Articles
“The school owed you better, and I promise it will be better,” Harvard Business School Dean Nitin Nohria told an alumni audience in January, acknowledging and apologizing for the school’s problematic past concerning gender equity. He then pledged to double the number of business case studies that feature a woman as the protagonist up to a level of 20% over the next five years.
Businesses are giving bosses new responsibilities but not training them for those roles.
Gender diversity can be a polarising topic in big companies. Swiss Re holds some important lessons on how to foster a diverse environment with flexibility and inclusiveness for everyone.
Recruiters, HR managers, and investors have always sought better ways of identifying who fits and has potential, and how to allocate opportunities to them. Big data holds the promise of not only vastly improved efficiencies but also bringing greater objectivity to our very unconsciously biased human decision-making.
A lurking ‘second-generation gender bias’ is slowing women down by dissecting their behaviour and hobbling their advancement. Companies will have to switch tactics to take on this more subtle phenomenon.
Many of the successful managers and professionals who come back to business school at mid-career are looking for more than honing their leadership skills. Many are stuck in their careers. They’re looking for direction and support for the changes they long to make in the near future.
In today’s resource-constrained environment, many of us are delivering 120% on the current demands of our job — but devoting little time to developing ourselves further or positioning ourselves for a future move.
Many CEOs who make gender diversity a priority — by setting aspirational goals for the proportion of women in leadership roles, insisting on diverse slates of candidates for senior positions, and developing mentoring and training programs — are frustrated.