Jure Vižintin

36. Podjetja se morajo vprašati, kje se konča kultura njihove organizacije.

37. Če se njihova kultura konča preden se začne skupnost, potem nimajo trga.

38. Človeške skupnosti so osnovane na razpravi – na pogovoru o človeških zadevah.

39. Trg je razpravljajoča skupnost.

40. Podjetja, ki ne pripadajo razpravljajoči skupnosti bodo propadla.

41. Podjetja delajo iz varnosti religijo, vendar gre v glavnem odvračanje pozornosti. Predvsem se, bolj kot proti tekmecem, trudijo zavarovati proti lastnim trgom in zaposlenimi.

42. Kot v omreženih trgih se ljudje pogovarjajo med seboj tudi znotraj podjetij – pa ne samo o pravilih, direktivah in delovni učinkovitosti.

43. Taki pogovori se odvijajo vsak dan v korporativnih intranetih. Vendar samo kadar so razmere ugodne.

44. Podjetja navadno vzpostavijo intranete z vrha navzdol, da bi širili delovna navodila in druge korporativne informacije, ki jih zaposleni po najboljših močeh ignorirajo.

45. Intraneti navadno poganjajo iz dolgčasa. Najboljše sestavljajo od spodaj navzgor zagnani posamezniki, ki sodelujejo pri ustvarjanju nečesa veliko bolj dragocenega: omreženih koporativnih pogovorov.

46. Zdravi intraneti organizirajo delavce na različne načine. Njihovi učinki so bolj radikalni, kot dnevni red katerega koli sindikata.

47. To seveda na smrt straši podjetja, ki pa so ob enem zelo odvisna od odprtih intranetov, ki ustvarjajo in razširjajo kritično znanje. Morajo se upreti potrebi po »popravljanju« in nadzoru teh omreženih pogovorov.

48. Kadar intraneti niso omejeni s strahom in uradniškimi pravili, je način pogovorov, ki jih spodbuja, izredno podoben pogovorom na omreženih trgih.

49. Organizacijske sheme so delovale v stari ekonomiji, v kateri je vodstvo dobro razumelo načrte in lahko razširilo natančna delovna navodila navzdol po piramidi.

50. Danes organizacijske sheme niso več hierarhične ampak sestavljene iz hiperpovezav. Spoštovanje do znanja zmaguje nad spoštovanjem abstraktnih avtoritet.

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36. Companies must ask themselves where their corporate cultures end.

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

38. Human communities are based on discourse—on human speech about human concerns.

39. The community of discourse is the market.

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

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.

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.

43. Such conversations are taking place today on corporate intranets. But only when the conditions are right.

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

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.

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

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 “improve” or control these networked conversations.

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.

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.

50. Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.

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