The passionate, helpful interest the following people have taken in the development of this book are further proof of the power of Hyper-Sociality, and the strength of the Human 1.0 traits we discuss throughout the following chapters. These professors, researchers and businesspeople have generously shared what they’ve learned as organizations undergo the Hyper-Social shift, and have provided us with energetic and pointed feedback. We deeply appreciate the time these executives and managers have contributed, and how their involvement has kept the book firmly planted in practicality as opposed to solely theory.
We especially appreciate the input we received from Beth Comstock (CMO, GE), Marty St. George (CMO, JetBlue), Renee Hopkins (editor, Strategy & Innovation, lead editor for Innosight’s InnoBlog), Robert Kozinets (Professor of Marketing, Chair Marketing Department, Schulich School of Business, York University), Utpal Dholokia (William S. Mackey, Jr. and Verne F. Simons Distinguished Associate Professor of Management, Rice University), Caroline Wiertz (Faculty of Management, Cass Business School, London), Luis Suarez (IBM), Rawn Shah (IBM), John Hagel (The Deloitte Center for the Edge), Paul Levy (CEO, Beth Israel Deaconess Medical Center), Barry Judge (CMO, Best Buy), Mark Colombo (SVP Digital Access Marketing, FedEx), Janet Swaysland (SVP Social Media, Monster.com.), Mark Yolton (SVP Communities, SAP), Shel Holtz (author of multiple books, and principal at Holtz Communication + Technology) and David Rogers (Executive Director, Columbia Business School Center on Global Brand Leadership, and author of The Network Is Your Customer).
We are also grateful to all of the many CMO 2.0 conversation guests that have been interviewed over the past year and a half (http://www.cmotwo.com) and who spent hours answering our questions and sharing their experiences, including Mark Gambill (CMO, CDW), Porter Gale (CMO, Virgin America), Ram Menon (CMO, TIBCO), Susan Lavington (SVP Marketing, USA Today), Christa Carone (CMO, Xerox), Dan Ariely (author and professor at Duke), Don Peppers (author, and cofounder of Peppers & Rogers Group), Gail Galuppo (CMO, Western Union), Alan Webber (author, and cofounder of Fast Company), Ted Gilvar (CMO, Monster.com), Rob Spencer (Pfizer), Erin Nelson (CMO, Dell), Manish Mehta (VP of Social Media and Community at Dell), Pete Blackshaw (EVP, Nielsen Online), Will Prest (CMO, Transamerica Retirement Services), Jeff Hayzlett (CMO, Kodak), Jay Gillespie (CMO, Fiskars), and Larry Flanagan (CMO, MasterCard).
We also deeply appreciate the input of Valeria Maltoni (Conversation Agent), Rachel Happe (The Community Roundtable), Scott Wilder (Edelman), Rachel Makool, Geno Church (Word of Mouth Inspiration Officer, Brains on Fire), Jon Husband (author), Richard Binhammer (Dell), John Puchalski (aka GRIZZ, Director of Ambassadors at Killington—for understanding and also for teaching me (Francois) a thing or two about large volunteer programs, Karim Lakhani (Harvard Business School), Kelly Morrissey (for keeping us on track and for reviewing early chapters), Chris Thoen (Head of Connect + Develop at P&G), Jen McClure (founder of the Society for New Communications Research), Robert Godes (University of Maryland), Nora Ganim Barnes, PhD. (University of Massachusetts Dartmouth), Dave Logan (author of Tribal Leadership), David Fugate, our literary agent who grasped the importance of Hyper-Sociality earlier than most people, Mary Glenn at McGraw-Hill, our colleagues, especially Phil Asmundson, Noel Spiegel, Jolyon Barker, Wally Gregory, Bill Ribaudo, Hylton Jolliffe, and Lois Kelly who supported our fascination with social media and online social activities, and who have generously contributed their knowledge and experiences.
This book could not have been written without the support of a number of tribes, including our families. As we gathered the Tribalization of Business data and as we analyzed it, passionate groups emerged that challenged us, educated us, and guided us. These groups include the many workshop and conference participants over the past two years who have listened to our evolving views on the Four Pillars of Hyper-Sociality and who have helped us make sense of the data we collected. We also owe a great debt to the hundreds of companies that participated in the Tribalization of Business Study, and the many companies who reviewed the data with us, and suggested insightful interpretations.