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TRANSCRIPT
SHEDDING DIVERSITY BARRIERS
AMCHAM DENMARK EVENT, 1ST OF MARCH 2017
by Tine Arentsen Willumsen
DEVELOPING THE FUTURE GENERATION OF LEADERS BY TAKING GENDER DIVERSITY TO THE NEXT LEVEL
AGENDA
1. The business case of implementing more gender diversity
2. The global picture and the status in Denmark
3. The major barriers, which still exist and prevent more women from getting into management
4. Let’s turn the conversation …in to action! The structure, strategy and ambition of the Danish Diversity Council – a new business alliance and Women’s Leadership Program
5. The initial strategic focus of the DDC
6. What works globally across the board according to McKinsey
3
All regions have to gain from bridging the gender gap in the economy
GDP growth opportunity in the best-in-region scenario, 2025 (Incremental 2025 GDP to 2025 business-as-usual scenario)
$ Trillions, 2014
0.7
1.1
2.5
0.3
3.1
11.8
0.6
0.1
2.1
0.4
0.9 8
9
9
11
11
11
12
12
14
16
11
Sub-Saharan Africa
China
India
MENA
North America and Oceania
South Asia (excluding India)
World
Latin America
Western Europe
East and South East Asia (excluding China)
Eastern Europe & Central Asia
Percent
THE POTENTIAL IF CLOSING THE GLOBAL GENDER GAP
(McKinsey, Global Gender Parity Study for UN)
IMF: “LARGER PROFIT WITH GENDER BALANCED LEADERSHIP”
It is Imperative to include the Entire Talent Pool in order to Expand and Experience Sustainable Growth in the Future.
Additional findings: “Gender gaps in participation and senior positions are prevalent. As of April 2015, for every 100 corporate board members of large publicly listed firms, only 23 are women. Greater involvement of women in the economy can help support Europe’s economic performance. “
THE BIG PICTURE THE MAIN DIVERSITY MOTIVATORS AND CHALLENGES
7
7
7
8
9
14
14
15
21
• Ø 12
Germany
Denmark
Netherlands
France
Belgium
Norway
United Kingdom
Sweden
19
22
21
30
23
36
23
29
• Ø 25
SOURCE: McKinsey, Women Matter, Catalyst
Percentage of total, 2013 Percentage of total, 2014
Western European average
Executive committees Corporate boards Country
Leadership positions: Western European example
8
Share of women at different corporate levels
31
23
18
19
12
Entry level
Managers
~40
Senior managers
Vice president
Senior vice president
Executive
SOURCE: Danish Women in Workplace Research, 2014
Leadership positions: Danish example
SEVERAL ”GLASS CEILINGS AND WALLS” IN DENMARK
IN WEF’S RANKING DENMARK IS BEHIND THE NORDICS AND FALLING FROM NR 14 IN 2015 TO NR 19 IN 2016!
BUT DENMARK HAS A MUCH WORSE GLOBAL RANKING, WHEN IT COMES TO % OF WOMEN IN SENIOR AND MIDDLE MANAGEMENT (NR 63)
UNEQUALITY AT THE BOARD LEVEL
Danish Business Authority - Report from Jan. 2015
The Danish Business Authority conducted a study in 2015 of 169 of the largest state and privately owned companies in Denmark • 141 corporations (83,43 %) didn’t have gender equality at board level • 73 Danish companies didn’t even have 1 woman in their board!
ONLY 19% WOMEN IN THE DANISH POWER ELITE AND THE ”MISS”REPRESENTATION IS THE SAME IN THE VL GROUPS
RANKING OF THE MAIN BARRIERS PREVENTING WOMEN FROM ADVANCING
Hence there is a need to address gender equality from 3 angles at the same time: • Business • Society • Family
ILO Women in Business & Mgmt 2015
ADDITIONAL CONFIDENCE ISSUES FOR WOMEN ALONG THE CAREER PATH
Source: Bain & Company
CAREER EXPECTATIONS SEEN THROUGH THE GENDER LENS
Women Matter EU McKinsey 2016
A MAJOR ISSUE TO ADDRESS
MOTHERS WITH AMBITION
THE FEMALE LEADERSHIP DRAIN HAPPENS IN THE 30’S
AMBITIONS
THE CARE < > AMBITION DILEMMA
Various corporate initiatives can be taken: Flexible Work Locations, Flexible Work Schedules, Returnship Programs Network Groups for Women, Formal Development Programs for Women
SUCCESS AT WORK IS FOR WOMEN CLOSELY TIED TO SUCCESS AT HOME
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
That my partner and I evenly share domestic chores, so wecan also share equal levels of ambition
That I am offered the right challenges to develop in my job
That my family thrives while I pursue my career ambitions
”What are the most important factors for you to live out your career ambitions?”
% chosen
Source: Potential Company, May 2016
82%
77%
55%
That my family thrives, while I pursue my career ambitions
That I am offered the right challenges to develop in my job
That my partner and I evenly share domestic chores, so we can also share equal levels of ambition
WORKING WOMEN ARE ALSO STILL DOING MOST AT HOME
LET’S FIX THE BROKEN PIPELINE TOGETHER
The Danish Diversity Council is about how to fix the broken pipeline of talented women at the very top of the organisations …and NOT about how to fix the women!
DEVELOPING THE FUTURE GENERATION OF LEADERS BY TAKING DIVERSITY TO THE NEXT LEVEL
WAS THEREFORE ESTABLISHED WITH STRONG FOUNDING PARTNERS
GOALS FOR THE DANISH DIVERSITY COUNCIL
1. phase
Develop the next generation of female senior leaders
Through DDC’s Women’s Leadership Program
2. phase
Attract
the entire talent pool
3. phase
“All in” at the top
and potentially expand and apply the initiative to other
countries
• Create a real paradigm shift to focus on profit maximization through Diversity • First focus will be the unused female potential • Complying to government regulation by acting proactively – taking the lead instead of being forced to comply
A CORPORATE ALLIANCE OF COMPANIES WHICH SERIOUSLY WANT TO ADVANCE THE DIVERSITY AGENDA
The key objective is to finally utilize the total talent pool and strategically build a more long-term pipeline of women leaders, while leveraging learnings and international “best practice” cases from the corporations and countries, which are ahead of the game.
THE MULTI-LAYERED STRUCTURE OF THE COUNCIL
1) STRENGHTENING OF THE TALENT PIPELINE – attract with positive employer branding, develop and retain with high level mentors 2) ADVOCATE INCLUSIVE LEADERSHIP – make all of management aware of unconscious bias and make them meet global thought leaders 3) WORK TOWARDS BECOMING THE PREFERRED WORKPLACES OF THE FUTURE – have the next generation choose you
THE KEY INITIAL STRATEGIC FOCUS OF THE ALLIANCE
THE DDC CEO COMMITTEE NEXT MEETING ON THE 14TH OF MARCH
To really anchor the diversity strategy firmly in the participating companies, it is essential to also involve the very top management of the Founding Partner Companies. This way the commitment to solve the challenges will also be put on the agenda of the board meetings and become a long term strategy, seen broadly as a very important investment with a good return for the business at large.
THE DDC HR WORKSHOPS SHARE, LEARN, LEAD.. AND IMPACT!
THE DDC WOMEN’S LEADERSHIP PROGRAM 5 MASTER CLASSES IN DENMARK WITH INTERNATIONAL PROFESSORS
The Five Modules of the Annual Master Program:
1. Competitive Global Strategy, 9-10 Feb., Roger Hallowell, HEC Paris
2. Centered Leadership, 19-20 Apr., Joanna Barsh, McKinsey
3. Building and Sustaining a Successful Enterprise, 21-22 Sept., Rory M. McDonald, Harvard Business School
4. The Language of Leadership, 7-8 Nov., Simon Lancaster, Oxford, Cambridge
5. Exponentials, 9. Nov, Daredisrupt, Singularity University and Celebration Dinner
THE VERY FIRST CLASS OF 25 TALENTED FEMALE LEADERS AT THE DDC WOMEN’S LEADERSHIP PROGRAM FEB. 2017
THE DDC CROSS INDUSTRY MENTOR PROGRAM
The DDC Leadership Program also includes a Cross Industry Mentor Program of successful business men and women.
All receive online mentor training as well.
The women in the WLP also commit to ”pay it forward” and become role modeles for other female colleagues
SYNERGIES AND JOINT RESEACH FROM DENMARK AND ABROAD
When joining the DDC CEO Committee there are obvious synergies and budget savings as e.g. research will be conducted jointly while the partners also will gain centralized access to research from international partners and institutes.
NETWORKING EVENTS FOR ALL DDC PARTNERS AND THE WOMEN LIKE THE WOMENOMICS BUSINESS CONFERENCE 16TH OF MAY, AT BØRSEN
AND LAST, FOOD FOR THOUGHT MCKINSEY ”TAKE AWAY” THE 3 GAME CHANGERS
Women Matter, EU 2016, Mckinsey
