This document discusses women's empowerment and the challenges women face in achieving leadership positions. It proposes a new model to help more women succeed called the 3I model, which focuses on women imbibing lessons from experiences, innovating and applying new ideas, and inspiring others. It also discusses the EMI model which looks at how ready families (emotional quotient), societies (motivation quotient), and organizations (innovation quotient) are to support women leaders. Overall the document aims to analyze barriers facing women and provide a framework to help more women develop leadership skills and attain leadership roles.
The document discusses key leadership qualities for women entrepreneurs, including having clear goals, effective communication skills, a willingness to learn, and the ability to balance family and work responsibilities. It emphasizes the importance of valuing teamwork, having a vision and passion, being a risk-taker and team builder, and embracing competency and accountability. The document then provides strategies for developing leadership skills, such as joining professional associations, following role models, and exploiting competitors' weaknesses. It stresses the importance of trust, perseverance, and building new and maintaining old relationships.
Talent Q provides online psychometric assessments, training, and assessment consulting to help organizations address talent management challenges throughout the employee lifecycle.
The document analyzes data from Grant Thornton's annual research on the proportion of senior business leadership roles held by women globally. Some key findings:
- The proportion of senior roles held by women has increased only slightly over the past decade, from 19% to 22%, and the proportion of businesses with no female leaders has decreased from 38% to 32%.
- Eastern Europe leads in gender diversity, with 35% of senior roles held by women, while Japan remains at the bottom with only 8%.
- While some European countries have made progress through quotas, little change was seen in North America or the UK. Latin America has declined, with Brazil seeing a large drop.
- Asia-Pacific shows some
ELC Black Women Executives Research InitiativeKevin Carter
This document summarizes findings from interviews conducted as part of a research initiative on the experiences of black women executives. Key findings include:
1) Relationships with senior white male executives need improvement, as black women lack trusted relationships and strategic feedback.
2) Experiences leading to the C-Suite are not always visible to CEOs, and the bar is high for all candidates.
3) Alignment with company values correlates strongly with success for black women executives.
4) Bias can be overcome with strong performance, though it remains a challenge outside their direct control.
5) A new leadership framework emerged focusing on critical success factors for black women rising to senior roles.
Happy International Women's Day. Cracking the Case. Why you need women leader...Mika Wilén
Maat, jotka ovat onnistuneet sukupuolten välisen tasa-arvon toteuttamisessa, ovat muita kilpailukykyisempiä. Silti naiset ovat yksi suurimmista alihyödynnetyistä osaajaresursseista maailmassa – ja erityisesti yritysten johtotehtävissä. Miksi? Johtuuko tämä siitä, että yritysten henkilöstökäytännöt eivät ole tältä vuosisadalta? Mihin asioihin ylimmän johdon tulisi kiinnittää huomiota, jotta muutos olisi mahdollinen? Lue lisää: Cracking the Case .
Women on Boards Voices of Experience KF J Norris Julie Norris
1. The document discusses adding more female directors to corporate boards and how boards can benefit from greater gender diversity.
2. It summarizes interviews with 12 experienced female Fortune 500 directors who provide insights into opportunities and barriers for women in board service.
3. The directors emphasized that boards must fully embrace diversity, see female directors as valuable team members rather than just fulfilling a quota, and be willing to change their composition to make room for more diverse perspectives.
The 1st International Women Entrepreneurship and Leadership Summit (WEL) was held on 4-5 June 2009 in Istanbul, which proved to be one of the most comprehensive summits held in Turkey. The Summit offered new visions and fresh opinions on women’s entrepreneurship and leadership.
The document summarizes a presentation on women in corporate roles in 21st century India. It notes that women now lead men in many corporations due to attributes like hard work, persistence, and risk-taking ability. It highlights several leading Indian women CEOs and executives. While women's employment has increased in India in recent decades, there are still gaps between men and women, such as differences in wages worldwide. The document concludes by stating that corporate women want to become more confident and independent while continuing to address gaps between women and men.
The document discusses key leadership qualities for women entrepreneurs, including having clear goals, effective communication skills, a willingness to learn, and the ability to balance family and work responsibilities. It emphasizes the importance of valuing teamwork, having a vision and passion, being a risk-taker and team builder, and embracing competency and accountability. The document then provides strategies for developing leadership skills, such as joining professional associations, following role models, and exploiting competitors' weaknesses. It stresses the importance of trust, perseverance, and building new and maintaining old relationships.
Talent Q provides online psychometric assessments, training, and assessment consulting to help organizations address talent management challenges throughout the employee lifecycle.
The document analyzes data from Grant Thornton's annual research on the proportion of senior business leadership roles held by women globally. Some key findings:
- The proportion of senior roles held by women has increased only slightly over the past decade, from 19% to 22%, and the proportion of businesses with no female leaders has decreased from 38% to 32%.
- Eastern Europe leads in gender diversity, with 35% of senior roles held by women, while Japan remains at the bottom with only 8%.
- While some European countries have made progress through quotas, little change was seen in North America or the UK. Latin America has declined, with Brazil seeing a large drop.
- Asia-Pacific shows some
ELC Black Women Executives Research InitiativeKevin Carter
This document summarizes findings from interviews conducted as part of a research initiative on the experiences of black women executives. Key findings include:
1) Relationships with senior white male executives need improvement, as black women lack trusted relationships and strategic feedback.
2) Experiences leading to the C-Suite are not always visible to CEOs, and the bar is high for all candidates.
3) Alignment with company values correlates strongly with success for black women executives.
4) Bias can be overcome with strong performance, though it remains a challenge outside their direct control.
5) A new leadership framework emerged focusing on critical success factors for black women rising to senior roles.
Happy International Women's Day. Cracking the Case. Why you need women leader...Mika Wilén
Maat, jotka ovat onnistuneet sukupuolten välisen tasa-arvon toteuttamisessa, ovat muita kilpailukykyisempiä. Silti naiset ovat yksi suurimmista alihyödynnetyistä osaajaresursseista maailmassa – ja erityisesti yritysten johtotehtävissä. Miksi? Johtuuko tämä siitä, että yritysten henkilöstökäytännöt eivät ole tältä vuosisadalta? Mihin asioihin ylimmän johdon tulisi kiinnittää huomiota, jotta muutos olisi mahdollinen? Lue lisää: Cracking the Case .
Women on Boards Voices of Experience KF J Norris Julie Norris
1. The document discusses adding more female directors to corporate boards and how boards can benefit from greater gender diversity.
2. It summarizes interviews with 12 experienced female Fortune 500 directors who provide insights into opportunities and barriers for women in board service.
3. The directors emphasized that boards must fully embrace diversity, see female directors as valuable team members rather than just fulfilling a quota, and be willing to change their composition to make room for more diverse perspectives.
The 1st International Women Entrepreneurship and Leadership Summit (WEL) was held on 4-5 June 2009 in Istanbul, which proved to be one of the most comprehensive summits held in Turkey. The Summit offered new visions and fresh opinions on women’s entrepreneurship and leadership.
The document summarizes a presentation on women in corporate roles in 21st century India. It notes that women now lead men in many corporations due to attributes like hard work, persistence, and risk-taking ability. It highlights several leading Indian women CEOs and executives. While women's employment has increased in India in recent decades, there are still gaps between men and women, such as differences in wages worldwide. The document concludes by stating that corporate women want to become more confident and independent while continuing to address gaps between women and men.
The document discusses the lack of gender diversity in senior leadership roles in Canadian corporations despite 25 years of focus on advancing women. While women make up 48% of the workforce, only 36.5% of lower managers, less than 18% of top executives, less than 14% of boards, and 6% of CEOs are women. This lack of diversity represents a competitive disadvantage as research shows the most successful companies have diverse leadership that incorporates multiple perspectives. The authors argue that true change requires leadership that values diversity and holds teams accountable through transparent processes rather than just counting women or focusing on tactics. Leaders must uncover and address underlying biases to create lasting cultural change at all levels of an organization.
Promoting multidimensional teams has a positive impact on business outcomes. Female presence in company's executive bodies is essential to build business projects that are successful and long-term oriented.
During the meeting held by Woman's Week foundation and the Association of Directors of Communication in Spain (Dircom), Chief Communication Officer and companies, committed to equal opportunities and diversity, professionals discussed about CSR regarding gender diversity.
We are indeed living a shift of paradigm where companies are more sensitive to the economic importance of their role as social actors and the strategic and integrated management of key intangible assets such as reputation, brand, communication or public issues. We are immersed in the so-called "reputation economy".
The main advantages of promoting diversity within the corporation are the greater capacity of attracting and retaining talent, improvement of leadership and innovation strategies and a closer approach to key stakeholders for the company. In fact, the main idea of the concept of diversity is to optimize human resources presented by heterogeneous groups, this is to say, diverse regarding the gender, age, race or nationality of their members.
We are making progress in integrating diverse teams in the organization, but we are still below the goal of 40 % female board managers in companies set out by the European Parliament and the European Commission.
This insight addresses the current situation and future leadership, where diversity will play a major role for sure.
Why Gender Diversity Matters at Work | ChronusChronus
Making up 47% of the current workforce and growing, women are prime candidates for filling the leadership pipeline that will soon be left lighter by a departing generation of workers. And yet, the higher you look in companies, the fewer women you see, with C-level positions comprised of only 19% women.
Learn how greater gender diversity can improve your organization, and why mentoring is an ideal solution to enable women in the workplace.
Download the full Ebook: http://ow.ly/fGyK30fCsaB
This document discusses gender diversity in organizations. It provides several facts and statistics showing that while many organizations aim to increase the number of female employees at mid-levels, very few see increases at executive levels. Research shows gender diverse companies outperform those that are not, and diversity can significantly boost economic growth. However, barriers remain like lack of flexible work arrangements and support for women, especially in negotiating compensation and rising to leadership. The document examines benefits of diversity and key factors important to retaining women, such as leadership programs and mentoring, though organizations often fail to provide these.
This document discusses leveraging gender intelligence in searching for entrepreneurial talent. It argues that businesses need to adopt a new perspective that views talent through a gender intelligence lens in order to identify rising talent, especially among women. A gender intelligence approach can help create an unbiased work environment and allow hidden talents to emerge. It also discusses how the nature of work and leadership styles are changing as more women enter the workforce and bring different skills, like strong communication and multitasking abilities. To be successful, businesses must understand these changes and look beyond preconceived biases to view all potential candidates, both men and women, as viable sources of talent.
1) The document discusses how organizational culture may be a key factor holding back greater gender diversity in senior leadership, despite programs aimed at increasing diversity.
2) It presents research finding a link between having women in senior roles, a high-performance culture, and stronger financial performance. However, culture has been overlooked as a factor.
3) The research studied 50 leading organizations and found that those with the strongest cultures and financial performance also had the highest proportions of women in executive roles, indicating culture may enable greater diversity.
This document discusses effective leadership and proposes a "Circumplex model of Effective leadership". It argues that effective leadership focuses on personal growth, followers' growth, and organizational goals. The model includes four elements: achieving organizational goals, developing followers, personal leadership, and self-transcendence. The author analyzes cases of failed leadership in developing countries and proposes that transformative leadership is needed to meet people's aspirations and address leadership problems systematically rather than through quick fixes.
This document provides an overview of leadership styles between male and female leaders by comparing the leadership of Aditya Puri and Chanda Kocchar. It finds that while Puri leads HDFC Bank with a focus on avoiding risks and gradual scaling, Kocchar transformed ICICI Bank through innovative retail banking strategies. Overall, the document suggests that effective leadership depends more on the individual than gender, and that organizations benefit from diverse leadership styles.
Emergent leaders, the ones that get noticed, promoted and pampered in their organizations, typically exhibit strong self-confidence, decisiveness, and visionary thinking – which are not bad things. These characteristics are related to charisma. Too much might be as unacceptable as too little, though. Charisma has a dark side; it is linked to narcissism, and narcissism comes with disastrous side effects.
Multiple studies have revealed that it is humility in leadership that ensures results, productivity and effectiveness of an organization. Humility is a personality trait that is not glamorous at all, and often overlooked. Yet, it seems what many companies are missing in their endeavors to face and cope with the exigencies the 4th industrial revolution is presenting. According to their conversation on leadership 4.0 at the World Economic Forum’s annual meeting of the new champions, working with millennials, leaders say humility works better than bossing around (Vanham, 2019). Today, there are fewer possibilities for dysfunctional narcissistic leaders to mask or coat their misconduct. It is a huge opportunity for HR departments to make identifying humble leaders and developing humility in charismatic leaders a priority.
This document discusses women in business and entrepreneurship. It provides statistics showing that while the number of women on corporate boards and as entrepreneurs is rising, women still only make up a small percentage. For example, only 14.7% of Fortune 500 board seats are held by women, increasing at half a percent per year. As entrepreneurs, women range from 1.5-45.4% of the adult female population in different countries. The document also notes that women face various barriers in business, such as responsibility at home, lack of education and training, and discrimination. However, it highlights several successful women entrepreneurs in India who have overcome these challenges to build large, influential companies.
This document summarizes a workshop on cultivating minority leaders. The workshop objectives are to recognize the lack of diversity in organizations' leadership, identify factors hindering minority promotion, and demonstrate ways to cultivate more minority leaders. It includes lectures, activities, and Ted talks on topics like unconscious bias, leadership styles, and vulnerability. The goal is for organizations to genuinely embrace diversity and inclusion to see improvements within leadership.
How to Encourage Gender Diversity in the WorkplaceErica Hill
The document discusses how to encourage gender diversity in the workplace. It emphasizes keeping diversity and equality at the forefront when considering workplace culture. Gender diversity leads to massive improvements. Research shows that companies with higher female representation on boards significantly outperform those with no female directors. Specific recommendations include blinding the hiring process by removing names and gender identifiers from resumes, basing pay on recent salary data rather than past earnings to address the gender pay gap, and reevaluating performance reviews to recognize team accomplishments and productivity that value skills more common among women.
Women’s innovative strengths for DevelopmentLuisa Nenci
The document discusses women's thinking and innovative strengths. It argues that women think more contextually, holistically and flexibly than men, integrating more details into more complex patterns ("web thinking"). This web thinking is essential for innovation. The document also discusses how women's social skills like collaboration, empathy and sharing power further contribute to innovation. It notes that while skills are not exclusive to gender, women regularly display these innovative strengths. Having balanced gender teams optimizes innovation potential. The document advocates for policies supporting both gender diversity in teams and work-life balance to further promote innovation.
1) The document summarizes and critiques an article that studied differences between women entrepreneurs who founded non-profit versus for-profit organizations in India.
2) It found that women who founded non-profits tended to be from higher castes, more educated, and had prior experience in the non-profit sector, whereas women in for-profits were more likely to be first-time entrepreneurs from necessity.
3) The reviewer criticizes the original article for being overly descriptive without deeper analysis, and argues it adds little that had not already been documented elsewhere on women's entrepreneurship in India.
The New Business Imperative: Recruiting, Developing and Retaining Women in th...Kip Michael Kelly
Organizations with women in senior leadership positions outperform those that have none. Yet, one study of the top 1500 U.S. firms revealed that an astounding 70% of top U.S firms have no women in their senior leadership ranks. Many organizations then have the capacity for greater improvement... and greater business results.To help HR and talent management professionals eliminate the persistent gap between men and women in the workforce in terms of pay, career path, and leadership development, this UNC Executive Development white paper:• Explores the business imperative to foster women's roles in organizations• Examines the gap in female representation in leadership positions• Highlights the perception gaps between men and women in how effective organizations are when it comes to recruiting, developing and retaining women• Offers HR and talent management professionals steps they can take to recruit, develop and retain women in organizational leadership rolesDownload this white paper today and learn how to address the female leadership challenge and reap the bottom-line rewards of more fully including women in the workplace.
Human Resources Director Singapore - News Analysis - Women on Board (002)Maria Zhang
This document discusses gender diversity in leadership positions in Singapore. It finds that while awareness of the issue has grown, meaningful progress has been lacking. Only 9.7% of companies have gender-diverse boards, far below other developed markets. The document also cites mid-level attrition of women and gender stereotypes as challenges. It recommends initiatives like mentoring, flexible work policies, and transparency requirements to promote more women in leadership.
Men's views on gender diversity in the workplace 092016Todd Mc Brearty
The document summarizes the findings of a survey of over 300 working men in the US about gender diversity in the workplace. Key findings include:
- While 1/3 of men think women are generally treated unfairly at work, only 10% think it's an issue at their own workplace.
- Men see inclusion as the biggest challenge faced by women, not lack of mentorship or work-life balance.
- Less than half of men have publicly advocated for gender equality, with 1/5 admitting they have not acted as allies.
- There is a perceived gender imbalance in most workplaces, with women making up less than half of employees and top management.
This document summarizes a survey of 525 of the world's largest family businesses from 21 global markets. Some key findings from the survey include:
- Women make up on average 22% of the top management teams and 16% of board members of family businesses, which is higher than global averages.
- Family businesses have on average 5 women in C-suite positions and are grooming 4 women for top leadership roles.
- 41% of family businesses report growing female family member interest in joining the business in recent years.
- 70% of family businesses are considering a woman for their next CEO.
The document argues that family businesses' emphasis on long-term thinking, role models, and inclusive environments make them more
CB-UK FEB-APR_2016-Women in LeadershipMaryAppleton
Dianne Bevelander is a professor who researches management education and diversity, with an emphasis on women's career development. The document discusses the lack of women in leadership positions globally and provides recommendations for improving gender diversity. It notes traditional methods have not been effective and that women are 118 years away from equal pay. Employers need to focus on building the female talent pipeline through sponsorship, mentoring, and an inclusive culture. Business schools also need to stop reinforcing stereotypes and include more female role models.
Day 202-20-201230-20-201315-20-20pearl-202-20-20alankar-20karpe-131008015752-...PMI_IREP_TP
The document outlines a 5-step ethical decision-making framework presented by Alankar Karpe from PMI's Ethics Member Advisory Group. The 5 steps are: 1) assess all facts about the ethical issue, 2) consider all alternative choices, 3) identify impacts of the preferred choice, 4) apply ethical principles to the choice, and 5) make and take responsibility for the decision. The framework is intended to guide PMI members and credential holders in critically thinking through ethical dilemmas.
The document discusses a case study of implementing change management in a government R&D organization in India. The organization previously had a project-based structure but faced challenges like missed deadlines, duplication of work, and low customer satisfaction. It implemented a matrix structure with groups for design, development, testing, and implementation. This improved documentation, reuse of components, reduced defects and costs, and increased customer satisfaction. Key aspects of the successful change management included establishing urgency, building a dedicated team, empowering staff, and making the change permanent.
The document discusses the lack of gender diversity in senior leadership roles in Canadian corporations despite 25 years of focus on advancing women. While women make up 48% of the workforce, only 36.5% of lower managers, less than 18% of top executives, less than 14% of boards, and 6% of CEOs are women. This lack of diversity represents a competitive disadvantage as research shows the most successful companies have diverse leadership that incorporates multiple perspectives. The authors argue that true change requires leadership that values diversity and holds teams accountable through transparent processes rather than just counting women or focusing on tactics. Leaders must uncover and address underlying biases to create lasting cultural change at all levels of an organization.
Promoting multidimensional teams has a positive impact on business outcomes. Female presence in company's executive bodies is essential to build business projects that are successful and long-term oriented.
During the meeting held by Woman's Week foundation and the Association of Directors of Communication in Spain (Dircom), Chief Communication Officer and companies, committed to equal opportunities and diversity, professionals discussed about CSR regarding gender diversity.
We are indeed living a shift of paradigm where companies are more sensitive to the economic importance of their role as social actors and the strategic and integrated management of key intangible assets such as reputation, brand, communication or public issues. We are immersed in the so-called "reputation economy".
The main advantages of promoting diversity within the corporation are the greater capacity of attracting and retaining talent, improvement of leadership and innovation strategies and a closer approach to key stakeholders for the company. In fact, the main idea of the concept of diversity is to optimize human resources presented by heterogeneous groups, this is to say, diverse regarding the gender, age, race or nationality of their members.
We are making progress in integrating diverse teams in the organization, but we are still below the goal of 40 % female board managers in companies set out by the European Parliament and the European Commission.
This insight addresses the current situation and future leadership, where diversity will play a major role for sure.
Why Gender Diversity Matters at Work | ChronusChronus
Making up 47% of the current workforce and growing, women are prime candidates for filling the leadership pipeline that will soon be left lighter by a departing generation of workers. And yet, the higher you look in companies, the fewer women you see, with C-level positions comprised of only 19% women.
Learn how greater gender diversity can improve your organization, and why mentoring is an ideal solution to enable women in the workplace.
Download the full Ebook: http://ow.ly/fGyK30fCsaB
This document discusses gender diversity in organizations. It provides several facts and statistics showing that while many organizations aim to increase the number of female employees at mid-levels, very few see increases at executive levels. Research shows gender diverse companies outperform those that are not, and diversity can significantly boost economic growth. However, barriers remain like lack of flexible work arrangements and support for women, especially in negotiating compensation and rising to leadership. The document examines benefits of diversity and key factors important to retaining women, such as leadership programs and mentoring, though organizations often fail to provide these.
This document discusses leveraging gender intelligence in searching for entrepreneurial talent. It argues that businesses need to adopt a new perspective that views talent through a gender intelligence lens in order to identify rising talent, especially among women. A gender intelligence approach can help create an unbiased work environment and allow hidden talents to emerge. It also discusses how the nature of work and leadership styles are changing as more women enter the workforce and bring different skills, like strong communication and multitasking abilities. To be successful, businesses must understand these changes and look beyond preconceived biases to view all potential candidates, both men and women, as viable sources of talent.
1) The document discusses how organizational culture may be a key factor holding back greater gender diversity in senior leadership, despite programs aimed at increasing diversity.
2) It presents research finding a link between having women in senior roles, a high-performance culture, and stronger financial performance. However, culture has been overlooked as a factor.
3) The research studied 50 leading organizations and found that those with the strongest cultures and financial performance also had the highest proportions of women in executive roles, indicating culture may enable greater diversity.
This document discusses effective leadership and proposes a "Circumplex model of Effective leadership". It argues that effective leadership focuses on personal growth, followers' growth, and organizational goals. The model includes four elements: achieving organizational goals, developing followers, personal leadership, and self-transcendence. The author analyzes cases of failed leadership in developing countries and proposes that transformative leadership is needed to meet people's aspirations and address leadership problems systematically rather than through quick fixes.
This document provides an overview of leadership styles between male and female leaders by comparing the leadership of Aditya Puri and Chanda Kocchar. It finds that while Puri leads HDFC Bank with a focus on avoiding risks and gradual scaling, Kocchar transformed ICICI Bank through innovative retail banking strategies. Overall, the document suggests that effective leadership depends more on the individual than gender, and that organizations benefit from diverse leadership styles.
Emergent leaders, the ones that get noticed, promoted and pampered in their organizations, typically exhibit strong self-confidence, decisiveness, and visionary thinking – which are not bad things. These characteristics are related to charisma. Too much might be as unacceptable as too little, though. Charisma has a dark side; it is linked to narcissism, and narcissism comes with disastrous side effects.
Multiple studies have revealed that it is humility in leadership that ensures results, productivity and effectiveness of an organization. Humility is a personality trait that is not glamorous at all, and often overlooked. Yet, it seems what many companies are missing in their endeavors to face and cope with the exigencies the 4th industrial revolution is presenting. According to their conversation on leadership 4.0 at the World Economic Forum’s annual meeting of the new champions, working with millennials, leaders say humility works better than bossing around (Vanham, 2019). Today, there are fewer possibilities for dysfunctional narcissistic leaders to mask or coat their misconduct. It is a huge opportunity for HR departments to make identifying humble leaders and developing humility in charismatic leaders a priority.
This document discusses women in business and entrepreneurship. It provides statistics showing that while the number of women on corporate boards and as entrepreneurs is rising, women still only make up a small percentage. For example, only 14.7% of Fortune 500 board seats are held by women, increasing at half a percent per year. As entrepreneurs, women range from 1.5-45.4% of the adult female population in different countries. The document also notes that women face various barriers in business, such as responsibility at home, lack of education and training, and discrimination. However, it highlights several successful women entrepreneurs in India who have overcome these challenges to build large, influential companies.
This document summarizes a workshop on cultivating minority leaders. The workshop objectives are to recognize the lack of diversity in organizations' leadership, identify factors hindering minority promotion, and demonstrate ways to cultivate more minority leaders. It includes lectures, activities, and Ted talks on topics like unconscious bias, leadership styles, and vulnerability. The goal is for organizations to genuinely embrace diversity and inclusion to see improvements within leadership.
How to Encourage Gender Diversity in the WorkplaceErica Hill
The document discusses how to encourage gender diversity in the workplace. It emphasizes keeping diversity and equality at the forefront when considering workplace culture. Gender diversity leads to massive improvements. Research shows that companies with higher female representation on boards significantly outperform those with no female directors. Specific recommendations include blinding the hiring process by removing names and gender identifiers from resumes, basing pay on recent salary data rather than past earnings to address the gender pay gap, and reevaluating performance reviews to recognize team accomplishments and productivity that value skills more common among women.
Women’s innovative strengths for DevelopmentLuisa Nenci
The document discusses women's thinking and innovative strengths. It argues that women think more contextually, holistically and flexibly than men, integrating more details into more complex patterns ("web thinking"). This web thinking is essential for innovation. The document also discusses how women's social skills like collaboration, empathy and sharing power further contribute to innovation. It notes that while skills are not exclusive to gender, women regularly display these innovative strengths. Having balanced gender teams optimizes innovation potential. The document advocates for policies supporting both gender diversity in teams and work-life balance to further promote innovation.
1) The document summarizes and critiques an article that studied differences between women entrepreneurs who founded non-profit versus for-profit organizations in India.
2) It found that women who founded non-profits tended to be from higher castes, more educated, and had prior experience in the non-profit sector, whereas women in for-profits were more likely to be first-time entrepreneurs from necessity.
3) The reviewer criticizes the original article for being overly descriptive without deeper analysis, and argues it adds little that had not already been documented elsewhere on women's entrepreneurship in India.
The New Business Imperative: Recruiting, Developing and Retaining Women in th...Kip Michael Kelly
Organizations with women in senior leadership positions outperform those that have none. Yet, one study of the top 1500 U.S. firms revealed that an astounding 70% of top U.S firms have no women in their senior leadership ranks. Many organizations then have the capacity for greater improvement... and greater business results.To help HR and talent management professionals eliminate the persistent gap between men and women in the workforce in terms of pay, career path, and leadership development, this UNC Executive Development white paper:• Explores the business imperative to foster women's roles in organizations• Examines the gap in female representation in leadership positions• Highlights the perception gaps between men and women in how effective organizations are when it comes to recruiting, developing and retaining women• Offers HR and talent management professionals steps they can take to recruit, develop and retain women in organizational leadership rolesDownload this white paper today and learn how to address the female leadership challenge and reap the bottom-line rewards of more fully including women in the workplace.
Human Resources Director Singapore - News Analysis - Women on Board (002)Maria Zhang
This document discusses gender diversity in leadership positions in Singapore. It finds that while awareness of the issue has grown, meaningful progress has been lacking. Only 9.7% of companies have gender-diverse boards, far below other developed markets. The document also cites mid-level attrition of women and gender stereotypes as challenges. It recommends initiatives like mentoring, flexible work policies, and transparency requirements to promote more women in leadership.
Men's views on gender diversity in the workplace 092016Todd Mc Brearty
The document summarizes the findings of a survey of over 300 working men in the US about gender diversity in the workplace. Key findings include:
- While 1/3 of men think women are generally treated unfairly at work, only 10% think it's an issue at their own workplace.
- Men see inclusion as the biggest challenge faced by women, not lack of mentorship or work-life balance.
- Less than half of men have publicly advocated for gender equality, with 1/5 admitting they have not acted as allies.
- There is a perceived gender imbalance in most workplaces, with women making up less than half of employees and top management.
This document summarizes a survey of 525 of the world's largest family businesses from 21 global markets. Some key findings from the survey include:
- Women make up on average 22% of the top management teams and 16% of board members of family businesses, which is higher than global averages.
- Family businesses have on average 5 women in C-suite positions and are grooming 4 women for top leadership roles.
- 41% of family businesses report growing female family member interest in joining the business in recent years.
- 70% of family businesses are considering a woman for their next CEO.
The document argues that family businesses' emphasis on long-term thinking, role models, and inclusive environments make them more
CB-UK FEB-APR_2016-Women in LeadershipMaryAppleton
Dianne Bevelander is a professor who researches management education and diversity, with an emphasis on women's career development. The document discusses the lack of women in leadership positions globally and provides recommendations for improving gender diversity. It notes traditional methods have not been effective and that women are 118 years away from equal pay. Employers need to focus on building the female talent pipeline through sponsorship, mentoring, and an inclusive culture. Business schools also need to stop reinforcing stereotypes and include more female role models.
Day 202-20-201230-20-201315-20-20pearl-202-20-20alankar-20karpe-131008015752-...PMI_IREP_TP
The document outlines a 5-step ethical decision-making framework presented by Alankar Karpe from PMI's Ethics Member Advisory Group. The 5 steps are: 1) assess all facts about the ethical issue, 2) consider all alternative choices, 3) identify impacts of the preferred choice, 4) apply ethical principles to the choice, and 5) make and take responsibility for the decision. The framework is intended to guide PMI members and credential holders in critically thinking through ethical dilemmas.
The document discusses a case study of implementing change management in a government R&D organization in India. The organization previously had a project-based structure but faced challenges like missed deadlines, duplication of work, and low customer satisfaction. It implemented a matrix structure with groups for design, development, testing, and implementation. This improved documentation, reuse of components, reduced defects and costs, and increased customer satisfaction. Key aspects of the successful change management included establishing urgency, building a dedicated team, empowering staff, and making the change permanent.
Day 201-20-201410-20-201455-20-20maple-20-20rt-20sundari-131008015751-phpapp01PMI_IREP_TP
This document summarizes a case study of implementing change management in a government organization. It describes the challenges faced with the previous project-based structure, including frequent scope creep, missed deadlines, and lack of reuse between projects. The organization adopted Kotter's 8-step change management model and transitioned to a matrix structure with groups for design, development, testing, and implementation. This new structure improved collaboration, increased reuse of components, and reduced defects and costs. After implementation challenges were addressed, analysis found customer satisfaction increased while redundancy, rework, and costs decreased significantly compared to the previous project-based model.
1) The document discusses the need for predictable estimates in software projects to improve quality, costs, schedules, and profits. Inaccurate estimates can lead to project failures and losses of billions of dollars.
2) It presents TCS's solution of developing a standardized estimation framework to improve predictability. The framework includes techniques for sizing, effort, schedule, and cost estimation. It also includes guidelines for model selection and continuous improvement.
3) The framework was implemented at a large US financial corporation facing challenges like cost overruns, delays, and scrapped projects. After implementing the framework, the company saw improved predictability, productivity gains, and reductions in scrapped projects and costs.
Day 201-20-201505-20-201550-20-20maple-20-20chakradhar-20purohith-13100801575...PMI_IREP_TP
The document discusses uncertainty analysis in project proposals through milieu analysis. It presents that relational dimensions play an important role in winning proposals. Managing relationships and networks during the proposal lifecycle is crucial, as defined in PMBOK's stakeholder engagement process. The presentation evaluates proposals based on technical, financial, social and political dimensions. It concludes that every stakeholder has a key role in ensuring proposal quality and that pre-sales practices must facilitate defining project scopes by anticipating customer needs. Directions for future work include further articulating customer needs and differentiating technology strategies.
This document discusses how successful program management can enable business transformation. It argues that adopting a partnership approach through effective communication and collaboration allows organizations to achieve desired outcomes. The key is applying basic principles like working as one team and enabling services. This includes orienting all stakeholders, norming teams, focused execution, achieving goals together, ensuring everyone contributes, and driving results beyond original targets. Cultural integration, leadership development, and enhanced communication further support the partnership approach. Staying relevant to all stakeholders through understanding their needs and challenges is also important for success. An example program increased market share, enhanced system capacity, realized cost savings, and grew new business volume through this structured approach.
This document describes an estimation framework developed by Tata Consultancy Services to standardize and improve the accuracy of software project estimations. The framework includes components for sizing, effort estimation, scheduling, resource planning, and costing. It also includes a decision matrix to select the appropriate estimation techniques and models based on project characteristics. Continuous feedback on actual project outcomes is used to refine the framework over time through a plan-do-check-act cycle. The framework aims to increase predictability in estimations and minimize risks from inaccurate estimates. A case study demonstrates how the framework was applied to a project.
This document discusses using a "Localized Kanban" or "Locban" methodology to manage localization work for a product released in 31 languages simultaneously with each sprint release. Some of the key challenges addressed were uneven work distribution across sprints for the localization team, communicating schedule changes to multiple vendors, and lack of visibility. Locban adapted the Kanban methodology to create an online task board for the localization work, defining task attributes and states. This provided visualization of the workflow and allowed collaborative improvements to better manage the flow of localization work. Productivity gains were achieved using this approach.
This document discusses balancing creativity and business needs in managing research and development (R&D) projects. It proposes a six-step project management framework to effectively manage innovation given practical constraints of time and budget. While innovation is important for business success, creative ideas must be developed and commercialized through a structured process to realize benefits. The framework includes phases for concept generation, implementation and testing, and socialization and marketing to convert inventions into innovations. Managing innovation poses challenges as researchers prioritize novelty over processes, and their goals differ from engineers and marketers. An effective process acknowledges ideas evolve through an "innovation funnel" from unclear concepts to clear, commercialized products.
This document discusses challenges women face when re-entering the workforce after taking time off for family reasons. It covers the topic from multiple perspectives, including the woman's perspective on career continuity, the project manager perspective on project continuity, and economics of diversity in the workplace. The document also presents 5 case studies of different women attempting to re-enter the workforce and the challenges they face. It concludes by providing lessons for both working women and project managers on how to better manage re-entry into the workforce.
This white paper discusses two approaches for more effective project management: 1) A framework for proactively identifying and preventing defects in processes to avoid schedule delays. It involves examining processes end-to-end and getting stakeholder input to find bottlenecks. 2) An approach called "Building Blocks" to systematically capture organizational process knowledge and lessons learned from past projects in an easy-to-access database, including common risks and mitigation strategies for standard project components. The goal is to help project managers complete projects on time by giving them readily available knowledge about past process issues.
This document presents a framework for optimizing client expectations in project delivery. It defines key determinants of client expectations, including client outlook score, provider positioning, and execution quality. The framework assigns weights to these determinants and uses quantitative and qualitative analysis to calculate a client expectation ratio. This provides guidance to service providers on managing expectations across diverse clients and projects to ensure satisfaction and retention.
This document discusses tools and techniques for managing projects that have encountered difficulties and are at risk of failing. It provides two case studies as examples. The first case study describes a project that was 25% complete that was using a "big bang" approach across several countries. Early warning signs identified communication, team, and scope issues. The project was turned around by improving communication, quantifying scope changes, and better business/project alignment. The second case study describes a project 70% through time that faced significant technology challenges. Issues involved new technology, expanded scope, dispersed teams, and unaddressed risks. The project was salvaged by addressing these issues.
The document discusses how fusing aspects of traditional waterfall project management and agile methodologies can improve the chances of project success, especially for large upgrade or migration projects. It provides examples of different "fusion approaches", such as using waterfall delivery within agile iterations or applying agile execution techniques within a waterfall framework. The success of a fusion approach depends on variables like organizational culture, risk appetite, and governance structures. When applied appropriately, a fusion model can help complete projects on time and budget while minimizing risks.
This document describes the Scaled Agile Framework (SAFe) which is a framework for implementing agile development practices at the enterprise level. It discusses how SAFe addresses the limitations of traditional waterfall development and scales agile to meet the needs of large projects. SAFe incorporates key lean principles and consists of three levels - Team, Program, and Portfolio. At each level it defines roles and practices for planning, prioritizing work, and delivering value in short iterations. The goal of SAFe is to synchronize collaboration across many agile teams to continuously and predictably deliver working software.
Social media, mobile devices, analytics and cloud computing (SMAC) have combined to create a technology ecosystem that supports project management. SMAC allows project managers to access information anytime from anywhere, collaborate more effectively with teams, and gain insights from analytics. While SMAC has benefits, successful adoption depends on factors like an organization's business model and culture. Project managers must redefine processes and best practices to leverage SMAC's value.
This document discusses conducting a sensitivity analysis on a proposed investment to install power savers on street lights along a road project to reduce energy costs. It analyzed two alternatives: installing power savers on the existing sodium vapor lamps, or replacing them entirely with LED lights. Field tests showed power savers could reduce energy usage by 25%. A financial model evaluated funding options and found debt financing in phases for one package and full debt financing for the other package yielded the highest returns. Sensitivity analysis showed the investment was not highly sensitive to cost increases up to 50% but could become unprofitable if the remaining concession period was reduced by over 28%. The proposal was concluded to improve profits but was not implemented due to time and cost constraints.
This document discusses Project Management as a Service (PMAAS), an innovative approach to managing project management phases and processes through a cloud of project management consultants working on an agile platform. Under PMAAS, individual project management phases and processes are managed independently by cloud-based consultants. Each phase acts as an agile sprint, with information from one phase feeding into the next. This gives project managers visibility while keeping project intricacies abstracted. The concept originated from challenges organizations face developing in-house project management capabilities. PMAAS provides a cost-effective cloud-based solution for managing projects.
This document discusses mantras for innovative project management and creating a happy workforce for software/IT project managers. It analyzes common aspirations of young Indian IT professionals, such as work-life balance, new learning opportunities, and challenging roles. The document proposes that project managers can increase worker happiness and productivity by helping fulfill these aspirations. It presents frameworks for understanding individual aspirations, including an aspiration pyramid with work-life balance at the bottom and career growth aspirations like new learning and challenging roles at the top. The document also provides examples of project-level enablers a manager could implement to help team members achieve their aspirations.
White paper 2018 - 2019 LEE HECHT HARRISON ( LHH ) Elevating women in leader...Michal Hatina
Organizations need to pull several levers at the individual, cultural and organizational levels to make meaningful change. Women need to believe that leadership is a possible career path for them and engage in deliberate ongoing planning. Leaders need to actively champion female talent and create opportunities for women to grow and advance. Organizations must continue to support women in their development, offer meaningful formal practices and hold leaders accountable for creating an inclusive environment. When these initiatives are implemented effectively, movement will occur.
The document discusses women in leadership roles and the barriers they face. While women have made progress, they remain underrepresented in leadership. Only 34% of Indian businesses surveyed have women leaders. Studies show women can make better leaders, yet biases and lack of support hold them back. To increase women leaders, companies must create an inclusive culture with flexible work, childcare support, and mentorship. Society must also challenge gender stereotypes and norms that limit women's opportunities.
The document discusses female leadership in Europe and the need for change. It notes that currently only 11% of women hold decision-making positions in public companies across EU countries. It explores reasons why more women are not in leadership, including obstacles like maternity leave, childcare responsibilities, and stereotypes. Research suggests women and men have different leadership styles, with women shown to be more cooperative, team-oriented, and socially focused. The document argues that increasing female representation in leadership is important for competitiveness, sustainability, and driving positive change for both men and women.
McKinsey Global Survey results: Moving mind-sets on gender diversity: To ens...Lucia Predolin
Moving mind-sets on gender diversity: McKinsey Global Survey results
To ensure that corporate culture supports—not hinders—the ability of women to reach top management, companies must address mind-sets and develop a more inclusive, holistic diversity agenda.
The Visionary Woman Inspiring the Business World.pdfinsightssuccess2
In this exclusive Insights Success India’s edition, The Visionary Woman Inspiring the Business World,’ Dr Zarine Manchanda's journey unfolds as that of a far-sighted leader who transcends barriers, obliterates stereotypes, and paves a trail illuminating paths for generations to come.
This document discusses women in leadership and what established businesses can learn from women-owned businesses. It finds that women are increasingly leaving corporate jobs to start their own businesses. Women-owned businesses are succeeding and account for significant economic output. However, established businesses are still failing to get more women into senior leadership roles, despite evidence that mixed gender leadership benefits business performance. Through interviews with over 35 senior women, the document identifies some key lessons for established businesses. These include the need to change organizational culture and structures to be more flexible, collaborative and accommodating of women's leadership styles and lives outside of work in order to retain female talent.
This document summarizes a paper examining opportunities and constraints facing women entrepreneurs in India. It reviews literature on challenges women entrepreneurs face, such as financial, marketing, production, and socio-personal problems. The paper presents findings from interviews with women entrepreneurs in Jaipur to understand their perceptions of micro and macro factors influencing entrepreneurship. It highlights the need to consider both personal and systemic factors to fully understand women's entrepreneurial experiences.
The document discusses the invisible barriers that hold women back from advancing into senior leadership roles despite corporate commitments to diversity, such as entrenched beliefs among managers that subtly hamper women's careers, and it proposes a hard-edged approach of systemwide change driven by targets, data-driven performance reviews, and genuine sponsorship to help companies overcome these problematic mindsets. It also examines data showing the leaky talent pipeline for women and common explanations given for failing to retain or promote promising women.
The document discusses changing corporate mindsets about advancing women's careers. It argues that invisible, unconscious biases block women's advancement and that committed leadership is needed to implement systemwide changes through targets, data-driven performance reviews, and genuine sponsorship. Companies that have made progress, like Pitney Bowes and Shell, focus on metrics like promotion slates that include women and long-term targets for women in senior roles. Reviews of succession plans and promotion slates also help broaden opportunities for women. Addressing biases requires buy-in from both men and women in an organization.
The document summarizes findings from a survey of 265 women working in new economy companies. Key findings include:
- Many women find the new economy exhilarating and feel they have more opportunities for creative freedom, impact, and rapid growth compared to traditional companies. However, they also experience high stress and difficulties balancing work and personal lives.
- While gender issues may be less pronounced, nearly a third still felt unequal treatment based on attributes like being single or a working mother. A quarter also felt issues like feeling undervalued or overlooked for opportunities.
- Women use strategies like adapting flexibility, maintaining perspective, developing peer support networks, and constant learning to navigate challenges. However, the demanding lifestyle may only be temporary for
This document discusses factors that influence the performance effectiveness of women in project management roles. It analyzes both personal attributes and environmental attributes. For personal attributes, it examines how educational/experiential preparedness, personality type, relationships, and role models/mentoring can impact women's success as project managers. For environmental attributes, it considers how team structure, socio-cultural influences, HR policies, and gender biases may influence women's performance. The document provides analysis of how various personal and environmental factors individually and collectively shape women project managers' leadership styles and effectiveness.
This summary provides an overview of the "Woman Matter 2010" study by McKinsey & Company on gender diversity in corporate leadership. The study surveyed 1,500 business leaders and found that while some progress has been made, women remain underrepresented in corporate boards and upper management. Having more women in leadership is linked to better financial performance. Barriers like work-life balance challenges and lack of self-promotion hold women back. Companies can improve gender diversity through CEO commitment, training programs, flexible work policies, and setting diversity goals and metrics.
Role of Women in Top Management Positions and its Impact on Company Leadershipijtsrd
Women score 86 higher than men in emotional self awareness, according to Hay Group. Emotional self awareness includes understanding emotions and their effect on performance and how those emotions drive one’s actions. Adaptability, empathy, and social awareness are also areas within the soft skill spectrum where women excel. Women make up half of the worlds population, but they continue to face inequalities in every field, whether in government or non government organisations, and particularly in leadership because men believe women cannot be good leaders or managers, whereas men agree for women to work at home because men believe women are only good for domestic work. Attaining gender equality in organisations at all levels is a lengthy and difficult process that necessitates the involvement of the entire firm as well as a strong commitment from top management. Women constitute half of the worlds population, undertake two thirds of the worlds labour, but receive just a third of the worlds income, according to UN publications on women issues of the year 2000. I make a tenth of its income and hold less than a hundredth of its assets. Women account for more than 40 of the global labour force and half of the global population. Over the years government seeks to establish policies and programmes to progress women in government companies and organisations. Women produce more than 55 percent of the food grown in developing countries, particularly in rural areas. According to several surveys, women have shown to be successful business owners as well as managers. According to the research, women make up 16 percent of junior management jobs, 4 percent of middle and senior management positions, and only 1 of organisational leadership positions CEOs . This paper is based on secondary information. The study focuses on the challenges that women face in India when it comes to top management position and overall leadership and management. Shreya Kulkarni "Role of Women in Top Management Positions and its Impact on Company Leadership" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-2 , April 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd56251.pdf Paper URL: https://www.ijtsrd.com.com/management/other/56251/role-of-women-in-top-management-positions-and-its-impact-on-company-leadership/shreya-kulkarni
Top 7 Reasons why we need more women in leadership roles.pdfCIOWomenMagazine
Here are the Top 7 Reasons why we need more women in leadership roles ; 1. Innovative revolutionary ideas will be prioritized. 2. Women have more empathy. 3. Women communicate more effectively than males. 4. Women are better at handling emergencies. 5. Female executives can contribute to closing the gender wage gap. 6. Women are excellent mentors. 7. Women provide new insights.
A ManpowerGroup whitepaper on female leadership. Making the case for more women leaders in businesses today. Find out how to get them and keep them in your organisation.
This document provides information about the Women Transforming Leadership Programme at the University of Oxford. It discusses how the program is designed to help ambitious female leaders overcome barriers and develop a wider range of leadership approaches. It notes that while progressive policies have helped, more needs to be done to address the lack of women in leadership positions. The program aims to give participants greater self-knowledge, confidence, and understanding of different leadership styles through sharing experiences with other women leaders from around the world.
- Management styles have evolved over the course of industrialization from focusing on physical work to prioritizing intellectual work and participative leadership.
- Studies show women tend to practice the transformational leadership style more which encourages employee performance, but male-dominated structures evaluate leadership in a masculine way.
- Companies with more women in top management perform better across nine organizational aspects and financially, according to a McKinsey study, but women remain underrepresented in management positions.
Discover the barriers holding companies back from having the diversified teams needed to boost their results, ignite innovation and excellence. Learn what can be done to bridge the gap.
This document provides an overview of developing a stakeholder management system for large infrastructure projects. It discusses identifying stakeholders, analyzing them to determine their power/interests, and assessing their current engagement levels. The document then outlines developing stakeholder management plans with engagement strategies. These strategies aim to keep supporters engaged, neutralize sceptics, decrease negative impacts, and raise interest of disinterested stakeholders over the project life. The overall goal is an effective system to ensure stakeholder support and participation for project success.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
The document discusses causes of delay in the erection of power transformers in India. It identifies 18 causes of delay which are categorized into 5 groups: internal, external, planning, contractor/vendor, and transportation/packaging. Common delays include material damage during transit, poor storage areas, rework activities, and lack of resources. Addressing three key delays - material damage, rework, and security issues - could save around 40% of delay time and 200,000 INR per site. Proper planning and adherence to quality processes are recommended to avoid delays and their impacts on costs, customer satisfaction, and safety.
This document outlines 10 commandments or principles for project success based on the concepts of mind, body, and soul. It begins with an introduction to the topic and definitions of key terms. It then describes 3 cardinal rules for project teams based on mind, body, and soul. The rest of the document outlines each of the 10 commandments for project success and discusses challenges in implementing them. For each commandment, it provides solutions categorized as knowledge/mind, action/body, and soul. The commandments focus on areas like scope management, cost estimation, team development, risk management, use of quality tools, and project monitoring and control.
The document describes IBM's Actuate program for project launches. Actuate aims to ensure projects are started right by facilitating key startup activities within 45 days. These activities are grouped under 10 focus areas like project scope, risk assessment, governance, and tools setup. IBM has seen benefits of Actuate like reduced surprises, improved risk assessment, and faster startup phase completion. Over time, Actuate coverage has increased while duration to complete activities has decreased, showing improved efficiency. Lessons learned include addressing delays in input documents and stakeholder availability.
This document discusses applying innovative models and theories to project management. It describes four main innovative concepts: TRIZ, morphological analysis, system concept-knowledge theory, and the method of focal objects. TRIZ involves analyzing patents to identify common inventive principles to solve problems and eliminate conflicts. Morphological analysis works backwards from outcomes to components rather than vice versa. The document argues that using these innovative models in project modeling software could provide more solution options to meet client objectives compared to current practices.
This document discusses how businesses can create shared value for both society and business through their operations and strategies. It provides four approaches for shared value creation: 1) Solve societal problems and create new business opportunities; 2) Align existing products to benefit society; 3) Improve internal operations; and 4) Choose a social cause to support that aligns with the business. Creating shared value can provide competitive advantages for businesses through new markets, cost savings, and increased loyalty while also generating employment, participation opportunities, and improved standards of living for communities.
The document discusses implementing an agile methodology on a project at Atos India while maintaining CMMI compliance. It describes challenges with a fresh, distributed team and how the company customized agile practices like adding two scrum masters, documentation standards, and mandatory pair programming. Metrics showed improved quality, reduced rework and schedule variance after adopting this blended agile-CMMI approach. A survey found the team benefited from better communication, collaboration and early problem identification. The customized process was added to Atos' global standards to provide benefits of both agile and CMMI frameworks.
The document discusses different approaches an IT services company can take to incubate emerging technologies and build capabilities around them. It describes three main approaches: the "deep dive first" approach where R&D explores a technology in-depth before bringing it to delivery units; the "hand in hand" approach where R&D and delivery units collaborate early in the process; and crowdsourcing challenges to the organization. It provides examples of how these approaches have worked or not worked for technologies like cloud computing, enterprise mobility, location intelligence and IoT. The document advocates that a collaborative approach involving both R&D and delivery units early on tends to be most effective for technology adoption.
The document discusses how an innovation program at Tata Consultancy Services adopted Agile project management methodology to address issues they were facing. Some key problems prior to adopting Agile included frequent changes to delivery targets, spending too much time on requirements and design upfront, lack of transparency, and escalated issues. By introducing Agile with support from senior management, establishing user stories and sprints, and increasing transparency, the program benefited from improved planning, early feedback, on-time delivery, and quality.
This document discusses how project management needs to evolve to address changing trends in the business environment. Traditional methods of stakeholder management, communication, and human resources management need to transform into deeper client engagement, articulating client value, and talent management. Project delivery also needs to incorporate more consulting approaches. Additionally, innovation, consulting skills, and social technologies can help augment traditional project management. These changes will help organizations better engage customers, deliver higher value, and ensure project success in today's dynamic marketplace.
The document discusses ways an offshore team improved engagement and ownership of a software project. The team increased communication, implemented regular status reporting, and delegated resources onsite. These changes built trust with partners and improved predictability. As a result, the offshore team took on more work, delivered additional features ahead of schedule, and received very positive feedback and requests for more offshoring from partners. However, challenges around testing automation, buffer management, and continuous learning remain.
This document describes a statistical model created by Tata Consultancy Services to predict customer satisfaction levels. The model was built using data from 3000 customer projects where satisfaction decreased. It identifies factors that influence satisfaction positively or negatively. The model enables project managers to proactively monitor key factors, assess potential satisfaction impacts, and take action to improve outcomes. It has been implemented digitally and is helping the organization significantly improve customer satisfaction levels across many projects.
This document discusses implementing a "process way of life" culture within an organization. It involves three key steps:
1) Enabling people through fun and interactive training to increase process awareness. This helps ensure the right data enters systems.
2) Implementing common metrics and a single project management tool so internal and customer reporting is streamlined. This provides immediate feedback.
3) Recognizing and rewarding "process champions" and best practices to motivate adherence to processes and spread positive messages.
Benefits included more predictable project management, improved metrics, and effort/metrics being reported without reminders. The approach helped establish a consistent process culture.
The document discusses using an agile approach called Hybrid ASAP methodology for SAP implementations to overcome the limitations of the traditional waterfall approach. Hybrid ASAP combines aspects of ASAP methodology and agile methods like Scrum. It involves dividing the project team into smaller groups to work in parallel sprints. An initial product backlog is created using SAP accelerators and baseline builds. Then a lean business blueprint is made along with a release plan. Multiple sprints are conducted with dynamic updates to the product backlog at each sprint completion to deliver incremental working software. This allows for faster deployment, reduced risks and improved customer satisfaction over the traditional waterfall approach.
This document discusses stakeholder management strategies for the successful implementation of India's Right to Education Act. It argues that stakeholder engagement and community mobilization are key, as seen in the success of India's polio eradication campaign. Specifically, establishing effective school management committees and increasing parental involvement can help address ongoing challenges like low learning outcomes and the enrollment of economically disadvantaged children. Proper monitoring of schools is also needed to ensure compliance with the act in practice, not just on paper. With coordinated efforts among all stakeholders, including government, schools, communities and volunteers, the goals of universal elementary education can be achieved.
Presentation by sathish nataraj sundararajanPMI_IREP_TP
This document discusses process excellence for new age project management. It describes tools like Advanced Product Quality Planning (APQP), target cost matching, target cost approach curve, point of no return (PONR), ABC analysis, and characteristic management that can be used to enhance the planning, steering, and reporting of projects. These tools help structure project management by aiding in planning, tracking project timelines and costs against targets, prioritizing parts, and ensuring all requirements are met. Using such tools in a standardized way across a company brings transparency and helps complete projects on time and on budget.
The document discusses building a sustainable customer advocacy program. It recommends starting with identifying requirements, forming a program team, and creating a responsibility matrix. The process then focuses on delivering a tailored program to drive new customer acquisitions by shortlisting strong advocates and creating an advocacy messaging framework and outreach program. The final step is creating a tracker to monitor process efficiency and effectiveness against key performance indicators. Implementing this approach can significantly increase customer loyalty and give a competitive advantage.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
The document discusses how project managers can leverage recent advances in psychology to better manage human aspects of projects. It provides a framework for applying concepts from evidence-based psychology, positive psychology, and organizational psychology across the project lifecycle. The framework identifies common project management challenges and shows how psychological solutions like focusing on process over results, breaking work into small tasks, and praising effort over talent can address issues around negotiation, team motivation, and performance. The document advocates using a scientific, evidence-based approach to incorporate psychology into project management.
Connector Corner: Seamlessly power UiPath Apps, GenAI with prebuilt connectorsDianaGray10
Join us to learn how UiPath Apps can directly and easily interact with prebuilt connectors via Integration Service--including Salesforce, ServiceNow, Open GenAI, and more.
The best part is you can achieve this without building a custom workflow! Say goodbye to the hassle of using separate automations to call APIs. By seamlessly integrating within App Studio, you can now easily streamline your workflow, while gaining direct access to our Connector Catalog of popular applications.
We’ll discuss and demo the benefits of UiPath Apps and connectors including:
Creating a compelling user experience for any software, without the limitations of APIs.
Accelerating the app creation process, saving time and effort
Enjoying high-performance CRUD (create, read, update, delete) operations, for
seamless data management.
Speakers:
Russell Alfeche, Technology Leader, RPA at qBotic and UiPath MVP
Charlie Greenberg, host
Conversational agents, or chatbots, are increasingly used to access all sorts of services using natural language. While open-domain chatbots - like ChatGPT - can converse on any topic, task-oriented chatbots - the focus of this paper - are designed for specific tasks, like booking a flight, obtaining customer support, or setting an appointment. Like any other software, task-oriented chatbots need to be properly tested, usually by defining and executing test scenarios (i.e., sequences of user-chatbot interactions). However, there is currently a lack of methods to quantify the completeness and strength of such test scenarios, which can lead to low-quality tests, and hence to buggy chatbots.
To fill this gap, we propose adapting mutation testing (MuT) for task-oriented chatbots. To this end, we introduce a set of mutation operators that emulate faults in chatbot designs, an architecture that enables MuT on chatbots built using heterogeneous technologies, and a practical realisation as an Eclipse plugin. Moreover, we evaluate the applicability, effectiveness and efficiency of our approach on open-source chatbots, with promising results.
This talk will cover ScyllaDB Architecture from the cluster-level view and zoom in on data distribution and internal node architecture. In the process, we will learn the secret sauce used to get ScyllaDB's high availability and superior performance. We will also touch on the upcoming changes to ScyllaDB architecture, moving to strongly consistent metadata and tablets.
"Scaling RAG Applications to serve millions of users", Kevin GoedeckeFwdays
How we managed to grow and scale a RAG application from zero to thousands of users in 7 months. Lessons from technical challenges around managing high load for LLMs, RAGs and Vector databases.
QR Secure: A Hybrid Approach Using Machine Learning and Security Validation F...AlexanderRichford
QR Secure: A Hybrid Approach Using Machine Learning and Security Validation Functions to Prevent Interaction with Malicious QR Codes.
Aim of the Study: The goal of this research was to develop a robust hybrid approach for identifying malicious and insecure URLs derived from QR codes, ensuring safe interactions.
This is achieved through:
Machine Learning Model: Predicts the likelihood of a URL being malicious.
Security Validation Functions: Ensures the derived URL has a valid certificate and proper URL format.
This innovative blend of technology aims to enhance cybersecurity measures and protect users from potential threats hidden within QR codes 🖥 🔒
This study was my first introduction to using ML which has shown me the immense potential of ML in creating more secure digital environments!
Essentials of Automations: Exploring Attributes & Automation ParametersSafe Software
Building automations in FME Flow can save time, money, and help businesses scale by eliminating data silos and providing data to stakeholders in real-time. One essential component to orchestrating complex automations is the use of attributes & automation parameters (both formerly known as “keys”). In fact, it’s unlikely you’ll ever build an Automation without using these components, but what exactly are they?
Attributes & automation parameters enable the automation author to pass data values from one automation component to the next. During this webinar, our FME Flow Specialists will cover leveraging the three types of these output attributes & parameters in FME Flow: Event, Custom, and Automation. As a bonus, they’ll also be making use of the Split-Merge Block functionality.
You’ll leave this webinar with a better understanding of how to maximize the potential of automations by making use of attributes & automation parameters, with the ultimate goal of setting your enterprise integration workflows up on autopilot.
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Keywords: AI, Containeres, Kubernetes, Cloud Native
Event Link: https://meine.doag.org/events/cloudland/2024/agenda/#agendaId.4211
AppSec PNW: Android and iOS Application Security with MobSFAjin Abraham
Mobile Security Framework - MobSF is a free and open source automated mobile application security testing environment designed to help security engineers, researchers, developers, and penetration testers to identify security vulnerabilities, malicious behaviours and privacy concerns in mobile applications using static and dynamic analysis. It supports all the popular mobile application binaries and source code formats built for Android and iOS devices. In addition to automated security assessment, it also offers an interactive testing environment to build and execute scenario based test/fuzz cases against the application.
This talk covers:
Using MobSF for static analysis of mobile applications.
Interactive dynamic security assessment of Android and iOS applications.
Solving Mobile app CTF challenges.
Reverse engineering and runtime analysis of Mobile malware.
How to shift left and integrate MobSF/mobsfscan SAST and DAST in your build pipeline.
ScyllaDB is making a major architecture shift. We’re moving from vNode replication to tablets – fragments of tables that are distributed independently, enabling dynamic data distribution and extreme elasticity. In this keynote, ScyllaDB co-founder and CTO Avi Kivity explains the reason for this shift, provides a look at the implementation and roadmap, and shares how this shift benefits ScyllaDB users.
In our second session, we shall learn all about the main features and fundamentals of UiPath Studio that enable us to use the building blocks for any automation project.
📕 Detailed agenda:
Variables and Datatypes
Workflow Layouts
Arguments
Control Flows and Loops
Conditional Statements
💻 Extra training through UiPath Academy:
Variables, Constants, and Arguments in Studio
Control Flow in Studio
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...Jason Yip
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.
"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor IvaniukFwdays
At this talk we will discuss DDoS protection tools and best practices, discuss network architectures and what AWS has to offer. Also, we will look into one of the largest DDoS attacks on Ukrainian infrastructure that happened in February 2022. We'll see, what techniques helped to keep the web resources available for Ukrainians and how AWS improved DDoS protection for all customers based on Ukraine experience
LF Energy Webinar: Carbon Data Specifications: Mechanisms to Improve Data Acc...DanBrown980551
This LF Energy webinar took place June 20, 2024. It featured:
-Alex Thornton, LF Energy
-Hallie Cramer, Google
-Daniel Roesler, UtilityAPI
-Henry Richardson, WattTime
In response to the urgency and scale required to effectively address climate change, open source solutions offer significant potential for driving innovation and progress. Currently, there is a growing demand for standardization and interoperability in energy data and modeling. Open source standards and specifications within the energy sector can also alleviate challenges associated with data fragmentation, transparency, and accessibility. At the same time, it is crucial to consider privacy and security concerns throughout the development of open source platforms.
This webinar will delve into the motivations behind establishing LF Energy’s Carbon Data Specification Consortium. It will provide an overview of the draft specifications and the ongoing progress made by the respective working groups.
Three primary specifications will be discussed:
-Discovery and client registration, emphasizing transparent processes and secure and private access
-Customer data, centering around customer tariffs, bills, energy usage, and full consumption disclosure
-Power systems data, focusing on grid data, inclusive of transmission and distribution networks, generation, intergrid power flows, and market settlement data
Lee Barnes - Path to Becoming an Effective Test Automation Engineer.pdfleebarnesutopia
So… you want to become a Test Automation Engineer (or hire and develop one)? While there’s quite a bit of information available about important technical and tool skills to master, there’s not enough discussion around the path to becoming an effective Test Automation Engineer that knows how to add VALUE. In my experience this had led to a proliferation of engineers who are proficient with tools and building frameworks but have skill and knowledge gaps, especially in software testing, that reduce the value they deliver with test automation.
In this talk, Lee will share his lessons learned from over 30 years of working with, and mentoring, hundreds of Test Automation Engineers. Whether you’re looking to get started in test automation or just want to improve your trade, this talk will give you a solid foundation and roadmap for ensuring your test automation efforts continuously add value. This talk is equally valuable for both aspiring Test Automation Engineers and those managing them! All attendees will take away a set of key foundational knowledge and a high-level learning path for leveling up test automation skills and ensuring they add value to their organizations.
From Natural Language to Structured Solr Queries using LLMsSease
This talk draws on experimentation to enable AI applications with Solr. One important use case is to use AI for better accessibility and discoverability of the data: while User eXperience techniques, lexical search improvements, and data harmonization can take organizations to a good level of accessibility, a structural (or “cognitive” gap) remains between the data user needs and the data producer constraints.
That is where AI – and most importantly, Natural Language Processing and Large Language Model techniques – could make a difference. This natural language, conversational engine could facilitate access and usage of the data leveraging the semantics of any data source.
The objective of the presentation is to propose a technical approach and a way forward to achieve this goal.
The key concept is to enable users to express their search queries in natural language, which the LLM then enriches, interprets, and translates into structured queries based on the Solr index’s metadata.
This approach leverages the LLM’s ability to understand the nuances of natural language and the structure of documents within Apache Solr.
The LLM acts as an intermediary agent, offering a transparent experience to users automatically and potentially uncovering relevant documents that conventional search methods might overlook. The presentation will include the results of this experimental work, lessons learned, best practices, and the scope of future work that should improve the approach and make it production-ready.
2. 2
Table of Contents
1 Executive Summary......................................................................................................................................................3
2 Women Empowerment – An Analogy..........................................................................................................................3
3 Challenges – A rocky road to the hill top .....................................................................................................................5
4 Strength of Powerful Women ......................................................................................................................................6
5 Going the extra mile – The path forward.....................................................................................................................8
5.1 Awakening from within - 3 I model......................................................................................................................8
5.1.1 Imbibe –Learn from experiences .................................................................................................................9
5.1.2 Innovate – Apply and Act.............................................................................................................................9
5.1.3 Inspire – React and reform...........................................................................................................................9
5.1.4 How ready is the woman .............................................................................................................................9
5.2 How ready is the world – EMI model.................................................................................................................10
5.2.1 Family – Emotional Quotient Factor ..........................................................................................................11
5.2.2 Society – Motivation Quotient Factor........................................................................................................12
5.2.3 Organization – Innovation Quotient Factor...............................................................................................12
6 Conclusion..................................................................................................................................................................13
7 Reference...................................................................................................................................................................13
3. 3
1 Executive Summary
21st century women are emerging from their cocoon with more strength and vigor to color the horizon for a brighter
future. Women in today’s society are shining in incredible fields. We see women performers on board across top
corporate. Industries today sense the difference with women presence amidst them. We see and witness many
corporate giants becoming flexible to encourage women to play different roles in the entire organization hierarchy. The
journey may not have been easy for many of them. They may have hit their valleys before climbing the mountains.
There are certain elements of concerns which still remain as pain points and need immediate introspection and
redressal.
Only 12 Fortune 500 companies are run by women, what is their hidden power which made their names big? What
is the transformation energy required to change the life of billion women and create a galaxy? Do women have access
to an environment that is conducive to their growing into leaders?
After an extensive analysis of industry surveys, Harvard Business reviews and various research reports, through
this paper, I’m building a new ecosystem model with 3 key elements which are fundamental catalyst to manage diversity
and relinquish the power in women and groom her attitude to pathway for success. This model has been proposed
weighing in the current context and the external thrust that is needed to move from today to tomorrow. It’s quintessential
and also need of the hour.
2 Women Empowerment – An Analogy
Over decade, Women have been making their mark since the last few centuries. They have influenced everything
from science to politics. Women with her strong attitude of assertiveness and persuasiveness have reaped success in
all the roles adorned by them. With women literacy percentage at 65.46% (as per 2011 census) in India and 77% across
the world, the rate of women at board level stands at 22% worldwide. Over the past 20 years we are seeing a
considerable increase in acceptance of women in corporate sectors. Best organizations have come to view attracting,
retaining and developing talented women as business imperative.
We come across lot of books and blogs which talks about the difference in men and women, everyone have come
to terms about the untapped power within a women which when unleashed will create a new world. The WEF (World
Economic Forum) in their Gender Gap Report 2012 believes that empowering women economically could boost the
world’s economic growth significantly, and this idea is represented by the oft-repeated refrain that women make up half
of the world’s workforce.
Women of today have built a stronger business case through her specialized skills. Women excel with their ability
to collaborate, build strong relationships, open up lines of communication, and work in teams. Her underlying strength
has proven highly adaptive to the decentralized models that web-based technologies require. Women’s ideas and
4. 4
insights have provided organizations to strategically place them in fast growing modern customer base. There is no
absolute scale to measure this progress. However, an interesting analogy would be the concept of “Relative Velocity”.
Fig 1: Relative velocity – An analogy to women’s empowerment
Let us consider the group of women striving for progress and success as the “object in motion” and society and
supporting factors to be the “object on the platform”. The perception of speed and growth is very different, depending on
where you stand - this is the truth with women’s progress. Society sees this as growth at an unassuming speed and the
women in motion see it differently.
We need to get the fundamentals right in order to the track and manage to keep up the pace. The following are
critical to solution and decision-making:
Right Education that is value-based
Ability to self-assess and self-motivate
Family values to strengthen and support
Awareness to the support system to experiment new leadership
Somewhere in the process, one or many of the above are not at 100 percent. The dip in contribution reflects on the
progress and pace which directly and proportionally defines equality. The facts
2
given below indicate that the pace is
slow and needs fuelling:
Women’s share of Board Director and Executive Officer positions increased by only half a percentage point or
less during the past year.
Women held only 16.6 percent of board seats in 2012—the seventh consecutive year of no growth.
Women held 14.3 percent of Executive Officer positions—flat-lined for the third straight year.
Women of color held only 3.3 percent of board seats, indicating no growth.
5. 5
More than two-thirds of Fortune 500 companies had no women of color as board Directors for the fifth
consecutive year.
Women held only 8.1 percent of top earner slots.
Let us take a break and analyze the challenges in Women’s journey to the top.
3 Challenges – A rocky road to the hill top
There are numerous challenges to reach the summit of success. These are possibly doubled when the travel is by
a woman leader. By and large, irrespective of the geography, strata or situation where the leader is from; some
universal problems pose themselves that need innovation and ingenuity to be resolved.
In Indian society, men are bread winners and women tend to be the home makers. Some women take this as a
privilege and love to be home makers. whereas, many women see it as rife with enslavement and drudgery. They have
aspirations and undoubtedly the ability to be successful but fall short of confidence to step out of their homes to achieve
their dreams. Their decisions are influenced by a family’s dynamic, education level, career choice and financial
situation.
Lack of trust in empowering women opens up pain areas which transition as challenges. Fighting the system or
situation may not be uncommon, but patience is tested and pace is stunted.
The progress boosters - opportunity, flexibility and mentors help speed up the development of women. Not every
organization supports flexi working hours to enable aspiring women to reach their goal. There are lot of role models that
women can look up for inspiration. Despite immense opportunities, lack of flexibility and mentorship makes the journey
to the top task cumbersome.
Looking beyond the obvious in order to make a difference is an inherent trait of the personal. Let us pause for a
moment and capture few traits needed to be successful women.
6. 6
4 Strength of Powerful Women
Fig 2: Strength of Powerful Women
In corporate sectors where it becomes level playing fields, we see women outshining their male counterparts
through their work excellence, commitment, “Can do” attitude, highly creative, strong interpersonal skills, inner strength
and her special weapon “Multitasking”. They are more willing to explore, compromise and to solicit other people's
opinions. Women are more tolerant of differences, so they're more skilled at managing diversity. Women are also
technically strong, talented, hardworking and committed to work, straight forward, creative added to their natural
strength of empathy and kindness.
Women identify problems more quickly and more accurately. They encourage openness and are more
accessible. Women are cultured to put relationships first. They become masterful relationship builders as a result. In
companies where people are working in matrix environments, strong working relationships are critical to success.
Women are more likely to get subordinates to transform their own self-interests into the broader goal the group is trying
to achieve. A greater sense of teamwork and commitment to achieving the outcome with others is the result. With the
paradigm shift of leadership from authoritative to supportive, it plays naturally to the strength of women. Though we see
fewer women breaking the glass ceiling and entering the top management, they have made a huge difference. Based
on research,
Communication: Women on board have helped organizations improve 42% higher sales returns, 66% higher
return on invested capital and 53% higher return on equity with their superior Communication skills. Study
shows, women leaders speaks lesser than men and gets the points across.
Marissa Mayer, CEO of Yahoo, helped the stock grow up by 5.7% closing at $16.67, highest level in over a year.
7. 7
Initiatives: Study by Harvard business review, women in management rated 11.58 percentile points higher than
their male peers in workplace by taking initiatives.
Indra Nooyi, CEO Pepsico, took strategic initiatives inspite criticism which turned 10 billion $ business to 30 billion $
business in 10 years.
Emotional intelligence: Women’s attention operates like radar; men like laser. According to Daniel Coleman,
on an average 1 woman is equivalent to 2 men when judging a person’s feelings. In his book “The Brain and
Emotional Intelligence”, he states “Truly effective leadership is distinguished by a high degree of emotional
intelligence”.
Meg Whitman, former CEO ebay, current CEO HP, was featured in psychology today for dealing with emotional
intelligence. Ebay is the fasted growing company under her 8 yrs reign.
Risk Takers: Women score significantly higher in their levels of urgency, risk taking and abstract reasoning.
They are less likely to hesitate or focus on small details. They will learn from any mistakes and carry on.
Kalpana Chawla was the first Indian American astronaut and first Indian woman in space. She first flew on Space
Shuttle Columbia in 1997 as a mission specialist and primary robotic arm operator.
“I’ll show you” attitude: Women in addition to interpersonal skills also possess resilience. According to
studies, they score mid-range on ego-strength, though lower, not significant in male counterpart. They may
even dwell on it, and tend to be a little self-critical. But then they will muster their assertiveness, shake off any
negative feelings, learn what they need to carry on and a voice in the back of their heads will say, 'I'll show
you.'"
Dr. J. Jayalaithaa, assume power as Chief Minister of Tamil Nadu for 3 times against all odds meted out against her
considering her gender.
With so much power hidden in each woman, we still see very few climbing up the career ladder. Women
leaders and successful managers are few and these exceptions are today’s examples. This makes the starting point
hazy. With struggles in order and hurdles that are to be crossed; the road less travelled at this time, needs a beacon. A
woman carrying her flashlight to get across is indeed a good start, but the fuel to pump and push her during the travel
depends on self-commitment, the positive perception and support from the family, organization and the society. On the
context of the path to progress, these are challenges, some overwhelming and needs to be managed. Ultimate success
would be achieved when women leadership is accepted without prejudice. The question is whether every choice is
available to women, instead of being given restrictive choices.
Today, women have a well set platform unlike yester years. If one regularly watches the soft news, one can notice
many women rising up – like a woman auto driver, a woman who sells idlis on the platform educating her son for MBA,
petrol bunks operated solely by women. These are less privileged than us women here – women have good access to
education & information and exposure to the outside world. Though not ideal to the extent what we want, an educated
8. 8
women definitely have a platform which is already set, which they probably not realized yet. And therefore women have
sufficient opportunities to inculcate success attributes within them and to grow it.
5 Going the extra mile – The path forward
An outlook change from within the individual and from the rest of the world is a need of the hour. I'm suggesting
the “3I model” of “Imbibe, Innovate, Inspire” for individual growth and the “EMI model” for the family, society and
organizational change to motivate and speed up the path to progress in achieving success. These models have been
proposed based on my individual experiences and my evolution upon practicing them. We need to create awareness
and rework on the perception that is prevalent today to break the shell, both within the family and support. When the
change is from within and the society, women’s empowerment is a dream come true.
5.1 Awakening from within - 3 I model
“Climbing to the top demands strength, whether it is to the top of Mount Everest or to the top of your career.” -Abdul
Kalam
Right from birth and throughout the journey there is a struggle for women, whether it is right for education,
higher education, career and employment makes it a metamorphosis for women. While the arena may vary across
individuals, every situation poses its problems. Women need to handle the challenges with ease as they have a natural
ability to survive using our strengths. Based on my experience I have proposed a model for individual growth and
development in the women’s journey everyday is the “3 I model”. A simple yet practical approach that is easy to follow.
Fig 4: The “3I Model” – For individual growth
9. 9
5.1.1 Imbibe –Learn from experiences
To experience and absorb the learning for re-application and decision making is critical to any leadership. With
limited opportunities, we need to make the best of every situation. The important part of the education is to learn to
enjoy as we go through life. Journey to leadership becomes an easy path to tread. Role models are a few; it is important
to identify aspects in everyone and get inspired by them. Women need to be self-motivated .This heightens our
awareness of self and surroundings and this provides a positive attitude that women maintain enthusiasm and have a
constant energy for the journey. In difficult situations women need to be ready to transition at a slower pace. Have an
attitude of “Let Go”. The goal of being a good women leader is achieved.
5.1.2 Innovate – Apply and Act
Leadership carries with it a vital part of encouraging both self and the team, towards exploration and learning,
buys confidence necessary to propel oneself and the team/family forward. Mind share for multiple processes demands
multi-tasking. Here, prioritization becomes the key. Innovation in every activity is therefore important in order to be able
to spend time in every important aspect.
5.1.3 Inspire – React and reform
Inspiration is key to growth. To be aware of the circumstances that we are in, to react and reform is an essential
attribute of leadership. Much progress of self and team occurs where there is clear understanding on what the team can
offer and what you can offer to the team. To empathize and energize is a major success catalyst. We need to ensure
the well-being of self and the team.
5.2 How ready is the woman
With so much power hidden in each woman, we still see very few climbing up the career ladder. The primary
reason being, women are still the primary caretaker of her family and kids. As per statistics, 70% of 100 most powerful
women in the world are married with an average of two kids. No matter how they manage, but still they are able to
succeed at work and at home. What is the secret?
Exterminate the perfection bug – Determine what is good enough. Let go of the expectation on you to perform at
100% always, sometimes lesser than 100% saves you time (Note: wherever it’s acceptable)
Work Life Balance – Stop owning all responsibilities, learn to delegate. Not all work needs to be done by you. Cleaning
your home can be outsourced. Child care can be handled by elders in the family, they would be happier to take care.
Take time for self – Stop the never ending list and take time for self. Women who take time for themselves are happier,
healthier and more satisfied with their lives.
Voice out - Ask for what you want. No one is going to do it for you until you ask. Use your voice to tell people about
your successes, and use your voice to defend yourself. Confront bad behavior, voice out.
10. 10
Persistence – Critical factor for every woman. With each obstacle, with each back biting, with each failure – Stand up.
Women from past had the determination to break free of the tangles she was in for a free 21st century.
Learn to say “NO” – Women by generations are used to say “YES”. Saying “No” is one of the difficult phrases to utter.
Practice. Learn to say “NO”.
Earn a Mentor - Mentors and sponsors are crucial to success. But the relationships should develop more naturally and
be more reciprocal than anything else.
Be yourself – Never try imitating men. These days men are expected to have the leadership traits of a woman. Learn
yourself. Continue to be yourself. Adapt styles comfortable to you. Being self is much easier than being anyone.
5.3 How ready is the world – EMI model
Recognizing new talent and celebrating leadership does not come easy to a society which has been traditional with
what it perceives as growth, development and innovation. Conscious efforts as well as slow and steady knocking will
open doors. The drive from within is the key to getting a head-start. However, an obstacle free environment is also an
equal and vital requirement. Support systems in India predominantly lie with family and its values. Influences from
society to support and strengthen the pace are also important. Last, but not least, the organization the woman is part of
plays a vital role in shaping a women leader.
The support units are the back bone that is responsible for maintaining the physical and mental well being of the
aspiring women leaders. These provide motivation for the leader to move forward. The interfaces that a woman has are
family, society and organization .The “EMI model” mentioned here discusses this factor.
11. 11
Fig 5: The EMI model –External Enablers
5.3.1 Family – Emotional Quotient Factor
Family as a strong support system imparts the knowledge not only by provisioning for institutional education but
also through imbibing and teaching the values the unit holds in esteem. Family values strengthen individual character
and determination. Mentoring is not a separate process; it is part of the growth and evolution where role models are
from one’s own comfort space – Family.
Emotional quotient ensures personal balance and stability irrespective of the environment and situation. A
healthy and stable family that is associated with the woman is a mutual stability factor, when it comes to her emotional
intelligence. This becomes a primary variable in the equation to success.
12. 12
5.3.2 Society – Motivation Quotient Factor
The society that the woman is a part of is important for women’s equality. The society plays an important role to
encourage and welcome women leaders either at a municipal councilor level to represent the community at large or as
a women leader heading an organization.
The Center for Social Research (CSR)
3
in its report on “Women managers in India – Challenges and
opportunities” puts forth a situation-specific methodology to improve and enhance participation and better
representation of women in leadership roles. With India in the list of the world’s fastest-growing economies, the same
does not translate yet to equality on the women leadership front. The reasons for this are many, ranging from individual
constraints, mindsets, stereotypes and organizational and structural impediments.
Motivation from within as well as from society creates optimism. Society, as an entity, is a major critic that has the
ability to make or break the growth pattern and needs to be carefully interpreted for the betterment of women.
5.3.3 Organization – Innovation Quotient Factor
Organization is a complex setup that forms the track for growth and development. This path to success involves
decision making, networking and communication across all levels. As a fast-changing entity this demands the
leadership for the influence, inspiration and involvement. Challenging situations are learning opportunities for creative
solution-making leading to innovation. The combination motivates every individual towards more innovation keeping the
quotient high, an opening to a new line of thought.
Fig 6: Grant Thornton International Business Report - 2012
13. 13
The growth and progress of the organization demands dedication and time from all its leaders be it man or
woman. Therefore multi tasking and creating mind share on multiple things simultaneously are the two key aspects that
would enable women to give her best and also be recognized for her contribution. Flexibility at work place becomes a
necessity to enable women to perform varied roles both at home and at work. All over the world, there is awareness that
flexibility at work promotes diversity to the organization and enhances productivity of the woman employees. Yet this is
not commonly seen in many organizations despite its merits.
The Grant Thornton International Business Report
4
mentions that it matters to have mixed gender boards for better
results of the organization. The positive influence of this diversity is thought to bring on better attention to audit, risk and
oversight control.
6 Conclusion
Women need to be recognized and appreciated for their true potential at home, organization and the society. It is
imperative that the change should be initiated from one self in terms of motivation, commitment and embracing of
change in order to emerge as a true women leader. The ultimate responsibility and ownership lies with women towards
making this journey to the top, embracing all the stakeholders to a successful one. A new flavor of leadership is in the
rising and when all equal minds work together, an equal India becomes a reality.
7 Reference
1. www.forbes.com (100 most powerful women, success secret of powerful women, why women are better
leaders)
2. 2012 Catalyst Census: Fortune 500 Women Board Directors and 2012 Catalyst Census: Fortune 500 Executive
Officers and Top Earners. http://www.catalyst.org/
3. http://womenleadership.in/Csr/Women-Managers-In-India
4. Grant Thornton International Business Report 2012 http://www.gti.org/files/ibr2012%20-
%20women%20in%20senior%20management%20master.pdf
5. Centered leadership: How talented women thrive
http://www.mckinseyquarterly.com/Centered_leadership_How_talented_women_thrive_2193)
14. 14
About Author
My name is A. Anga Magesh. I have completed Bachelor of Engineering in Electronics and Communication Engineering
from Government College of Engineering, Tirunelveli, Tamilnadu (1996-2000). I started my career from I.T.I Limited,
Bangalore as a fresher. It was golden days on my journey and being spinster, had lot of fun with my friends and new
learning. I moved to HCL Technologies Limited from Sept 2002. I joined as Member technical staff and promoted to
Lead Engineer and Technical Lead. I completed Master of Science from BITS through Distance Learning program
offered by HCL. I was with HCL Technologies Limited till Apr 2009. Later on, I joined Alcatel-Lucent India Limited (ALIL)
on May 2009. It is a breakthrough on my entire career. I had good challenges and learning opportunities at ALIL and
grown as Test manager. Alcatel-Lucent gave me good forum to express the author on me. I am growing with the
support of my employer. Personally, I am a proud mother of two sons. My first Son is studying U.K.G and younger one
just started his Pre-KG. My husband is business man, who gives strong support of and stay next to me on all my
success. I wish to take this opportunity to thank my family members, friends, my reporting manager and my colleagues
for the sustained support.