Lists, continued…

Johnnie Moore

Johnnie Moore

I’m Johnnie Moore, and I help people work better together

For those who enjoyed my previous posts on lists, here’s a kindred spirit. I offer a little snippet to lure you into reading more.

I wonder what Michele’s return on investment would have been after reading the same post, rendered in bulletese?

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The wisdom of football crowds

Fascinating article in The Times today, sadly already sequestered behind paid registration about WebFootballClub.com in France. Here’s the SP. The club is managed by fans

Security and insecurity

I thought this line from Annette Clancy‘s recent post was rather brilliant. The primary challenge to those of us involved in assisting organisations to strategise

In the box: revenge of the geeks?

Prompted by several friends and finally by some excellent posts from Marc Babej, I’ve read Douglas Rushkoff’s latest, Get Back in the Box. This is

JWT rethinks

Nick Wreden has been looking at how ag agency JWT have been reviewing their approach. They have some interesting ideas including “the audience is the

Gonzo Marketing

Chris Locke aka RageBoy, in his guise at Chief Blogging Officer, is serialising his book Gonzo Marketing. Today is Part One: Participating in the Scene

The answer to how is yes

I’m slowly working through Peter Block’s The Answer to How is Yes. It is one of the very best things I’ve read ever. Block illuminates

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Emotional debt

Releasing the hidden costs of pent up frustrations

Aliveness

Finding the aliveness below the surface of stuck

Johnnie Moore

Making conversation

James and I are fond of the label “Open Source Marketing” without (I hope) getting too attached to it or pedantic about it. We use it to cover a range

Johnnie Moore

Meaning at work

Thanks to The Nub and Curt Rosengren for pointing me this report by Roffey Park: Research links the issue of ‘meaning’ at work to employee motivation According to the research

Johnnie Moore

Future focus?

Dave Snowden has an interesting post about Avoiding reality in favour of a vision. He argues that organisations get fixated on visioning processes that serve mostly to distract them from