Boards don’t just need a portal, they need an intelligence & management platform. Cloud Concinnity® is just that — an integrated intelligence & management platform for boards who understand what it is going to take to up their game. We know board directors are under intense pressure from all sides. We designed this tool so they have a way to be consistently connected and elegantly efficient.
When we built Cloud Concinnity®, we built it with the people who will use it in mind. It is better software designed for how board directors actually want to work, and for how they can work well together. Each member of our founding team has experience sitting on boards and being part of real businesses that have successfully grown. We built it to solve problems we have experienced and know how to solve.
Smarter technology holds the key to solving for information asymmetry. Our work is centered around providing an “un-board portal” that is designed for how board directors actually work. A board intelligence and management platform, not a fancier version of the board book. A single secure hub for all information and communication needed to make fully informed decisions.
With the digital transformation of work and business culture firmly upon us, what role does software play in corporate culture? Is it just a tool with no role beyond its business function? Or is it so deeply part of how we do our work that it is embedded inside what it takes to build a high performance corporate culture? We think smarter technology is essential to great corporate culture. Here’s why….
We know that there are unprecedented levels of pressure on everyone in the boardroom and at the executive level. The old playbooks are crumbling and a new model is emerging. Building the best practices for concinnity into the software itself is a master move. With the world changing at an ever-increasing rate, the only way to stay ahead of the puck is with good software. We simply can’t do it all alone — and good leaders know this.
We believe that intelligent technology can be end-to-end scaffolding for inclusion and board diversity in visionary corporate governance. In fact, the belief that smart technology is uniquely positioned to support the shift toward greater diversity in corporate leadership is one of the bedrock reasons our founders came together after decades of sitting in boardrooms and C-suites ourselves. A board portal alone is not enough. Cloud Concinnity is the kind of smart technology that supports visionary leadership teams from end-to-end for building diverse intelligence into their boardroom and C-suite processes and dialogue.
The digital transformation is happening. We see it everywhere we look — from the smartphone always in our pockets to the suite of software tools on our laptops. But what does this transformation look like? What does it mean to be ready? Where do we start? What do we prioritize? The Concinnity team shares 5 key tactics to start your team’s conversations about the digital transformation.
We are thrilled to announce that David Rue is now The Concinnity Company’s Chief Revenue Officer. David is a seasoned financial services and stakeholder communications pioneer who has been helping companies navigate capital markets and stakeholder communications with cutting-edge technology for more than thirty years.
It's no secret that external factors have drastically altered the governance landscape. How has this changed the nature of board engagement? In this post we explore what we believe is the key element of creating an agile board that is equipped to deal with chaos in the external business environment.
Anyone watching Silicon Valley companies lately knows that for every disruptive breakthrough that redefines a market can turn around and disrupt their own growth if no one is paying attention. Uber’s absentee board for much of Kalanick’s tenure is one example. The litany of privacy concerns and questions now plaguing Facebook is another.
Not long ago I heard a story at a board colleague’s retirement dinner that made me smile. At the retirement dinner for a in late 1984 the staffs of both the National League of Women Voters and the National Football League were busy going about their respective businesses. Unbeknownst to them, their worlds were about to collide.
