Enterprise Social Networking Quotes

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Killer social business quotes from 100 world-leading experts.

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Enterprise Social Networking Quotes

  1. 1. SOCIAL BUSINESS INSIGHTS FROM THE EXPERTS Department P
  2. 2. 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
  3. 3. “This is the end of business as usual.” BRIAN SOLIS, PRINCIPAL AT ALTIMETER GROUP
  4. 4. “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 desire to share information.” CIPD, SOCIAL MEDIA AND EMPLOYEE VOICE REPORT 2013
  5. 5. “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
  6. 6. “We are moving from a world of knowledge stocks to a world of knowledge flows.” JOHN HAGEL, MANAGEMENT CONSULTANT AND AUTHOR
  7. 7. “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
  8. 8. “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
  9. 9. “Everything that can be social will be.” JEFFREY DACHIS, CEO AT DACHIS GROUP
  10. 10. “…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
  11. 11. “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
  12. 12. “The power of social media is when it is built on top of real activity.” DAVID BATSTONE, PRESIDENT AT NOT FOR SALE
  13. 13. “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
  14. 14. “When we change the way we communicate, we change society.” CLAY SHIRKY, AUTHOR
  15. 15. “...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
  16. 16. “In the near future everyone will operate as a fractal version of the CEO.” DAVE GRAY, SVP STRATEGY AT DACHIS GROUP
  17. 17. “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
  18. 18. “It’s not that everyone will, but that anyone can contribute.” NILFOR MERCHANT, AUTHOR OF #SOCIALERA
  19. 19. “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
  20. 20. “Technology was once a substitute for dealing with people, but today it is at the heart of sociability.” MARK PENN, CEO AT BURSON-MARSTELLER
  21. 21. “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
  22. 22. “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
  23. 23. “Knowledge management is a by-product of social software. We find people through content and content through people.” ROSS MAYFIELD, FORMER CEO OF SOCIALTEXT
  24. 24. “If HP knew what HP knows, we’d be three times more productive.” LEW PLATT, FORMER CEO OF HEWLETT PACKARD
  25. 25. “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.
  26. 26. “You can’t fake community, you can’t force it, either.” CHRIS BROGAN, CEO AT HUMAN BUSINESS WORKS
  27. 27. “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
  28. 28. “The ROI of social media is that your business will still exist in 5 years.” ERIK QUALMAN, AUTHOR OF SOCIALNOMICS
  29. 29. “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?
  30. 30. “The world is changing from solid to liquid.” STOWE BOYD, FRONT MAN AT STOWE BOYD AND THE MESSENGERS
  31. 31. “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
  32. 32. “…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
  33. 33. “The future of work is social. I haven’t got a doubt about it.” LUIS SUAREZ, SOCIAL COMPUTING EVANGELIST AT IBM
  34. 34. “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
  35. 35. “Business becomes social, announcement becomes dialogue, creation becomes curation and strategy becomes purpose.” EDWARD FORD, ENTERPRISE COMMUNITY MANAGER AT THOMSON REUTERS
  36. 36. “Email is where knowledge goes to die.” BILL FRENCH, FOUNDER OF IPADCTO
  37. 37. “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
  38. 38. “Enterprise 2.0 is the ally of a hierarchy that wants itself to be agile and efficient.” BERTAND DUPERRIN, SOCIAL BUSINESS DIRECTOR AT NEXTMODERNITY
  39. 39. “…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.
  40. 40. “Your social platform will become the motherboard of your business.” SANDY CARTER, VP SOCIAL BUSINESS AT IBM
  41. 41. “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.
  42. 42. “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
  43. 43. “You will lose control – get used to it!” JP RANGASWAMI, CHIEF SCIENTIST AT SALESFORCE
  44. 44. “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
  45. 45. “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
  46. 46. “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
  47. 47. “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
  48. 48. “Technology changes, humans don’t.” DEB SCHULTZ, KNOWLEDGE BRICOLEUR
  49. 49. “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
  50. 50. “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
  51. 51. “The people are the platform.” JIVE SOFTWARE, JIVEWORLD 2011
  52. 52. “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
  53. 53. “Social networks represent the digital reflection of what humans do: we connect and share.” JEREMIAH OWYANG, PARTNER AT ALTIMETER GROUP
  54. 54. “The Stone Age didn’t end for lack of stone.” LARS PLOUGMANN, TIBBR ENTERPRISE ADOPTION STRATEGIST
  55. 55. “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
  56. 56. “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
  57. 57. “Social can do scale, but it can also do intimacy.” LEE BRYANT, MANAGING DIRECTOR EUROPE AT DACHIS GROUP
  58. 58. “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
  59. 59. “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
  60. 60. “…we can use this technology as a weapon of mass construction.” MAXINE BRENNER, MANAGING DIRECTOR AT INVESTEC BANK
  61. 61. “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
  62. 62. “Don’t view social media as something you do ‘to’ employees, but ‘for’ and ‘with’ them.” RACHEL MILLER, SOCIAL MEDIA STRATEGIST AT ALLTHINGSIC.COM
  63. 63. “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
  64. 64. “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
  65. 65. “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
  66. 66. “The biggest barriers to adopting employee social networks are legacy systems, legacy thought processes and legacy people.” DAVID CUSH, CEO AT VIRGIN AMERICA
  67. 67. “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
  68. 68. “Enterprise social helps us effectively harness knowledge in a cost effective manner.” DENNIS STORY, CFO AT MANHATTAN ASSOCIATES
  69. 69. “It’s about relationships, not technology.” DENNIS AGUSI, GLOBAL INTERNAL COMMUNICATIONS OFFICER AT PHILIPS
  70. 70. “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, because a fool with a tool is still a fool.” RAY WANG, CEO AT CONSTELLATION RESEARCH
  71. 71. “Companies are conversations.” DERIVATION OF THE CLUETRAIN MANIFESTO’S “MARKETS ARE CONVERSATIONS”
  72. 72. 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
  73. 73. “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
  74. 74. “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
  75. 75. “This is not an information age. It’s an age of networked intelligence.” DON TAPSCOTT, AUTHOR OF WIKINOMICS
  76. 76. “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
  77. 77. “I can’t emphasise this enough, organisations that aren’t committed won’t succeed.” JACOB MORGAN, AUTHOR OF THE COLLABORATIVE ORGANISATION
  78. 78. “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
  79. 79. “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.
  80. 80. “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
  81. 81. “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
  82. 82. “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
  83. 83. “The biggest barriers to collaboration are workplace culture and management structure.” DELOITTE ACCESS ECONOMICS, THE CONNECTED WORKPLACE REPORT
  84. 84. “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
  85. 85. “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
  86. 86. “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 be just as important.” HAROLD JARCHE, PRINCIPAL AT JARCHE CONSULTING
  87. 87. 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.”
  88. 88. “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
  89. 89. “If it is social and engaged, there is no us and them, only we.” CHARLES JENNINGS, FOUNDER AT 70:20:10 FORUM
  90. 90. “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
  91. 91. “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
  92. 92. “Technology is the catalyst but change management is what integrates social into an organisation. Culture becomes the make or break of social success.” PETER KIM, CHIEF SOLUTIONS ARCHITECT AT DACHIS GROUP
  93. 93. “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
  94. 94. “Efficiency and cost savings and organisational intelligence are the top two goals for digital workplace initiatives.” JANE McCONNELL, AUTHOR OF DIGITAL WORKPLACE TRENDS
  95. 95. “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
  96. 96. “A social network follows nature’s model of a self-organising, self-adapting, evolving complex system.” JON HUSBAND, SOCIAL ARCHITECT AT WIREARCHY.COM
  97. 97. “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
  98. 98. “Social collaboration reveals your culture before it changes it.” LEON BENJAMIN, SOCIAL BUSINESS LEAD AT VIRGIN MEDIA
  99. 99. “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
  100. 100. “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
  101. 101. “…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
  102. 102. “Social business: This is not a drill, people.” JEFF GIBBARD, PRESIDENT AT TRUE VOICE MEDIA
  103. 103. 119 Willoughby Road Crows Nest NSW 2065 Mobile: 0438 250709 Telephone: +61 2 9965 3783 Email: david@departmentp.com.au Web: www.departmentp.com.au David Croston Social Business Strategist Department P

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