Corporate Eye

Ed Konczal

Ed Konczal has an MBA from New York University's Stern School of Business (with distinction). He has spent the last 10 years as an executive consultant focusing on human resources, leadership, market research, and business planning. Ed has over 10 years of top-level experience from AT&T in the areas of new ventures and business planning. He is co-author of the book "Simple Stories for Leadership Insight," published by University Press of America.

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Every company is digital and every employee is a mobile worker.

Driving this trend is enterprise mobility one of the most disrupting changes facing business. While many interpretations exist, enterprise mobility refers not only to mobile workers and mobile devices, but also to the transfer of corporate data via messaging, conferencing, files and storage. Workers now are able to transact business with anyone, anytime, anywhere, anyplace with any device.

Enterprise mobility promotes sharing of knowledge … Read the rest

My last post outlined how the Reverse Mentoring technique can improve Board and C-level technology knowledge. Now it is time to look at “proof of concept”. Do companies use this technique and are there benefits?

Since GE introduced it in 1999, more companies have introduced Reverse Mentoring as a enterprise practice. Here is a sample of those companies:


Mastercard Financial DOCUMENT
HP Technology DOCUMENT
Coty Cosmetics DOCUMENT
Citicorp Financial
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My last post reviewed techniques some companies use to improve the technology knowledge of Board and C-Level executives. Executives need this knowledge to make effective Innovation Governance decisions. 

To be sure, not every innovation fully involves some type of technological influence,  however as McKinsey consultants indicate most do:

The technology lens assesses feasibility and often provides benefits that can create and sustain competitive advantage. Technology, broadly defined, is the enabler of almost all innovative products,

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Two key components of innovation governance are:

  • the technology that drives innovation
  • and Boards and C-levels who are responsible for strategy and governing the decisions regarding innovation and technology.

Technology is always changing. The problem is a Board technology knowledge gap and this leads to ineffective technology strategy.  

Heller Search Associates say:

 According to the Kellogg School, 75% of executives aren’t confident in the value of their technology investments, 70% of IT projects deliver disappointing

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In a previous post about tone at the top I discussed this subject… The post appeared when the economic crisis of 2008/2009 was about to start. Now tone at the top and innovation governance are more important than ever.

Simply put, ‘tone at the top’ is the sum of the Board’s and the C-Level manager’s values, actions and communications. How these responsibilities are executed will influence the success of the enterprise through the near future … Read the rest