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Navigating disruption without gender diversity?
Think again.
Marcie Merriman, Executive Director
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96%
97%
44%
59%
Business leaders widely acknowledge the challenges they face and the changes needed to survive disruption
are facing
monumental
change and
disruption
agree they need to
fundamentally
change their
business model to
survive and thrive
recognize that
diversity of thought
and experience are
crucial to business
survival in the
evolving new world
agree they do not
currently have
sufficient diversity of
thought and
experience in their
leadership teams
… and they recognize that diversity of knowledge, thought and experience in the C-suite are crucial to success
Source: EY’s Women Fast Forward Cross-sector Survey, 2015
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Business leaders know they need to do more but do not expect significant increases in women in leadership in the next 5 years
acknowledge that diversity in
senior leadership is important
to navigate disruption
strongly agree they need to do
more to attract, retain and promote
women into leadership positions
admit they are not
measuring progress
on gender diversity
expect a significant
increase in the
number of women in
leadership positions
in the next five years
71% 55% 48% 13%56%
believe they have been
effective at promoting
women in the last five years
Source: EY’s Women Fast Forward Cross-sector Survey, 2015
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Five key disconnects holding businesses back on gender diversity
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Five disconnects holding businesses back from delivering talented women to senior leadership positions
#1: Reality disconnect
#2: Data disconnect
#3: Pipeline disconnect
#4: Perception and perspective disconnect
#5: Progress disconnect
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Think gender parity is nearly solved?
46%think their board has
already achieved gender
parity or that it will do so
in the next 10 years
170years
until gender parity is
achieved, according to the
World Economic Forum
23%expect no change in the next 5 years
#1. Reality disconnect: Business leaders assume the issue is nearly solved,despite little progress within their own companies.
If business leaders expect little to change in the next five years, how can they expect gender
parity to be achieved in the next decade?
Think again.
Source: EY’s Women Fast Forward Cross-sector Survey, 2015
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Ask
ActIs your organization ready to reap the rewards of
gender diversity?
Is a lack of diverse leadership impacting your ability
to innovate?
How do you plan to achieve gender parity in
your leadership team?
Is this strategy grounded in concrete steps or just
good intentions?
Align your vision for the future
with pathways to get there
Take a critical view of where you
are now and where you need to be
Don’t assume gender parity will
just happen – build real enablers
#1. Reality disconnect:Business leaders assume the issue is nearly solved, despite little progress within their own companies.
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Think organizations are measuring their gender progress?
of businesses have
programs to formally
measure their progress
on gender diversity
focus on how many
women have reached
senior leadership
positions
76%
32%focus the proportion
of female applicants to
senior management
positions
#2. Data disconnect: Companies don’t effectively measure how well women areprogressing through the workforce and into senior leadership.
44%
of businesses that do measure
gender progress
Business leaders are measuring gender progress at leadership level but how many are
measuring their talent pipeline?
Think again.Source: EY’s Women Fast Forward Cross-sector Survey, 2015
Note: Respondents could provide more than one answer
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AskAct
What specific goals do you have regarding gender
parity?
How are you measuring your progress towards
these goals?
Is your business going to achieve its top priorities
without greater gender parity?
Measure and report on progress and use ofclear metrics
Set concrete gender parity targets
Use data to identify obstacles and enablers to
career progression
#2. Data disconnect: Companies don’t effectively measure how well women are progressing through
the workforce and into senior leadership.
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Think organizations that are good at recruiting women are also good at promoting them?
are effective, both at attracting
women to their organization and
retaining them once they get
there
Source: EY research
are effective at identifying,
retaining and promoting
female leaders
say they need to do more
to attract, retain and
promote women to
leadership positions
have structured, formal
programs to identify
and develop women for
leadership
#3. Pipeline disconnect: Organizations aren’t creating pipelines for futurefemale leaders.
72% 56% 55% 18%
Businesses want to increase the number of women leaders, but how focused are they on
developing female talent?
Think again.Source: EY’s Women Fast Forward Cross-sector Survey, 2015
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AskAct
How do you attract and recruit the most outstanding
female talent?
What’s your plan to retain, develop and promote
them to senior leadership roles?
Do you know why your leaders of tomorrow are
leaving today?
Implement formal programs to find potential female candidates
Determine what your company must do to become an employer of choice
Ask female employees how you can improve the
pipeline to senior leadership
#3. Pipeline disconnect: Organizations aren’t creating pipelines for future female leaders.
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28% Unsupportive culture 25%
28% Organisational bias 15%
24% Conflicts of raising a family 44%
7% Shortage of female talent 43%
Think men and women see the problem in the same way?
#4. Perception and perspective disconnect: Men and women don’t see thebarriers the same way
How focused are business leaders on breaking down barriers?
Think again.Source: EY’s Women Fast Forward Cross-sector Survey, 2015
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Think men and women see the solutions in the same way?
Corporate culture that supports
and promotes gender diversity
and inclusiveness
1
Mentoring from senior
leaders5
Strong female role models in
the organization2
Leadership training for women4
Flexible working arrangements3
Flexible working arrangements 5
Networking opportunities 4
Mentoring from senior
leaders1
Corporate culture that supports
and promotes gender diversity and
inclusiveness
2
Strong female role models in
the organization3
Top five
answers
by
#4. Perception and perspective disconnect: Men and women don’t see theenablers the same way
How focused are business leaders on amplifying key enablers?
Think again.Source: EY’s Women Fast Forward Cross-sector Survey, 2015
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#4. Perspective disconnectWhat you can do to address the disconnect
Ask Act
Are men and women aligned on diversity
barriers and enablers?
Have you asked women in your organization about
the barriers they face?
Are you using feedback to overcome barriers?
Are you embedding a diverse and inclusive
corporate culture?
Take an active role and support the pipeline
of female talent
Make efforts to understand these challenges
from those who live it
Decide what action to take to create a more
inclusive culture
Create opportunities for open dialogue on
diversity challenges
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Automotive
Banking
capital markets
Consumer
products Insurance Life sciences Oil and gas
Power and
utilities
60% 53% 60% 60% 65% 54% 56%
12% 27% 12% 6% 12% 12% 11%
Think all sectors are making equal progress?
Do you expect a significant increase in the number of women in leadership in the next five years?
#5. Progress disconnect: Industries are making uneven progress towardsgender parity
How effective have you been at promoting women in the last five years?
Source: EY’s Women Fast Forward Cross-sector Survey, 2015
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#5. Progress disconnectWhat you can do to address the disconnect
AskAct
Is your sector adopting leading practices for
gender parity?
How does your sector compare to others on
gender diversity?
What can you learn from other sectors?
Adopt best practice, no matter where it comes from
Take a holistic cross-sector view of what’s possible
Take a leadership role to improve your industry’s
gender diversity
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IWD #BeBoldForChange
Get involved
• Share your bold action on social media as a tweet or selfie video
• Share our bold Better Questions and provide your answers
#BeBoldForChange
@EY_WFF
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Resources
Inspiring Women series
We have asked over 30 inspiring female leaders across diverse industries to share their insights and experiences. They reveal the barriers they overcame and key actions that enabled them to reach their leadership positions.
www.ey.com/womeninindustry
Contact: [email protected]
Navigating Disruption report
We have a cross-sector report and eight separate industry reports:
► Automotive and Transportation
► Consumer Products and Retail
► Financial Services
► Government and Public Services
► Life Sciences
► Mining and Metals
► Oil and Gas
► Power and Utilities
Actions to take
We have outlined a number of actions that boards, men and women can take to accelerate change on gender diversity
