2. let me take 6 minutes 40
seconds to tell you a story …
CLUETRAIN MANIFESTO
“the clue train stopped there four
times a day.
they never took delivery.”
about Conversations, Markets and Capability
3. the cast
Chris Web architect for Sun Microsystems
aka RageBoy
FT „top 50 business thinkers in the world‟
Doc Editor, Linux journal
PR guru, thinker
David Philosophy professor, comedy writer,
technical journalist, marketing guru
Rick Entrepreneur, marketing executive,
choclateier extraordinaire
4. www.cluetrain.com 1999
2000
“Markets are conversations.
Talk is cheap.
Silence is fatal”
2010
5. “each new
communications
medium is always
perceived – mistakenly
– in terms of its
predecessor”
(Marshall McLuhan. Canadian
educator and philosopher)
equally, „new learning‟ is far too often perceived – mistakenly
– in terms of terms of it‟s predecessor, „old learning‟‟
5
6. “Your organization is becoming hyperlinked. Whether you like it or
not. It's bottom-up; it's unstoppable.”
David Weinberger, Cluetrain
Jon Husband, Internet Time Alliance
7. the rise of social learning in the enterprise
Manifesto Thesis 7
8. see the woods for the trees
experience
practice
conversation
reflection
“Learning is the ability to acquire new ideas
from experience and retain them as memories”
10. “Most of what we call management consists of making it
difficult for people to get their work done”
Peter Drucker
most of what we call learning consists of trying to memorise the
unmemorable and the unmemorisable
11. “In 2009 more data was generated by
individuals than in the entire history of
mankind through 2008”
Harvard Business Review
The Social Data Revolutions
12. content is just a starting point …
but conversation is the important trigger in
our content-rich, interaction-poor learning
world
13. Technology has always fostered
connections, conversations and learning
between people.
Quill
Pen
Telephone
Telegraph
TV
Computer
Internet
Mobile devices
…….
14. Manifesto Thesis 17: “Companies that assume online
markets are the same markets that used to watch their
ads on TV are kidding themselves”
“Organisations that assume the online generation
want the same „stuff‟ that‟s delivered in classrooms
are also kidding themselves”
15. An engaged workforce
General Motors mistook Hondas and VWs for a passing fad.
today most corporations are misreading the invasion from
webspace…
their brand will save them, right?
their advertising budget will save them, uh-huh
more bandwidth will save them.
something will save them ….
The clock is ticking in Internet time….
16. Manifesto Thesis 39: “The community of discourse is
the market”
“building and supporting communities of
discourse are prime roles of any L&D Department”
17. We‟re seeing fundamental changes in
the marketplace, the AGORA …
..from the world of Plato with his
Academy (“push”)
..to the world of Socrates with his
dialogue and conversations (“pull”)
This is no more evident than in our
approach to learning and development
18. “The Internet is shifting power from
merchants to customers ..
.. you can hear the timbers creaking.”
cluetrain manifesto
education and training is shifting power from teachers
to learners, from command and control to individual
choice.
19. Manifesto Thesis 79:
“We want you to drop your trip, come out of your
neurotic self-involvement, join the party”
“We want L&D to get off it‟s „high-horse‟ of instructional
design and pedagogy, focus on helping people do their
jobs well, and become part of the business”
20. in an ever-changing world, continuous
learning is the only sustainable advantage
Jay Cross and Friends
„Working Smarter: informal learning in the cloud”
February 2010
www.internettimealliance.com
20
21. in a web-enabled world people, like documents,
get hyperlinked …
.. and the web isn‟t predicated on individuals, it‟s
about the connections, about groups….
no symmetry
no plan
It‟s messy – unlike a nice clean hierarchy
more can be added, some can disappear
paths emerge because that‟s where feet are walking ….
22. Charles Jennings Strategic Consultancy
Duntroon Associates Support & Mentoring for Transformation
& Change Programmes
email: charles@duntroon.com Learning & Performance Audits
Web: www.duntroon.com
Twitter: charlesjennings Workplace Learning Reviews
LinkedIn: charlesjennings Informal & Social Learning Consultancy
Skype: charlesjennings
Flickr: charlesjennings Workshops & Webinars
Team Mentoring & Coaching
Blog: charles-jennings.blogspot.com
(or from www.duntroon.com) Strategic Learning and Performance
Consultancy and Workshops
Internet Time Alliance
www.internettimealliance.com
Blog: http://internettime.posterous.com
22
Editor's Notes
Chris Locke Then: web architect for Sun Microsystems, FT ‘top 50 business thinkers in the world’, Marketing expertNow: akaRageBoy , mystic bourgeoisie websiteDOC SEARLESThen: editor of Linux Journal, marketing, PR and advertising veteranNow: Author, thinkerDavid WeinbergerThen: Philosophy professor, comedy writer, humour columnist, technical columnist, strategic Marketing Now: academic, writerRick LevineThen: entrepeneur, manager, marketing executiveNow: chocolateier
Conversations build Markets and Capability
Marshall McLuaneach new communications medium is always Perceived – mistakenly – in terms of its predecessorPhotography – paintingFilm – stageInternet – TVThere’s a new culture ‘;out there’
Wirearchy: "Social strategy and architecture for wired organizations"
“Learning is the ability to acquire new ideas from experience and retain them as memories” Eric KandelColumbia University(Nobel Laureate for work on Learning & Memory)
To most large traditional companies, the notion that workers might actiually know what they’;re doing was a huge insight (Duh!).Knowledge worth having comes fro turned-on volition attention, not from slavishly following orders.
What about power relationships?
Business hierarchies are pyramids. Based on control, and fear …Are we playing into the game of hierarchies with our defined roles and cmpetencies? We define roles and competencies so ‘the business can run effectively and efficiently’ – but is it really so we have the comfort of knowing that we’re not going to be shown up? Dividing the organisation into separate little turfs doesn’t really protect anyone from fallibility and uncertainty…. The very things that mark us as humans…Hyperlinks have no symmetry, no plan. They are messy – unlike a nice clean hierarchy. More can be added, some can disappear… paths emerge because that’s where feet are walking ….