Some 2 months ago David Brain (CEO Edelman Europe) launched his book called ‘Crowd Surfing’ and I was able to get a copy for review. One of the biggest reasons I wanted to check out this book was that my buddy Steve Clayton was mentioned in it together with the Blue Monster story (just like in PNI, only David did get Steve’s name right ;))
David (and Martin Thomas) write about this age of new consumer empowerment with a bit of a corporate focus, which is something I’m interested in most given my role at Microsoft. In an interview Hugh Macleod did with David, here’s what was said about this corporate angle:
“Sometimes it is easy for an entrepreneur or small business to be in tune with their customers or stakeholders, because their scale (or lack of it) means everyone is close to the customer (an obvious point I know, but size does sometimes matter). The bigger a firm gets the more difficult that becomes . Big companies need robust processes and structures to organize, to do what it is they do, and that can mean that the people inside can sometimes begin to focus on those processes and structures to the exclusion of the customer or the crowd. Dell and Microsoft have both worked really hard to find ways to bring the crowd inside the firm (at the cost of significant disruption) so that they don’t make that mistake. For me, where the crowd meets the organization is where the real action is.”
‘Crowd Surfing’ has a big piece on Microsoft, not only on the Blue Monster as I mentioned before, but it also features the whole “Successful Blogging at Microsoft: A Best Practice Guide” which is what Microsoft would like its employees to read when they start blogging. Remember I mentioned before that there is no policy re blogging at Microsoft. David and Martin also talk about Apple and the different approach it has taken, still benefitting enormously from this consumer empowerment.
I must admit there is one thing I missed though and that was a more European view on things. I’ve got another post in my drafts on this topic, but the reason this is important is because many of the learnings we have from the US aren’t easily applicable here in Europe. Given David is running the European part of Edelman and hence dealing with similar challenges for his clients I had hoped there would be more on that in the book.