Forget the IT network. It's a company's human infrastructure that really determines whether it lives or dies.
As Karen Stephenson turns toward the board to write her first equation, "Human Capital + Social Capital = Intellectual Capital," she can sense the audience's frustration.
She has just begun speaking to a room full of Army generals in charge of acquisitions and logistics, and these guys hate nothing more than having their time wasted by ivory-tower academics. "Aw, for the love of Pete," she can almost hear them thinking. "This is theoretical claptrap. Get me out of here." There's some clearing of throats and shifting in chairs as Stephenson's marker runs out of ink mid-equation, but she doesn't panic. She knows she's going to win them over.
Billing herself as a "corporate anthropologist," Stephenson, 54, has the fervor and wanderlust of an itinerant preacher. Last week she was in Madrid giving a seminar for CEOs. Next week she'll be in London talking to academics. Today she's in Virginia preaching to the generals. They're here to get the gospel of social networks according to Karen Stephenson, and she's damn well not going to disappoint.
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