Areas of Expertise
About Christian Graf
Christian von Reventlow is focused on transforming organization’s culture, core processes, and governance to create value through innovation. He wins Board support for the mission, operates outside-in starting with customer value and drives enterprise-wide deployment of the latest digital technologies such as AI, AR, IoT, digital twins, and edge computing. Christian believes positive global impact can get created by applying technology with humans and the planet in mind. His career spans two and a half decades of management- and officer-level assignments at global technology companies including TELSTRA, Deutsche Telekom, Intel and HERE.com (Nokia/Microsoft), creating multiple startups. His leadership profile is marked by a collaborative approach at the executive level and a dedication to managed personal accountability at the operating level.
Since Nov 1st, 2018 Christian’s role is Group Executive for Products and Technology at Telstra, Australia – Australia’s leader in telecommunications with $27B revenue. In his prior assignment as Chief Product & Innovation Officer, Deutsche Telekom AG, a €73B Fortune 100 global telecommunications leader with 225K employees in over 50 countries—he was tasked with transforming the culture, core processes, and governance to accelerate innovation; winning Board/Excom support for the mission; and driving enterprise-wide deployment of the latest digital technologies such as AI, AR, IoT, digital twins, and edge computing.
An independent 2018 case study by the MIT Center for Information Research details his success, including
“…the key changes that Deutsche Telekom made in prioritizing, funding, and governing innovation projects.” More broadly, the study found that DT’s transformation initiative “…offers important insights for any organization keen to strengthen its culture of innovation.”
Specific accomplishments at DT AG include: establishing an innovation mindset across the enterprise; creating a new technology vision based on AI, VR/AR and low latency computing to establish DT as a key player in the digitization marketplace; winning approval for an $80M annual innovation fund; leveraging AI to improve customer services while cutting service cost; significantly increasing cross-country collaboration; launching an edge computing initiative recognized by Wired magazine as the next computing paradigm; and initiating a breakthrough cross-European “Next Gen Internet” with Dax 50s leveraging a digital twins ecosystem.
During his tenure in this role, Christian has also been featured as an innovation thought leader at numerous global technology, education, and financial conferences, and has been a leader in exploring pan-European intiaitives on diverse next generation technology issues.
Christian’s prior career spans two and a half decades of manager and officer-level assignments at global technology companies, directing the development and market deployment of breakthrough Cloud, mobile, software, and hardware solutions. His leadership profile is marked by a collaborative approach at the executive level and a dedication to managed personal accountability at the operating level.
Previously, as Senior Vice President, Core Platform Head at HERE.com (Nokia/Microsoft) from 2013 to 2014, Christian and his team transitioned this mapping provider from shipping files via disk/owned data centers to providing the map as a personalized service using a SMAC stack (Social, Mobile, Analytics and Cloud).
As Vice President/General Manager, Windows Software Engineering, INTEL’s Mobile Computing Group from 2011 to 2013, Christian’s focus on partnering for success enabled him to introduce a software development approach into a culture with a hardware mindset. He built/led a group responsible for delivering the fastest chip project ever at Intel and shipped 10+ OEM designs in six months; validated use of Intel Atom for low power tablets; and won Best of Show CES 2013, an IAA (Intel Achievement Award).
As General Manager/Vice President, Next Generation Products at AVAYA from 2004 to 2010, he was handpicked to expand into videoconferencing, content, social media, and Business Intelligence delivered through the Avaya Flare, an Android-based device, and cloud based software that won rave customer/press reviews. Results also included 148 patents, and the delivery of desktop virtualization and enterprise smartphones.
As General Manager, Enterprise Business, Chief Technology Officer, and Vice President Engineering at TENOVIS from 2000 to 2004, Christian created double digit growth in the face of the dot.com bust. He introduced solution selling and a new software solution stack, and cut the SW development cycle from 36 months to 12. He also prepared the IPO documentation, road show, and launch leading to the sale of the Company to AVAYA.
As Engineering Manager, Cell Phones & General Manager, Cordless Phones for BOSCH from 1997 to 2000, Christian drove innovation into product management/engineering, leading to the re-invention of multiband cell phones and applied data driven customer research. As Department Manager, Concept Engineering for Consumer Electronics at SIEMENS from 1994 to 1997, Christian delivered multiple products.
Christian has a Doctor of Electrical Engineering degree from the Technical University Berlin, and a Master of Physics degree from Ruhruniversitaet Bochum.
CPIO Deutsche Telekom (Generation Z) | SingularityU Germany Summit
Future Internet architecture | Dr. Christian von Reventlow | hub.berlin 2017
Leading Exponential Change
Change leaders need to align all relevant stakeholders of an organization. Activating the entire brain to achieve true engagement turns out to be key. Otherwise, change efforts fail. We’ll explore and discuss how neurochemistry changes with this kind of project. We’ll present the CvR’s “Cortical-Limbic Engagement Framework” prediction tool while reviewing the efficacy of possible interventions. Examples of both failed and successful change efforts can include activating the CEO/Board to support a new strategic direction, aligning independent leaders of business units behind a change initiative driven by a seemingly powerless central functional, successfully introducing AI in an organization that should fear job loss, and aligning a risk-averse manager for a change effort.
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