Professional Documents
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CHAPTER
HOW
WOmen
mean
business
A St e p b y S tep Guide to p r of i t i nG f r o m
G e n d er bAl Anced b uS in eSS
AV I VA H W I T T E N B E R G - C O X
Introduction
Womens economic empowerment is arguably the biggest
social change of our times.
The Economist, 2010
Its extraordinary, Sir John Bond said recently, in reference to
the fact that women still account for only 12% of FTSE directors
in the UK. Sir John, who rose to the top of HSBC, one of the
worlds largest banks, is currently chairman of Vodafone. When
you think that over half the clients of Vodafone are women and
so many of the big choices in life are made by women apart
from being unjust, its bad for business.1
For decades, ever more competent and ambitious women have
been pouring into the workforce, acquiring professional skills
and qualifications, and becoming the majority of todays Talent. The Economist recently noted the extent of this revolution:
more women are working than ever before. Coping with
this change will be one of the great challenges of the coming
decades.2 In addition to Talent, the power of the purse has
also soared to new levels: women today control $20 trillion of
consumer spending globally per year.3
Still, few companies can say that they truly understand the
women who have become the majority of todays Talent pool
Introduction
Many companies simply dont realise how badly they are marketing to or managing women. I have been a consultant on
the issue of gender balance for almost two decades. Ive found
that most men are well meaning and progressive. The problem
is that they have not generally perceived gender balance as a
top business priority that requires their attention, focus, and
constant vigilance. I am convinced that this is why change has
been so glacial.
I prefer to see businesses developing their own systems, processes, and business cultures to become fully gender balanced.
This is much healthier than having the change imposed on
them by government quotas, as happened in Norway recently.
There companies listed on the Oslo Stock Exchange had to
comply with a tough new regulation that both genders had to
be represented by 40% of the board. Far better that companies
manage the process themselves and develop better methods
to develop gender balanced leadership pipelines and bring
more women through to the top executive levels, a much more
meaningful measure of balance. This will help to create the gender balanced organisation, in which the whole culture is more
attuned to men and women, with leaders who understand the
nuances and differences between the sexes, sharpening their
ability to manage women and men in the workplace and sell to
both of them in the marketplace. Managers who achieve this
fluency are what I call gender bilingual.
I have written this book because I believe it is imperative that
entire companies become gender bilingual. It will enable them
to utilise the full Talent base, bringing to the top a whole new
set of female leaders with new skills (many of which may be
4
Introduction
Introduction
Audit
Companies around the world are rolling out gender initiatives
under the multiple pressures of Talent issues, mirroring their
markets more accurately and responding to a diversity of stakeholder pressures. When managers start these programmes,
they are often tempted to jump straight into an action plan. Too
often, that results in approaches that do not actually resolve the
issues. Companies should instead take time to step back and
analyse the starting point.
The first section of this book outlines the three pillars of a thorough gender Audit, devoting a chapter to each pillar:
1. Whats the balance? Chapter 1 sets the stage for a complete
analysis of a companys current situation, both qualitatively
Introduction
Awareness
In the Awareness Phase, the results of the Audit Phase go to the
Executive Committee for debate and decisions and then to the
rest of the organisation. First, the top team must build its own
awareness of the gender balance issue. The leaders can review
the facts and data from the Audit, analyse it in light of the companys future strategic directions, and define how urgent and
relevant the issue is for the business.
The Awareness Phase is probably the most important and
yet the most neglected part of any gender initiative. Like any
change programme, a gender initiative is doomed if the leaders
involved fail to grasp the full strategic importance of the issue.
So this section explains how to get this subject where it belongs
onto the agenda of the Executive Committee or the local leadership team. It will show the reader how to take it there, how
9
to frame it, how to use it to facilitate debate and get buy-in, and
then to end up with an aligned team, capable of defining an appropriate and sustainable action plan. From there, the process
moves downward in the organisation.
1. Why should business care? Chapter 4 lines up the results of the Audit against a companys business strategy. In
comparing the two, it invites the most senior executives to
analyse whether gender can be a lever for their business
and if yes, why and how. The result of this chapter is that
the leadership team will have built a gender business case
relevant to the company and context.
2. Leading gender bilingual: Chapter 5 shows how to start
rolling out a similar level of awareness to the rest of the companys leadership. How do you deliver a gender initiative to
a variety of markets, businesses, and cultures around the
globe? And how can gender initiatives serve to role model
the kind of leadership the top leaders are encouraging their
colleagues to aspire to?
3. Working gender bilingual: Chapter 6 illustrates how
to cascade gender bilingualism across all managers, and
whether specific efforts are useful for female managers. It
introduces ten tips for bilingual managers, guidelines for
managing in the 21st century.
4. The Aaction plan: By the end of the Awareness Phase,
leaders and managers will have become fluent in the differences and opportunities of gender bilingualism. This
means that they are ready to craft an action plan for their
individual company; one that will be relevant, fact-based,
and designed by the very leaders and managers who will be
10
Introduction
Align
The Alignment Phase aims to anchor the shifts in management
mindset and awareness about gender into the processes and
systems of the company, including all the established procedures and strategies. This requires a thorough review of both
the Talent management side run by HR and the customer-facing functions run by Sales & Marketing. Systems need to be
updated and adapted to the shifting gender realities of Talent
and Markets. The three chapters of the Alignment Phase explain how.
1. Training: Chapter 8 reviews how specifically targeted and
adapted gender training can help different functions maximise gender balance benefits in their areas. Managers, HR,
and Sales & Marketing all have a role to play that will be
facilitated by a better understanding of the issue and how
they can contribute to balance.
2. The talent: Chapter 9 focuses on the key HR responsibilities that affect the gender balance internal to companies.
This covers the overall policy framework and then looks
more closely at recruitment, retention, and developing
more gender balanced teams.
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Sustain
It takes a cultural shift to move a business towards gender balance. The time required depends on the strategic urgency and
relevance of the change. Indra Nooyi, Chairman and CEO of
PepsiCo, estimated it would take her organisation one to two
decades to complete the change.6 Gerald Lema at Baxter, Asia,
achieved gender balance in four years, Bob Elton at BC Hydro
in Canada in six. Whatever the goals and timing you have set,
ensure that everything is in place to maintain the momentum
built up in the previous phases and keep the programme on
track. This phase is all about how to sustain the initiative every
day across the whole organisation, leading to improvements
every year.
1. Communicating: Chapter 11 provides a guide to the key
issue of communicating the aims and goals of gender balance to internal and external audiences.
2. Measuring: Chapter 12 deals with the need to define,
measure, and track success, highlight challenges, commu-
12
Introduction
14
how
women
mean
business
A Step by Step Guide to Profiting
from Gender Balanced Business
Avivah Wittenberg-Cox
IBSN: 9780470688847 Paperback 408 pages
why
women
mean
business
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