I mean the technology doesn’t drive any of the stuff. It’s an enabler. You know I’m a former, I was a math major when I went to school. And I have forgotten pretty much everything I learned there expect for one bit of logic: necessary but not sufficient. And to me that really sums up the role of technology in, whether you call it CRM, CEM, collaboration,… It is necessary. And you do find that leaders use technology more aggressively, more effectively, than followers.
The problem is that if you look at that one dimension, and then you extrapolate and say well, alright, you have seen the correlation, and I have seen that correlation that, you know, leaders tend to use the technology more aggressively and you put blinders on and you ignore all the other things that they are doing and you draw the conclusion that, well, if I use the same technology that Cisco is using, or IBM is using, or that some software company is selling, then I too will be a higher performer. And it doesn’t work that way. It’s a necessary enablement but without a culture or leadership or inward systems, the real business problems that need collaboration…. technology is a waste of time. So I think that there is some risk that the technology will, once again, be in the limelight, and we will forget why we are using it.
But having said that I think, you know, in today’s modern world, that companies must be more nimble, they have to make decisions faster, they have to make decision more creatively and get multiple people together quickly, figure out what to do and do it. And I don’t know how you are going to do those sorts of thing without a technology upgrade. So it’s necessary, not sufficient, to be really successful with collaboration.