61. Žal je del podjetja, s katerim želijo govoriti omreženi trgi, navadno skrit za dimno zaveso propagandnega govora, ki zveni umetno – kar navadno tudi je.
62. Trgi ne želijo govoriti s propagandisti in predstavniki za stike z javnostmi. Sodelovati želijo v pogovorih, ki se dogajajo za požarnimi zidovi.
63. Razkrinkati, poosebiti: Mi smo ti trgi. Želimo govoriti z vami.
64. Hočemo vpogled v vaše korporativne informacije, načrte, strategije, vaše najboljše misli in avtentično znanje. Ne bomo se zadovoljili z barvnimi brošurami in vsebinsko praznimi spletnimi mesti natrpanimi z grafičnimi sladkorčki.
65. Mi smo tudi delavci, ki poganjajo vaša podjetja. S strankami hočemo govoriti z lastnimi glasovi, ne pa po scenarijih polnih puhlic.
66. Kot trgi in kot delavci smo siti, da dobivamo informacije na daljavo. Zakaj rabimo brezoblična letna poročila in neodvisne tržne raziskave, da se spoznamo drug z drugim?
67. Kot trgi in kot delavci se sprašujemo, zakaj nas ne poslušate? Kot da govorimo različne jezike.
68. Napihnjeni samopoveličevalni žargon, s katerim opletate – v tisku, na vaših konferencah – kaj ima to opraviti z nami?
69. Mogoče navdušujete svoje investitorje. Mogoče navdušujete Wall Street. Vsekakor ne navdušujete nas.
70. Če ne navdušujete nas, bodo vaši investitorji potonili. Kaj ne razumejo tega? Če bi, vam ne bi dovolili govoriti na ta način.
71. Od vaših idej o »trgu« nam posteklenijo oči. Ne prepoznamo se v vaših projekcijah – verjetno zato, ker smo že zdaj nekje drugje.
72. Veliko bolj nam je všeč ta novi trg. Pravzaprav ga sami ustvarjamo.
73. Tudi vi ste povabljeni, vendar je to naš svet. Sezujte se na pragu. Če hočete barantati z nami, morate sestopiti s kamel.
74. Imuni smo na oglaševanje. Pozabite na to.
75. Če hočete, da govorimo z vami, nam najprej kaj povejte. Naj bo za spremembo kaj zanimivega.
76. Tudi mi imamo par idej za vas: nova orodja, ki jih potrebujemo, nove storitve. Stvari, za katero smo pripravljeni plačati. Imate minuto?
77. Prezaposleni ste s poslom, da bi odgovarjali na našo e-pošto? Oh, joj, oprostite, se vrnemo kasneje. Mogoče.
78. Hočete naš denar? Mi pa hočemo vašo pozornost.
79. Hočemo, da odvržete svoje maske, izstopite iz svoje nevrotične samozagledanosti in se pridružite zabavi.
80. Brez skrbi, še vedno lahko pridelujete denar. Vsaj dokler to ni vaš edini cilj.
81. Ste opazili, kako je denar v resnici enodimenzionalen in dolgočasen. O čem se še lahko pogovarjamo?
82. Vaš izdelek je pokvarjen. Zakaj? Radi bi govorili s človekom, ki ga je naredil. Vaša poslovna strategija nima smisla. Radi bi podebatirali z vašo direktorico. Kako to mislite, »ni dosegljiva«?
83. Hočemo, da nas 50 milijonov jemljete vsaj tako resno, kot enega novinarja Wall Street Journala-a.
84. Poznamo nekaj ljudi iz vašega podjetja. Na internetu so prav kul. Skrivate še kaj takih? A se lahko pridejo igrat z nami?
85. Kadar imamo kaka vprašanja, jih rešujemo drug z drugim. Če vi ne bi tako trdo vladali »svojim ljudem«, bi se mogoče obrnili na koga od njih.
86. Kadar nismo zaposleni kot vaša »ciljna skupina«, smo številni v bistvu vaši ljudje. Raje se pogovarjamo s prijatelji, kot pa da gledamo na uro. Vaše ime lahko razširimo bolje, kot vaše potratno spletno mesto. Vi pa nam pravite, da je komuniciranje s trgi delo »strokovnjakov za trženje«.
87. Radi bi, da bi tudi vi dojeli, kaj se dogaja. To bi bilo res fino. Ne mislite pa, da komaj čakamo.
88. Imamo pametnejše delo, kot pa skrbeti, če se boste dovolj hitro spremenili, da bi obdržali posel z nami. Posel je samo del naših življenj. Zdi pa se, da je vse v vašem življenju. Pomislite: Kdo potrebuje koga?
89. Mi imamo resnično moč in tega se zavedamo. Če se ne znajdete najbolje, se bo pojavil nekdo drug, ki bo bolj pozoren, bolj zanimiv in bolj zabaven.
90. Še kadar je najslabši, je naš novonastali pogovor bolj zanimiv, kot večina sejmov, bolj zabaven, kot katerakoli nadaljevanka in bolj resničen, kot vsa korporativna spletna mesta, ki smo jih doslej videli.
91. Zvesti smo samim sebi – prijateljem, našim novim zaveznikom, znancem, celo svojim borilnim partnerjem. Podjetja, ki niso del tega sveta, nimajo prihodnosti.
92. Podjetja zapravljajo milijarde za priprave na Y2K. Zakaj ne slišijo tiktakanja peklenskega stroja trga? Vložki so še višji.
93. Smo povsod, v podjetjih in zunaj njih. Meje, ki ločujejo naše pogovore se zdijo kot Berlinski zid, v resnici pa so samo nadloga. Vemo, da padajo. Na tem delamo z obeh strani.
94. Tradicionalnim podjetjem omreženi pogovori izgledajo in zvenijo zmedeno. Vendar se mi organiziramo hitreje kot oni. Imamo boljša orodja, več idej in nobenih pravil, ki bi nas upočasnjevala.
95. Prebujamo se in povezujemo. Gledamo vendar ne čakamo.
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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.
62. Markets do not want to talk to flacks and hucksters. They want to participate in the conversations going on behind the corporate firewall.
63. De-cloaking, getting personal: We are those markets. We want to talk to you.
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.
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.
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?
67. As markets, as workers, we wonder why you’re not listening. You seem to be speaking a different language.
68. The inflated self-important jargon you sling around—in the press, at your conferences—what’s that got to do with us?
69. Maybe you’re impressing your investors. Maybe you’re impressing Wall Street. You’re not impressing us.
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.
71. Your tired notions of “the market” make our eyes glaze over. We don’t recognize ourselves in your projections—perhaps because we know we’re already elsewhere.
72. We like this new marketplace much better. In fact, we are creating it.
73. You’re invited, but it’s our world. Take your shoes off at the door. If you want to barter with us, get down off that camel!
74. We are immune to advertising. Just forget it.
75. If you want us to talk to you, tell us something. Make it something interesting for a change.
76. We’ve got some ideas for you too: some new tools we need, some better service. Stuff we’d be willing to pay for. Got a minute?
77. You’re too busy “doing business” to answer our email? Oh gosh, sorry, gee, we’ll come back later. Maybe.
78. You want us to pay? We want you to pay attention.
79. We want you to drop your trip, come out of your neurotic self-involvement, join the party.
80. Don’t worry, you can still make money. That is, as long as it’s not the only thing on your mind.
81. Have you noticed that, in itself, money is kind of one-dimensional and boring? What else can we talk about?
82 Your product broke. Why? We’d like to ask the guy who made it. Your corporate strategy makes no sense. We’d like to have a chat with your CEO. What do you mean she’s not in?
83. We want you to take 50 million of us as seriously as you take one reporter from The Wall Street Journal.
84. We know some people from your company. They’re pretty cool online. Do you have any more like that you’re hiding? Can they come out and play?
85. When we have questions we turn to each other for answers. If you didn’t have such a tight rein on “your people” maybe they’d be among the people we’d turn to.
86. When we’re not busy being your “target market,” many of us are your people. We’d rather be talking to friends online than watching the clock. That would get your name around better than your entire million dollar web site. But you tell us speaking to the market is Marketing’s job.
87. We’d like it if you got what’s going on here. That’d be real nice. But it would be a big mistake to think we’re holding our breath.
88. We have better things to do than worry about whether you’ll change in time to get our business. Business is only a part of our lives. It seems to be all of yours. Think about it: who needs whom?
89. We have real power and we know it. If you don’t quite see the light, some other outfit will come along that’s more attentive, more interesting, more fun to play with.
90. Even at its worst, our newfound conversation is more interesting than most trade shows, more entertaining than any TV sitcom, and certainly more true-to-life than the corporate web sites we’ve been seeing.
91. Our allegiance is to ourselves—our friends, our new allies and acquaintances, even our sparring partners. Companies that have no part in this world, also have no future.
93. We’re both inside companies and outside them. The boundaries that separate our conversations look like the Berlin Wall today, but they’re really just an annoyance. We know they’re coming down. We’re going to work from both sides to take them down.
92. Companies are spending billions of dollars on Y2K. Why can’t they hear this market timebomb ticking? The stakes are even higher.
94. To traditional corporations, networked conversations may appear confused, may sound confusing. But we are organizing faster than they are. We have better tools, more new ideas, no rules to slow us down.
95. We are waking up and linking to each other. We are watching. But we are not waiting.
The Cluetrain Manifesto – www.cluetrain.com
51. Vojaški stil vodenja podjetij izhaja iz in uveljavlja birokracijo, izkazovanje moči in splošno kulturo paranoje.
52. Paranoja ubija pogovor. To je njen namen. Vendar pomanjkanje odkritih pogovorov ubija podjetja.
53. Obstajata dva tipa pogovorov. Eden v podjetju, drugi s trgom.
54. V večini primerov ne eden ne drug pogovor ne potekata preveč dobro. Skoraj brez izjem lahko razloge za neuspešne pogovore najdemo v zastarelem stilu vojaškega vodenja.
55. Kot politika, so ti stili strupeni. Kot orodja, so polomljeni. Vojaško vodenje se zaletava v sovraštvo s strani omreženih intelektualnih delavcev in v splošno nezaupanje internetnih trgov.
56. Ta dva tipa pogovorov želita govoriti drug z drugim. Govorita namreč v istem jeziku in poznata svoje glasove.
57. Pametna podjetja se bodo umaknila s poti in pomagala, da se neizogibno zgodi čimprej.
58. Če bi pripravljenost za umik s poti vzeli kot mero inteligence, potem se je doslej zelo malo podjetij spametovalo.
59. Pa čeprav zaenkrat še zelo subtilno, milijoni omreženih ljudi že gledajo na podjetja kot na ne veliko več od pravnih fikcij, ki aktivno preprečujejo križanje teh pogovorov.
60. To je samomorilsko. Trgi hočejo govoriti s podjetji.
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51. Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.
52. Paranoia kills conversation. That’s its point. But lack of open conversation kills companies.
53. There are two conversations going on. One inside the company. One with the market.
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.
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.
56. These two conversations want to talk to each other. They are speaking the same language. They recognize each other’s voices.
57. Smart companies will get out of the way and help the inevitable to happen sooner.
58. If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up.
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.
60. This is suicidal. Markets want to talk to companies.
The Cluetrain Manifesto – www.cluetrain.com
Dilema: Se vam zdi prevod “Command-and-control management styles” z “Vojaški stil vodenja” primeren? Ma kdo boljšo idejo?
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.
The Cluetrain Manifesto – www.cluetrain.com
Pred dobrimi osmimi leti, ko sem se začel ukvarjati z marketingom na netu, mi je Cluetrain manifest ubesedil in potrdil vse, kar sem pričakoval od prihodnosti in sicer nič manj kot “prevrednotenje vseh vrednot”. Jebiga. Od nekdaj sem že obseden s spremembami in še danes hitro podležem revolucionarnim in anarhističnim manifestacijam.
