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1、IBMinstitutefotCHlEFRlJqinQqqVai”。JWomeninleadershipWhyperceptionoutpacesthepipelineandwhattodoaboutitAboutIBMConsultingIBMConsultingisanewpartnerforthenewrulesofmodernbusiness.Webelieveopenecosystems,opentechnologies,openinnovation,andaninclusiveculturewithadiversesetofvoicesarethekeytocreatingthew
2、ayforwardformodernbusinessandforourworld.Wewanttoworktogether,createtogether,growtogether,andrethinkwhat,spossibletogether.Formoreinformation,pleasevisit:AboutChiefChiefmembershipincludesexecutivecoaching,peergroups,workshops,andtheabilitytoconnectthroughaprivatenetworkof20,000womenexecutivesacrosst
3、housandsoforganizations.WithChief,membershavesecuredraises,promotions,andboardseats,whilepavingthewayforthenextgeneration.ChiefEnterprisehelpscompaniesprogresstheirgenderdiversitycommitmentsbyengaging,developing,andretainingtheirwomenexecutives.Formoreinformation,.ForewordToday,morewomenarebreakingt
4、hroughtothetopoftheleadershipKellyChamblissSeniorVicePresidentandChiefOperatingOfficer,IBMConsultingranks.Thesearehard-wonachievements,buttheyareovershadowedbythefactthatwomenremainacutelyunderrepresentedinthemiddlemanagementtiers,jeopardizingtheprospectsforahealthypipelineoffuturewomenleaders.Kitty
5、ChaneyReedVicePresident,Chief1.eadership,CultureandInclusionOfficer,IBMThisisworrisome,andnotjustforwomen.Whenorganizationscreatesystemsenablingindividualstothrive,theentireorganizationflourishes.Genderequityandinclusionarenetgainsforthebusinessasawhole.Ifsnotjusttherightthingtodo-itsthesmartthingto
6、do.CarolynChildersCo-founderandCEO,ChiefHowever,asourstudyfinds,realchange,andrealbenefits,onlycomewhenorganizationsbuildsystemstoembedandsustainnecessaryCrlGrant-PickensVicePresident,HumanResources,IBMConsulting,GlobalOperations,Platforms,andDeliverybehaviors,accountability,andaction.Andrightnow,ou
7、rresearchsuggeststhesesystemsarebroken.Tofixthem,organizationsneedtobewillingtogobeyondwell-intentionedbutbasicmeasuresthataren,tgoingdeepenough,fastenough.1.indsayKaplanCo-founder,ChiefNowisthetimetodriverealprogressbyreimaginingleadershiptracks,improvingpaytransparency,andsettingrepresentationgoal
8、s.Nickle1.aMoreauxSeniorVicePresidentandChiefHumanResourcesOfficer,IBMNowisthetimetochallengedeeplyentrenchedbiasesandtoaskwomen,specificallyanddirectly,whattheyneedtothriveasleaders.Hopealonewillnotmovetheneedleonwomen,sadvancement,butitSlim1.inSeniorPartnerandVicePresident,Strategy,Transformation,
9、andThought1.eadership,IBMConsultingcaninspiretheboldanddecisiveactionsthatdo.Withthisinmind,weencouragereaderstoholdfasttotheiroptimismevenasthereportrevealsamultitudeofbarriersyettobeovercome.Ifwecancapitalizeonthismoment,wecancreateapathforwomeninleadershipthatisforeverbrighter.1.ulaMohantyManagin
10、gPartner,AsiaPacific,IBMConsultingPaulPapasSeniorVicePresident,IBMConsultingAmericasJoanneWrightSeniorVicePresident,TransformationandOperations,EnterpriseOperationsandServices,IBMFinanceandOperationsGenderequityisnotawomen,sissuefitsanorganizationalone.ExecutivesummaryMorepeoplethaneverbeforebelieve
11、thatwomenhaveanequalopportunitytoattainleadershippositions.Butthosesentimentshaventbeenenoughtodrivesignificantchangesinactualadvancement.Biasesarestillabarrier.Tobreakthemdown,organizationsneedtomaturetheirapproachtogenderparityandcreatestructuresandsystemsthatworkforwomenandmen.Parity“feels“closeb
12、utisgettingfartheraway.In2019,peopleacrossindustriessaiditwouldtake54yearstoachievegenderparityinleadership.Now,theysayitspossiblein10years,perhapsasaresultofthegreateremphasisonwomen-focuseddiversity,equity,andinclusion(DEI)initiatives.Buttheoptimismisbeliedbythefacts,whichshowasignificanthollowing
13、outofwomeninthemiddlemanagementtiers,puttingfutureleadershipattainmentinperil.Atthecurrentrateofchange,genderparityremainsdecadesaway.Themostdestructivestructuralbarriersareinvisible.Unconsciousbiasescontinuetopermeatetheworkplace,withonly41%ofmalemanagersagreeingthattheirorganizationsleadershipbeli
14、evesthatwomenwithchildrenarejustasdedicatedtotheirjobsaswomenwithoutchildren.Theattributesperceivedascriticalforleadershipalsoremaingenderedmenareexpectedtoberesultsoriented,andwomen,peopleoriented.Thecostofdoingnothingisgettingmoreexpensive.Moreorganizationsrecognizethatenablinggenderequityandinclu
15、sionisgoodforbusiness.Infact,organizationsidentifiedasgenderequityleadersreport19%higherrevenuegrowththanothersinoursample.Butoverall,notenoughcompaniesactasiftheircontinuedgrowthmightdependonit.And,withnearlyathirdofwomensayingtheymayleavetheirjobsthisyear,attractingandretainingtopfemaletalentisonl
16、ygoingtogetharder.Addressingtheseissueswillrequireconcertedandsustainedengagementandthatworkneedstostartnow.Ourreportlaysoutfouractions,includingrethinkingtherolesofferedtoleaders.Insteadofslottingrisingtalentintopredefinedboxes,organizationsneedtodesignrolesbasedonthestrategicprioritiesofthebusines
17、sandtheskillsandaspirationsofemergingleaders.Howgenderequityispositionedmustalsochange:Itsnotawomen,sissue,it/sanorganizationalone.1.eadersneedtoquantifytheeconomicgainsthataccruefromrightinggenderimbalancesandadjuststrategy,movingfromwell-intentionedpronouncementstospecificgender-representationgoal
18、s,directives,andmetrics.Sponsorshipmustalsoevolveandquicklysothatemergingleaderscanreceivethecoaching,opportunities,andsupportneededtolettheirtalentshine.Andgiventhepersistenceofunconsciousbias,organizationsmustadapttraining,goingbeyondstaticapproachestoembedexperientiallearningandallyshipatalllevel
19、s.“InthecompaniesthatIworkwith,Iseeoftetderequityisontheagenda.But,itdoesrequirealotofmaintenance.Anditrequiresacontinuousshowingofoftoodfaithandexamples.,PetriHofstePARTIThepasttwoyearsshowedthatorganizationscanreinventhowtheyworkTheIBMInstituteforBusinessValueconductsaglobalsurveyeveryotheryeartoa
20、ssesstheopportunitiesandbarriersforwomensadvancementatwork.For2023ourthirdsurveyintheseries2z500organizationsparticipated,makingthislongitudinalstudyoneofthelargestofitskind,encompassing12countriesand10industries.Our2019reportconfirmedthatwomenremainedsignificantlyunder-representedinleadershippositi
21、onsatworkdespiteeconomicopportunitiesfueledbythelongestrunningbullmarketinhistory?Our2021studylaunchedasmanycommunitiesaroundtheworldwereemergingfromtheirCOVID-19lockdowns.2Duringthemonthsthatfollowed,recordnumbersofwomenlefttheworkplace.Thesoaringmental,physical,andemotionalloadofthepandemicprompte
22、dmanywomentoreflectontheircareerswerethepressuresworthit,orshouldtheybedoingsomethingelseastocktakingthatcontributedtothedepartureofprofessionalwomenintheGreatResignation.Competitiveorganizationsrespondedbyadjustingworkpractices,enablingflexibleandremoteworkwhereconditionsallowedandcreatingspecialre
23、turn-to-workprogramstoeasereentryforthosewhotookleavesofabsencefromtheircareers.Whilenotexclusivelyintendedforwomen,thesemeasureshelpedmanycontinueworking.Moreorganizationshaveembracedthesepracticesoverthepasttwoyears(seeFigure1).TheadditionalstressorsaffectingwomenbecameimpossibletoignoreMorethanan
24、yothereventinourlifetime,thepandemicfosteredagrowingawarenessoftheuniquechallengesthatwomenfaceinadvancingtheirprofessionalcareers.Overthecourseof2020zwomenleftorwereforcedtoleavetheirjobsinrecordnumbers.Thefigureswerebreathtaking.IntheUSalonez5millionwomen,agenerationoftalent,weresuddenlysidelined.
25、3Thefearwasthatitmighttakedecadesforwomentorecoverwhattheyhadlost.FIGURE1Work/lifebalanceThepercentageoforganizationssupportingkeywork/lifebalanceinitiativesforemployeeshasgrownsince2019.PerspectiveVideomeetingsthegreatequalizerzzW7enoneofmycolleaguesenteredintoateamchatthattheyhadtotendtoachild,wea
26、llcommentedthatitwassorefreshinofttonothavetohidethat.”CathyYumHeadofMarketingforZoominAsiaPacificandJapanTheshifttoremoteworkhelpedmitigatesomeofthesubtlepowerdynamicsofbusinessmeetings.Suddenly,everyonewasrenderedasalittleboxonascreenandtherealitiesofhomelifewerevisible.Peoplebecamemoreaccepting.A
27、sCathyYumzHeadofMarketingforZoominAsiaPacificandJapan,explains,Whenoneofmycolleaguesenteredintoateamchatthattheyhadtotendtoachild,weallcommentedthatitwassorefreshingtonothavetohidethat.Anolderteammemberaddedthatduringherentirecareerzshehadtopretendshewaschildlessbetween8:30and5:30.Now,youcanput,kidp
28、ick-up,onthecalendarandwerespectthat.Ifsnormaltoseethatnow,andbeforeCOVID-19,wedidnzttalkaboutthissomuch.Asmorecompaniesconsiderhowbesttotransitionfromfullyremoteworktohybridworkorin-officerequirements,theyarechallengedtomaintainthesameespritdecorps.wEverybodyzSreallystrugglingwiththis/saysYum.Zoomi
29、sexperimentingwithwaystohelppreservethehealthy,level-playing-fieldvibeandmakehybridworkfeelmoreseamlessandinclusive.Yumsays,“Wecreatedatechnologythat,evenifyouhavefivepeopleinameetingroomandfivepeopleathome,theAlpicksupthefacesinthemeetingroomandturnseverybodyintoaboxonthescreen.Wethinkthatwillhelpp
30、eoplefeelmorecomfortablecontinuingtospeakupinmeetings/7Evenin2023,surveyrespondentsrankthepandemicasthemostseriousdisruptionfacingwomenatwork,Thepandemicstillranks#1amongther,.recognitionofthedisproportionateandpersistenttollmanydisruptionsthataffectworkingithastakenonthem.Furthermore,factorshavinga
31、women.significantimpactonwomen,ssenseofhealth,safety,andpersonalagencyweremoretroublesomethanFIGURE21PandemicZ2Geopoliticalunrest3Changingreproductiverightsenvironment4Increasingviolence/socialunrest56SupplyClimatechaincrisisdisruptiontThreatsto/humanrightsQEconomicslowdownTheseprogramsarenecessaryf
32、irststepstochangemindsetsandattitudes.Butin2023,theyhavebecomebasicexpectationsforanyorganizationseriousaboutimprovinggenderparity.Therehasalsobeenariseinothergenderparitypracticesthataremoredifficulttoimplementandcarrymorebusinessandpersonalrisk.Itisasafebettooffertrainingandsupport-there,slittledo
33、wnsideinthat.Muchboldersteps?Theyincluderequiringthatfemalecandidatesbeincludedinjobsuccessionplans,intentionallymakingroomforwomeninareaswheretheyareunder-represented,andholdingmanagementaccountableforprogress.Importantly,whenthepandemicwasatitspeak,thenumberoforganizationssettingtargetsforequalrep
34、resentationofwomentumbledfrom66%to48%.Reinstatingthisverymeasurablepracticeisgainingmorefavorin2023,butthepercentageoforganizationsdoingittodayisonlytwopercentagepointshigherthanasitwasfouryearsago,indicatingthathard-wongainsrequiringfocusandcommitmentarenoteasytoclawbackandgrow(seeFigure3).Settingr
35、epresentationgoalsforwomencanbecontroversial,whichmayaccountforsomeorganizations/reluctancetoadoptthem.Complacencycouldbesettingin.Oritcouldbeafearofbacklash.Yes,organizationshavedonealottoraisegenderequityawarenessinthelasttwoyears,butthataloneisnotenoughwhenitcomestomeaningfulprogress.AsCynthiaChu
36、,ChiefFinancial&GrowthOfficerofAudible,says,wIfyoudon,thaveasystematicwayfromthegrounduptodevelopthenextgenerationofleaders,it,snotgoingtogetthere.,Andgoalsneedtoconsiderifwomenaresufficientlyrepresentedinorganizationalpowercenters.JudithCurr7PresidentandPublisheroftheHarperOneGroupatHarperCollinszs
37、ays,“Ifyouwanttoknowwherethemoneyisinacompany,findoutwherethemenare.ThaCswhereyoucanseethepower.,FIGURE 3Moreorganizationsaretakingboldactionstoadvancewomenin2023buttargetsettinghoversat2019levels.201920212023Alljobsuccessionplansmustincludewomencandidates55%55%74%Wehavemeaningfulinternships/entryle
38、veljobopportunitiesforwomenwheretheyareunderrepresented.55%56%69%Seniormanagementisheldaccountableforgenderequitywithclearperformancemetrics59%57%68%Wesetworkforceplanningtargetsthatincludeequalrepresentationofwomenatalllevelsandroles“66%48%68%“1.endersneedtooftetretooledonhowtoleadtoday,becauseitfs
39、different.,DoreenSebbenExecutiveDirector,TheWITNetworkOptimismisreal,butunrealisticEffortstomakeworkplacesmoreinclusivehavehadapowerfulimpactonmen,sperceptionofgenderparity.Forthefirsttimeever,themajorityofmendon,tseegenderasabarriertojoiningtheirorganizationshighestranks.Forexample,in2019,lessthano
40、ne-thirdofmenthoughtawomancouldjustaslikelybeCEOasaman.Fouryearslater,thatpercentagehasjumpedto54%.Andeventhoughscience,technology,engineering,andmath(STEM)fieldshavelongbeenmaledominated,today70%ofmensaytheCIOroleisequallyavailabletowomen.Only38%ofmenthoughtthiswaspossiblein2019(seeFigure4).FIGURE
41、4Today,farmorementhinkthatwomenintheirorganizationshaveanequalshotattopleadershippositions.CEOCFOCIOSVP.20192023Notably,inearlieryearszwomenwerefarlessskepticalthantheirmalecounterpartsthattheycouldadvancetotheseroles.Finally,in2023,enoughmenhaveshiftedtowherethemajorityofwomenandmensharethesameopti
42、mism.Tammy1.uke,Manager,DemandResearchandInsights,DeltaAir1.ines,tellsus,Wereseeingmomentum.Insomeways,itfeelslikethereislightattheendofthetunnel.,Confidencethatchangeisimminenthasfueledoneofourmostcuriousfindingsfor2023.Fouryearsago,respondentssaiditwouldtakemorethan50yearsbeforetheirindustrywoulds
43、eeequalrepresentationofwomeninleadershiproles.Tooursurprise,respondentsin2023aredecidedlymoreupbeat,estimatingthatparityispossibleinjustadecade.Thisstunningdeclineof44yearstellsustoday,srespondentsbelievegenderparityisnotforfuturegenerationstosolve,butiszinfact,attainableontheirwatch(seeFigure5).The
44、gender-focusedinterventionsthatcorporationshaveadoptedareclearlyresonating.In2023,thepercentageoforganizationsthathavemadeadvancingmorewomenintoleadershiprolesatopformalbusinesspriorityhasnearlydoubled,from25%in2021upto45%in2023.Andasmanyas72%saytheytheirorganizationsconsistentlypromotewomentotoplea
45、dershippositions.But,herestherub:Iftheseperceptionsofprogressreflectedrealchange,wewouldseeasignificantincreaseofwomenfillingleadershiprolestoday.Unfortunately,thepipelinetellsamorecomplexstory.FIGURE 5Thisyear,srespondentsaremuchmoreoptimisticaboutthetimeitwilltakebeforeIheirindustriesseegenderpari
46、tyinleadership.201954yearsuntilparitynChanoftinoftmindsetsisimportantfbutnotenouofth.WeneedspecificKPIsandcommitmentssetbythecompany,respectivedepartments,thepresident,andexecutivestomakechangehappen.JunTaneieChiefDiversity,Equity&InclusionPARTIIHistoricwinsatthetoparethreatenedbystagnationinthemidd
47、leFirst,thegoodnews.Finally,in2023ztherearemorewomenintheC-suiteandsittingonexecutiveboards.Representationhasinchedupto12%forboth.Theseareincrementalincreasesandstillnowhereclosetoparity.Butafteryearsofinertia,theysignalpositivemomentum(seeFigure6).PetriHofste,MemberoftheSupervisoryBoardofRabobank,s
48、ays,seeafewwomengettingintothechairposition,andtheyzrenottherebecausetheyarewomen.They*retherebecausethey,vedonearemarkablejob.Executiverolesarealsoslowlybecomingmoreraciallyandethnicallydiverseeventhoughrepresentationisstillwoefullyinsufficient.ThepercentageofwomenservingonboardsandintheC-suitewhoidentifyasaminorityincr
