A World Gone Social: How Companies Must Adapt to Survive

A World Gone Social: How Companies Must Adapt to Survive

A World Gone Social: How Companies Must Adapt to Survive

A World Gone Social: How Companies Must Adapt to Survive


The Social Revolution's impact on the business world cannot be over-estimated. Like the meteor that likely precipitated the end of the dinosaurs, Social is the catalyst in an extinction event--and business as we know it has changed forever. A World Gone Social offers an eye-opening look at fundamental and powerful changes the social collaboration era has set in motion:

  • Customers now have the power--just watch what happens as more realize it!
  • With increased transparency, businesses must be more ethical--no more pretending
  • Command-and-control leadership is now so inefficient, it is a liability
  • Nimble and small is the new competitive advantage--few corporations are capable of the agility required by evolving marketplaces
  • Recruiting is now a two-way proposition, with job seekers able to peer behind the corporate curtain
  • Relationship and community-building is how customers and brand ambassadors are won--and retained

Engagement--with partners, employees, and customers--is not a luxury; it is a requirement. Each chapter provides compelling stories and concrete examples of companies demonstrating enlightened business practices and doing Social right--and some that are not--and the lessons to be learned from their experiences. Finally, readers will discover how to objectively assess the fitness of their own company's culture and social presence...so they may successfully transition from a 20th- to a 21st-century "social" organization.


I would rather engage in a Twitter conversation with a single customer than see our company attempt to attract the attention of millions in a coveted Super Bowl commercial.

Why? Because having people discuss your brand directly with you, actually connecting one-on-one, is far more valuable—not to mention far cheaper!

But if you think this position is about social media, you’re wrong. As you’ll come to see in this book, this is less about media and more about understanding what it means to lead in the Social Age—less to do with campaigning and more to do with engaging.

It is, in fact, about a better way to do business.

But my point of view is not a popular one. The business world still struggles— with a great deal of resistance—to see the true value of the Social Age. Many are still saddled with old-school best practice perspectives that do not serve today’s leadership well.

That is why the Social Age is a vital and relevant topic to cover. The business world must prioritize this issue.

As recently as eighteen months ago, executives had so-called control. They defined the rules of the game for consumers: “To do business with us, here’s what we offer, and here’s how you do it.” Propaganda shaped advertising. Consumers lost trust.

But times have changed and roles have shifted.

Consumers want to discuss what they like, the companies they support, and the organizations and leaders they resent. They want a community. They want to be heard.

Consumers now demand that business becomes a compelling experience, which moves the power from the executive boardroom (where decisions used to be made) to the living rooms of everyday consumers.

This is not entirely different from what employees now demand, too. Both consumers and employees are telling us how, where, and when they want to work with . . .

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