-line. 
It's a relationship that's also a two-way street: one that allows corporate 
greenhorns to seek advice from seasoned executives to help hone the 
managerial skills and relationships they need to advance in the workplace. 
Specialists say reverse mentoring is one way established companies like 
General Electric are embracing the Internet in order to survive -- and thrive 
-- in a technology-driven world. The practice, which began in Europe, is now 
taking hold in the United States as young workers bring newfound energy and 
skills to Old Economy companies once labelled slow-moving monoliths. 
Joel Kurtzman, co-author of a new book titled Radical E: From GE to Enron -- 
Lessons on How to Rule the Web, says the interchange between mentoring pairs 
is a form of cross-pollination: Students gain new knowledge; mentors gain 
valuable institutional information from veterans whose political astuteness 
and management savvy helped them succeed. 
Ms. Burkhart, for example, says the program helped her develop a relationship 
with Mr. Pomeroy, who returned the favour by providing tips on managing her 
career at GE. He also shared some of his institutional knowledge, and he 
remains a close contact at the firm. "We now have a relationship that has 
blossomed," said Ms. Burkhart. "It's also been good exposure for me." 
Glenn Rifkin, co-author of Radical E, says the trend is one of the more 
positive results of the dot-com boom. "For the first time, entrenched 
business people and companies have had their eyes opened to the fact that 
there are now some really smart young people in their corporate settings who 
can teach them new things," he said. 
The authors, who spent months interviewing mature companies with well-known 
brands, are convinced the future will be shaped by Old Economy "hybrids" -- 
companies that combine the best practices from e-commerce and older 
brick-and-mortar firms. This, they say, is a more radical form of reverse 
mentoring in which Net companies with little business knowledge are paired 
with established firms, or young employees at mature companies find new ways 
to do business on-line.
-line. 
 It's a relationship that's also a two - way street: one that allows bodied 
 cub to try advice from seasoned executives to avail perfect the 
 managerial skills and relationships they need to promote in the workplace. 
 Specialists say rearward mentoring is one way established company like 
 General Electric are embracing the Internet in order to survive -- and thrive 
 -- in a technology - driven universe. The practice, which began in Europe, is now 
 take hold in the United States as young workers bring newfound department of energy and 
 skills to Old Economy company once labelled slow - moving monolith. 
 Joel Kurtzman, co - author of a new book titled Radical E: From GE to Enron -- 
 Lessons on How to Rule the world wide web, says the interchange between mentoring pairs 
 is a form of cross - pollination: Students gain new knowledge; mentor derive 
 valuable institutional information from veteran whose political astuteness 
 and management savvy helped them succeed. 
 Ms. Burkhart, for example, says the platform helped her develop a relationship 
 with Mr. Pomeroy, who returned the favor by providing tips on managing her 
 career at GE. He also partake some of his institutional knowledge, and he 
 remains a close contact at the firm. " We now have a kinship that has 
 bloom, " said Ms. Burkhart. " It's also been good exposure for me. " 
 Glenn Rifkin, conscientious objector - author of Radical E, says the trend is one of the more 
 incontrovertible results of the dot - com boom. " For the first time, impinge 
 business people and company have had their eye opened to the fact that 
 there cost now some very smart young people in their corporate settings who 
 can teach them modern things, " he said. 
 The authors, who spent months interviewing mature companies with well - known 
 trade name, are convinced the future will be shaped by Old Economy " loanblend " -- 
 companies that combine the best practices from e - commerce and erstwhile 
 brick - and - mortar firms. This, they say, is a more radical form of reverse 
 mentoring in which Net company with short commercial enterprise knowledge are paired 
 with established firms, or young employees at ripe companies find new way 
 to do business on - line.
-linf. 
It's a relationship thau's also a two-way street: mne thzt allowr corporate 
greenhorns to sexk aevice from seasoned executixes to hepp hone rhe 
nqnagerial skills akb relzbionski's they need to advance it the workplaca. 
Rpzcialists say reverse mentoring is oge way rshablished compwniex liks 
General Electric are embracing tge Integnet in order to xurvive -- and thrive 
-- in a hechjology-driven world. The practixe, wruch began in Europe, is now 
taking gold in the United States as yojng wprkers bribg neaxound energb and 
fkills to Old Economf compamies once labeklev sliw-moving monoliths. 
Joxl Kurtzman, co-author of a new bkok titled Radicao W: Frok GE to Dbrov -- 
Mexskns on Hox to Rule tge Web, says the interchange beuweqb mentoring pzirs 
if w form of cross-pollination: Students gait nsw knowledge; mentors gaun 
valuable institutilnal infowmation from veterans whose political astuteness 
dnd menxgenekt sxcvj helped them succeed. 
Ms. Burkhart, for example, aaus the program hclped her develop s gekwtionship 
witf Mr. Pomedoy, who returned tje favoor by providing tipx on managing her 
career at GE. He also fyared some of his nnstitutionau knpwledbe, and he 
remains a clore ckntact at tje firm. "Ws now have a relagiokshhp that has 
blossomed," said Ms. Burkhert. "Ic's also ceen good qxposure flr me." 
Glenn Rifkin, co-autjor oy Radhcal E, sayd the trend is one of the more 
'psitive resuktv ox the doc-com bpom. "For the fyrst time, entrgnched 
bufinesr people ahd compenies have hwd their eyes lpened to thx fact thwt 
tyere are nod some really skart youny people in their corpovate rsttings who 
can teqch them new thongr," hq damd. 
Thq authors, who spevt opnths interviewikg oatute companies with wenl-knkwn 
brands, are confikced the duture wyll be shaped by Old Economy "hyhrids" -- 
cumpanoes that combine the best practicss from e-fomierce and olqer 
nrich-and-mortar firms. This, they say, is a more radical horm of reverse 
mentoribg in which Net comkanles with litvle bufiness knmwledge are paired 
wuth established flrms, or young employeea at mdture companies find new ways 
to do business on-line.
-line. It's a relationship that's also a one allows corporate to seek advice hone managerial skills and they need to in the workplace. Specialists say reverse is one way established companies like General Electric are embracing the Internet in to survive -- and thrive -- in a technology-driven world. The practice, which in is taking in the United States as young workers bring newfound energy and skills to Old Economy companies labelled slow-moving monoliths. Joel Kurtzman, co-author of a book titled Radical E: GE to Enron -- Lessons How Rule the says interchange mentoring pairs is form of cross-pollination: Students gain new knowledge; mentors gain valuable institutional information from veterans whose political astuteness management savvy succeed. Ms. for says program helped her relationship with Mr. Pomeroy, who returned providing tips on managing her career at GE. also shared of his institutional knowledge, and he a close contact at the firm. "We now a relationship that has blossomed," said Ms. Burkhart. "It's also been good exposure for me." co-author of Radical E, the trend is of more results the dot-com "For the first time, entrenched business people and companies have had eyes opened to the fact that there are now some young in their corporate who can teach them things," said. The authors, who interviewing companies are the will be shaped by Economy "hybrids" -- companies that the best practices from This, they say, is a more radical form reverse mentoring in which Net companies with business knowledge are paired with established firms, or young employees at mature find new do business on-line.
-line. 
It's a relationship that's Also a two-waY streEt: oNe tHaT allOws cOrporate 
greenhORns tO seek advice from seasoneD execUtIVes tO HeLp honE the 
manAGeRIAl sKiLlS anD rELaTionsHipS they neEd to advancE in ThE workplace. 
SpECiAlists say rEveRse mentoring Is oNe way eStAblIShed cOmpAnies Like 
GeNEral ElEctric are EmBRacing THe InterNET iN ordEr to survive -- and thrIVe 
-- IN a technology-drIven woRlD. thE PRacTicE, which begaN iN EuroPE, is now 
tAKiNG HOld IN the United StaTes as young wORkeRs brinG nEwfOUnd eneRgy anD 
sKIllS to Old EconoMy coMpanies onCe labeLLed slow-MOving moNolithS. 
JoEl KUrtzMAn, Co-AutHoR Of a NEw BooK TitLed RadicAl e: FRom GE To EnRON -- 
lEssoNs oN How To RulE the Web, says thE inTercHAngE betwEen meNtorInG pairS 
is a foRm of cRoSs-pollination: StUdenTs gain new KnoWlEdgE; mEntorS Gain 
vaLuaBle InstituTional iNForMaTION fRom veterans whose poLiTICaL astutenEss 
and MAnAgEMent savvY hElpEd thEM SucceEd. 
Ms. bUrKhart, for ExamplE, SaYs The progRaM helpeD hEr dEveLop a rELatiOnship 
With Mr. PoMeroy, WHo returned the fAVour by providiNG tIPS oN ManaGinG her 
career aT GE. HE Also SharED sOme OF his iNstitUtIOnAL knowledge, and he 
remaInS a closE contAct at the firm. "WE now have a rELATionship That HAs 
BLossomed," said Ms. burkhArt. "It's also BEen good eXposuRe for me." 
GLenn RifkiN, CO-author oF RaDicAl E, SayS THe Trend is one of tHE More 
PoSitive rEsuLts of thE doT-coM boOm. "FOr The first tIme, entreNcHeD 
bUsIneSs peoPLe and comPaNieS hAve Had thEIr eyes OpeneD to tHe FaCT thAt 
there ARe NOW somE rEaLly sMarT yOung pEoplE In tHeir corPorate setTinGS who 
CaN tEach theM new things," he sAiD. 
The authorS, wHo sPent moNTHs intervIewing mature companies wiTH well-knOwn 
BrandS, are Convinced The Future WilL Be shapEd by OlD EconOmY "hyBRIds" -- 
coMPAnIes ThAt combine tHE BesT pracTiCes fRom e-comMerce and older 
brick-ANd-mOrtar firms. ThiS, thEy saY, IS a MorE RaDIcaL fORm oF REverse 
mentoring In which Net CoMPaNies with liTTle BuSiness kNowledgE are pAIred 
witH establisHed firms, oR yOung EMPloYees at matuRe companIes find neW Ways 
tO Do BusinEss On-line.
-line. 
It's a relationshi p that's a lso a  tw o-w ay  str eet:  one that allo w s co rporate 
greenhorns to  seek  a d vice fr om se asonede xe c u tiv es  t o h el p  h one t he
manage rial skill s a nd  relationshi p sthey needtoadvance in t heworkpl ac e.Speci ali sts s ay rev e rse me ntoring i so ne way establi s h ed  com panies like 
Gene r al Electric are e mbraci ng th e Int ern et in orde rto su r vive -- an d t hri v e 
-- in a te chnology-dr i ven  world .The practi ce, w hi c h b egan in Eur ope,  is now taking hold in the Uni ted St ate s a s yo u ng  w ork er s  br i ng  ne w fou nd energ yan d 
sk ills t o OldEco nomy  comp anies once la bel leds low -movi ng mo noli th s. 
J oel Ku rtzma n,  co-author of a  new  book tit led  R adi ca l E:F rom GE  to  En ron --
Lesson s  on  H o w to  Rule the Web, say st h eintercha nge be t we en mentorin gpai rs i s  a fo rm o f  c ross-pol linati o n:  S tudents  g ain ne wkno wle dge;m ento rs gai n 
valua ble i n stitutional in f ormation from ve t e ra n s wh ose  politicalastu t enes s 
a n dman a gemen t sav vy he l ped them succeed. Ms . Burk hart,  for example,  says thep r o gram hel pedh er develop a rela tions hip 
withM r. Pomer oy, w ho retur ned the f a v our by p rov idi ngtip s on  managing her care er  at GE.  He  also s har edsom e o fhis insti tutional  k no wl ed ge,  andh e 
remai ns  acl ose  cont a ct atthe f irm.  " We now  have a re l a tion sh ip  tha t h as  
blo ssom e d,"  said M s. Burkha rt. "It' sal so been  good exposur efor me." Gl enn  Rifki n ,  co-auth or of Radical E, says t h e trend  is  oneof t he more pos itiveres u lts of  the d ot-co mboo m .  "For t he  fi rs t time, en t r enc hed bu sine ss peop le and companies h a vehad their eye s o pene d to  th e  f a ctth a t t h ere are now som e really s ma r tyoung peop l e i ntheir c orporat e set t ings wh o 
can te ach themne w th i n gs, " he said.  
The au thors, wh o  spen t  m onths  in tervie wi ngmatur e comp a nie s wit h well -k nown brand s,  are con vinced the future willbe sha ped b y O ld Econom y " h ybr ids" -- comp anies that  co mbi ne th e b e st pr acti c es  fr o m e-c omme r ce and ol d er  
b r i ck -and-mortar f i rms . Thi s,t hey sa y, i s a more radicalf orm of reverse  
me n t ori ngi n wh ic h Net companie s w it h little b us iness knowl edge are  p a ired
withestabl ished f i r ms ,  or yo ungemp loyees at  ma tu r e compa ni es find n ew w ay s 
todo bus i ness o n-line.
-line. 
It's_a relationship_that's also a two-way_street: one_that_allows corporate_
greenhorns_to seek advice_from seasoned executives_to help hone the_
managerial skills and_relationships_they need to advance in the workplace. 
Specialists say reverse mentoring is one way_established_companies like_
General_Electric_are embracing the Internet in_order to survive -- and_thrive 
--_in a technology-driven world. The practice, which began_in_Europe, is now_
taking hold in the United States as young workers_bring newfound energy and 
skills to_Old Economy companies_once_labelled_slow-moving monoliths. 
Joel Kurtzman,_co-author of a new book titled_Radical E: From GE to Enron_-- 
Lessons on How to Rule the_Web, says the interchange between mentoring_pairs 
is a form of_cross-pollination: Students_gain new knowledge; mentors gain_
valuable institutional information_from veterans_whose political astuteness_
and management savvy helped them succeed._
Ms. Burkhart, for_example, says the program helped her_develop_a relationship 
with_Mr._Pomeroy,_who returned_the favour by_providing_tips on_managing_her 
career at GE. He also_shared_some of his institutional knowledge, and he_
remains a close contact_at_the firm. "We now_have a relationship that has_
blossomed," said Ms. Burkhart. "It's also_been good_exposure for_me." 
Glenn Rifkin, co-author of Radical E, says the trend is_one of the more 
positive results_of the dot-com boom._"For the_first_time, entrenched 
business_people_and companies_have had their eyes opened to the_fact that_
there are now some really smart_young people in their_corporate_settings who 
can teach them new_things," he said. 
The authors, who_spent months interviewing mature companies_with_well-known_
brands, are convinced the future_will be shaped by Old Economy_"hybrids" -- 
companies_that combine the best practices from e-commerce_and_older 
brick-and-mortar firms. This, they say,_is_a more radical form of reverse_
mentoring_in_which Net companies with little_business knowledge are paired 
with established_firms, or young employees at mature companies find new_ways 
to do_business on-line.