Good overview of the concept. Before the term was invented, we had a technology team which 'mentored' executives and key approaches. Is not only about tech, Was not age based, and I don't think should be.
How to Do It Right In HBR: Jennifer Jordan, Michael Sorell
When Mark Tibergien, CEO of Advisor Solutions, thought about the future of BNY Mellon’s Pershing, he knew the company had a problem. Millennials were uninterested in working in financial services. In addition, Millennials who did join the company were leaving the company at higher rates than their older peers.
Like BNY Mellon’s Pershing, many companies struggle with how to retain Millennial talent – and also with how to stay relevant to younger consumers. In response to these challenges, leadership teams of major companies around the world are implementing reverse-mentoring programs. Reverse mentoring pairs younger employees with executive team members to mentor them on various topics of strategic and cultural relevance. This approach has precedent: in the late 1990s, GE’s Jack Welsh used reverse mentoring to teach senior executives about the internet. But modern reverse mentoring extends far beyond just sharing knowledge about technology; today’s programs focus on how senior executives think about strategic issues, leadership, and the mindset with which they approach their work. Describing the primary issues that she mentored on, Kayla Kennelly (one of the original mentors at BNY Mellon’s Pershing) stated: “The top of [Mark Tibergien’s] list was, ‘How do I connect with the younger generation?’… And then, ‘How do I attract and retain younger talent?’ Technology has been important but it has been pretty much at the bottom of many of the mentors/mentees lists.” ... '
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