I sat down with Richard Edelman, President and CEO of Edelman PR, at the World Economic Forum in Davos. Edelman is a gregarious guy who has a keen sense of understanding how companies can and should thrive in the social media space. He told me that almost all companies should have a social media presence, mentioning Goldman Sachs as one company that has done a superb job embracing their online presence.

“Take a look at a company like Goldman Sachs. You think it’s the ultimate B-2-B play. In fact, when their Chief Economist went to China, they posted those comments on their own channel and then they put it up on the Facebook page. They had bloggers linking to it. Then they arranged media interviews.”

Edelman said it is Goldman’s ability to cater its content and information to different individuals, that is helping the company become more transparent in the public’s eyes. Gone are the days where companies can rely only on brochures, company websites, and job boards to post information. Companies who want to make sure they have the top talent, have to make sure they reflect the growing ways their employees and clients consume information–and with 500 million people using Facebook, it’s important to have a Facebook presence.

“I think the release of their report last week on how they make their money is indicative of a new level of openness that one expects from corporations now. The fact that they have controversy on their Facebook page on whether they should or shouldn’t have  a certain level of bonuses, adds real credential and credibility to what they are doing.”

Edelman told me, “If you’re not playing in the social sandbox, you’re missing the game… Go where the conversation is, that is the major point. If people are talking on Facebook, you’ve got to add information to the conversation. Be a smart company.”

The overly controlled approach of certain companies who have a Facebook page that reads like a press release or an informational pamphlet, will not win over customers. Edelman said potential clients and interested individuals want to feel like the social conversations happening online are more spontaneous and informal. When I asked him how serious billion dollar companies can still portray a serious image, all the while having an online presence, he told me that smart companies know how to do both, and should invest in hiring people internally who focus on it.

“Remember it takes five times for people to hear or see something before they believe it. In skeptical markets in the United States and U.K. it’s ten times. So that reinforcement, that mirroring effect you get from social media really enhances whatever position you have in mainstream or in blogs.”

Image by Getty Images North America via @daylife

Henry Schein Chairman and CEO, Stanley Bergman says he’s got his eye on Asia. The worldwide distributor of medical, dental and veterinary supplies told me in a very interesting chat at the World Economic Forum in Davos that, “The big challenge in China is logistical systems aren’t developed as well as they are in the United States. There aren’t any established companies in our space. The opportunity is huge, but the method of doing business is undeveloped. The opportunity is to be there and be a pioneer.”

China graduates over 10,000 dentists each year and there is an opportunity for Henry Schein to capture market share and grow in the other supply verticals as well. India is another country that Bergman is interested in finding a strategic distribution partner.  While the company has not identified a partner yet, they are actively looking. “We don’t yet have one, but out of all the regions in the world, India is one of those countries where we need one.”

When it comes to growth, Bergman said his company grows both organically and inorganically. “We will hardly ever enter into a new market–either a new product or geography–because our business is so much like a personal services industry, where the relationship is so important–the relationship between the distributor and the distributor and the customer. It’s personal service and the best way for personal service industries, is to partner.”

via Flickr”]

At the World Economic Forum in Davos I’ve interacted or interviewed many CEOs and executive leaders. It’s fascinating to hear their thoughts on the biggest challenges facing their industry. All are consistent–finding and grooming talent, growing organically versus inorganically, and nurturing innovation within their companies. I sat down with John Veihmeyer, Chairman of KPMG Americas, to talk about how CEOs are managing complexity caused by regulatory compliance, information management, government oversight, and changing business models.

Veihmeyer tells me, “CEOs are consistently of the view that complexity is one of the biggest challenges today. This is different from two or three years ago…The real shift I’ve seen with the clients I’ve worked closely with is that they are trying to understand how to use information and data to be better connected with their customer. It’s a much more top-line thing.”

KPMG recently released a study, Confronting Complexity: How business globally is taking on the challenges and opportunities, which highlights the thoughts of 1,400 C-suite executives in 22 countries from last quarter.

“Regulation is one the top challenges for executives and you hear that in many of the sessions in Davos. Every session hits upon it.”

Companies are taking many methodical steps to handle complexity. According to the survey, improving information management is the number one action executives say their company is taking. The second ranked item is reorganizing internal business divisions and processes.

Veihmeyer says,  “The CEOs I’ve been speaking with talk about the need to keep processes and procedures simple across product lines.”

Image via CrunchBase

At the World Economic Forum in Davos I sat down with Accenture’s former CEO and current Chairman, Bill Green. He’s been in his new role as sole Chairman of the US$21.6 billion global consulting company for six weeks now, and currently he’s going through what he affectionately refers to as “the withdrawal phase” from no longer working as CEO. Green joined the firm in 1977 and rose to partner in 1986. He served as CEO from September 2004 to December of last year and took the additional responsibility of Chairman in 2006. Pierre Nanterme assumed the role of CEO earlier this year.

“Everyone can tell you that  you that they just turn it [being CEO] over and life is good. But, it’s like your baby. You know the person is going to take good care of it when it cries. But at 3 a.m. in the morning when it has something wrong with it, they are not going to know the subtleties. In a place that is very cultural and somewhat spiritual, it’s a big deal. I’m working my way through it.”

Video: Accenture’s New Mission

Most great companies think very strategically about executive succession planning, but recently with the news that Steve Jobs was taking his second medical leave of absence, the issue has been front and center for many companies.

“I encouraged our Board to go through the succession process. I told them I would remain as Chairman as long as it worked for them and for me. I get to do what I like to do best–serve our customers and energize and inspire our young.”

One thing Green isn’t going to miss–preparing for earnings. “There are some things I’ve just outgrown in terms of the minutia and the day-to-day…I have great confidence that the next generation is much better than my generation and they are going to take this company far.”

Image via Wikipedia

Lord Levene, Chairman of Lloyd’s, sat down with me to talk about important issues facing his company and the challenges to growth he anticipates in 2011. With China and India leading growth in Asia, Lord Levene, believes his company is well positioned to grow there, but his company is also focused on broader Asia. “All the businesses I have been involved with, outside of the domestic world, you have to look out and keep looking out. The terminology of BRIC is passe–what those four countries stand for that is, because they are developed. Although they are developed now, many western companies, have a relatively low foothold in these countries. ”

His advice to companies looking to grow in these regions? Trust and building sustainable success in a country. He points to his peer, Hank Greenberg, former AIG CEO, as a leader who has won China over. “Hank Greenberg got into China early. When he got into China, people thought it was odd. Now, he’s king of the castle there.”

Video: Hank Greenberg, AIG’s Old Boss

Lord Levene says one challenge is gaining and maintaining traction in China, as the vast majority of assets in China are still uninsured. But, that will change he tells me. “I don’t know how long it will take. But any forecast made with respect to China has been proved lamentably. ”

One key question he needs answered is, “How long will it take for China to bring the level of insurance cover up to a comparable level of the west?” He thinks it will be shorter than we think.