McKinsey do what they preach: they blog - with comments

On March 03, McKinsey Quarterly alerted its subscribers to their new interactive site, What Matters, less than two weeks after their article Six ways to make Web 2.0 work. The mailing included no embargo date, so I feel free to publish it here and add to their coverage.

  What I like about the new site, it offers commenting like most blogs.

However, they say "comments may be edited" (open image on right). I wish they actually mean "moderated" but am not sure, so I sent them feedback asking for clarification.

My take: If I post comments to appear under my name, I am fine with moderation, that is McKinsey may decide to post or not to post the entire comment as authored. All or nothing, no changes, please.

I would not agree to editing anyone's comments and still put their name to it without permission for the edited version. This could reduce the chance to correct a derailing perception to "counterposting" on a personal blog. 

Now I am looking forward to McKinsey's reply (promised within 72 business hours).

How do you see this?

Oh yes, we may find out by comments on this blog (or their absence) how McKinsey monitors the blogosphere.  I follow them on twitter, @McKQuarterly, so they may get it there, too.

Transparency is the new marketing

From Clay Shirky's article on McKinsey "What Matters", 2009-02-26

...

Intel was perhaps the first organization to discover that angry users could find each other to unite. Back in 1995, Intel’s newest chip, the Pentium, turned out to have a subtle bug. The company’s initial reaction was a refusal to replace the chips, reasoning that the problem affected very few users. This backfired. While the number of online users was tiny in those days, they all were computer owners. When Intel downplayed the flaw, users became livid and their blistering public attacks eventually forced an Intel offer to replace every chip. The resulting $40 million financial charge was far more than Intel would have spent with an upfront replacement offer.

We’re all Intels now, it seems. ...

I believe that leaders and leadership teams working together in a proper design will run the business more effectively than by hierarchical, command-and-control managing. But I can't prove that. And there are no models.

Bower, M., (1997). The Will to Lead. Page 7, Boston: Harvard Business School Press, ISBN 0-87584-758-7

Now, 11 years later, there are models! Clay Shirky describes one in his 2008 TED talk (context after the hyperjump).