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The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion
In a radical break with the past, information now flows like water, and we must learn how to tap into its stream. Individuals and companies can no longer rely on the stocks of knowledge that they've carefully built up and stored away. Information now flows like water, and we must learn how to tap into the stream. But many of us remain stuck in old practices--practices that could undermine us as we search for success and meaning.
In this revolutionary book, three doyens of the Internet age, whose path-breaking work has made headlines around the world, reveal the adjustments we must make if we take these changes seriously. In a world of increasing risk and opportunity, we must understand the importance of pull. Understood and used properly, the power of pull can draw out the best in people and institutions by connecting them in ways that increase understanding and effectiveness. Pull can turn uncertainty into opportunity, and enable small moves to achieve outsized impact.
Drawing on pioneering research, The Power of Pull shows how to apply its principles to unlock the hidden potential of individuals and organizations, and how to use it as a force for social change and the development of creative talent.
The authors explore how to use the power of pull to:
Access new sources of information
Attract likeminded individuals from around the world
Shape serendipity to increase the likelihood of positive chance encounters
Form creation spaces to drive you and your colleagues to new heights
Transform your organization to adapt to the flow of knowledge
The Power of Pull is essential reading for entrepreneurs, managers, and anybody interested in understanding and harnessing the shifting forces of our networked world.
In this revolutionary book, three doyens of the Internet age, whose path-breaking work has made headlines around the world, reveal the adjustments we must make if we take these changes seriously. In a world of increasing risk and opportunity, we must understand the importance of pull. Understood and used properly, the power of pull can draw out the best in people and institutions by connecting them in ways that increase understanding and effectiveness. Pull can turn uncertainty into opportunity, and enable small moves to achieve outsized impact.
Drawing on pioneering research, The Power of Pull shows how to apply its principles to unlock the hidden potential of individuals and organizations, and how to use it as a force for social change and the development of creative talent.
The authors explore how to use the power of pull to:
Access new sources of information
Attract likeminded individuals from around the world
Shape serendipity to increase the likelihood of positive chance encounters
Form creation spaces to drive you and your colleagues to new heights
Transform your organization to adapt to the flow of knowledge
The Power of Pull is essential reading for entrepreneurs, managers, and anybody interested in understanding and harnessing the shifting forces of our networked world.
288 pages, Hardcover
First published April 13, 2010
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Displaying 1 - 30 of 58 reviews
February 10, 2012
While reading this book, I was already mentally categorizing this book as a two star, 'it would have been an interesting article in The Atlantic or the New Yorker but is a little long as a book' book, but then I stumbled on this passage:
Interesting. Then I kept reading. And then I got to the end of the book. This is the most in-point passage I could find on it:
So their advice to janitors and truck drivers is just to be passionate about your work and if not, tough luck? THAT'S IT!? It's like reading a 200+ page on how to operate a world-class restaurant and devoting 2 pages to the food. Useless, which is why I'd give this book negative 23,975 stars if I could. AT LEAST DEVOTE SOME OF THE BOOK TO PEOPLE OTHER THAN CREATIVE PEOPLE AND SOFTWARE ENGINEERS!! Tell me something. Tell me how this works in the physical world, not just the world of consultants and artists and computers. Tell me more than two sentences about the Toyota assembly line workers, because you're onto something there. Tell me how Sam Walton instilled passion in his workers, who ARE janitors and truck drivers, to create a dynamic organization out of cashiers and clerks (fun trivia fact: the Wal-Mart greeters are actually there to watch out for shoplifters, but instead of an intimidating guy who looks like a bouncer at a bar, Sam Walton came up with the idea of putting a friendly greeter at the door instead). Tell me about the Boeing 787 program and how they created a platform by which different subcontractors all over the world can come together and create something as impossible complex as an airplane, which, unlike software, can't crash and has to work perfectly the first time, every time. Tell me how, even though there are integration problems, this is the way of the future. But don't keep telling me about the same crap about artists and consultants and computer programmers, because it makes me very sad and makes me want to write the authors to ask where I can get back the 5 hours of my time that they wasted.
Now, some might find this an elitist view of work. Of course, creative marketing people or talented software engineers or highly trained chemists can be passionate about their work. But what about janitors, truck drivers, or assembly-line workers? How will they ever feel passion for the work they do? As we will explore in a later chapter, these individuals, too, will have an increasing opportunity to feel passionate about their work. . . . As we begin to realize that scalable efficiency cannot see us through the shift to near-constant disruption, we will begin to see that performance improvement by everyone counts, not just performance for ‘knowledge workers.’
Interesting. Then I kept reading. And then I got to the end of the book. This is the most in-point passage I could find on it:
So what can we do? We can find or develop our passion. . . . One of the great lessons that Toyota taught us is that assembly-line workers can be enormously passionate about their work if they are treated as problem-solvers who can innovate rather than automatons who are simply carrying out detailed instructions defined by someone else. . . . We would be well advised now to step back, reflect on those passions, and see if we can find some creative way to pursue them, either through a full-fledged career change by redefining the work we are doing, or by edging into it through a reduced workload arrangement. Another option is to find parts of our current work that are truly satisfying and engaging our interest.
So their advice to janitors and truck drivers is just to be passionate about your work and if not, tough luck? THAT'S IT!? It's like reading a 200+ page on how to operate a world-class restaurant and devoting 2 pages to the food. Useless, which is why I'd give this book negative 23,975 stars if I could. AT LEAST DEVOTE SOME OF THE BOOK TO PEOPLE OTHER THAN CREATIVE PEOPLE AND SOFTWARE ENGINEERS!! Tell me something. Tell me how this works in the physical world, not just the world of consultants and artists and computers. Tell me more than two sentences about the Toyota assembly line workers, because you're onto something there. Tell me how Sam Walton instilled passion in his workers, who ARE janitors and truck drivers, to create a dynamic organization out of cashiers and clerks (fun trivia fact: the Wal-Mart greeters are actually there to watch out for shoplifters, but instead of an intimidating guy who looks like a bouncer at a bar, Sam Walton came up with the idea of putting a friendly greeter at the door instead). Tell me about the Boeing 787 program and how they created a platform by which different subcontractors all over the world can come together and create something as impossible complex as an airplane, which, unlike software, can't crash and has to work perfectly the first time, every time. Tell me how, even though there are integration problems, this is the way of the future. But don't keep telling me about the same crap about artists and consultants and computer programmers, because it makes me very sad and makes me want to write the authors to ask where I can get back the 5 hours of my time that they wasted.
August 2, 2013
If you're a manager--particularly a corporate manager--particularly a manager in a top-down, siloed, "do it the way we've always done it" corporation, then The Power of Pull may be for you. It will tell you:
1. People need to learn new information and make new contacts all the time, because the challenges they will face in the future are unpredictable. You never know what it is that you will need to know, or who will be your most valuable collaborator. Seek serendipity.
2. Organizations need to create environments in which people can do all the things in #1.
And that's it! The questions at the end of each chapter will help you see whether you (or your organization) are following the book's advice.
I am not a manager, nor am I a corporate type, so maybe I am missing something. I thought, however, that even in 2010 when this book came out, all this was old news. Not only has there been chatter about the need to adapt to the Information Age since the 1990's. Way back in the early 20th century, Dewey stressed that the ability to find things out is just as important as the ability to remember what we've already learned.
Still, I wish some people in government would read this book. Maybe they would think twice about demanding more planning, more measurement, and more standardization from community organizations that receive government funds. They could learn from this book not to stick with a model that the most nimble for-profit organizations are leaving behind, because it stifles both creativity and productivity. We, the public, would benefit if government spent more time and more money on enabling organizations to learn from one another and create new partnerships, instead.
1. People need to learn new information and make new contacts all the time, because the challenges they will face in the future are unpredictable. You never know what it is that you will need to know, or who will be your most valuable collaborator. Seek serendipity.
2. Organizations need to create environments in which people can do all the things in #1.
And that's it! The questions at the end of each chapter will help you see whether you (or your organization) are following the book's advice.
I am not a manager, nor am I a corporate type, so maybe I am missing something. I thought, however, that even in 2010 when this book came out, all this was old news. Not only has there been chatter about the need to adapt to the Information Age since the 1990's. Way back in the early 20th century, Dewey stressed that the ability to find things out is just as important as the ability to remember what we've already learned.
Still, I wish some people in government would read this book. Maybe they would think twice about demanding more planning, more measurement, and more standardization from community organizations that receive government funds. They could learn from this book not to stick with a model that the most nimble for-profit organizations are leaving behind, because it stifles both creativity and productivity. We, the public, would benefit if government spent more time and more money on enabling organizations to learn from one another and create new partnerships, instead.
August 10, 2010
The Power of Pull succeeded in getting me to think about the hypothesis - that current business is trending away from top-down effectiveness toward bottom-up, using new networks of relationships and communication. But they didn't convince me that they have a unified theory that allows individuals and institutions to succeed in this new scheme.
The argument is built anecdote by anecdote. I don't disagree that there is a paradigm shift occurring. But a collection of anecdotes does not a paradigm make. That will be left for history to decide.
There is good stuff here. The authors remind individuals to make our passion our vocation. Good advice, for those that have any control over their fate. Many do not, due to economic and other circumstances. Institutions need to empower their individual contributors. Also good advice. Yet that's nothing new, either.
Documents the trend, but fails to capture the paradigm.
The argument is built anecdote by anecdote. I don't disagree that there is a paradigm shift occurring. But a collection of anecdotes does not a paradigm make. That will be left for history to decide.
There is good stuff here. The authors remind individuals to make our passion our vocation. Good advice, for those that have any control over their fate. Many do not, due to economic and other circumstances. Institutions need to empower their individual contributors. Also good advice. Yet that's nothing new, either.
Documents the trend, but fails to capture the paradigm.
January 14, 2011
Another in a very long line of books in which the author has about 2 chapters worth of book and then is forced (or wants) to extend it to book length. The information in here would make a great blog or two, but not a book... give me a break! The little information contained here (I got bored and quit reading after not too long) DID give me pause and I am in the process of rethinking my approach to social media for IP2Biz.
August 3, 2010
If you're interested in creating something or changing something you should read this book. One of the best books I've read in the last five years. Fantastic. Also follow @jhagel on twitter.
February 9, 2011
Great book. It is a high-level business book that looks at some of the technological/business environments that have fostered success. The "Power of Pull" is about how businesses must operate in our new environment. In the past, the power of push based initiatives dominated corporate decision makeing. The authors suggest that push-based decisions require accurate foresight to be effective, as companies would forecast demand and set production in motion to meet it. In their new suggested model, pull-based platforms are created instead. These platforms are fluid by nature and can morph as participants add value. The idea is that businesses will create these arenas and then profit from them in non-traditional ways. Twitter and YouTube are two obvious examples. Their founders created ways to share videos and short messages. The people liked it and the rest is history.
My favorite section of the book is the following where the authors discuss how corporations will find revolutionary ideas from available knowledge flows.
"Knowledge flows naturally flourish on the edge. Why? Because, by definition, participants on these edges are wrestling with how to match unmet needs with unexploited capabilities ad all the uncertainty that implies. Edge participants therefore focus on ways to innovate and create value by connecting unmet needs with unexploited capabilities and then scaling these opportunities as rapidly as possible."
Later in the book the authors lament about the corporate cultures that are present where a player from the inside, such as a VP, will mentor those actors that are most exposed to these knowledge flows. These companies are effectively damning the walls by bringing these edge players to the inside and encouraging the new blood to act exactly like the old.
My only qualm with this book is its tag line "How Small Moves, Smartly Made, Can Set Big Things in Motion". Most of the pull based platforms and examples that are provided are fundamentally dramatic. There isn't anything small about changing a corporate culture or developing a platform that others will add value to. Their arguments are convincing, but the easy breasy title is a little misleading in my opinion.
My favorite section of the book is the following where the authors discuss how corporations will find revolutionary ideas from available knowledge flows.
"Knowledge flows naturally flourish on the edge. Why? Because, by definition, participants on these edges are wrestling with how to match unmet needs with unexploited capabilities ad all the uncertainty that implies. Edge participants therefore focus on ways to innovate and create value by connecting unmet needs with unexploited capabilities and then scaling these opportunities as rapidly as possible."
Later in the book the authors lament about the corporate cultures that are present where a player from the inside, such as a VP, will mentor those actors that are most exposed to these knowledge flows. These companies are effectively damning the walls by bringing these edge players to the inside and encouraging the new blood to act exactly like the old.
My only qualm with this book is its tag line "How Small Moves, Smartly Made, Can Set Big Things in Motion". Most of the pull based platforms and examples that are provided are fundamentally dramatic. There isn't anything small about changing a corporate culture or developing a platform that others will add value to. Their arguments are convincing, but the easy breasy title is a little misleading in my opinion.
June 30, 2014
I was expecting this book to be about technology and/or the future of the digital age. This book is not like that at all. The Power of Pull is rather about how to use the internet, social media and conferences to learn new things and influence others. Fundamentally, that’s not a bad thing to learn. Unfortunately, I got next to nothing from The Power of Pull.
There were two main problems I had with The Power of Pull. The first is simply that I am not the target audience. As far as I can tell, The Power of Pull was written for CEOs and middle managers who did not grow up with the realities of online media. At one point, the authors explained that with the capabilities of the internet, a user can learn about anything they want, connect with people of similar interests, and collaborate with people around the world. Really? Gee, I had no idea. I also had no idea that when people collaborate, they get more done. Good grief.
My second problem with the book was the tendency to make broad, sweeping statements. I prefer specificity in writing. If you are going to make a statement about how reality works, please at least back it up with an example. The few examples that were used were rife with errors, which also aggravated me. Using an apple falling on Newton’s head as an example of serendipity is not a good way to give yourself credibility, as that never actually happened. It’s condescending to my intelligence and insulting to the brilliance of Newton’s work.
This book was clearly not for me.
There were two main problems I had with The Power of Pull. The first is simply that I am not the target audience. As far as I can tell, The Power of Pull was written for CEOs and middle managers who did not grow up with the realities of online media. At one point, the authors explained that with the capabilities of the internet, a user can learn about anything they want, connect with people of similar interests, and collaborate with people around the world. Really? Gee, I had no idea. I also had no idea that when people collaborate, they get more done. Good grief.
My second problem with the book was the tendency to make broad, sweeping statements. I prefer specificity in writing. If you are going to make a statement about how reality works, please at least back it up with an example. The few examples that were used were rife with errors, which also aggravated me. Using an apple falling on Newton’s head as an example of serendipity is not a good way to give yourself credibility, as that never actually happened. It’s condescending to my intelligence and insulting to the brilliance of Newton’s work.
This book was clearly not for me.
June 20, 2010
Hagel and his cohorts at Deloitte's Center For the Edge, a research center based in Silicon Valley, have being doing research to understand what they call The Big Shift. Their work has uncovered a variety of insights, but the most telling is the reduced profitability of today's corporations versus their counterparts forty years ago. We talk about how information, networks, and execution are changing the way individuals and institutions compete.
From the book:
"Pull is a very different approach, one that works at three primary levels, each of which builds on the others. At the most basic level, pull helps us to find and access people and resources when we need them. At a second level, pull is the ability to attract people and resources to you that are relevant and valuable, even if you were not even aware before that they existed. Think here of serendipity rather than search.
Finally, in a world of mounting pressure and unforeseen opportunities, we need to cultivate a third level of pull—the ability to pull from within ourselves the insight and performance required to more effectively achieve our potential. We can use pull to learn faster and translate that learning into rapidly improving performance, not just for ourselves, but for the people we connect with—a virtuous cycle that we can participate in."
From the book:
"Pull is a very different approach, one that works at three primary levels, each of which builds on the others. At the most basic level, pull helps us to find and access people and resources when we need them. At a second level, pull is the ability to attract people and resources to you that are relevant and valuable, even if you were not even aware before that they existed. Think here of serendipity rather than search.
Finally, in a world of mounting pressure and unforeseen opportunities, we need to cultivate a third level of pull—the ability to pull from within ourselves the insight and performance required to more effectively achieve our potential. We can use pull to learn faster and translate that learning into rapidly improving performance, not just for ourselves, but for the people we connect with—a virtuous cycle that we can participate in."
March 21, 2014
There is an overall theme to this book that is important, critical even, to large, established businesses that are struggling to increase their relevance and improve innovation. While the ideas in the book may be clear to those of us who, as described by John Hagel, live on or near the edge; it is not clear to mainstream businesses. This may sadden some of us given that the Web is now 25 years old, but it remains true. I choose to believe the negative reviews of this book overlook this fact and focus on the obvious nature of the message: a few influential, well-informed people can have a big impact; rather than the significance the message can have as a hiring strategy.
Yes. This could have been a long-ish article in a business magazine and has some amount of filler, but it is useful as a manual of sorts for unfamiliar with how ideas and people move freely across the Web.
I found the theme to be one of the most important that I've read since the Cluetrain Manifesto, which was also largely self-evident to those of use who were already living on the Web in 2000 but nonetheless groundbreaking.
If you've read Geoffery Moore's "Escape Velocity" and wondered how you can move a horizon 2 business to horizon 3; I think Hagel prthose ovides an idea that will help.
Yes. This could have been a long-ish article in a business magazine and has some amount of filler, but it is useful as a manual of sorts for unfamiliar with how ideas and people move freely across the Web.
I found the theme to be one of the most important that I've read since the Cluetrain Manifesto, which was also largely self-evident to those of use who were already living on the Web in 2000 but nonetheless groundbreaking.
If you've read Geoffery Moore's "Escape Velocity" and wondered how you can move a horizon 2 business to horizon 3; I think Hagel prthose ovides an idea that will help.
March 10, 2014
Lost me in the beginning when they started using terms that they hadn't yet defined.
Then once I understood, the extent to persuade me that this "Big Shift" was inevitable involved stating that 'this big shift is inevitable.' I'm sure there was more here than I found. I definitely found islands of clarity but the shipwreck of a start made it hard for me to master the tumultuous seas. There were things I agreed with but as the whole book was about this one thesis, given they left me confused about what the thesis was and then failed to convince me of it, I think it didn't achieve it's goal. Also a lot of the points they made was very long-winded. The parts I did understand seemed to be extremely verbose. I think it would have served better and have been clearer if the authors restricted themselves to more of an essay length.
Then once I understood, the extent to persuade me that this "Big Shift" was inevitable involved stating that 'this big shift is inevitable.' I'm sure there was more here than I found. I definitely found islands of clarity but the shipwreck of a start made it hard for me to master the tumultuous seas. There were things I agreed with but as the whole book was about this one thesis, given they left me confused about what the thesis was and then failed to convince me of it, I think it didn't achieve it's goal. Also a lot of the points they made was very long-winded. The parts I did understand seemed to be extremely verbose. I think it would have served better and have been clearer if the authors restricted themselves to more of an essay length.
June 2, 2011
"For the first time in history we are dealing with a technology that shows no sign of stabilization in terms of price / performance ratio improvement. In fact, the exponential rate of improvement of the three building blocks of digital technology - processing, storage, and transport - is likey to conintue for an indefinite period of time." pg 44.
And I say, rumininate on the idea of how this message found you.
And I say, rumininate on the idea of how this message found you.
May 26, 2010
Why business is different now than it was 20 years ago and what it means to you.
August 26, 2014
I will let you know
July 1, 2021
Sound Advice and Guidance in Dealing with "The Big Shift" from "Push" to "Pull" Occuring in Our Society - Although I did not connect with the initial examples, continuing on with the book revealed valuable insight into the new, emerging "Pull" paradigm.
According to Hagel, Seely Brown, and Davison, moving to "Pull" takes advantage of web technology and increased agility to deal with today's uncertain and volatile world. They show how the old "Push" orientation can no longer accurately forecast and satisfy demand with programmed responses.
By laying out the characteristics of "Push" on page 37 the authors provide philosophical underpinnings for the differences between "Push" and "Pull.". For example, "Push's" reliance on elite decision makers, hierarchy, command and control contrasts with the "Pull's" more defused and decentralized basis for decisions and organizational involvement. Also, the authors elaborate on divergence that they see in talent management. Typically, "Push" emphasizes talent management strategy's support of the business strategy. However, they indicate that "Pull" reverses this emphasis with the business strategy now supporting the talent management strategy. Through their explanation of how they see the "Power of Pull" expanding, the authors suggest additional capabilities and traits that "Pull" will enhance, make obsolete, retrieve and reverse as it proceeds.
While we have more to do to recognize and comprehend the implications of "Pull", this work deserves attention as it begins to articulate the new "Pull" paradigm that is emerging.
According to Hagel, Seely Brown, and Davison, moving to "Pull" takes advantage of web technology and increased agility to deal with today's uncertain and volatile world. They show how the old "Push" orientation can no longer accurately forecast and satisfy demand with programmed responses.
By laying out the characteristics of "Push" on page 37 the authors provide philosophical underpinnings for the differences between "Push" and "Pull.". For example, "Push's" reliance on elite decision makers, hierarchy, command and control contrasts with the "Pull's" more defused and decentralized basis for decisions and organizational involvement. Also, the authors elaborate on divergence that they see in talent management. Typically, "Push" emphasizes talent management strategy's support of the business strategy. However, they indicate that "Pull" reverses this emphasis with the business strategy now supporting the talent management strategy. Through their explanation of how they see the "Power of Pull" expanding, the authors suggest additional capabilities and traits that "Pull" will enhance, make obsolete, retrieve and reverse as it proceeds.
While we have more to do to recognize and comprehend the implications of "Pull", this work deserves attention as it begins to articulate the new "Pull" paradigm that is emerging.
June 29, 2021
This one was a slow boil. Boy was it dry and boring at first! And to be transparent..I could not define what “The Power of Pull” meant until I watched several John Hagel videos. After the viewings the book made much more sense. The flow of information is fast and always changing. What we learn today will decrease exponentially with each passing day. How do we keep up (The example of the Red Queen is used gratuitously) with this influx? Corporations need to develop much more efficient Long term development strategies.
The last few chapters on knowledge workers, pulling managers from the core to the edges were fascinating. Overall..I enjoyed the book and plan on using its ideas to promote long term developmental strategies
The last few chapters on knowledge workers, pulling managers from the core to the edges were fascinating. Overall..I enjoyed the book and plan on using its ideas to promote long term developmental strategies
April 13, 2018
I gave this 4 because it's fairly well written and for its time (2010) it was pretty innovative in way of thinking. I'm not sure I complete agree, but I think the more important thing for 2010 is what he identifies.
Hagel has a lot of very interesting things to say about how to grow in a way that is quite different from past methods he calls push. He recognizes that the existing system - of which we are very much still working through - is one that consolidates power in a particular way.
I know that likely he has influenced many and would find it interesting to see if he likes the stuff I'm working on for a book. I think it helps strengthen his argument.
Hagel has a lot of very interesting things to say about how to grow in a way that is quite different from past methods he calls push. He recognizes that the existing system - of which we are very much still working through - is one that consolidates power in a particular way.
I know that likely he has influenced many and would find it interesting to see if he likes the stuff I'm working on for a book. I think it helps strengthen his argument.
March 25, 2019
The Power of Pull is a good book. There are some perceived truths that emerge throughout this book that I can see playing out in real life. So, from that perspective I find the book highly insightful. With that being said it does take courage to implement some of these practices. If I sound vague, I don't mean to be. I enjoyed this book and it has helped me on my journey.
January 4, 2018
Insightful into how social network work, and affirming that it is a new age we are moving into that privileges sharing knowledge and collaboration over competition and winning.
December 19, 2017
So boring
August 20, 2018
Utter crap. Most of it is talking about nothing implying it will eventually talk about something. It even repeatedly reuses verbatim its own previous paragraphs.
Want to read
May 21, 2023Recommended by Keith Ferrazzi in Never Eat Alone
This entire review has been hidden because of spoilers.
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May 22, 2014cinta yang tak pernah padam...
hari ini aq mencoba menelaah tentang perasaan cinta yang tak pernah padam...yang mana aq berpikir sepertina tak masuk logika...meskipun sering aq dengar lagu milik vina panduwinata...yg judulna 'logika'...
dimana...logika...hati q...jatuh cinta kepadana...
tetapi...ternyata...asmara...tak kenal dg logika...
ketika teman aq mengalami cinta yg tak pernah usang...cinta pertamana...yg dialamina ketika saat kuliah...tadina aq berpikir...apa seh yg dia tunggu...sedangkan dia tahu kemunkinan utk bersatu prosentasena amatlah kecil...mengingat si cinta pertamana tak lagi sendiri...tp begitu setiana dia kpd si cowo...kebetulan temen aq ini cewe...tp ternyata ketidaklogikaan cinta menunjukkan kebesaran n keankuhanna...cinta begitu berkuasana bertengger dg sombongna dsana...dg sgala perasaan n harapan...yg sll berharap pada akhirna terwujud nyata...
ada lagi yg membuat aq heran dg temen cewe aq ini...ketika sang arjuna merid...justru terjadi ketika jalinan cinta mereka masih tertata rapi...(info ini aq dpt dr sumber yg aq percaya)...bahkan yg lebih mencengangkan lagi...justru temen cewe aq inilah yg mempersiapkan sgala persiapan pernikahan sang arjunana utk menikah dg org lain...smp aq berpikir...'kenapa bukan menikah denganna saja...? kenapa hrs menikah dg cewe lain...? ada apakah ini...?
akhirna aq temukan jawabna...bahwa tak adana restu dr ortulah...yg menyebabkan tak terjadina pernikahan diantara mereka...yg dmaksud adl ketidaksetujuan ortu temen cewe aq...bgitu tersanjungna sang cowo...tapi ada hal yg menggangu pikiran aq...'adakah dia masih bs dianggap cowo...? kenapa dia tak coba memperjuangkan cintana...? adakah dia tak pnya nyali...masih pantaskah dia mendapatkan cinta yg begitu tulus dr temen cewe aq itu...?' menurut aq sepertina ko laki2 cemen...ini menurut aq... ibarat kata 'tunjukkan ...mana yg kau bilang cinta...' tp ya udhlah...munkin aq yg berpikir terlalu idealis...terlalu normalis...berdasarkan seharusna...toh kenyataan di depan mata tak menunjukkan sperti itu...
peristiwa yg makin mengherankan lagi...ketika istri si mantan cowo hendak melahirkan anak pertama mereka...(bs dbilang belum mantan seh...krn pada kenyataana mereka tetap melanjutkan jalinan cinta mereka diatas onak duri)...temen cewe aq ini juga yg mengupayakan kekurangan biaya melahirkan di rumah sakit bahkan sgala persiapan baju2 sang calon buah hati yg hendak lahir ke dunia...menghirup wangina napas dunia...wah...bgitu muliana hati cewe temen aq ini...salut...
sampai suatu saat...cinta membuktikan keankuhanna...atw munkin juga kemuliaanna...trjadi suatu peristiwa...yg aq tak bs jabarkan dsini...terlalu pribadi...tp skilas aq sampaikan bukan krn istri si cowo selinkuh atw gimana...tp ketidakperhatian si istri terhadap anaknalah yg akhirna mnjadikan bom waktu pernikahan mereka berakhir...
tp tetaplah tak smudah itu jalan yg harus dlalui dlm mwujudkan bersatuna cinta mereka...rintangan tetap menhadang seperti yg udh2...temen cewe aq tetaplah trhalang restu ibunda...tp ketulusan...keikhlasan cinta mereka lah yg menguatkanna...smp suatu saat sang ibu mulai luluh...n merestui mernikahan mereka...dsaat usia mereka tak lagi belia...usia 40th...so sweet...
kini mereka tlah dkaruniai cewe imut...usia 1th...mereka hidup bahagia di bumi kalimantan...
kadang aq bertanya dalam hati apabila mengingat stori...histori...cinta mereka...tak ada dlm logika...tp itulah cinta...cinta tak pernah salah...atwpun salah meletakkan cinta bukan pada altarna...tp itulah keajaiban cinta...begitulah cinta...
hari ini aq mencoba menelaah tentang perasaan cinta yang tak pernah padam...yang mana aq berpikir sepertina tak masuk logika...meskipun sering aq dengar lagu milik vina panduwinata...yg judulna 'logika'...
dimana...logika...hati q...jatuh cinta kepadana...
tetapi...ternyata...asmara...tak kenal dg logika...
ketika teman aq mengalami cinta yg tak pernah usang...cinta pertamana...yg dialamina ketika saat kuliah...tadina aq berpikir...apa seh yg dia tunggu...sedangkan dia tahu kemunkinan utk bersatu prosentasena amatlah kecil...mengingat si cinta pertamana tak lagi sendiri...tp begitu setiana dia kpd si cowo...kebetulan temen aq ini cewe...tp ternyata ketidaklogikaan cinta menunjukkan kebesaran n keankuhanna...cinta begitu berkuasana bertengger dg sombongna dsana...dg sgala perasaan n harapan...yg sll berharap pada akhirna terwujud nyata...
ada lagi yg membuat aq heran dg temen cewe aq ini...ketika sang arjuna merid...justru terjadi ketika jalinan cinta mereka masih tertata rapi...(info ini aq dpt dr sumber yg aq percaya)...bahkan yg lebih mencengangkan lagi...justru temen cewe aq inilah yg mempersiapkan sgala persiapan pernikahan sang arjunana utk menikah dg org lain...smp aq berpikir...'kenapa bukan menikah denganna saja...? kenapa hrs menikah dg cewe lain...? ada apakah ini...?
akhirna aq temukan jawabna...bahwa tak adana restu dr ortulah...yg menyebabkan tak terjadina pernikahan diantara mereka...yg dmaksud adl ketidaksetujuan ortu temen cewe aq...bgitu tersanjungna sang cowo...tapi ada hal yg menggangu pikiran aq...'adakah dia masih bs dianggap cowo...? kenapa dia tak coba memperjuangkan cintana...? adakah dia tak pnya nyali...masih pantaskah dia mendapatkan cinta yg begitu tulus dr temen cewe aq itu...?' menurut aq sepertina ko laki2 cemen...ini menurut aq... ibarat kata 'tunjukkan ...mana yg kau bilang cinta...' tp ya udhlah...munkin aq yg berpikir terlalu idealis...terlalu normalis...berdasarkan seharusna...toh kenyataan di depan mata tak menunjukkan sperti itu...
peristiwa yg makin mengherankan lagi...ketika istri si mantan cowo hendak melahirkan anak pertama mereka...(bs dbilang belum mantan seh...krn pada kenyataana mereka tetap melanjutkan jalinan cinta mereka diatas onak duri)...temen cewe aq ini juga yg mengupayakan kekurangan biaya melahirkan di rumah sakit bahkan sgala persiapan baju2 sang calon buah hati yg hendak lahir ke dunia...menghirup wangina napas dunia...wah...bgitu muliana hati cewe temen aq ini...salut...
sampai suatu saat...cinta membuktikan keankuhanna...atw munkin juga kemuliaanna...trjadi suatu peristiwa...yg aq tak bs jabarkan dsini...terlalu pribadi...tp skilas aq sampaikan bukan krn istri si cowo selinkuh atw gimana...tp ketidakperhatian si istri terhadap anaknalah yg akhirna mnjadikan bom waktu pernikahan mereka berakhir...
tp tetaplah tak smudah itu jalan yg harus dlalui dlm mwujudkan bersatuna cinta mereka...rintangan tetap menhadang seperti yg udh2...temen cewe aq tetaplah trhalang restu ibunda...tp ketulusan...keikhlasan cinta mereka lah yg menguatkanna...smp suatu saat sang ibu mulai luluh...n merestui mernikahan mereka...dsaat usia mereka tak lagi belia...usia 40th...so sweet...
kini mereka tlah dkaruniai cewe imut...usia 1th...mereka hidup bahagia di bumi kalimantan...
kadang aq bertanya dalam hati apabila mengingat stori...histori...cinta mereka...tak ada dlm logika...tp itulah cinta...cinta tak pernah salah...atwpun salah meletakkan cinta bukan pada altarna...tp itulah keajaiban cinta...begitulah cinta...
June 10, 2010
Be involved in communities. Create communities. The whole is greater than its parts. When you're part of something, you can do more. You can't lead without a community to lead. If you're not part of a community, you're missing a lot, and you could be out of business. "Pull" is not Customer-Centered product development. It's a new concept. It's about providing for a community, and by giving to that community and providing a mechanism for them to use and give back, you can get back in spades. I'm going to have read this book again to see if I can pick up more specifics on strategies.
The writing of this book wasn't that great. It read like a dissertation, or a reporting on the industry. It's a shame, because the information is very valuable.
If you only read one book on this topic, I would recommend Tribes by Seth Godin instead. But if you want to read two books, this is a very good one as well.
The writing of this book wasn't that great. It read like a dissertation, or a reporting on the industry. It's a shame, because the information is very valuable.
If you only read one book on this topic, I would recommend Tribes by Seth Godin instead. But if you want to read two books, this is a very good one as well.
September 18, 2012
Compared to most popular business books, this is an above average read. A simple model lies at the heart of it (think in terms of stocks and flows, gain Access to the worlds you want to be part of, Attract interest and Achieve one's potential), but the writers avoid the common plague of repeating the core proposition ad nauseum and, instead, have enough interesting insights (like their thoughts on Creation Spaces and Collaboration Curves) which mostly justifies the length. There are also some good examples of companies, and individuals who are archetypes of the blend of social, creative and entrepreneurial skills that are well suited to the digital age. Nevertheless, there are a couple of chapters that read like any other self-improvement book, for example The Individual's Path to Pull, and a long section lauding the power of passion didn't do a lot for me. Overall, pretty good for this genre.
May 8, 2013
This book is all about a way to look at post industrial economies differently. Modern economics uses a push approach whereby the market tells consumers what they should want. There is some review of the more nuanced business/economic theory as to what is and what could be; for example there is much talk about the Business Administration theory of "the experience curve," along with behavioral models and "scientific management" or *taylorism principles.
Contrasting the above, the book emphasizes to the reader that our global economy coupled with niche groups and the internet, has changed market segmentation entirely. The power of pull speculates and with a few contemporary examples, how businesses that pull customers needs and then develop them into products are better suited for the 21st century economy than push based businesses.
Contrasting the above, the book emphasizes to the reader that our global economy coupled with niche groups and the internet, has changed market segmentation entirely. The power of pull speculates and with a few contemporary examples, how businesses that pull customers needs and then develop them into products are better suited for the 21st century economy than push based businesses.
June 8, 2014
I read this book based on Chris Dancy's recommendation and I am so glad I did. I recommend it to anyone trying to understand how to influence in a world where traditional techniques don't work well.
It focuses on how to make things happen in a world where hierarchies are losing their power. The authors emphasize a few key points in the book, with numerous, vivid examples:
- Focus on flows of knowledge, not stores
- Value primarily arises from the edges of systems, not the core (what Gladwell refers to as weak ties)
- Create flexible, configurable systems vs customized pipelines for handling demand
- Shape your environment to increase your options and opportunities for unexpected value
There is a wealth of information about how to attract and retain attention. This is a book to read, and to re-read.
It focuses on how to make things happen in a world where hierarchies are losing their power. The authors emphasize a few key points in the book, with numerous, vivid examples:
- Focus on flows of knowledge, not stores
- Value primarily arises from the edges of systems, not the core (what Gladwell refers to as weak ties)
- Create flexible, configurable systems vs customized pipelines for handling demand
- Shape your environment to increase your options and opportunities for unexpected value
There is a wealth of information about how to attract and retain attention. This is a book to read, and to re-read.
January 7, 2017
This book has a lot to say about how to foster serendipity and creativity. In its best moments it pulls from creative sources like surfing and World of Warcraft. In its less creative moments in falls back on the rather rote narratives of Silicon Valley.
The book is valuable. It shares a number of keen observations about how things are changing, speculates on possible outcomes, and offers suggestions on how to take advantage of those changes.
The book falls short in meeting its potential because, frankly, the authors fell into a number of common traps that business/management books fall into: winner bias, digital worship, and knowledge worker emphasis.
Please don't take that as a warning to not read this book but rather encouragement to keep going as the book will reward your patience.
The book is valuable. It shares a number of keen observations about how things are changing, speculates on possible outcomes, and offers suggestions on how to take advantage of those changes.
The book falls short in meeting its potential because, frankly, the authors fell into a number of common traps that business/management books fall into: winner bias, digital worship, and knowledge worker emphasis.
Please don't take that as a warning to not read this book but rather encouragement to keep going as the book will reward your patience.
February 28, 2012
The executive summary and a handful of chapters were very thoughtful and convincing. Overall a good book with very useful practical advice and framing devices to help comprehend and manage the massive changes taking place as a result of the digital-communications age taking firm root in our daily and professional lives. Some chapters and examples, however, were a little light on substance (applied examples) and perhaps a little too Silicon Valley / California-based. I also found it difficult to comprehend a couple of their relationship-building ideas in the highly analytical-prose of their writing. Logically it all sounded fine, but at some level a couple of their arguments got a little lost in detail.
February 26, 2014
It would be hard to give this more than 3.5, but, I'm unable to give it on goodreads. The author provides a framework for tapping the network and connecting with the proverbial 'right people'.
This book is not a "10 step guide" and does not lay out the things to do to achieve what he is doing. It is only a set of ideas that the author has connected in order to solve problems. If one has to apply these, one has to figure out how by oneself. I find the ideas quite fascinating and carrying high-energy. This book can motivate you.
The reason this book is not 4 and is a 3.5 is because of the fact that there are some ideas that carry a rhetoric tone, parts of the book is repetitive and there are some paragraphs even if you skip you wouldn't have missed much.
This book is not a "10 step guide" and does not lay out the things to do to achieve what he is doing. It is only a set of ideas that the author has connected in order to solve problems. If one has to apply these, one has to figure out how by oneself. I find the ideas quite fascinating and carrying high-energy. This book can motivate you.
The reason this book is not 4 and is a 3.5 is because of the fact that there are some ideas that carry a rhetoric tone, parts of the book is repetitive and there are some paragraphs even if you skip you wouldn't have missed much.
March 24, 2016
As value is increasingly drive by information flows, stocks of knowledge have a rapidly depreciating value.
The world of Push was determined by forecasting needs and designing systems and standardised processes to respond to those needs.
The world of Pull is determined by three levers - Access, Attract and Achieve. Finding and accessing people and resources; attracting people and resources that are relevant and valuable; and using those resources to achieve.
This book co-authored by John Hagel, co-Chairman of Deloitte's Centre for the Edge, claims to identify the keys to success in a world that's changing ever more quickly. It's a thought-provoking read exploring some of the changes in a digital world that are impacting markets, corporations and individuals.
The world of Push was determined by forecasting needs and designing systems and standardised processes to respond to those needs.
The world of Pull is determined by three levers - Access, Attract and Achieve. Finding and accessing people and resources; attracting people and resources that are relevant and valuable; and using those resources to achieve.
This book co-authored by John Hagel, co-Chairman of Deloitte's Centre for the Edge, claims to identify the keys to success in a world that's changing ever more quickly. It's a thought-provoking read exploring some of the changes in a digital world that are impacting markets, corporations and individuals.
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