The Cluetrain Manifesto is a work of business literature collaboratively authored by Rick Levine, Christopher Locke, Doc Searls, and David Weinberger. It was. El manifiesto Cluetrain: el ocaso de la empresa convencional [RICK # LOCKE, CHRISTOPHER # LEVINE] on *FREE* shipping on qualifying. El manifiesto Cluetrain: El ocaso de la empresa convencional (Spanish Edition) – Kindle edition by AA. VV.. Download it once and read it on your Kindle device.

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And a discussion about.


Don’t they understand this? They want to participate in the conversations going on behind the corporate firewall. Not the governments of the Earth nor their Trade Associations have the consent of the networked to bestride the Net as sovereigns.

Fifteen years ago, four of us got together and posted The Cluetrain Manifesto which tried to explain what most businesses and much cluetraiin the media were getting wrong about the Web. We feel so dirty. Same old tone, same old lies. The Cluetrain Manifesto 10 Years Later”. Respect for hands-on knowledge wins over respect for abstract authority.

People of earth…

Ok, government, you win. We should be supporting the artists and creators who bring us delight or ease our burdens. There has not been a tool with such a general purpose since language. The world is spread mnaifiesto before us like a buffet, and yet we stick with our steak and potatoes, lamb and hummus, fish and rice, or whatever.

As a direct result, markets are getting smarter, Apps are about control. If we want our government to back off, the deal has to be that if — when — the next attack comes, we can’t complain that they should have surveilled us harder.


It has also been pointed out that the work’s predictions have largely failed to materialize. Theses seventy-two through ninety-five aim to identify the expectations theses 76, 77, 78, 95 and changes thesis 72 that exist within the new marketplace and how those expectations and changes will require a corresponding change from organizations theses 79, 84, 91, 92, Corporations do not speak in the same voice as these new networked conversations.

There’s so much more music in the world. Intranets naturally tend to route around boredom. Almost invariably, the cause of failure can be traced to obsolete notions cluetraiin command and control. In most cases, neither conversation is going manifiesgo well. At its base the Internet is a set of agreements, which the geeky among us long may their names be hallowed call “protocols,” but which we might, in the temper of the day, call “commandments.

We can only figure out what it means to be private once we figure out what it means to be social. The Web is awesome. Caring — mattering — is the motive force of the Internet.

Oh gosh, sorry, gee, we’ll come back later.

The Cluetrain Manifesto

We do this in part because conversation requires a common ground: These networked conversations are enabling powerful new forms of social organization and knowledge exchange to emerge. We argue manidiesto it. More fully exploring the impact of the intranet within organizations, theses forty-one through fifty-two elaborate on the subversion of hierarchy initially listed as thesis seven.

Ouch, a cheap shot! The authors, through the remaining theses, then examine the impact that these changes will have on organizations and how, in turn, organizations will need to respond to the changing marketplace to remain viable. This is an Open Source document. 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.



Smart companies will get out of the way and help the inevitable to happen sooner. If we had a solution, we wouldn’t be bothering you with all these damn clues. If we have focused on the role of the People of the Net — you and us — in the Internet’s fall from grace, that’s because we still have the faith we came in with.

Elvis said it best: If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up. Whatever you’ve been manifieeto, our flags fly free. Mostly, they need to get out of the way so intranetworked employees can converse directly with internetworked markets.

Other critics point to the fact that the Internet cannot be conceptualized simply as “a conversation” or that human activity online cannot be reduced to the notion of a “conversation”. In fact, can you tell the difference? People recognize each other as such from the sound of this voice. That is, as long as it’s not the only thing on your mind.

As a direct result, markets are getting smarter—and getting smarter faster than most companies. So instead, here are some random thoughts Thus does this First Commandment lay open the Internet to every idea, application, business, quest, vice, and whatever. Hatred didn’t call the Net into being, but clustrain holding the Net — and us — back. Everybody can use it.

We’re both inside companies and outside them.