This document summarizes a presentation on boosting female leadership in global organizations. It begins with figures showing that organizations with more female leadership and more women on boards tend to outperform financially. However, women are underrepresented in corporate leadership positions. Common reasons for the leadership gender gap include lack of confidence, stress from disproportionate pressures, and lack of strong professional networks for women. The document calls for actions by employers to close the gap such as minimizing bias, providing sponsorship opportunities, and implementing career development programs. It provides examples of initiatives from various global companies and organizations to promote women's leadership. The presentation concludes with advice and inspiration from successful female business leaders.

1. BOOSTING THE FEMALE LEADERSHIP IN GLOBAL ORGANIZATIONS
LILIAN CRISTHINE SAUD
MSc Computer Science & Electrical Engineering, PMP
Sr. Manager, Innovation&Technology Office at Oracle

2. Employers
1
Roles
2
 SW Engineer
 IT Consultant
 Project Manager
 Delivery Manager
 Sr Proactive Manager
 Sr Manager at Proactive Support Delivery
 Responsible for Systems Support Automation
Quality
 OWL Chile Community leader
Current Role
4
 Joined 2010 as
Support Manager
 Sr Manager
Oracle
3
 Commitment
 Collaboration
 Sense of Urgency
 Thorough Analysis
What I Value Most
5
Computer Science Engineer
MSc Electrical Engineer&Computer Science
MyJourney

3. Figures on Women Leadership Roles
Leadership Gender Gap Reasons
Common Identified Course of Action
Call to Action
Global Organization Initiatives on Women Leadership
Oracle Women Leadership
Take-aways
Gender Balance & Business PerformanceAgenda

4. FiguresonWomenLeadership

5. Where women are over 30% of the top leadership, organizations performed higher
on nine different metrics, including financial, vision, values, leadership,
accountability and innovation (1)
Organizations with more women on boards outperformed their counter parts by
34% as measured by revenue (2)
FiguresonWomenLeadership
(1) Is There A Payoff From TopTeam Diversity? (McKinsey 2012, Thomas Barta, Makus Kleiner, Tilo Neumann)
(2) Women in the Executive Suite Correlate to High Profits (European Project on Equal Pay, Adler, Pepperdine)
Gender Balance & Business Performance

6. FiguresonWomenLeadership Gender Balance & Business Performance
Yet, women are sub represented in the corporate pyramid

7. 0%
2%
4%
6%
8%
10%
12%
Women
Men
Women in the Workplace 2015, LeanIn.Org and McKinsey & Company
FiguresonWomenLeadership
while women participation is almost 50% in the entry level, that does not
reflect in the upper levels
Yet, women are NOT leaving the
companies at a higher rate than men
Women and Men Leaving Companies
Lack of Confidence

8. Confidence is an attribute women themselves identify as the key to leadership
success.. Yet, % women answered they do not feel confidence
(79%) seeking mentors
(76%) asking for access to senior leadership
(76%) pursuing a job opportunity beyond their experience
(69%) asking for a career path plan
(65%) requesting a promotion
(61%) requesting a raise
(56%) asking for a new role or position
KPMG Women’s Leadership Study 2015- 3,014 U.S. women (2,410 professional working women and 604 college women)
Lack of ConfidenceLeadershipGenderGapReasons

9. Lack of ConfidenceLeadershipGenderGapReasons

10. Organizational Culture
Women in the Workplace, McKinsey&Leanin.org, 2015
The path to leadership is disproportionately stressful for women.
Women are more likely to cite “stress/pressure” as a top issue, regardless of age and
marriage status
…men typically attribute their success to innate qualities and skills, while women often
attribute theirs to external factors such as “working hard,” “getting lucky,” or “help from
others.”
…If a woman is competent she does not seem nice enough, but if she seems nice, she is
considered less competent.
…women are typically hired and promoted based on what they have already
accomplished while men are hired and promoted based on their potential
LeadershipGenderGapReasons

11. The path to leadership is disproportionately stressful for women.
LeadershipGenderGapReasons Lack of Confidence

12. Lack of a Strong Professional Network
Women in the Workplace, McKinsey&Leanin.org, 2015
women and men agree that sponsorship is vital to success and
advancement
men predominantly have male networks, while women have mostly
female or mixed networks.
given that men are more likely to hold leadership positions, women
may end up with less access to senior-level sponsorship
LeadershipGenderGapReasons

13. Lack of a Strong Professional NetworkLeadershipGenderGapReasons

14. minimize gender bias in hiring and performance reviews
tap women and men equally to take on high-profile assignments and
new opportunities
internal programs to support and boost women career planning
 training to diversify skills and increase confidence
 effective mentoring
 build empowered and effective networks with the express goal of
generating opportunities for women’s leadership growth
ClosingtheGap Call to Action - Employers

15. WomenLeadershipOrganizations
Maturity
Level 1
• “it does not
apply to my
business”
Level2
• “something
should be
done”
Level 3
• adhoc
diversity
programs
Level 4
• Clear
objectives,
strategies
and
metrics
Level 5
• Gender
equity
translate
into $$$
Global Corporations & Women Leadership Programs

16. WomenLeadershipOrganizations
Maturity
Global Corporations & Women Leadership Programs
Female representation on the Oceania Executive increasing from
0% in FY08 to 27.3% in FY14
Since the gender diversity program implementation, 5 women
appointed to the board (5 out of 10)
Active female hiring program
30% of all areas must be fulfilled by Women

17. High Management Support
Since 1996
+ 70 countries
Regional collaboration among communities
Local communities leaded by Volunteers from different line of business
Local autonomy/budget to create and implement activities
Alliances with other women leadership organizations
Current cycle focus: role models (“Women Moving Mountains”)
Next Steps: mentoring pilot program
OracleWomenLeadership Oracle Women’s Leadership Program
Copyright © 2014 Oracle and/or its affiliates. All rights reserved.

18. OracleWomenLeadership Oracle Women’s Leadership Program - Chile
Copyright © 2014 Oracle and/or its affiliates. All rights reserved.

19. Business
Top down consistent support to women career development
Gender gap closure seen as a business competitive advantage
Female Employees
Engagement on career development programs
Strategic thinking when it comes to career development
Networking, networking, networking
“Own your career. Don’t wait for someone to tap you on the shoulder
and present an opportunity to you.”
Lynne Doughtie, U.S. Chairman and CEO-elect, KPMG
TakeAways Take Aways

20. “My greatest inspiration is my mother, the bravest person I ever knew. She overcame
incredible odds, worked while raising two kids, and made it all look incredibly simple. Even
in her final days succumbing to cancer, she fought like a champion”
Safra Catz
Oracle CEO

21. “What would you do if you weren't afraid?”
Sheryl Sandberg
CFO Facebook

22. Ursula Burns
Chairman and CEO, Xerox
“I didn´t learn to be quiet when I had an opinion.
The reason they knew who I was is because I told them.”

23. Virginia Rometty
CEO of IBM
“Don´t let others define you.
You define yourself!”

24. Susan Wojcicki
CEO of YouTube
“Work smart. Get things done.
No nonsense. Move fast.”

25. “Speak directly and clearly.
Clarity really helps people to
follow where you are trying
to lead them.”
Renée James
President of Intel

26. Padmasree Warrior
CTO and Strategy Officer, Cisco
Systems
“I always tell women to use the
fact that we offer a different
point of view in a room full of
men, to their advantage.”

27. Rise, Patty Azzarello
Presence, Amy Cuddy
Lean In, Sheryl Sandberg
SuggestedBooks

28. Thanks!!
://cl.linkedin.com/pub/lilian-cristhine-saud/2/408/786