make us turn to the heavens. Do not recognize ourselves in your projections - perhaps because they know we're already elsewhere.

This new market seems much better. In fact, we are creating.

're invited, but is our world. Take your shoes off at the door. If you want to trade with us, down off that camel!

We are immune to advertising. Forget it.

If you wish to speak to you, tell us something. Make it something interesting for a change.

We've got some ideas for you: new tools we need, some better service. Things for which we are willing to pay. Got a minute?

You're too busy "doing business" to answer our email? By God, go, come back later. Maybe.

You want us our money? We want you to pay attention.

want to drop your trip, come out of your neurotic, come to the party.

Do not worry, you can still make money. Of course, until the only thing on your mind.

Have you noticed that, by itself, money is one-dimensional and boring? What else can we talk?

Your product broke. Why? We would ask the person he did. Your corporate strategy makes no sense. We like to talk with your CEO. What do you not?

We want you to take 50 million of us as seriously as you take a reporter for the Journal.

know some people in your company. They are cool online. Do you have more of those hiding? Can they come out to play?

When we have questions we in the rest of us for clarification. If you were not such tight control over "your people" maybe we would support in them too.

When we're not busy being your "target market", many of us are your people. We prefer talking to friends online than watching the clock. That would get your name rather than your Web million. But you tell us speaking to the market belongs to the marketing department.

We would like you to understand what is happening here. That would be fine. But it would be a mistake to think we'll wait with folded arms.

We are concerned about things whether you'll change in time to do business with us. The business is only part of our lives. Seems to be all yours. Think about it: who needs whom?

We have real power and we know it. If you do not quite see the light, someone else will come along that's more attentive, more interesting and fun to play.

Even in the worst, our newfound conversation is more interesting than most trade shows, more entertaining than a television show and certainly more attached to real life than any corporate website we have visited.

Our allegiance is to ourselves - our friends, our new allies and acquaintances, even our sparring partners. Companies that do not play a role in this world, also have no future.

Companies spend millions of dollars on Y2K. How come they can not hear the ticking of this time bomb? The stakes are even more important.

We're both inside companies and outside them. The boundaries that separate our conversations look like the Berlin Wall today, but they are just an annoyance. We know that fall. Work from both sides to take them down.

To traditional corporations, networked conversations may appear a sea of \u200b\u200bconfusion. But we are organizing faster than they are. We have better tools, more new ideas, no rules to slow us down.

We are waking up and connecting. We are watching. But we are not waiting.

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THESIS 95

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