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Christina Zander provides an exceptionally good report on what holds women back in work and managing positions in Sweden, Norway and Denmark. Even in Norway, Sweden and Denmark, with a more enlightened outlook in gender relations, the number of women who are CEO's for 145 Nordic companies is only 3%. For the U.S. Fortune 500 this is about 5%. Good child care benefits and parental leave laws that promote a fair distribution of child raising responsibilities between men and women are part of the enlightened outlook in Nordic countries. Yet the number of women being promoted to senior positions is limited. Interestingly rules requiring quota for women on Boards of Directors have led to a different situation on Boards- in 2013 41% of the boards at Norway's public companies were women compared to 18% at private limited companies. About 5.8% of general managers at publicly listed companies were women in 2013, 15.1% in private companies. Sandvik's Ms. Einarsson was promoted to a senior position recently. She says the opposite is true, one needs to start not at the top but at the entry level to ensure women are fairly represented. Culture is part of the problem as even in companies with equal male and female employees, the managers are mostly men. Men are seen as more eager to take responsibilities and risks, and are more integrated into networks. Even childcare and paid parental leave can be deceptive. One researcher shows that Swedish women still take the major part of responsibility for children, with 75% of the 480 available days. Women managers and researchers point to the difficulties women face with a full time career or working over 60 hours a week in a management position, and combining this with picking up children from daycare. Sofia Falk is the founder of Wiminvest, which helps companies invest in geting talented women. Her suggestions are that companies offer other incentives instead of more money- an assistant, private child care, grocery shopping, shared management positions, technical solutions to be able to work at home. The CEO of Sandvik, Olof Faxander, is persistent in changing company attitudes- he has raised the proportion of women in management positions to 21% from 9% in 3 years, eventually hoping to reach 33%....

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Edward Johnson and daughter Abby Johnson- Fidelity Investments succession turmoil and Abby Johnson emerging as CEO is covered in a new book- House of Fidelity by Justin Baer, Deputy Markets Editor WSJ. CEO Edward Johnson (Ned) failed to come up with a succession plan and executives under him were planning to sell the company to Chase or another bank. Ned had talked to Chase's Dimon in 2005 and said he was not interested in selling the company founded by his father. Yet this is what executives under Ned, Reynolds had in mind, who did not have confidence in Abby Johnson's leadership. Fidelity Investments has recovered from poor performance in that period and manages the pension plans of employers in the US, being the largest in this business. In 2026 Fidelity manages life savings of 20% of American adults and 50% of these customers signed up in last 5 years, says WSJ. After a period in her performance in the mutual funds business which was not great Abby was listed for demotion by executives under her father, who would sent her to run the philanthropy part of the business. It shows how awoman now 64 years struggled through this period and took the bold step of defying her father through control of 41% of the stock of the company to gain control of the company- a step that led to her father relenting and letting Abby run the company. It is a tale of how in such situations even the most favored can be put at a disadvantage by perceptions - in this case by Reynolds of Abby's leadership and ability- and need to act swiftly and decisively after impressions have been formed that lead to an outcome that doesn't need to occur. Her father Ned even though he in his younger period was a good stock picker, failed in two ways. By not planning a clear succession and lacking confidence in his daughter to overcome temporary obstacles. ...

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A woman CEO, Phebe Novakovic,  at American defense company General Dynamics says in an interview says she is patriotic and shares her experience growing up in Europe during the Cold War, as the daughter of an Air Force officer.  She also talks about her first job interviews  when she was turned down for jobs after being 7 months pregnant. Women are now CEO's or hold senior positions at defense contractors Lockheed Martin, Northrop Grumman, Boeing,in four of the five largest U.S. defense companies. Most of them including women in the Pentagon are low key and private in their conversations. On the divisiveness in the U.S. Novakovic has some direct comments. She says she wories profoundly about this, especially the part that means there is no national narrative, just conflicting angry opinions that are corrosive and cancerous. This is because democracy requires shared values and a strong nation requires its own national narrative. She points out that in this way you can destroy yourself faster than an enemy can destroy you. About tech companies such as Microsoft, Google and Amazon not wanting to work with the U.S. government she says she is alarmed because this shows an ignorance about where they think their freedom comes from, where their platform of innovation and technology comes from, which is the strength and vitality of the U.S. as a nation.  ...

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David Gelles of the NYT column Corner Office, talks to the head of Accenture, Julie Sweet, about creating an inclusive workplace and levelling the playing field for women. In this interview Julie Sweet talks openly about her upbringing in the small Orange County, California town of Tustin. Her mother graduated from college when Julie was in her freshman year. After several jobs to help her family she went to law school and joined a New York law firm. She tells Gelles about her experience at this law firm Cravath where there were very few women partners and about breaking down sobbing at a unconscious-bias training session at the firm when asked about her own experience as a woman. After being elected partner she set up the first woman's program leading up to bringing more women upto the point where today women are 25% of the partners. Accidently she takes a call from a recruiter 17 years later about a position as general counsel at Accenture. She accepts the offer and five years later she is made the CEO North America of this consulting company with 469,000 employees. Asked about what tactics are effective in creating a level playing field for women Julie Sweet says it comes from making it a business priority. Making diversity and women a priority with measurable goals. Set goals, have accountable leaders and measure progress, says Sweet. Accenture did a study and found stats that were shocking. 40% of companies have no plan for advancing leadership, and less than 40% look at attrition between men and women. A big disappointment but also a large opportunity here to get results by putting in place some basic things. In 2015 She set Accenture goals for 40% women, and sees 2020 goal at gender parity 50-50%. For a firm with hundreds of thousands of consultants worldwide what are the qualities she sees as important in hiring? Sweet says lots of different interests and curiosity for learning. Next comes being able to do straight talk with clients, to deliver tough messages as companies are constantly telling her they want to hear what they need to hear not what they want to hear. ...

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David Brooks of the NYT is critical of the way Google CEO Sundar Pichai handled the Damore email affair. Pichai cut the discussion short and fired a 28 year old engineer who wrote a controversial memo about women and working in the software industry. Brooks says the memo actually makes things harder for women in a male dominated tech world.  Not mentioned here or in the coverage in the media is that Google could have used this as an opportunity to refocus the discussion on how to correct the exaggerated tilt in favor of men in the male dominated tech world- about 80% male. Even with the differences between men and women is such a huge tilt a good idea? How could it be handled by giving women better opportunities and changing the culture itself to ways that can make it good for both sexes. An extremely competitive environment with its corresponding behaviours is not the best environment for all. Most of the male dominated tech world does not walk the talk by actually helping women in tech in multiple ways, including changing their own culture- this itself could have become the focus of the discussion. Google could turn its gaze inward and say this is happening because it was too late or not doing enough, and use this as a wake up call- letting people be heard, yet quietly redoubling its efforts as some contrary voices explain how the current situation happened, is another way to respond effectively that eluded Google.  ...

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Former Pearson CEO Marjorie Scardino joins the Board of Directors of Twitter as its first female director. Scardino was the first woman to become CEO of a FTSE 100 company in the UK when she was appointed head of Pearson in 1997. Her reflection on the progress since then is one of disappointment. She told the Telegraph newspaper when she left Pearson that not much had changed in the 16 years since 1997, with few women on the board of directors, chairmen or CEO positions in the corporate world. Yoree Koh points out in this report that only 8.4% of Silicon Valley companies have women directors, according to an annual study put out in Dec. 2012 by the Universiy of California, Davis. About 40% of the tech companies in the S&P Composite 1500 index have no women on their boards, according to an Ernst & Young report.

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As revelations of sexual harassment of women in the media industry come into the open following the Weinstein story, NYT provides essays by women who retell their own experiences and discuss the way forward from here. Many women were afraid to talk about it fearing it would hurt them in a workplace dominated by men, though many women were aware of the harassment situations. Yet each group of women in each workplace remained to some extent isolated, and unable to bring the issue out in the open to formulate plans for protections to be put in place. Women CEO's rarely took up the issue, preferring to work on company issues, taking sexual harassment to be a social issue not a business issue. Even though this issue affects the workplace itself in many ways, some of them insidious and detrimental to all. Men often did not take the lead to clear things up and create a good workplace environment, preferring to remain silent in the face of a corrosion of trust.

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WSJ's Monica Langley provides an exceptional report with a close look at the first woman CEO at a large corporation in the cusp of great change. IBM CEO Ginni Rometty is remaking IBM by moving out of existing businesses and shifting to new growth areas such as analytics, cloud computing, new R&D advances. She sees her job as building the IBM of the future, and this includes divestments and phasing out of some businesses, acquisitions, and building some businesses such as the Watson Heath Care business from scratch. In some fast growing areas such as cloud computing this means competing with other established competitors, Amazon, Google, and Microsoft. Rometty's job is tough because of the size of IBM with 380,000 people in 170 countries, a culture that lacks the agilityof younger companies, and the older businesses which continue to slow IBM's progress, and where divestments reduce revenues. IBM sales are down for 12 consecutive quarters from the year earlier quarter. IBM's share price is down about 10% since Rometty became CEO in Jan. 2012, resulting in investor dissatisfaction with results. Rometty's goal is for 40% of IBM's revenues to come from corporate markets in analytics, cloud computing, cybersecurity, social networking, and mobile technologies, increasing it from 27% of about $93 billion in sales in 2014, and 15% of $105 billion in sales in 2013. Sold off and divested are low end servers, IBM's chip maker, and other hardware businesses. It is so extensive that whats left of the mainframe business is focussed on new technologies for mobile. Rometty setup a partnership with Apple for the corporate mobile market, and started Watson Health as a new venture in analytics for healthcare using its Watson Computer technology. Rometty grew up in Chicago, one of 3 daughters raised by a single mom, who says she was taught to be "fearless" by her mother. She graduated from Northwestern University with majors in electrical engineering and computer science, joining IBM as a systems engineer in 1981. She carries a backpack, school size notebooks, on her frequent trips to see customers in person and is constantly prodding employees at IBM to go faster. Rometty has a passion for scuba diving in her spare time and always carries the gear with her. Christine Lagarde at the IMF is one of the few women heading large organizations that have the same level of energy. Lagarde's passion is swimming having competed in sychronized swimming, and both Rometty and Lagarde describe the loss of a parent in different ways as a significant impact in their life. ...

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Google will take part in the Digital India project of the Indian government with a $10 billion investment over five years. This is about leveraging the power of digital technologies for transforming lives of farmers, young people and for creating new businesses. Google Search and You Tube reaches 245 million Indians. Local language content is popular for 66% of the content online. For Google CEO Pichai this as he says is deeply personal as the investments in early computers and digital use in the first 20 years after independence in 1947 provided the opportunities for Pichai and Microsoft CEO Nadella and countless others to learn about these technologies in schools and universities in India. These investments will lay the ground for opportunities to be created for new generations. Earlier Google partnered with Tata Trusts to launch Saathi so that the internet could reach India's villages. About 23 million women in 300,0000 villages have gained through Saathi the first use of internet. ...

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A management shakeup takes place at Nike with the departure of several executives and the HR chief for inappropriate behaviour. Nike is described as having a boy's club culture in this report which shows some women left Nike to join rivals Puma and Adidas, and others conducted a survey about conditions for women at the company relating to pay inequity, and allegations of inappropriate workplace behaviour. Following the survey Nike CEO Parker conducted his own internal investigation leading to the management shakeup. Nike will now setup mandatory manager training so that it takes the steps to become a women friendly workplace.

Nike has developed an aggressive competitive culture in its competition with Adidas and other brands. This has added to difficulties for women at the company.

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Changes in the management board at  VW that will lead to an accelerated investment in electric vehicles. Labor leaders had sought to oust CEO Herbert Diess. Mr. Diess will no longer oversee the VW brand or the company's business in China. The management board is expanded to 11 from seven previously. Three new board positions were created two filled by women. The result is that Mr. Diess will now be working with overall guidance from the board and other members that seeks to accelerate VW's conversion into an electric car company. About $180 billion in investment was approved half of this going into digitization and electric cars.

These changes are happening as Germany goes in a new direction under the leadership of Mr Scholz of the SPD and the Greens vice chancellor, Mr Habeck, who is also in charge of an expanded economy ministry including climate change, with large investments planned to combat climate change.

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The Renzi government's new merit based appointments to CEO positions at Enel, Eni, Telecom Italia, Italiane Poste, and Finnemecanica, companies in which the government has large stakes. Women were appointed as chairwoman for Enel and Eni. This is part of an effort to revitalize Italian industry in the economic slump. The Italian government has a 30% and 31% stake in Eni and Enel. These companies represent about a third of the Italian stock market. Claudio Descalzi is the new CEO of Eni. He is seen as having as having an excellent record as head of the oil exploration division of Eni.

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Women in senior management positions at GM include Mary Barra, Melissa Howell, Anne Larin, Victor McInnis, Grace Lieblein, Alicia Boler-Davis. Howell is senior vice president of global human resources. Leiblein, vice president for global purchasing. Boler-Davis, senior vice president for global customer experience and quality. Barra is the new CEO in 2014. Here Leiblein describes her decision as chief engineer for large crossover utility vehicles- to leave a gap at the bottom of the left foot rest making room for female drivers wearing a high-heel shoe. Barra says she concentrates on doing a good job and doesn't count the number of women in the room at meetings. Other female managers says women have to put in more than men to be recognized.

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Apple CEO Tim Cook says he is not satisfied with the 70% of the workforce being male and poor representation of minorities other than Asian, and women.

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Security for women working in software companies in India is an important issue considering that the number of women in software companies will approach 50% according to Nasscom by 2010, and the poorly paid and sketchy background of many hired drivers in India. Because the women work at odd hours of the night to keep in touch with westen countries clients in different time zones this is a very real issue. The cases of a Wipro and a HP employee in India being raped and killed and drivers charged bring to light an important issue for women employees at software companies and companies in general in India. It is important to attract talented employees for companies to have the best arrangements for safe transportation at additional cost. Parents of these young women and the women should feel that its just as safe as for men for them to work or travel at night. In this case the Supreme Court decision was to let stand a lower court ruling that Mittal CEO of HP Global Soft was liable for prosecution in the case of a rape and killing by a driver of a HP employee, because the company had hired the driver and made the transportation arrangements that led to this death....

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Ron Johnson (R-Wisconsin) who seeks deeper spending cuts, Josh Hawley (R-Missouri) who sees Medicaid co pay for able bodied at 100% of federal poverty level as a "sick tax," Lisa Murkowski who differs on taxing providers, and other Congressmen and Women in the Republican party are opposing the new tax cut package of president Trump. Senator Rand Paul (R- Kentucky opposes the raising of the debt ceiling, and is also opposed.

Most of the main Medicaid cuts come after 2029 after Trump no longer is president, so that Republicans who want to see the shrinking of the Medicaid program so it meets only needs of the most needy, want to see faster cuts while Trump is president. And there are other Republicans in Congress who face tight elections and see big risks of losing their seats.

 

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Helena Morrissey of the 30% Club has helped increase the representation of women on Board of Directors in Britain to 23%. This is nearly double the figure in 2010. Helena Morrissey uses a non-confrontational approach, getting men to join the organization and having them act as advocates with other men in senior positions. She learned this after using other approaches which were less effective. She focusses on telling chairman of the boards that having women on the board provides different perspectives, and points to studies that show about 30% lets a minority voice be heard. Homogenous boards have been known to provide no new thinking or fresh perspective, a problem at many companies. The opportunity opened up with the finsncial crisis of 2008 and widespread opinion that the boards had failed to understand the crisis that was coming. She and 14 other women got the support of 2 prominent board chairmen in 2010 to start the 30's Club. A Commision by the new government led by Lord Davies provided additional impetus by recommending that 25% of a board be voluntarily set for women. Early in her career Helena was turned down for a promotion because she had a baby. She has nine children, which her husband a journalist helps take care of at home, making her situation even more unique. Helena Morissey is CEO of Newton Asset Management in London's financial district....

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Cyrus Mistry, who is 43 years old, head of the Shapoorji Pallonji Group, a construction company, will be the new CEO of Tata Sons. He was a board director of Tata Sons for several years. His father is the largest shareholder in Tata Sons with an 18% stake in the company. Mistry, who comes from the same Mumbai based Parsi families as the founder and previous heads of Tata Sons, studied civil engineering at the Imperial College in London and management at the London Business School. He is an Irish national because of his father's marraige to an Irish woman. The previous chairman of Tata Sons before Ratan Tata, J.R.D. Tata, who ran the company for most of the postwar period, also had a similiar background, as J.R.D.'s father married a French woman. By virtue of its acquisition of the steel company Corus Group, and the acquisition of Jaguar-Land Rover, Tata Sons is now the largest manufacturing company in the U.K., in addition to being one of the largest and most well known companies in India. About 58% of sales now come from overseas. Companies in the Tata Group include Tata Consultancy (IT), Tata Motors (autos), Tata Steel (steel), and a range of other businesses in India. Ratan Tata will remain chairman till Dec. 2012, to give time for Cyrus Mistry to assume his new role....

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Only 12% of England's professional engineers and technicians are women. There is demand for 124,000 engineers annually and 79,000 technicians, according to EngineeringUK A shortfall of 59,000 engineers means many positions are unfilled partly because women are not taking up these roles even now.

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Interview of Mary Barra, new CEO of U.S. auto company GM by editors and reporters of the NYT.

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The most striking aspect about Pew Research on Diversity, Equity and Inclusion practices and DEI in companies in Nov 2024 compared to early 2023 is the shift in sentiment about how much it hurts White Men. 36% of Americans now think it hurts White Men compared to 14% a shift of 22%. Among Republicans also there is a striking shift of 10% in just over a year. Asians no longer see it improving their situation. It comes also at a time when White Men are going through an unprecedented drop in college enrollment compared to women after financial crises and surging college costs, the kind of trend that is seen as unhealthy for the Nation.  Overall the shift shows says PEW Research that workers are more likely to believe that focussing on DEI is a bad thing and too much attention is going into doing this at companies. Reports in WSJ on Jan 10, 2025 say CEO's are making a shift away from DEI in 2025 consistent with the change in sentiment nationally.  ...