Board member for companies seeking expertise in social, mobile, cloud and big data.
Strategic advisor to company leaders wanting to pivot their business models to benefit from digital technologies. Clients include (past and present) AT&T, Microsoft, GE Healthcare, Deloitte, ESPN, and Goldman Sachs.
Technology investor in social, mobile, cloud and big data companies; portfolio companies manage 15,000 social networks with 40 million members for 150 leading brands.
Author and speaker: co-authored 5 books and 20 ebooks; published 1,100 articles; appeared on CNN, CNBC, NPR, and Bloomberg TV; delivered 500+ keynote speeches globally.
Capacity to question current assumptions about sources of value:
Existing mental models have been successful for senior leaders until now; are they able to assess and move past them?
Ability to acquire digital skills to innovate your business model:
Your new model probably requires new skill sets; is your company equipped to acquire and incorporate new skills to adapt to the digital, networked age?
A propensity to investing in physical and material assets versus intangible and virtual:
Moving from investing in objects/people to investing in intangibles like the network is risky; does your company's leadership have the patience to continue to invest in an asset that may take some time to develop?
Ability to think outwardly and focus on networks rather than internal processes:
Most leaders are focused on their own company and their own goals, but the exponential value in networks requires inviting the world into your company; how can you motivate customers to co-create with you?
Ability to receive real-time feedback and iterate quickly to recalibrate your portfolio of assets:
Companies that succeed in the networked world are always in touch with customers and receive feedback constantly; is your company prepared to iterate frequently and to monitor and balance your business model as required?
Awareness that the company benefits as a result of the digital network effect:
The vitality of the network produces economic results – not the vitality of the business; is leadership prepared to adopt this new mental model?
Many senior leaders are afraid of the cloud; they are afraid of technologies that appear to be out of their control; can senior leaders adapt to a networked world, where the border between "inside" and "outside" is permeable?