DeKoven wrote this book about ten years ago. It is even more relevant now than it was then. Most organizations (including companies) still do not fully understand the interdependence of connectivity with interactivity in relation to collaborative communication. Stated another way, most organizations continue to focus on team-building ("hot groups"), developing "total learning", etc. or on using intranets and extranets, without bringing the two together, as DeKoven explains in Connected Executives.

DeKoven refers to "company" or "companies" but he is really talking about organizational structures of all kinds. Some are more virtual than others. Some are larger than others. Some are more advanced technologically than others. Whatever, all require executives who are connected to whomever and whatever they need to be effective. Connected Executives provides a step-by-step plan to maximize appropriate interactivity. Because executives spent approximately 85% of their time and energy in a "meeting" (or interaction) of one kind or another, it is imperative that the organization within which they do so has an "architecture" and "infrastructure" which ensure cohesive, comprehensive, and cost-effective communication.

Remarkably, everything DeKoven suggests about connecting executives is directly relevant to connecting customers. The same communication strategies he identifies, once modified, can also be used as website strategies. DeKoven defines "meeting" to include almost ANY form of interactivity: face to face, voice to voice, voice to machine, machine to machine, machine to voice, etc. Maximizing the impact and value of connectivity requires both a system and a process but first, as DeKoven carefully explains, one must clearly understand (a) who and what should be involved, (b) when and where, (c) how, and most important (d) WHY? Unless and until an organization answers questions such as these, why connect? First things first.

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