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GIRLS
ALLOWED
How a renewed focus
on culture can break
the diversity stalemate
EXECUTIVE
SUMMARY
The argument is clear: ‘More women in business equals better
business’. The link between financial performance and gender
diversity has been researched and reported on over the last
decade and is now widely acknowledged to be a simple truth.
At the same time, however, high-profile attempts to accelerate women
up the organisational ladder have had only a minor impact on diversity
statistics. Shell became the latest corporate giant to admit the topic
‘needed a little bit more time’ when non-executive chairman Jorma
Ollila said the company was still searching for “females who really
have the ability to contribute” to the board.
So we asked the question: “are we missing something here?”
In a nutshell, the answer our research led us to is ‘culture’.
Organisational culture has been largely overlooked in the gender
diversity debate. Research shows that a high-performance culture
is critical to success, yet certain cultural conditions – such as long
hours and a lack of flexible working – have been identified as barriers
to greater diversity. Organisations may employ programmatic
interventions to address these challenges, but the problems are
often created by an ingrained workplace environment.
Studying the performance and workforce equality of 50 leading
organisations, we asked, “what is the relationship between
high-performance cultures, the number of women on executive
teams and the gender diversity challenge? Are high-performance
cultures and gender diversity mutually exclusive?”
Our findings
indicate that:
1.	 a high-performance culture is more
likely to exist when there is gender
diversity at the most senior level
2.	 organisations with the strongest
cultural and financial performance
also have the highest proportion of
women on their executive boards
3.	 high performance cultures could hold
the key to creating the conditions for
women to be more willing and able
to rise to the top in organisations.
1GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
CONTENTS
EXECUTIVE SUMMARY	1
GIRLS ALLOWED	4
Despite incentives, diversity is happening too slowly	4
Previous research has underestimated the importance of culture	6
OUR INSIGHTS	7
What we found	7
Our approach	7
The virtuous circle: culture, diversity and performance	9
Is it too late to change your culture?	12
SO WHAT DO WE RECOMMEND?	14
Start with the organisation’s culture	14
Focus on building talent from within – and this means challenging roles	14
Challenge the language of merit	15
Look to the future	15
BIBLIOGRAPHY	16
Acknowledgments
Thank you to Denison Consulting for their help
with and contribution to this piece of research.
3GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
GIRLS
ALLOWED
Robert, the Head of Talent, has invested
thousands of pounds and hundreds of
hours in programmatic interventions to
crack his organisation’s gender diversity
challenge. The combination is a familiar
one: leadership programmes designed
to move women through the business
and into more senior positions, flexible
working benefits to allow for work-life
balance and targeted interventions
designed to make things easier for
women to progress in their careers.
However, the outcome is also familiar.
This combination of measures has an
effect but the result falls way short of
the ambition.
So despite hundreds of ‘Roberts’ across
the world seemingly doing all the right
things and ticking all the right boxes,
why are organisations only a small way
up the road to cracking the problem?
Despite incentives, diversity
is happening too slowly
More women in business means better business
A great deal of research has focused on the link between gender
diversity and its positive impact on business performance. In particular,
a significant relationship has been established between the presence
of women on boards and a stronger financial performance.
One prominent piece of research (Credit Suisse Research Institute,
2012) found that, with respect to rises in stock price, organisations
with at least one woman on the board outperformed boards consisting
of only men by 26% over the course of a six-year period.
In our recent exploration of culture, gender and performance, we
also found a positive correlation between a broader measure of total
shareholder return (TSR) and the presence of women on the board.
The pace of change is insufficient
Despite this evidence, a 2011 report into the representation of women
at board level in the UK identified that “at the current rate of change
it will take over 70 years to achieve gender-balanced boardrooms in
the UK”.
Data shows that 46% of UK companies listed on the FTSE All Share
Index have no women on the board. This picture is not vastly different
in other markets: 15% of North American companies in the FTSE All
World Developed Index have no women on the board and in the Asia
Pacific region the Figure is 73%.
The general consensus appears to be that these participation rates
are unacceptable and that the rate of progress is too slow.
Looking at wider female participation at management levels does
not improve the picture, with five-year data showing only marginal
improvements across most sectors (see Figure 1).
4 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
40
35
30
25
20
15
10
5
0
Technology Basic
Materials
Energy Industrials Utilities Telecoms Non Cyclical
Consumer
Goods &
Services
Financials Healthcare Cyclical
Consumer
Goods &
Services
2010 2005
(%)
55.0
52.5
50.0
47.5
45.0
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Europe & Central Asia (developing only)
(%)
FIGURE 2
Average of women
managers as a percentage
of total management.
Source: Thomson Reuters
FIGURE 1
Labour participation rate
(% of female population
ages 15+)
Source: The World Bank
Corporate initiatives to improve the mix
have failed
Most organisations would admit that they
have not made the progress they would like
in terms of shifting the gender mix at senior
levels. This is despite the range of diversity
programmes which have been implemented
by many progressive organisations –
programmes such as development to improve
the ‘unconscious bias’ of senior leaders,
flexible working, mentoring, networking
events and targeted recruitment initiatives.
In May 2013, Shell became the latest
corporate giant to admit the topic ‘needed
a little bit more time’ with non-executive
chairman Jorma Ollila indicating that the
company planned to appoint more women
over the upcoming 12 months but was still
searching for “females who really have the
ability to contribute” to the board.
Pressure to change is growing, and so
is the challenge
The European Justice Commissioner recently
launched a public consultation to generate
proposals to increase the percentage and
pace of women’s participation at senior levels.
And this comes just over a year after Lord
Davies published a UK government-backed
report that set a target for a minimum of 25%
female board representation in FTSE-100
companies by 2015.
Assuming this trend continues, the pressure
from women to be equally represented at
senior levels will grow, amplifying the need
for organisations to make noticeable progress
on their gender diversity (see Figure 2).
5GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
Previous research has
underestimated the
importance of culture
Joining the dots between gender
mix, performance and culture
A number of sources have identified the
barrier that organisational culture – the
ways of working, behaviour, and values in
an organisation – can pose to diversity. This
was addressed in an evidence paper by
the Women’s Business Council (Maximising
women’s contribution to economic growth),
which discussed the impact of certain
behaviours and practices, eg how a long-
hours culture and the availability of flexible
working in senior positions impacts on a
woman’s aspirations and personal career
choice, which in turn affects the pipeline. The
link was reiterated by the Confederation of
British Industry, the Legal Services Board in
England and Wales, and in RSA’s UK survey.
At the same time, research has shown that
organisational culture is critical to success.
In particular, research shows the importance
of a high-performance culture, which we
define as one where employees, shareholder
and leadership objectives are achieved,
where the measurements of the business
are evaluated with these objectives in mind,
and where a continuum of achievement is
the overarching culture of the business.
Heskett and Kotter (1992), for example,
found that firms with an embedded high-
performance culture were shown to have
increased revenues by an average of 682%,
compared to 166% in other firms. Denison
Consulting (2006) showed that firms with very
high cultural scores on the Denison model of
Organizational Culture © have demonstrated
a return on equity that is 15% higher than
the lowest scorers. De Waal (2008) found
that organisations with high-performance
cultures were 29% more profitable and have
20% higher returns on investments. And the
Work Foundation (2008) found that the top
third of firms ranked using the Company
Performance Index, which measures strategic
effectiveness translated through ‘intangible’
factors including culture and employee
relations, outperformed the bottom two
thirds by £1,600 per worker per annum.
It is surprising that no one has yet
connected the dots between the different
areas of research mentioned above and
found the link between an organisation’s
performance and culture, its gender
diversity, and its financial performance.
6 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
FIGURE 3
The virtuous circle: culture, gender diversity
and performance
High
proportion of
senior female
executives
High
performance
culture
Financial
results
Source: The World Bank
THE MISSING LINK
BETWEEN CULTURE,
DIVERSITY AND
PERFORMANCE.
What we found
Our research establishes a clear relationship between organisations
with strong financial performance, a higher percentage of women
in executive leadership teams and a high-performance culture.
It is difficult to say which came first: was the high-performance
culture more attractive to senior women, thereby driving better
financial performance; or did the presence of senior women help
to create the high-performance culture?
Our data is inconclusive on this point – but conclusive on the
existence of a ‘virtuous circle’: culture, gender diversity and
performance are inherently linked and the message to
organisations appears to be ‘ignore the cultural element of
the diversity puzzle at your peril’ (see Figure 3).
In this section, we will outline the approach that led us to this
conclusion and then discuss each of the three elements of our
virtuous circle in turn.
Our approach
Much of the previous research which has dealt with the issues of
performance and gender diversity could have been enhanced by:
•	 providing a more robust commercial conclusion by separating
firms in the not-for-profit organisations from the mix
•	 being clearer about the actual proportion and weighting of
different organisations in the sample
•	 providing insight into the senior position that makes the
performance difference. Most current research provides an
overgeneralised mix of women’s roles such as ‘on governing
bodies’, ‘at the top’, ‘in the senior management functions’,
‘in management bodies’ and ‘in the higher echelons’. It is
the executive committee that is accountable for the business,
and this is where the gender balance is crucial.
7GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
To address this gap, our research explores the
relationship between gender diversity, culture
and performance. In conducting research, we
have collaborated with Denison Consulting,
a leading consulting firm in the area of
culture diagnostics. We also set the following
parameters:
•	 we defined our financial criteria for
performance as TSR, the percentage change
in the value of an investment in the shares
of a company from Year 0 to Year 5 when
dividends are reinvested in those shares.
Interestingly, this study uses TSR data
obtained for organisations over the period
1 January 2007 to 31 December 2012. This
range covers the global financial crisis,
and we know from research on the ‘glass
cliff’ effect that women are more likely to
be put in leadership positions when there
is a greater risk of failure and criticism.
Similar caveats have been raised in previous
research eg in the Credit Suisse (2012)
report which also highlighted that gender
diversity on boards tended to improve when
markets were failing. It is therefore possible
to assume that the proportion of women
on executive leadership teams in some of
the organisations may be influenced by this
particular phenomenon.
•	 we have defined the ‘top’ as membership
of the executive leadership team of the
organisation. This is important, as our
definition generally excludes non-executive
directors and focuses on those roles which
have real executive power. We feel that
non-executive numbers are misleading
in determining the influence women have
on business decisions (although a higher
number of women in non-executive
roles does improve board function and
governance). It is the impact of women
in executive roles that really changes
the culture and creates the pipeline.
•	 we define high-performance cultures as
those where employee, shareholder and
leadership objectives are achieved; where
the measurements of the business are
evaluated with these objectives in mind;
and where a continuum of achievement
is the overarching culture of the business.
•	 our sample is exclusively made up of 50
private sector companies which are publicly
listed, with global headquarters in the UK
and North America.
•	 our analysis of organisational culture was
based on the substantial database of
Denison Consulting, whose cultural tools are
widely acknowledged to have strong links
to organisational performance outcomes.
At the heart of an organisation’s culture lie
the ‘beliefs and assumptions’ the organisation
holds. These beliefs and assumptions are
the deeply held aspects of an organisation’s
identity – and they can be measured. They
also drive the behaviour in the organisation
which, in turn, creates the organisation’s
culture. This is illustrated in Figure 4.
We asked organisations to respond to 60
questions which tap into the behaviours that
are driven by their beliefs and assumptions.
These 60 questions are clustered under
four traits:
•	 Mission: Do we know where we are going?
•	 Adaptability: Are we responding to the
market place and the change challenge
of the external environment?
•	 Involvement: Are our people aligned
and engaged?
•	 Consistency: Do we have the values,
systems and processes in place to
support performance?
8 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
FIGURE 4
Denison Consulting’s model
of organisational culture
FIGURE 5
The relationship between
the percentage of women in
executive leadership roles
and high-performance
cultures.
Internal Focus
StableFlexible
INVOLV
EM
ENT CONSI
STENCY
ADAPT
ABILITY MISS
ION
External Focus
Beliefs
and
Assumptions
3.8
3.6
3.4
3.2
3.0
(%) Percentage of Women in Executive Leadership Roles
HighPerformanceCultureIndex
0 8 - 20 20 - 30 30 - 40 40 - 50
The virtuous circle:
culture, diversity and
performance
Organisational culture and the proportion
of women on executive leadership teams
The first insight to emerge from the data
(and to support our virtuous circle) was a
direct correlation between the number of
women in executive leadership roles and
the presence of a high-performance culture.
Once the overall culture scores against the
60 culture measures in the Denison model
were correlated against the proportion of
women on executive leadership teams, a
positive correlation of 0.34 was obtained.
The graph below further supports this;
illustrating that organisations with women
on their executive leadership teams show a
stronger rating against the Denison index
of a high-performance culture than those
without (see Figure 5).
The key differentiator between those
organisations with high scores on the culture
index was their rating on the extent to
which they have a clearly defined mission.
Given these organisations also have a higher
percentage of women in executive leadership
roles, this suggests that the presence of a
clear mission and purpose is a critical factor
in engaging senior women.
9GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
FIGURE 6
The impact of having women
in executive leadership roles
on performance.
FIGURE 7
The impact of having women
in executive roles on culture
700
600
500
400
300
200
100
0
-100
-200
(%) Percentage of Women in Executive Leadership Roles
R = 0.47
5yearTSRto31/12/2012(%)
0 10 20 30 40 50 60
Range for men-only executive leadership teams Range for executive leadership teams with women
4.5
4.0
3.5
3.0
2.5
2.0
(%) Percentage of Women in Executive Leadership Roles
R = 0.34
Averagecultureindexvalue(scaleof1to5)
0 10 20 30 40 50 60
Range for men-only executive leadership teams Range for executive leadership teams with women
FIGURE 8
The relationship
between culture,
financial performance
and gender diversity.
11%
Weaker financial
performance and rating
against high potential
culture index
Stronger financial
performance and rating
against high potential
culture index
Key = (%) percentage of women in senior executive roles
0
0 10
13
17 20
23
33
36 50
50
22
11 200
10 20 30 40 50
33
10 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
The presence of women on executive
leadership teams and consistently
high-performance
Unsurprisingly, our analysis found that
some organisations that did not have women
on their executive leadership teams had
good financial performance and culture
scores similar to those with women on their
executive leadership team. However, what
was noteworthy was the range in which these
performance and culture scores fell.
The graphs on the previous page illustrate
the range and spread of organisations with
women on executive leadership teams, and
those that only have men on those boards.
What is interesting here is the difference
between the spread of the range. Where there
is a female presence on executive leadership
teams, there are a few instances where
organisations have been able to generate a
TSR of up to 600%, while the maximum TSR
generation for organisations with men-only
boards is under 100% (see Figure 6 overleaf).
Similarly, the graph on culture illustrates
that some executive leadership teams with
a proportion of women present have a
maximum culture score of 4, while those
with men-only boards have a maximum
culture score of 3.5 (see Figure 7 overleaf).
We recognise that the majority of the
organisations fall within the same range as
those with men-only executive leadership
teams. What this suggests is that performance
increases as women are present on executive
leadership teams. These 50 organisations
demonstrate that the presence of women in
senior positions only serves to increase the
organisation’s culture and performance.
The link between gender diversity,
performance and culture
So what about our virtuous circle?
In order to understand whether there was
a relationship between the three elements
of our virtuous circle, we isolated the data
from the top 15 organisations (as measured
by their ranking on the high-performing
culture index and their TSR result) and
overlaid the percentage of women in senior
executive roles.
As Figure 8 on the previous page shows, the
organisations with the strongest performance
as measured by both cultural and financial
indicators also have the highest proportion of
women on their executive leadership teams.
In fact, the organisation that came top in
both performance and culture had the
greatest proportion of women (50%) on their
executive leadership team. Our analysis found
that this particular organisation performed
best at communicating their core values,
strategic direction and organisation goals
over and above the other culture criteria.
Noticeably, there were only two organisations
without any women on their executive
leadership teams. Interestingly, these two
firms sat in the bottom five positions of both
the culture and performance measures.
11GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
Is it too late to change
your culture?
Drive and release
So can you impact your organisation’s culture,
even when it is deeply ingrained?
Our experience says that you can. Through
measurement of your current ways of working,
behaviour and values and by harnessing
the two forces of ‘drive and release’, an
organisation can re-shape its culture. The
‘drive’ force is all about understanding the
ways of working (processes, rules, structure
and accountabilities) that may be limiting
the kind of organisation you want to be. In
order to ‘release’ change, organisations need
to help leaders to role model any change in
behaviour necessary to signal that things are
different. They also need to engage with the
wider population and, through dialogue, build
commitment to the new ways of working.
In practice, to create the type of high-
performance culture that this research suggests
will support the diversity agenda, organisations
need to measure how they stack up against the
high-performance culture indicators, diagnose
where the change needs to occur (is it mission?
Or is it consistency around performance?) and
use the forces of ‘drive and release’ to enable
the necessary change.
PA’s model of driving and releasing
culture change
‘Buying’ female talent is not the best option.
It is very tempting to think that the quickest
solution to the challenge of raising the
percentage of senior female leaders is to
‘buy’ the talent from outside. Although this
might seem like an immediate solution to
the problem, our research shows that those
organisations with a higher percentage of
internal appointments within their executive
committee demonstrate a much higher total
shareholder return. So the injection of external
female talent may solve the short-term problem
but may not drive sustained performance over
time (see Figure 9).
With culture being such a strong driver of
high-performance, it is also likely that those
individuals who have worked within an
organisation at more junior levels may be more
likely to know ‘how things work around here’
and help to reinforce positive cultural norms
(see Figure 10).
12 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
30
20
10
0
-10
-20
-30
*Total Shareholder Return (TSR) is defined as the percentage change in the value of an investment
in the shares of a company from Year 0 to Year 5 when dividends are reinvested in those shares.
0-50% internal
appointments
50-100% internal
appointments
TSR(%)*
-23%
+28%
FIGURE 9
PA’s model of driving and
releasing culture change
FIGURE 10
The impact of internal
appointments on
performance
Plans, processes, procedures,
systems, rules
Role models, symbols,
thought, ideas, aspiration
Energy, motivation,
collaboration, competition
Strategy, vision, mission
objectives, metrics
Structure, organisation,
role accountability
Dialogue, engagement,
knowledge, skill, aptitude
Drive Release
13GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
The insights from our analysis are quite
striking and lead us to suggest some
clear recommendations for diversity
in executive leadership teams.
Start with the
organisation’s culture
Based on our findings, we believe that
diversity needs to be embraced from a cultural
perspective first, rather than focusing efforts
on programmatic interventions.
This may mean fundamentally reviewing an
organisation’s current operating model, the
culture this model drives and – particularly –
the clarity of the mission and purpose of the
organisation. Without a grass-roots review of
the culture and behaviour in the organisation,
any programmatic interventions will only shift
the gender diversity so far. This goes beyond
the level of personal behaviour change often
tackled through programmes on ‘unconscious
bias’ and speaks more to the systemic cultural
patterns of behaviour and reward that might
be the direct opposite of those indicators of
a high-performance culture. For example, an
organisation with an operating model based
on the notion of individual success driving
collective organisation performance and
with a reward system that benefits individual
effort will struggle to score well on the
high-performance indicator of consistency.
In this environment, no amount of
‘unconscious bias’ training will enable the
accelerated development of female talent who
achieve good results through collaboration,
if their male colleagues dominate the
‘performance league table’ through
single-minded individual achievement.
The ‘value chain’ that should be in place to
achieve the change needed, therefore looks
like Figure 11.
Focus on building talent
from within – and this
means challenging roles
Our research has demonstrated that there are
only positive upsides to getting more women
into leading executive roles. Women enter
the white-collar workforce in greater numbers
than men and make up 49% of the entire
employee population. However, representation
drops as we move up the ranks with only
13.3% representation of FTSE250 board
members (The Female FTSE Index, 2013).
This suggests that the lack of diversity should
be rooted out on the road to executive
leadership as well as within the executive
leadership team itself. To support this, there
should be a clear career path for top talent,
male or female, to reach executive leadership
teams. In practice, this means ensuring the
next challenging role is visible and achievable,
rather than vague and distant. It also means
the experience and skills needed to reach the
top are clearly articulated and transparent.
An integrated talent strategy which covers
all the elements of talent attraction,
identification, development and deployment,
and that focuses on how to ensure female
talent is given the challenging opportunities
necessary to navigate the career path within
organisations, is also key.
SO WHAT
DO WE
RECOMMEND?
14 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
FIGURE 11
The diversity ‘value chain’.
FIGURE 12
What organisations
understand about
their people.
Operating
model
How the
organisation is
structured to
deliver results
Culture
Ways of working
values and
behaviours
aligned to the
operating model
Performance
outcomes
The outcomes
delivered as a
result of the
culture and
operating model
What we need
to change to
deliver
alignment
Programme
to drive and
release the
change
Environment
which
enables
diversity
Specific
diversity
programmes
Me
Me and
my job
Me and my
career
Me and my current
life stage
Where most
organisations focus
for those with potential What enlightened organisations
seek to understand
Where successful
organisations focus: understand
the person, and career and
direction will become clear
Me and my career, family,
interests and long-term
dreams
Where many organisations
focus their interest for the
majority of their people:
understand the job, and the
skills and person we need to
fill this job will be clear
Challenge the language
of merit
Organisations all too frequently retire to the
safety of the ‘merit’ argument when excusing
themselves for not having gender diversity at
the top of their organisation. The findings in
our research challenge this view head on –
in the 50 organisations we looked at, there is
no proof that women in executive leadership
teams derails an executive committee. In fact,
we have illustrated that, in some instances,
there are positive benefits to having women
at the executive levels. We therefore question
the merit in keeping women out of senior
leadership positions.
Look to the future
Our findings show that there is a relationship
between how clearly an organisation can
articulate its mission and purpose and the
percentage of women in executive roles.
Understanding what the next generation
of female leaders truly want from their
relationship with the organisation will provide
a key to the long-term engagement of the
best female talent. In practice, this means
not being distracted by the noise around
‘typical’ generation X and Y wants and needs,
and instead truly getting to know your female
talent of the future in the broadest sense
(see Figure 12).
15GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
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location=http%3A%2F%2Fwww.ft.com%2Fcms%2Fs%2F0%2F1fc8a3dc-
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Forbes Insights, Diversity & Inclusion: Unlocking
global potential, Global diversity rankings by country, sector and
occupation
http://www.dpiap.org/resources/pdf/global_diversity_
rankings_2012_12_03_20.pdf
Handy, C (1993), Understanding Organizations,
London: Penguin (4th Edition)
Heidrig & Struggles and WomenCorporateDirectors (2012), Board of
Directors Survey,
http://www.heidrick.com/PublicationsReports/Documents/
WCD_2012BoardSurvey.pdf
Kanter, R (1993), Men and women of the corporation,
New York: BasicBooks (1993 edition)
Kanter, R (1977), Some Effects of Proportions on Group Life: Skewed
Sex Ratios and Responses to Token Women,
The American Journal of Sociology, Vol. 82, No.5
Kotter, J P & Heskett J L (1992),
Corporate Culture and Performance,
ew York: The Free Press
Institute of Leadership & Management (2012),
Gender diversity in senior levels of banking,
http://www.i-l-m.com/downloads/Research_womeninbanking_
slides_march12.pdf
Lorsch, J W (1986), Managing Culture:
The Invisible Barrier to Strategic Change, California Management
Review: 28 (2): 95-109
McKinsey, Women Matter 2007 and 2012,
http://www.mckinsey.com/features/
women_matter
Morgan (1997), Images of Organization,
London: Sage (2nd Edition)
Norman Broadbent Board Index,
January 2013, issue 4
Schein, E H (1985) Organizational Culture
and Leadership, SF: Jossey Bass
Schneider, B (1990), Organizational Climate and Culture, SF: Jossey-
Bass
Sommerlad, H et al. (year unknown),
Diversity in the legal profession in England and Wales: a qualitative
study of barriers and individual choices, University of Westminster,
http://www.westminster.ac.uk/__data/assets/pdf_file/0020/72353/
LSB-Diversity-in-the-Legal-Profession-Summary.pdf
Talent not Tokenism,
http://www.equalityhumanrights.com/uploaded_files/
talentnottokenism.pdf
The Economist (2006), Women and the
world economy: A guide to womenomics,
http://www.economist.com/node/6802551
Ward, J H (2008), Sexualities,
Work and Organizations, Routledge: London
Women’s Business Council,
https://www.gov.uk/government/policy-advisory-groups/womens-
business-council
Women on Boards, February 2011,
https://www.gov.uk/government/uploads/system/uploads/
attachment_data/file/31480/11-745-women-on-boards.pdf
The RSA Group (year unknown),
Women on Boards: A Life Sciences Perspective,
http://www.thersagroup.com/women/Women-on-Boards_RSA-
report.pdf
BIBLIOGRAPHY
16 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
We use our deep expertise and unique research base
to build and implement talent management strategies
for our clients to ensure they have the right people to
deliver their commercial goals. Our work is different
because we use talent management to help our clients
create competitive advantage. We understand how
to really embed the process of talent management
into an organisation’s DNA and collaborate to build
internal capability.
The insights gained through our continued research
underpin the consulting services that we offer in talent
management. To enquire about purchasing any of
our research reports, or to discuss running a tailored
workshop that explores its implications in your
organisation, please call us on:
call	+44 (0)20 7333 6127
email	talent@paconsulting.com
visit	www.paconsulting.com/talent
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United Kingdom
Tel: +44 20 7730 9000
paconsulting.com
This document has been prepared by PA.
The contents of this document do not
constitute any form of commitment or
recommendation on the part of PA and
speak as at the date of their preparation.
© PA Knowledge Limited 2013.
All rights reserved.
No part of this documentation may be
reproduced, stored in a retrieval system,
or transmitted in any form or by any means,
electronic, mechanical, photocopying or
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of PA Consulting Group.
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Gender Diversity in the workplace

  • 1. GIRLS ALLOWED How a renewed focus on culture can break the diversity stalemate
  • 2.
  • 3. EXECUTIVE SUMMARY The argument is clear: ‘More women in business equals better business’. The link between financial performance and gender diversity has been researched and reported on over the last decade and is now widely acknowledged to be a simple truth. At the same time, however, high-profile attempts to accelerate women up the organisational ladder have had only a minor impact on diversity statistics. Shell became the latest corporate giant to admit the topic ‘needed a little bit more time’ when non-executive chairman Jorma Ollila said the company was still searching for “females who really have the ability to contribute” to the board. So we asked the question: “are we missing something here?” In a nutshell, the answer our research led us to is ‘culture’. Organisational culture has been largely overlooked in the gender diversity debate. Research shows that a high-performance culture is critical to success, yet certain cultural conditions – such as long hours and a lack of flexible working – have been identified as barriers to greater diversity. Organisations may employ programmatic interventions to address these challenges, but the problems are often created by an ingrained workplace environment. Studying the performance and workforce equality of 50 leading organisations, we asked, “what is the relationship between high-performance cultures, the number of women on executive teams and the gender diversity challenge? Are high-performance cultures and gender diversity mutually exclusive?” Our findings indicate that: 1. a high-performance culture is more likely to exist when there is gender diversity at the most senior level 2. organisations with the strongest cultural and financial performance also have the highest proportion of women on their executive boards 3. high performance cultures could hold the key to creating the conditions for women to be more willing and able to rise to the top in organisations. 1GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 4.
  • 5. CONTENTS EXECUTIVE SUMMARY 1 GIRLS ALLOWED 4 Despite incentives, diversity is happening too slowly 4 Previous research has underestimated the importance of culture 6 OUR INSIGHTS 7 What we found 7 Our approach 7 The virtuous circle: culture, diversity and performance 9 Is it too late to change your culture? 12 SO WHAT DO WE RECOMMEND? 14 Start with the organisation’s culture 14 Focus on building talent from within – and this means challenging roles 14 Challenge the language of merit 15 Look to the future 15 BIBLIOGRAPHY 16 Acknowledgments Thank you to Denison Consulting for their help with and contribution to this piece of research. 3GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 6. GIRLS ALLOWED Robert, the Head of Talent, has invested thousands of pounds and hundreds of hours in programmatic interventions to crack his organisation’s gender diversity challenge. The combination is a familiar one: leadership programmes designed to move women through the business and into more senior positions, flexible working benefits to allow for work-life balance and targeted interventions designed to make things easier for women to progress in their careers. However, the outcome is also familiar. This combination of measures has an effect but the result falls way short of the ambition. So despite hundreds of ‘Roberts’ across the world seemingly doing all the right things and ticking all the right boxes, why are organisations only a small way up the road to cracking the problem? Despite incentives, diversity is happening too slowly More women in business means better business A great deal of research has focused on the link between gender diversity and its positive impact on business performance. In particular, a significant relationship has been established between the presence of women on boards and a stronger financial performance. One prominent piece of research (Credit Suisse Research Institute, 2012) found that, with respect to rises in stock price, organisations with at least one woman on the board outperformed boards consisting of only men by 26% over the course of a six-year period. In our recent exploration of culture, gender and performance, we also found a positive correlation between a broader measure of total shareholder return (TSR) and the presence of women on the board. The pace of change is insufficient Despite this evidence, a 2011 report into the representation of women at board level in the UK identified that “at the current rate of change it will take over 70 years to achieve gender-balanced boardrooms in the UK”. Data shows that 46% of UK companies listed on the FTSE All Share Index have no women on the board. This picture is not vastly different in other markets: 15% of North American companies in the FTSE All World Developed Index have no women on the board and in the Asia Pacific region the Figure is 73%. The general consensus appears to be that these participation rates are unacceptable and that the rate of progress is too slow. Looking at wider female participation at management levels does not improve the picture, with five-year data showing only marginal improvements across most sectors (see Figure 1). 4 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 7. 40 35 30 25 20 15 10 5 0 Technology Basic Materials Energy Industrials Utilities Telecoms Non Cyclical Consumer Goods & Services Financials Healthcare Cyclical Consumer Goods & Services 2010 2005 (%) 55.0 52.5 50.0 47.5 45.0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Europe & Central Asia (developing only) (%) FIGURE 2 Average of women managers as a percentage of total management. Source: Thomson Reuters FIGURE 1 Labour participation rate (% of female population ages 15+) Source: The World Bank Corporate initiatives to improve the mix have failed Most organisations would admit that they have not made the progress they would like in terms of shifting the gender mix at senior levels. This is despite the range of diversity programmes which have been implemented by many progressive organisations – programmes such as development to improve the ‘unconscious bias’ of senior leaders, flexible working, mentoring, networking events and targeted recruitment initiatives. In May 2013, Shell became the latest corporate giant to admit the topic ‘needed a little bit more time’ with non-executive chairman Jorma Ollila indicating that the company planned to appoint more women over the upcoming 12 months but was still searching for “females who really have the ability to contribute” to the board. Pressure to change is growing, and so is the challenge The European Justice Commissioner recently launched a public consultation to generate proposals to increase the percentage and pace of women’s participation at senior levels. And this comes just over a year after Lord Davies published a UK government-backed report that set a target for a minimum of 25% female board representation in FTSE-100 companies by 2015. Assuming this trend continues, the pressure from women to be equally represented at senior levels will grow, amplifying the need for organisations to make noticeable progress on their gender diversity (see Figure 2). 5GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 8. Previous research has underestimated the importance of culture Joining the dots between gender mix, performance and culture A number of sources have identified the barrier that organisational culture – the ways of working, behaviour, and values in an organisation – can pose to diversity. This was addressed in an evidence paper by the Women’s Business Council (Maximising women’s contribution to economic growth), which discussed the impact of certain behaviours and practices, eg how a long- hours culture and the availability of flexible working in senior positions impacts on a woman’s aspirations and personal career choice, which in turn affects the pipeline. The link was reiterated by the Confederation of British Industry, the Legal Services Board in England and Wales, and in RSA’s UK survey. At the same time, research has shown that organisational culture is critical to success. In particular, research shows the importance of a high-performance culture, which we define as one where employees, shareholder and leadership objectives are achieved, where the measurements of the business are evaluated with these objectives in mind, and where a continuum of achievement is the overarching culture of the business. Heskett and Kotter (1992), for example, found that firms with an embedded high- performance culture were shown to have increased revenues by an average of 682%, compared to 166% in other firms. Denison Consulting (2006) showed that firms with very high cultural scores on the Denison model of Organizational Culture © have demonstrated a return on equity that is 15% higher than the lowest scorers. De Waal (2008) found that organisations with high-performance cultures were 29% more profitable and have 20% higher returns on investments. And the Work Foundation (2008) found that the top third of firms ranked using the Company Performance Index, which measures strategic effectiveness translated through ‘intangible’ factors including culture and employee relations, outperformed the bottom two thirds by £1,600 per worker per annum. It is surprising that no one has yet connected the dots between the different areas of research mentioned above and found the link between an organisation’s performance and culture, its gender diversity, and its financial performance. 6 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 9. FIGURE 3 The virtuous circle: culture, gender diversity and performance High proportion of senior female executives High performance culture Financial results Source: The World Bank THE MISSING LINK BETWEEN CULTURE, DIVERSITY AND PERFORMANCE. What we found Our research establishes a clear relationship between organisations with strong financial performance, a higher percentage of women in executive leadership teams and a high-performance culture. It is difficult to say which came first: was the high-performance culture more attractive to senior women, thereby driving better financial performance; or did the presence of senior women help to create the high-performance culture? Our data is inconclusive on this point – but conclusive on the existence of a ‘virtuous circle’: culture, gender diversity and performance are inherently linked and the message to organisations appears to be ‘ignore the cultural element of the diversity puzzle at your peril’ (see Figure 3). In this section, we will outline the approach that led us to this conclusion and then discuss each of the three elements of our virtuous circle in turn. Our approach Much of the previous research which has dealt with the issues of performance and gender diversity could have been enhanced by: • providing a more robust commercial conclusion by separating firms in the not-for-profit organisations from the mix • being clearer about the actual proportion and weighting of different organisations in the sample • providing insight into the senior position that makes the performance difference. Most current research provides an overgeneralised mix of women’s roles such as ‘on governing bodies’, ‘at the top’, ‘in the senior management functions’, ‘in management bodies’ and ‘in the higher echelons’. It is the executive committee that is accountable for the business, and this is where the gender balance is crucial. 7GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 10. To address this gap, our research explores the relationship between gender diversity, culture and performance. In conducting research, we have collaborated with Denison Consulting, a leading consulting firm in the area of culture diagnostics. We also set the following parameters: • we defined our financial criteria for performance as TSR, the percentage change in the value of an investment in the shares of a company from Year 0 to Year 5 when dividends are reinvested in those shares. Interestingly, this study uses TSR data obtained for organisations over the period 1 January 2007 to 31 December 2012. This range covers the global financial crisis, and we know from research on the ‘glass cliff’ effect that women are more likely to be put in leadership positions when there is a greater risk of failure and criticism. Similar caveats have been raised in previous research eg in the Credit Suisse (2012) report which also highlighted that gender diversity on boards tended to improve when markets were failing. It is therefore possible to assume that the proportion of women on executive leadership teams in some of the organisations may be influenced by this particular phenomenon. • we have defined the ‘top’ as membership of the executive leadership team of the organisation. This is important, as our definition generally excludes non-executive directors and focuses on those roles which have real executive power. We feel that non-executive numbers are misleading in determining the influence women have on business decisions (although a higher number of women in non-executive roles does improve board function and governance). It is the impact of women in executive roles that really changes the culture and creates the pipeline. • we define high-performance cultures as those where employee, shareholder and leadership objectives are achieved; where the measurements of the business are evaluated with these objectives in mind; and where a continuum of achievement is the overarching culture of the business. • our sample is exclusively made up of 50 private sector companies which are publicly listed, with global headquarters in the UK and North America. • our analysis of organisational culture was based on the substantial database of Denison Consulting, whose cultural tools are widely acknowledged to have strong links to organisational performance outcomes. At the heart of an organisation’s culture lie the ‘beliefs and assumptions’ the organisation holds. These beliefs and assumptions are the deeply held aspects of an organisation’s identity – and they can be measured. They also drive the behaviour in the organisation which, in turn, creates the organisation’s culture. This is illustrated in Figure 4. We asked organisations to respond to 60 questions which tap into the behaviours that are driven by their beliefs and assumptions. These 60 questions are clustered under four traits: • Mission: Do we know where we are going? • Adaptability: Are we responding to the market place and the change challenge of the external environment? • Involvement: Are our people aligned and engaged? • Consistency: Do we have the values, systems and processes in place to support performance? 8 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 11. FIGURE 4 Denison Consulting’s model of organisational culture FIGURE 5 The relationship between the percentage of women in executive leadership roles and high-performance cultures. Internal Focus StableFlexible INVOLV EM ENT CONSI STENCY ADAPT ABILITY MISS ION External Focus Beliefs and Assumptions 3.8 3.6 3.4 3.2 3.0 (%) Percentage of Women in Executive Leadership Roles HighPerformanceCultureIndex 0 8 - 20 20 - 30 30 - 40 40 - 50 The virtuous circle: culture, diversity and performance Organisational culture and the proportion of women on executive leadership teams The first insight to emerge from the data (and to support our virtuous circle) was a direct correlation between the number of women in executive leadership roles and the presence of a high-performance culture. Once the overall culture scores against the 60 culture measures in the Denison model were correlated against the proportion of women on executive leadership teams, a positive correlation of 0.34 was obtained. The graph below further supports this; illustrating that organisations with women on their executive leadership teams show a stronger rating against the Denison index of a high-performance culture than those without (see Figure 5). The key differentiator between those organisations with high scores on the culture index was their rating on the extent to which they have a clearly defined mission. Given these organisations also have a higher percentage of women in executive leadership roles, this suggests that the presence of a clear mission and purpose is a critical factor in engaging senior women. 9GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 12. FIGURE 6 The impact of having women in executive leadership roles on performance. FIGURE 7 The impact of having women in executive roles on culture 700 600 500 400 300 200 100 0 -100 -200 (%) Percentage of Women in Executive Leadership Roles R = 0.47 5yearTSRto31/12/2012(%) 0 10 20 30 40 50 60 Range for men-only executive leadership teams Range for executive leadership teams with women 4.5 4.0 3.5 3.0 2.5 2.0 (%) Percentage of Women in Executive Leadership Roles R = 0.34 Averagecultureindexvalue(scaleof1to5) 0 10 20 30 40 50 60 Range for men-only executive leadership teams Range for executive leadership teams with women FIGURE 8 The relationship between culture, financial performance and gender diversity. 11% Weaker financial performance and rating against high potential culture index Stronger financial performance and rating against high potential culture index Key = (%) percentage of women in senior executive roles 0 0 10 13 17 20 23 33 36 50 50 22 11 200 10 20 30 40 50 33 10 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 13. The presence of women on executive leadership teams and consistently high-performance Unsurprisingly, our analysis found that some organisations that did not have women on their executive leadership teams had good financial performance and culture scores similar to those with women on their executive leadership team. However, what was noteworthy was the range in which these performance and culture scores fell. The graphs on the previous page illustrate the range and spread of organisations with women on executive leadership teams, and those that only have men on those boards. What is interesting here is the difference between the spread of the range. Where there is a female presence on executive leadership teams, there are a few instances where organisations have been able to generate a TSR of up to 600%, while the maximum TSR generation for organisations with men-only boards is under 100% (see Figure 6 overleaf). Similarly, the graph on culture illustrates that some executive leadership teams with a proportion of women present have a maximum culture score of 4, while those with men-only boards have a maximum culture score of 3.5 (see Figure 7 overleaf). We recognise that the majority of the organisations fall within the same range as those with men-only executive leadership teams. What this suggests is that performance increases as women are present on executive leadership teams. These 50 organisations demonstrate that the presence of women in senior positions only serves to increase the organisation’s culture and performance. The link between gender diversity, performance and culture So what about our virtuous circle? In order to understand whether there was a relationship between the three elements of our virtuous circle, we isolated the data from the top 15 organisations (as measured by their ranking on the high-performing culture index and their TSR result) and overlaid the percentage of women in senior executive roles. As Figure 8 on the previous page shows, the organisations with the strongest performance as measured by both cultural and financial indicators also have the highest proportion of women on their executive leadership teams. In fact, the organisation that came top in both performance and culture had the greatest proportion of women (50%) on their executive leadership team. Our analysis found that this particular organisation performed best at communicating their core values, strategic direction and organisation goals over and above the other culture criteria. Noticeably, there were only two organisations without any women on their executive leadership teams. Interestingly, these two firms sat in the bottom five positions of both the culture and performance measures. 11GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 14. Is it too late to change your culture? Drive and release So can you impact your organisation’s culture, even when it is deeply ingrained? Our experience says that you can. Through measurement of your current ways of working, behaviour and values and by harnessing the two forces of ‘drive and release’, an organisation can re-shape its culture. The ‘drive’ force is all about understanding the ways of working (processes, rules, structure and accountabilities) that may be limiting the kind of organisation you want to be. In order to ‘release’ change, organisations need to help leaders to role model any change in behaviour necessary to signal that things are different. They also need to engage with the wider population and, through dialogue, build commitment to the new ways of working. In practice, to create the type of high- performance culture that this research suggests will support the diversity agenda, organisations need to measure how they stack up against the high-performance culture indicators, diagnose where the change needs to occur (is it mission? Or is it consistency around performance?) and use the forces of ‘drive and release’ to enable the necessary change. PA’s model of driving and releasing culture change ‘Buying’ female talent is not the best option. It is very tempting to think that the quickest solution to the challenge of raising the percentage of senior female leaders is to ‘buy’ the talent from outside. Although this might seem like an immediate solution to the problem, our research shows that those organisations with a higher percentage of internal appointments within their executive committee demonstrate a much higher total shareholder return. So the injection of external female talent may solve the short-term problem but may not drive sustained performance over time (see Figure 9). With culture being such a strong driver of high-performance, it is also likely that those individuals who have worked within an organisation at more junior levels may be more likely to know ‘how things work around here’ and help to reinforce positive cultural norms (see Figure 10). 12 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 15. 30 20 10 0 -10 -20 -30 *Total Shareholder Return (TSR) is defined as the percentage change in the value of an investment in the shares of a company from Year 0 to Year 5 when dividends are reinvested in those shares. 0-50% internal appointments 50-100% internal appointments TSR(%)* -23% +28% FIGURE 9 PA’s model of driving and releasing culture change FIGURE 10 The impact of internal appointments on performance Plans, processes, procedures, systems, rules Role models, symbols, thought, ideas, aspiration Energy, motivation, collaboration, competition Strategy, vision, mission objectives, metrics Structure, organisation, role accountability Dialogue, engagement, knowledge, skill, aptitude Drive Release 13GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 16. The insights from our analysis are quite striking and lead us to suggest some clear recommendations for diversity in executive leadership teams. Start with the organisation’s culture Based on our findings, we believe that diversity needs to be embraced from a cultural perspective first, rather than focusing efforts on programmatic interventions. This may mean fundamentally reviewing an organisation’s current operating model, the culture this model drives and – particularly – the clarity of the mission and purpose of the organisation. Without a grass-roots review of the culture and behaviour in the organisation, any programmatic interventions will only shift the gender diversity so far. This goes beyond the level of personal behaviour change often tackled through programmes on ‘unconscious bias’ and speaks more to the systemic cultural patterns of behaviour and reward that might be the direct opposite of those indicators of a high-performance culture. For example, an organisation with an operating model based on the notion of individual success driving collective organisation performance and with a reward system that benefits individual effort will struggle to score well on the high-performance indicator of consistency. In this environment, no amount of ‘unconscious bias’ training will enable the accelerated development of female talent who achieve good results through collaboration, if their male colleagues dominate the ‘performance league table’ through single-minded individual achievement. The ‘value chain’ that should be in place to achieve the change needed, therefore looks like Figure 11. Focus on building talent from within – and this means challenging roles Our research has demonstrated that there are only positive upsides to getting more women into leading executive roles. Women enter the white-collar workforce in greater numbers than men and make up 49% of the entire employee population. However, representation drops as we move up the ranks with only 13.3% representation of FTSE250 board members (The Female FTSE Index, 2013). This suggests that the lack of diversity should be rooted out on the road to executive leadership as well as within the executive leadership team itself. To support this, there should be a clear career path for top talent, male or female, to reach executive leadership teams. In practice, this means ensuring the next challenging role is visible and achievable, rather than vague and distant. It also means the experience and skills needed to reach the top are clearly articulated and transparent. An integrated talent strategy which covers all the elements of talent attraction, identification, development and deployment, and that focuses on how to ensure female talent is given the challenging opportunities necessary to navigate the career path within organisations, is also key. SO WHAT DO WE RECOMMEND? 14 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 17. FIGURE 11 The diversity ‘value chain’. FIGURE 12 What organisations understand about their people. Operating model How the organisation is structured to deliver results Culture Ways of working values and behaviours aligned to the operating model Performance outcomes The outcomes delivered as a result of the culture and operating model What we need to change to deliver alignment Programme to drive and release the change Environment which enables diversity Specific diversity programmes Me Me and my job Me and my career Me and my current life stage Where most organisations focus for those with potential What enlightened organisations seek to understand Where successful organisations focus: understand the person, and career and direction will become clear Me and my career, family, interests and long-term dreams Where many organisations focus their interest for the majority of their people: understand the job, and the skills and person we need to fill this job will be clear Challenge the language of merit Organisations all too frequently retire to the safety of the ‘merit’ argument when excusing themselves for not having gender diversity at the top of their organisation. The findings in our research challenge this view head on – in the 50 organisations we looked at, there is no proof that women in executive leadership teams derails an executive committee. In fact, we have illustrated that, in some instances, there are positive benefits to having women at the executive levels. We therefore question the merit in keeping women out of senior leadership positions. Look to the future Our findings show that there is a relationship between how clearly an organisation can articulate its mission and purpose and the percentage of women in executive roles. Understanding what the next generation of female leaders truly want from their relationship with the organisation will provide a key to the long-term engagement of the best female talent. In practice, this means not being distracted by the noise around ‘typical’ generation X and Y wants and needs, and instead truly getting to know your female talent of the future in the broadest sense (see Figure 12). 15GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 18. Business in the Community, 2012 Benchmarking Trends Analysis Report, http://opportunitynow.bitc.org.uk/sites/default/files/kcfinder/ files/Opportunity%20Now/Executive_Summary_Benchmarking_ Trends_2012.pdf Brown, A (1995), Organisational culture, London: Pitman Barclays Bank (2013), Unlocking the Female Economy: The Path to Success to Entrepreneurial Success CBI/Harvey Nash (2012) Employment trends survey, http://www.cbi. org.uk/media/1809091/cbi_harvey_nash_-_seeking_a_competitive_ edge_oct_2012.pdf Center for talent innovation, Study points to New Path for British Women to Rise Up the Ranks, http://www.worklifepolicy.org/documents/Sponsor%20Effect%20 UK%20-%20FINAL%20Press%20Release.pdf Credit Suisse Research Institute (2012), Gender diversity and corporate performance https://infocus.credit-suisse.com/data/_product_documents/_ shop/360145/csri_gender_diversity_and_corporate_performance.pdf Chambliss, E & Uggen, C. (2006), Men and Women of Elite Law Firms: Reevaluating Kanter’s Legacy, Law & Social Inquiry, volume 25, issue 1 Deal, T E & Kennedy, A A (1982), Corporate Cultures: the rites and rituals of corporate life, Reading, Mass: Addison-Wesley Denison, D (1990), Corporate Culture and Organizational Effectiveness, New York: John Wiley Denison Consulting (2011), Denison overview: Introduction to the Denison Model, volume 1, issue 4 Drennan, D (1992), Transforming Company Culture, London: McGraw- Hill Financial Times, Women and the workplace: The benefits of gender diversity put to the test http://www.ft.com/cms/s/1fc8a3dc-0d65-11e2- 97a1-00144feabdc0,Authorised=false.html?_i_ location=http%3A%2F%2Fwww.ft.com%2Fcms%2Fs%2F0%2F1fc8a3dc- 0d65-11e2-97a1-00144feabdc0.html&_i_referer=#axzz2S3HvvVaD Forbes Insights, Diversity & Inclusion: Unlocking global potential, Global diversity rankings by country, sector and occupation http://www.dpiap.org/resources/pdf/global_diversity_ rankings_2012_12_03_20.pdf Handy, C (1993), Understanding Organizations, London: Penguin (4th Edition) Heidrig & Struggles and WomenCorporateDirectors (2012), Board of Directors Survey, http://www.heidrick.com/PublicationsReports/Documents/ WCD_2012BoardSurvey.pdf Kanter, R (1993), Men and women of the corporation, New York: BasicBooks (1993 edition) Kanter, R (1977), Some Effects of Proportions on Group Life: Skewed Sex Ratios and Responses to Token Women, The American Journal of Sociology, Vol. 82, No.5 Kotter, J P & Heskett J L (1992), Corporate Culture and Performance, ew York: The Free Press Institute of Leadership & Management (2012), Gender diversity in senior levels of banking, http://www.i-l-m.com/downloads/Research_womeninbanking_ slides_march12.pdf Lorsch, J W (1986), Managing Culture: The Invisible Barrier to Strategic Change, California Management Review: 28 (2): 95-109 McKinsey, Women Matter 2007 and 2012, http://www.mckinsey.com/features/ women_matter Morgan (1997), Images of Organization, London: Sage (2nd Edition) Norman Broadbent Board Index, January 2013, issue 4 Schein, E H (1985) Organizational Culture and Leadership, SF: Jossey Bass Schneider, B (1990), Organizational Climate and Culture, SF: Jossey- Bass Sommerlad, H et al. (year unknown), Diversity in the legal profession in England and Wales: a qualitative study of barriers and individual choices, University of Westminster, http://www.westminster.ac.uk/__data/assets/pdf_file/0020/72353/ LSB-Diversity-in-the-Legal-Profession-Summary.pdf Talent not Tokenism, http://www.equalityhumanrights.com/uploaded_files/ talentnottokenism.pdf The Economist (2006), Women and the world economy: A guide to womenomics, http://www.economist.com/node/6802551 Ward, J H (2008), Sexualities, Work and Organizations, Routledge: London Women’s Business Council, https://www.gov.uk/government/policy-advisory-groups/womens- business-council Women on Boards, February 2011, https://www.gov.uk/government/uploads/system/uploads/ attachment_data/file/31480/11-745-women-on-boards.pdf The RSA Group (year unknown), Women on Boards: A Life Sciences Perspective, http://www.thersagroup.com/women/Women-on-Boards_RSA- report.pdf BIBLIOGRAPHY 16 GIRLS ALLOWED – HOW A RENEWED FOCUS ON CULTURE CAN BREAK THE DIVERSITY STALEMATE
  • 19.
  • 20. We use our deep expertise and unique research base to build and implement talent management strategies for our clients to ensure they have the right people to deliver their commercial goals. Our work is different because we use talent management to help our clients create competitive advantage. We understand how to really embed the process of talent management into an organisation’s DNA and collaborate to build internal capability. The insights gained through our continued research underpin the consulting services that we offer in talent management. To enquire about purchasing any of our research reports, or to discuss running a tailored workshop that explores its implications in your organisation, please call us on: call +44 (0)20 7333 6127 email talent@paconsulting.com visit www.paconsulting.com/talent Corporate headquarters 123 Buckingham Palace Road London SW1W 9SR United Kingdom Tel: +44 20 7730 9000 paconsulting.com This document has been prepared by PA. The contents of this document do not constitute any form of commitment or recommendation on the part of PA and speak as at the date of their preparation. © PA Knowledge Limited 2013. All rights reserved. No part of this documentation may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying or otherwise without the written permission of PA Consulting Group. We are an employee-owned firm of over 2,500 people, operating globally from offices across North America, Europe, the Nordics, the Gulf and Asia Pacific. We are experts in energy, financial services, life sciences and healthcare, manufacturing, government and public services, defence and security, telecommunications, transport and logistics. Our deep industry knowledge together with skills in management consulting, technology and innovation allows us to challenge conventional thinking and deliver exceptional results with lasting impact. 01918-17