Wasn’t the Industrial Age supposed to be over in the 1970s? Oh, it was? Then why are so many companies still following the Industrial Age script?

In a word: habit. Comfort, even. Let’s face it; we humans don’t just change on a whim, merely because we feel like it. Most of us… well, we stick with what’s comfortable, what’s “normal” to us; what we’re good at.

And there is a whole world full of leaders who grew up in the Industrial Age – me included! We may not have found the mechanistic ways of our companies all that inspiring, all that fulfilling or (dare we say?) all that uplifting, but… well, a couple of decades later, it’s what we know. Our business leaders rose through the ranks in the Industrial Age – the leaders of legacy companies are the winners of the Industrial Age game, so it’s even less likely they find the old ways worth changing. And heck, aren’t they still teaching traditional old school management in business school?

No, a wise leader only changes because he has to. Because his organization is, as Intel’s Andy Grove put it, at a “strategic inflection point,” where it is no longer tenable to fiddle around the edges – where the entire competitive landscape has shifted, powerfully and irrevocably.

Or, as the Law of Change puts it, Change is the result of insurmountable market pressure.

Perhaps the Industrial Age was replaced by the Information Age when many of us were still just kids, but management didn’t flinch: information technology was easily integrated into the old school command and control leadership.

The 1.0 version of the Internet gave us another shiny new name: not Information Age, but Digital Age! Sexy, right? Transformative, even? Yet management easily incorporated digital into business as usual… and work continued on, orders coming down from the top, groans of despair rising back up the ladder, same as always.

Then, we went social. Starting about 2008, we hit a tipping point, where enough of us were connecting on social platforms that things really got interesting. Got disruptive. Got… insurmountable.

Welcome to the Social Age. How ready is your company for this new business reality?

By the way, check out something we’ve been working on recently. I’d love your thoughts, ideas, and feedback.


About Ted Coiné

Ted Coiné is CEO of The Extraordinary Network, a group that is rewriting all the rules of influencer marketing by cutting out agency middlemen to work directly with B2B and luxury brands. Proud “bleeding heart capitalists,” he and his team have built support of a great cause into every for-profit campaign they undertake.

His entire career, Ted has collected fascinating people, most notably other thought leaders who also have a large and loyal audience of large enterprise leaders. He has watched the Wild West that is influencer marketing until he realized an opportunity to fix this broken system, and give influencers the sway they need to move markets together, and to get paid what they’re deserved for this power they bring to bear.

An Inc. Top 100 Speaker and one of Business News Daily’s 15 Twitter Accounts Every Entrepreneur Should Follow, Ranked #1 authority on the Social CEO and #3 in the Future of Work, Ted is also a serial business founder and CEO.

Ted is a Forbes Top 10 Social Media Power Influencer and an Inc. Top 100 Leadership Expert. This stance at the crossroads of social and leadership gave Ted a unique perspective to identify the demise of Industrial Age management and the birth of the Social Age. The result, after five years of trend watching, interviewing and intensive research, is his latest book, A World Gone Social: How Companies Must Adapt to Survive.

He lives in Naples, Florida, with his wife and two daughters.

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