Agreed!

Thank you for your kind words.

Good point but I don't agree. Social software encourages open, sharing behaviours that are counter intuitive to most organisations. Every one of them suffers from silo structures re-enforced by contractual arrangements that reward people to hoard knowledge and protect their turf. Social business is about a shift from command and control models of organisation to peer-to-peer models of organisation. This is new. This is different to other change programmes. No doubt you've experienced these two types of networks in your own life, many times over. The karass is that group of friends from college who have helped one another's careers in a hundred subtle ways over the years; the granfalloon is the marketing department at your firm, where everyone has a meticulously defined place on the org chart but nothing ever gets done. When you find yourself in a karass, it's an intuitive, unplanned experience. Getting into a granfalloon, on the other hand, usually involves showing two forms of ID.

Thanks Ben. I read it when it came out and have exchanged a few emails with the authors (who are/were Ernst & Young partners). I think it would be a good time for them to bring out a second edition.

Thank you for your kind words Gareth. To your point about 'ecosystem'. “Imagine organizations in which most workers aren’t employees at all, but electronically connected freelancers living wherever they want to. And imagine that all this freedom in business lets people get more of whatever they really want in life – money, interesting work, the chance to help others, or time with their families.” Thomas Malone, The future of work