Several factors are simultaneously pushing gender equality in executive ranks forward and pulling it back, creating a paradox. Media attention to the issue has increased significantly in recent years and is pushing for more equality. However, many companies still lack formal goals and plans to achieve gender parity at senior levels, and doubts about women's qualifications are holding progress back. Overall, a complex dynamic of forces that could potentially create tipping points was identified, but action is needed by companies to actually achieve equality in the C-suite by 2030 as most executives expect.
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
The Economic Impact of Female EntrepreneursKyle Lacy
In 1999, Babson College’s Diana Project published its seminal report on the state of venture capital investments in female entrepreneurs. This report set out to examine why fewer than 5% of all ventures receiving equity financing had women on their executive teams. While antiquated logic might have left you to quickly surmise that female entrepreneurs were neither prepared nor motivated to found high-potential businesses and as a result, were not good candidates for venture capital investors, the Diana Project report actually found stark evidence to the contrary.
Women indeed had the skills, expertise and experience required to lead high-growth ventures, yet, despite their preparedness and qualifications, were consistently left behind.
Fast forward to the second iteration of the report published last year. Unlike the bleak picture the original report drew, time shifted the landscape in the favor of female leaders. While there is still much progress to be made, the 2014 report uncovered immense growth. In fact, data from the report showed that between 2011 and 2013 more than 15% of the companies receiving venture capital investment had a woman on the executive team, compared with just 5% in 1999, proving that given the chance and access to the right networks, women can command equity financing to grow their businesses. And, to further show that women can and will succeed when given the opportunity, First Round Capital discovered just this week that their investments with a female founder performed 63% better than those with all-male founding teams.
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.
Practical Ways Men Can Address Tech's Gender Imbalance | Startup Week Chattan...Very
Countless studies show companies with gender-diverse teams outperform those where women are underrepresented. If you aren’t investing in increasing diversity, you’re likely to lose out to competitors who are. And yet, women only hold 25% of computing jobs and 11% of executive roles in Silicon Valley.
This is a big, contentious problem, and we need the best minds—both men and women—to collaborate and work toward a solution. Since men hold the majority of leadership positions at all types of companies, men have an opportunity to make a real difference.
In this Startup Week Chattanooga event, Very's director of marketing Emily Maxie shares the stories of the men who have supported, challenged, and encouraged her so far in my career, and she gives no-nonsense tips for advocating for more gender equality in the workplace.
Want to work at Very? Visit www.verypossible.com/careers to learn more.
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
The Economic Impact of Female EntrepreneursKyle Lacy
In 1999, Babson College’s Diana Project published its seminal report on the state of venture capital investments in female entrepreneurs. This report set out to examine why fewer than 5% of all ventures receiving equity financing had women on their executive teams. While antiquated logic might have left you to quickly surmise that female entrepreneurs were neither prepared nor motivated to found high-potential businesses and as a result, were not good candidates for venture capital investors, the Diana Project report actually found stark evidence to the contrary.
Women indeed had the skills, expertise and experience required to lead high-growth ventures, yet, despite their preparedness and qualifications, were consistently left behind.
Fast forward to the second iteration of the report published last year. Unlike the bleak picture the original report drew, time shifted the landscape in the favor of female leaders. While there is still much progress to be made, the 2014 report uncovered immense growth. In fact, data from the report showed that between 2011 and 2013 more than 15% of the companies receiving venture capital investment had a woman on the executive team, compared with just 5% in 1999, proving that given the chance and access to the right networks, women can command equity financing to grow their businesses. And, to further show that women can and will succeed when given the opportunity, First Round Capital discovered just this week that their investments with a female founder performed 63% better than those with all-male founding teams.
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.
Practical Ways Men Can Address Tech's Gender Imbalance | Startup Week Chattan...Very
Countless studies show companies with gender-diverse teams outperform those where women are underrepresented. If you aren’t investing in increasing diversity, you’re likely to lose out to competitors who are. And yet, women only hold 25% of computing jobs and 11% of executive roles in Silicon Valley.
This is a big, contentious problem, and we need the best minds—both men and women—to collaborate and work toward a solution. Since men hold the majority of leadership positions at all types of companies, men have an opportunity to make a real difference.
In this Startup Week Chattanooga event, Very's director of marketing Emily Maxie shares the stories of the men who have supported, challenged, and encouraged her so far in my career, and she gives no-nonsense tips for advocating for more gender equality in the workplace.
Want to work at Very? Visit www.verypossible.com/careers to learn more.
In many ways, Asian Americans in the US have had meaningful economic and social impact but they face a number of challenges that have often been overlooked.
Prawie połowa osób zasiadających w Polsce na kierowniczych stanowiskach to kobiety – wynika z badania „Women in Business 2017” prowadzonego przez Grant Thornton. Polska jest pod tym względem w światowej czołówce
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
Weber Shandwick, in partnership with KRC Research, released CEO Activism in 2017: High Noon in the C-Suite. The survey of American adults gauges attitudes toward the trend of chief executive officers (CEOs) speaking out on hot-button societal topics, revealing stark generational differences when it comes to perspectives on CEO activism.
The Most Eye-Popping Facts About Female Founders!SurveyCrest
Irrespective of the bias and inequality women have to face in the corporate world, women entrepreneurs have proven themselves as an Enormous Economic Force. They are contributing growth in revenue, growth in employment, financial efficiency, entrepreneurial spirit and more for the generations up and coming.
Here are some surprising facts about women entrepreneurs that everyone should know...
Race in the workplace: The Black experience in the US private sectorMcKinsey & Company
McKinsey's Race in the Workplace report 2021 is one of the most comprehensive benchmark studies of Black Americans in the US private sector. It highlights the complexity of the challenge for Black workers by examining Black worker representation and experience.
Weber Shandwick, in partnership with KRC Research, released CEO Activism in 2018: The Purposeful CEO. This survey is the third installment of Weber Shandwick’s CEO activism series, following The Dawn of CEO Activism (2016) and High Noon in the C-Suite (2017). This year’s report finds that nearly eight in 10 consumers (77 percent) agree that CEOs need to speak out when their company’s values are violated or threatened.
On June 8th, Istuary Innovation Group Hosted its 2nd talk featuring panelists with backgrounds in Diversity and Leadership. Speakers included: Christin Wiedemann, Cheryl Kristiansen, Harriet Chicoine, and Francois Guay,
Making the Business Case for Gender EquityKelly Services
"Making the Business Case for Gender Equity" is talking why we need to unlock the full potential of women in the global economy. This is a business case for improving gender equity.
In many ways, Asian Americans in the US have had meaningful economic and social impact but they face a number of challenges that have often been overlooked.
Prawie połowa osób zasiadających w Polsce na kierowniczych stanowiskach to kobiety – wynika z badania „Women in Business 2017” prowadzonego przez Grant Thornton. Polska jest pod tym względem w światowej czołówce
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
Weber Shandwick, in partnership with KRC Research, released CEO Activism in 2017: High Noon in the C-Suite. The survey of American adults gauges attitudes toward the trend of chief executive officers (CEOs) speaking out on hot-button societal topics, revealing stark generational differences when it comes to perspectives on CEO activism.
The Most Eye-Popping Facts About Female Founders!SurveyCrest
Irrespective of the bias and inequality women have to face in the corporate world, women entrepreneurs have proven themselves as an Enormous Economic Force. They are contributing growth in revenue, growth in employment, financial efficiency, entrepreneurial spirit and more for the generations up and coming.
Here are some surprising facts about women entrepreneurs that everyone should know...
Race in the workplace: The Black experience in the US private sectorMcKinsey & Company
McKinsey's Race in the Workplace report 2021 is one of the most comprehensive benchmark studies of Black Americans in the US private sector. It highlights the complexity of the challenge for Black workers by examining Black worker representation and experience.
Weber Shandwick, in partnership with KRC Research, released CEO Activism in 2018: The Purposeful CEO. This survey is the third installment of Weber Shandwick’s CEO activism series, following The Dawn of CEO Activism (2016) and High Noon in the C-Suite (2017). This year’s report finds that nearly eight in 10 consumers (77 percent) agree that CEOs need to speak out when their company’s values are violated or threatened.
On June 8th, Istuary Innovation Group Hosted its 2nd talk featuring panelists with backgrounds in Diversity and Leadership. Speakers included: Christin Wiedemann, Cheryl Kristiansen, Harriet Chicoine, and Francois Guay,
Making the Business Case for Gender EquityKelly Services
"Making the Business Case for Gender Equity" is talking why we need to unlock the full potential of women in the global economy. This is a business case for improving gender equity.
Hays ondersteunt de promotie van vrouwen op de werkvloer. Veel bedrijven hebben een tekort aan vaardigheden in huis en het vergroten van het aantal vrouwelijke professionals kan helpen om dit probleem aan te pakken. Het verbeteren van toegang tot talent, stelt organisaties beter in staat om prestaties te vergroten, te groeien en toekomstig succes veilig te stellen.
Hays Global Gender Diversity Report 2016Hays Portugal
De acordo com um inquérito realizado pela Hays junto de mais de 11.500 inquiridos em 24 países, por ocasião do Dia Internacional da Mulher, homens e mulheres têm percepções muito diferentes quanto à desigualdade entre géneros a nível profissional.
O relatório analisa as respostas dos inquiridos em factores como ambição, auto-promoção, igualdade salarial, oportunidades de carreira e políticas de diversidade de género nas empresas.
Die neue Studie “The Female CEO Reputation Premium? Differences & Similarities“ von Weber Shandwick und KRC Research untersucht, wie Führungskräfte weibliche und männliche CEOs wahrnehmen. Obwohl die Unternehmensreputation unabhängig vom Geschlecht des CEOs ist, finden sich dennoch Unterschiede in der Führungskompetenz männlicher und weiblicher CEOs. Weibliche Führungskräfte bleiben daher eher in Unternehmen mit weiblichen CEOs als mit männlichen…
Women are less likely to receive the first critical promotion to manager—so far fewer end up on the path to leadership—and are less likely to be hired into more senior positions. Women also get less access to the people, input, and opportunities that accelerate careers. As a result, the higher you look in companies, the fewer women you see.
This disparity is especially pronounced for women of color, who face the most barriers to advancement and experience the steepest drop-offs with seniority.
A majority of executives believe gender diversity in leadership links to better financial
performance, but companies take few actions to support women in the workforce.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
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.
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
Gender balance is not just good to have or the right thing to do, it’s better for business and the economy. But how do you build a more balanced workplace? And do you have a need to? Chances are, you do…
Authored by David F. Larcker and Brian Tayan, April 1, 2020, Stanford Closer Look Series
We examine the size, structure, and demographic makeup of the C-suite (the CEO and the direct reports to the CEO) in each of the Fortune 100 companies as of February 2020. We find that women (and, to a lesser extent, racially diverse executives) are underrepresented in C-suite positions that directly feed into future CEO and board roles. What accounts for this distribution?
웨버 샌드윅, 아태지역 주요도시의
소프트 파워(Soft Power) 분석 보고서 발표
글로벌 최대 규모의 PR 커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick)은 아시아 태평양지역의 도시 브랜드 명성에 영향을 미치는 ‘소프트 파워(soft power)’의 중요성과 각 요소 별 기여도를 분석한 ‘인게이징 시티(Engaging Cities: the Growing Relevance of Soft Power to City Reputations in Asia Pacific)’ 보고서를 2014년 12월 11일 아▪태지역 8개 국가에서 동시에 발표하였습니다.
웨버 샌드윅이 발표한 ‘인게이징 시티’ 보고서는 서울, 동경, 방콕, 상하이, 시드니, 싱가포르, 쿠알라 룸푸르, 홍콩 총 8개의 아시아 태평양 지역의 주요 도시를 대상으로 정치, 경제, 군사력과 별개로 도시 브랜드 명성 수립에 영향을 미치는 소프트 파워 요소에 대해 분석 하였습니다. 보고서가 주목한 소프트파워 16가지 주요 요소는 관광, 식문화, 성평등, 정치, 예술과 문화, 미디어, 건축과 디자인, 스포츠, 레저, 금융, 교육, 환경, 음악, 소셜 미디어, 생활 수준 등을 아우르고 있습니다.
웨버 샌드윅은 자매사인 KRC 리서치와 공동으로 총 4,147명의 8개 대상 도시 거주민에게 온라인 설문을 진행했으며, 총 20명의 미디어, 디자인, 건축, 문화, 유통, 스포츠 등 다양한 분야의 전문가 20명과 심층 인터뷰를 토대로 리포트를 완성 하였습니다.
해당 ‘인게이징 시티’ 보고서는 도시 별 명성에 영향을 주는 소프트 파워 요소 5가지로 독자성(Identity), 지역색(Neighbourhoods), 시민의 자부심(Citizen Advocacy), 창의력(The Creative Classes) 그리고 민중의 힘(People Power)를 꼽았습니다.
1. 독자성 (Identity)
강력한 국가 브랜드 파워가 오히려 도시만의 독자적인 명성 구축에 도움이 방해가 될 수 있다. 도시가 계획하는 명성을 성공적으로 구축하기 위해서는 국가 브랜드 파워 요소와 해당 도시만의 지역적 독자성 간의 균형을 유지하는 것이다.
2. 지역색 (Neighbourhoods)
특정 지역의 거주자와 비거주자 모두에게 영향을 주는 다양하고 독특한 문화적 요소들을 뜻하는 지역색은 도시만의 색깔이 가장 잘 드러나며, 사람들이 지역적 성향과 상응하는 특징적 요소들을 직접 보고 경험할 수 있는 요소다. 사람들의 관심을 높이고, 개인적인 연관성을 키울 수 있는 지역색은 도시만의 특별한 색깔의 명성을 구축하는데 도움이 될 것이다.
3. 시민의 자부심 (Citizen Advocacy)
이번 리포트에서 조사한 8개의 도시의 거주 시민 모두는 자신들이 속한 도시에 대해 비거주자에 비해 소프트 파워 요소 별로 특징에 높은 점수를 주었다. 본인이 거주하
웨버 샌드윅(Weber Shandwick) 본사에서 새로운 글로벌 리포트, “The Convergence Ahead : The Integration of Communications and Marketing” 발표하여, 리포트 내용 중 주요 포인트를 공유합니다.
해당 리포트는 2013년 10월부터 2014년 3월까지 약 6개월 기간 동안 미국, 유럽, 아시아-태평양 등 주요 글로벌 기업 내 최고 커뮤니케이션 경영자(CCO) 와 최고 마케팅 경영자(CMO)를 대상으로 전화인터뷰를 실시해서 완성되었다.
디지털 미디어 시대의 도래로 인해, 기업 및 브랜드와 기업 인지도의 상관 관계는 더욱 밀접해지고 있으며, 이에 따라, 기업 커뮤니케이션/ 마케팅 커뮤니케이션 활동에도 변화가 필요하게 되었다. 전통적으로 독자적인 영역이었던 두 부문이 서로의 영역 구분이 모호해지고 있음을 설문 참여 대상자들이 해당 리포트에서 확인시켜 주고 있다. 이미 이러한 커뮤니케이션 변화를 예상하고, 해당 변화에 대응하고자 몇몇 글로벌 기업들은 최고 커뮤니케이션 & 마케팅 경영자(CCMO, Chief Communication & Marketing Officer)라는 통합 직급을 새롭게 만들었으며, 본 리포트에는 CCMO의 경험을 기반으로 정리된 유익한 정보를 담고 있다.
해당 리포트에서는 기업 커뮤니케이션 & 마케팅 커뮤니케이션이 수렴화되는 트렌드(Convergence Trend)가 도래하게 된 배경을 분석하였을 뿐 아니라, CCMO의 성공적인 Convergence 를 위해 참고가 필요한 사항들을 6가지로 정리했으며, 주요 내용은 다음과 같다.
기업 커뮤니케이션과 마케팅 커뮤니케이션 활동의 성공적인 수렴화를 위한 6단계:
Consider Convergence for Strategic advantage: 두 커뮤니케이션 분야가 수렴화를 통해 얻을 수 있는 전략적 혜택을 고려하라
Start with a shared vision and mission: 조직에서 서로가 합의된 목표와 비전을 갖고 시작하라. 브랜드의 정체성을 정의한 후, 두 커뮤니케이션 부문의 수렴화를 진행하는 이유와 목표를 조직에 공유시켜야 한다
Evangelize widely and deeply: 각 부문 리더, 외부 관계자, 주요 클라이언트의 니즈를 파악하고 새로운 미션을 조직 내에 널리 알려야 한다.
Govern the integration: 통합된 조직을 탄생 시키기 위해서는, 각 부서를 통합 관리하는 능력이 필요하다.
Move quickly but planfully: 새로운 통합 과정이 조직 내에서 스무스하게 진행될 수 있도록, 본인과 팀의 능력을 믿고, 계획하에서 신속히 움직여라.
Celebrate successes early and often: 변화에서 얻게 되는 가시적인 성과와 혜택을 조직 내에 자주 보여주고 공유할 수 있는 방안을 찾아야 한다. CCMO 들은 성과가 있는 부분은 내부적으로 프로모션하고, 또 다른 성과를 이끌어내어야 한다.
글로벌 PR회사 웨버 샌드윅(Weber Shandwick)과 글로벌 Executive Search 컨설팅 회사인 스펜서 스튜어트 (Spencer Stuart)와 공동으로 진행한 ‘The Rising CCO V’ 리포트가 뉴욕에서 발표되어 해당 인포그래픽과 주요 포인트를 공유합니다.
전세계 4개 대륙 글로벌 기업의 CCO(Chief Communication Officer) 203명을 대상으로 온라인 설문조사를 통해 진행된 금번 The Rising CCO리포트는 올해로 5회째 진행되고 있습니다.
설문 참여 CCO 중 73% 는 디지털▪소셜 시대의 도래로 말미암아 더 많은 디지털 전문가를 고용하고 있다.
설문참여 CCO 중 35% 는 디지털▪소셜 채널을 통해 커뮤니케이션이 이루어지는 만큼 마케팅 부문에 기존 보다 더욱 큰 책임을 지고 있다.
커뮤니케이션 환경 변화로 인해 CCO는 마케팅 컨텐츠를 개발하는데 있어 고민이 커지고 있다.
과거에는 전통적인 미디어 채널을 통해 기업 뉴스를 미디어로 노출시키는데 어려움이 크지 않았지만, 현재 다양한 소셜 채널들을 통하여 보다 다양한 PR 및 통이 커뮤니케이션이 이루어져야 하며, 이를 위해서는 다양한 컨텐츠를 개발하는 데 있어 더욱 많은 책임을 느낀다고 밝혔다. (=Brand Journalism)
가장 흥미로운 점은 CCO 모두가 디지털▪소셜 미디어 시대 도래로 인한 임팩트에 대해서 인식을 같이 하고 있으나, 가장 영향력 있는 소셜 플랫폼 (혹은 가장 영향력 있는 소통 창구) 에 관하여는 각 지역별 CCO 들은 차이를 보이고 있다.
대체적으로 북미와 유럽의 CCO들은 페이스북, 트위터와 같은 소셜 미디어가 마케팅에서 가장 중요한 역할 창구로 다루고 있으며 남미지역 CCO 들은 Digital community management 와 Video Production 을 중시하고 있다.
APAC 지역의 CCO 들은 기업 웹사이트가 가장 영향력 있는(사내커뮤니케이션 혹은 마케팅) 도구가 될 것이라 답변하여, 주요 대륙간 CCO들의 인식에 차이가 크다는 점이 흥미롭다.
리포트 상세 내용은 웨버 샌드윅 본사 홈페이지 참조: http://bit.ly/1nCo0D9
Weber Shandwick, global public relations agency, released Food Forward Trends Report 2014 Korea, predicting the biggest trends in food industry for 2014.
Food Forward Trends Report 2014 Korea surveyed more than 750 Korean consumers and food experts nationwide, including food critics, chefs, and cooking experts, to find how these food and lifestyle trends impact upon corporations, industry bodies and policy makers; and how these trends will fuel further discussion between retailers, brands and consumers. The objective of the report is to understand the biggest trends and changes in food industry to relative officials and consumers.
In addition, Food Forward Trend Report 2014 study was also conducted in Australia, China and Singapore to help better understanding of the food trends on Asia-Pacific regions.
글로벌 PR 회사 웨버 샌드윅 (Weber Shandwick)이 식품업계 트렌드를 전망하는 보고서 “푸드 포워드 (Food Forward) 2014” 한국판을 발표했습니다.(2014년 6월 11일)
“푸드 포워드 2014”는 국내 소비자 약 750명을 대상으로 설문조사를 실시하고, 유명 셰프, 요리 전문가, 식품 전문 기자 등 업계 전문가를 대상으로 심층 인터뷰를 진행해 2014년 한국 식품 업계의 주목할 만한 최신 트렌트를 종합적으로 분석 및 전망한 보고서로, 해당 업계 종사자 및 소비자들이 국내 식품 업계 전반의 주요한 흐름과 변화를 살피고 이해하는 데 기여할 목적으로 발간했습니다.
더불어, “푸드 포워드 2014”는 금일 발표된 한국판 외에도 호주, 중국, 싱가포르 트렌드 리포트가 함께 발간돼 아시아 태평양 지역의 주요 식품 트렌드를 한 눈에 살펴볼 수 있게 했습니다.
글로벌 PR 회사 웨버 샌드윅 (Weber Shandwick)이 식품업계 트렌드를 전망하는 보고서 “푸드 포워드 (Food Forward) 2014” 한국판을 발표했습니다.(2014년 6월 11일)
“푸드 포워드 2014”는 국내 소비자 약 750명을 대상으로 설문조사를 실시하고, 유명 셰프, 요리 전문가, 식품 전문 기자 등 업계 전문가를 대상으로 심층 인터뷰를 진행해 2014년 한국 식품 업계의 주목할 만한 최신 트렌트를 종합적으로 분석 및 전망한 보고서로, 해당 업계 종사자 및 소비자들이 국내 식품 업계 전반의 주요한 흐름과 변화를 살피고 이해하는 데 기여할 목적으로 발간했습니다.
더불어, “푸드 포워드 2014”는 금일 발표된 한국판 외에도 호주, 중국, 싱가포르 트렌드 리포트가 함께 발간돼 아시아 태평양 지역의 주요 식품 트렌드를 한 눈에 살펴볼 수 있게 했습니다.
글로벌 최대 PR커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick) 연구 조사 리포트 발표 - 관련 인포그래픽
-직원 5명 중 한 명꼴로 본인의 회사와 고용주 보호, 기업 브랜드 지지자 역할 수행
-아태지역 직원 5명 중 3명이 고용주에 대한 콘텐츠를 소셜 미디어에 올려
-6가지 유형의 ‘직장 행동주의 스펙트럼’ 모델, 직원 행동주의를 통한 기회 발굴에 도움
2014년 4월 4일, 서울 – 글로벌 최대 규모의 PR 커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick)은 디지털과 소셜 미디어 시대의 도래로 말미암아, ‘직원 행동주의(employee activism)’라는 새로운 개념의 사회적 움직임이 급부상하고 있다고 밝혔다.
‘직원 행동주의’란, 직장에서 두각을 나타내는 직원들이 무조건적인 비난으로부터 자신의 회사와 고용주를 보호하고, 온∙오프라인에서 자신이 종사하고 있는 기업의 브랜드 지지자(brand advocate)로서의 역할을 수행한다는 이론이다.
웨버 샌드윅은 자매사인 KRC 리서치와 공동으로 한국을 포함 전세계 15개국에서, 18세 이상 65세 이하이면서 일주일 평균 근로시간이 30시간 이상인 2,300명의 직원들을 대상으로 온라인 설문 조사를 실시해, ‘행동하는 직원들의 급부상: 직원 행동주의를 통한 기회 발굴 (Employees Rising: Seizing the Opportunity in Employee Activism)’라는 보고서를 발간했다.
웨버 샌드윅 연구 조사에 따르면, 직원들 5명 중 한 명꼴(21%)로 친화적인 행동주의자(employee activist)이며, 다른 33%의 직원들 역시, 친화적인 행동주의 성향을 보일 가능성이 매우 높은 것으로 밝혀졌다.
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 관련 전문 리포트
글로벌 최대 PR커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick) 연구 조사 발표
-직원 5명 중 한 명꼴로 본인의 회사와 고용주 보호, 기업 브랜드 지지자 역할 수행
-아태지역 직원 5명 중 3명이 고용주에 대한 콘텐츠를 소셜 미디어에 올려
-6가지 유형의 ‘직장 행동주의 스펙트럼’ 모델, 직원 행동주의를 통한 기회 발굴에 도움
스마트 디바이스와 소셜 미디어 사용의 증가로, 그 어느 때보다 많은 메시지와 콘텐츠가 모바일과 온라인 사용자들에게 노출되고 있다. 그러나, 디지털, 검색, 소셜 미디어 연관 콘텐츠들이 폭발적으로 증가하고 있다고 할지라도, 소비자들이 하루에 수용할 수 있는 시간과 양은 한정되어 있다. 브랜드 콘텐츠가 타겟 오디언스들의 주목을 이끌어 내는 것은 점점 더 어려워지고 있다. 기업 및 브랜드의 PR 담당자로서 인식해야 할 소셜 콘텐츠의 주요 흐름 변화를 정리해보면 다음과 같다.
웨버 샌드윅만의 독창적인 소셜 미디어 기반 시뮬레이션
프로그램인 파이어벨은 기업 경영진 및 커뮤니케이션
담당자들에게 소셜 미디어 채널(트위터, 페이스북, 유튜브 등)을 통해 발생할 수 있는 위기 상황을 실시간으로 경험할 수 있는 기회를 제공해줍니다.
파이어벨 시뮬레이션에서는 기업 위기 관리팀 멤버들이 사전에 기획된 위기 시나리오를 기반으로 인터넷이 연결되지 않은 상황에서 현재 위기 대응 수준을 체크하고 향상시킬
수 있는 경험을 쌓을 수 있습니다.
지난 2013년 6월 “Digital Health: Building Social Confidence in Pharma’라는 제목으로 웨버 샌드윅(Weber Shandwick)이 발표한 리포트는 현재 글로벌 제약회사에서 소셜 미디어 커뮤니케이션 활동을 책임지는 13명의 임원들과 마케팅 컨설턴트가 참여했으며, 제약회사들의 소셜 미디어 도입 현황, 도입 시 혜택, 극복과제, 실행 방안 등 주제별 주요 인사이트가 반영되어 있다.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
2. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 2
The case for improving women’s access to C-level positions has never been stronger. Not only does research confirm that
companies with more women in senior executive positions report stronger financial performance,1
but the reputational and
brand advantages are also significant. Yet, although seven in 10 global executives of both genders think it’s important that the
universe of female CEOs expand,2
the numbers remain very small: Just 5% of U.S. FORTUNE 500 and 4% of FTSE companies
are run by women. On a global basis, just 9% of CEOs and managing directors are women.3
At Weber Shandwick, we wanted
to know how people who run global companies view this paradox, where they believe impediments lie and how they envision
moving forward.
To get some answers, Weber Shandwick and KRC Research sponsored a survey conducted by the Economist Intelligence
Unit (EIU) in the spring of 2015 to produce a comprehensive global study on gender equality at the C-level. We define gender
equality in this context as having approximately equal numbers of men and women on a company’s top leadership team. This
includes both the chief executive officer and executives in management who report directly to the CEO.
INTRODUCTION
“Our groundbreaking report identifies a paradox along the road to C-Suite gender equality by 2030.
Several factors are simultaneously pushing gender equality forward and pulling it back. Companies need
to prepare now to accept women into their senior ranks and take action to support their view of the
future. This global survey of decision-makers gives rise to a palpable sense of urgency for action now if
we are to achieve gender parity at the upper rungs of management in the next 15 years.”
— GAIL HEIMANN, PRESIDENT, WEBER SHANDWICK
The survey is distinguished by its global scope, the senior executive status of those surveyed, the candor of the responses, the
richness and specificity of the data and the actionable implications of what we learned. The purpose of this report is to offer
top-line findings along with insights, guidelines and an understanding of what might constitute best practices for recruiting,
training, promoting and grooming women for C-level positions.
One apparent contradiction in the data immediately stood out. While a solid 73% of global executives believe that gender
equality at the C-level will be achieved by 2030, only 44% of C-level executives report that their company has specific goals in
place for achieving such an outcome. In addition, C-level gender parity remains a low priority for senior executive teams, with
40% describing it as neither important nor unimportant and 10% as unimportant.
Equally confounding is that 42% of the male executives who believe it’s difficult for women in senior management positions to
advance say it’s because there aren’t enough qualified women to fill these positions. In the absence of formal company goals
and firm leadership commitment, compounded by male doubts about the preparedness of female talent, achieving C-level
gender equality by 2030 seems an unrealistic estimation unless action to reverse present trends is quickly taken.
3. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 3
How might we explain this gap between expectations and present day reality? How, precisely, do executives anticipate a shift
of historic proportions and wide-ranging importance occurring absent of a strong commitment at senior levels? How will this
be achieved when fewer than half of the organisations represented by the survey have clear plans in place? Given the
extremely slow progress women have made at top leadership levels over the last two decades — despite often rapid progress
at lower levels — why would senior leaders expect the situation to shift dramatically in the two decades ahead?
A deep dive into the data reveals a kind of push and pull occurring as a range of factors support women’s advancement while
other factors act as a drag on their ascent. By examining the nature of these push and pull forces, and their mutual interactions,
we believe it’s possible to achieve a better understanding of how the positive scenario envisioned by participants might
become reality.
This report is presented in four sections:
PART I: PUSH FORCES identifies nascent shifts that have the potential to accelerate gender equality.
PART II: PULL FORCES addresses the major factors that prevent organisations from achieving gender equality.
PART III: GENDER-FORWARD PIONEERS (GFPs) examines the role of companies and leaders who are making diversity in senior
management a reality and are already ahead of the curve.
PART IV: GUIDELINES FOR GETTING TO GENDER EQUALITY offers specific recommendations for companies seeking to
prepare more women to assume C-level positions.
This framework brings fresh insights into a contradictory dynamic and points to an actionable path forward over the next 15
years. Weber Shandwick believes that understanding the nature of this dynamic is vital for companies given the substantial
and growing reputational and brand benefits that come with a strong gender-forward position.
Weber Shandwick is committed to providing unique insights into some of the most pressing issues facing organisations
today. We regularly conduct research on the communications and engagement challenges facing CEOs and C-level executives
and their effects on the workplace and communities in which they do business.
We are exploring the issue of gender equality in the C-Suite in order to identify how organisations can best address the
barriers that have deterred qualified women from moving into senior ranks. We do not mean to suggest that companies
should appoint women simply because of their gender. We also recognise that gender equality is just one of the many
important diversity issues facing companies today.
“[We] need to overcome the myth that senior leadership positions are not for
women. Women in such roles — and excelling at them — bring fulfillment,
honour and recognition to the company, its industry and society at large.”
— FEMALE NIGERIAN EXECUTIVE RESPONDENT
INTRODUCTION
4. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 4
In 2015, a global online survey was conducted among 327 executive respondents; an exclusive and hard-to-reach sample.
Fifty-five markets across six regions are represented in this research.
HOW WE DID THE RESEARCH
NORTH AMERICA
LATIN AMERICA
EMEA
APAC
Most existing research on gender equality assesses mid-level or senior managers rather than reflecting the views of executives
who run large companies. We wanted to get into the C-Suite so we could present the perspective of those at the top who have
the capacity to drive change directly. As a result, the sample weighs heavily toward men (71%), reflecting their proportional
dominance in senior executive positions. The sample is split nearly evenly between C-level or C-Suite executives (48%) and
executives just below them (52%), always drawing from at least the manager level. CEO perspectives are also represented,
with chief executives and chairpersons making up 9% of the total sample, which is an unusually high representation. The margin
of error for the full global sample is ±4.5 percentage points with 90% confidence.
Sampled executives work for companies ranging in revenue size (USD) from $250 million to more than $10 billion. We included
companies with $500 million or more in revenue in North America and Europe, and $250 million or more in revenue in other
regions. A mix of industries is represented.
Survey respondents represented 55 markets
5. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 5
PULL FORCES
Pulling away from equality
PUSH FORCES
Pushing towards equality
Year by which gender equality
expected to be achieved
2030
Media at the Vanguard
War for Talent Deepens
Emerging Recognition of ROI
Women Want it More
Millennials Expect No Less
Stakeholder Pressure:
the Ultimate Disruption
C-Suite Focus Elsewhere
Gender Pipeline Fatigue
The Glass Ceiling Remains Intact
Unequal Pay Undercuts Motivation
The study reveals a surprising level of complexity regarding the pressure points or forces that are pushing and pulling firms
toward different scenarios. These forces have the power to coalesce and create a tipping point in regard to gender parity at
senior levels.
It is our hope that by understanding the dynamic of these forces, organisations can identify their own roles in making
strides toward gender equality and, at the same time, be prepared for the momentous push forces taking shape now.
PUSH AND PULL FORCES SHAPING GLOBAL
GENDER EQUALITY IN THE C-SUITE
The Journey to 2030
“Despite a crowded pipeline of talented women eager to reach the C-level of organisations,
progress on gender equality remains slow. The good news, as our report will show, is that we are
now at a point reminiscent of past social movements that have unpredictably overcome periods of
inertia and passive support. Companies should therefore look beyond the passivity, confusion and
solution-a-day approaches. It is an imperative that they single out the most persuasive arguments
for gender equity and identify approaches that yield demonstrable results for their firms.”
— MICHO SPRING, CHAIR, GLOBAL CORPORATE PRACTICE, WEBER SHANDWICK
6. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 6
GFP
GENDER EQUALITY BYTHE NUMBERS
68%
Executives who say that public
attention to C-level gender
equality has increased in the past
three years; men more so than
women (71% vs. 60%)
C-level executives whose
companies do not have a
formalised goal for
achieving gender parity or
don’t know if they do
56%
Women executives who
believe women’s contributions
are undervalued by men 68%
Millennial executives who
state gender equality at
C-level is important to them;
far higher than Gen Xers or
Boomers (44% vs. 48%)
76% 2/3
Proportion of GFPs who
publicise gender
equality initiatives:
because it’s good for their
corporate culture and
reputation
through social media or
their website
2030
Year in which 73%
of executives estimate
global C-levels will reach
gender equality
TIPPING POINTTO GENDER
EQUALITY
#1 RANKED
ACCORDING TO MEN
Stakeholder
pressure
ACCORDING TO WOMEN
Laws to ensure equal
pay for men and women
who do the same job
Non-C-level executives very
interested in attaining a
C-level position
42%Executives at GFPs
who report their CEO
as the gender equality
advocate-in-chief
30%Executives who report
their companies
are Gender-Forward
Pioneers (aka GFPs)
76%
WOMEN
56%
MEN
increase in global media coverage
on women CEOs since 2010
3.5x
Source: Weber Shandwick, EIU
7. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 7
The research suggests that no single event is likely to incite a rush to gender equality at senior executive levels. Rather, we
expect pressure points to develop when six push forces align and create new patterns. Such an event may explain the optimism
of executives in the survey who believe that C-level gender parity will be achieved by 2030. Perhaps they expect that the
broader social environment will bring about change even if organisations themselves are unprepared.
Push #1: Media at the Vanguard
The media might plausibly be described as the “powerhouse of push” when it comes to driving gender parity at senior levels.
More than two-thirds of global executives (68%) have noticed an increase in public attention to the issue in recent years.
Of these astute executives, 59% of them cite media as the chief reason for this attention, a composite of traditional media
coverage (47%) and social media (26%).
Treating these media as part of a continuum makes sense, as social media has played a key role in sparking ongoing interest
in gender topics, keeping controversies and company achievements “hot.” This dynamic is most apparent when a senior
leader makes a controversial remark on the subject of gender that sets off a viral storm in social forums, forcing coverage by
mainstream outlets that may have otherwise been unaware.
Perceptions about increased media focus on gender parity reflect reality. For example, there has been a steady growth in the
number of global media stories about female CEOs over the past half-decade. While more articles on CEOs in general have
been published in the last five years, only those focused on women have shown a consistent increase.
PART I: PUSH FORCES
8. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 8
Important distinctions emerge when survey results are broken down by gender. First, men are significantly more likely
than women to have noticed an increase in attention (71% vs. 60%, respectively). Second, while 61% of men cite media
as the number-one reason for increased attention to the topic, 60% of women cite the growing influence of women, both
economically and in the executive suite.
Public attention to C-Suite gender equality
Top 3 reasons for increase of public attention (% among those who believe it has increased)
Global CEO media coverage
2010 – 2015; Global English Language Media Aggregated by Factiva
General CEO Coverage Female CEO Coverage
Indicates significant difference
* Represents the net of “more media coverage” (47%) and “more social media focus” (26%)
**Represents the net of “more women in executive positions” (39%) and “the increasing economic power of women” (33%)
Public attention has increased in the past three years (% agree)
GLOBAL EXECUTIVES
MALE EXECUTIVES
FEMALE EXECUTIVES
68%
71%
60%
GLOBAL Executives MALE Executives FEMALE Executives
#1 More media attention* (59%) More media attention (61%) Growing influence of women (60%)
#2 Growing influence of women** (56%) Growing influence of women (55%) More media attention (51%)
#3 The “war for talent” (27%) The “war for talent” (29%)
Success in some countries in improving
C-level gender equality (35%)
PART I: PUSH FORCES
# Female CEO Stories
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
# General CEO Stories
2010 2011 2012 2013 2014
Source: Weber Shandwick, EIU
9. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 9
This differential may be the result of men being more recently sensitised to gender issues, whereas women have paid more
consistent attention to their own evolving position. The proliferation of women’s leadership conferences, awards for women
business leaders, lists of best companies for women, rates of female CEO turnover, and debates on women “having it all” have
undoubtedly strengthened this awareness. Even so, men are inclined to attribute public attention to media influence rather
than crediting the growing power of their female peers.
In addition to raising awareness, increased focus on gender issues has also stirred a backlash, with 45% of executives
reporting that the media is too focused on gender parity, resulting in a perceived neglect for men’s concerns. Not surprisingly,
men are more likely to agree with this assessment than women. To some extent, this reflects a zero-sum mindset, in which
concern for one gender’s advancement is assumed to undermine the success of the other.
PART I: PUSH FORCES
“The media is too focused on equality for women, and neglects men’s career issues” (% agree)
45%
GLOBAL
Executives
39%
FEMALE
Executives
48%
MALE
Executives
The media is highly influential when it comes to analysing polarising issues and journalists are paying rapt attention to this
hot-button topic, so corporate leaders are advised to respect its impact. Organisations can therefore reap a reputational
benefit by clearly communicating their gender equality efforts. Four in 10 C-Suite executives (39%) report that their
companies actively share such information to enhance their corporate culture and public perception.
Push #2: War for Talent Deepens
Forty per cent of executives report being actively involved in gender equality efforts at their organisations. The primary
factors these advocates cite as sources of motivation are improving their company’s ability to attract and retain talented
women (46%) and serving as role models for talented women (40%). The McKinsey Global Institute estimates a shortage of 40
million highly skilled workers by 2030. They point out that equal employment of women would almost close that gap.4
As a
male executive respondent in Singapore observed, “Women leaders bring [an] opportunity to create a difference and to
become a mentor in that particular company and industry for other people and of course for women. Women also bring a lot of
balance and rationality to roles which can spark positive change in the company.”
Source: Weber Shandwick, EIU
10. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 10
PART I: PUSH FORCES
Reasons for being involved in efforts to help women advance into leadership positions at
company (% among those who get involved)
To improve our ability to attract and retain talented women
To serve as role models for other talented women to pursue a path to the top
Diverse perspectives lead to better financial performance
It’s the fair/just thing to do
Women make good leaders
To better understand the needs of a diverse customer and client base
To improve our corporate reputation
Company mandate/Corporate priority
Others asked me to get involved
Other
46%
40%
38%
37%
35%
24%
17%
15%
2%
8%
These top motivating factors fall roughly under the rubric of the War for Talent — the recognition that global organisations
need to draw from the widest possible base in order to recruit the talent required to give them a competitive edge. Since
women comprise an increasing percentage of tertiary (or college) students worldwide, and outnumber men in relatively wealthy
countries such as Iceland, the U.S., Russia, Argentina and Brazil, they constitute a vital element of this base.5
Yet female
attrition is thus a continuing challenge, as well as a bar to moving more women into the C-Suite. Research demonstrates that
having women in senior roles is important for younger high potentials because it helps them see themselves as future leaders.6
As female representation in the global workforce grows, company leaders should pay careful attention to what women
consider important when considering a new employer. The survey reveals:
• Women value a culture that supports their career advancement. More than four in 10 female executives (43%) — a rate
that is more than twice that of male executives (19%) — say that if they were to change jobs now, they would seek an
employer that values female advancement. At a time when worker talent is at a premium, companies need to weigh the risks
of losing senior women to more gender-balanced rivals.
• Women value balanced executive teams. The majority of female executives (71%) say that gender equality on their
company’s C-level team is important to them. As demonstrated in an earlier Weber Shandwick survey, The Female CEO
Reputation Premium, seeing women in top positions inspires women to pursue leadership roles themselves.
Source: Weber Shandwick, EIU
11. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 11
PART I: PUSH FORCES
“At Weber Shandwick, we have focused on isolating new drivers of corporate reputation as they emerge.
We have found that reputations are formed not only by traditional drivers such as product and service
quality, financial soundness, leadership, citizenship and talent, but also by newer factors such as global
reach and CEO and employee engagement. According to our new report, gender equality is now on the
brink of becoming a powerful driver of reputation.
Information about C-Suite gender equality is surely becoming more accessible. Social networks and
search engines can more easily assess companies on their gender equality practices. ‘Best of’ rankings
lists are already flourishing and there is no reason to believe that more of them will not be rating
corporate gender balance.
The writing is on the wall for companies. Achieving gender equality is highly likely to change from a
boardroom and executive issue to a consumer one and to do so soon. As media coverage, Millennials,
gender-forward pioneers and women make the gender issue ever more topical and urgent, consumers
will follow close behind.”
— LESLIE GAINES-ROSS, CHIEF REPUTATION STRATEGIST, WEBER SHANDWICK
Push #3: Emerging Recognition of ROI
Recent research has documented that diverse teams are far more effective in solving complex problems.8
An influential report
from McKinsey makes clear that diverse leadership skills, especially those skills most frequently demonstrated by women
such as people development and participative decision-making, are essential for global organisations seeking to adapt to
changing conditions as well as contributing to stronger organisational performance.9
According to those executives in the study who actively support gender parity initiatives at their companies, there are two
factors that incite their involvement that directly point to women’s contributions to the bottom-line success of organisations:
“Diverse perspectives lead to better financial performance,” cited by 38%, and “women make good leaders,” identified by 35%.
We see these findings as a sign that there is some senior-level awakening to the positive financial impact of gender diversity in
the highest levels of management.
How do diverse perspectives in the C-Suite bring additional value? By providing deeper understanding into women as a
powerful consumer segment. The prediction is that $20 trillion of consumer spending now controlled by women could climb to
as high as $28 trillion in the next several years.10
12. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 12
PART I: PUSH FORCES
Interest in attaining a C-level position (% among non-C-Suite executives)
Very Interested Somewhat Interested Not Interested
*Caution: Small base size
Indicates significant difference
The women’s market is clearly worth engaging for its economic power. The insights into this market from senior women
leaders only maximises the potential for succeeding. According to a report from the Center for Talent Innovation, “For
companies tasked with understanding female consumers, tapping women improves the likelihood of their success by 144%.
Having women among the firm’s innovators is but half the equation, however. Women’s ideas won’t translate into marketable
products or services unless leadership backs them. The study finds that a ‘speak-up’ culture, where all voices get heard and
everyone feels welcome to contribute, is indeed crucial to unlocking women’s insights.”11
An Austrian male executive in the study summed up his view on diverse perspectives: “At our company, we need a more
balanced mixture of styles and mental frameworks. We have a very ‘male’/financially oriented C-league. Perhaps a higher
proportion of female executives would give a push for a more holistic view.”
This ROI push force will have a multiplying effect over time: as returns on diverse perspectives in the C-Suite are measured,
documented and amplified by the media, more women will be invited to enter the senior rank.
Push #4: Women Want it More
The aspirations of women are a key push factor in the gender equality mix. One surprise in the data was that 76% of the non-
C-level female executives report interest in pursuing C-Suite positions compared with 56% of non-C-level men. Importantly,
interest in reaching the C-level does not diminish when female executives are parents; a finding that runs counter to the
dominant media narrative, which often continues to attribute women’s lagging performance in the C-Suite to their concern with
achieving “work/life balance,” or a reluctance to pursue ambitious goals.
FEMALE EXECUTIVES
4% 20% 76%
FEMALE EXECUTIVES
WHO ARE PARENTS*
0% 21% 79%
MALE EXECUTIVES
7% 37% 56%
Source: Weber Shandwick, EIU
13. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 13
“If you were recommending a C-level position at your company or elsewhere to a female
executive, what rewards of C-level leadership would you highlight, aside from the financial
rewards?” (open-ended responses, tallies of top responses shown)
Male Executives Female ExecutivesGlobal Executives
Personal/professional
growth/opportunities
18% 18% 18%
Benefits to the
company/industry
16% 17%
12%
Recognition/prestige/
respect
11% 10%
14%
Work-life balance/
flex schedules
9% 10% 8%
Compensation/security
5% 3%
9%
Make a difference/
influence/be a role model
38% 38% 39%
These results may indicate that the “lean in” attitude advocated by Sheryl Sandberg, chief operating officer of Facebook
and author, is more prevalent than commonly assumed. What might be motivating women in this regard and what might be
persuasive in sustaining their aspirations, given the persistence of glass ceiling constraints?
A partial answer to this question might be found in the responses from executives when asked, on an open-ended basis, to
describe how they would motivate a female executive to pursue a C-level role. By far the top rewards cited were to make a
difference or to serve as role models for other women. Responses were almost identical for men and women.
PART I: PUSH FORCES
Taken together, women’s high level of ambition and men’s and women’s perceptions of the factors most likely to
motivate women suggest that organisations frame their communications to reflect the fact that they are helping women
make a difference in the world and to other women eager to climb the corporate ladder.
Push #5: Millennials Expect No Less
While global executives on the whole predict that gender equality will be achieved by 2030, Millennials have even higher
expectations. More than eight in 10 members of this younger cohort (84%) anticipate equal representation of men and women
in the C-Suite by 2030, compared to 74% of Gen Xers and 66% of Boomers. Millennials, people born between 1981 and 1996,
are expected to have an outsized influence on the long-term prospects and reputations of the firms that seek to employ
them. The sheer size of this cohort, their innate social media literacy and the impact of the distinctive economic and social
Source: Weber Shandwick, EIU
14. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 14
Support for women to advance
into leadership positions is valued
in a potential employer
Gender equality at C-level in own
company is important
Gen Xers BoomersMillennials Indicates significant difference
76%
44%
48%
39%
21%
26%
Importance of gender equality on the personal level
Executives who estimate most large global companies will achieve gender equality in C-level
positions by 2030
Not only are Millennials more likely than other generations to anticipate the arrival of gender equality by 2030, they place
greater importance on gender equality issues. Millennials are significantly more likely than older cohorts to favourably
evaluate potential employers who support women’s advancement and to report that gender equality in their company’s C-
Suite is important to them. Employers should plan for Millennials to carry these values with them as they rise through the
corporate ranks. With their well-developed social media skills, they can easily find out which companies share their gender
equality-favourable values and seek them out or dismiss them as ideal or inadequate employers.
Several factors suggest that this generation will demand greater gender equality and firms would be wise to take their
concerns into account. According to Catalyst, a leading non-profit focused on providing opportunities for women in business,
more than half of U.S. and Canadian Millennial women do not feel that they are on an equal footing with men. They feel that their
gender negatively impacts the time until they receive a raise, the time until they are promoted, and their access to high visibility
“hot jobs.” 12
Employers cannot afford to disenfranchise this fast-growing and highly influential segment of the workforce and
marketplace. They need to build a culture of inclusiveness and ensure Millennial expectations for gender equality are not met
with disappointment.
2030 2030
BOOMERS
66%
2030
MILLENNIALS
84%
GEN XERS
74%
PART I: PUSH FORCES
environment in which they came of age will only strengthen their influence as they move up through the ranks to shape the pool
of C-level employees in the years ahead.
Source: Weber Shandwick, EIU
Source: Weber Shandwick, EIU
15. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 15
Push #6: Stakeholder Pressure: The Ultimate Disruption
Nearly half of global executives (44%) cite stakeholder pressure as the factor most likely to trigger a “tipping point” in regard
to C-Suite parity. Stakeholders may include board members, shareholders, vendors, partners, customers, clients or the
talent base an organisation needs in order to thrive. As has happened with the worldwide corporate responsibility
movement, companies may find that diversity in the senior ranks becomes a prerequisite for doing business with those
companies who abide by high diversity standards.
Corporate actions and broad social changes that would most likely trigger gender
equality in C-level positions — or be a “tipping point”
GLOBAL
Executives
MALE
Executives
FEMALE
Executives
Pressure from stakeholders such as board members, shareholders,
vendors, partners, job applicants or clients/consumers for gender
equality in leadership positions
44% 47% (#1) 39%
More positive examples of women CEOs in young adult books 42% 44% 36%
More female than male graduates from business or science, math
or engineering schools 39% 41% 35%
Laws to ensure equal pay for men and women who do the same job 39% 33% 55% (#1)
Universal provision of low-cost, high-quality child care 39% 38% 40%
Several visionary CEOs who are women, such as a female
Steve Jobs, Richard Branson, Carlos Slim or Li Ka-shing 38% 40% 34%
Widespread use of gender equality scorecards, ranking companies
by their representation of women in C-level positions 35% 33% 39%
One-fourth of Fortune 500 companies led by women CEOs 24% 22% 27%
A resurgence in girls-only/women-only education 12% 12% 13%
Eliminating all salary negotiations 11% 10% 14%
Senior women going on strike for a day 10% 10% 8%
Indicates significant difference
PART I: PUSH FORCES
Source: Weber Shandwick, EIU
16. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 16
Stakeholders increasingly demand accountability and transparency from firms. This is true for board members concerned
about liability, non-profits seeking partners and businesses considering acquisitions. Organisations can therefore gain a
strong competitive edge by positioning themselves on “best of” lists where respected companies can be identified and
indexed. Companies should also bear in mind the “blacklists” that inevitably arise in these indexes and ensure they have more
credits than debits on their gender equality ledgers.
Stakeholder pressure may even include board demands such as action for recruiting or grooming visionary female CEOs
equal in stature to the late Apple CEO Steve Jobs, Virgin founder Richard Branson, Grupo Carso Chair Carlos Slim or business
magnate Li Ka-shing — a feasible tipping point noted by 38% of executives. Presumably visionary women CEOs would also
increase attention paid to the subject of women leaders and add further fuel to the media focus described in Push #1.
One finding that we can’t overlook is this: stakeholder pressure was the push force men most likely cited, but legal protections
for equal pay ranked as women’s top trigger. This important fact will be discussed in the section on Pull Forces that follows.
PART I: PUSH FORCES
17. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 17
The push forces just described create an uneven but undeniable movement toward greater gender parity in the senior ranks
with the capacity to combine in unexpected ways, resulting in very sudden, rapid shifts in momentum.
Yet, the research reveals other factors, both internal and external, that create a counterpunch that slows forward movement.
There are four distinctive pull forces, all of which have the capacity to stall corporate agendas that support gender parity at
the C-level and prevent the issue from making it into a company’s plans in the first place. These pull forces present a caution
against the optimistic scenarios that executives seem to expect.
PART II: PULL FORCES
18. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 18
Factors that Executives Would Value if Evaluating a New Employer
C-Suite
Level Executives
Below C-Suite
Level Executives
Male
Executives
Female
Executives
Competitive pay/benefits 58% 75% 68% 64%
Opportunities for promotion/growth 53% 73% 65% 59%
Strong leadership/respected CEO 60% 53% 59% 49%
Collaborative environment 48% 52% 53% 43%(#5, tie)
Flexible work arrangements (such as
working remotely or flexible schedules)
47% 47% 46% 51%
Technologically advanced 40% 45% 43% 41%
Stable and established 35% 42% 39% 36%
Diverse workforce 31% 35% 35% 27%
Support for women to advance into
leadership positions
28% (#9) 24% (#9) 19% (#10) 43% (#5, tie)
A social or environmental purpose 26% 19% 23% 21%
Other 4% 1% 3% 1%
Flexible work arrangements are valued by both men and women at nearly the same rate (46% and 51%, respectively).
This finding suggests that the much-discussed “work/life balance” conundrum is not a woman’s issue, but a human concern
that companies need to address in order to attract and retain valuable talent.
Indicates significant difference between comparative subgroups
Pull #1: C-Suite Focus Elsewhere
The study reveals three specific and eye-opening ways in which the lack of C-level focus on gender parity is manifest.
• Not a make or break job requirement. Just 28% of C-level executives report that gender equality is something they would
value if they were considering a new employer, ranking second to last on a list of 10 company characteristics. This low
figure is weighted down by the high percentage of men, as 43% of women describe it as important. By contrast, only 19%
of male executives consider it a factor, making it their lowest articulated item in the question.
PART II: PULL FORCES
Source: Weber Shandwick, EIU
19. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 19
Increasing profitability
Leading, motivating and training employees
Engaging with shareholders, customers, clients or
regulators
Managing risk
Improving company reputation
Developing new products or services
Creating a diverse senior executive team
Opening new markets
Fostering a social or environmental purpose
Becoming more adept at using social media
64%
68%
50%
39%
49%
58%
49%
53%
47%
46%
46%
43%
39%
22%
36%
35%
26%
21%
23%
15%
Only 22% of non-C-level executives rank a diverse leadership team as a high priority on their leaders’ agendas, significantly
lower than what C-level reports. This differential suggests a serious communications gap on the issue between C and
non-C-levels, with top executive teams failing to articulate their values internally. This failure to communicate impacts
employee engagement since most employees have limited interactions with those at the most senior levels, and therefore
need frequent and clear communications on what matters to management.
• Not a C-Suite priority. Only 39% of C-Suite executives agree that creating a diverse executive team is a priority for
their organisations, ranking it seventh among a list of 10 major concerns.
High Priorities of Company’s Executive Team
Below C-SuiteC-Suite Indicates significant difference
PART II: PULL FORCES
Source: Weber Shandwick, EIU
20. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 20
The passivity of global C-Suites to take concrete action is a blunt and unsettling indication of the status of today’s gender
equality initiatives. In reviewing the survey data, we were surprised to not find more evidence of commitment.
Pull #2: Gender Pipeline Fatigue
Female executives’ perceptions of how they are viewed and how far they can really progress may be languishing. Years of
promises accompanied by extremely slow progress in achieving C-level positions have clearly had a discouraging effect. This
pull force counteracts directly with Push #4 (Women Want it More) which demonstrates the high aspirations of women outside
the C-Suite. This counteraction is an example of how the push and pull forces can cancel one another out, creating a state of
inertia. This is one reason push forces will need to coalesce in order for progress to be made.
• No formal goals. Given the lack of focus on this issue, it isn’t surprising that fewer than half of C-Suite executives (44%)
report that their companies have stated clear goals for achieving gender balance. This means that the remainder, 56%,
either have no stated goals or are unaware of whether they do or not. Those companies with formal goals tend to be
those that produce the highest revenues of $10 billion or more.
Company has a formal, stated goal of improving gender equality in C-level or senior management
positions
PART II: PULL FORCES
“The story is: ‘Do I have work-life balance challenges? Absolutely.
And did I say that in my exit interview? Absolutely, because it’s
a reality. However, what caused me to leave was that I didn’t feel
valued. And I didn’t feel like there was a future progression of my
career within this company and within this firm.’”
—BARBARA ANNIS, FOUNDER OF THE GENDER INTELLIGENCE GROUP
THE ATLANTIC, JULY 27, 2015
Indicates significant difference
7%
49%
44%
17%
40%
43%
C-SUITE BELOW C-SUITE
Yes No Don’t know Source: Weber Shandwick, EIU
21. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 21
The female executives surveyed have been sobered by
decades spent in the pipeline watching few women make it to
the top. They express skepticism about the capacity of their
organisations’ abilities to appreciate women’s capabilities to
contribute at strategic levels. For example:
• 68% of women executives believe women’s contributions
are undervalued by men
• 47% believe their careers would have been more
successful if they were men
• 42% agree with the statement that women need to act like
men in order to succeed in business
Together these findings suggest that organisations have not
undergone the cultural adaptation needed to become places
in which women at all levels believe they might truly flourish.
Affirmations of their commitment to progress may be offset
by senior level behaviours that suggest the organisation is
not ready for significant change. Specific instances of
women being passed over for promotion may cause a ripple
effect, discouraging female colleagues from considering
paths to advancement.
Sixty-six per cent of C-Suite executives report that the chief
reason they would encourage women to pursue a C-level
position is professional growth and challenge. As one female
executive in the UK said in response to an open-ended
question on this topic: “A C-level role enables you to influence
the strategic direction that the company is taking and to
enjoy the sense of achievement in seeing that influence make
a difference to the (company), not just in terms of financials
but also in the value the organisation provides to all of its
stakeholders.” By emphasising the intrinsic satisfactions that
leadership positions provide, companies can demonstrate
their understanding of women’s desires to make a
contribution, which research demonstrates is particularly
strong in women.13
Pull #3: The Glass Ceiling Remains Intact
The survey confirms that there is a chokepoint for women’s
careers at the most senior level, a phenomenon widely known
as “the glass ceiling.” Global executives agree that women in
PART II: PULL FORCES
Who has the most difficulty advancing to more
senior levels? (% among global executives)
40%
MALES
in senior
management
MORE SENIOR LEVELS
32%
FEMALES
in mid-
management
30%
MALES
in mid-
management
FEMALES
in senior
management
55%
senior management have difficulty advancing to higher-level
positions (55%), with far fewer reporting similar difficulties
for senior men (40%). Conversely, women and men are
equally challenged when it comes to moving up from middle
management positions.
Men and women differ on what causes this chokepoint. More
than four in 10 of those male executives (42%) who believe it
is difficult for women to ascend to the highest positions cite
Source: Weber Shandwick, EIU
22. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 22
the lack of women qualified to fill leadership positions as the chief reason they fail to advance. By contrast,
approximately the same number of female executives (40%) name informal networks and communications styles
favouring men as the top barrier. Not only do women perceive this innately cultural barrier as their number-one obstacle,
it also ranks far ahead of other impediments. This barrier is not lost on male executives, as they rank it as the second most
pervasive obstacle to women’s advancement.
The difference in male and female perceptions of the glass ceiling strikes us as highly significant. While both believe that
a chokepoint affects senior women more strongly, the lack of agreement on what causes it is bound to hinder the effort to
identify remedies. This lack of consensus speaks directly to both the rationale and the motivation for supporting women’s
C-level aspirations and so may be the weightiest of all pulls surfaced by the survey.
Obstacles for women advancing from senior management to C-Suite (% among those who report
it is difficult for women in senior management to advance at their companies)
There aren’t enough qualified women in the
management pipeline
Informal networks and communication
styles favour male candidates
Male managers are not focused on this issue
The business case for boosting gender equality
has not been made clear
My company does not sufficiently support
working mothers
Women don’t put themselves forward
It is not a priority for our CEO
Executives are not encouraged to move into
C-level positions
Female managers are not focused on this issue
Unequal pay or financial incentives for equal work
Female ExecutivesMale Executives Indicates significant difference
42% (#1)
23%
40% (#1)
33%
7%
18%
10%
9%
13%
14%
15%
25%
17%
21%
18%
19%
20%
16%
29%
21%
PART II: PULL FORCES
Source: Weber Shandwick, EIU
23. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 23
Women’s opinions on the nature of tipping points is a key finding with many implications for organisations. For one thing,
it demonstrates that a majority of women believe progress toward equality must be legislated rather than driven by
organisational commitments. As a corollary, it suggests that women do not trust leaders in their companies to make
significant progress toward gender parity at C-levels absent a legal mandate.
Pull #4: Unequal Pay Undercuts Motivation
Our fourth pull force addresses the controversial issue of equal pay, and women’s tendency to view it as a barrier to gender
equality so entrenched that it can be remedied only through legislation.
As seen by Pull #3, women executives are more likely to report that unequal compensation hinders women’s advancement
opportunities (18% women vs. 7% men). This indicates that women executives do not believe that the economic payoffs of
competing for a top position will be the same for them as for men, a factor that may undermine their motivation to advance.
When we assess the tipping points for triggering gender equality, women name enactment of equal pay laws as having the
greatest impact. A sizeable 55% view it as key to progress by an unusually wide margin of 15 percentage points over their
second ranked tipping point of provision of universal low-cost, high-quality childcare (40%).
Corporate actions and broad social changes that would most likely trigger gender equality in
C-level positions — or be a “tipping point”
Laws to ensure equal pay for men and women who do the same job
Universal provision of low-cost, high-quality child care
Pressure from stakeholders such as board members, shareholders,
vendors, partners, job applicants or clients/consumers for gender
equality in leadership positions
Widespread use of gender equality scorecards, ranking companies
by their representation of women in C-level positions
More positive examples of women CEOs in young adult books
More female than male graduates from business or science,
math or engineering schools
Several visionary CEOs who are women, such as a female Steve
Jobs, Richard Branson, Carlos Slim or Li Ka-shing
One-fourth of Fortune 500 companies led by women CEOs
Eliminating all salary negotiations
A resurgence in girls-only/women-only education
Senior women going on strike for a day
55%
Female Executives
40%
39%
39%
8%
13%
14%
27%
34%
35%
36%
PART II: PULL FORCES
Source: Weber Shandwick, EIU
24. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 24
The sample size enabled us to identify companies in which leadership teams were more gender-diverse and in which diversity
at the top was a senior management priority. Three in 10 of the global executives report that their companies make diversity
in senior management a high priority. How is this leading-edge segment focused toward balancing their C-Suites when others
are not? In this section, we share their practices and perspectives. As will be apparent, these cultures “breathe” gender
equality.
• GFPs make it formal. Organisations that place a high priority on diversity in senior management are more likely than those who
assign it a lower priority to have formalised goals for improving gender equality (58% vs. 37%, respectively).
• GFP champions infused at the top. At GFPs, 42% of CEOs are leading the way compared to 21% at non-GFPs. This CEO-level
involvement has a ripple effect. Companies whose CEOs are “chief equality officers” also have a highly involved executive
team: 62% of executives at GFPs are involved in helping women advance vs. 31% of executives at non-GFPs.
• GFPs share the news. These trailblazers are making strides and they want to be recognised for those strides. Nearly seven
in 10 (68%) publicly share information about their gender equality efforts, oftentimes employing an online component:
Two-thirds of those who publicise initiatives use social media or their websites to communicate their efforts (67%) and do
so because it’s good for their corporate culture and reputation (63%).
• GFPs implement and execute more. The survey presented executive respondents with a list of 16 actions and asked how
many their company was utilising. At least half the firms that make diversity a high priority take 13 of the 16 actions,
compared to just four taken by half the non-GFPs. The measures most frequently offered by both groups are flex-time and
parental leave, suggesting that these are “table stakes” for quality employee engagement these days rather than impetus
for gender equality progress. This may also explain the recent spate of many companies lengthening the amount of parental
leave they are offering their employees.
PART III: GENDER-FORWARD PIONEERS (GFPs) —
ON THE LEADING EDGE
25. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 25
The more important insight comes from evaluating how different GFPs are from non-GFPs. The diversity-
focused organisations are dramatically more likely to take the following actions:
1. Make gender equality a performance review measure
2. Be evaluated and advised by third parties on their gender equality practices
3. Create a gender-forward committee
These are standout activities that signal dedication to progress.
The push actions of these forward-moving firms are paying off. More than one-quarter (27%) have a woman CEO, and
executives at these companies are more likely to say it is easy for women to advance than it is difficult (51% vs. 42% — a
complete reversal from the full global sample’s perceptions of 36% vs. 55%).
GFP
Executives
Non-GFP
Executives GAP
Gender equality progress is factor in managers’ performance
reviews 62% 38% +25
Undergoes external gender equality evaluation 52% 29% +23
Created employee committee to implement advancement
opportunities
56% 35% +21
Conducts internal surveys on leadership advancement 56% 40% +16
Provides elder care support 45% 30% +16
Set targets/quotas 51% 36% +15
Increasing recruitment of women 63% 49% +15
Has online platform to share career advice 47% 33% +14
Offers flexible work arrangements 74% (#1) 61% (#1) +13
Recognises accomplishments 52% 39% +13
Provides developmental training 57% 45% +12
Gives senior women stretch assignments 52% 40% +12
Offers mentor or sponsor programmes 59% 49% +9
Provides onsite daycare /tuition assistance for working parents 48% 40% +8
Provides parental leave after a birth to either parent 68% (#2) 65% (#2) +3
Offers extended paid parental leave to primary caregiver 52% 58% -6
Actions companies take to address gender equality
MOSTDIFFERENTMOSTSIMILAR
PART III: GENDER-FORWARD PIONEERS (GFPs) — ON THE LEADING EDGE
Source: Weber Shandwick, EIU
26. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 26
BY THE NUMBERS: SPANNING THE GLOBE
Executives who predict gender equality in the
C-Suite will be achieved by 2030
*Caution: small base size
NORTH AMERICA
EMEA
APAC
77%
59%
84%
Women executives believe that their contributions
are under-valued by men
NORTH AMERICA
EMEA
APAC
56%*
74%*
77%*
C-level executives whose companies do not have
a formalised goal for achieving gender parity or
do not know whether one exists
NORTH AMERICA
EMEA
APAC
47%
68%
49%
Executives who say that public attention to
C-level gender equality has increased in the
past three years
NORTH AMERICA
EMEA
APAC
53%
72%
76%
Actual increase in media coverage on women CEOs since 2010 (English)
Executives who agree with the statement, “The media is
too focused on equality for women and neglects men’s
career issues”
NORTH AMERICA
EMEA
APAC
51%
44%
44%
+78%
APAC
+115%
EMEA
+54%
NORTH
AMERICA
Source: Weber Shandwick, EIU
27. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 27
BYTHE NUMBERS: SPANNING THE GLOBE
#1 tipping point to reaching gender equality in the
C-Suite, according to women
#1 tipping point to reaching gender equality in the
C-Suite, according to men
*Caution: small base size
Laws to ensure equal pay for
equal job* — NORTH AMERICA
Laws to ensure equal pay for
equal job* — EMEA
Universal low-cost, high-quality
childcare* — APAC
More female than male business
or STEM grads— NORTH AMERICA
Stakeholder pressure — EMEA
Positive examples of women
CEOs in young adult books — APAC
Executives who report their companies are
Gender-Forward Pioneers (aka, GFPs)
NORTH AMERICA
EMEA
APAC
31%
21%
40%
#1 ranked obstacle to women advancing into the C-Suite (among those who report it is difficult for senior women
to advance at their companies)
Not enough qualified
women in the management
pipeline
— NORTH AMERICA
Informal networks and
communication styles
favour male candidates
— EMEA
GFP
Not enough qualified
women in the management
pipeline
— APAC
Source: Weber Shandwick, EIU
28. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 28
The pressure points leading to greater gender equality are gathering steam. Companies and their leaders will want to stay
ahead of the curve. Weber Shandwick provides the following eight guidelines for achieving gender balance based on what we
learned from global executives. Here are recommendations for how companies can proactively navigate bringing more women
into their upper ranks :
PART IV: GUIDELINES FOR ACHIEVING
GENDER EQUALITY
1 FOLLOWTHE LEADERS. METRICS MATTER. It is good practice to find out which organisations have planted a stake in
the ground on achieving gender diversity and begin modeling their habits. The research tells us that leading companies trying
to tackle the pipeline paradox experiment with myriad ways to get more qualified women into the upper ranks. These gender-
forward pioneers are willing to measure their progress, commit to measurable goals and be transparent about their
successes and disappointments. In short, they understand that any headway on gender equality is going to be built on a
foundation of metrics that demonstrate accountability, incremental though these may be. They are measuring for the future.
2 CEO CHAMPIONS NEEDED. A CEO who supports senior level gender parity creates a cascading effect that builds
commitment throughout the organisation and isolates the naysayers and laggards. Conversely, a CEO who does not actively
support this goal sends a message that gender parity is not a priority. Top leadership also needs to assure that internal
communications on this priority are clear and robust so the messages get heard throughout the organisation. When it comes
to succession planning, boards should consider asking candidates about their past efforts in finding qualified C-level women
and providing them with the opportunities and training they need to climb the corporate ladder.
3 VALUE YOUR TALENT. The war for talent is real and companies can no longer afford a gender brain drain if they are to be
competitive. First, organisations need to recognise and address ways in which their cultures may be alienating women. Second,
male executives need to better understand the tangible and intangible reasons for bringing more women onto executive.
29. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 29
teams and retaining them. Third, organisations need to respond to women executives’ calls for more professional growth
and challenges, opportunities to be role models and the guarantee of equal pay for equal work. The latter is considered the
top inflection point cited by women to overcome gender inequality.
THE MEDIA AS ACCELERANT. IGNORE AT YOUR OWN RISK. Traditional and social media are critical catalysts in
hammering home the importance of societal issues. The media can create a powerful chain reaction and nudge public opinion
out from the margins into the mainstream. We have seen how the media has had a hand in reporting on early debates about
climate change, LGBT, gender mutilation, AIDS/HIV, obesity and corporate social responsibility, all of which are now worldwide
mainstream concerns. Whereas gender equality might not be at the top of corporate agendas in 2015, leaders are advised to
pay attention to how the winds of public opinion are shifting and how the media is chronicling every argument for change. The
smartest companies will keep close track of this rapidly changing movement and have a voice in the conversation.
COMMUNICATE, DON’T EQUIVOCATE. As the media continues to report on gender equality wins and losses at the upper
rungs of business, companies should consider communicating on the strides they are making. Regardless of where they
fit on the gender diversity spectrum, competitors will be taking advantage of their own achievements and looking to earn
first-mover status. Gender-forward pioneering companies are not remaining silent and female executives considering new
employers will be evaluating women’s leadership opportunities at those companies. This should provide sufficient rationale for
communicating corporate values and commitments internally and externally.
DEVELOP YOUR WOMEN’S LEADERSHIP VISIBILITY. IF YOU’VE GOT IT, FLAUNT IT. Women executives say it’s important
to them that their own company’s C-level teams are gender-integrated. Just seeing female faces on the executive team web
page can go a long way, whereas an image search that reveals only or primarily male faces at the executive level will also
send a message. Visual influence plays a significant role in employer branding, so audit your company profile on and offline
to determine how balanced you appear to candidates. Having a female CEO is particularly important to women executives.
In Weber Shandwick’s The Female CEO Reputation Premium study, we found that when female executives work for a female
CEO, their interest in the company and interest in becoming a CEO climbs. An executive visibility plan for a company’s female
leaders is imperative in today’s visually influenced and social world.
THE SCORECARDS AND LEAGUE TABLES ARE ARRIVING. PURSUE HONOURS OF RECOGNITION AND LEVERAGE THEM.
Gender equality has all the signs of becoming a potent reputation driver in the years ahead. As gender diversity scorecards
arrive en masse and companies self-report in greater numbers, diversity in the C-Suite will be propelled forward as an
important and tangible driver of brand and CEO reputation. Just as being a “best place to work” has emerged as a top priority
for CEOs eager to attract and retain the best talent, companies should expect a similar surge in regard to gender diversity
in the C-Suite. There will be fierce competition for these scorecards as the global economy improves and the war for talent
extends to countries around the globe.
8 USE STORYTELLING TO CRAFT A COMPELLING NARRATIVE. Organisations need to make a clear and compelling case
about the advantages of aspiring to C-level roles. They can benefit by emphasising a rationale in encouraging women to
aspire to leadership positions and effectively tap into that large 76% of non-C-level women who have strong interest in
reaching the top echelons of management.
4
5
6
7
PART IV: GUIDELINES FOR ACHIEVING GENDER EQUALITY
30. Gender Equality in the Executive Ranks: A Paradox — The Journey to 2030 Page 30
CONCLUSION
In this report, we have outlined a number of factors that are pushing gender equality forward and pulling it back. We have
looked at how the collision of these forces might significantly shift the distribution of men and women in top positions
between now and 2030. Among the most significant factors pushing us forward are the power of the media, pressure from
stakeholders, the huge cohort of Millennials and the influence of CEO champions and gender-forward pioneers as well as
evolving attitudes among men and women at every level in organisations. Points of resistance include the lack of C-Suite
support, gender pipeline fatigue, the continued seeming-impenetrability of the glass ceiling, pay inequity and confusion over
how to best move forward.
Weber Shandwick recommends that business leaders and their organisations consider the insights and ideas recommended
in our Guidelines for Achieving Gender Equality to stem the drain of talented women from the pipeline. We encourage these
leaders to act promptly rather than continuing along a business-as-usual path that will leave them without a pool of women
ready to move into senior positions or in a situation where they need to defend their reputations in the years ahead.
The survey indicates that some arguments are getting through, since nearly four in 10 executives (38%) involved in
advancement efforts for women are aware that gender diversity drives better financial performance. We expect data such
as these to increasingly penetrate the executive ranks. Yet there is still much work to be done, given that gender diversity
ranks 7th among priorities for global executive teams and that male executives believe the chief obstacle to C-Suite parity is
insufficient numbers of qualified women in the pipeline.
These results should create a sense of urgency: Clearly, there is no time to lose if companies are to achieve anything close to
gender parity in top positions by 2030.
ENDNOTES
1
Credit Suisse Research Institute, “The CS Gender 3000: Women in Senior Management,” 2014
2
Weber Shandwick and KRC Research, “The Female CEO Reputation Premium? Differences & Similarities,” 2015
3
The Grant Thornton International Business Report, 2015
4
McKinsey Global Institute, “The world at work,” 2013
5
UNESCO, Global Education Digest 2010
6
“Women Rising: The Unseen Barriers” by Herminia Ibarra, Robin J. Ely, and Deborah Kolb, Harvard Business Review, September 2013
7
“Groups of Diverse Problem Solvers Can Outperform Groups of High Ability Problem Solvers,” by Lu Hong and Scott E. Page, Proceedings of
the National Academy of Sciences, US, November 2004
8
“Groups of Diverse Problem Solvers Can Outperform Groups of High Ability Problem Solvers,” by Lu Hong and Scott E. Page, Proceedings of
the National Academy of Sciences, US, November 2004
9
McKinsey & Company, “Women Matter II: A Competitive Edge for the Future,” 2008
10
Women Want More: A Revolutionary Opportunity, by Michael J. Silverstein and Katharine Sayre, 2008
11
Center for Talent Innovation, “Innovation, Diversity and Market Growth,” 2013
12
Catalyst, “Revealing the Real Millennials: Career Expectations,” New York: Catalyst, July 13, 2015
13
The Female Vision: Women’s Real Power at Work by Sally Helgesen and Julie Johnson, Berrett Kohler, 2010
31. Jack Leslie
Chairman
Weber Shandwick
jleslie@webershandwick.com
Andy Polansky
CEO
Weber Shandwick
apolansky@webershandwick.com
Gail Heimann
President
Weber Shandwick
gheimann@webershandwick.com
Cathy Calhoun
Chief Client Officer
Weber Shandwick
ccalhoun@webershandwick.com
Sara Gavin
President, North America
Weber Shandwick
sgavin@webershandwick.com
Tim Sutton
Chair, EMEA and Asia Pacific
Weber Shandwick
tsutton@webershandwick.com
Colin Byrne
CEO, UK & EMEA
Weber Shandwick
cbyrne@webershandwick.com
Baxter Jolly
CEO, Asia Pacific
Weber Shandwick
bjolly@webershandwick.com
Laura Schoen
Chair, Latin America and President,
Global Healthcare Practice
Weber Shandwick
lschoen@webershandwick.com
Chris Perry
President, Digital
Weber Shandwick
cperry@webershandwick.com
Micho Spring
Chair, Global Corporate Practice
Weber Shandwick
mspring@webershandwick.com
Leslie Gaines-Ross
Chief Reputation Strategist
Weber Shandwick
lgaines-ross@webershandwick.com
Bradley Honan
CEO
KRC Research
bhonan@krcresearch.com
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