【女性市场报告】2023年女性领导力.docx

IBMinstitutefot×CHlEFRlJqinQqqVai”。JWomeninleadershipWhyperceptionoutpacesthepipelineandwhattodoaboutitAboutIBMConsultingIBMConsultingisanewpartnerforthenewrulesofmodernbusiness.Webelieveopenecosystems,opentechnologies,openinnovation,andaninclusiveculturewithadiversesetofvoicesarethekeytocreatingthewayforwardformodernbusinessandforourworld.Wewanttoworktogether,createtogether,growtogether,andrethinkwhat,spossibletogether.Formoreinformation,pleasevisit:AboutChiefChiefmembershipincludesexecutivecoaching,peergroups,workshops,andtheabilitytoconnectthroughaprivatenetworkof20,000womenexecutivesacrossthousandsoforganizations.WithChief,membershavesecuredraises,promotions,andboardseats,whilepavingthewayforthenextgeneration.ChiefEnterprisehelpscompaniesprogresstheirgenderdiversitycommitmentsbyengaging,developing,andretainingtheirwomenexecutives.Formoreinformation,.ForewordToday,morewomenarebreakingthroughtothetopoftheleadershipKellyChamblissSeniorVicePresidentandChiefOperatingOfficer,IBMConsultingranks.Thesearehard-wonachievements,buttheyareovershadowedbythefactthatwomenremainacutelyunderrepresentedinthemiddlemanagementtiers,jeopardizingtheprospectsforahealthypipelineoffuturewomenleaders.KittyChaneyReedVicePresident,Chief1.eadership,CultureandInclusionOfficer,IBMThisisworrisome,andnotjustforwomen.Whenorganizationscreatesystemsenablingindividualstothrive,theentireorganizationflourishes.Genderequityandinclusionarenetgainsforthebusinessasawhole.Ifsnotjusttherightthingtodo-it'sthesmartthingtodo.CarolynChildersCo-founderandCEO,ChiefHowever,asourstudyfinds,realchange,andrealbenefits,onlycomewhenorganizationsbuildsystemstoembedandsustainnecessaryCrlGrant-PickensVicePresident,HumanResources,IBMConsulting,GlobalOperations,Platforms,andDeliverybehaviors,accountability,andaction.Andrightnow,ourresearchsuggeststhesesystemsarebroken.Tofixthem,organizationsneedtobewillingtogobeyondwell-intentionedbutbasicmeasuresthataren,tgoingdeepenough,fastenough.1.indsayKaplanCo-founder,ChiefNowisthetimetodriverealprogressbyreimaginingleadershiptracks,improvingpaytransparency,andsettingrepresentationgoals.Nickle1.aMoreauxSeniorVicePresidentandChiefHumanResourcesOfficer,IBMNowisthetimetochallengedeeplyentrenchedbiasesandtoaskwomen,specificallyanddirectly,whattheyneedtothriveasleaders.Hopealonewillnotmovetheneedleonwomen,sadvancement,butitSlim1.inSeniorPartnerandVicePresident,Strategy,Transformation,andThought1.eadership,IBMConsultingcaninspiretheboldanddecisiveactionsthatdo.Withthisinmind,weencouragereaderstoholdfasttotheiroptimismevenasthereportrevealsamultitudeofbarriersyettobeovercome.Ifwecancapitalizeonthismoment,wecancreateapathforwomeninleadershipthatisforeverbrighter.1.ulaMohantyManagingPartner,AsiaPacific,IBMConsultingPaulPapasSeniorVicePresident,IBMConsultingAmericasJoanneWrightSeniorVicePresident,TransformationandOperations,EnterpriseOperationsandServices,IBMFinanceandOperationsGenderequityisnotawomen,sissuefit'sanorganizationalone.ExecutivesummaryMorepeoplethaneverbeforebelievethatwomenhaveanequalopportunitytoattainleadershippositions.Butthosesentimentshaven'tbeenenoughtodrivesignificantchangesinactualadvancement.Biasesarestillabarrier.Tobreakthemdown,organizationsneedtomaturetheirapproachtogenderparityandcreatestructuresandsystemsthatworkforwomenandmen.Parity“feels“closebutisgettingfartheraway.In2019,peopleacrossindustriessaiditwouldtake54yearstoachievegenderparityinleadership.Now,theysayitspossiblein10years,perhapsasaresultofthegreateremphasisonwomen-focuseddiversity,equity,andinclusion(DEI)initiatives.Buttheoptimismisbeliedbythefacts,whichshowasignificanthollowingoutofwomeninthemiddlemanagementtiers,puttingfutureleadershipattainmentinperil.Atthecurrentrateofchange,genderparityremainsdecadesaway.Themostdestructivestructuralbarriersareinvisible.Unconsciousbiasescontinuetopermeatetheworkplace,withonly41%ofmalemanagersagreeingthattheirorganizations'leadershipbelievesthatwomenwithchildrenarejustasdedicatedtotheirjobsaswomenwithoutchildren.Theattributesperceivedascriticalforleadershipalsoremaingenderedmenareexpectedtoberesultsoriented,andwomen,peopleoriented.Thecostofdoingnothingisgettingmoreexpensive.Moreorganizationsrecognizethatenablinggenderequityandinclusionisgoodforbusiness.Infact,organizationsidentifiedasgenderequityleadersreport19%higherrevenuegrowththanothersinoursample.Butoverall,notenoughcompaniesactasiftheircontinuedgrowthmightdependonit.And,withnearlyathirdofwomensayingtheymayleavetheirjobsthisyear,attractingandretainingtopfemaletalentisonlygoingtogetharder.Addressingtheseissueswillrequireconcertedandsustainedengagementandthatworkneedstostartnow.Ourreportlaysoutfouractions,includingrethinkingtherolesofferedtoleaders.Insteadofslottingrisingtalentintopredefinedboxes,organizationsneedtodesignrolesbasedonthestrategicprioritiesofthebusinessandtheskillsandaspirationsofemergingleaders.Howgenderequityispositionedmustalsochange:Itsnotawomen,sissue,it/sanorganizationalone.1.eadersneedtoquantifytheeconomicgainsthataccruefromrightinggenderimbalancesandadjuststrategy,movingfromwell-intentionedpronouncementstospecificgender-representationgoals,directives,andmetrics.Sponsorshipmustalsoevolveandquicklysothatemergingleaderscanreceivethecoaching,opportunities,andsupportneededtolettheirtalentshine.Andgiventhepersistenceofunconsciousbias,organizationsmustadapttraining,goingbeyondstaticapproachestoembedexperientiallearningandallyshipatalllevels.“InthecompaniesthatIworkwith,Iseeoftetderequityisontheagenda.But,itdoesrequirealotofmaintenance.Anditrequiresacontinuousshowingofoftoodfaithandexamples.,PetriHofstePARTIThepasttwoyearsshowedthatorganizationscanreinventhowtheyworkTheIBMInstituteforBusinessValueconductsaglobalsurveyeveryotheryeartoassesstheopportunitiesandbarriersforwomen'sadvancementatwork.For2023ourthirdsurveyintheseries2z500organizationsparticipated,makingthislongitudinalstudyoneofthelargestofitskind,encompassing12countriesand10industries.Our2019reportconfirmedthatwomenremainedsignificantlyunder-representedinleadershippositionsatworkdespiteeconomicopportunitiesfueledbythelongestrunningbullmarketinhistory?Our2021studylaunchedasmanycommunitiesaroundtheworldwereemergingfromtheirCOVID-19lockdowns.2Duringthemonthsthatfollowed,recordnumbersofwomenlefttheworkplace.Thesoaringmental,physical,andemotionalloadofthepandemicpromptedmanywomentoreflectontheircareerswerethepressuresworthit,orshouldtheybedoingsomethingelseastocktakingthatcontributedtothedepartureofprofessionalwomenintheGreatResignation.Competitiveorganizationsrespondedbyadjustingworkpractices,enablingflexibleandremoteworkwhereconditionsallowedandcreatingspecialreturn-to-workprogramstoeasereentryforthosewhotookleavesofabsencefromtheircareers.Whilenotexclusivelyintendedforwomen,thesemeasureshelpedmanycontinueworking.Moreorganizationshaveembracedthesepracticesoverthepasttwoyears(seeFigure1).TheadditionalstressorsaffectingwomenbecameimpossibletoignoreMorethananyothereventinourlifetime,thepandemicfosteredagrowingawarenessoftheuniquechallengesthatwomenfaceinadvancingtheirprofessionalcareers.Overthecourseof2020zwomenleftorwereforcedtoleavetheirjobsinrecordnumbers.Thefigureswerebreathtaking.IntheUSalonez5millionwomen,agenerationoftalent,weresuddenlysidelined.3Thefearwasthatitmighttakedecadesforwomentorecoverwhattheyhadlost.FIGURE1Work/lifebalanceThepercentageoforganizationssupportingkeywork/lifebalanceinitiativesforemployeeshasgrownsince2019.PerspectiveVideomeetingsthegreatequalizerzzW7enoneofmycolleaguesenteredintoateamchatthattheyhadtotendtoachild,weallcommentedthatitwassorefreshinofttonothavetohidethat.”CathyYumHeadofMarketingforZoominAsiaPacificandJapanTheshifttoremoteworkhelpedmitigatesomeofthesubtlepowerdynamicsofbusinessmeetings.Suddenly,everyonewasrenderedasalittleboxonascreenandtherealitiesofhomelifewerevisible.Peoplebecamemoreaccepting.AsCathyYumzHeadofMarketingforZoominAsiaPacificandJapan,explains,"Whenoneofmycolleaguesenteredintoateamchatthattheyhadtotendtoachild,weallcommentedthatitwassorefreshingtonothavetohidethat.Anolderteammemberaddedthatduringherentirecareerzshehadtopretendshewaschildlessbetween8:30and5:30.Now,youcanput,kidpick-up,onthecalendarandwerespectthat.Ifsnormaltoseethatnow,andbeforeCOVID-19,wedidnzttalkaboutthissomuch."Asmorecompaniesconsiderhowbesttotransitionfromfullyremoteworktohybridworkorin-officerequirements,theyarechallengedtomaintainthesameespritdecorps.wEverybodyzSreallystrugglingwiththis/'saysYum.Zoomisexperimentingwithwaystohelppreservethehealthy,level-playing-fieldvibeandmakehybridworkfeelmoreseamlessandinclusive.Yumsays,“Wecreatedatechnologythat,evenifyouhavefivepeopleinameetingroomandfivepeopleathome,theAlpicksupthefacesinthemeetingroomandturnseverybodyintoaboxonthescreen.Wethinkthatwillhelppeoplefeelmorecomfortablecontinuingtospeakupinmeetings/7Evenin2023,surveyrespondentsrankthepandemicasthemostseriousdisruptionfacingwomenatwork,Thepandemicstillranks#1amongther,.recognitionofthedisproportionateandpersistenttollmanydisruptionsthataffectworkingithastakenonthem.Furthermore,factorshavingawomen.significantimpactonwomen,ssenseofhealth,safety,andpersonalagencyweremoretroublesomethanFIGURE21PandemicZ2Geopoliticalunrest3Changingreproductiverightsenvironment4Increasingviolence/socialunrest56SupplyClimatechaincrisisdisruptiontThreatsto/humanrightsQEconomicslowdownTheseprogramsarenecessaryfirststepstochangemindsetsandattitudes.Butin2023,theyhavebecomebasicexpectationsforanyorganizationseriousaboutimprovinggenderparity.Therehasalsobeenariseinothergenderparitypracticesthataremoredifficulttoimplementandcarrymorebusinessandpersonalrisk.Itisasafebettooffertrainingandsupport-there,slittledownsideinthat.Muchboldersteps?Theyincluderequiringthatfemalecandidatesbeincludedinjobsuccessionplans,intentionallymakingroomforwomeninareaswheretheyareunder-represented,andholdingmanagementaccountableforprogress.Importantly,whenthepandemicwasatitspeak,thenumberoforganizationssettingtargetsforequalrepresentationofwomentumbledfrom66%to48%.Reinstatingthisverymeasurablepracticeisgainingmorefavorin2023,butthepercentageoforganizationsdoingittodayisonlytwopercentagepointshigherthanasitwasfouryearsago,indicatingthathard-wongainsrequiringfocusandcommitmentarenoteasytoclawbackandgrow(seeFigure3).Settingrepresentationgoalsforwomencanbecontroversial,whichmayaccountforsomeorganizations/reluctancetoadoptthem.Complacencycouldbesettingin.Oritcouldbeafearofbacklash.Yes,organizationshavedonealottoraisegenderequityawarenessinthelasttwoyears,butthataloneisnotenoughwhenitcomestomeaningfulprogress.AsCynthiaChu,ChiefFinancial&GrowthOfficerofAudible,says,wIfyoudon,thaveasystematicwayfromthegrounduptodevelopthenextgenerationofleaders,it,snotgoingtogetthere.,Andgoalsneedtoconsiderifwomenaresufficientlyrepresentedinorganizationalpowercenters.JudithCurr7PresidentandPublisheroftheHarperOneGroupatHarperCollinszsays,“Ifyouwanttoknowwherethemoneyisinacompany,findoutwherethemenare.ThaCswhereyoucanseethepower.,FIGURE 3Moreorganizationsaretakingboldactionstoadvancewomenin2023buttargetsettinghoversat2019levels.201920212023Alljobsuccessionplansmustincludewomencandidates55%55%74%Wehavemeaningfulinternships/entryleveljobopportunitiesforwomenwheretheyareunderrepresented.55%56%69%Seniormanagementisheldaccountableforgenderequitywithclearperformancemetrics59%57%68%Wesetworkforceplanningtargetsthatincludeequalrepresentationofwomenatalllevelsandroles“66%48%68%“1.endersneedtooftetretooledonhowtoleadtoday,becauseitfsdifferent.,DoreenSebbenExecutiveDirector,TheWITNetworkOptimismisreal,butunrealisticEffortstomakeworkplacesmoreinclusivehavehadapowerfulimpactonmen,sperceptionofgenderparity.Forthefirsttimeever,themajorityofmendon,tseegenderasabarriertojoiningtheirorganizations'highestranks.Forexample,in2019,lessthanone-thirdofmenthoughtawomancouldjustaslikelybeCEOasaman.Fouryearslater,thatpercentagehasjumpedto54%.Andeventhoughscience,technology,engineering,andmath(STEM)fieldshavelongbeenmaledominated,today70%ofmensaytheCIOroleisequallyavailabletowomen.Only38%ofmenthoughtthiswaspossiblein2019(seeFigure4).FIGURE 4Today,farmorementhinkthatwomenintheirorganizationshaveanequalshotattopleadershippositions.CEOCFOCIOSVP.20192023Notably,inearlieryearszwomenwerefarlessskepticalthantheirmalecounterpartsthattheycouldadvancetotheseroles.Finally,in2023,enoughmenhaveshiftedtowherethemajorityofwomenandmensharethesameoptimism.Tammy1.uke,Manager,DemandResearchandInsights,DeltaAir1.ines,tellsus,"We'reseeingmomentum.Insomeways,itfeelslikethereislightattheendofthetunnel.,Confidencethatchangeisimminenthasfueledoneofourmostcuriousfindingsfor2023.Fouryearsago,respondentssaiditwouldtakemorethan50yearsbeforetheirindustrywouldseeequalrepresentationofwomeninleadershiproles.Tooursurprise,respondentsin2023aredecidedlymoreupbeat,estimatingthatparityispossibleinjustadecade.Thisstunningdeclineof44yearstellsustoday,srespondentsbelievegenderparityisnotforfuturegenerationstosolve,butiszinfact,attainableontheirwatch(seeFigure5).Thegender-focusedinterventionsthatcorporationshaveadoptedareclearlyresonating.In2023,thepercentageoforganizationsthathavemadeadvancingmorewomenintoleadershiprolesatopformalbusinesspriorityhasnearlydoubled,from25%in2021upto45%in2023.Andasmanyas72%saytheytheirorganizationsconsistentlypromotewomentotopleadershippositions.But,here'stherub:Iftheseperceptionsofprogressreflectedrealchange,wewouldseeasignificantincreaseofwomenfillingleadershiprolestoday.Unfortunately,thepipelinetellsamorecomplexstory.FIGURE 5Thisyear,srespondentsaremuchmoreoptimisticaboutthetimeitwilltakebeforeIheirindustriesseegenderparityinleadership.201954yearsuntilparitynChanoftinoftmindsetsisimportantfbutnotenouofth.WeneedspecificKPIsandcommitmentssetbythecompany,respectivedepartments,thepresident,andexecutivestomakechangehappen.JunTaneieChiefDiversity,Equity&InclusionPARTIIHistoricwinsatthetoparethreatenedbystagnationinthemiddleFirst,thegoodnews.Finally,in2023ztherearemorewomenintheC-suiteandsittingonexecutiveboards.Representationhasinchedupto12%forboth.Theseareincrementalincreasesandstillnowhereclosetoparity.Butafteryearsofinertia,theysignalpositivemomentum(seeFigure6).PetriHofste,MemberoftheSupervisoryBoardofRabobank,says,',seeafewwomengettingintothechairposition,andtheyzrenottherebecausetheyarewomen.They*retherebecausethey,vedonearemarkablejob."Executiverolesarealsoslowlybecomingmoreraciallyandethnicallydiverseeventhoughrepresentationisstillwoefullyinsufficient.ThepercentageofwomenservingonboardsandintheC-suitewhoidentifyasaminorityincr