Enterprise Social Networking Quotes

SOCIAL BUSINESS INSIGHTSFROM THE EXPERTS

Department P

BRIAN SOLIS, CIPD, HOWARD RHEINGOLD, JOHN HAGEL, ADAM PISONI, STEVE SARGENT, JEFFREY DACHIS, DAVID REINHARDT, MARC BENIOFF, DAVID BATSTONE, NIKOS DRAKOS, CLAY SHIRKY, CAPGEMINI CONSULTING,

DAVE GRAY, LAURIE BUCZEK, NILOFER MERCHANT, DR. MICHAEL GOLD, MARK PENN, GIL YEHUDA,QUENTIN HARDY, ROSS MAYFIELD, LEW PLATT, JACQUES BUGHIN, MICHAEL CHUI, JAMES MANYIKA,CHRIS BROGAN, ANDREW MCAFEE, ERIK QUALMAN, GARTNER, STOWE BOYD, JEANNE C. MEISTER,

KARIE WILLYERD, NICK BLUNDEN, LUIS SUAREZ, ANU ELMER, EDWARD FORD, BILL FRENCH,THE DELOITTE CENTER FOR THE EDGE, BERTAND DUPERRIN, SANDY CARTER, CARL CAMDEN, J.P. RANGASWAMI, ACCENTURE, LARRY HAWES, GEOFFREY MOORE, DEB SCHULTZ, CHRIS SLEMP, JOHN STEPPER, JIVE SOFTWARE,

RACHEL BOTSMAN, JEREMIAH OWYANG, LARS PLOUGMANN, DAVID SACKS, CARL CAMDEN, LEE BRYANT,DION HINCHCLIFFE, JAMES SUROWIECKI, MAXINE BRENNER, TAMARA J. ERICKSON, RACHEL MILLER,

LAURIE HIBBS, GIAM SWIEGERS, DAVID CUSH, EMILIE DOOLITTLE, DENNIS STORY, DENNIS AGUSI, RAY WANG, ROBERT McDOWELL, PAUL DAUGHERTY, PAULA YOUNG, DON TAPSCOTT, JAY LARSON, JACOB MORGAN,

ANDRÉ HUIZING, MARK FIDELMAN, DANIEL KRAFT, RALF LARSSON, KATE DOBBERTIN,DELOITTE ACCESS ECONOMICS, DOMINIC TWOSE, ROBERT CROSS, ANDREW PARKER, HAROLD JARCHE,

TIM BERNERS-LEE, BILL GATES, CHARLES JENNINGS, CHARLENE LI, OSCAR BERG, PETER KIM, ALAN LEPOFSKY, JANE McCONNELL, CHRIS ROBINSON, JON HUSBAND, RANDY WAGNER, LEON BENJAMIN, TOM BARTON, ETIENNE WENGER, RICHARD McDERMOTT, WILLIAM M. SNYDER, ANGELA AHRENDTSAND JEFF GIBBARD.

FEATURING

“This is the end of businessas usual.”

BRIAN SOLIS, PRINCIPAL AT ALTIMETER GROUP

“Social media allows people to connect with each other to create

and share information. It is people-powered communication, an authentic dialogue motivated

by a basic human desireto share information.”

CIPD, SOCIAL MEDIA AND EMPLOYEE VOICE REPORT 2013

“Idle chatter (can be) social glue from which networks

of trust and norms of reciprocity (potential social

capital) can emerge.”

HOWARD RHEINGOLD, CRITIC, WRITER, AND TEACHER

“We are moving from a world of knowledge stocks to a world of knowledge flows.”

JOHN HAGEL, MANAGEMENT CONSULTANT AND AUTHOR

“That’s the power of social; it lets people self-organise and pull in the resources they need to accomplish things. Open communication leads

to a lot of the right behaviour that motivates people. Employees can see the big picture, they

can understand, they get purpose in what they are doing because everything is transparent.”

ADAM PISONI, CTO AT YAMMER

“The type of leadership we need finds its full expression in the DNA of collaborative

technology, and I am determined to leverage this

DNA as much as I can.”

STEVE SARGENT, CEO AT GE AUSTRALIA AND NEW ZEALAND

“Everything that can be social

will be.”JEFFREY DACHIS, CEO AT DACHIS GROUP

“…the baseline has shifted. It’s no longer enough to provide sophisticated content management platforms which allow document sharing, collaborative

working and central repositories. Today’s intranet needs to have peer-to-peer engagement and multi-channel communications embedded at their very core.”

DAVID REINHARDT, IT TECHNOLOGIST AT BSG

“The elites – or managers in companies – no longer control the conversation. This is how insurrections start. This isn’t

just about Arab spring. This is about corporate spring.”

MARC BENIOFF, CEO AT SALESFORCE.COM

“The power ofsocial media is when

it is built on top of real activity.”

DAVID BATSTONE, PRESIDENT AT NOT FOR SALE

“A systematic approach is required to adopt social business successfully.

Business processes must be integrated into the social business

software deployment in order to gain meaningful competitive advantage.”

NIKOS DRAKOS, RESEARCH DIRECTOR AT GARTNER

“When we change the way we

communicate,we change society.”

CLAY SHIRKY, AUTHOR

“...the key to digital transformation is re-envisioning and driving change in how the company

operates. That’s a management and people challenge, not just a

technology one.”

CAPGEMINI CONSULTING, DIGITAL TRANSFORMATION REPORT

“In the near future everyone will operate as a fractal version

of the CEO.”

DAVE GRAY, SVP STRATEGY AT DACHIS GROUP

“The average Intel employee dumps one day a week trying to find people with the

experience and expertise plus the relevant information to do their job. We have

calculated some of the $$ impact due to lost productivity and opportunity. Let me just say

that it is motivating us to take action.”

LAURIE BUCZEK, ENTERPRISE SOCIAL MEDIA MANAGER AT INTEL

“It’s not that everyone will,

but that anyonecan contribute.”

NILFOR MERCHANT, AUTHOR OF #SOCIALERA

“Systems based on open engagement that enable rather than control will

generate results that far exceed the combined input of

the resources involved.”

DR. MICHAEL GOLD, PRESIDENT AT JAZZ IMPACT

“Technology was oncea substitute for dealing with people, but today

it is at the heart of sociability.”

MARK PENN, CEO AT BURSON-MARSTELLER

“All businesses have always been social; what’s new is the set of

observable behaviors and available technologies that enable

businesses to leverage these to solve business problems.”

GIL YEHUDA, DIRECTOR AT OPEN SOURCE AT YAHOO! INC

“Just cutting email out of the picture in favor of social sharing

translates to a productivity windfall as more enterprise information

becomes accessible and searchable, rather than locked up

as ‘dark matter’ in inboxes.”

QUENTIN HARDY, TECH REPORTER AT NEW YORK TIMES

“Knowledge management is a by-product of social software. We find people

through content and content through people.”

ROSS MAYFIELD, FORMER CEO OF SOCIALTEXT

“If HP knew what HP knows, we’d be three times more

productive.”

LEW PLATT, FORMER CEO OF HEWLETT PACKARD

“Social technologies can bring the scope, scale, and economics

of the internet to human interactions, but a successful transformation will ultimately rest on practices and culture.”

JACQUES BUGHIN, MICHAEL CHUI AND JAMES MANYIKA OF McKINSEY & CO.

“You can’t fake community, you

can’t force it, either.”

CHRIS BROGAN, CEO AT HUMAN BUSINESS WORKS

“I also get the impression that there’s kind of a middle layer that has traditionally been the signal processor, both up and down, and some of them

don’t want to see that role go away… The challenge is that the top can be sincerely

interested, and there can be a lot of frontline people who are sincerely interested, but it’s what

happens in the middle that can determine success and failure.”

ANDREW MCAFEE, PRINCIPAL RESEARCH SCIENTIST AT MIT

“The ROI of social media is that your business will stillexist in 5 years.”

ERIK QUALMAN, AUTHOR OF SOCIALNOMICS

“By 2015, the 20% of enterprises employing social media beyond marketing will

lead their industries in revenue growth.”

GARTNER, SOCIAL IS HERE – WHERE’S THE ROI?

“The world is changing from solid to liquid.”

STOWE BOYD, FRONT MAN AT STOWE BOYD AND THE MESSENGERS

“More companies are discovering that an uber-connected workplace is not just about implementing a new set of tools – it is also about embracing a cultural shift

to create an environment where employees are encouraged to share, innovate and collaborate virtually.”

J. MEISTER AND K. WILLYERD, CO-FOUNDERS OF FUTURE WORKPLACE

“…humans are fundamentally social

animals, always have been, and probably always will be, and the rise of social media

simply plays into that.”

NICK BLUNDEN, GLOBAL DIGITAL PUBLISHER AT THE ECONOMIST

“The future of work is social. I haven’t

got a doubt about it.”

LUIS SUAREZ, SOCIAL COMPUTING EVANGELIST AT IBM

“When we thought ahead to the next generation of employees and their

social media usage outside the company, we knew that at some point

not having a collaboration platform based on Social Business Software would be similar to being among the

last companies to have email.”

ANU ELMER, VICE PRESIDENT COMMUNICATIONS AT SWISS RE

“Business becomes social, announcement becomes

dialogue, creation becomes curation and strategy becomes purpose.”

EDWARD FORD, ENTERPRISE COMMUNITY MANAGER AT THOMSON REUTERS

“Email is where knowledge

goes to die.”

BILL FRENCH, FOUNDER OF IPADCTO

“Too often, companies implement social software without clear business objectives or a strategy for making an impact on organisational performance.

These efforts typically fail.”

DELOITTE , SOCIAL SOFTWARE FOR BUSINESS PERFORMANCE

“Enterprise 2.0 is the ally of a hierarchy

that wants itself to be agile and efficient.”

BERTAND DUPERRIN, SOCIAL BUSINESS DIRECTOR AT NEXTMODERNITY

“…technologies should be baked into employees’

day-to-day work flows, or usage will probably decline after an

initial burst of interest.”

JACQUES BUGHIN, MICHAEL CHUI AND JAMES MANYIKA OF McKINSEY & CO.

“Your social platform will become the

motherboard of your business.”

SANDY CARTER, VP SOCIAL BUSINESS AT IBM

“McKinsey has found that the typical ROI of any social technology becomes positive when 15% to 25% of employees are using it extensively. But companies shouldn't assume that ‘If we

build it, they will come’. Our surveys have shown that more than 50% of companies fail to

achieve this level of penetration.”

JACQUES BUGHIN, DIRECTOR AT McKINSEY & CO.

“This type of instant communication through the entire organisation gives you a small company feel – you

can actually begin to engage with everybody.”

CARL CAMDEN, PRESIDENT AND CEO AT KELLY SERVICES

“You will lose control – get used to it!”

JP RANGASWAMI, CHIEF SCIENTIST AT SALESFORCE

“Managers spend up to two hours a day searching for information, and more

than 50% of the information they obtain has no value to them.”

ACCENTURE SURVEY 2007

“80% of social business efforts will not achieve the intended benefits due to

inadequate leadership and an overemphasis on technology.”

GARTNER, SOCIAL AND COLLABORATION GO DEEPER AND WIDER

“No business case will sell social software to a firm that doesn’t already

value collaboration in its culture.If the ROI is needed to convince an organisation that collaboration is a good thing – then ROI is the least of

your problems…”

LARRY HAWES, PRINCIPAL AT DOW BROOK ADVISORY SERVICES

“You have to grab onto the new communication

and collaboration systems or you will simply end

up as roadkill.”

GEOFFREY MOORE, CHAIRMAN EMERITUS AT TCG ADVISORS

“Technology changes,

humans don’t.”

DEB SCHULTZ, KNOWLEDGE BRICOLEUR

“I now believe social enterprise tools play an important role in achieving a competitive

edge. When integrated into people’s day-to-day work environments, these social tools enable vital communication amongst

employees, help flatten hierarchies, speed-up business processes, and boost

efficiency and agility.”

CHRIS SLEMP, SENIOR SOLUTIONS MANAGER AT MICROSOFT

“Social tools are not just about giving people a

voice, but giving them a way to collaborate,

contribute and connect.”

JOHN STEPPER, MD SOCIAL MEDIA AND COLLABORATION AT DEUTSCHE BANK

“The peopleare the

platform.”JIVE SOFTWARE, JIVEWORLD 2011

“The way we communicate and how we share ideas at work tends to get

tangled up in the hierarchies of organisational charts. Getting

information to flow freely across departments and geographies, and

up and down organisations is a common blind spot.”

RACHEL BOTSMAN, SOCIAL INNOVATOR

“Social networks represent the digital reflection of what humans do: we connect and share.”

JEREMIAH OWYANG, PARTNER AT ALTIMETER GROUP

“The Stone Age didn’t end for lack of stone.”

LARS PLOUGMANN, TIBBR ENTERPRISE ADOPTION STRATEGIST

“When you make employees feel more connected to each other and to their

company’s mission, and you remove the barriers that cause frustration that get in

their way, their engagement goes up.”

DAVID SACKS, CEO AT YAMMER

“As a social enterprise, everyone in the company is a subject matter expert.

It’s been totally transformational for us.”

CARL CAMDEN, PRESIDENT AND CEO AT KELLY SERVICES

“Social can do scale, but it can

also do intimacy.”LEE BRYANT, MANAGING DIRECTOR EUROPE AT DACHIS GROUP

“People spend tremendous time and energy creating content in social

media communities, without being paid. How can we get a fraction of that intrinsic need to create and

communicate, at work?”

MICHAEL CHUI, PRINCIPAL AT McKINSEY GLOBAL INSTITUTE

“Large groups of people are smarter than an elite few, no matter

how brilliant – better at solving problems, fostering innovation, coming to wise decisions, even

predicting the future.”

JAMES SUROWIECKI, AUTHOR OF THE WISDOM OF CROWDS

“…we can use this technology as a weapon of mass construction.”

MAXINE BRENNER, MANAGING DIRECTOR AT INVESTEC BANK

“The frontier of human productive capacity today is the power of extended collaboration – the

ability to work together beyond the scope of small groups.”

TAMARA J. ERICKSON, AUTHOR OF MEANING IS THE NEW MONEY, HBR

“Don’t view social media as something you do ‘to’ employees, but ‘for’ and

‘with’ them.”

RACHEL MILLER, SOCIAL MEDIA STRATEGIST AT ALLTHINGSIC.COM

“The ESN enables senior management to understand what

people in the front line are thinking – and conversely, for people like sales reps to understand what

management is thinking.”

LAURIE HIBBS, HR DIRECTOR AT LEXISNEXIS

“There are three fundamental ingredients to be successful with a social business initiative: adequate resources/budget, organisational

commitment, and a business problem to solve. Missing any of these greatly

slows down and/or blunts the outcome of the effort.”

DION HINCHCLIFFE, CHIEF STRATEGY OFFICER AT DACHIS GROUP

“I have a sense that social media is part of the glue that keeps a portion of this firm,

some of the generations, together and informed.”

GIAM SWIEGERS, CEO AT DELOITTE AUSTRALIA

“The biggest barriers to adopting employee social networks are

legacy systems, legacy thought processes and

legacy people.”

DAVID CUSH, CEO AT VIRGIN AMERICA

“Enterprise social initiatives that have a clear and compelling purpose from the beginning

tend to succeed. These should naturally motivate employees to use the network and see

the value of participating. Employees should know what specific problems it will solve, what employees gain themselves, and what overall

value it will provide their organisation.”

EMILIE DOOLITTLE, SENIOR MARKETING SPECIALIST AT TIBBR

“Enterprise social helps us effectively harness knowledge in a cost effective

manner.”

DENNIS STORY, CFO AT MANHATTAN ASSOCIATES

“It’s about relationships,

not technology.”

DENNIS AGUSI, GLOBAL INTERNAL COMMUNICATIONS OFFICER AT PHILIPS

“I see a broader trend where people are investing in technology and not

people. Organisations don’t see people often as a solution. They look at them as a cost structure.

That’s a problem, in part, becausea fool with a tool is still a fool.”

RAY WANG, CEO AT CONSTELLATION RESEARCH

“Companies are

conversations.”DERIVATION OF THE CLUETRAIN MANIFESTO’S “MARKETS ARE CONVERSATIONS”

Technology provides no benefits of its own; it is the application of technology to business opportunities

that produces ROI.

ROBERT McDOWELL, AUTHOR OF IN SEARCH OF BUSINESS VALUE

“Employees don’t necessarily need to become more social for

collaboration to work. It’s the work and the process that need to be

social – and when that happens, it will transform the nature of work.”

PAUL DAUGHERTY, CHIEF TECHNOLOGY OFFICER AT ACCENTURE

“We reduced the time spent creating a $10m proposal by 50% while

increasing the quality as compared to previous

proposals.”

PAULA YOUNG, GLOBAL HEAD OF KNOWLEDGE MANAGEMENT AT PWC

“This is not an information age. It’s an

age of networked intelligence.”

DON TAPSCOTT, AUTHOR OF WIKINOMICS

“Today, if a CEO sends out an email message, how do you know who read it? How do you know who hit delete? How do you get feedback?

You don’t; you send it out to the ether and hope for the best.”

JAY LARSON, PRESIDENT WORLDWIDE FIELD OPERATIONS AT JIVE SOFTWARE

“I can’t emphasise this enough, organisations that aren’t committed

won’t succeed.”

JACOB MORGAN, AUTHOR OF THE COLLABORATIVE ORGANISATION

“To fully maximise the opportunity around these tools, successful

collaboration strategies will align closely to the goals of the business, while

prioritising the needs of end users, and be supported by the right tools, training

and policies to promote adoption throughout the organisation.”

ANDRÉ HUIZING, GLOBAL COLLABORATION LEAD AT AVANADE

“Social technologies, combined with data analysis and mobile technologies are

significantly enhancing an organisation’s ability to be responsive to market changes and will enable employees to work on the tasks that most benefit the company at

any given point in time.”

MARK FIDELMAN, CEO AT EVOLVE! INC.

“Leaders that ignore the Social Business Revolution will be

replaced. If you don’t buy into it, your competitors will – they’ll

take your job, your company, and your place in history.”

DANIEL KRAFT, PRESIDENT AND CEO AT NEWSGATOR TECHNOLOGIES

“We launched it saying it was our internal Facebook for business,

and that was a big mistake.Some senior managers declined

to use it, based just on the name.”

RALF LARSSON, DIRECTOR OF ONLINE ENGAGEMENT AT ELECTROLUX

“We wanted to bring the people who work with customers much closer to

the people who are developing products and business processes. That customer insight strengthens

our products and services.”

KATE DOBBERTIN, COLLABORATION PROJECT MANAGER AT XEROX

“The biggest barriers to collaboration are

workplace culture and management structure.”

DELOITTE ACCESS ECONOMICS, THE CONNECTED WORKPLACE REPORT

“With our old system, the small team of knowledge managers were a bottle neck in terms of knowledge sharing; now there

is an increasing sense of global community, sharing ideas and experiences.”

DOMINIC TWOSE, HEAD OF KNOWLEDGE MANAGEMENT AT MILLWARD BROWN

“We learned that individual expertise did not distinguish people as high performers. To be

sure, not having sufficient expertise or not using technology in the right way could land someone in the bottom 20% of performers. However, what distinguished high performers were larger and more diversified personal networks than those

of average or low performers.”

CROSS & PARKER, CO-AUTHORS OF THE HIDDEN POWER OF SOCIAL NETWORKS

“Becoming a successful social organisation will require more than

just the implementation of enterprise social technologies. Developing,

supporting, and encouraging people to use a range of new social

workplace skills will bejust as important.”

HAROLD JARCHE, PRINCIPAL AT JARCHE CONSULTING

TIM BERNERS-LEE, INVENTOR OF THE INTERNET

“The web is more a social creation than a technical one.I designed it for a social effect

– to help people work together – and not as a technical toy.”

“Social networking type applications will become as

ubiquitous in the workplace as Microsoft Office tools and will

likely replace e-mail as the dominant form of corporate

communications.”

BILL GATES, CHAIRMAN AT MICROSOFT

“If it is social and engaged, there is no us and them,

only we.”CHARLES JENNINGS, FOUNDER AT 70:20:10 FORUM

“The organisations that have been successful at doing this are ones

that are very focused on their culture: they understand it, they understand their shortcomings

and are using these tools to solve these shortcomings.”

CHARLENE LI, FOUNDER AT ALTIMETER GROUP

“Deploying a new technology is of course the easy part. The hard part

is changing the communication culture so that new and smarter ways of working can emerge.”

OSCAR BERG, STRATEGIST AND BUSINESS ANALYST

“Technology is the catalyst but change management is what integrates social intoan organisation. Culture

becomes the make or break of social success.”

PETER KIM, CHIEF SOLUTIONS ARCHITECT AT DACHIS GROUP

“With purposeful collaboration, social is built directly into the tools

and business processes people use to get their work done.”

ALAN LEPOFSKY, VICE-PRESIDENT AT CONSTELLATION RESEARCH

“Efficiency and cost savings and organisational intelligence

are the top two goals for digital workplace initiatives.”

JANE McCONNELL, AUTHOR OF DIGITAL WORKPLACE TRENDS

“We’re looking to flatten our organisation, make it less hierarchical and retain a 21st century workforce that expects these tools when they

come into the office every day.”

CHRIS ROBINSON, CIO AT KPMG ASIA-PACIFIC

“A social network follows nature’s model

of a self-organising, self-adapting, evolving

complex system.”

JON HUSBAND, SOCIAL ARCHITECT AT WIREARCHY.COM

“Social networking provides immediacy and enables our

operations to be more efficient by working intuitively – without having to know what tool to use or what

technology is involved.”

RANDY WAGNER, DRILLING ADVISOR AT APACHE CORP

“Social collaboration reveals your culture before it changes it.”

LEON BENJAMIN, SOCIAL BUSINESS LEAD AT VIRGIN MEDIA

“If we invented meetings today, would we need to

prove ROI or would someone argue that people

would lose focus?”

TOM BARTON, HEAD OF COMMUNICATIONS AT CAPGEMINI

“Because communities of practice are voluntary, what makes them successful over

time is their ability to generate enough excitement, relevance,

and value to attract and engage members.”

WENGER, McDERMOTT & SNYDER, CULTIVATING COMMUNITIES OF PRACTICE

“…for any CEO that is sceptical at all: you have to create a social enterprise

today. You have to be totally connected with everyone that touches your brand. If you don't do that, I don't know what your business model is in five years.”

ANGELA AHRENDTS, CEO AT BURBERRY

“Social business: This is not a drill,

people.”

JEFF GIBBARD, PRESIDENT AT TRUE VOICE MEDIA

119 Willoughby Road Crows Nest NSW 2065

Mobile: 0438 250 709 Telephone: +61 2 9965 3783

Email: [email protected]

Web: www.departmentp.com.au

David CrostonSocial Business Strategist

Department P