Feminomics provides a new perspective on leadership challenges and opportunities for both men and women. It looks at the unbalanced leadership behind the economic crisis and how we need to re-balance our leadership at every level for future prosperity and well-being.
The presentation forms a powerful centrepiece for leadership events, stimulating high levels of engagement and discussion.
This presentation summarizes common characteristics of Generation Y to help understand their motivations and develop strategies for managing intergenerational relationships in the workforce. Key points include: Generation Y comprises over 70 million people in the US and will make up nearly half the workforce by 2014; formative events like 9/11, the Iraq War, and technology shaped their worldview; they value meritocracy, camaraderie, non-traditionalism, and work-life integration; implications for businesses include addressing expectations around compensation, career opportunities, collaboration, and feeling nurtured in the workplace. The goal is to understand generational differences and disconnects to facilitate a positive transition into the workforce.
Hult Women's Association Employment SituationGisele Feldman
This document discusses women in the workforce and leadership positions. It provides statistics showing that women earn high levels of education but are underrepresented in Fortune 500 leadership positions. Only 3% of Fortune 500 CEOs are women. The document also lists the 12 Fortune 500 companies that are led by women and their respective CEOs and company ranks. It discusses possible reasons for the gender wage gap and barriers that women face in advancing their careers.
This document discusses four generations currently in the workforce - Matures/Traditionalists, Baby Boomers, Generation X, and Millennials. It provides demographic breakdowns and key events that shaped each generation. It also summarizes each generation's characteristics related to work ethic, expectations of leadership, and views of success. The document concludes with opportunities for employers to better engage and retain an intergenerational workforce.
Women of Warwick- Breaking glass ceiling - Louise Redmond and Don Barratt-201...Warwick Business School
The document discusses breaking the glass ceiling and increasing gender diversity in leadership. It provides statistics showing the underrepresentation of women in various leadership roles historically and currently. It also outlines some of the barriers that have prevented more women from rising to senior levels, such as informal recruitment practices and a lack of female role models. Additionally, the document offers tips for how individual women can improve their chances of advancing in their careers and breaking through the glass ceiling.
Opinions about millennials in the workplace are abundant, and often provocative. While there is ample discussion about this generation, its differences, and its challenges, very few organizations have a plan for improving intergenerational relationships in the office.
By grounding your plans in research rather than rumor, you can establish an effective strategy for retaining, motivating, and maximizing the potential of millennials.
As millennials ascend to leadership positions, it is critical for every organization to develop an inclusive, research-based approach to developing the next generation of leaders. Watch the webinar for revealing research that will help your organization harness the potential of millennial talent.
This document discusses generational differences and strategies for attracting and retaining Generation Y employees. It outlines the defining characteristics and outlooks of Veterans, Baby Boomers, Generation X, and Generation Y. For Generation Y, it emphasizes the importance of fair and direct communication, engagement in professional development, technology skills training, work-life balance, and opportunities for career growth. It provides recommendations for retention strategies focused on individualized career paths, mentoring, feedback, and conveying how work impacts business goals. Finally, it discusses the benefits of intergenerational teams and flexibility in today's workplace.
This presentation summarizes common characteristics of Generation Y to help understand their motivations and develop strategies for managing intergenerational relationships in the workforce. Key points include: Generation Y comprises over 70 million people in the US and will make up nearly half the workforce by 2014; formative events like 9/11, the Iraq War, and technology shaped their worldview; they value meritocracy, camaraderie, non-traditionalism, and work-life integration; implications for businesses include addressing expectations around compensation, career opportunities, collaboration, and feeling nurtured in the workplace. The goal is to understand generational differences and disconnects to facilitate a positive transition into the workforce.
Hult Women's Association Employment SituationGisele Feldman
This document discusses women in the workforce and leadership positions. It provides statistics showing that women earn high levels of education but are underrepresented in Fortune 500 leadership positions. Only 3% of Fortune 500 CEOs are women. The document also lists the 12 Fortune 500 companies that are led by women and their respective CEOs and company ranks. It discusses possible reasons for the gender wage gap and barriers that women face in advancing their careers.
This document discusses four generations currently in the workforce - Matures/Traditionalists, Baby Boomers, Generation X, and Millennials. It provides demographic breakdowns and key events that shaped each generation. It also summarizes each generation's characteristics related to work ethic, expectations of leadership, and views of success. The document concludes with opportunities for employers to better engage and retain an intergenerational workforce.
Women of Warwick- Breaking glass ceiling - Louise Redmond and Don Barratt-201...Warwick Business School
The document discusses breaking the glass ceiling and increasing gender diversity in leadership. It provides statistics showing the underrepresentation of women in various leadership roles historically and currently. It also outlines some of the barriers that have prevented more women from rising to senior levels, such as informal recruitment practices and a lack of female role models. Additionally, the document offers tips for how individual women can improve their chances of advancing in their careers and breaking through the glass ceiling.
Opinions about millennials in the workplace are abundant, and often provocative. While there is ample discussion about this generation, its differences, and its challenges, very few organizations have a plan for improving intergenerational relationships in the office.
By grounding your plans in research rather than rumor, you can establish an effective strategy for retaining, motivating, and maximizing the potential of millennials.
As millennials ascend to leadership positions, it is critical for every organization to develop an inclusive, research-based approach to developing the next generation of leaders. Watch the webinar for revealing research that will help your organization harness the potential of millennial talent.
This document discusses generational differences and strategies for attracting and retaining Generation Y employees. It outlines the defining characteristics and outlooks of Veterans, Baby Boomers, Generation X, and Generation Y. For Generation Y, it emphasizes the importance of fair and direct communication, engagement in professional development, technology skills training, work-life balance, and opportunities for career growth. It provides recommendations for retention strategies focused on individualized career paths, mentoring, feedback, and conveying how work impacts business goals. Finally, it discusses the benefits of intergenerational teams and flexibility in today's workplace.
The global workforce is undergoing a huge shift. The net generation, Gen Y, is growing up quickly and account for almost half the workforce already. According to an HBR article, in four years Millennials – the people born between 1977 and 1997 – will account for nearly half the employees in the world. In some companies, they already do!
Organizations that engage Millennials will get ahead. The net generation wants to learn and grow and they're not afraid to ask for it. Now that we know that something has to change, ask yourself: what are you going to do for them?
4 ways to keep Millennials engaged:
1. Get rid of the performance review.
2. Be a coach.
3. Give recognition.
4. Share ongoing feedback.
Dr Temares - Understanding True LeadershipSolusoft
The document discusses various topics related to leadership, including:
- Definitions of true leadership and how remarkable leaders build relationships and focus on customers.
- Toxic leadership and examples of leaders who harmed organizations through arrogance, dishonesty, and self-interest.
- The importance of understanding changes in the workforce, particularly the rise of "digital natives" who learn and work differently due to technology influences.
- How organizations can influence customers by embracing new technologies and social media to enhance relationships and leverage collective knowledge.
Reflections on the history & relations between the First, Third & Emerging Middle Worlds, the global financial crisis as compared with similar situations in the developing world & proposed strategic solutions.
The document discusses the different generational cohorts in today's workforce - Traditionalists, Baby Boomers, Generation X, and Generation Y. It outlines the key characteristics of each generation, including their experiences, values, workplace behaviors, and motivators. Bridging the generation gap requires understanding these differences and finding ways to leverage the strengths of each cohort, such as through mentorship programs, listening to employee ideas, emphasizing individual value, and using social media to share knowledge as older generations retire.
Gen Y, the latest entrant in the multi-generational workforce, is a unique group. They are young, ambitious and dynamic; but their value systems at work are quite different from the other generations.
This new breed of socially connected professionals with multiple interests can (and probably will!) bring about a radical change in the work cultures of companies.
The big challenge facing organisations is not only building better working relations between the different generations, but also engaging Gen Y effectively to bring about a new and positive work culture that benefits everyone.
This presentation looks at the Gen Y workforce in Singapore and gives a few insights on which areas companies should be looking at for effective engagement with Gen Y.
This document discusses strategies for managing the millennial generation in the workplace. It begins by outlining learning objectives around winning talent wars with millennials, adopting a new mindset, and creating a millennial-friendly culture. It then profiles different generations and their core values before focusing on millennials' characteristics like being confident, tech-savvy, and seeking work-life balance. The rest summarizes best practices for attracting, selecting, developing, and retaining millennial talent through flexible work, frequent feedback, mentorship, and an emotionally intelligent culture.
This document discusses strategies for increasing women's representation and leadership in negotiations and decision-making. It begins by noting the under-representation of women in negotiations and some of the negative consequences of this imbalance. It then outlines three steps to improve the situation: 1) Improve who is at the table by finding ways for women to gain access and seats; 2) Carefully answer the "why women" question by emphasizing business case research on improved outcomes with gender diversity; 3) Clearly communicate the business case. The document provides examples of efforts to increase women's participation in negotiations in various countries. It also highlights a case study of Ghana creating a women-led anti-human trafficking unit and the impact this has had.
This document discusses how to engage Generation X and Y students in learning based on their characteristics and preferences for using technology and social networking. It notes that these students extensively use the internet, social media, gaming, and mobile tools to research, communicate, and learn. The document advocates that teachers leverage these digital tools and skills to transform teaching and help students develop 21st century skills in finding, evaluating, and creating digital content and media.
The Gender Dividend - Making the Business Case for Investing in WomenLjuba Bogdanovich
This document discusses the business case for investing in women as a source of economic growth and competitive advantage. It argues that fully utilizing women's talents as workers and leaders can yield significant returns, called the "Gender Dividend". While laws have reduced discrimination, true progress requires a strategic focus on integrating women's perspectives at all levels. With human capital replacing natural resources as the basis for growth, organizations that can harness innovation and creativity from both women and men will lead. Women are increasingly consumers and talent, yet remain underrepresented in leadership. Fully engaging women is critical for addressing global talent shortages and fueling sustainable economic growth.
This document discusses the business case for investing in women as a source of economic growth and competitive advantage. It argues that fully utilizing women's talents as workers and leaders can yield significant returns, called the "Gender Dividend". While laws have reduced discrimination, true progress requires a strategic focus on integrating women's perspectives at all levels. With human capital replacing natural resources as the basis for growth, organizations that can harness innovation and creativity from both women and men will lead. Women are increasingly consumers and talent, yet remain underrepresented in leadership. Fully engaging women is critical for addressing global talent shortages and fueling sustainable economic growth.
The document discusses generational differences in the workplace based on research from 2009-2011. It outlines four generations - Traditionalists born 1932-1945, Baby Boomers born 1946-1965, Generation X born 1965-1978, and Millennials born 1979-1998. It notes how the age split between these generations was changing from 1990 to 2020 based on Census data. It then discusses differences in loyalty, work ethic, leadership styles, and communication preferences between the four generations in the context of the changing workplace.
This document discusses generational differences in the workplace and how to maximize a multigenerational workforce. It outlines the core values and experiences of Veterans, Boomers, Gen Xers, and Gen Y. While there are opportunities like diverse perspectives, challenges include differing motivations and communication styles between generations. The presentation emphasizes acknowledging generational diversity, understanding differences, and finding ways for generations to value each other's contributions to achieve positive outcomes.
This is the presentation I delivered to Hoteliers at a Caterer.com breakfast presentation, with the focus on engaging gen y in the workplace, on 24th September 2010.
What are generation Y? What are the implications for employees? How do you manage them?
Generations at Work PowerPoint PPT Content Modern SampleAndrew Schwartz
The document discusses generational differences in the workplace and provides an overview of four generations: Veterans, Baby Boomers, Generation X, and Millennials. It outlines characteristics of each generation, how they differ in terms of values, work ethic, leadership preferences, and technology use. The presentation also addresses implications of generational diversity for organizations, including impacts on turnover, costs, morale, and perceptions of fairness. Understanding generational differences can provide benefits such as improved communication, recruitment/retention, motivation, expectations, and productivity.
This document discusses traits of Millennials based on research from various sources. It notes that Millennials grew up with technology and are always connected. They are a large generation, representing over 20% of the US population. Millennials are influenced by economic conditions, societal norms, and political events during their formative years. They are described as confident, open to diversity, and seeking meaningful experiences over material goods. The document provides various observations and statistics about Millennials and their relationship with technology, media, religion, and other generational influences.
Why Can't We All Just Get Along? Four Generations Working Side by Side in Har...Andrew Krzmarzick
Presentation delivered at the Training Officer's Consortium (TOC) Institute in Williamsburg, VA, on April 27, 2009. Facilitated by a Gen X'er and a Traditional. Objectives included:
1. Understand and better navigate the intergenerational differences in your office
2. Participate in several training modalities that reach a multi-generational audience
3. Experience a truly blended approach to training that addresses the learning preferences of all four generations.
The document discusses generational theory and the four main generations currently in the workforce - Traditionalists/Silent Generation, Baby Boomers, Generation X, and Millennials. It provides background on each generation including defining events and examples of prominent members. The document also notes strategies for creating harmony between the generations in the workplace such as knowledge management, mentoring, and empowering multi-generational teams.
Millennials are bending and breaking the traditional rules, while becoming fast, aggressive new competitors. They’ve been described as the “Me Generation” and:
Get bored quickly
Seek meaningful work
Enjoy constant change
Desire professional development
Crave instant gratification
Learn more about Millennials in order to more effectively recruit, retain, manage and motivate them in the workplace.
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.
This document discusses the business case for investing in women as a source of economic growth and competitive advantage. It argues that fully utilizing women's talents as workers and leaders can yield significant returns, called the "Gender Dividend". While laws have reduced discrimination, true progress requires a strategic focus on integrating women's perspectives at all levels. With human capital replacing natural resources as the basis for growth, organizations that can harness innovation and creativity from both women and men will lead. Women are increasingly consumers and talent, yet remain underrepresented in leadership. Fully engaging women is critical for addressing global talent shortages and fueling sustainable economic growth.
The global workforce is undergoing a huge shift. The net generation, Gen Y, is growing up quickly and account for almost half the workforce already. According to an HBR article, in four years Millennials – the people born between 1977 and 1997 – will account for nearly half the employees in the world. In some companies, they already do!
Organizations that engage Millennials will get ahead. The net generation wants to learn and grow and they're not afraid to ask for it. Now that we know that something has to change, ask yourself: what are you going to do for them?
4 ways to keep Millennials engaged:
1. Get rid of the performance review.
2. Be a coach.
3. Give recognition.
4. Share ongoing feedback.
Dr Temares - Understanding True LeadershipSolusoft
The document discusses various topics related to leadership, including:
- Definitions of true leadership and how remarkable leaders build relationships and focus on customers.
- Toxic leadership and examples of leaders who harmed organizations through arrogance, dishonesty, and self-interest.
- The importance of understanding changes in the workforce, particularly the rise of "digital natives" who learn and work differently due to technology influences.
- How organizations can influence customers by embracing new technologies and social media to enhance relationships and leverage collective knowledge.
Reflections on the history & relations between the First, Third & Emerging Middle Worlds, the global financial crisis as compared with similar situations in the developing world & proposed strategic solutions.
The document discusses the different generational cohorts in today's workforce - Traditionalists, Baby Boomers, Generation X, and Generation Y. It outlines the key characteristics of each generation, including their experiences, values, workplace behaviors, and motivators. Bridging the generation gap requires understanding these differences and finding ways to leverage the strengths of each cohort, such as through mentorship programs, listening to employee ideas, emphasizing individual value, and using social media to share knowledge as older generations retire.
Gen Y, the latest entrant in the multi-generational workforce, is a unique group. They are young, ambitious and dynamic; but their value systems at work are quite different from the other generations.
This new breed of socially connected professionals with multiple interests can (and probably will!) bring about a radical change in the work cultures of companies.
The big challenge facing organisations is not only building better working relations between the different generations, but also engaging Gen Y effectively to bring about a new and positive work culture that benefits everyone.
This presentation looks at the Gen Y workforce in Singapore and gives a few insights on which areas companies should be looking at for effective engagement with Gen Y.
This document discusses strategies for managing the millennial generation in the workplace. It begins by outlining learning objectives around winning talent wars with millennials, adopting a new mindset, and creating a millennial-friendly culture. It then profiles different generations and their core values before focusing on millennials' characteristics like being confident, tech-savvy, and seeking work-life balance. The rest summarizes best practices for attracting, selecting, developing, and retaining millennial talent through flexible work, frequent feedback, mentorship, and an emotionally intelligent culture.
This document discusses strategies for increasing women's representation and leadership in negotiations and decision-making. It begins by noting the under-representation of women in negotiations and some of the negative consequences of this imbalance. It then outlines three steps to improve the situation: 1) Improve who is at the table by finding ways for women to gain access and seats; 2) Carefully answer the "why women" question by emphasizing business case research on improved outcomes with gender diversity; 3) Clearly communicate the business case. The document provides examples of efforts to increase women's participation in negotiations in various countries. It also highlights a case study of Ghana creating a women-led anti-human trafficking unit and the impact this has had.
This document discusses how to engage Generation X and Y students in learning based on their characteristics and preferences for using technology and social networking. It notes that these students extensively use the internet, social media, gaming, and mobile tools to research, communicate, and learn. The document advocates that teachers leverage these digital tools and skills to transform teaching and help students develop 21st century skills in finding, evaluating, and creating digital content and media.
The Gender Dividend - Making the Business Case for Investing in WomenLjuba Bogdanovich
This document discusses the business case for investing in women as a source of economic growth and competitive advantage. It argues that fully utilizing women's talents as workers and leaders can yield significant returns, called the "Gender Dividend". While laws have reduced discrimination, true progress requires a strategic focus on integrating women's perspectives at all levels. With human capital replacing natural resources as the basis for growth, organizations that can harness innovation and creativity from both women and men will lead. Women are increasingly consumers and talent, yet remain underrepresented in leadership. Fully engaging women is critical for addressing global talent shortages and fueling sustainable economic growth.
This document discusses the business case for investing in women as a source of economic growth and competitive advantage. It argues that fully utilizing women's talents as workers and leaders can yield significant returns, called the "Gender Dividend". While laws have reduced discrimination, true progress requires a strategic focus on integrating women's perspectives at all levels. With human capital replacing natural resources as the basis for growth, organizations that can harness innovation and creativity from both women and men will lead. Women are increasingly consumers and talent, yet remain underrepresented in leadership. Fully engaging women is critical for addressing global talent shortages and fueling sustainable economic growth.
The document discusses generational differences in the workplace based on research from 2009-2011. It outlines four generations - Traditionalists born 1932-1945, Baby Boomers born 1946-1965, Generation X born 1965-1978, and Millennials born 1979-1998. It notes how the age split between these generations was changing from 1990 to 2020 based on Census data. It then discusses differences in loyalty, work ethic, leadership styles, and communication preferences between the four generations in the context of the changing workplace.
This document discusses generational differences in the workplace and how to maximize a multigenerational workforce. It outlines the core values and experiences of Veterans, Boomers, Gen Xers, and Gen Y. While there are opportunities like diverse perspectives, challenges include differing motivations and communication styles between generations. The presentation emphasizes acknowledging generational diversity, understanding differences, and finding ways for generations to value each other's contributions to achieve positive outcomes.
This is the presentation I delivered to Hoteliers at a Caterer.com breakfast presentation, with the focus on engaging gen y in the workplace, on 24th September 2010.
What are generation Y? What are the implications for employees? How do you manage them?
Generations at Work PowerPoint PPT Content Modern SampleAndrew Schwartz
The document discusses generational differences in the workplace and provides an overview of four generations: Veterans, Baby Boomers, Generation X, and Millennials. It outlines characteristics of each generation, how they differ in terms of values, work ethic, leadership preferences, and technology use. The presentation also addresses implications of generational diversity for organizations, including impacts on turnover, costs, morale, and perceptions of fairness. Understanding generational differences can provide benefits such as improved communication, recruitment/retention, motivation, expectations, and productivity.
This document discusses traits of Millennials based on research from various sources. It notes that Millennials grew up with technology and are always connected. They are a large generation, representing over 20% of the US population. Millennials are influenced by economic conditions, societal norms, and political events during their formative years. They are described as confident, open to diversity, and seeking meaningful experiences over material goods. The document provides various observations and statistics about Millennials and their relationship with technology, media, religion, and other generational influences.
Why Can't We All Just Get Along? Four Generations Working Side by Side in Har...Andrew Krzmarzick
Presentation delivered at the Training Officer's Consortium (TOC) Institute in Williamsburg, VA, on April 27, 2009. Facilitated by a Gen X'er and a Traditional. Objectives included:
1. Understand and better navigate the intergenerational differences in your office
2. Participate in several training modalities that reach a multi-generational audience
3. Experience a truly blended approach to training that addresses the learning preferences of all four generations.
The document discusses generational theory and the four main generations currently in the workforce - Traditionalists/Silent Generation, Baby Boomers, Generation X, and Millennials. It provides background on each generation including defining events and examples of prominent members. The document also notes strategies for creating harmony between the generations in the workplace such as knowledge management, mentoring, and empowering multi-generational teams.
Millennials are bending and breaking the traditional rules, while becoming fast, aggressive new competitors. They’ve been described as the “Me Generation” and:
Get bored quickly
Seek meaningful work
Enjoy constant change
Desire professional development
Crave instant gratification
Learn more about Millennials in order to more effectively recruit, retain, manage and motivate them in the workplace.
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.
This document discusses the business case for investing in women as a source of economic growth and competitive advantage. It argues that fully utilizing women's talents as workers and leaders can yield significant returns, called the "Gender Dividend". While laws have reduced discrimination, true progress requires a strategic focus on integrating women's perspectives at all levels. With human capital replacing natural resources as the basis for growth, organizations that can harness innovation and creativity from both women and men will lead. Women are increasingly consumers and talent, yet remain underrepresented in leadership. Fully engaging women is critical for addressing global talent shortages and fueling sustainable economic growth.
This document discusses the business case for investing in women. It argues that fully utilizing women's talents and perspectives as both workers and consumers can provide a "gender dividend" of increased economic growth and competitive advantage for organizations and countries. While laws have reduced explicit discrimination, true progress requires a strategic focus on integrating women into leadership. As talent and innovation become more important to economic success, those able to harness the creativity of all people, including women, will have an advantage.
The Gender Dividend: Making the business case for investing in womenKevin Carter
This document discusses the business case for investing in women in order to reap the "gender dividend". It argues that fully utilizing women as workers and leaders can provide significant economic returns for organizations and countries. Women represent a large share of the global talent pool and consumer base, yet their perspectives and skills are still underused. Those able to capitalize on women's roles in the economy may gain a competitive advantage in the future as talent becomes increasingly important for growth.
This document summarizes the key topics and findings from a report on women in leadership in South Africa. It discusses how well represented women are in the South African workforce, barriers that women face, challenges and initiatives to support women, and what actions can be taken. Some of the main points are that while women make up over half the population, they face high unemployment rates and barriers like gender discrimination and stereotypes. Women are also underrepresented in leadership positions despite possessing the necessary skills. The document calls for concerted efforts to identify and support high potential women leaders through coaching and other initiatives.
Women’s Leadership Roles in Various Industries.pdfCIOWomenMagazine
Women’s leadership has been a topic of great interest in recent years as more and more women take on leadership roles in various industries. While women have historically been underrepresented in leadership positions
Product Matching in Today's Markets: Insights into Todays' Realities & Opport...Anna Pollock
This document discusses product matching in today's markets and insights into marketplace realities and opportunities. It notes that the tourism industry has traditionally borrowed its operating model from manufacturing, with a focus on standardized, packaged products and targeting consumers. However, there is now a shift towards more meaningful and transformative travel experiences that value local communities and authentic experiences over mass tourism. The document advocates for a mindset shift towards viewing places as unique living systems and hosts as agents of transformation, in order to move from a product-centric approach to one focused on place.
Women are having a significant economic impact globally and are becoming an increasingly important economic force. They contribute more to economic growth than new technologies or emerging markets. They also influence areas like fertility rates, workforce participation and consumer spending. As women gain more education and financial autonomy, they make decisions that shift household spending towards categories that are more important to women and families. Women reinvest over 90% of their income in their communities. However, more can be done to support women in leadership positions and help them access business opportunities. Mentorship is key to creating support and empowering women. Both organizations and individuals must work to promote strategies that advance women's careers and productivity.
This document summarizes several articles from the website greatesthitsblog.com on business and economic topics. It discusses the benefits of staying small for businesses, embracing a "pirate mindset" of challenging rules and sharing power, moving away from solely prioritizing growth, and harnessing "green swans" like regenerative technologies to drive exponential positive change through a new model of "regenerative capitalism."
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.
UHY Advisors - Sparking Creativity and Fostering InnovationChris Osborn
This is a presentation - a new version - of Sparking Innovation and Fostering Innovation delivered May 26, 2010 to a group of UHY Advisors young professionals and clients.
The Value of Women is our report on the financial case for investing in companies with women in senior management and Board positions. It also examines the importance of philanthropy focused on providing opportunity for women to impact their communities.
Investment in women is highly impactful. It is a key indicator for higher investment performance for investors.
Building A Culture Of Ownership, Presented To The Aha Center For Healthcare G...guest1429ed
Slides that accompanied presentation on building a culture of ownership for the American Hospital Association Center for Healthcare Governance, presented by Joe Tye, CEO of Values Coach Inc.
The document discusses identifying opportunities through observing trends in the external environment. It identifies the main trends as economic forces, social forces, technological advances, and political/regulatory changes. These trends suggest gaps in the market where new business opportunities may exist. Examples of trends discussed include the aging population and focus on health/wellness creating opportunities in healthcare, and busy lifestyles fueling demand for fast food and services that save time. Entrepreneurs are advised to monitor trends to recognize windows where opportunities align with customer needs and pain points.
This document outlines the business case for inclusionary leadership and engaging men as allies in gender diversity efforts. It discusses how a lack of gender diversity, especially in leadership, negatively impacts businesses. Research shows companies with gender-diverse leadership earn higher profits and revenues. The document advocates for making gender partnership a priority and provides solutions like workshops and training programs to educate men and help them become allies. It presents a roadmap for organizations to establish an inclusive culture through leadership commitment, communication, and ensuring sustainability over multiple years.
The document discusses Ravi Chaudhry's book "Quest for Exceptional Leadership- Mirage to Reality" which argues that corporate objectives can no longer disregard society's interests and that exceptional leadership with qualities like wholeness, compassion, and transparency can deliver long-term results for organizations. It outlines five phases of human enterprise and provides frameworks for assessing leadership attitudes and making choices that balance profits and values.
Edp health, safety & environment consultants ‘values, the key to engagement...Simply Marcomms
The document discusses the importance of values, seeds, coins, and fruits. It argues that success comes from strength and control but true joy comes from fruitfulness, which grows from weakness and vulnerability. While paradigms of the past focused on profit and shareholders, the purpose of business should be to build a better world for all stakeholders. Having strong values keeps organizations healthy, and looking to values can lead to greater results, engagement, and fruitfulness.
Similar to Feminomics - A New Perspective on Leadership (20)
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
Feminomics - A New Perspective on Leadership
1. Feminomics
A new perspective on leadership
The unbalanced leadership behind the economic crisis
– and how we need to re-balance
www.greenwellfuture.com
2. “We can’t solve
problems
by using the same
kind of thinking that
created them.”
www.greenwellfuture.com
3. Some people say the economic
crisis was man-made
www.greenwellfuture.com
4. Or a product of…
rather than feminine?
masculine values
• Money/ things • People/relationships
• Work • Life
• Economic growth • Sustainability
• Big and fast • Small and slow
• Single-minded
• Reflective
• Decisive
• Consensual
www.greenwellfuture.com
5. Feeling
Comfortable? Taboo?
Gender is a taboo topic in some
countries…
But if we ignore gender as an issue
we miss it as an opportunity www.greenwellfuture.com
6. How do our institutions look?
www.greenwellfuture.com
8. Influential?
• UK financial services sector 2007
– 1.3million jobs – 4% of the
workforce.
– Over a quarter of UK Corporation Tax
• Held up as an ‘exemplar’ industry by
government
– Bankers appointed to advisory and
ministerial posts
– Wealth didn’t trickle down but
attitudes and aspiration did
www.greenwellfuture.com
9. Sexist?
Women earn 55% less than
male counterparts – the
largest pay gap of any UK
industry.
Pay gap is just as wide for new
recruits
Female bonuses just 1/5 of male
counterparts
Stereotypical roles. Sexism is
rife – overt and insidious.
www.greenwellfuture.com
12. ECONOMISTS
“Why did no-one see the
recession coming?”
Erm…
1.Silo thinking
2.Focus on wealth and
financial innovation at
the expense of other
human concerns
3.Reduced the world to
mathematical formulae
4.Lacked imagination!
www.greenwellfuture.com
14. Business • One eighth – the proportion
of women in top company
boards
• It’s also a WEDGE…in
almost every industry the
number of women drops as
salaries and seniority rise.
• Women who make it to the
top are less likely to have
children and often have to
absorb male culture to
make it
• More women who want to
succeed in business on their
own terms are starting
businesses
www.greenwellfuture.com
15. Women entrepreneurs changing the rules
• More innovative and ambitious
• Strong ethical values
• Risk aware with long-term vision
But
•Don’t fit models of business support and
finance
•Win less than 5% of contracts
•Less senior experience and contacts
Those who get past those road blocks are now the
UK’s fastest growing group of millionaires
www.greenwellfuture.com
16. Imagine…
If we had institutions and policies
which worked with women rather
than shoe-horning them into a male
model?
www.greenwellfuture.com
18. Values
“Over 2/3 of people around the world think the
global economic crisis is a crisis of ethical values”
DAVOS 2010
So far that’s led to…
www.greenwellfuture.com
19. Real change
• Iceland –most equal country in the world and the worst hit by the crisis
• Gender is a key part of their response
– Rebalancing - Government & banks are now headed by women
– The new constitution was crowd-sourced.
Audur Capital flourished during the crisis
Based on feminine values:
• Long term
• Values driven
• Empowering customers
Like German Landesbank (70% of market) and
community banking everywhere…
Sound principles for banking and for business?
www.greenwellfuture.com
20. Economics
What’s measured matters…
GDP is our top
strategic driver
It ignores quality of life - health,
education, care, environmental
sustainability and unpaid work.
It positively values air pollution,
accidents, war, consumerism…
In 2011 the EU passed a resolution
supporting the implementation of
alternatives to GDP
www.greenwellfuture.com
22. Leadership
• From World leaders down… the
pattern of top leadership:
Spot the woman
Spot the gender wedge
• Numbers matter – we need a critical
mass of at least 30% women to
change culture
www.greenwellfuture.com
23. The business case for balance
• Mitigation of group think and excessive risk taking
• Gender balanced teams perform better
• Companies with more gender balanced Boards
perform better on every measure, including
financial
• “Forget China, India and the internet: economic
growth is driven by women”
www.greenwellfuture.com
24. What’s stopping us?
• The myth that there are not enough
qualified women?
• Fixing the woman not the system
• Unconscious bias. They couldn’t find
enough ‘good women’ for orchestras
until auditions were held behind
screens!
• Stereotyping – outside and internal…
www.greenwellfuture.com
25. Feminomics
1. Balanced leadership
2. Smart growth
3. Sustainable finance and business
4. Beyond stereotypes
Balance is Best – for People, Planet and Profit
www.greenwellfuture.com
26. This presentation forms part of a great leadership
event for women and men.
Get in touch for more details
Erika Watson
erika@greenwellfuture.com
Photo credits
Stock Xchng
Mike Legend and
www.greenwellfuture.com Gene Hunt cc via Flickr
Editor's Notes
In evidence to the Treasury Select Committee on women in the city convened in October 2009, Professor Charles Goodhart of the London School of Economics said: “Men tend to be much more aggressive and are prepared to take larger risks. There would have been less likelihood of the kind of financial crisis that we have just had, had there been a very much larger number of women CEOs”. While Pensions expert and former Bank of England adviser, Ros Altman declared “"I am very much persuaded by the argument that if you had had more women at the top of the investment banking industry we would not have reached the excesses that we reached. There would have been more of a moderating influence, there wouldn't have been this overriding, testosterone-fuelled, macho 'my risk is bigger than your risk' type thing." Even leading right-wing economist Ruth Lea, usually known as an equalities refusnik has said "Some of the men working in the city are not bankers they are gamblers. It may be that we need a more female style to banking if you want to call it that. We need to look at a more nurturing careful approach to finance, that doesn't take such risks as in the past." Lea also decries the macho buccaneering spirit which she claims has migrated from investment banking into general banking and the whole financial system. It is a culture and spirit which has also had an extraordinary influence on broader political and consumer culture.
Those gender stereotypes and values are robust and timeless. On the whole men stress ego more, women social ties. In business men reports and women rapport! On an individual level m/f differences are not massively meaningful and feel insulting. But they cumulate and are significant with larger numbers. National cultures have been defined as M or F in many robust studies by Hofstede and others. Anglo saxons – M , scandanavians – F. Gender gaps wider in M cultures. In F cultures the gap is narrower – women are more competitive, men more caring. Neither as tightly bound by those stereotypes. “ the values and beliefs of the men and women in leadership roles parallel those who find themselves at societally or organisationally lower levels of responsibility… ie. ‘a country’s leaders and followers sing from the same hymn book of societal norms. In the process they reinforce each other’s expectations and behaviours and create the organisations and institutions that help perpetuate these very norms. Thus given their locations on M/F dimensions, countries such as denmark, Norway, and the Netherlands, as compared to switz. Italy or US, will cont to develop different responses to the issues of organisational life, career or international relations – in spite of the inc impact of tech and globalisation. “ the values and beliefs of the men and women in leadership roles parallel those who find themselves at societally or organisationally lower levels of responsibility… ie. ‘a country’s leaders and followers sing from the same hymn book of societal norms. In the process they reinforce each other’s expectations and behaviours and create the organisations and institutions that help perpetuate these very norms. Thus given their locations on M/F dimensions, countries such as denmark, Norway, and the Netherlands, as compared to switz. Italy or US, will cont to develop different responses to the issues of organisational life, career or international relations – in spite of the inc impact of tech and globalisation. M/F dimension. M stands for a society in which men are supposed to be assertive, tough, and focused on material success; women are supposed to be more modest, tender and concerned with the quality of life. The opposite pole, F, stands for a society in which both men and women are supposed to be modest, tender and concerned with the quality of life” (Hofstede 1991, p261-262. “ Study of work goals by gender have shown again and again that other things being equal, men tend to stress ego goals more and women tend to stress social goals more. The balance between ego goals and social goals in an individual is influences by that individual’s gender. Gender differences in values have been popularised by Deborah Tannen (1990) who showed the difference in f and m discourse in the US: more ‘rapport talk’ for women versus more ‘report talk’ for men. … the M/F dimension is the only one of the 5 that produces consistently different scores for female and male respondents (more ego in the males), except in very feminine countries; it is the only dimension associated with the values that play a role in the differentiation of gender cultures” < socially constructed./ m/f not primarily concerned re visible roles in society, such as men going out to work and women saying at home to care. These roles are to a large extent determined by economic factors. M/F concerns first of all the emotional roles in the home. In some societies men specialise in ego-boosting and women in ego effacing, roles. In others the emotional roles are more equally divided, with men also being orientated toward ego-effacing goals.
Hofestede M/F axis is called Quantity/Quality in Anglo Saxon countries! Why are we uncomfortable? "There is never a problem with me being a woman, whereas in the UK there is always an undercurrent. Most Icelandic men genuinely view women as equal"
Tax figs are from PWC 2007
Group-think – group with similar values and experience reinforce a dominant view – identified as a key factor in what went wrong at RBS, HBOS and Northern Rock. Testosterone – Dr John Coates found that traders on a winning streak can have dangerously high levels of testosterone leading to irrational risks. Gender balance mitigates risk. Female fund managers perform better / trading floors benefit from diversity.
Trickle down - influence, aspiration but not wealth… Massive salaries in banking led to a culture of entitlement at the top levels of the public services And still influential! More than half of Conservative party donations came from the financial services sector in 2010 http://www.bbc.co.uk/news/uk-politics-12401049 - up from 25% before the crash
All those points are connected… But investment in the businesses women start is v low… Recent govt investment in SET industries, while cutting initiatives to help women progress in SET Only significant investment in WE = VC fund..!
In terms of institutional change…
Landesbank, peer to peer lending…
And that is GDP, which includes the value of air pollution, accidents, war and defence, consumer sales… But not quality of health and education, care, environmental sustainability, unpaid work – mostly done by women and accounting for 1/3- ½ the value of GDP. It’s also short term and doesn’t include innovation or assets. We need an economics which values life, not just cash, but community, care and the environment.
Higher GDP doesn’t increase life satisfaction one bit, beyond a threshhold. But it does damage the environment significantly.
Spot the woman Spot the gender wedge There are more MPs named Nick and Dave than women in parliament This is the pattern of top leadership everywhere
Fixing the woman – not the system Smashing stereotypes - Making it easier for men to care and women to compete Unconscious bias for years, symphony orchestras struggled to hire a critical mass of women. Women auditioned, but -- the hiring committees said -- their music just wasn't as good as was their male counterparts'. When hiring committees put up screens during auditions, so that a musician's gender couldn't be known, the likelihood of a woman's selection increased seven fold.
Balanced leadership in companies and government Smart growth – incentives linked to social and economic value Sustainable finance Freedom from stereotypes : allowing men to care and women to compete. Economics which reflects real life , not just cash, but also care, community and the environment.
Photo credits Stock Xchng Mike Legend cc via Flickr Gene Hunt cc via Flickr Images of money cc via Flickr Lego.com