Sansation

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1. at’s really going on inside the company.
2. Elvis said it best: “We can’t go on together with suspicious minds.”
3. Brand loyalty is the corporate version of going steady, but the breakup is inevitable—and coming fast. Because they are networked, smart markets are able to renegotiate relationships with blinding speed.
4. Networked markets can change suppliers overnight. Networked knowledge workers can change employers over lunch. Your own “downsizing initiatives” taught us to ask the question: “Loyalty? What’s that?”
5. Smart markets will find suppliers who speak their own language.
6. Learning to speak with a human voice is not a parlor trick. It can’t be “picked up” at some tony conference.
7. To speak with a human voice, companies must share the concerns of their communities.
8. But first, they must belong to a community.
9. Companies must ask themselves where their corporate cultures end.
10. If their cultures end before the community begins, they will have no market.
11. Human communities are based on discourse—on human speech about human concerns.
12. The community of discourse is the market.
13. Companies that do not belong to a community of discourse will die.
14. 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.
15. 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.
16. Such conversations are taking place today on corporate intranets. But only when the conditions are right.
17. Companies typically install intranets top-down to distribute HR policies and other corporate information that workers are doing their best to ignore.
18. 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.
19. A healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union.
20. 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.
21. 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.
22. 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.
23. Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.
24. Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.
25. Paranoia kills conversation. That’s its point. But lack of open conversation kills companies.
26. There are two conversations going on. One inside the company. One with the market.
27. 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.
28. 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.
29. These two conversations want to talk to each other. They are speaking the same language. They recognize each other’s voices.
30. Smart companies will get out of the way and help the inevitable to happen sooner.
31. If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up.
32. 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.
33. This is suicidal. Markets want to talk to companies.
34. 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.
35. Markets do not want to talk to flacks and hucksters. They want to participate in the conversations going on behind the corporate firewall.
36. De-cloaking, getting personal: We are those markets. We want to talk to you.
37. 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.
38. 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.
39. 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?
40. As markets, as workers, we wonder why you’re not listening. You seem to be speaking a different language.
41. The inflated self-important jargon you sling around—in the press, at your conferences—what’s that got to do with us?
42. Maybe you’re impressing your investors. Maybe you’re impressing Wall Street. You’re not impressing us.
43. 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.
44. 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.
45. We like this new marketplace much better. In fact, we are creating it.
46. 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!
47. We are immune to advertising. Just forget it.
48. If you want us to talk to you, tell us something. Make it something interesting for a change.
49. 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?
50. You’re too busy “doing business” to answer our email? Oh gosh, sorry, gee, we’ll come back later. Maybe.
51. You want us to pay? We want you to pay attention.
52. We want you to drop your trip, come out of your neurotic self-involvement, join the party.
53. Don’t worry, you can still make money. That is, as long as it’s not the only thing on your mind.
54. Have you noticed that, in itself, money is kind of one-dimensional and boring? What else can we talk about?
55. 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?
56. We want you to take 50 million of us as seriously as you take one reporter from The Wall Street Journal.
57. 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?
58. 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.
59. 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.
60. 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.
61. 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?
62. 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.
63. 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.
64. 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.
65. Companies are spending billions of dollars on Y2K. Why can’t they hear this market timebomb ticking? The stakes are even higher.
66. 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.
67. 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.
68. We are waking up and linking to each other. We are watching. But we are not waiting.

WordPress started in 2003 with a single bit of code to enhance the typography of everyday writing and with fewer users than you can count on your fingers and toes. Since then it has grown to be the largest self-hosted blogging tool in the world, used on millions of sites and seen by tens of millions of people every day.

Everything you see here, from the documentation to the code itself, was created by and for the community. WordPress is an Open Source project, which means there are hundreds of people all over the world working on it. (More than most commercial platforms.) It also means you are free to use it for anything from your cat’s home page to a Fortune 500 web site without paying anyone a license fee and a number of other important freedoms.

About WordPress.org

On this site you can download and install a software script called WordPress. To do this you need a web host who meets the minimum requirements and a little time. WordPress is completely customizable and can be used for almost anything. There is also a service called WordPress.com which lets you get started with a new and free WordPress-based blog in seconds, but varies in several ways and is less flexible than the WordPress you download and install yourself.

What You Can Use WordPress For

WordPress started as just a blogging systems, but has evolved to be used as full content management system and so much more through the thousands of plugins, widgets, and themes, WordPress is limited only by your imagination. (And tech chops.)

Connect with the Community

In addition to online resources like the forums and mailing lists a great way to get involved with WordPress is to attend or volunteer at a WordCamp, which are free or low-cost events that happen all around the world to gather and educate WordPress users, organized by WordPress users. Check out the website, there might be a WordCamp near you.

A Little History

WordPress was born out of a desire for an elegant, well-architectured personal publishing system built on PHP and MySQL and licensed under the GPL. It is the official successor of b2/cafelog. WordPress is fresh software, but its roots and development go back to 2001. It is a mature and stable product. We hope by focusing on user experience and web standards we can create a tool different from anything else out there.

For a bit more about WordPress’ history check out the WordPress Wikipedia page or this page on our own Codex.

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Quadro – WordPress Version

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Quado – Brown Scheme

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What is a featured post ?

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Six color variations

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jQuery Framework

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Citation

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