In a recent taped workshop, an executive at PwC, the professional services firm, shares that she’s uneasy revealing the brand-name organisations she’s advised for fear of “bragging”. Another says she’s hesitant to say the names of chief executives she’s worked with directly, lest it looks like she’s “name-dropping”.
It is the International Year of Chemistry, as I expect you know, and 100 years since Marie Curie won the Nobel Prize.
A new report from Ernst & Young, published this week, brings together a wide range of data and adds new insight into the potential of women in Africa to boost economic growth, increase levels of education and improve standards of governance in public life.
Niall FitzGerald, former chief executive of Unilever and chairman of Thomson Reuters, spoke last week at Brandeis University’s International Business School, just outside of Boston, about the qualities of good, strong leaders.
Sheila Wellington was the first woman to become secretary of Yale University in the 1980s, a prestigious role that ranks just below the Yale provost and president. After completing her stint at Yale, she ran Catalyst for 10 years, a nonprofit group that works to improve opportunities for women in business.
It is not easy being a woman on Wall Street. And it’s even harder being a woman of colour. According to new research from Catalyst, the non-profit group that aims to expand opportunities for women in business, those belonging to racial minority groups face greater challenges than white women in developing trusting relationships with their managers in the financial services industry.
Much is written about achieving a work/life balance, particularly in the context of attracting women to the upper echelons of corporate life. In the run up to the FT’s ranking of the top 50 women in world business, I have been asking some of the highest-achieving women in the world whether it is possible to “have it all”.
It is hard not to be cynical about the recent announcement by Walmart, the world’s largest retail company, that it plans to use its enormous “size and scale to help empower women across its supply chain”.
The scheme – which Walmart has dubbed its Global Women’s Economic Empowerment Initiative – involves doubling the money the company spends with women-owned businesses, providing women around the world with job training and access to education and approaching its biggest suppliers to use more women and minorities on work they do for the company.
In this blog, my colleagues and I often write about companies that seek to help female employees move up organisations and advance their careers. Rarely, though, do we touch on how male employees perceives such initiatives.
Evan Apfelbaum, assistant professor at the MIT Sloan School of Management, usually studies how people of different races wrestle with this issue in social settings. But his work has implications for how different genders relate to each other.
Rebecca Knight has written for this blog about a US study that proved what we all knew to be the case: despite the fact that jobs in science, technology, engineering and mathematics attract up to 33 per cent higher salaries than those in other industries, women still are not choosing them.
The rot, says Leslie Sobon, corporate vice-president of product marketing at AMD, the microchip maker, sets in early.