| KEY
FINDINGS |
|
KEY NOTE SPEAKERS
Edie, Weiner,
President,
Weiner, Edrich, Brown, Inc.
Dr. Judy Rosener, Professor,
Graduate School of Management,
University of California, Irvine
|
|
ROUNDTABLES
Competing At The
Top
Global Intelligence
In The Spotlight
Take Your Seat In The
Boardroom
Fortunes in High Tech
Authoring Your Life
|
| |
KEY NOTE SPEAKER
Edie, Weiner, President,
Weiner, Edrich, Brown, Inc. |
|
|
Change
The progression of change is moving us into
the 21st century faster than we can catch
our breath. If you thought you've seen change,
you ain't seen nothing yet. |
|
|
Aging
The majority of the world's population will
soon be 60+. Many industrialized countries
have no replacement populations to cover "social
security" benefits for those retiring. |
|
|
Divorce
As societies shift from an agricultural (embedded)
to industrial (portable) economies, divorce
rates rise. Divorce is not a social trend.
It's an economic trend, and no longer the
exception, but the rule. |
|
|
Transitioning
We move from one job and one place to another,
defining ourselves by what we're doing and
where we are currently. This complicates buying
decisions, drives us to play many roles, and
creates multiple selling opportunities. We
buy negligees, suits, car coats, and hiking
boots. |
|
|
Nano- technology
Computers process data in femtoseconds. Rapid
proto-typing takes products from concept to
completion in hours. Nano-robots program molecules
of gold to grow gold, oil to grow oil, silk
to grow silk, etc. |
|
|
No Boundaries
Information, economics, and environmental
issues do not respect man-made boundaries.
City-states linked by global commerce are
regaining power. Like-minded people are connecting
to define their own borders. Global corporations
are replacing nation-states and must enfranchise
populations worldwide. |
|
|
Boredom
In a single afternoon, we can experience more
than our great grandparents would have experienced
in their lifetimes, and we're getting bored.
Young children are stimulated to process more
information. Brain capacity and speed is increasing.
Students can learn faster than teachers can
teach, and people are burning out at 30 instead
of 65. |
|
|
Attention
Share of mind is the new monetary unit. Marketers
spend big money to get our attention for frequent
flyer/buyer programs, limited time offers,
etc. But, consumers have no time to learn
about and manage these options. |
|
|
No Authority
The mantle of authority has moved from the
professional priesthoods, the credentialed,
and those who know more than we do to those
who agree with our point-of-view and women
are leading this move. |
|
|
Mind/Body Medicine
Well-being and longevity are our healthcare
goals. We are taking more responsibility for
our health, exploring the mind/body link,
and taking an East/West approach to preventing
disease to live a long, healthy life. |
|
|
The Next Economy
Impermanence, our search for heightened
personal well-being, and lack of time are
fueling a new e-motile (emotional/motile)
economy and five major growth opportunities:
1. the augmentation of intellect (integration
of information, education, and entertainment)
2. health (physical and mental)
3. personal and financial security (saving
and investing, private security forces and
schools, etc.)
4. personalization and the rise of the new
professional services class (well-educated
people in service roles they love)
5. spiritual fulfillment (religion and well-being).
|
|
|
| |
KEY NOTE SPEAKER
Dr. Judy Rosener, Professor,
Graduate School of Management, University
of California, Irvine |
|
|
Men and women are
different, and to say they are the same is
bad for business and naive. |
|
|
We need each other
to procreate - not just offspring, but new
ideas, services, products, and ways of solving
problems and resolving conflict. |
|
|
Men and women process
information, communicate, and have been socialized
differently. |
|
|
Men define themselves
by what they do, are focused, single-taskers,
outcome-oriented, and considered rational.
Women define themselves more broadly, are
comfortable with ambiguity, multi-taskers,
comfortable sharing power, intuitive, process-oriented,
and considered scatter-brained. Yet, the very
attributes that are considered female - or
scatter-brained - are highly valued in a entrepreneurial,
global, and service-oriented economy. |
|
|
The corporate state
is full of sexual static. |
|
|
It's still a man's
world, and what men do is what's valued, in
large part because men are still the dominant
corporate culture and make the rules. However,
women's worlds are expanding and men's worlds
are contracting. |
|
|
Men talk about
what they do. That's okay in a corporation.
Women talk about what they feel. That's not
okay. |
|
|
Women and men find
it difficult to think outside cultural gender
stereotypes. That's one reason why men don't
understand why women seek career advancement. |
|
|
Difference is pejorative. |
|
|
We have a "best"
mindset, believing there's one best way to
run a company, a division, etc. Traditionally,
the best way has always been the male way,
and those who do not follow the male way or
are different are considered deficient. |
|
|
The assimilation
model - to get to the top we have to be like
everyone already at the top - is deeply ingrained
in our culture. |
|
|
Different represents
added value, not deficiency. To succeed, we
must unlearn the "best" assimilation model
and our pejorative assumptions. |
|
|
The glass ceiling
must be dismantled from the top. The advancement
of women isn't a social justice issue, it's
an economic necessity, and those who ignore
the potential of women, will be left in the
dust. |
|
|
| |
|
ROUNDTABLE
Competing At The Top
|
|
|
Women are starting
companies that reflect their values and goals,
but most of these companies are small to mid-sized.
In corporate America, little progress has
been made in advancing women to leadership.
You can still count on one hand the number
of women CEOs in the Fortune 500. |
|
|
Many younger women
didn't face the obvious obstacles on their
climb to middle-management and don't believe
there is a glass ceiling. |
|
|
Women imported to lead an organization
will find few female colleagues at their
level. Those at the top, mostly men, will
have been there a long time, have a strong
support base, share a common history, and
know the rules of the road. Find your enemies
and make them allies. If there are people
who want to undermine you, get rid of them
before the honeymoon period is over. Get
plugged into the culture and learn the unwritten
rules.
|
 |
People promote people with whom they are
most comfortable. Men promote and create
opportunities for other men. That's one
reason why women are excluded from leadership.
|
|
|
In the era of globalization
and advanced technology, every business is
being challenged in every aspect. Men describe
the challenge as war. Women describe it as
business as usual. |
|
|
Men find opportunities
for their friends. Women would like to, but
we don't take the risks to hire and promote
women. It's time for women at the top to create
opportunities for other women. |
|
|
It's lonely at
the top. If women are not present at the table
when decisions are made, we'll continue to
have limited influence over the corporate
state. |
|
|
| |
ROUNDTABLE
Global Intelligence |
|
|
The world is becoming
one market. |
|
|
Businesses are
becoming commodities. |
|
|
The health of the
American economy is more closely linked to
foreign markets than ever before. |
|
|
Companies seeking
to increase their value should consider globalization.
However, globalization is far more complex
than exporting products or services to and
manufacturing in overseas market - and it's
essential to operate only in those markets
where there is a need for your goods or services. |
|
|
Hire local, bi-lingual. |
|
|
Arrogance is the
biggest problem for American entities abroad. |
|
|
Don't insult your
market with advertising messages literally
translated from English. |
|
|
There are many
obstacles for women in other cultures, but
many advantages to being an American woman
abroad. Ambiguity is the norm, and women are
more comfortable than men with ambiguity.
|
|
|
| |
ROUNDTABLE
In The Spotlight |
|
|
Women aren't quoted
more in the business press because the press
tends to write about CEOs, and there aren't
many women CEOs. |
|
|
Women put news
exposure and press coverage as a lower priority
than men and see interviews as a risk. |
|
|
People believe
what they see on television and read in the
press. Media appearances make you an instant
authority. Be available for expert commentary
when the press calls, even if you're having
a bad hair day. |
|
|
Don't believe your
good reviews or your bad reviews. The person
being quoted in the press isn't you, it's
what a reporter has written about you. And
if the press is bad, get over it. The guys
do. |
|
|
To get in the news:
get your name in the reporters' Rolodexes;
get your bios and vitals to the bookers; call
the media when you have a story to tell; and
let your company know how your appearance
in the media will benefit their strategy. |
|
|
Press about women
in business is inspiring to women on their
way up and motivates other companies to advance
women. |
|
|
Cut your teeth
on the local news and business talk shows,
do well, and the national media will call. |
|
|
| |
ROUNDTABLE
Take Your Seat In The Boardroom |
|
|
Men on boards
are assumed to be competent until they make
a mistake. Women are presumed to be incompetent
and must prove themselves again and again.
|
|
|
Boards are looking
for members who: are fulfilling a CEO role,
have relevant management experience, understand
strategic plans and their implementation,
are committed to building shareholder value
over the long-term, understand emerging and
global markets, are independent, and are willing
to ask the questions that need to be, but
aren't often, asked. |
|
|
If you want to
be selected for a board do: |
| |
• Be visible and credible.
• Serve on an advisory board first.
• Serve on a non-profit board.
• Get your name in front of those
selecting board members.
• Read the company's annual report,
visit their website, and get to know the
company and current board.
• Avoid autocratic chairmen.
• Create relationships with the wives
of the directors or executives with whom
you will serve.
• Research the corporate governance
issues and institutional investors' attitudes
toward the company because of these issues.
|
|
|
Once you make the
board: |
| |
• Serve the shareholders well. You
are there to protect their assets.
• Serve on the audit committee. You
will really learn the business.
• Speak up on the issues that are
important to you.
• Reach down into the organization
to create an "old girls' network."
• Recommend other women for board
membership and support the advancement
of women to leadership within the organization.
• If you can't serve with integrity
because it is not a friendly environment,
resign.
|
| |
• The rise of the sophisticated
employee who wants a paycheck, opportunities
for wealth accumulation, work/life balance,
good health insurance.
• The labor market is tight, and
the competition for talent is fierce.
• The rise of the sophisticated investor
who receives pre-approved credit options
in the mail and expects to refinance the
mortgage or pre-pay without any fees or
penalties.
• Women are learning how to accumulate
and manage their money.
• The search for meaning is driving
women and men at the top to rethink their
careers.
|
|
|
| |
ROUNDTABLE
Fortunes In High Tech |
|
|
Over 60 percent
of venture capital funding goes to high-tech
businesses. Women received only 1.6 percent
of the $33.5 billion in venture capital invested
in high-tech companies between 1991 and 1996. |
|
|
Women are not up-to-speed
in the areas of finance and technology. That
makes us unattractive to venture capitalists
- and is preventing us from shattering the
glass ceiling. Guys write business plans that
focus on the financials. That's why they get
money. Women write business plans that focus
on building the business over the long-term.
That's why we don't get money. |
|
|
If you go public,
pay attention to the IPO process and be aggressive.
|
|
|
Women who are succeeding
in high-tech careers must develop technology
products that are female-friendly, act as
role models, and advocate for math and science
programs for girls. |
|
|
| |
ROUNDTABLE
Authoring Your Life |
|
No one strikes
the perfect balance between work and home
life. We're all juggling. Younger people tend
to seek and find more balance than the "baby
boomer" and "yuppie" generations. |
|
It's hard for women
to gain power, and, perhaps, it's even harder
to give it up. In our society, it's important
to be seen as successful. Many women who are
very successful in business fear that if they
retire, they'll disappear. |
|
Women's lives have
to do with serendipity. We don't set goals
or plan. That's because we see the world in
a more ambiguous way. |
|
Managers are once
born. Leaders are twice born. Managers spend
their lives reacting. Leaders dig deeper,
hear an authentic voice and find some sense
of themselves that transforms their lives. |
|
There is a socially
sanctioned addiction to accomplish that is
pernicious. We're all recovering workaholics.
This isn't negative. We're simply reacting
to the expectations of others, and it's smarter
and more fun to be in charge of our destinies. |
|
You can lead through
transitions, but you can't manage. By definition,
transitions are a time in which you dismantle
the trajectories and linearity of your life.
Chaos is intrinsic to the process of change,
and chaos is not predictable. |
|
There is a tremendous
amount of life left after retirement. Be prepared.
|
