Professional Documents
Culture Documents
The Click Company Booklet
The Click Company Booklet
All Rights Reserved. This book may not be reproduced in any form
without permission.
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”Technology has a subtle way of changing people.
People change business.”
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“Today anyone can address the world with a computer.”
Jerry Walker, Californian Cowboy
Table of Contents
Preface 9
Conclusion 55
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“Control over change would seem to consist in moving not with it but ahead
RILW$QWLFLSDWLRQJLYHVWKHSRZHUWRGHÁHFWWKHFRQWURORIIRUFHµ
Marshall McLuhan
Preface
John Lima
CEO and Founder
Coffee Bean Technology
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“It is not necessary to change. Survival is not mandatory.”
W. Edwards Deming
Introduction –
Why Should I Read This Booklet?
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expand commerce and the movement of goods; they
affected everything from the type of jobs available, to the
physical layout of our cities, to the dissemination of ideas, to
the lifestyle of people in both remote areas and large cities.
Similarly, the Internet has impacted our lives far beyond its
ability to provide instantaneous access to information. It
changes our interactions with others as well as the creation
and transfer of knowledge. It is shaping the thinking and
behavior of generations of workers and consumers with
social networking, search engines and blogs becoming part
of our everyday life.
Focusing solely on the movement of goods or information
LVWRLJQRUHWKHPRVWVLJQLÀFDQWHIIHFWRIQHZWHFKQRORJLHV
As McLuhan said, “The medium is the message.” The major
impact of the Internet is not its ability to make data available
instantly but how the adoption of new technology changes
the way we think.
New organizations, better adapted to the new reality, are
challenging traditional companies. Several examples have
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emerged: free online, collaborative encyclopedias
vs. printed authoritative encyclopedias, informational
blogs vs. printed newspapers, downloadable music and
software vs. shrink-wrapped CDs and software, virtual
retailers vs. brick-and-mortar retailers, online travel sites
vs. local travel agencies. This new reality has taken
hold and will soon appear at the company near you.
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Click Company enables and encourages its employees and
customers to co-create its value.
We will then apply our framework for analysis and build
the bridge between old and new, suggesting the direction
business leaders and organizations can take to evolve and
adapt to the new reality.
There is some irony in writing a printed book about the shift
that, we argue, is taking us irreversibly towards a new digital
medium, but change starts with awareness. One could say we
should have moved away from classical business language
and adopted ”Click-language” as well, but we are writing it
for the business leader trying to cope with changes.
:HKRSHLWLQVSLUHV\RXWRWDNHWKHÀUVWVWHSDQGZHLQYLWH\RX
to join us in this journey towards the future.
Marcio Saito
President
Coffee Bean Technology
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“In a culture like ours, long accustomed to splitting and dividing all things
as a means of control, it is sometimes a bit of shock to be reminded that, in
operational and practical fact, the medium is the message. This is merely to
say that the personal and social consequences of any medium – that is, of
any extension of ourselves – result from the new scale that is introduced into
our affairs by each extension of ourselves, or by any new technology.“
Marshall McLuhan (Understanding Media, 1964)
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psyche. Similarly, the power to affect the user applies to new
technologies and media.
The use of the digital medium employed by the Internet is
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level, but it is changing our thinking by shifting the balance
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humans interact with each other. Because the medium
affects each of our senses and how we use them, it has a
profound effect in our minds.
“The effects of technology do not occur at the level of
opinions or concepts, but alter sense ratios or patterns of
perception steadily and without any assistance. The serious
artist is the only person able to encounter technology with
impunity, just because he is an expert aware of the changes
in sense perception.”(Marshall McLuhan, Understanding
Media, 1964)
It has become commonplace to state that the Internet is
changing our lives. But the real change has not yet happened,
as societal changes happen slowly and adaptation takes
time. We have so far used the Internet primarily as a new
container holding old content. Most web pages today are
static, mere electronic replacements of the printed page.
The true nature of the digital medium and the associated
social, participative and collaborative behavior it triggers is
just starting to emerge.
Our focus here is the effect of the shift in the human mind
IURP D PRGHO LQÁXHQFHG E\ WKH print medium to a model
GHÀQHGE\WKHdigital medium. But, before we go into that,
here is how the American anthropologist Edmund Carpenter
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RUDOFRPPXQLFDWLRQWRDVHJPHQWHGVRFLHW\GHÀQHGE\WKH
print medium:
“Tribal men everywhere regard themselves as integral
parts of nature. They belong to a seamless web of
kinship & responsibility. They merge the individual
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with the whole society. They’re involved with life: they
experience a participation mystique. This experience
is one in which people are eager to merge with
cosmic powers.
The print medium made us isolated, linear, uniform,
homogenous, sequential, hierarchical, specialist and
visually-oriented.
Beginning with the phonetic alphabet & the Greeks,
there came a habit of detachment & noninvolvement,
a kind of uncooperative gesture toward the universe.
From this refusal to be involved in the world he lived
in, literate man derived detachment & objectivity.
He became alienated from his environment, even
from his body. He believed there was elegance in
detachment. He valued the isolated, delimited self,
especially the mind. He became an island, complete
unto himself.
Today we are entering a relatively dim, resonating
tribal world in which the electronic extensions of
everybody’s nerves involve him deeply in all other
lives. Where writing & printing technology tore man
out of the group, creating the great misery of psychic
alienation, suddenly & without warning the electronic
media hasten him back into the embrace of the
group. Electricity binds the entire human community
into a single tribe, with much resulting erosion of
individualism.” (Edmund Carpenter, They Became
What They Beheld, 1970)
The saga of humanity is to reach further by being more
HIÀFLHQWDQGHIIHFWLYH7RVRPHH[WHQWthe history of humanity
is the history of technology as we see our evolution imprinted
in technology. New technology creates a new medium and
as we experiment with it, it affects our life pattern and we
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in our psyche. A new medium is inherently related to the
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changes it brings about.
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“They became what they beheld.”
Edmund Carpenter
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the way we do business today and society as a whole, let us
look at its effects on the development of the human mind in
comparison to the use of oral and print media.
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“Cogito ergo sum.”
René Descartes (Principles of Philosophy, 1644)
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relevant to us so that it can support the formation of our
perspective of the world.
In most companies today, we rely on top-level managers to
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into smaller components, which are then delegated to the
next layer in a hierarchy of functionally segmented groups
of people. If the process of decomposition of tasks and
distribution across the organizational chart is perfect and
everyone does “their job,” the company achieves its goals.
When we elect a representative to defend our interests in an
association or political body, we are relying on the delegate
to correctly synthesize the overall will of the constituency and
to represent their interests in collective decisions. The actual
result is often alternating shifts between intrinsically biased
positions from one election cycle to another.
What do newspapers, classical companies and government
bodies have in common? They all require us to give up control
and autonomy and trust the hierarchy, delegating judgment
up the chain to an expert, manager or representative in
charge of aggregating collective interest or knowledge and
expressing into the system.
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limitations of a system modeled after communication
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aggregate and express collective knowledge in real time.
The use of printed medium supports: hierarchical structures,
segmentation and fragmentation of knowledge, linear
and sequential processes, specialization and isolation of
individuals. Those effects are incorporated in our psyche and
are manifested in our behavior.
Later in this document, we will analyze how the use of the
print medium affects the business environment of classical
companies.
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”Like it or not, we now belong to a clickocracy.”
Jose Antonio Vargas, (Washington Post April 2008)
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The transition from jobs to roles
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Personal identity in a collective context
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”I have my sales quota and you have your budget.
I’m the seller and you’re the buyer.”
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The thinking behind a Classical Company goes like this. We
have experts that really understand the market and, after
VRPHGDWDFROOHFWLRQDQGUHVHDUFKFDQGHÀQHDQGGHYHORS
a viable product based on market requirements. Once the
product is developed, we produce marketing messages and
manipulate target customers’ desires to create demand for
our products. We sell the products and make money.
The classical model worked well for the recording industry
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system became popular in the late 1990s. The result was a
system whose popularity generated an enormous selection
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Napster, people frequently made their own compilations
without generating revenues for the recording industry or
royalties for the copyright holders.
By 2001, there were over 25 million Napster users worldwide.
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stimulated the consumption of music and the problem was
not about online distribution, but rather the structure of the
industry.
Legal challenges by the Recording Industry Association of
America (RIAA) eventually brought Napster down. Napster
shut down its entire network in July 2001.
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and a lack of access to the market by new, unknown
musicians. Only the companies between the creators and
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As we will analyze later, that situation was sustainable in the
past only because the limitations imposed by a business
model based on unidirectional communication.
The new vision exposed by Napster was based not only on
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the users’ freedom to select the music they wanted, but
also the users’ ability to interact directly with musicians to
participate in the process of creation and promotion.
While the recording industry could stop Napster, it could not
sue and shut down the 25 million people participating in
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music distribution business models emerging, forcing the
industry to evolve and change.
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the Internet and they won’t bother you for weeks.”
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“If it works, it’s obsolete.”
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realize that a company’s product is only a small part of the
experience that they are creating for themselves.
The classical model is collapsing due to innovation from
outside its model. Your competition is not the other Classical
Companies in your market. The real competition is the Click
Company that sooner or later will disrupt and dominate your
market.
Quoting from a late 2007 article in Business Week:
“The driving forces of innovation and globalization are
pushing companies to revamp their managerial ranks
and hire people with new skills. Surprised by the rise
of consumer power, companies are seeking people
who can connect with customer cultures online and
overseas. And in an era of constant change, they
want people who are comfortable with complexity
and uncertainty. Schools that teach design thinking,
with its emphasis on maximizing possibilities rather
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(“Design Programs Are Shaping a New Generation
of Creative Managers,” Business Week, October 4,
2007).
This idea correlates with the characteristics of the Click
Company listed above. Let us spend some time analyzing
it:
“The driving forces of innovation and globalization
are pushing companies to revamp their managerial
ranks and hire people with new skills…”
Both consumers and the workforce are changing, shaped by
the digital medium. Leaders need to have the skills to inspire
and engage people with an attitude of open communication
rather than leadership by access and segmentation of
information.
“Surprised by the rise of consumer power…”
The digital medium has shifted power from the company to
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customers; customers are empowered by unlimited access
to information. They can exchange experiences with their
peers and learn how to customize their unique experience.
“…companies are seeking people who can connect
with customer cultures online and overseas.”
The digital medium breaks the geographical ties and instantly
connects everybody on the planet; we are now living in a
”global village.” Companies do not need to be big to be
global.
“And in an era of constant change, they want
people who are comfortable with complexity and
uncertainty.”
The digital medium is instantaneous and distributed;
companies are in need of people that are adjusted to the new
medium. The digital medium has dramatically empowered
customers and competitors resulting in a shift in competitive
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with constant change is a requirement for success.
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Business Effects of the Digital Medium
Business simulation
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– the technological simulation of consciousness, when the
creative process will be collectively corporately extended
to the whole of human society, much as we have already
extended our senses and our nerves to the various media.”
Marshall McLuhan (Understanding Media, 1964)
Our relationship with technology started long ago when we
invented artifacts to extend our reach; initially these tools
were used for hunting and then for agriculture. The day came
when we invented sophisticated machines that embodied
processes; as an example, the dishwasher includes a four
steps process: water injection, soap, rinse and dry. Originally
these processes were stored in mechanical systems that later
evolved to computer systems based on microcontrollers and
memories.
Computer technology started replacing mechanical
devices, such as digital clocks replacing analog clocks. Soon
this technology delivered the capability to simulate other
systems, and in some cases software has become the virtual
replacements of some device. For example, smart phones
are replacing cameras, watches, compasses, calculators,
maps and so on.
Gadget simulation is very tangible and visible, the question
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now is: can your entire business be simulated by the digital
medium and its technologies? Absolutely. This is what online
retailers have done to the process of buying books (and
more recently, reading books), for example. Travel agencies
are another example where the entire business is simulated
and presented as an online experience. Simulation is a
very disruptive technology that can make entire businesses
obsolete.
Customer participation vs. customer centric
“Without customers, there is no need for your job.”
Participation is the most important effect of the digital medium;
it fuels the success of all the collaborative communities and
associated companies emerging on the Internet.
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customers and employees) have changed their behavior to
become more participative, connected and informed. They
invest a considerable amount of time and energy in sharing
their knowledge and experience in areas ranging from how
to bake a cake to how to heal from a disease. Over 60% of the
information available on the Internet is not commercial but is
content created and used by ordinary people; the Internet
provides the opportunity for us to express our passions.
But the effect of the digital medium does not stop at
individuals; it will also turn the corporate world upside down.
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makes secrecy counterproductive. The power in controlling
and segmenting information is gone; information is now
available to everybody.
What about the customers? They are using the digital
medium to explore new options to solve their problems,
perhaps even replacing your products. They are building a
trusted network with peers; you need to be transparent and
authentic to be part of that forum. Do you think customers,
particularly business customers, are unaware of the intention
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of your marketing messages?
For many years, companies have claimed to be customer
centric, implying that customers are their focus and the
center of their strategy. However, the Classical Company
customer does not feel at the center because they see that
the focus of the company’s unilateral approach is to increase
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Company’s model “we design, we sell and you buy,” which
ultimately attempts to lead and control the customers.
Such a view contrasts with the sense of freedom,
empowerment and participation that people are
experiencing as a consequence of the digital medium
adoption. The medium has created an open environment
of genuine participation that integrates customers and
employees who share knowledge in social networks or other
web initiatives.
Click Companies directly (i.e., not through an analytical
expert interpreting market requirements) engage the
customers in marketing processes to co-create the products
that will meet their expectations. They are re-designing the
sales process to bring about customer alignment. We are
watching a shift from a customer-centric focus, which was
company-driven, to customer participation; this change is
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by the digital medium.
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leaders have no option but to adapt. To embrace customer
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digital medium and moving towards the Click Company
model.
Real time’s business impact
“The world is changing very fast. Big will not beat small
anymore. It will be the fast beating the slow.” Rupert
Murdoch
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Picture the 19th century when we lived in the pre-electric
and pre-digital age. From books and newspapers we learned
of remote lands we could only dream of visiting. Maps,
encyclopedias and geography books illustrated a clear
sense of space and distance within our planet. Although we
had much information about the world, it seemed big and
far away.
The early ancestors of the digital medium – electricity, the
telegraph, radio, TV – shrunk the world. Important events
were broadcasted around the world. Today with the Internet,
news and information travel at light speed collapsing our
previous notion of time and space; our planet is contracted
and we have instantaneous access to information.
But the digital medium does more than broadcast events to
a passive global audience. It provides real-time participation
and has substantially accelerated the real-time factor in our
life experience. The personal computer, the Internet, mobile
communications and computing, databases, all form a
massive network that extends our memory, our senses and
even our mind.
When we transition from our personal experience to business,
we realize that the corporate world has not entirely adjusted
itself to the digital medium. Business does not respond in
real time, its culture and people operate in a sequential,
hierarchical and fragmented world. The operation of a
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spanning functionally fragmented groups. Forcing business
analysts to produce new reports at the end of every business
day does not make your business operate in real time. That
system is obsolete.
The Click Company operates in true real time, where
processes are continuous and parallel, and information
ÁRZVGLUHFWO\IURPZKHUHLWLVSURGXFHGWRZKHUHLWLVQHHGHG
without multiple analysis/synthesis steps. Hierarchical levels
doing the “editing” of the information and introducing
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delays need to be replaced by systems that can leverage
the synergy between the people who really understand the
problem being solved.
Sales and marketing in the Click Era
“To sell more and the sky is the limit” has long been hardwired
in the minds of sales and marketing people. In fact, the motto
is powerful enough to drive Wall Street to condemn CEOs
who fail to increase sales quarter after quarter. Devotion to
this principle has led sales and marketing professionals to
operate in a frame of fragmentation and isolation where
there is no responsibility or concern for the effect of the
product on its customers or on the environment beyond the
sale.
As long as you sell more, you are a hero. An advertisement
motivates us to eat all we can – the best value to for our
money – while the next promises a magical medicine to
heal us from our overconsumption. We do not repair our
belongings; we simply trash them. A decent new bike priced
at US$ 50.00 erodes any incentive to repair what is in the
garage.
Two forces are challenging the business motto perpetuo.
7KH ÀUVW GULYHU IRU FKDQJH LV WKH ecological consciousness
that compels business to be self-sustainable and to consider
the environmental impact of products. The second force
is the new customer’s mind-setVKDSHGE\WKHLQÁXHQFHRI
the digital medium. Consider their experience on the web
where they interact in social networks, blogosphere, user’s
groups and specialized communities to share their problems
with peers and to seek solutions.
Today’s consumers are building trusted networks where
people genuinely collaborate without the intention to sell to
each other. The convergence of the two trends: ecological
consciousness and new customer behavior points to the next
stage of capitalism.
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Such a scenario creates a great opportunity for sales
and marketing people to join prospects and customers in
conversations to understand the customer’s business. By
participating in such a dialog you may gather information
DERXW\RXUFXVWRPHUVWKDWPD\EHXVHGLQSURGXFWGHÀQLWLRQ
or messaging and positioning, or even sales and marketing
strategies. It is important not to treat these interactions
involving customers and peers as “sales leads.” Keep in mind
that customers are now free and well-informed, and now
more than ever have options beyond your product.
Think about your experience as an online consumer
comparing products (including products sold by competitors),
reading peer reviews (including negative ones) and
deciding what to buy instead of being convinced to buy
what is available in a traditional store. The same experience
has to translate to the business-to-business world. Is it possible
to make your customers feel the same way? Of course it is,
and this shift in the marketplace in inevitable. You can hope
it takes a long time or you can prepare for it and lead the
change.
Strategic initiatives in the Click Era
The classical approach to developing a business strategy
or to solve complex business problem is familiar to anyone
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strategic goals, and decompose those goals into functional
components recursively until you can assign individual tasks.
Manage people towards those individual objectives. If
everyone does “their job,” the synthesis of the personal
performance is the achievement of the organizational
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supports automation, optimization and accountability.
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because the analytical process is not perfect, the sum of
individual performance often does not make for collective
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functional lines or team skill sets, gaps and miscommunication
affect the integration of the results.
Second, the segmentation intrinsically dismisses synergy in
the interaction among people. If specialization contributes
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wisdom, the classical approach is very dependent on the
wisdom of management.
Third, a functional organization is not good at perceiving and
reacting to changes in the external context.
To minimize that last problem, companies usually have a
small group of people outside the normal operation focused
on the external context (often in roles carrying labels like
“Business Development“ or “Strategy”). Because they are not
integrated into the normal processes, they operate through
“strategic initiatives,” which are designed to drive change
and are often threatening to the mainstream organization.
In a Click Company, every member of the employee
community is more aware of the overall goal than focused
on individual success. Decisions are less centralized and the
boundaries between roles in the organization are less strict.
'HFHQWUDOL]DWLRQFUHDWHVDSRWHQWLDOORVVRIWKHHIÀFLHQF\RI
specialization but, on the other hand, allows for collaboration
and participation. The barriers to align people towards an
objective are declining because the digital medium allows
more effectively communication, both to inspire people
towards a global complex goal and to truly capture the
community knowledge and the synergy from interaction
among people.
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WKH FRVW WKH WLGH UHYHUVHV LQ WKDW VSHFLÀF PDUNHW VHJPHQW
and Click Companies challenge Classical Companies.
In a Click Company, ”strategy” is not a stand-alone entity
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an integral part of the company operation. We trade
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embed the strategic process. The role of the leadership
or the “strategists” shifts from formulating strategies to be
followed towards inspiring people to envision and pursue
collective goals.
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Conclusion
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mind-set of the print medium. The websites of the 1990s were
a repository of marketing brochures – the user experience
was to read a book on the web, it was linear and sequential.
Only now, the digital medium is expressing its authentic
personality though social networks, micro-blogs, social
gaming, etc.
To be successful, companies will need to understand the
digital medium’s effects on people and then apply it
effectively to their businesses. Most will not do it successfully
and will be replaced by Click Companies. We hope we
have inspired you to take the steps in that journey and apply
the Click Company model to your business to discover new
threats and opportunities.
In conclusion, we would like to pose that “the intention
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presented here and plan how to align your business with
the digital medium. This medium will impact your business
regardless its size and sector.
“What is next?”
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