Diversity Woman Magazine

WIN 2019

Leadership and Executive Development for women of all races, cultures and backgrounds

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d i v e r s i t y w o m a n . c o m W i n t e r 2 0 1 9 D I V E R S I T Y W O M A N 31 in the bottom line. e coalition is very data driven, and the numbers support the business case for gender equity. A 2016 Credit Suisse research report found that companies with 50 percent women in senior operating roles had, on average, a 19 percent higher return on equity. A 2018 McKinsey report revealed that companies in the top quartile for gender diversity on executive teams were 21 percent more likely to outperform on profitability and 27 percent more likely to have superior value creation. "e bottom line is that who is in lead- ership roles matters," says Kullman. Paradigm for Parity's goal of gender parity by 2030 is ambitious, Kullman acknowledges. However, she notes that a few of the companies in the coalition are already at or above 28 percent gender parity in the executive ranks. "And there are others, like Accenture, that have been very public about the fact they'll be at gender parity by 2025—even in their se- nior ranks," she says. Murphy of Ingersoll Rand and Amato of UT agree that 50 percent parity is no pipe dream and that their companies are well on the way. "Yes! 50 percent parity in leadership is doable by 2030," says Murphy. "We have determined the number of opportuni- ties typically open and available each year and know that there is an available talent pool of highly qualified women." "I believe 50 percent parity by 2030 is doable," says Amato. "In business, we set goals, create plans based on data, track progress, and adjust as needed. at's what we've done here, and we've already seen results. At UTC we are already at al- most 30 percent parity. ere is no doubt in my mind that P4P accelerated our re- sults." By stating such an audacious goal, Para- digm for Parity is putting out there a con- versation starter that can spur open dis- cussion around the issues and challenges. "It creates great dialogue," says Kullman. "I remember one person who said to me, 'ere's no way I can get to 50 percent. ey just don't graduate enough people.' I said, 'Well, why don't you recruit at MIT?' ey're like, 'Why?' 'MIT matriculates 50 percent women,'" I said. e person was shocked to hear that. "I think people are used to using excus- es or anecdotes for why it can't be done. at's why we want to be very data driven, and we want [to do the training and due diligence] to get unconscious bias out of the picture." In a sense, if Paradigm for Parity achieves its 50 percent parity goal or just inches (or leaps) closer, its work will be a success. Raising awareness and in some cases making people and organizations uncomfortable about their gender balance will help move the needle. "I think all of us [at Paradigm for Par- ity] learned over the years that we could be part of the problem or part of the so- lution," says Kullman. "And that by using our collective clout, we can make a real dif- ference." DW "By CEOs leading the charge, the company is saying, 'This is something we are going to commit to.'" (Above, left to right)Sandra Beach-Lin, Ellen Kullman, and Jewelle Bickford THE FUTURE STARTS NOW

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