*Gah!* It has been 15 years since [_The Clue Train Manifesto_] went live (April 1999 for those wanting precision), and it would appear that a good chunk of the corporate world still needs it explained to them. Witness the _Harvard Business Review_’s [“Understanding “New Power””], which somehow manages to fuse, really confuse, in their own words “increasing political protest, a crisis in representation and governance, and upstart businesses upending traditional industries.” Okay, so one should be generous with HBR: it doesn’t really serve them to think about things like income inequality. (More seriously, HBR can often be a lot smarter than its home in the Harvard Business School, which begot the world the MBA, and thus probably deserves a special place in the annals of *Ideas That Destroyed Civilization As We Know It (And Just When Things Were Looking Up)*.)
HBR’s definitions of old and new power are reasonable, however:
> Power, as British philosopher Bertrand Russell defined it, is simply “the ability to produce intended effects.” Old power and new power produce these effects differently. New power models are enabled by peer coordination and the agency of the crowd—without participation, they are just empty vessels. Old power is enabled by what people or organizations own, know, or control that nobody else does—once old power models lose that, they lose their advantage.
And we can only hope that someone, somewhere is making notes on where there is excitement and innovation in the world and where there is not.
[_The Clue Train Manifesto_]: http://www.cluetrain.com
[“Understanding “New Power””]: https://hbr.org/2014/12/understanding-new-power