It's About Connectedness

Thomas P. M. Barnett, a Pentagon analyst, strategist, and one-time Soviet expert, describes connectedness on two levels: explicitly and implicitly.

Explicitly, he discusses the connectedness of international communities and nations. The fat cats like us in the US, Europe, and industrialized Asia are connected. Far stronger than mutual defense treaties, we share mutual economic and personal security treaties. We are like an extended family. We might fight amongst ourselves, but we respond aggressively to threats to our relatives, whether they live in Des Moines or Singapore.

Implicitly, we share a connectedness with those who can individuals, however outwardly different, who can benefit us. Barnett gives the example of a working group in which he participated. Thrown together were, in order formality and stiffness, top military and intelligence officers, top Wall Street executives from Kantor-Fitzgerald, marketing and advertising gurus, and Silicon Valley entrepreneurs and designers. The groups couldn't be more different. Yet, in a matter of minutes, 4-star generals were engrossed in conversation with pony-tailed and jean-wearing web designers. They were planning social outings together, which shocked and mildly appalled the author whose dress, hair style, and demeanor favors the military.

What connect the Army brass to the web junkie was strategy. They both had a penchant for recognizing patterns of human behavior and preparing to react. Moreover, working together, they offered each other a perspective and a strategic advantage many times more powerful than either group could achieve working amongst themselves.

They were connected.

When I talk to my client Monday, will convey the importance of connectedness. What they can get from connecting to many, many people through advanced social web tools far surpasses what their (over-rated) analysts can achieve. Luckily for them, my company's leader has the foresight to build a team of Silicon Valley types who recognize and can respond to the societal patterns and the matter to large financial institutions.

Our clients, if they're smart, will use this to their advantage and be willing to top dollar for the synergistic windfall that awaits them. If they follow. Otherwise, they should prepare to be crushed by their competition who does listen to us.