© Global Foresight 2008   Strategic Power Networks: Trade Up … From Impact to Innovation! Mary O ’ Hara-Devereaux Rayona Sharpnack Linkage 2008 Women in Leadership Summit November 12, 2008 © Global Foresight 2008  

Powerful Global Trend

© Global Foresight 2008   Four Global Demographic Fault Lines Who Will I Become? Haves/ Have- Nots Living Longer Gen Y Comes of Age Re- invention of Women Increasing Gap Black Hole Increasing Gap Black Hole Historic Numbers of Educated Knowledge Workers Social Revolution Historic Numbers of Educated Knowledge Workers Social Revolution Over 1 Billion Strong Techno-savvy Global Identity Over 1 Billion Strong Techno-savvy Global Identity Rapid Rise of Healthy Older People Fastest Growth in Emerging Economies Rapid Rise of Healthy Older People Fastest Growth in Emerging Economies

© Global Foresight 2008   Women Break Free and Cut a New Path

© Global Foresight 2008  

… Then They Went to School. More Women Graduate From College Than Men Australia Czech Republic Finland France Germany Hungary Ireland Italy Japan Republic of Korea Mexico Netherlands New Zealand Poland Spain Sweden Turkey United Kingdom United States Women Men Tertiary Graduation Rates, 2006 % of Total by Gender

© Global Foresight 2008   A Big U.S Trend Unfolding Since 1970 …  58% of college students are women  Most Latinos and African American College students are women  About 80% of valedictorians are females  Women outperform men at Ph.D. level

© Global Foresight 2008   What’s Up With Men??

© Global Foresight 2008   Amy Radin Chief Innovation Officer Citibank Amy Radin Chief Innovation Officer Citibank Claudia Kotchka VP, Design Innovation & Strategy Procter & Gamble Claudia Kotchka VP, Design Innovation & Strategy Procter & Gamble Ivy Ross EVP Product Design & Development Old Navy Ivy Ross EVP Product Design & Development Old Navy Marissa Mayer VP, Search Products & User Experience Google Marissa Mayer VP, Search Products & User Experience Google Women Lead Innovation in Top Companies

© Global Foresight 2008   Key Barriers

© Global Foresight 2008   Conventional Wisdom About Women Persists  They don ’ t problem solve as well as men  Women are not natural leaders  Women can ’ t manage – they ’ re too emotional  Women will not do whatever it takes to get the job done  Women ’ s role in society is as a temporary worker, not an equal  Women prefer not to work  Women will drop off to have a family  Women can ’ t travel because they have children  Women prefer men ’ s company Source: Catalyst, Global Foresight, varied studies, 2006

© Global Foresight 2008   Top Five Barriers in High Tech Companies  Stereotyping  High Tech Corporate Culture is exclusionary and does not support women ’ s advancement  Demands of work/careers is incompatible with having a commitment to family/personal responsibilities  Women feel isolated because they lack role models, networks and mentors  Companies don ’ t strategically and objectively identify and develop talent

© Global Foresight 2008   Conventional Wisdom About Women in High Tech Companies  Women will drop off to have a family.  Women will not do whatever it takes to get the job done.  Women are not good enough compared to men.  Women are not natural leaders.  Women can ’ t manage – they ’ re too emotional.  Women can ’ t travel because they have children.  Women ’ s role in society is as a temporary worker, not an equal.  Women prefer men ’ s company. Source: Catalyst Bit by Bit 2003

© Global Foresight 2008   Key Findings  Lack of women in senior positions not just a pipeline issue  Lack of an explicit commitment to diversity at the top  High Tech industry values meritocracy but ‘ lack of acceptance of women ’ trumps that value  Narrow operating definition of what is acceptable as leadership and the style  Lackluster commitment to true work redesigns that support women ’ s needs for work-life balance  Not enough respect for personal lives

© Global Foresight 2008   The Male-Female Dilemma  Men have a low comfort level with women at work.  Men often do not give women honest feedback about their performance.  Men base their expectations of women in the workplace on what they know from their own personal lives.  Women feel excluded and many withdraw.