I'm here with two great guys, Michael and Dion, and we're here at Salesforce.com, the Cloud Conference, and we just for the announcement about chatter. So I'd love to get your guys' take on chatter. What do you think that means for the enterprise, for employees, for enterprise 2.0? Love to get your take on this. Sure, so I think it's very significant that the first major announcement here at Dreamforce was Mr. Chadd, which is essentially a Twitter slash Facebook for the enterprise. So it has enterprise class sensibilities around security. And what's very interesting is that it's going to be part of the Salesforce platform folks already have it today. Are now going to have essentially social features that allow them to share and communicate and collaborate. But all of the 135,000 plus force.com apps can now add social features. And so we're starting to see this really emerging as for lack of a better term. I'm calling it the social operating system. We've seen this with SharePoint 2010. It's really an applications platform that has social features built into it. And these are ideal on ramps for companies that have intranet and portals to provide it now a consistent social experience. So at least that's where it seems to be headed. So I don't think it's a small discussion. And some people might think that Salesforce is linked to the social gaming. I'm the Oracle Microsoft. I've been doing this for years and there's now dozens of startups now finally Salesforce comes up. I think that they bring a certain credibility. And I think there's a strategic vision of the announcement. And you correct me. If you think otherwise, it might show us how important it is. But I think it's a market validation. Absolutely. This is all about credibility and validation from an enterprise to point out perspective. Sure. There have been many startups that have tried to integrate social computing and social networking tools into the enterprise. However, when a company, the size of Salesforce, makes a strategic push and starts enabling its various applications in an integrated and a deep way to support social computing, yes. Enterprise 2.0 comes of age. And we're seeing it here. Now, what do you think this is going to do? Let's say to employees. So as an analyst, I use a lot of the social platforms. Obviously, I've been crowned the queen of SCRM, social CRM. It's mostly because they're not enough girls. Paul Greenberg does not look good in address. But I find it a bit overwhelming, but I also find it necessary. So what do you think about how is this going to change our daily work life? Do companies really understand what they're asking us to do when they ask us to participate in enterprise 2.0? And what do you think about the change management pieces to this? So that's a lot of questions. We need three hours. But what do you talk about, especially senior people in an organization, do they have time to engage socially with the rest of the organization? This is a big question we have with social tools in general. Social CRM, as you know, is how do you talk to millions of your constituents? They might have a conversation with you, but they greatly outnumber you. And I do think we have the final means of making it efficient. That I do see that organizations that have people that don't have much of a cognitive surplus anymore, that they're already maxed in their schedules, they don't have a place to fit this in if they look at it that way. I have to find more time to do this. When they look at it, this can really save me time in my communication, and I can make a lot more of what people want from yourself service. I can put my thoughts out there. They're not going to bug me and want to talk to me. They might be able to get the information they need. So, I don't think the evidence is completely in. I think that organizations that do have workers that are pushed to the max, are going to have some adoption challenges, whereas organizations are really, you know, are properly staffed and more recently managed, might be able to use these a little bit better. So, what do you think Michael? Going into the keynote, I was talking with an analyst, and his comment was regarding social computing in general. He said, you know, if I work in a company, and I've paid my dues, and I've spent time, and I've gotten education, and so forth, and now you ask me to start sharing all that information with you. And I start spending my time doing this. That helps you, and it hurts me, because now I'm now spending all of this time giving you my trade secrets, so to speak. Well, this is what I got, was like, because I'm one of the top tweeters at Forrester, and so they said, well, why don't you teach everybody else what you're doing, which I'm more than happy to do, but then my role is different. Am I the teacher of other analysts, or am I the top CRM, social media customer service tweeter, and I don't know that I could do both really well. Well, there's this whole question about the altruism that may be required for this, or is it self-interest? Is it our self-interest to actually share knowledge, or do we have to only do it for, you know, because we're trying to help others? One thing I do think we have to realize that our companies are paying us to share what we know, right? Yes. Theoretically, there is an employment contract with some kind there, but it's not usually explicitly stated. You know, how much you really require to help. What we really see is, in general, social computing works better when there's more self-interest involved. People won't tag knowledge for other people, but they'll tag it for themselves, so they can find it again, but that ends up helping everyone. Right. So there are some things, and if you look at the patterns inside these tools, the ones that really promote self-interest locally, but it ends up benefiting the entire organization, those often work better. I think that's part of our path through thinking through these things. Diane mentioned the word locally, and I think this is a very important point, because when you make a kind of broad, theoretical pronouncement that thou shall now share, now, share information, it's so abstract it becomes almost meaningless. However, if you look on a particular project and you're a project manager and you tell your team, I want you to share information about this or the other thing, because that's going to make you efficient, or if you're the IT department, if you say to them, you know, we've got to have a closer connection back to the line of business users, because we're building an application that needs to support them, and here are some tools to help you collaborate and do that together. I would say having been an engineer and been a project manager at Hughes, so I had 200 people, which is not really a team, it's a village, and at $20 million budget, I would say absolutely, I would have loved this kind of software. But I can definitely see that you definitely are going to change what you do on a daily basis. But the world is moving this way. Yes. This is an inevitable tide. The tide of collaboration being facilitated by new software and new technologies, this is not going away. So I think successful companies will be the ones who recognize that a transition does need to be made, but they need to make this transition in a systematic and in orderly manner, not just let it happen in an ad hoc, hodge-hodge kind of way. I know you were talking to Brad a little bit about filters. What do you guys think about, so I can just see this fire hose of information coming at you, and I think that's what I'm concerned about, is that I feel like I have a fire hose with no filter right now. And so I'm, you know, obviously, drink the coolate about social. I love it. I think it's amazing. I'm a natural collaborator, so I'm really excited. But I think the idea of filter, and how do you make this stuff useful? Yeah, I think the information abundance is going to be consequences of this, and when it becomes overload, that's a problem. And you know, play sure he has that famous quote. It's not information overload. That's the problem in filter failure. And so, you know, if we want that information, we need to surface what our workers know, what our customers know, and that helps us do a much better job than we could have otherwise. But a lot of information isn't immediately useful. So I would cut it down, it's as useful. And in fact, I was just running on EPSQ about this, three waves of enterprise 2.0. First one is information explosion, then there's filter. There's enterprise information filtering. That's not good enough, because it doesn't really strategic. It doesn't tell us what we actually know. It's just cuts down the information, hopefully does a good job. And that's where things like business intelligence and really strategic, you'd be saying, now that we can actually see everything, we begin to make sense of this, and we can understand trends and be able to do real analysis on this. And that summarizes things in a way that we can now begin management. So I think that's a good point. Do you think there's a new role emerging here and worried about nine minutes? So maybe we need to wrap this one up and start another one. But I almost see a new role coming, is that someone's going to be the person who's going to look at the firehouse and help us figure out kind of like a BI, maybe business intelligence, business analytics person who's going to be the filter person. Somebody's got to look at it. This is a knowledge management. This is a knowledge management. And I'm doing, I think. It's interesting you look at connotated, I'd give you a smart cloud. They plug in everything you know, and then you can of course lay in, you know, that's in your social computing ecosystem. So it's interesting, but it's a fairly day. We're all trying to figure out what that stack is going to look like. The role is in responsibilities. Did you ever hear something called Boolean Searching? Yeah. So what's needed is a combination of simple techniques to filter and sort and slice and dice all of this information combined with somebody who plays that content role that you just described. You need both. You need the capability and you need the person who will help slice and dice and build the taxonomies and hopefully do it easy in an easy way. That makes sense. Well, let me say that the tools should make it easy. Right. Tools are implicitly somehow implying that they will help us. Well, we're at 10 minutes, so I'm going to end this one. But I think there's a bigger conversation here, so we'll do part two in a second.