Gary Hamel: You use the word "competitive advantage." Let's come back to kind of hardcore business here. We can all think that open is good and it's more transparency and people feel more involved and engagement scores go up and CEOs have better information and a more accurate sense of what's going on in the organization. But what are the gears that turn all of this thing into business results? Where does this actually build a real competitive advantage for an organization?

Charlene Li: When I work with organizations now they say, we need to have a Facebook strategy. Wrong way to think about this. We need to be open. Wrong way to think about it. These are all tools, these are all ways to do it. Show me your most important strategic objectives that you have to accomplish. Because, frankly, that's all you care about. Those three or five initiatives, that's all you care about.

Now, let's look at those and say, How can being open, how can you use these tools, collaboration tools, to help you accomplish those goals? Let's explore it. It won't be across all of them, but let's look at your most important goals. How can we add business value to this? How can we create competitive advantage? How can we create value? So I spend an entire chapter just looking at how you find value.

And the problem is, it's not always measurable to the Nth degree. And I ask the people who are watching this video, listening to this: How are you measuring the ROI of this? How do you think about it? Eighty percent of everything that you do inside an organization does not have a direct ROI, but you do it because you believe there's value. The CMO of American Express had a wonderful saying: "We tend to overvalue the things we can measure but undervalue the things we cannot." So how do you measure a relationship in your organization? Most companies don't do a very good job of that. And so they don't invest in it. They do it by gut. But you know the value of being able to go see somebody in person, to be able shake that hand, to be able to write that personal note. Now with these technologies, you can develop those relationships at much lower cost and with greater depth than you ever could before.

Therefore, the investment is so little in cost and time, tremendous impact on the other side. The organizations who know how to leverage that will have a huge advantage.

Gary Hamel: It seems to me, it just allows you to bring so much more wisdom to any issue. A few years back, you'll remember that Microsoft was late to bring out Vista, and it got delayed and delayed. Somebody, and I think it must have been a Microsoft employee because the amount of knowledge was very deep, wrote a blog saying the company should fire the Vista 2007 leadership now.

And I watched that blog over the next few days, it got 500 comments. And most of them I think were from Microsoft employees because it was really deep analysis -- like, we've got the wrong person in this job, these two teams are not effectively coordinating, or they changed something in the specs and that put us back.

And I looked through those 500 entries, read them all, and it was the most sophisticated, thoughtful diagnosis of an organizational problem I've ever seen anywhere. And what was really kind of sad about it, every third comment was, "I hope they're listening." Right? Why aren't we having this debate internally?

And what you're saying is you can bring that debate inside and there are going to be huge competitive advantages when you can exploit that imagination, that wisdom, and the passion people have for their companies.

Charlene Li: I think the real potential behind this is just simply listening and learning. What if you could make every single employee listen to the customer's voice? How much more effective could they do their job if they could just understand how their work impacts the customer?

So they're gonna all have different points of view, and we're all gonna look at things in a different way. But given those tools-- and you know what those tools are? Search on Twitter, search on Facebook, search on Google. You can see the conversations happening today. Give them that training, give them that little bit of power to be able to bring relevance back. Listen to each other so you can self-diagnose and solve those problems instead of having to go up the chain and then back down the chain again. The speed and effectiveness of being able to do that is tremendous.

And we all have that ability, we're all empowered to some degree within our own little sandboxes to make these changes. The productivity gains from just aligning people with customers better is tremendous, unbelievable.