between corporations and customers, and also offering a way for businesses to restructure and empower employees to use customer behaviour insights. The Leadership Imperative It's an exciting time, but technology alone won't deliver the changes needed for organisations to survive and prosper, warns Lark, who references London Business School academic Gary Hamel's commentary on how technology is hacking at traditional boundaries of management by amplifying the need for organisational transparency. Technology does little to change hierarchy or structure, Lark notes. It is leadership that changes the culture and hierarchy, he says. However, technology can reflect the leadership styles."For example, social networking can streamline communications up and down the hierarchy, but if you don't have transparent practices [within the organisation] then nothing changes," Lark says. As the information transfer process has changed it has become harder to hide, Lark suggests. In the past, the leader could have said 'I want an open and transparent organisation', and the CEO would communicate via a newsletter produced by an internal communications team. But now the boundaries surrounding that hierarchy have been removed."Now they have to follow that up on [private social networks, such as] Chatter or Yammer," Lark explains."People will collaborate on wikis. The barrier is gone and the expectation is clearer." New levels of transparency and authenticity are required from the highest levels of organisations and there are some uncomfortable transitions, observes Lark. Australia's national airline Qantas experienced this firsthand. Within weeks of the temporary suspension of all its flights in 2011, the