The Collaborative Effects of Social Media in Business

At Avaya Evolutions in Dallas, Guy Kawasaki and Avaya’s Brett Shockley discuss the use and collaborative effects of social media in the enterprise and on customer service.

Brett Shockley: A big part of Avaya’s mission is enabling collaboration within the enterprise. Social media has fostered unbelievable collaboration in all facets of our lives. How do you see social media in the workplace being used to drive collaborative and positive engagement to achieve business results?

Guy: The collaboration in social media has set expectations for high quality and responsive interaction in order to get more friends, followers, and fans. I think this kind of behavior is becoming ingrained in people, and it’s bound to spill over into enterprise collaboration. This is a very interesting case where consumer to consumer is going to affect internal communication and collaboration. After all, if loose connections in social media can collaborate, one would hope that people at the same company can collaborate even more.

BS: A 2012 NM Incite survey titled, “State of Social Media” found that consumer-created reviews and ratings have become the preferred source for information about product and service value, price, and quality. Tell me a little about the do-it-yourself, peer-review culture that appears to be so closely linked to social media.

Guy: The most obvious place that I encounter this is Amazon book reviews. It used to be that people use the association of prestigious publishers as a proxy for quality. Now people just look at how many stars a book has and read a few reviews and make a buy/no-buy decision. Building awareness about a book is done through social media, not advertising in the New York Times book review section. It’s a whole new world out there.

BS: You recently wrote a book, APE: Author, Publisher, Entrepreneur — How to Publish a Book. I can’t help but feel like this is the social media, do-it-yourself approach applied to the publishing industry. Tell me about the book and the catalysts that compelled you to write it.

Guy: You’ve got that right! The catalyst is the democratization of the publishing process so that anyone with a computer and Internet access can publish a book on Amazon, Apple, Barnes & Noble, Google Play, and Kobo. The totality of the process involves writing, producing, and marketing a book–that is what you have to do if you’re self-publishing. And these three roles involve being an author, publisher, and entrepreneur.

BS: Coinciding with the explosive growth of social media is the monumental shift to mobile in all forms of digital interaction. How can businesses meet their customers on their mobile devices and on the go?

Guy: In a few years, we’ll feel silly for even wondering how to make mobile implementations work when it becomes the predominant way for businesses to interact. The evolution has been website, mobile version of website, and now a custom smart phone app. I’d rather interact with Bank of America with its Android app than its mobile or desktop websites. So I see businesses on the cutting edge using custom smartphone apps to front-end the big data that businesses maintain.

BS: Social media has spurred innovation in numerous and varied sectors and markets. Where have you seen innovation with regard to social media in business and the enterprise?

Guy: I love when companies implement an internal Twitter type of network. This means that communication is very short and there is not a lot of carbon copying and blind carbon copying, and you tweet directly to the CEO of the company instead of going through layers of management. Email has become so anarchic. Social media in business is a lot more efficient.

BS: Businesses, in order to compete in today’s connected world and within flat markets, need to excel at customer service and accessibility to gain an edge on competition. Can we expect a similar situation within enterprises where an increased level of communication works to flatten an organization and empower employees?

GUY: It’s helpful to think of employees as one kind of customer of companies. Using internal social media to reach these customers is highly effective and refreshing. Leaders need to be open to being on the firing line, but the overall impact, I believe, is good.

BS: In the same vein, could this work in reverse? Might business decisions in a connected enterprise of the future not fall squarely on the shoulders of executives, and possibly the decision be crowd sourced across an entire company?

GUY: Not sure if the business decisions can be made in a crowd-sourced way, but the data and discussion that leads up to decisions can be crowd sourced. At some point, however, a leader does have to make the decision and move forward with implementation.

Guy Kawasaki is the author of APE, What the Plus!, Enchantment, and nine other books. He is also the co-founder of, an “online magazine rack” of popular topics on the web. Previously, he was the chief evangelist of Apple. Kawasaki has a BA from Stanford University and an MBA from UCLA as well as an honorary doctorate from Babson College.

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Guy Kawasaki at Avaya Evolutions: Humor, Insight and Innovation

Guy Kawasaki

It’s not every day that you sit down to listen to a keynote address, thinking, “Hey, I really like this guy – He’s funny! I actually did laugh out loud!”

But then again, there’s something really likable and unique about Silicon Valley venture capitalist Guy Kawasaki, who recently spoke at the Avaya Evolutions event in Toronto.

The former Apple Chief Evangelist, who leveraged his charisma to help establish Macintosh computers, is also the author of 12 books, including the recent “Enchantment: The Art of Changing Hearts, Minds and Actions.”

His glowing Amazon reviews include rare endorsements from the likes of Virgin Group founder Sir Richard Branson and Apple co-founder Steve Wozniak.

So, what makes Kawasaki so engaging?

Maybe it’s his humor:

“I worked for Apple as Apple’s Software Evangelist,” says Kawasaki. “I [was in] in the Macintosh division. [It] was probably the largest collection of egomaniacs in the history of America.”

He continues, “We had a great travel policy: Any flight over two hours qualified for first class. My interpretation of that was that the two hours begins when you leave your apartment.”

…Or maybe it’s his candor:

“I’ve been in the tech business for about 30 years,” Kawasaki says, “and I’ll tell you that other than speakers from Avaya and a handful of companies, most tech speakers suck. And they not only suck, they go long, which is a bad combination.”

Thankfully, Kawasaki is neither dull nor long-winded, and he actually has some really compelling things to say, culled from his years of experience rubbing shoulders with some of the biggest names in tech.

Kawasaki has a knack for creating memorable, pithy maxims out of what could be bland, complex business strategies.

Let’s look at just a few.

  • Decide to Make Meaning

“Decide to make meaning – as opposed to money,” he says. “In Silicon Valley, many companies start with the goal of making money, and I’ve noticed that those companies typically fail. The companies that succeed typically had a much deeper purpose – They wanted to change the world.”

He says the best motivation for innovation “is to make meaning to change the world.”

  • Make a Mantra

Do you know your company’s mission statement? It’s probably 50 words long, according to Kawasaki.

He suggests making a mantra instead.

“In the United States, we focus on making ‘mission statements,’” he says. “This is the fundamental flaw of mission statements: Nobody can remember them! If you want to be innovative, make a mantra. Why does your innovation exist?”

He says it should be summed up in just two or three words.

  • Don’t Worry, Be Crappy

“When you are a curve-jumper, it’s okay to have elements of crappiness,” Kawasaki says.

When the Apple Macintosh first came out, it had a number of limitations, being something new and different. It was a learning experience, Kawasaki explains, but at least they did it.

“Don’t ship crap, but if you are jumping the curve, it’s okay to have elements of crappiness to it.”

There’s a lot more good stuff where this came from. You might say Kawasaki is full of it – I think he’d get a kick out of that.

To watch Guy Kawasaki’s complete Avaya Evolutions keynote, click here.

You can also download the complete podcast here.

Photo credit: Scott Beale via photopin cc

Q&A with Economics Guru Todd Buchholz on Innovation during Shaky Economies

Todd Buchholz is a former director of White House economics policy, the CEO of educational startup, Sproglet, and an all-around mover and shaker in the economics policy world. He is keynoting at a number of Avaya Evolutions conferences this spring, including the Avaya Evolutions San Francisco show last month. Below is a transcript of our conversation, which focused on the need for innovation in all economies, but especially today.

Todd Buchholz Avaya Evolutions SF 2014

 Todd Buchholz

Photo by Andres Larranaga/Avaya


This Avaya CONNECTED Blog is also available as an MP3 Audio File


What did you talk about at your Evolutions keynote?

Buchholz: Well, let’s face it. The economy is very confusing to everyone. I think the President of the United States is probably as confused as the Federal Reserve Board Chair, as every investor, every business person. So what I try to do is kind of make sense of how to think about interest rates, where they are, the debt situation, and how Wall St. is looking at the world right now, and also to give some advice to folks on how to succeed in business even if the economy is pretty darn tricky.

I think the economy is getting better, but at a very slow pace. And there’s little reason to think things are going to pick up. At the same time, that doesn’t mean that we as business people should be despondent, because there are still huge opportunities for us and what we need to do is (a) pick the right partners to do business with and (b) differentiate ourselves. Show that we have something different to say or to sell, and that can allow us break out from the pack and create some profit margin even in a climate that isn’t very friendly to prices.

So if you’re just hanging out and doing nothing, you’re just going to wither on the vine, right? You have to make some strategic investments when times are tight.

Buchholz: You have to be hungry for innovation. You just think about it this way: if you were literally hungry during the day, you’ll go to some buffet and you’ll seek out some food and say, “Well I haven’t had that before, but I’m going to try it because I’m really hungry.”

(laughs) Not if you eat at the buffets near my house.

Buchholz: (laughs) Well I won’t be dropping by. And if you’re not hungry for innovation, it doesn’t come. There are companies called Kodak, Polaroid, and others that were on top of the hill, on top of their game, it seemed, for decades, but you can’t stay on top of your game and on top of the hill unless you’re looking to create innovation within or acquire it from others.

I think there are examples of a lot of companies that get so big they dominate a market, they dominate technology, and I think, maybe it’s just laziness. They lose their drive. They lose their energy. They lose their focus on innovation. And they get to a point and they stop.

Buchholz: That’s right. I read a book called “New Ideas from Dead CEOs”, and I talked about General Motors. I also did a more recent book called “Rush”. General Motors obviously was a great, conquering company in the United States and around the world. And then sometime in the 1970’s, they got lazy. You used to be able to distinguish a Pontiac from an Oldsmobile from a Chevrolet in the 1940’s and 50’s and 60’s. In the 1970’s and 80’s, you couldn’t tell the difference between a Buick Regal and an Oldsmobile 88, or even the Cadillac. They were basically the same steel stamping, and all they did was change the crest on the front. Well, they lost the desire to distinguish within themselves. You also need competition within an organization. If everyone is just sitting around getting along, and no one is willing to be a standout, then the company itself will not stand out.

So I’m the only guy that podcasts inside Avaya, so I have a secure job then, right? (laughs)

Buchholz: You have a secure job, (laughs) but someone may come along with smaller microphones.

(laughs) Certainly a better looking host.

Buchholz: (laughs) Well that’s why you and I both do radio and do so well at radio.

Got a face for radio, absolutely.

Avaya Evolutions arrive à Montréal!

Si vous n’êtes pas déjà au courant, Avaya est en tournée.  Nous tenons des événements d’une journée appelés Avaya Evolutions. En fait, il s’agit de plus que des événements, ce sont des expériences. Nous réunissons des gens brillants, afin de discuter d’idées brillantes, engendrées par une technologie brillante. Jusqu’à maintenant, nous pouvons dire que c’est un succès.

French Spot Final from Avaya On Demand on Vimeo.

Mais nous ne faisons que commencer. Après des arrêts au Mexique, au Chili, au Panama et à Toronto, nous ferons un arrêt incontournable dans la belle ville de Montréal.

Nous avons au programme des conférenciers incroyables, des ateliers et des discussions animées. Pour nous, l’essentiel est de découvrir les technologies de communications d’entreprise de prochaine génération, de connecter avec les collègues et les clients et de collaborer avec les experts Avaya et les chefs d’entreprises.

Voici quelques-uns des leaders que vous aurez le plaisir d’entendre:

Guy Kawasaki, cofondateur d’, un “kiosque de magazine virtuel” qui traite des sujets populaires sur le web, et auteur du livre « Enchantment: The Art of Changing Hearts, Minds, and Actions. » Auparavant, il était évangéliste en chef chez Apple.

Ward Chapin était responsable des technologies de VANOC. Il était à la tête de l’équipe technologique qui a implanté et géré chaque système requis pour la mise en place des Jeux olympiques et paralympiques d’hiver de Vancouver en 2010.

Nous serons ravis que vous vous joigniez à nous. Le tout se déroulera le 27 février 2014 au Palais des congrès de Montréal. Inscrivez-vous maintenant!

Rob Daleman est directeur national du Marketing chez Avaya Canada. Il a pour but de fournir une perspective typiquement canadienne aux tendances émergentes de télécommunications, en voulant toujours aider les chefs de petites et moyennes entreprises à mieux comprendre technologies actuelles favorisant la productivité. Avant de se joindre à Avaya, Rob était à la tête des stratégies pour les entreprises de taille moyenne pour Dell Canada.Il est surtout intéressé par la direction et la cadence des convergences technologiques lorsqu’elle se rapporte à la mobilité, la téléphonie, l’ordinateur et les applications nuagiques. Rob détient une maîtrise en administration des affaires de la Schulich School of Business.