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AGENDA


TASK FORCE FOR TALENT INNOVATION SUMMIT 2015

Time Warner Conference Center One Time Warner Center, 10th floor, New York City

Agenda

Wednesday, April 22

11:00 – 12:00 pm Hudson Room

Pre-Summit Session for New Members

12:00 – 12:45 Columbus Lounge/ Columbus Room

Registration—Buffet Lunch

12:45 – 1:00 Columbus Room

Conference Welcome/Briefing Sylvia Ann Hewlett, President and CEO, Center for Talent Innovation


Plenary Session: Black vs. LGBT Rights: Divergent Dynamics and a Gender Lens Moderator: Sylvia Ann Hewlett, President and CEO, Center for Talent Innovation Speakers: Cornel West, Professor of Philosophy and Christian Practice, Union Theological Seminary Katherine Phillips, Senior Vice Dean and Paul Calello Professor of Leadership and Ethics, Columbia Business School Kenji Yoshino, Chief Justice Earl Warren Professor of Constitutional Law, NYU School of Law

2:00 – 2:30 Break & Networking


Plenary Session: Becoming a Global Executive: Sneak Peek Presenter: Ripa Rashid, Senior Vice President, Center for Talent Innovation Commentator: Gianni Giacomelli, Senior Vice President and Chief Marketing Officer, Genpact Moderator: Carolyn Buck Luce, Executive in Residence, Center for Talent Innovation Panel: Cassandra Frangos, Head of Global Executive Talent and Organization Development, Cisco David Tabora, Senior Vice President, Technology, Goldman Sachs Karyn Twaronite, Global Diversity & Inclusiveness Officer, EY



4:15 – 5:30

Hudson Room

Screening Room

Tower East/West

Uptown Room

Burning Platform Mini-Plenaries (simultaneous)

Track 1: Sponsorship 3.0 Presenters: Melinda Marshall, Senior Vice President, Center for Talent Innovation Sandra Scharf, Senior Vice President, Center for Talent Innovation Panel: Trevor Gandy, Chief Diversity Officer, Chubb Group of Insurance Companies Cynthia Marshall, Senior Vice President and Chief Diversity Officer, AT&T Beth Sehgal, Global Director, Diversity & Inclusion, A.T. Kearney Track 2: Power of the Purse in Finance: Lessons from the Front Lines Presenter: Andrea Turner Moffitt, Senior Vice President, Center for Talent Innovation Panel: Marsha Askins, Managing Director and Chief Communications Officer, UBS Group Americas Natalia Bandera, Director, EFS Structuring, Americas, Barclays Kristen Robinson, SVP, Women & Young Investors, Fidelity Investments Eileen Taylor, Chief Executive Officer, DB UK Bank Ltd. Track 3: Executive Presence: Intersections with Hidden Bias Presenters: Laura Sherbin, Executive Vice President, Center for Talent Innovation Wendy Hutter, Managing Partner, Hewlett Consulting Partners Panel: Sandra Altiné, Managing Director, Diversity & Inclusion Human Resources, Moodys Cynthia Bowman, Leadership Development Executive, Bank of America Anne Erni, Head of Human Resources, Bloomberg Carole Watkins, Chief Human Resources Officer, Cardinal Health Track 4: Power of the Purse in Healthcare Presenter: Carolyn Buck Luce, Executive in Residence, Center for Talent Innovation Panel: Grace Figueredo, Vice President, Workplace Culture, Chief Diversity & Inclusion Officer, Aetna Kendall O’Brien, CFO, Office of the Chief Scientific Officer, Johnson & Johnson Kimberly Park, Global VP, Customer Strategy and Innovation, Merck & Co. Eiry Roberts, Vice President, Chorus and Exploratory Medicine, Eli Lilly and Company Lynn O’Connor Vos, Chief Executive Officer, Grey Healthcare Group

4:15 – 5:30 City Room

Board Meeting: Co-Chairs and UK Directors

5:30 – 6:30 Columbus Lounge

Cocktails – Networking



Welcome Speaker: Jonathan Beane, Executive Director—CSR & Diversity, Time Warner Plenary Session: Gender Smarts and Global Leadership Presenters: Sylvia Ann Hewlett, President and CEO, Center for Talent Innovation Andrea Turner Moffitt, Senior Vice President, Center for Talent Innovation

C-Suite Conversation Moderator: Andrew Hill, Associate Editor and Management Editor, Financial Times Speakers: Horacio D. Rozanski, Chief Executive Officer, Booz Allen Hamilton Mark E. Stephanz, Vice Chairman of Global Financial Sponsors, Bank of America Merrill Lynch Eileen Taylor, Chief Executive Officer, DB UK Bank Ltd.

9:00

Wrap-up Jennifer Zephirin, Vice President, Center for Talent Innovation

Thursday, April 23

8:00 – 8:45 am Columbus Lounge/ Columbus Room

Registration – Buffet Continental Breakfast


Conference Welcome/Morning Briefing Sylvia Ann Hewlett, President and CEO, Center for Talent Innovation


Plenary Session: The Race Question: A View from the UK Speaker: Trevor Phillips, Deputy Chair, Board of UK National Equality Standard


Plenary Session: Power in Black and White Introducer: Sylvia Ann Hewlett, President and CEO, Center for Talent Innovation Presenters: Tai Green, Senior Vice President, Center for Talent Innovation Melinda Marshall, Senior Vice President, Center for Talent Innovation Fireside Chat: Joanna Coles, Editor-in-Chief, Cosmopolitan Rosalind Hudnell, Vice President, Human Resources, Chief Diversity Officer, Intel Respondent: Geri Thomas, Chief Diversity Officer and Georgia State President, Bank of America




Plenary Session: LGBT Employees: A Global Conversation Presenters: Sylvia Ann Hewlett, President and CEO, Center for Talent Innovation Kenji Yoshino, Chief Justice Earl Warren Professor of Constitutional Law, NYU School of Law Speakers: Redia Anderson, Chief Diversity and Inclusion Officer, BP Americas Sonelius Kendrick-Smith, Director, Deutsche Bank Tony Wright, Worldwide Chairman, Lowe and Partners

12:15 Columbus Lounge/ Columbus Room

Lunch


Plenary Session: The Power of the Purse: Engaging Women Decision Makers for Healthy Outcomes Presenter/Moderator: Carolyn Buck Luce, Executive in Residence, Center for Talent Innovation Speakers: George S. Barrett, Chairman and Chief Executive Officer, Cardinal Health Paul R. Fonteyne, President and Chief Executive Officer, Boehringer Ingelheim USA Bridgette P. Heller, Former Executive Vice President and President of Merck Consumer Care, Merck & Co.

2:15 Columbus Room

Closing Remarks Sylvia Ann Hewlett, President and CEO, Center for Talent Innovation

2:20 Columbus Lounge

Reception & Networking


BEST PRACTICE


Table of Contents

Selected Best Practice

Black Women: Ready to Lead ..................................................................................................................1 American Express: Accelerated Leadership Development ...................................................................... 3 ASCENT: Leading Multicultural Women to the Top .............................................................................. 4 AT&T: Champions and EWLE ................................................................................................................ 5 Bank of America: Diverse Leader Sponsorship Prorgam ......................................................................... 6 Chubb: Women of Color Initiative ........................................................................................................... 7 DTCC: Emerging Talent Program for Women ........................................................................................ 9 Google: Unconscious Bias Program ....................................................................................................... 11 Intel: Black Network of Executive Women (bNEW) ............................................................................. 12 Morgan Stanley: Leader Engagement and Development (LEAD) ......................................................... 13 White & Case LLP: Global Women’s Initiative..................................................................................... 14

Harnessing the Power of the Purse: Female Investors and Global Opportunities for Growth .. 17 Addidi: A “Room of Their Own” to Manage Their Wealth and Feed Their Soul ................................. 19 Bank of America: A Comprehensive Approrach to Women’s Financial Empowerment ....................... 20 Barclays: Assessing Clients to Serve Them Better ................................................................................. 21 Certified Financial Planners Board of Standards: The Women’s Initiative ........................................... 22 Charles Schwab: Women’s Advocacy Initiative .................................................................................... 23 Goldman Sachs: Sowing the Seeds of Sponsorship ............................................................................... 24 Morgan Stanley: Educating a New Kind of Talent ................................................................................ 25 Morgan Stanley: Impact Investing ......................................................................................................... 26 Pax World: Providing Produccts and Education .................................................................................... 27 Standard Chartered Bank: One Woman’s Insights Make All-Women Branches a New Standard ........ 28 UBS: Elevating Entrepreneurs................................................................................................................ 30 UBS: Women’s Symposium ................................................................................................................... 32 UBS Wealth Management UK: A Broader Approach to Sponsorship ................................................... 33 U.S. Trust: Bringing Visibility to Women and Wealth .......................................................................... 35 U.S. Trust: Women and Girls Equality Strategy .................................................................................... 36 Vanguard: My Classroom Economy—Experiential Financial Education for All .................................. 37

The Power of the Purse: Engaging Women Decision Makers for Healthy Outcomes .................. 39 Boehringer Ingelheim: Championing Wellness ..................................................................................... 41 Bristol-Myers Squibb: Connecting to Argentines with Culture Smarts ................................................. 42 Cardinal Health: Women in Pharmacy ................................................................................................... 44 Cleveland Clinic: Bringing Female Healthcare Professionals Together ................................................ 46 Eli Lilly and Company: Global Women’s Network ............................................................................... 47 Google: MSSNG Research Project ......................................................................................................... 48 Johnson & Johnson: Live for Life .......................................................................................................... 49 Kantar Health: Global Mentoring ........................................................................................................... 51 Merck: DRIVEN .................................................................................................................................... 53 Merck: Merck for Mothers ..................................................................................................................... 55 Merck KGaA: International Management Program (IMP) .................................................................... 56 MetLife: Customer Centricity ................................................................................................................ 58 Novartis: Executive Female Leadership Program .................................................................................. 59 Pfizer: Leadership Investment for Tomorrow (LIFT) ............................................................................ 61 Pfizer: RxPathways ................................................................................................................................ 62


Table of Contents

Women Want Five Things ...................................................................................................................... 65 American Express: Healthy Living Program .......................................................................................... 67 AT&T Champions Program ................................................................................................................... 69 AT&T: Executive Women’s Leadership Experience ............................................................................. 70 Bank of America: Women’s Leadership Program .................................................................................. 71 Boehringer Ingelheim: Women’s Executive Council ............................................................................. 72 Credit Suisse: Real Returns .................................................................................................................... 73 EY: Flexibility for All ............................................................................................................................ 75 Merck KGaA: MyWork@Merck ........................................................................................................... 77 Moody’s: Extra Measure ........................................................................................................................ 78

© 2015 by Center for Talent Innovation. All rights reserved. Unauthorized reproduction or transmission of any part of this publication in any form or by any means, mechanical or electronic, is prohibited. The analyses and opinions presented in these materials are solely those of the authors.


Black Women: Ready to Lead

Task Force for Talent Innovation Summit Black Women: Ready to Lead 1




2 Black Women: Ready to Lead Task Force for Talent Innovation Summit

Notes




American Express: Accelerated Leadership Development In 2011, recognizing that a changing financial landscape would demand a new kind of leader, American Express created the Accelerated Leadership Development (ALD) Program as a specialized training for those on the brink of senior management— including women and people of color. “The industry is changing and so are we,” says Mayra Garcia, vice president of executive talent development at the company. “In many ways, talent development is supporting that transformation across the company and around the globe through high-impact leadership development.”

ALD participants are taken on a six-month journey of personal transformation that relies on both group and individual development. For three training sessions of one week each, participants are brought together in the US to be immersed in what Garcia describes as “metaphoric experiences”—specially designed initiatives to make the learning stick and help participants embed what they’ve learned. Partner Duke Corporate Education constructs these experiences by drawing on experts, group work, and classroom activities that address real-time business challenges, and “inside-out and outside-in” learning with senior leaders. Executive sponsorship is a key element, with senior leaders taking on a “leader as teacher” role to bring key leadership topics to life. Senior leaders, including CEO Kenneth I. Chenault, sponsor the program and show their support by joining the trainees for a portion of the program.

“It’s like a sandbox for leadership,” notes Garcia. “It’s a place where leaders can stretch themselves in new ways, practice what they learn, make mistakes, and take risks, in order to get better.”

Structurally, development encompasses three modules: growth mindset; collaboration; and transformational leadership. The modules have deep reach. Wanji Walcott, senior vice president and general counsel, found her own thinking transformed. “I’d never heard of growth mindset or of the book,” she says, referencing Stanford psychologist Carol Dweck’s seminal work. “I wasn’t resistant, but I thought it wasn’t for me. At some point, I embraced it. And now I’m an evangelist for it. I have my team employing it, it’s part of our vocabulary, it impacts how we support internal clients in innovative ways, and it makes us stronger partners with internal clients to move the business forward. It’s utterly changed how I look at things. Now I’m trying to find bright spots rather than conclude, ‘Oh, this is not going to work.’” Walcott says that even her approach to collaboration has changed. She’s learned how to be more direct, and how to challenge people constructively.

Yet what’s proved to be the most enduring takeaway of her 2012-2013 experience is the circle of emerging leaders that she’s gotten to know. “The program was super helpful in getting me to meet peers globally around the company,” Walcott reflects. “I knew maybe 25%, going in; the other 75% I hadn’t even heard of. A great network has come of it.”

While the program does not focus exclusively on the development of minority women, their representation in each cohort is monitored closely and, according to Garcia, is critical to ALD’s success. “If we notice an absence of diverse individuals we start asking questions,” she says. “Representation of US minority talent including black talent is especially important to us.”

The overall results of the program are impressive. Heading into its fourth year, ALD has developed almost 100 leaders, and upward of 65% of them have been promoted within two years of completing the program. “ALD gives you a platform to enhance your leadership skills, which senior leaders here recognize,” says Garcia. “Once you’re in the program, you’re part of a highly visible talent pool.”




ASCENT: Leading Multicultural Women to the Top In 2007, Ella Bell, PhD set out to change the pace of advancement for multicultural women, whom she saw existing as an “invisible class” in American corporations. So Bell created an organization, ASCENT, with two goals: to assist multicultural women in building and preparing for careers in Fortune 100 corporations, and to help corporate partners find, appeal to, and cultivate multicultural female talent. ASCENT: Leading Multicultural Women to the Top—an organization that caters to developing all women—joined forces with founding partners PepsiCo, Inc., American Express, and DiversityInc, and is in partnership with Dartmouth’s Tuck School of Business, where Bell has been an associate professor for 15 years.

Richard Goodman, retired CFO at PepsiCo and an adviser to Ella Bell, says PepsiCo has seen nothing but terrific results among the women who participate in the organization’s intensive leadership development programs. “At some point, time is not your friend when you’re a middle manager,” he explains. “The program gives women another level of assertiveness and the confidence to take the steps that will really move their careers forward.”

ASCENT’s offerings include programs such as “Navigating the Organization,” and “Mastering Management.” These programs facilitate the cycle of education and growth that marks the beginning of any successful leader’s career. “With so many executive education programs, you get information, and you learn things, but the tools don’t translate,” notes Goodman. “Not so with ASCENT: the focus is on you and what you need to do, along with the tools you need to get there.”

ASCENT accomplishes this by offering individualized consultation: research, education, and coaching specific to each rising leader’s objectives and workplace culture. This ensures that a multicultural woman can truly find her voice in the context of her own unique workplace and office relationships, says Bell, instead of trying to act upon generalized advice. The organization also offers consulting and executive search services to help corporations find multicultural talent and create an environment that supports diversity.

“With this push for diversity, managers are often afraid to give unvarnished feedback to multicultural colleagues because they don’t want them to quit,” explains Goodman. “But often those colleagues need that feedback to advance. You can, as a black woman, force the conversation. You can say, ‘I want to move up. What do I need to do to get there?’ The confidence to do that—and the know-how—is what ASCENT’s executive leadership programs provide.”




AT&T: Champions and EWLE Aware of the obstacles facing black women as they seek to rise to corporate leadership, AT&T has created two programs that connect women with senior leaders to encourage sponsorship. Champions pairs high-potential women and people of color at the VP level with would-be sponsors, or champions, at the officer level, the highest rank in the company—the pair sets the course for their own advocacy relationship and determines together how each will change and grow. Executive Women’s Leadership Experience, over the course of three sessions, connects a small cohort of high-potential women to top executives and to each other, while providing them with an in-depth view on all parts of the business.

Stephanie Parker, an assistant vice president in Customer Experience at AT&T who participated in both initiatives, says her relationship with her champion has grown into an invaluable mentorship. “He gave me feedback when I brought examples of my work to him, and he invited me to join meetings with his team,” explains Parker. “More than anything, I have found a wonderful mentor, but having a champion also means more people know you.” Though the Champions initiative is technically only one year long, many relationships endure. “It’s been two years now and it has been absolutely rewarding,” she explains. “I feel that I was perfectly paired with someone who took a real interest in me and truly cares about helping the organization grow.”

Since its inception, the Champions initiative’s focus on providing exposure to top talent has been one of the factors driving higher promotion rates for women and people of color. Key to the initiative’s success has been to early identify women with potential and connect them with champions who are one or two levels away from the CEO. Fifty-four percent of participants have moved laterally and 44% have received promotions.

A year after meeting her champion, Parker became one of 20 outstanding women to participate in the year-long Executive Women’s Leadership Experience. The program’s three sessions build on one another, starting with a focus on the company’s strategy, its vision for the future, and its brand. Participants then break down the company’s business model, learn about technical relevancy and good negotiation techniques, and engage in discussions with guest speakers about competition around the world. The final session focuses on the latest research and experiences from external thought leaders and successful female leaders, bringing in 25 additional high-potential women from other Fortune 100 companies to further strengthen participants’ networks outside of AT&T.

“I found all three sessions equally rewarding,” says Parker, “but I think the final session really ensured the program’s impact. We were a much closer group by the end, and the external women really brought in another level of understanding. It was an opportunity to hear voices outside of our own network and to share best practices; it’s always refreshing to get a different perspective.” Since their participation in EWLE, 68% of the women have made lateral moves and 28% have been promoted.

“Both programs have opened a dialogue,” adds Parker, “and they’ve created a bench of women who are ready, available, and confident to go into new positions.” These same women are also now able and eager to turn around and mentor others, extending the programs’ reach beyond those who are directly involved. “The relationships formed through Champions and EWLE are strong and meaningful,” says Parker. “I definitely foresee them continuing to have an impact.”




Bank of America: Diverse Leader Sponsorship Program Determined to accelerate individual and career development for top-performing ethnically diverse employees, Bank of America developed the Diverse Leader Sponsorship Program in 2011. The pilot program paired 50 ethnically diverse leaders with 50 executive sponsors, and has since more than doubled in size.

Bank of America selects protégés for the program based on their strong track record of performance and potential. Executive sponsors, who are two to four levels from the executive management team, are selected based on their leadership and career success. Protégés are responsible for establishing recurring monthly meetings with their sponsors and for setting the agendas for those meetings. Sponsors, in turn, make themselves available to protégés, provide them with candid feedback, and look for opportunities to provide exposure to other leaders. Sponsors also connect with their protégé’s manager to discuss their opportunities.

The one-year program offers quarterly experiential skill-building sessions to further the development of protégés. Sponsors and protégés are encouraged to continue their relationship after the formal close of the program. Alumni are invited to attend and participate in networking events, panel discussions, and skill-building sessions to benefit from continued exposure. Says global diversity and inclusion leader Camilla Collins, who led the program from 2012-2014, “We saw a desire for alumni to stay connected, and we acted on it. As a result, the program is more robust and has evolved each year.”

The 2015 cohort, led by leadership development executive Tamara Amini, will provide participants with a more robust experience including assessments (multirater 360 and network map), face-to-face networking and development experiences, and quarterly-skill building sessions, in addition to the monthly connects with their sponsor. “We have leveraged a more robust communication and engagement approach this year by conducting briefing calls with managers of participants, as well as with the protégés and sponsors themselves,” Amini says. “The intent is to ensure participants understand the program, why and how they were selected and paired together, their roles, and our expectations.” Skill-building sessions will focus on strategic networking, emotional intelligence, the power of influence, and building your leadership brand.

What has been the impact? “Protégés are two and a half times more likely to be promoted than their peers,” says Collins. “We are exploring tracking horizontal movement, in addition to promotions, as we have heard many success stories from protégés that relate to title promotions and scope expansions.” Collins and Amini have also added stay conversations to the program. “We ensure sponsors and managers are having conversations with protégés to let them know this experience is an investment in their individual development, as well their career at Bank of America,” says Amini.

What makes this program special, adds Collins, “is the commitment this company has to sponsorship, and that sponsors and protégés have to one another. We’ve come to understand the power of sponsorship and will continue to invest in our employees.”




Chubb: Women of Color Initiative In 2010, Chubb Corp.’s leadership recognized that women of color in the organization were not getting the same recognition or rate of promotion as their peers. They began brainstorming program ideas to help level the playing field for women of color at the assistant vice president level. Five years later, the Women of Color Initiative exists as a governing strategy encompassing several programs that clear the path to success for minority women. Some began as standard leadership development programs, others were initiated by Chubb’s Multicultural Development Council, but all have one thing in common: networking, training, and providing women of color with the opportunities and feedback that will ensure their advancement at Chubb.

Pat Jackson-Hall, project manager for the initiative and vice president in field operations services, points out that feedback is a crucial differentiator that women of color often do not receive. “Women of color always hear the same thing: ‘Just keep doing what you’re doing, you’re invaluable, you’re great,’ and nothing developmental,” she explains. “A critical aspect of these programs is giving them that actionable feedback that they often have to fight twice as hard to get.”

A series of three programs seeks to meet the goals of the Women of Color initiative: Journey to Excellence, Partners Alliance, and Invest in Success, which ran in 2014, 2013, and 2012, respectively. The programs target women at two different levels of the organization—assistant vice presidents with profit-and-loss and market-facing responsibilities, and others in the pipeline to assume those roles—who show high potential for advancement. Over the course of a year, they hone their skills and competencies through leadership development sessions and by working closely with their managers, becoming clear candidates for promotion by the end of the program. A new group of women will begin Invest in Success in 2015; Chubb intends to repeat each program every three years. This unique approach builds a much stronger pipeline of talent than similar programs that might target the same level every year.

The first cohort for Invest in Success consisted of nine women at the assistant vice president level; five have since been promoted. The highlight was a three-day “business scenario exercise” that provided immediate feedback from executives on how each participant handled the scenario. Alumna Joyce Trimuel, as the chair of Chubb’s Multicultural Development Council employee resource group, has gone on to head Project Ignite, another program providing invaluable visibility for multicultural employees.

Now branch manager and vice president, Trimuel took the lead on Project Ignite’s 2014 cohort. The program’s mandate is to develop, coach, and lead multicultural officers in the organization, preparing them for increased leadership responsibility. Project Ignite targets the assistant vice president level and above. Some men, but mostly black women, make up the cohort, and their task is a challenging one: in teams, they take on a project in one of three areas—corporate branding, talent, or social media—and present robust recommendations to senior executives. “The goal is to create a business impact, and that’s what they did,” explains Trimuel. “People had to work outside their discipline. I had people who have been here 20 years tell me this was the most impactful development program they’d ever been through. That means a lot.” With this direct presentation to the company’s executive committee, as well as to an audience of peers, participants in Project Ignite have the opportunity to showcase their skills in a very visible way.




Overall, Chubb’s robust talent development programs differentiate it from other employers, according to Trevor Gandy, Chubb’s chief diversity officer. “There is not much diversity in insurance generally,” Gandy points out. “We see this as our future: putting women of color in market-facing positions, and focusing not just on having representation in the organization as a whole, but in all roles.”




DTCC: Emerging Talent Program for Women In 2013, Depository Trust & Clearing Corporation (DTCC) set out to increase the number of black, Hispanic and female employees in leadership roles, particularly in technology and operations. In response, the Emerging Talent Program for Women (ETPW) in IT and Operations was born.

“The low representation of women and people of color at the middle to senior levels was a concern to us,” says Nataliya Adelson, who manages the program at DTCC. “We felt we needed to start very early in the careers of women in our internal pipeline—to better position them for success.”

Piloted in 2014 and launching in May 2015, ETPW is a six-month mentoring, coaching, and professional development program that provides individually tailored, third-party workshops; executive sponsorship; and access to senior leaders. Skill-building and self-awareness development are core components. Crucially, the program offers women the opportunities to connect with leaders outside their department to broaden their expertise.

“At DTCC, we’ve traditionally valued deep expertise, which is partly a result of our very long-term retention,” states Nadine Augusta, director of Diversity and Inclusion and Corporate Social Respon-sibility. “Through this program, we’re developing greater lateral mobility for our female employees.”

“I really wanted to meet with people outside of my department, and to develop my executive presence,” adds Rachel Eboni Garcia, a 2014 participant. “This program offered me the chance to broaden my reach.”

Program participants are chosen for their commitment and motivation. Managers seek candidates with talent, potential, performance, learning agility, tenure, and a desire for success. However, because the selection process depends on managers’ nominations—and because managers tend to choose individuals similar to themselves—DTCC recognized that its managers also needed to be trained on how to recognize and control their own biases in selecting high-potential women.

DTCC’s Inclusive Leadership training program for managers, which includes a session on unconscious bias, works hand-in-hand with ETPW to help managers acknowledge underrepresented talent. “Our Inclusive Leadership training addresses how to correct for unconscious bias, and how we can really support junior talent,” Adelson notes. Supervisors are then encouraged to provide support to participants throughout their ETPW training.

“I met with my manager after each emerging talent session,” says Garcia, “and explained my goals. This gave me a chance to influence my career path, receive feedback on how I can improve my leadership skills, and gave me the tools and courage to manage my own career goals.”

The effect of this one-two punch can be seen in the overall success of ETPW. Managers report higher engagement from participants; participants self-report much higher confidence and competence. “As a result of the program,” Adelson says, “we’re seeing people really spread their wings. They’re speaking with confidence, and acting with courage.”

“I’m more comfortable in my own skin, with being myself,” corroborates Garcia. “I’m more open to feedback.”




Black women who participated in the ETPW in 2014 reported feeling more connected to the company, more engaged, and better positioned for opportunities for advancement. Most importantly, their managers have made a commitment to offer those women mobility opportunities within one year. “As we know, what often happens after development programs,” states Augusta, “is nothing at all. But here our trainees and their managers have a commitment. They’re looking at real opportunities for growth.”




Google: Unconscious Bias Program In 2012, Google examined its employment statistics and saw that women occupied only 21 percent of leadership roles. At the same time, Google received feedback that its “doodle,” the logo graphic on its homepage that celebrates notable dates, including the birthdays of artists, pioneers, and scientists, overwhelmingly paid tribute to white males. Laszlo Bock, Google’s head of HR, asked his research team to investigate.

“This is a pretty genteel environment, and you don’t usually see outright manifestations of bias,” Mr. Bock says. But unconscious bias, he concluded, was the reason Google lacked the diverse workforce that would ensure its further growth.

So when the SPARK Movement issued a report in 2014 making Google Doodle’s gender bias clear (noting that of the doodles profiled in 2010-2013, 62% were white males, and only 4% were women of color), Google executives were pleased to announce that the company was already on its way to addressing inherent inequalities through its new initiative on unconscious bias.

The program, a series of company-wide strategies to raise awareness of discriminatory practices among “Googlers,” aims to educate, foment structural change, and foster partnerships and community. At the center of the unconscious bias work are scientifically-grounded workshops designed to help employees understand how the human mind is primed to make hidden, snap judgments based on a person’s gender, race, and age. In the workshops, individuals are encouraged to combat hidden bias with four tactics: gathering facts to prove bias exists, creating a structure to make fair decisions, being mindful of subtle clues, and raising awareness by holding oneself and one’s colleagues accountable.

Complementing these workshops are a suite of human-resource initiatives. Structured interviews create standards to reduce bias in hiring. Employee resource groups like the Black Googler Network (BGN), which aims to cultivate black leaders, help support underrepresented communities. And partnerships with organizations like the Clayman Institute for Gender Research at Stanford University, and with the Ada Initiative, a nonprofit supporting women in open technology, drive further research and awareness.

By 2014, nearly half of Google’s 49,000 workforce had engaged in unconscious bias workshops. This broad participation has impacted daily life at Google. Executives note behavioral and structural changes, including a new culture of “calling out” bias in meetings and presentations; the renaming of conference rooms to include female scientists; and intra-department changes such as an HR “bias busting” checklist provided for performance reviews and an annual email to female software engineers encouraging them to self-nominate for promotion.

This culture change is already reflected in statistics: in 2014, Google’s I/O software developer conference was attended by 20% women, up from 8% the previous year. The Google Doodle has also improved its diversity. STEM educator Ann Martin’s analysis of the 2014 Doodles showed a 50/50 gender representation, up from a 77/23 split in 2013.

Buoyed by these results, the company plans to expand its training and development program to include further research and promote dialogue on how unconscious bias can affect perceptions of others, interactions with coworkers and clients, and the business overall. Says former Google executive and now US chief technology officer Megan Smith, “Even if you didn’t create the problem, once you become aware of it you can debug it and solve it. You can become part of the solution.”




Intel: Black Network of Executive Women (bNEW) Intel Corporation has had a strong women’s initiative for a number of years. But after attending a general women’s conference where black attendees shared that they didn’t feel their experience was captured, chief diversity officer Rosalind Hudnell recognized there was an opportunity to improve and make Intel’s strategies more focused and relevant for this population. “While the number of women overall in technology is low, when you look at the intersection of race and gender, it becomes clear that black women are perhaps the most isolated population in the industry,” says Hudnell.

At Hudnell’s urging, a cohort of high-performing senior black women met with her and two other black female vice presidents to discuss what they could do to create a stronger sense of community. As they engaged with each other, they developed a very clear objective: as a group they would commit to proactively accelerating each other through the pipeline to leadership. With that objective in mind, they identified a pilot group of 10 women representative of various areas of expertise at the company, each of whom demonstrated both credibility and a strong desire to lead.

Once the women were selected, says Hudnell, they needed to be properly equipped for their journey, both as individuals and as a cohort committed to each other’s success. To forge bonds of trust, Hudnell leveraged a network of internal and external coaches to provide group and individual coaching sessions. Group meetings also helped foment the women’s leadership development and visibility within the organization, in addition to giving them ample opportunity to grow their network. Each woman was also assigned an executive sponsor to increase her access to stretch assignments that would showcase her value to the organization. “Executive sponsorship is critical,” says Hudnell, “as it has resulted in accelerated promotions to highly visible positions of strategic value to the company.”

Intel’s Black Network of Executive Women (bNEW) has now been formally chartered with the aim of accelerating high-potential black women into executive roles at Intel. “With their involvement in the pilot program,” observes Hudnell, “these 10 women will furnish a road map that will ensure black women who are ready to lead have their talent recognized and their leadership potential fulfilled.”




Morgan Stanley: Leader Engagement and Development (LEAD) Continuous development and engagement of employees is critical to Morgan Stanley’s success. The Firm has many successful development initiatives geared toward its multicultural talent, including the Leader Engagement and Development (LEAD) Program.

Now in its third year, LEAD is a six-month program intended to develop and retain high-potential black and Hispanic executive directors and vice presidents in North America. In any given year, up to 50% of program participants are women. “One of Morgan Stanley’s deepest commitments is to developing diverse talent and improving representation at all levels of the firm. It’s important to invest in our talented employees to ensure their success,” says Susan Reid, managing director and global head of Diversity & Inclusion.

LEAD is designed to equip participants with the skills needed to advance their careers and provide participants with access and exposure to senior leaders and an influential network of professionals to leverage in their career and business development. Program sessions focus on executive presence and communication, firm strategy and culture, and effective leadership. Participants also analyze their current network structure and consider ways to commercially enhance their network. Throughout the program, managers are engaged to maximize the development and engagement of their direct reports and to reinforce the importance of participating in this unique opportunity.

“By the conclusion of the program, our hope is that participants develop greater self-awareness, strengthen their leadership skills, and develop stronger insight into how they can increase their impact in the organization,” states Reid.




White & Case LLP: Global Women’s Initiative The White & Case Global Women’s Initiative was launched in 2004 in the US and reached global scope in 2009. Today, 15 firm partners, including two executive committee members, oversee the initiative, which promotes the success of women lawyers across the firm’s global network—approximately 736 worldwide. Nicole Erb, a partner at White & Case’s Washington, D.C. office and chair of the Global Women’s Initiative Committee, outlines the three key elements of the initiative: engagement by the firm’s executive and senior leadership, global talent management, and local office women’s networks. “Each is fundamental to attracting, retaining, and advancing female talent at the firm,” says Erb. “Mid-level attrition of female lawyers and low representation of women in law firm partnerships have been prevalent trends across the legal profession. The goal of the initiative is to partner with the executive and senior leaders of the firm to help reverse these trends.”

At the global level, the initiative works closely with the executive committee, regional section heads and global practice leaders to identify individual attorneys who could benefit from a sponsorship relationship, greater visibility (whether internal or external), or leadership- and business/professional-development opportunities. The initiative works closely with firm leaders and business services staff to provide women with sponsorship and guidance to promote their advancement at the firm. Local office women’s networks complement these efforts by furnishing women with client networking opportunities and mentoring circles. These efforts are supported by firm-wide, gender-neutral HR policies that ensure flexible work arrangements and adequate parental leave.

The Women’s Initiative works in tandem with White & Case’s overall Diversity Initiative, which includes LGBT and racial and ethnic affinity groups. Raoul Cantero, executive partner for diversity and chair of the global, US and London diversity committees, notes, “We value our diversity because it is essential to our identity. With men and women of more than 93 nationalities, who speak more than 79 languages, the diversity of our people is a source of strength for us. Our women’s networks and affinity groups are vital hubs to engage our talent.” The firm’s London and US black affinity groups focus on individual professional development plans to map mentoring and sponsorship needs, bring in diverse guest speakers from our clients to discuss career development strategies, and hold cultural heritage celebrations attended by all attorneys and staff. “There’s a natural synergy between the Women’s Initiative and our overall Diversity Initiative,” says Maja Hazell, global director of diversity and Inclusion for the firm. “We deliberately look for and build overlap between the two, for example, by sponsoring and sending attendees to events of Corporate Counsel Women of Color, and featuring black and Hispanic women business executives of our clients at firm presentations and discussions on leadership and building a successful legal career.”

The depth and breadth of the Women’s Initiative is producing results. The percentage of women equity and contract partners has increased, as has the percentage of associates being considered for partner. “But, as with many firms, there is more to be done,” says Erb. “Critical to the initiative’s ongoing success is the buy-in from the top. The executive committee is deeply involved, and regional sections are answerable to it for their progress. This accountability helps ensure results.”

The initiative is also notable for its inclusive strategy. Several members of the oversight committee are men, and each local office mentoring circle is led jointly by one female and one male partner. David Koschik, a senior banking partner in the New York office and current executive committee member, was a founding member of the firm’s formal women’s initiative. “Each of the founders had




three daughters and we were committed to supporting the success of women in our practice,” he notes. “We understand that a career is a very long-term proposition and we have to actively support talented women throughout the progression of the years it takes to become partner here.” This inclusive approach engages men, as well as women, in concrete efforts to promote women’s continued advancement and success at the firm.


Harnessing the Power of the Purse

Task Force for Talent Innovation Summit Harnessing the Power of the Purse 17

Harnessing the Power of the Purse: Female Investors and Global Opportunities

for Growth



18 Harnessing the Power of the Purse Task Force for Talent Innovation Summit

Notes




Addidi: A “Room of Their Own” to Manage Their Wealth and Feed Their Soul In response to the growing need for women-focused wealth planning services, Anna Sofat launched Addidi, a financial services boutique business in 2006. The London-based firm is designed to provide high-net-worth women with a “room of their own” in which to plan and manage their financial decisions and wealth.

Unlike traditional wealth management firms, however, Addidi is designed to broaden the concept of financial planning to help women connect their wealth and talent to their personal goals, whether by investing with entrepreneurs or by directing their wealth to social initiatives that allow them to “give back” to their communities, says Sofat. “My goal wasn’t just to provide a service for women to manage their wealth, but to create a safe, collaborative, non-sales oriented space for them to do it,” says Sofat. (Didi means a supportive, nurturing sister in Hindi.)

Facilitating that type of environment is important, she says, because women are not set up to make rapid-fire decisions about their finances. “Men can make very quick, short-term decisions about their finances without understanding the big picture, but women tend to make decisions for the long term in a very practical, considerate, and deliberate manner. They want all the facts.”

Many Addidi clients retain financial advisors to manage their wealth portfolio. But Sofat says that many of them come to her firm to address needs that advisors may not typically fulfill—a framework for how to invest their wealth to achieve both personal and financial goals.

To facilitate that objective, Addidi offers two types of services: Addidi Wealth and Addidi Enterprise. While Addidi Wealth provides financial concierge services, Addidi Enterprise consists of a membership-only club allowing women to help small businesses or philanthropic initiatives in a number of ways: To become angel investors through Addidi Angels; to engage in social or not-for-profit projects through Addidi Pioneers; or to become role models/mentors through Addidi Talent. (Annual membership fees are £1,000, plus minimum commitment fees of £20,000 for Addidi Angels and £2,500 for Addidi Pioneers.)

Connecting women with small business enterprise can help achieve both economic and social returns, says Sofat.

“By inspiring women to use their talent and wealth to become entrepreneurial role models and board members, we can create a higher level of diversity and gender equality, which translates to a healthier bottom line for businesses and the general economy,” she says.




Bank of America: A Comprehensive Approach to Women’s Financial Empowerment Since the 1990s, Bank of America has developed programs addressing women’s financial empower-ment—from female leader mentorship within and outside the company, to financial capital access for female entrepreneurs in the developing world. While quite successful on their own, early programs sprung up in a fairly ad hoc way that failed to leverage insights and share resources company-wide. In this case, the company didn’t need a new initiative—the initiatives needed structure and strategy.

Enter Pamela Seagle. Seagle ran corporate social responsibility marketing for Bank of America and helped launch its Global Ambassador program. This partnership with the nonprofit Vital Voices sent a group of Bank of America women executives, as well as other women leaders outside the company, to mentor emerging female business executives and entrepreneurs in developing countries around the world. What started as a side project grew into a new role: management soon asked Seagle to move from marketing to program management and corral the various grassroots women’s programs cropping up across the company into a coordinated and strategic effort.

The engagement from different pockets of the company with women’s empowerment initiatives adds up. A company partnership with the Tory Burch Foundation, Elizabeth Street Capital, works through local Community Development Financial Institutions to provide education and access to capital for women across the U.S. who traditionally lack access. Bank of America has expanded this focus through a partnership with Calvert Foundation, which supports lending and access to capital to female entrepreneurs globally. The company’s comprehensive approach is underlined through its partnership with the Cherie Blair Foundation for Women, through which 150 female and male Bank of America leaders provide online mentorship to women entrepreneurs in the developing world.

As part of her work to build a comprehensive initiative, Seagle established a monthly Women’s Sharing Forum so that 60 colleagues across the company working could swap ideas and insights from their own programs for women. “I’m uncovering so many ideas and strategies that exist for women’s empowerment in product development, human resources, as well as CSR,” says Seagle. “We’ve been doing this for awhile. Now, we’re simply putting structure and focus on this as a bank-wide strategy.”

Through Seagle’s leadership and the collaboration of colleagues, Bank of America has refined its strategy around women to a three-pronged approach focused on: Human Capital (programs to develop women leaders through mentoring); Social Capital (bringing awareness to and helping reduce the obstacles women face globally through thought leadership and dialogue); and Financial Capital (programs and products designed to improve women’s entrepreneurship and wealth). Setting success metrics has proven difficult, given the variety of programs and partnerships in this portfolio. Seagle encourages each initiative to develop its own specific metrics, and her ultimate goal is to make Bank of America a “thought leader” on this issue of women’s financial empowerment. “Every day I get a call from someone in the bank reaching out to learn more about our women’s programs or to offer their own expertise,” says Seagle. “It’s grown into a really wonderful, supportive, forward-looking endeavor.”




Barclays: Assessing Clients to Serve Them Better In the United Kingdom, banks are required to assess risk tolerance among clients. In the US, this assessment is highly encouraged. Barclays saw an opportunity in the risk tolerance requirement: to better understand a client or prospect’s weaknesses and strengths as an investor, and then tailor the investment strategies that advisors recommend as a result.

In 2007, the bank developed the Financial Personality Assessment to predict the investment behaviors and preferences of individual investors. The behavioral assessment asks questions to understand a client’s tolerance to risk, composure in crisis, self-perception of financial expertise, and the desire to delegate decision-making to an advisor, among other dimensions. It’s mandatory for Barclays’ advisors to ask their clients to take the assessment as part of their investment advice service, although clients can decline. In 2012, Barclays also put a truncated version of the assessment online.

“With men and women, it’s easy to make assumptions through a gendered lens about what the client may want. With the assessment, you have a better idea of the needs of your particular client,” says Emily Haisley, a member of Barclays’ Behavioral Finance team. “It takes away the guesswork.”

Haisley has analyzed the data in aggregate along gender lines. She found clear differences—demonstrating that whether innate or learned, women and men tend to display differences in their approaches to investing.

The biggest divide appears in the category of “self-perception of financial expertise,” says Haisley. Men tend to be overconfident in their ability to time the market, while women tend to lack confidence. Another interesting insight was that there does not tend to be a gender difference when it comes to delegation of decision-making. Advisors should be careful not to assume that the husband will be the default decision maker.

Haisley shares these insights with Barclays’ advisors in educational sessions to help them better prepare for serving female clients, but warns that clients should not be prejudged based on their gender.

“Your research should be looking at things through a gendered lens, to ensure that you take both genders into account when you design your products and services. However, you should not be offering advice on the basis of gender,” she tells advisors. “You should be tailoring advice to the individual’s particular Financial Personality profile and needs.” Barclays is developing new assessments, exploring questions that evaluate discipline in financial planning (e.g. financial discipline). The bank is also developing new tools, like a goal-oriented investment planner built to help users ensure they can fund future expenditures. Barclays has developed education specifically intended to boost female clients’ perception of their own financial expertise. “Often when you try to tailor things to be more appropriate for women, you build different tools or go in new directions that are better for everyone,” Haisley says.




Certified Financial Planners Board of Standards: The Women’s Initiative Over the past ten years, the number of female CERTIFIED FINANCIAL PLANNERSTM (CFP) in the US has remained steady at 23 percent. Unhappy with this statistic, the CFP Board launched its Women’s Initiative (WIN) in 2013, a study to better understand the reasons for the low representation of women.

The project took several stages. First, the CFP Board conducted a literature review of the gender issue in various professional fields and in financial services in particular. Then, it assembled an advisory panel of female leaders in the profession. After convening the panel to discuss obstacles for female CFP® professionals, the board pulled together hypotheses and embarked on its research.

“We took a very broad approach,” says Eleanor Blayney, consumer advocate for CFP Board. “We knew that the views on why there are so few female CFP® professionals are probably as varied as the people who are interested in or affected by the issue.”

The WIN team interviewed students interested in financial services tracks, program directors of CFP Board-registered educational programs, male and female CFP® professionals, firm executives responsible for hiring, people within the industry on the threshold of receiving certification, and those one step outside that group. They also went back to past CFP board studies to segment the findings by gender.

Women, the forthcoming report finds, simply do not know enough about financial planning. The report aims to correct course and provide concrete strategies to better educate women—both about financial services in general and certification in particular.

Ultimately, the report provides recommendations on how to push the number of female CFP® professionals past its 23 percent plateau. For Blayney, this will bring a whole new talent stream to an industry she sees as a natural fit for women. “I’ve been in the industry for 25 years, and I have been both lonely and exhilarated,” says Blayney. “And I have always felt we need more women in the profession. Financial planning offers tremendous satisfaction—it’s a helping profession, improving others’ lives and options. Yet we have not always been welcoming to women in the industry. That needs to change.”




Charles Schwab: Women’s Advocacy Initiative As the largest custodian of registered investment advisors (RIAs), Charles Schwab is committed to supporting and sustaining the RIA industry. Its advocacy efforts include raising awareness around issues that impact advisors and their firms. One such issue is the changing economic landscape and the opportunity it presents for RIAs. Women control more wealth today than ever before, and are on a path to control even more. According to the Harvard Business Review, private wealth is on track to grow from $14 trillion today to $22 trillion by 2020, and women will control a large share of it. Women are also due to inherit 70 percent of the $41 trillion in intergenerational wealth transfers in the next 40 years.

Schwab is working with advisors to help them understand and respond to the opportunity. As part of the effort, Schwab established its Women’s Advisory Council in 2012. Advocacy objectives are two-fold: first, to build awareness of the benefits of creating a diverse workforce; second, to cultivate women in the registered investment advisor industry by creating networking and career development opportunities that support them as they rise to leadership and client-facing positions. The council consists of a group of senior female advisors at Charles Schwab’s client firms. The women meet regularly to discuss how they, along with Schwab, can advocate for advisors to take better advantage of the growing market opportunity through creating a diverse workforce.

As part of the advocacy initiative Schwab created a women-focused program at IMPACT, its annual conference attended by about 2,000 RIAs. An education session offered key insights into women’s leadership from Peggy Klaus, author of Brag! The Art of Tooting Your Own Horn Without Blowing It. In addition, Schwab convened a panel discussion that included members of the Women’s Advisory Council who shared perspective on their careers and insight into how they’ve navigated a male-dominated space. The panelists and others from the Schwab team then facilitated roundtable discussions with the audience on the topics that were discussed during the session. There was also a networking reception for women as part of the conference.

“We see this as an enormous opportunity for advisors,” says Natalie Straub, managing director of Client Experience, Advisor Services, at Schwab Institutional. “Yet still approximately half of RIA firms don’t have a woman advisor on staff. It’s not that women only want to work with women but women want to see other women in the office, and that’s not just at the front desk. In addition to having women working in their firms, advisors need to understand what they can do to tailor their approach toward female clients. We’re helping them recognize and prepare for the opportunities,” she says.

Schwab plans to continue developing its Women’s Advocacy initiative, including networking opportunities at its mid-year conference, EXPLORE, and more extensive programming at 2014 IMPACT, while also creating and sharing educational and actionable content throughout the year.




Goldman Sachs: Sowing the Seeds of Sponsorship The night before each stop on Goldman Sachs’ annual private wealth advisor road show last year, the business’ senior leadership, most successful female wealth advisors, and female advisors newer to the business got together to compare notes about how they dealt with points of inflection in their careers. Not only did they swap stories and advice, they deepened ties with each other, establishing a strong foundation for sponsorship between senior women and the next generation of advisors. “Having the recurring opportunity to speak with some of the most senior women in the firm about their professional paths has made a real difference in how I perceive my own career here,” says Megan Taylor, chief operating officer of the Private Wealth Management business in the firm’s Investment Management Division. “You realize just how similar your experiences are and that you are not the only person to have ever faced a specific issue. You come away more informed about how to effectively manage your career and with an increased sense of community and a desire to sponsor others. We were looking to cultivate those same outcomes among our female wealth advisor population.”

Giving women occasion to network with each other is one part of a comprehensive strategy to foment sponsorship at Goldman Sachs. More formal programs are also in place to help women secure the advocacy of senior leaders. “We want to encourage women at every level to cultivate these relationships, so they progress into positions that fulfill their leadership potential,” says Whitney Cacase, vice president and human resources business partner for Goldman Sachs’ Private

Wealth Management Business. One such program is Women’s Career Strategies Initiative (WCSI), which connects more than 300 high-performing second- and third-year female associates with senior leaders. Currently in its ninth year, WCSI has had a positive effect on female retention at the firm.

Within the Investment Management Division, another sponsorship initiative occurs during the Summer Associate program, where senior leaders (usually members of management or high-performing female wealth advisors) are assigned as sponsors to each female summer associate. These sponsors spend substantial one-on-one time with their protégés, providing guidance and helping position them for a full time position offer at the end of the summer. These sponsorship relationships often endure for many years as the summer associates join the firm and cultivate careers as wealth advisors or in other roles. Goldman also has formal sponsorship programs in Europe and Asia that connect high-performing female wealth advisors to leaders within the business and to firmwide partners who are accountable for their ongoing success.

The Goldman Sachs Women’s Network, which strives to engage and retain women, enhance recruitment efforts, and create commercial opportunities, supports these opportunities. The network has chapters in every geographical region of the firm, as well as Private Wealth Management-specific groups. The network organizes events that provide female wealth advisors with opportunities to discuss issues they may encounter on the job, and to cultivate sponsors more organically.

“It is often said that women tend to put their heads down, work hard, and believe that their managers will realize if they’re doing a good job or need more support,” Cacase observes. “Part of what we’re trying to achieve with these programs is sponsorship, but we’re also trying to connect women around similar issues, and give them the opportunities to share how they can work through them together.”




Morgan Stanley: Educating a New Kind of Talent In response to reports that women represent a growing share of the financial advisory market—and recognizing that female wealth advisors might be more interested in a more collaborative intro-duction to financial advisory services work—Morgan Stanley developed the Wealth Advisory Associates (WAA) program in 2012.

Piloting the initiative with a group of five associates, Scott Drever, head of financial advisor training at Morgan Stanley, has now expanded the program to include 300 fledgling advisors. Instead of expecting associates to start to build their own client practice after a 5-month training and certification process, WAA places its associates in a complex branch role to work with established wealth advisors for a period of 12 months so that they can build networks in the firm and provide planning analysis and support to learn the Morgan Stanley planning platform before continuing in the 36-month Financial Advisor Associate program.” The program has grown because there is a lot of interest in the field,” says Drever. “We get positive feedback from people in the program because of the rapport, exposure and skills they get working alongside veteran advisors.”

The analytical support that WAA provides makes the program a positive one for the firm and for the trainees, allowing advisors to be more efficient and nuanced in their client-facing work. It gives a more consultative, holistic approach to client support with more bandwidth for broad analysis of financial options. The compensation is structured slightly differently from a traditional salary-plus- commission model; WAA’s are compensated with salary plus a bonus for the financial plans they run. They can also start to build a commission-based business at their own pace.

The WAA program is attracting a more diverse talent pool—roughly double the number of women applied to the WAA program as applied to the traditional financial advisor track. Initiatives like WAA have the strong backing of Morgan Stanley CEO James Gorman, who often speaks about the need to understand and better serve female clients. Drever is already piloting similar programs in other client-facing positions, and hopes that a few years down the road, most advisors will go through an educational program that has this longer, more immersive training model. “College graduation rates are more than 50 percent women. They will continue to grow in financial strength, and we don’t want to miss that market opportunity because we don’t know how to best serve them,” Drever says. “Having women in client-facing roles can attract female customers, as well as provide more diverse perspectives to their Morgan Stanley colleagues.”




Morgan Stanley: Impact Investing Morgan Stanley finds that its individual and institutional clients increasingly want to invest their assets in ways consistent with their values and beliefs. To meet the need, the firm has created a robust investment framework called “Investing with Impact,” which launched in April 2012.

The flexible framework allows clients to work with advisors to build a portfolio that screens out companies with practices inconsistent with the investor’s values and to actively seek likeminded companies. Instead of focusing solely on environmental impact, this fund allows clients to prioritize different environmental, social or governance (ESG) issues of interest. All of these ESG investment vehicles have been evaluated for financial integrity and return potential, as well as social impact. The framework is marketed to many different types of investors, including individuals, institutions, corporations, charitable trusts, foundations, nonprofit organizations, and donor-advised funds.

Among the portfolios that Morgan Stanley has included as part of Investing with Impact is the Parity Portfolio, launched in 2012 in response to research illustrating the relationship between organizations with multiple female board members and the companies’ capacities to innovate and achieve financial success. Eve Ellis and Nikolay Djibankov of the Matterhorn Group at Morgan Stanley began the portfolio with two goals: to make money for its investors and to get more women on boards. “To us, parity means 50%, but it will take time to get there,” Ellis says.

Ellis and Djibankov focused on corporations that are headquartered in the U.S. and have a minimum of three women on their boards, giving them a pool of 200 companies to choose from as they built their portfolio, which currently includes twenty-two companies. If a member company loses female members on the board and drops below the three-woman threshold, the Matterhorn Group contacts them and warns them that they may be dropped from the Portfolio if they aren’t able to replace the women. The group may also contact companies they come across that are financially robust but don’t have enough women on their boards to qualify for the Portfolio in order to encourage them to focus more on gender equality.

As a part of a broader Morgan Stanley effort to expand its impact investing offerings, Parity Portfolio is a key addition to a suite of ESG investment strategies. In addition to providing products that address a range of social issues, Morgan Stanley seeks to educate investors about the nuances of ESG investing through white papers and thought pieces. The premise, however, is simple. “You don’t have to sacrifice financial returns for social returns,” says Ellis.




Pax World: Providing Products and Education The Pax World Global Women’s Equality fund is the only mutual fund in the U.S. that focuses on investing in companies that are leaders in advancing and empowering women. The Fund evaluates companies based on women’s representation on the board and in senior management, how women are recruited and advanced, the use of women-owned companies such as vendors, and other criteria. It is marketed as a long-term investment strategy.

In 2012, Pax World launched the Women and Wealth initiative to give advisors more tools and resources to better cultivate and serve female clients. The Women and Wealth practice management toolkit is quite robust, offering workshops, newsletters and coaching tools to advisors interested in the particular needs of female clients.

These two initiatives help advisors tap into the power of the purse in very different ways. One is a product that promotes female empowerment and that aligns with female client preferences in long-term sustainable investing strategies. The other helps advisors understand female clients and how to best leverage their wealth. “When we started building out Women and Wealth, the early people to engage were very successful female managers who had been reluctant to focus on women but were ready to make a change, and just a handful of male advisors participated,” says Kathleen McQuiggan, senior vice president at Pax World who leads the Global Women’s Strategies. “Now, you can go to the workshops on engaging women, and half of the advisors are men.”

Beyond that anecdotal impact assessment, McQuiggan tracks metrics for both initiatives. While companies must have women on their boards to be in the Global Women’s Equality Fund, women still make up a small minority of board members in most countries, including the US. Pax World has also helped lead the 30% Coalition’s Institutional Investor Committee campaign that has sent letters to 168 companies with no women on their boards, received responses from 40, and 24 have since added women to their boards.

McQuiggan is hopeful that Pax World’s wide-ranging push on gender equality in financial services—on both the product and practice management fronts—will help close the gaps that remain in the industry. “There are still a lot of very successful financial advisors who feel they don’t really need to change their ways. What they don’t realize is the risk involved in ignoring those clients who may be unhappy, female spouses and inheritors of the next generation of wealth who think the advisor doesn’t ‘get them.’” says McQuiggan. “They need to be thinking ahead about how they can better serve those clients 5-10 years down the road.”




Standard Chartered: One Woman’s Insights Make All-Women Branches a New Standard In 2007, women accounted for more than 30 percent of the financial services firm Standard Chartered’s customers in India across its more than 90 branches. With women taking more active roles in managing family finances and earning more on their own, that number was likely to rise. The company saw a huge and growing market segment.

Rajashree Nambiar, head of branch banking and the diversity and inclusion champion for Standard Chartered India, was also a financially savvy Indian woman who’d encountered more than her share of off-putting bankers. From a series of informal conversations with customers, she knew that women wanted a “noninhibiting” environment in which to do their banking, ask questions, and get financial and investing guidance—an experience impossible to find in traditional branches.

Empowered by this insight, the bank brought in a market research firm to conduct a formal survey of the bank’s current female customers. The marketing specialists found that customers longed for not only a more personal touch in their financial interactions, but also for shorter queues, friendlier faces, and more compassionate service personnel to help them manage increasingly hectic, stressful lives. Women didn’t dislike banks, but they disliked bankers, whom they found to be “difficult” and “standoffish.” Trust also turned out to be an issue. Plus, these women were discerning consumers: with so many services available online, they told the marketing team, why subject themselves to the typical branch experience?

On the other hand, a branch run by women would offer an entirely different experience, listening to customer concerns, offering financial services assistance without the condescension, and radiating compassion, empathy, and patience.

Armed with the research results, Nambiar and bank leaders worked to pilot all-female-staffed bank branches dedicated to serving young women. The Jodphur Park and New Delhi all-women’s branches, both opened in 2007, drove net sales up for the bank by an impressive 127 percent and 75 percent, respectively, from 2009 to 2010, compared with a paltry 48 percent average among the bank’s other 90-plus Indian branches.

Today, Standard Chartered Bank’s Jodhpur Park branch looks like any other. But step inside, and you’ll feel the love—especially if you’re female. A staffer who comes to greet you beams in welcome, offers you a cup of hot tea, and listens as you describe your mission, which for much of this branch’s clientele is a quest for basic financial education and small-business tools and know-how. In the conference areas, behind the teller’s window, and stationed at the front door in security uniforms are women. Men are certainly welcome to do their banking at these branches, and occasionally you see one. But the giant billboard on the far wall makes clear the market segment Standard Chartered intends to woo: “You love being a woman. We’ll give you another reason.”

To keep their new clients engaged on an emotional level, the branches have introduced a bevy of seminars and events on investment and financial planning, entrepreneurship, fashion, and even lessons in makeup application. They also invite prominent female customers who were accomplished in their professions to come and speak to other customers about how they achieved their success. “The whole idea is to bind the branch to the customer in more ways than one,” says Nambiar. “These are things that find resonance among female customers that males might be more cynical about.”




Recent employee engagement numbers underscore the success of Nambiar’s innovation on the staff-satisfaction front. Standard Chartered assesses employee satisfaction using a comprehensive employee engagement score: in 2010, when the national average score for all of Standard Chartered’s India branches was 3.98, the Jodhpur Park all-women’s branch scored 4.56.

With this proof-of-concept, Nambiar is confident that Standard Chartered will invest in more female-staffed branches. “We want to have one in every city,” she says.




UBS: Elevating Entrepreneurs UBS is committed to strengthening the backbone of the American economy by ensuring the successful growth of small local businesses. In 2011, the global financial services company piloted Elevating Entrepreneurs, an initiative providing pro bono financial advice, mentoring, business education, and capital to small business owners in select geographies.

The six-month small business mentoring program targets business owners of established high-growth companies with significant potential for job creation. Participants have proven highly competent in their earlier entrepreneurial ventures, but need guidance from a knowledgeable advisor to boost their businesses to the next level of success. To do so, the program connects each owner with an experienced UBS financial advisor and one of the advisor’s highly successful clients. Over the course of the program, the team works closely together to address the business owner’s specific needs in areas such as capital management, sales and marketing, and business expansion.

To date, approximately 25 percent of the small businesses in the initial New York, Chicago and Los Angeles mentoring groups were women-owned firms, with 22 percent female representation among program mentors. Additionally, to address one of the most frequently cited challenges for up-and-coming businesses—access to capital—UBS partnered with the Valley Economic Development Center (VEDC), a transitional small business lender, to make loans ranging from $50,000 to $500,000 available to businesses that may otherwise be denied access to funds. The first loan made through the lending facility in Chicago (Chicagoland Business Opportunity Fund) was to a prominent local woman-owned firm, Chicago Mini Bus Travel. The $250,000 loan enabled the founder to not only purchase new buses but also to create jobs at her company.

Unlike many programs at other financial institutions, Elevating Entrepreneurs is, at its heart, a philanthropic effort. The program offers advisors meaningful engagement by using their expertise to promote sustainable economic growth in the community; it offers their clients an opportunity to engage in a project with a meaningful value proposition; all while moving forward the firm’s philanthropic efforts. “The program empowers local entrepreneurs with knowledge that makes an enormous impact. It is incredibly rewarding for all parties involved and allows small businesses to flourish,” says Lori Feinsilver, head, Community Affairs & Corporate Responsibility, Americas.

In the two years since its initiation, $9.1million has been distributed to 49 small businesses through UBS-VEDC channels and 1,203 jobs have been created or retained at companies receiving these loans. In addition, 100 percent of the small business owners who completed the New York City mentoring program said they would recommend it to other small business owners and 93 percent of those in Chicago and Los Angeles felt they finished the program well-equipped to execute the business goals established during the program.

Elevating Entrepreneurs already provides big opportunities to small business, but UBS seeks to increase its impact even more in the future. “As we expand our education and networking offerings as a part of Elevating Entrepreneurs in more markets across the US, engaging women will continue to be an integral aspect of the program,” says Feinsilver.




UBS’s efforts have not gone unnoticed outside of the bank’s walls. At the 2011 Clinton Global Initiative, President Bill Clinton noted, “This will be a model that every bank of every size in America should adopt as its business model. It can make a huge difference.” And to many small business owners, it already has.




UBS: Women’s Symposium UBS Private Wealth Management hosted the second annual UBS Women’s Symposium in March 2014, in response to growing awareness that most traditional wealth management initiatives fail to address the specific planning needs of women. The two-day annual event aims to educate women of all ages (with a minimum net worth of $50 million) to empower them to take control of decisions that affect their lives and wealth.

This year, 35 women—selected through a nationally ranked nomination process—and their financial advisors, attended the symposium in New York City which included sessions on philanthropy, investing in women and girls, and the evolution of female empowerment. Prior to the first official day of the event, women were invited to attend an optional financial “boot camp” dedicated to improving financial literacy.

The Symposium is designed to leave ample time for the attendees to focus on the community-building aspects as well, says Judy Spalthoff, executive director and head of WMA Business Development who was responsible for creating the Women’s Symposium. “We want to provide participants with something money can’t buy—a room with like-minded women with similar challenges—and an open and inviting community in which to discuss them,” she says.

During the afternoon, the financial advisors were asked to leave the room, allowing the women to engage in a two-hour conversation with a consulting firm associated with Charles Bronfman charities. “This period gave them the opportunity to discuss their legacy issues in an open and intimate environment,” says Spalthoff.

Based on their collective feedback, the female attendees said the event exceeded their expectations, and increased their awareness and understanding of topics related to wealth management and financial literacy. They also said they enjoyed connecting with and developing what they hope to be lasting friendships with other women.

The advisors said they appreciated the opportunity to connect and participate in the sessions with their clients and prospects. “We view these events as long-term investments for the firm. We want to make sure that our advisors cultivate relationships with all of the family members so that they can continue to advise them through successive generations.”

Spalthoff views the event as the first milestone achievement in the firm’s long-term strategic goal to deepen relationships with the firm’s female clients and prospects and their families. UBS is exploring the idea of hosting regional events, as well as developing a scalable financial literacy program that advisors can deliver to their clients either in-person or digitally.

“We are well aware of the statistics regarding women’s longer life spans, increasing purchasing power, and growing influence over financial decisions,” says Spalthoff. “As a firm, we are committed to doing a better job of serving women and empowering them to make these decisions. We want women to understand that UBS is committed to diversity, and to giving them what they need to succeed in all areas of their lives,” she says.




UBS Wealth Management UK: A Broader Approach to Sponsorship Shona Baijal, a senior client advisor and now desk head in the UBS Wealth UBS Management division in the UK, saw that there was room to expand roles for women at senior ranks, including the management committee. She joined the company’s female sponsorship program, which provides women visibility and access to executive leaders, to see if she could accelerate her career in executive management. Over the course of three years, with the help of the program and her sponsor, Baijal expanded her internal network and learned how to best navigate the company. She is now the first female in the UBS Wealth Management UK front office promoted to managing director.

Given the value she gained from the program, and with support from CEO Jamie Broderick, Baijal has been instrumental in reenergizing and expanding UBS Wealth Management UK’s Female Sponsorship Program. It now includes a larger group of 40 female protégées taken from a wider range of titles and departments. These top-rated executive directors and directors are paired with male sponsors on the division’s management committee.

“We’re taking a grassroots approach and identifying qualified women throughout the ranks,” Baijal says. “To ensure that you get women into the pipeline, you need to look at a variety of different places in the company.” Baijal also takes great care in facilitating the match to ensure the relationship will be valuable for the firm, for the sponsor and the protégée. To further enhance the pipeline, senior women are encouraged to pay it forward by developing a sponsoring relationship with rising female talent.

When Female Sponsorship hit six months of age in spring 2014, Baijal held a roundtable with 25 of the program’s 40 participants to assess its impact. The feedback was positive throughout: sponsorship meetings are frequent, the management committee members are engaged, and the women are pleased with the boost the program gave to their internal networks. One reason the program is having an impact is that it is run out of the Wealth Management UK CEO offices and management committee. In the current conception, women never “graduate” from the program; this way, the program can push toward its goal of linking every single woman with a sponsor.

“Having a sponsor who can advocate for me and advise me has made all the difference to me,” Baijal says. And the experience paid off—Baijal was promoted to managing director and she is leveraging her experience and connections to help rising talent gain the access this program provided her. “What I’d love to see ultimately is more female managing directors and more women enter the management committees, as well,” says Baijal.

Meanwhile, Baijal is also helping to develop an initiative that will address unconscious bias in the workplace as many studies demonstrate its impact among colleagues and in client interactions. UBS Wealth Management UK is developing a training program to address the issue hoping it will counteract these behaviors across the board.

“I’ll see a male or even a female advisor talking to a married couple, and all of the body language is focused on the male client. But many times, men defer to their wives for financial decisions,” said Baijal. In response, she is working on an internal training module to help sensitize all 150 client advisors at UBS Wealth Management UK on unconscious bias, so that they can ward against it in interactions with clients.




This is not UBS Wealth Management UK’s first time broaching the subject. The firm hosted an academic discussion of the topic with a leading professor a few years ago to discuss unconscious bias among colleagues. By following up with a more practical, hands-on training module focused on client interactions which could have a direct impact on the firm’s bottom line, Baijal thinks the theoretical conversation will become more grounded with tactics and takeaways in case study workshops.

“The knock-on effect is, hopefully, an internal benefit,” Baijal said. “We want to eliminate bias in the workplace across the board.”




U.S. Trust: Bringing Visibility to Women and Wealth U.S. Trust, the private wealth management arm of Bank of America, has seen the growing market that high-net-worth women represent. As a result, the firm has developed a broad initiative to address the significant and specific planning needs of women and their families. Managing Director Judy Slotkin oversees the effort for the New York Metro area, but the initiative is a national one. She and her colleagues have created several approaches to foster and grow the female sector of their high-net-worth market. “Because this is a business built on relationships and trust, it makes sense to have tailored approaches within regions and markets,” says Slotkin.

As part of the U.S. Trust 2013 Insights on Wealth and Worth study, U.S. Trust surveyed 260 high-net-worth women. “From this survey we realized high-networth women tend not to have comprehensive estate plans in place,” Slotkin says. Other studies came to parallel conclusions: high-net-worth women have needs that are similar to high-net-worth men, but may have subtly different priorities. They also differ in what they value in an advisor.

“The bottom line is that women need to be engaged differently. The question was how do we relate to women and have them understand the link between financial planning, their values, and living the life they want for themselves and their families,” says Slotkin.

To increase awareness about the need for financial planning and available resources, Slotkin and her colleagues in New York designed and produced a series of four events over the last year that engaged 200 high-net-worth women in the New York Metro area.

The kickoff event, “Know Your Value(s),” featured Ms. magazine founder Gloria Steinem and Mika Brzezinski, author and co-host of Morning Joe. Other events featured journalist Joan Lunden and USA Networks founder Kay Koplovitz and included panel discussions with U.S. Trust female leaders.

Slotkin and her team were pleased with the results. “Our objective was to make women aware of their need to plan, give them a roadmap to follow, and demonstrate our expertise,” she says. “The way we did this was to showcase our female leaders and establish a ‘simpatico’ with our audience. By having female leaders vocal on issues related to high-net-worth women, we are demonstrating our commitment to this very important audience and paving the way for our advisors to do what they do best.”

Slotkin and her colleagues have more plans for the New York Metro area and are working on a “boot camp” for advisors that will arm them with a more comprehensive understanding and passion for tapping into the female market.




U.S. Trust: Women and Girls Equality Strategy Started in 2012 as a collaboration between U.S. Trust (the private wealth management arm of Bank of America) and the Women’s Foundation of California, a non-profit organization dedicated to supporting women’s economic security, the Women and Girls Equality Strategy has evolved into one of the few investing strategies to focus solely on backing companies that promote gender equality throughout the entire corporation.

While other investment strategies prioritize women’s presence on executive boards, this strategy invests in companies that excel according to a specific set of criteria developed by both U.S. Trust and the Women’s Foundation. The criteria reflect their proprietary research on labor practices, pay equality, and access to capital and jobs for women.

In addition, companies are evaluated on their recruitment, training, and advancement of women, as well as their focus on materially benefiting the lives of women and girls globally. “If you look at the big picture, the majority of undergrads, grads, and PhDs in the United States are women, so it makes sense to focus on companies that place a high priority on recruitment and advancement—those are the companies that will be better positioned for innovation and gender equality,” says Jackie VanderBrug, a senior vice president and investment strategist at U.S. Trust.

The strategy, a separately managed account that invests in small-, mid-, and large-cap equities and corporate fixed income, is available for a minimum investment of $250,000. In the future, the company plans to work with the Women’s Foundation and other strategic partners to apply the gender lens concept to other asset classes.

In addition to traditional evaluation according to a market benchmark, the Women and Girls Equality Strategy will be measured on its ability to deliver on client-defined gender equality measures. “At the end of day, our success will be determined by the financial return we are able to deliver for clients as well as the accomplishment of their social goals,” says Jason Baron, managing director and head portfolio manager of social investment strategies at U.S. Trust.

Long term, U.S. Trust wants to demonstrate that the application of a gender lens in portfolios is value-enhancing. “Ten years from now, we believe it will be adopted into the mainstream investment process, as you can already see the impact of a gender lens on issues such as the power of women consumers in emerging markets, or the risk of investing in a drug company that has not tested drugs equally on men and women,” says VanderBrug.




Vanguard: My Classroom Economy—Experiential Financial Education for All Over dinner with her family, Shannon Nutter-Wiersbitzky’s young son said he was trying really hard to pay down his mortgage at elementary school. With a bit of probing, Nutter-Wiersbitzky discovered that her son’s class had implemented a “classroom economy” to learn good financial behaviors and habits. She spoke with her son’s teacher, who spent two years putting together the materials for the “economy” in which students paid rent on their desks and earned money through “jobs” in the classroom like “line leader” or “board eraser.”

Excited, Nutter-Wiersbitzky invited a few colleagues to discuss how Vanguard could design and scale up a version of the program. “We believe that fundamental financial behaviors are missing in the educational system today. And it’s more important than ever before as we shift from a pension culture to a 401(k) retirement culture. Later in life, people are not well equipped to be the owners of their own retirement,” says Nate Prosser, a former high school math teacher who now works in Learning and Development at Vanguard. “Anecdotally and through research, we find when children develop financial habits at a young age, they are more likely to bring that through to adulthood.”

Prosser attended that first breakfast in May 2011 with Nutter-Wiersbitzky, and today he is co-chair of My Classroom Economy. The free program provides customizable resources on an independent website for teachers at the elementary through high school level. Instead of a financial literacy curriculum, Vanguard created an experiential learning toolkit in partnership with the award-winning teacher Rafe Esquith that can overlay any curriculum. A student is designated “banker,” and tracks deposits and withdrawals. Monthly, the teacher auctions off prizes (such as gift certificates or a free “no homework” pass), and the students can use their remaining earnings to bid on the prizes or they can save their money to eventually pay off their “mortgage.”

To ensure that resource-strapped schools can be included in the program, Vanguard prints and ships the toolkits to teachers with limited access to printers for free. “The idea is to serve everyone equitably,” says Prosser. This allows My Classroom Economy to reach a diverse audience. “If everyone in America understood from the beginning that they should save and invest money, the long-term opportunity here is more people who can invest and find financial success. It’s better for the global economy in general.”

My Classroom Economy is based on the idea that experiential learning can help students make better life decisions by influencing behavior, such as patience in deciding to save versus spend. During a pilot with 8 teachers of 700 students at seven schools across several states, the Vanguard team collected structured feedback, partnered with a researcher to gather data and develop case studies, and tweaked the materials before the full launch. Today, more than 100 Vanguard employees help administer the program. Based on web traffic and printout requests, they estimate the program is used in all 50 states and a few additional countries worldwide, in about 1,300 schools by about 1,700 teachers. “What’s exciting about our program is that financial literacy is often scary for teachers and students,” says Prosser. “This kind of ongoing exercise teaching responsibility can create the habits of saving in a fun way, instead of a stressful one.”


The Power of the Purse: Healthy Outcomes

Task Force for Talent Innovation Summit The Power of the Purse: Healthy Outcomes 39

The Power of the Purse: Engaging Women Decision Makers for Healthy Outcomes



40 The Power of the Purse: Healthy Outcomes Task Force for Talent Innovation Summit

Notes




Boehringer Ingelheim: Championing Wellness Pharmaceutical company Boehringer Ingelheim (BI) not only improves the lives of patients through the products they produce, but the company also helps employees and their families achieve healthy and productive lives. BI’s “Commit to Health” initiative promotes a culture of health by offering employees a comprehensive array of quality health and wellness benefits and services. In fact, BI’s Ridgefield, CT site has received the National Business Group on Health “Best Employer of Healthy Lifestyle” award seven years in row for its innovative “Commit to Health” programs. Recognition for these programs demonstrates BI’s commitment to employee and family health and supports the global company’s vision of value through innovation.

One of BI’s wellness solutions that attracted the attention of the National Business Group on Health (NBGH) is the company’s “Wellness Champion” pilot program. This pilot program is a colleague-driven communications network designed to encourage remote workers to participate. Low partici-pation among remote workers is an issue many large corporations face, and BI aims to demonstrate that a colleague-based communications platform helps address misconceptions such as: “The wellness program is only for employees on campus” or “I can’t access the wellness programs as a remote worker.” In reality, most of BI’s wellness resources are virtual, and easily accessible to all colleagues.

In November 2013, leaders nominated eight employees in the Northeastern US region of their field sales force to be the first Wellness Champions, based on their enthusiasm and prior commitment to health and wellness initiatives. These Champions disseminate information about health and wellness opportunities to nearly 850 field sales employees.

Since implementing the program, there has been a steady increase in participation from employees in this sales zone. “We are all inundated by information coming at us every day. So if there’s an email from the health and wellness team, you might delete the email—as important as it might be for your health,” said Jo Chan, associate director, Occupational Health and Wellness. “But if it’s from your friend or someone on your team, you’re more likely to read it.”

Employee champions find innovative ways to communicate these wellness messages so that they are relevant, clear, and most importantly, motivating. Champions also serve as a voice for employees, identifying which programs and resources their colleagues value most. After all, employees can only obtain the benefits of robust wellness programs when they participate. Chan hopes that Wellness Champions will help all employees, remote and on BI campuses, understand the full array of programs and resources available to them.

In order to assess the pilot’s effectiveness, the company plans to survey the champions and employees to understand what is working and what can be improved. “Ultimately, we hope to roll this out company-wide,” Chan says. “Sometimes people really need convincing that their wellness must be a priority. With Wellness Champions, we can showcase that BI sees it as a priority for all of its employees, and provides a role model and source of inspiration.”




Bristol-Myers Squibb: Connecting to Argentines with Culture Smarts Addressing unmet needs is at the core of Bristol-Myers Squibb’s mission and values, guiding the work the company does for its customers, patients, employees, and shareholders. The biopharma-ceutical company develops and delivers innovative medicines worldwide to help individuals combat serious diseases such as cancer, cardiovascular disease, hepatitis B, HIV, and rheumatoid arthritis, leveraging a global strategy to educate healthcare professionals—and ultimately patients—about its medicines.

As the company’s geographic footprint and portfolio have evolved over the past few years, leaders have continued to refine the global disease area and individual brand strategies based on the insights —and leadership—of market-based employees. The experience and perspective of teams in the market informs how the company makes healthcare professionals aware of educating patients on the use and benefits of their medicines.

For example, Laura Jotimliansky, medical director for Bristol-Myers Squibb’s South America region, helped improve understanding of the company’s medicines in her region by getting involved in the global planning process, ensuring that communication about the company’s medicines was informed by the needs of the local healthcare delivery system.

Jotimliansky, a physician with years of experience in big cities, suburbs, and rural areas of Argentina, perceived that the global strategy for one product would be difficult to implement in her geography without specific tactics that reflected local realities. In Argentina, patients outside of large cities rely exclusively on a family physician or nongovernment organization (NGO) doctor for healthcare information and guidance. To reach patients, Bristol-Myers Squibb often provides information on its medicines to physicians through government, nongovernment, or private medical entities.

In planning meetings with the global team, Jotimliansky and her team were asked to evaluate the global strategy and consider how on-the-ground realities in Argentina would affect implementation. “Those meetings were critical because they challenged us to translate the global strategy into something that was meaningful and effective in Argentina,” she says.

Jotimliansky set about translating that strategy with her team. When the global team visited from headquarters, she took them to meet with local community physicians and NGOs, to see firsthand how healthcare needs were met outside of institutions. She helped them understand the type of education physicians wanted on Bristol-Myers Squibb products and protocols in order to understand the value the medicines could bring to their patients. She also helped them see that the only way local physicians would trust the information given to them was if it were vetted and embraced by regional scientific societies and institutions. Local doctors wanted access to the whole disease picture and not just pharmacologic solutions; they wanted access to clinical trial information and not just good outcomes; and they preferred to make decisions about Bristol-Myers Squibb products in the context of what the scientific community knew and had published.

Perhaps more importantly, by exposing her own team to the global team, she led a culture change at home, too. Repeated interactions with colleagues based in the global organization increased her team’s comfort with providing input and presenting new ways of approaching challenges. In meetings where once they might have simply nodded in assent, they learned, with her encouragement and support, to speak up. “It is part of our culture to listen respectfully, both men and women,”




Jotimliansky says. “But we found that if we raised the discussion of the challenges we faced to those at the right level, and they explained not only our issues but offered potential solutions, together we could collaborate more effectively.”

Jotimliansky’s example of global-to-market engagement has helped Bristol-Myers Squibb achieve its business objectives in Argentina, Peru, Colombia, Venezuela, and Chile, and increase awareness of the company as a leader among biopharmaceutical companies in the region. “Physicians see Bristol-Myers Squibb as a highly ethical company,” she says. “Beyond our medicines, we provide them with knowledge that helps them deliver the best care for their patients.” By forging partnerships with leading universities and scientific societies, and supporting webinars and seminars on disease management, she has also helped drive better health outcomes for all patients, including those in poor and remote regions. “We brought greater focus on the market conditions that impact our business, and the global organization has supported us with resources to address them,” she notes. “It’s a very rich partnership.”




Cardinal Health: Women in Pharmacy With women comprising two-thirds of new pharmacist graduates, Cardinal Health recognized that if it were to maintain a robust relationship with independent pharmacists, building connections with women in the profession would be key. The company started its Women in Pharmacy initiative in 2010 with the goal of encouraging women to pursue pharmacy ownership.

Women in Pharmacy emerged out of Cardinal Health’s leadership development program, Women Leading Change, which requires participants to come up with a breakthrough idea that will grow the business. Eden Sulzer, director of Women in Pharmacy, and several of her colleagues were inspired by a confluence of demographic and business factors. Cardinal Health has long focused on building relationships with independent pharmacies; however, many have closed their doors or been purchased by chains, and those who remain face a very competitive market and declining reimbursements. Meanwhile, many current pharmacy owners are looking to retire, providing opportunities for women to take over and close the gender gap in pharmacy ownership.

With these trends in mind, Women in Pharmacy was developed with three goals: to expand independent pharmacy ownership, to enable pharmacies to remain independent, and to give women the chance to start their own businesses. The program seeks to encourage women to pursue careers in independent pharmacy ownership by dispelling some myths about the occupation, increasing awareness of the opportunities in pharmacy ownership, and lining up resources for owners. On the first front, women may be held back from pursuing residencies around pharmacy ownership by concerns that they lack the necessary business expertise or will be forced to sacrifice their work-life balance. Women in Pharmacy addresses these misconceptions by creating role models for female pharmaceutical students. The program reached out to current female pharmacy owners and partnered with the National Community Pharmacy Association and American Pharmacy Association, which both have university chapters.

Women in Pharmacy recruits participants through social media sites like Facebook and LinkedIn, and by attending pharmaceutical conferences and other events. Their signature event is Mix, Mingle, & Mocha, a coffee klatch held at trade shows and conferences. The event provides a valuable networking opportunity for both male and female pharmaceutical students and independent pharmacy owners and facilitates business opportunities in what is a highly relationship driven industry.

In addition to offering opportunities for role modeling and networking, Women in Pharmacy provides prospective pharmacy owners with practical skill-building by holding ownership “bootcamps” in cities around the country. Students and alumnae from nearby colleges are invited to participate in half-day sessions that explore what a career as an independent pharmacist is like. Representatives from Cardinal Health provide information around the process of opening up a pharmacy and staying in business and then facilitate a panel with current owners.

As a sign of the program’s growing momentum, events like Mix, Mingle, & Mocha that started off with 50 people are now up to 300 attendees; additionally, more than 700 people have joined the Facebook and LinkedIn communities. In the past year alone, Women in Pharmacy has helped several women to open their own independent pharmacies, and connected many students with current independent pharmacy owners.




Sulzer explains that the program is a “win-win” for Cardinal. “In the future, as we continue to serve the retail independents, the majority of our customers will be women,” she says. “Women in Pharmacy is a way for us to take on a leadership role in the changing face of pharmacy and ensure the retail independents continue to grow and thrive.”




Cleveland Clinic: Bringing Female Healthcare Professionals Together In 2006, women physicians at the Cleveland Clinic decided to develop a forum where women in healthcare could network and learn. What began as a half-day conference with fewer than 100 female doctors at Cleveland Clinic has now expanded to more than 300 industry professionals, participating in a forum designed specifically to address the issues and needs of professional women caregivers.

The Women in Healthcare Forum is designed to explore the challenges and opportunities for women working in healthcare today. “The majority of our women physicians are under 45,” explains Catherine Boyle, program manager for the Women’s Professional Staff Association at Cleveland Clinic. “There are now so many younger women entering the profession. Often, they find they need more from the workplace. Cleveland Clinic supports the Forum as part of its investment in retaining these young women professionals and developing a 21st century workplace that functions well for the next generation of physicians.”

The 2014 forum kicked off with an evening keynote speaker—Catherine Devries, a pediatric urologist from Utah, spoke about envisioning and finding a meaningful life and career—followed by a networking reception. The following day consisted of plenary sessions with talks by experts like Sonja Lyubomirsky and Rebecca Erickson on topics such as “the science of happiness” and “compassion fatigue in caregivers,” with intermittent experiential breakout sessions to promote learning and discussion.

Every session related to the forum’s 2014 theme “Getting to Your Best.” For the first time, the forum invited female business leaders outside of healthcare to speak about women in all work environments as exemplified by Debora Spar, president of Barnard College, whose talk concluded the conference on its second night. The forum also allows for ample networking opportunities. “There’s one thing our participants always seem to want,” explains Boyle, “and that’s to network with one another and women leaders and understand their paths to success.”

The 2014 forum also saw the first installation of Minute Clinics, which gave participants quick strategies to manage stress, gather their thoughts, and let off some steam, both during the forum and in their day-to-day lives. During the Minute Clinics, Cleveland Clinic staff led participants through short guided meditations, yoga minisessions and an aerobic dance to Pharrell’s “Happy.”

The forum has received resoundingly positive feedback from its attendees. The vast majority—more than 85 percent—strongly agree the forum met their expectations and the programming was relevant and current. More than 90 percent say they will definitely recommend that colleagues attend the next forum. Given the forum’s growth and positive reception, Cleveland Clinic is considering increasing its frequency, making it annual and potentially longer in duration. “Nothing makes me happier,” remarks Boyle, “than to see attendees saying to each other, ‘I’ve emailed you, sent you patients, I’m so glad to actually meet you in person!’ So much of our lives and work is digital now and everyone is grateful for this opportunity to get together.”




Eli Lilly and Company: Global Women’s Network Founded in 1995, Eli Lilly and Company’s Global Women’s Network is the pharmaceutical company’s largest employee resource group. The network has evolved over time along with the needs of the organization’s female employees. Its earliest efforts focused on supporting female scientists in the organization’s research labs and creating an environment in which female scientists could grow their careers effectively. The present incarnation of the network follows the “hub and spoke” model of employee networks, with a core central group and multiple satellite groups throughout the world. Some are functionally oriented, like the Women’s Physician Network and Women in Lilly Discovery, while others represent particular geographies.

The core team’s mission statement encompasses three key areas, dubbed Connect, Empower, and Achieve. The network seeks to actively enable women’s development in order to ensure Lilly’s success; connect Lilly women with external opportunities and expertise; and facilitate internal networks by bringing Lilly women together to leverage their skills and expertise across different parts of the company. The team’s focus today is two-fold, explains vice president Eiry Wyn Roberts. “By ensuring that we understand and can leverage all the talent of the female workforce, we believe we will become a better organization in terms of the choices we make. This ultimately helps improve the lives of the patients we serve around the world,” Roberts says.

For the last three years, the core team has focused on the network’s key goal: to ensure that Lilly fully utilizes the unique talents that women bring to the workplace and understands how to recruit, retain, and develop women so they can achieve their top potential. The team maintains a close partnership with human resources and the company’s talent development organizations, studying how to better identify top talent as well as sponsoring leadership development programs and ensuring that the best-qualified female candidates are considered in succession planning.

One of the network’s key activities is a monthly speaker program called the Women’s Network Power Lunch. The network invites internal and external female leaders to address specific topics, such as executive presence, sponsorship, and particular functional themes. While the lunches are hosted at Lilly’s headquarters in Indianapolis, they are open to employees worldwide via teleconference. These events provide educational opportunities for younger women, and opportunities for female leaders to connect with less-experienced colleagues. The content of the lunches, like the rest of the network’s activities, is ever-evolving. The network conducts annual surveys to help decide on future content.

As a global company, Lilly is conscious of the need to coordinate their many local women’s networks. To this end, the Global Women’s Network organizes global teleconferences twice a year with the network heads of local chapters around the world to discuss their learnings, challenges, and concerns.

In addition to advocating for women internally, the Global Women’s Network strives to improve relationships with key stakeholders outside the company. For example, their women’s network in Japan worked with the local association for female psychiatrists to support female psychiatrists practicing in the country. Going forward, the network is committed to better understanding how diversity influences their customer experience and translating that understanding into better customer outcomes.




Google: MSSNG Research Project One in every 68 children born in the US is currently affected by Autism Spectrum Disorders, an increase from one in 166 a decade ago.1 Yet scientists and families alike have struggled to fully understand and accurately diagnose the disorder, much less treat it. Google’s MSSNG Research Project seeks to both raise awareness of autism and promote scientific research in the area.

Google has partnered with Autism Speaks, a nonprofit autism advocacy organization, to develop what the organizations hope will become the world’s largest database of sequenced genomic information on people with Autism Spectrum Disorders and their family members. Google Genomics, an application of Google’s Cloud Platform, will provide a storage space for the sequenced data, which will be freely accessible to both scientists and interested observers worldwide.2

MSSNG, pronounced “missing,” is part of The Autism Speaks Ten Thousand Genomes Program (AUT10K), which began collecting the genomes of children with autism and their families 15 years ago.3 The name of the project is meant to signify the unknown information about autism that the project seeks to uncover. MSSNG bills itself as “Changing the Future of Autism with Open Science.”4 With a $50 million price tag, it brings the tools of genetics and crowdsourcing to autism research.5

The pilot program collected 1,000 whole genomes; MSSNG plans to eventually gather more. By identifying additional unknown subtypes of autism, the project hopes to contribute to the development of more individualized treatments for individuals with Autism Spectrum Disorders. During the pilot stage of the research, Stephen Scherer, MD and director of the Centre for Applied Genomics at Toronto’s Hospital for Sick Children and the leading geneticist of MSSNG, and his colleagues were able to confirm that the various symptoms of autism are defined by more than a single genetic condition. The fact that autism is a multispectrum disorder, involving multiple genetic components, makes it even more difficult to treat.6

With the complete human genome containing nearly 25,000 genes and requiring 100 gigabytes of storage—far more than is available on a standard computer—finding storage for the ambitious project was a challenge. Google’s Cloud Platform provides a powerful tool for Scherer and the other researchers at MSSNG to analyze the data. In addition, Google is also currently designing interfaces that will make the MSSNG database searchable by both researchers and families. MSSNG’s goal is to have all of the genomes uploaded to Google’s Cloud Platform and available for analysis by the end of 2015.7

1 Douglas Quenqua, “Can Google Find The Cure For Autism?” CNBC, November 6, 2014, http://www.cnbc.com/id/102147046. 2 Marcus Wholsen, “Google Opens Its Cloud to Crack the Genetic Code of Autism,” Wired, January 09,2014, http://www.wired.com/2014/12/ google-opens-cloud-crack-genetic-code-autism/. 3 “Autism Speaks Launches MSSNG: Groundbreaking Genome Sequencing Program,” AutismSpeaks.org, December 09, 2014, https://www.autismspeaks.org/science/science-news/autism-speakslaunches-mssng-groundbreaking-genome-sequencing-program. 4 “MSSNG: Changing the Future of Autism with Open Science,” Autism Speaks, accessed February 26, 2015, http://www.mss.ng/. 5 Douglas Quenqua, “Can Google Find The Cure For Autism?” CNBC, November 6, 2014, http://www.cnbc.com/id/102147046. 6 Ibid. 7 Ibid.




Johnson & Johnson: Live for Life The Johnson & Johnson health and wellness journey began more than 30 years ago, when then-CEO James Burke set the goal of having the healthiest workforce in the world. Burke believed that by encouraging people to address their health needs and to care for their health within the workplace, his company would succeed in both reducing healthcare costs and having a more engaged workforce. Launched in 1979, the Live for Life initiative has brought a holistic approach to health and wellness to Johnson & Johnson workplaces worldwide, including a number of programs specifically designed to support women at work and at home.

Today, Live for Life continues to strive for the prevention of chronic disease and promotion of wellness among the company’s workforce. Most Johnson & Johnson campuses in the US have on-site health clinics, fitness centers, and wellness coaches. US employees can also receive discounts on their health plans in exchange for voluntarily participating in a health assessment, which measures their blood pressure, cholesterol, Body Mass Index, and other key biometrics. Following the assessment, employees are offered the opportunity to access coaching and other tools to help them address health risks that might be identified in this process.

Under the banner of “Live for Life,” Johnson & Johnson offers a number of specific healthy lifestyle programs that empower employees to take charge of their health. All told, the company has 12 “culture of health” programs, including initiatives focused on healthy eating, tobacco cessation, mental well-being, and physical activity. One of the company’s unique healthy lifestyle programs, Energy for Performance in LifeTM, launched in 2008 and provides a holistic and integrated approach to managing one’s health, focused on intrinsic motivation with a goal of aligning their health objectives to their personal mission or purpose in life. The training sessions range from half a day up to two days, and are designed to teach participants how to maximize their personal energy and to feel physically energized, emotionally connected, and mentally focused both at work and at home. So far, approximately 39,000 employees globally have participated in energy management training.

Within the past year, Johnson & Johnson work-life integration efforts have been folded into Live for Life. The company is focusing on supporting their employees throughout life’s course, including in childbirth and parenting. For example, the company’s Care Connect program helps expectant mothers to prepare themselves for the birth of their child and think about how to deal with postpartum needs.

Over the last decade, engagement among US employees in Live for Life—measured by the number of employees who take health risk assessments and act on the recommendations they receive—has been averaging 80-85 percent. During this period, Live for Life has also succeeded in reducing the medium- to high-risk employee population (those who exhibit more than two of 11 identified health risk factors, such as smoking, obesity, physical inactivity or high blood pressure). In 2006, 22 percent of Johnson & Johnson employees were in either the medium or high risk category; by 2013, this number had dropped below the national average to 13 percent. “We can confidently say that we’ve been able to demonstrate bending the curve on health trends for our US employee population, and that goes from reductions in obesity to high blood pressure,” explains Fik Isaac, MD and Chief Medical Officer of Johnson & Johnson Health and Wellness Solutions.

Isaac’s team has also conducted a number of peer-reviewed studies showcasing the company’s huge cost savings from reducing employees’ health risks. Their research shows over the period of 2002-




2008, Live for Life netted an average savings of $565 per employee annually, producing a return on investment of up to $3.92 for every dollar spent on the program.




Kantar Health: Global Mentoring Like many companies, Kantar’s overall representation of women is strong, at more than 50 percent, but drops by approximately half at senior management levels. In 2012, Kantar took its first major step toward addressing women’s underrepresentation by introducing a global mentoring program for high-potential senior executive women.

The decision to focus on mentorship grew out of conversations with women who were in senior roles and who expressed concerns about a lack of role models and uncertainty about whether they wanted to move into roles with greater responsibility. “Mentoring provides a unique opportunity to create conversations and relationships between CEOs and senior business leaders with these really dynamic women, and it gives them exposure to what these jobs look like,” explains Cynthia Reppert, global head of Organizational Development.

The initial pilot program matched women on the cusp of attaining executive positions with 10 of Kantar’s most senior female leaders as mentors. While the mentors were highly committed to helping the company close the gender gap within leadership, the company leaders were concerned about the risk of the mentoring program becoming a “women’s club.” Today, both male and female mentors are recruited from the board and senior management teams. In addition, a senior business leader serves as the sponsor for the program in each region. These business sponsors also reach out to potential mentors, emphasizing that the initiative has a strong business case behind it.

Kantar’s global mentoring program involves 50 pairs of participants and mentors, drawn from three of the company’s regions. Participants were matched according to business region, the expertise of the mentee, and the expertise of the mentor. The pairs were encouraged to meet at least once a quarter during the year-long program. While most mentoring took place virtually, significant effort was made to match mentors with mentees who were located either in their home country or in cities where they traveled regularly.

One program goal from the beginning was to educate participants on both sides about good mentor-ing. Kantar was careful not to overadminister the program, but instead to encourage mentees to drive the relationship and to give the pairs room to build a relationship naturally.

Kantar also brought participants together for a two-day event that provided opportunities for in-person networking and education on personal branding. The event also included speeches by female leaders about their success at Kantar and a presentation by CEO Eric Salama, who says the organization has learned quite a bit from the participants in the program, who were invited to share why they hesitated to seek a top job at the company. “Everyone went into it thinking work-life balance and female role models were incredibly important,” Salama says. “The thing that was a bit of a surprise was trying to understand why women weren’t applying for certain jobs. Women were much tougher on themselves than men were on themselves. A man might say, ‘I can do five of the 10 things I need to do well, so that’s enough.’ A woman would cut herself out. Until they articulated it, we hadn’t realized that dynamic organizationally. In the future, that knowledge will affect how we write job descriptions, and how we define skills and experience that are necessary (versus suggested) for an open position.”

Based on participant feedback, the 2015 program will kick off with the in-person event in order to give the pairs a chance to meet in person early on. The program has been tweaked in several other




ways based on learnings from the first round. For example, mentor/mentee pairs will now be required to formulate objectives for their relationship early on, and the participants’ direct managers will be involved.

As a testament to the success of the first round of the program, almost all of the mentors have agreed to participate in the 2015 program, and some will now be mentoring more than one person. Mean-while, 90 percent of the mentees stated that they wanted to participate in the next round of the program. About half of the mentees who come back will work with their current mentors, while the others will be assigned new mentors with different expertise and networks the mentee may draw upon.

The feedback of the program has been overwhelmingly positive. In a follow-up survey, the women reported that they felt more confident, had more insight into how to navigate the organization and structure their careers, and were ready to take on the next level of their career. “The most important thing is that these women feel more confident about their ability to succeed in bigger, more complex roles,” Reppert says. “They feel like they’re having the right conversation about their own careers and really defining where they want to go.”




Merck: DRIVEN Traditionally, consumer research has been conducted through focus groups and surveys with individuals external to a company participating in the research. Merck, however, has found a unique and innovative way to simultaneously achieve efficiencies and gather critical business insights by better leveraging their employee resource groups with Delivering Real Insights Via Employee Networks (DRIVEN), launched in fall 2014. This initiative creates a private market research online community (MROC) that engages members of Merck’s employee resource groups in providing both business and strategic consumer insights.

DRIVEN uniquely taps into the organization’s intellectual capital, scientific expertise and market knowledge—in this case, members of the employee resource groups, who are eager to help achieve the company’s business goals. With DRIVEN, Merck uses cutting-edge technology to gather consumer research insights while also safeguarding the privacy of the employees who participate. Brand, customer, and business teams within the organization are all able to obtain feedback from targeted market segments more efficiently and cost effectively than they would through traditional external research.

“DRIVEN is the convergence of two powerful forces at work in our environment,” says Lisa Courtade, head of Customer and Brand Insights at Merck. “The first is to give a stronger voice to diverse populations in informing business decisions; the second is to deliver insights in an increasingly efficient and effective way.”

While many consumer goods companies have long tapped employees for market research insights, this strategy is far less common among pharmaceutical companies. Prior to the launch of DRIVEN, the Merck team had to address concerns around bias and medical privacy. The company recognized that employees would be less candid in an officially-designated Merck environment, so they out-sourced the task of managing the MROC to an experienced insights organization. All personally identifiable information in the MROC is anonymized and protected, and users interact through avatars.

“We have online communities for our employees, but the challenge from an insights perspective is that people edit themselves in a public forum. Most also don’t want to be identified with their health conditions or struggles as caregivers,” Courtade says. “DRIVEN gives people a voice on important business issues in a manner that protects their personal information.”

Now that the company has ensured employee privacy, Merck is conducting validation studies to confirm that internal panels would lead to similar decisions as traditional external market research. While bias is often a concern for studies conducted internally, DRIVEN invitations are sent to the entire Merck employee resource group community, not just employees in marketing and sales who deal with consumer research issues in their daily work.

Participation in DRIVEN is entirely optional. The employee resource groups have proven to be enthusiastic and energized by this opportunity to inform a wide range of business questions from consumer website design to product development. The company’s largest and most active employee resource group, the Merck Women’s Network, is tapping into their members at all levels across the organization, and has recruited the largest number of participants to the community in the hopes of giving women, as chief wellness officers for their families, a stronger voice in driving business decisions.




DRIVEN does not entirely replace traditional, external consumer research, but it does increase the speed, volume, and diversity of perspectives that can be brought to bear in business decisions to deliver greater value to patients. In fact, this level of innovation through the employee business resource groups (EBRGs) is not unusual at Merck. In 2014, DiversityInc recognized Merck for innovation in EBRG business strategy at its Top 50 National Awards ceremony in New York.




Merck: Merck for Mothers As a company committed to solving health challenges, Merck launched Merck for Mothers and is applying its scientific and business expertise to support United Nations’ Millennial Development Goal 5b, which is focused on decreasing the number of women around the world who die giving birth. Merck has committed $500 million over the course of a 10-year effort to fight maternal mortality.

Merck for Mothers contributes to reducing maternal mortality in three key areas: innovation, access, and advocacy. Maternal mortality differs from other global health challenges the company has tackled, because most solutions to the problem are already known by scientists and doctors. Instead of posing strictly an innovation challenge, then, a major hurdle to reducing maternal mortality is the difficulty in getting standardized solutions to patients in remote areas. For example, oxytocin, a standard medication that prevents postpartum hemorrhage, one of the leading causes of maternal death globally, must be kept in cold storage. This storage requirement can be challenging for hospitals in developing countries with warm climates. To this end, one of Merck for Mothers’ key innovation areas lies in its partnership with the World Health Organization (WHO) and Ferring Pharmaceuticals. Announced in April 2014, the partnership seeks to bring carbetocin, a room-temperature-stable formulation of oxytocin to market, with Merck providing the funding for a multicountry clinical trial conducted by WHO.

Merck for Mothers also works with partners around the world to improve access to quality maternal health care. Two of the countries where they focus their energies are Zambia and India. In Zambia, transportation issues mean that many women give birth at home, and may be far from a hospital in the event of complications. For this reason, Merck for Mothers focuses on improving maternity waiting homes, places close to healthcare facilities where women can travel when they’re about to deliver. Meanwhile, the program’s efforts in India seek to improve access to medical care by working with local healthcare providers like midwives and pharmacists who provide care to many pregnant women.

Internally, Merck’s employees have been eager to get involved as well. Several employees who have been named Richard T. Clark Fellows, an internal program that grants selected employees three-month sabbaticals to work with a nonprofit organization, have chosen to work with Merck for Mothers’ partner organizations. Employees may also serve as internal Merck for Mothers ambas-sadors, promoting engagement and education around the initiative and hosting events at their offices. In one such event, Merck employees donated items to go into postnatal kits designated for delivery to women in Uganda.

Merck for Mothers is currently working on projects of varying scale in thirty countries. These efforts are all conducted in partnership with NGOs, governments and other businesses, both private and public sector, that are on the ground in those countries. In addition to enabling diverse organizations to work together for a common cause, these partnerships help position other organizations to ultimately take on the work Merck has begun and make it sustainable.




Merck KGaA: International Management Program (IMP) Merck KGaA’s International Management Program (IMP) is a global, strategic talent program that facilitates leadership development and knowledge exchange across the company. The program was launched 19 years ago to prepare high-potential employees for the next step in their careers, and continues to run annually.

Since the very beginning, the program has had six specific goals: to increase employee readiness for future leadership roles; to accelerate innovative and strategic thinking across the company; to expand cross-cultural and global leadership networks within Merck; to provide senior leadership and HR visibility to international employees; to increase talent engagement and retention; and to create change agents who can foster a performance oriented mindset within the company.

“We take a multistrategy and multiregional approach with the participants,” explains Ines Blohm, IMP manager. “They receive significant off-the-job and on-the-job training to build and challenge their skills.”

To this end, IMP today includes four “learning weeks” that are divided across three phases. Each phase is associated with a series of unique training sessions, which are explicitly designed to improve Merck’s six leadership competencies: customer-focused, global, innovative, results-oriented, efficient, and engaged. Phase I takes place in March and focuses on leadership and communication skills, innovative thinking, change management, and working with global virtual teams. Phase II occurs in either May or June and addresses presentation skills, financial analysis and integrates a business simulation. Finally, Phase III takes place in September and deals with presentations, and transformational leadership. In addition to the unique training sessions, each phase includes exposure to senior leadership and networking events. Through each phase of the program and during the time in-between, participants are expected to be working in groups on their strategic business projects, which are presented to the members of Merck’s Executive Board and other senior leaders at the end.

Coaching, both in groups and one-on-one, is another key element of the IMP. Graduates of the program receive continued peer coaching during the program and the opportunity to work with a senior mentor after the program is complete who can help them identify and pursue future career opportunities. IMP graduates are also given the chance to serve as mentors for future IMP partici-pants. At the end of the program a joint feedback meeting with the IMP Manager, HR Business Partner and Line Manager takes place.

Participants are drawn from the manager and senior manager levels within Merck. The 2014 program, which included the 19th cohort of participants, involved 22 employees from across all divisions and from around the globe. Fourteen nationalities were represented in the very diverse cohort, and there was an even split of men and women.

One reason for IMP’s longevity and success is its adaptability. The program setup has been subject to significant changes in its 20-year existence, continuously adjusting and improving the effectiveness in addressing the company’s strategic talent development priorities and needs. Merck plans to continue to update and enhance the content of the program to ensure that participants are gaining global exposure and acting as change agents within the business.




IMP has become increasingly important to Merck as the company has developed into a truly global enterprise. “The international elements of the program and its experiences are really what differentiate it from our other management development programs,” Blohm explains. “It opens up so many doors internationally that it really facilitates the participants’ career development in a global workplace.”




MetLife: Customer Centricity MetLife recognizes that fulfilling the needs of customers—female and male alike—is key to any corporation’s success. However, in 2012, the company received feedback that it needed to address customer problems more efficiently than in prior years. So began Customer Centricity at MetLife: a strategic shift toward seeing the company through the eyes of its customers, simplifying their experi-ence, and earning their loyalty in the process. The drive toward customer centricity and a global brand is a key cornerstone of MetLife’s enterprise strategy and essential to becoming a world-class company.

Practitioner forum trainings, dubbed “Customer Centricity in Action,” were the company’s first effort to position customer service as a cornerstone of MetLife’s strategy. More than 40 customer service specialists attended the first three-day training in 2013. The employees who attended came from all parts of the globe; they met with MetLife’s CEO and other corporate officers to discuss the role of Customer Centricity across company operations and to engage in in-depth customer-service training. Unlike training programs that involve solving hypothetical challenges, MetLife’s employees told stories, shared their own personal experiences, and took part in team-building exercises. The Customer Centricity in Action forums are repeated annually across MetLife’s three regions world-wide. Nearly 2,000 associates have submitted nominations over the last two years, representing all three regions—Americas, Asia and EMEA—and every global function. MetLife has recognized 25 teams and individuals in total for their customer-centric efforts—from fixing cumbersome processes to enabling faster service or simplifying complicated products, materials and services. Beyond improving customer service, “Customer Centricity in Action” facilitates a culture change both within and outside the corporation.

MetLife has taken employees’ focus on customer centricity a step further with the Ambassador Recognition Program. The goal is to institutionalize customer centricity by acknowledging and rewarding employees who are driving customer-centric change. To achieve this, customers are encouraged to nominate associates who have impressed them. Regional winners, which can be single employees or teams of up to ten associates, compete for one grand prize: an expense-paid trip of their design. Sharing these best practices creates a company-wide awareness of, and opportunity to emulate, customer centricity and the competitive advantage it offers those who take it seriously. “We can reach out to each other and share this cultural norm around treating customers fairly,” explains Cindy Pace, assistant vice president, Global Diversity & Inclusion.

For example, one winning team from Mexico was composed of customer service and marketing associates who had earned a perfect net promoter score of 100 by focusing on serving institutional clients in ways that saved employees both time and money. The team introduced technological advancements such as kiosks and video-conferencing to speed up response times, help customers file and manage claims better, and save the company money.

In order to assess whether customer centricity training is having a positive effect on the quality of the company’s customer service, MetLife tracks Net Promoter Scores, metrics which ask customers how likely they would be to recommend the company to a friend or colleague. A successful net promoter system means that the company is earning customer loyalty and improving feedback loops to their customers by promptly putting customer comments into practice. MetLife also makes sure to link its metrics around customer service to client loyalty and business outcomes.




Novartis: Executive Female Leadership Program Seeing sponsorship as a way to increase female representation in senior ranks, the Swiss pharma-ceutical company Novartis has reconfigured its Executive Female Leadership Program to replace mentorship with sponsorship, connecting high-potential women to senior leaders reporting directly to the company’s CEO.

Senior-level sponsors are each responsible for two or three women, nominated by their managers for their potential to go on to the corporate executive level. Sponsors meet with these high-potential women once a month throughout the year, seeking to grow their strategic skills across functions and geographies and mold them into Novartis’ corporate executive members of tomorrow. “The sponsors really push them,” says Lisa Danels, global head of talent, leadership and staffing at Novartis. “Because of their close relationships, women feel comfortable receiving thorough feedback from their sponsors.”

Women and their sponsors also work alongside one another over a two-day “workout” session. They use innovative, rapid-development processes to move an important business initiative forward, such as adopting new uses of digital medicine into the firm’s operations. By working together in this environ-ment, senior leaders learn a new technology and see how the women they sponsor think and act.

“Part of the program is ‘paying it forward,’” explains Claudia Bidwell, global head of organization development. “We want to use these high-potential women’s incredible brains rather than just improve their skills. We want to utilize all their knowledge and experience to benefit the organization.”

Additionally, a futurist comes in to help these employees think critically and challenge outdated assumptions about the industry and the world. “Maybe they have to unlearn a few things,” explains Danels. “We’re very committed to creating self-aware leaders.”

The protégés also work on longer-term team projects to solve business challenges. They work in groups of five or six, under senior leaders who head up regional businesses. These projects are strategic, urgent, and not yet attempted by anyone else. For example, one project focused on setting a price point and better distribution strategy for pharmaceuticals in India, given obstacles in getting products to remote villages. Not only were the team’s recommendations adopted, they were later used in other emerging markets. “These projects are a huge stretch, with so many unknowns,” says Bidwell. “Protégés have a new sponsor, team, subject, and country. And they’re working remotely.”

The teams kick off their projects in May and work until they find a solution—usually seven to eight months—and are responsible for implementation after presenting their work to the firm’s most senior group. This extensive interaction between the women and senior leaders results in some reverse-mentoring—senior leaders learn what it’s like to work with high-caliber women and experience firsthand what they can bring to the table.

The alumnae group of the Executive Female Leadership Program grows stronger with each new cohort. Follow-up assessments provide crucial indicators of the program’s success, allowing the firm to understand whether the alumnae are taking on greater responsibilities and receiving promotions. In fact, the retention rate for program alumnae is 90 percent. More than 85 percent of these women have moved into new roles within Novartis and over 25 percent have advanced to the corporate executive group level.




“We have very few women leaving the organization,” says Danels. “They really get a family and network of women.”




Pfizer: Leadership Investment for Tomorrow (LIFT) Pfizer’s Leadership Investment for Tomorrow, or LIFT, began as a result of chairman and CEO Ian Read expressing a desire to ensure that a robust, diverse talent pool is presented in talent review discussions with his leadership team. Like many top companies, Pfizer had diverse middle-manager employees, but many were not visible to the senior leaders of the company. The discussion inspired Pfizer’s Worldwide Talent and Organizational Capability group to introduce LIFT, an 18-month long development program targeting high potential women and minorities at the middle-manager level. LIFT launched in January 2013 with 31 participants from diverse backgrounds, including 17 women.

LIFT has four key objectives for Pfizer’s multicultural pipeline: provide employees with assessments and quality feedback based on the company’s Senior Leader Profile; offer targeted learning experiences that are designed to build business acumen and leadership capability; create an active mentoring envi-ronment to facilitate advocacy as promotional opportunities arise; and drive a focused and aggressive approach toward increasing job visibility and career options. The program is driven by collaboration between senior leaders, affinity groups, and managers of protégés from within the organization.

Unlike other sponsorship programs, LIFT focuses specifically on the middle-management level—the point at which talented multicultural employees seem to be most likely to consider leaving the company. To address potential career-stalling or departures for external opportunities, LIFT seeks to engage participants and accelerate their career development by exposing them to senior leaders, and to learning events and activities around sponsorship, executive presence, and personal branding.

The leaders of LIFT emphasize that participants’ involvement in the program does not guarantee they will attain executive sponsorship. Rather, the program provides them with opportunities to interact and build relationships with mentors and potential sponsors. The sponsorship aspect of the program is aligned with the company’s many affinity groups, including the Global Women’s, Hispanic, Black, and Asian groups.

In addition to relationship building, another central aspect of the program is the action learning project. Participants either identify or are presented with a company problem, which they are given time to research and eventually present recommendations for a programmatic solution. The partici-pants are encouraged to seek support and funding from the relevant departments to launch their recommendations. Some have been able to do so, and the relevant department takes over implement-tation by the time participants graduate from LIFT; other participants opt to continue on the project with the sponsoring department for continued development.

One of the successes of the pilot program, which wrapped up in mid-2014, has been additional clarity around career paths, especially at the senior director level. So far, 44 percent of the participants have earned promotions and 44 percent have made lateral moves, outperforming their non-LIFT high potential peers by 76 percent.

As further evidence of the program’s effectiveness, the first round of LIFT received the highest ratings of any learning programs at Pfizer. More graduates said they would recommend the program to a friend than any other program within the company, a key metric of satisfaction. Graduates from the first year of LIFT are so enthusiastic about the program that they have volunteered to play an active role in mentoring their colleagues in the next generation of the program. The second round of LIFT launched in December 2014 with 40 participants.




Pfizer: RxPathways Given Pfizer’s long history of providing assistance to uninsured and low income patients, the introduction of Pfizer RxPathways was a natural next step for the pharmaceutical company. Originally launched in 2004 under the name Pfizer Helpful Answers, the program is designed to help patients in the US and Puerto Rico get access to their Pfizer prescription medicines.

Although Pfizer’s patient assistance programs originally targeted uninsured populations, they have evolved into a comprehensive assistance program that provides a broader range of eligible patients—including insured and underinsured patients—with support services ranging from insurance counsel-ing and copay assistance to access to medicines for free or at a savings. Today, these services are provided by Pfizer RxPathways. Patients who need help getting access to their Pfizer medicines are encouraged to apply or to contact Pfizer RxPathways to learn about the services Pfizer offers to eligible patients.

Uninsured or underinsured patients may receive their medications for free if they live in the US, Puerto Rico or the US Virgin Islands, have income below a certain threshold (which varies based on the medicine prescribed) and are treated by a doctor licensed in the US or Puerto Rico. Even uninsured patients who are not eligible for free medications are able to get as much as 35 percent off the retail price, regardless of their income. In total, Pfizer RxPathways offers access to 50 Pfizer medicines for free, and to more than 95 Pfizer medicines at a savings. Membership in the medication assistance program is renewable each year. Additionally, Pfizer RxPathways provides uninsured patients with access to free medicines through nearly 400 federally qualified community health centers, Dispro-portionate Share Hospitals, free clinics, and state pharmacy programs across the country.

Insured patients prescribed certain Pfizer oncology and specialty medicines are eligible for insurance counseling through the program. Customer Care Representatives will contact patients’ insurance plans to verify coverage of the medicine, understand copay requirements, and provide information on prior authorization requirements or on how to file an appeal. Insured patients who cannot afford their copay will be connected to resources that may help, such as copay foundations, copay cards, or free medicines offered to eligible patients through the program.

Because a disproportionate share of minority groups in the US are uninsured and underinsured, Pfizer RxPathways works hard to get the word out about their program to minority populations, especially African American and Latino patients. Information sources about the program, including the program’s website, are presented in both English and Spanish. Pfizer RxPathways also partners with community groups that have a strong presence in these communities. Recently, Pfizer has formed a partnership with the nonprofit community health and wellness organization Dia de la Mujer Latina. Together, the two organizations work to educate Spanish-speaking Hispanic health workers about Pfizer’s products so that they can then pass on the information to clients in their communities in culturally relevant ways. The company maintains a similar partnership with the National Coalition of Pastors’ Spouses, a faith-based group that provides health education within African American religious congregations. Pfizer also works with the National Association of Hispanic Nurses and the National Black Nurses Association to spread the word about the benefits available through Pfizer RxPathways. “It is vital that we work with these community organizations because many people don’t know who makes their medicine, so if we weren’t collaborating with these groups, they




wouldn’t even know to turn to us for help,” says Gary Pelletier, senior director of Corporate Responsibility at Pfizer and executive director of the Pfizer Patient Assistance Foundation.

The information about Pfizer RxPathways is clearly reaching patients in need. In the last five years alone (2009-2013), Pfizer helped more than three million patients receive more than 37 million prescriptions for free through the program.


Women Want Five Things

Task Force for Talent Innovation Women Want Five Things 65




66 Women Want Five Things Task Force for Talent Innovation

Notes




American Express: Healthy Living Program In 2009, after moving to a consumer-driven healthcare model, American Express launched a global corporate wellness initiative, Healthy Living, to manage healthcare costs, increase productivity, and help employees live healthier lives by investing in more preventative care.

Through supportive resources, enhanced access to care, and incentives to foster healthy changes, the Healthy Living program aims to bring the best wellness resources to employees and their families.

Health is not one size fits all, which is why American Express needed a data-driven approach to understand how to better serve its employees. In 2010, the company partnered with the University of Michigan to create an integrated data warehouse to better understand healthcare gaps among employees and create tailored health programs to address them in local markets. In addition to aggregating medical claims data, the company also analyzes health risk assessments and surveys that employees take regularly, further improving alignment between the program and those it serves.

Employees and executives alike have been very receptive to the program and its engaging design.

“We recognize that employees may face challenges juggling work and family life and we want to help,” says Tammy Yee, vice president of US benefits. “We ask for and listen to our employees’ feedback to create innovative and meaningful programs to support their needs. We have heard some remarkable stories about how Healthy Living has changed their lives.”

A deep commitment to tailoring our Healthy Living programs to meet employees’ needs has not only led to improved workforce health, but also to changes in the company’s healthcare policies.

The company’s strong partnership with its 16 employee resource groups like “Parents at AmEx,” the working parents’ network, helps the HR benefits team keep a pulse on the evolving healthcare needs of American Express families. In 2013, “Parents at Amex,” hosted an autism awareness event attended by over 300 people where there was significant interest in forming a special needs committee. This committee found that American Express’s benefits were not meeting the modern needs and costs of parents who were paying out of pocket for applied behavioral analysis therapy, usually not covered by insurance. American Express’s healthcare now covers ABA therapy.

“It’s not enough to just benchmark with other companies and it’s not enough to be on a ‘best companies’ list,” says Yee. “We need to do what’s right for our employees. When we properly assess their needs, make an offering and provide resources and support, it really makes a difference.”

In addition, American Express is building walking trails for its employees, subsidizing healthy meals in its cafeterias, and bringing in wellness coaches and counselors to many of its offices. The company also provides an online “wellness coach” for a growing population of employees who work remotely. All Healthy Living information is available on a user-friendly mobile site, complete with contact lists, health plan details, a healthy meal of the day, and even games and quizzes.

“We know people get their information on the go,” says Yee. “Now, if they want information about a health plan or need an advocate, that information is at their fingertips.”




Healthy Babies, another Healthy Living program, provides support and guidance for new mothers at American Express, ensuring they stay with the company and aiding their work/life fit in the long run. New mothers enjoy their own dedicated maternity nurses, and can earn points and incentives to help with the costs of having a child. All women at American Express also now have access to infertility support, fertility nurses, and resources for any challenge they might face when having a baby or trying to conceive.

Five years after its inception, the program is available in 22 countries around the world with 17 wellness centers, helping Healthy Living reach more than 90% of the American Express workforce. The next step will be to align the program worldwide under a global health steering committee in order to develop the next generation of healthcare strategy that continues to embrace employee health and productivity.




AT&T: Champions Program AT&T wanted to ensure its vice presidents, who rank just below the highest-rank of officer, had access to the right sponsorship and broad advocacy at the CEO’s table. The challenge was finding the best way to bring high-potential women and people of color at the VP level to the officers’ attention.

To meet this challenge, AT&T developed its Champions program, which pairs all participating high-potential vice presidents with an officer, or “champion,” and provides them with an immediate, direct connection to top leadership. The pair set the course for their own advocacy relationship and determine together how it will change and grow. “We give them a little bit of direction and place a call eight months in to see how it’s going, but otherwise we let the relationships grow on their own,” explains Tammy Martin, vice president of talent management. “The officers very organically introduce the vice presidents to customers and connect them to circles they don’t already run in.” Often, officers will have their vice presidents shadow them on the job, encouraging them to watch how they run their teams and interact with clients.

After success with the 22 vice presidents currently involved in the program, AT&T decided to extend Champions down one level to include general managers. Fifty-seven general managers—identified for their potential as future officers—are now paired with 40 of the company’s 125 officers, some of whom have two protégés. Almost half of the pairings are done across different genders, 46% are done across ethnicities, and 88% overall are done across business organizations.

These relationships have also opened avenues for further leadership development. Champions may suggest, for example, that their protégés be given certain assignments that will make them more well-rounded and attractive for a promotion. Or the officers may come to realize that executive coaching would be of great benefit to those at the general manager and vice president levels. After developing relationships with their protégés, senior leaders are far better positioned to offer these insights.

Though participants are technically paired with only one officer, many Champions have taken it upon themselves to extend their own networks to their protégés. “They’ve taken on this notion of ‘my network is your network,’” says Martin, “and that means that when a name comes up, half the leaders at the table, instead of just one or two, know that person in a very rich way.”

Since its inception, the Champions program has been one of the factors that led to higher promotion rates for women and people of color, and better grooming of top talent. Key to the program’s success has been identifying high-potentials early and connecting them with champions who are one or two levels away from the CEO. “For them, officers are bigger and stronger than mentors,” explains Martin. “Now they have someone advocating for them when they aren’t in the room.”




AT&T: Executive Women’s Leadership Experience AT&T’s Executive Women’s Leadership Experience provides high-potential women with relation-ships at the top of the organization while teaching them about the strategy of the company and how to become successful leaders. The executive leadership team chooses 20 outstanding women at the general manager and vice president levels to participate in the year-long program, which consists of three sessions: Leaders as Game Changers, Leaders as Innovators, and Leaders as Collaborators.

The sessions build on one another, starting with a focus on the company’s strategy, its vision for the future, and its brand. Next, participants break down the company’s business model, learn about tech-nical relevancy and good negotiation techniques, and engage in discussions with guest speakers about competition around the world. The final session consists of a mini-workshop on the latest research around skills and competence, bringing in external faculty and 25 additional high-potential women from other Fortune 100 companies to further strengthen participants’ networks outside of AT&T.

“It’s not just about women; we’re showing business role models and looking for business leaders,” says Belinda Grant-Anderson, vice president of diversity and inclusion. “We absolutely know women sometimes face unique challenges, but the focus is really on building business acumen and helping them become confident leaders. We wanted this not to be about ‘female issues’ but about developing leaders through a lens of gender and ethnic diversity.”

At the beginning of the program, the women are divided into groups of two or three “learning partners” with whom they build relationships throughout the year. They are encouraged to develop these relationships by learning about one another’s jobs, inviting each other to staff meetings, sharing protégés and mentors, and brainstorming together. “We let these relationships grow organically, and we’ve learned how powerful it is to have those take seed and grow among the developing partners,” says Tammy Martin, VP of talent management. “As we debriefed last year’s cohort, they listed those relationships as one of the program’s best outcomes.”

The women have been very receptive to the intimate learning environment and AT&T has seen higher retention as a result. “The opportunity for them to talk with a senior leader in front of 20 people instead of 50 or 100 is very unique,” remarks Martin, “and the freedom to ask questions in any way they want to is unique as well. They get real exposure to the top leaders in our company.”

The program’s focus on exposure, learning, and building relationships has led to several women from the first cohort being promoted or placed in more influential positions. They have all committed to taking on three new protégés: one from within their department and two from outside. Many have become leadership bloggers on internal sites where they talk about the value of their experiences and continue to help advance the conversation about having confidence as a female leader.

“Some women have finished the session and said they’re now educated in areas they didn’t even realize were important,” says Grant-Anderson. “They’ve taken it upon themselves to make sure other people see it, know it, and understand it. They’re building relationships that they can leverage, and then they’re turning around and helping others in the business.”




Bank of America: Women’s Leadership Program Retaining women and giving them the intellectual challenges they seek on the job remains a big hurdle for many corporations. Bank of America recognizes that attracting, retaining, and promoting top talent is the key to continued success, gaining competitive advantage, and meeting the diverse financial needs of clients and customers. That commitment to helping women rise to leadership positions was the impetus for the bank’s creation of Women’s Leadership Program in partnership with Columbia University Business School.

The Women’s Leadership Program uses the research and faculty of Columbia Business School to help engage, develop, and retain Bank of America’s talented female leaders, providing perspectives to help participants achieve their career goals. Program attendees are selected by global nomination in each line of business. They are considered to be high potential leaders. Based on the over-whelm-ing success of the program, the bank has expanded the program to allow more women to attend, and to establish a similar initiative with the University of North Carolina (UNC) at Chapel Hill.

Of Bank of America’s more than 230,000 employees, 54% are female. A key component of the bank’s Global Diversity & Inclusion strategy is to identify high-potential female employees and help them build a career path that will ensure continued success at the bank. The bank has a long-standing and comprehensive commitment to recruit, develop, retain, and promote women through rigorous talent and succession planning; performance management; and individual development programs at all levels of the company, including the board of directors. That commitment starts at the top with CEO Brian Moynihan, who is also chair of the company’s Global Diversity & Inclusion Council.

“We know strong female leaders are drivers of growth, opportunity and change,” said Cynthia Bowman, Bank of America Leadership and Executive Development executive. “This is the reason why we have partnered with Columbia and UNC’s business schools and developed our Women’s Leadership Program to provide our emerging women leaders with tools, resources and networking opportunities to help them continue their leadership path at Bank of America.”

Program leaders include Bank of America executives, faculty from Columbia and UNC, and senior female executives from other companies and industries. Sessions give women strategies for influencing others, developing negotiating skills, leading across cultural and generational boundaries, and understanding the importance of sponsorship and executive presence to achieve career success. Attendees also take several leadership assessments so that they can better understand their individual strengths as leaders. Participants in the Women’s Leadership Program are nearly seven times more likely than their counterparts to be promoted internally. Of those who have been promoted, more than 30% were promoted within six months and more than half were promoted within a first year of completing the program.

“The most beneficial parts of the program for me were the sessions around influencing and negotiating,” said Ferris Morrison, a Global Marketing & Corporate Affairs senior vice president who attended the program last year. “These skills are critical for leaders, yet they are rarely something you learn to do. I was grateful to be part of the entire program and learn skills that will help me continue my career with Bank of America.”




Boehringer Ingelheim: Women’s Executive Council Alessandra Hawthorne, vice president and chief ethics and compliance officer at Boehringer Ingelheim, was chatting with a fellow female senior executive when she reached the conclusion that it was time to use her power and influence as a senior leader to effect change for women at the company. When they started brainstorming the names of like-minded women leaders at BI, they immediately hit an obstacle. “Even knowing who these women are became a need unto itself,” Hawthorne says. Propelled by this revelation, Hawthorne and her colleague began developing a vision for the Women’s Executive Council: a group that advocates for the top women at BI.

“We really want this group to be a grassroots effort that comes out of where people’s passions lie,” says Hawthorne. Since that first conversation, the group has come a long way. “We’ve had such earnest buy-in; over 40 of the highest-ranking women in the organization all managed to get on a one-hour call at the same time to express their willingness to raise their hands.”

The fledgling council members have organized working groups around three primary areas of interest. The first, research and policy, will focus not just on sharing research relevant to the group, but also on ways it can be applied and implemented within BI. The second working group, recruiting and career development, will foster a more open dialogue around hiring decisions, with an eye toward improving diversity. The third group, communications and operations, will ensure that, despite representing a wide range of geographies and business responsibilities, the council runs smoothly and is able to reach all of its members.

The council is unique because it is not an official employee resource group, nor does it target women with the potential to be leaders; it is exclusively for women who have already reached high-level positions. “These are leaders across the organization who can effect change with one phone call,” says Hawthorne. “This is a quick and simple path to achieving our goals.”

One goal: Help these women be role models and influencers in their respective circles, departments, and countries, ultimately putting more women in positions of power. Another objective of equal importance is to have women of the highest level building trust in one another, for business and personal reasons, as well as addressing barriers to achieving their goals. “I personally believe that women are less interested in positions, or a title in and of itself, and are really looking for fulfillment,” says Hawthorne. “It’s difficult to measure, but what we really want to see is more women completely fulfilled in their careers at BI.”




Credit Suisse: Real Returns Committed to raising the number of female employees in senior positions, Credit Suisse piloted a program in 2014 in the US and the UK that is designed to reengage women and men who have taken a career break to care for their families. Those who have taken career breaks comprise an impressive pool of talent, but having a gap in their CVs can make reentering the market very difficult.

Credit Suisse’s Real Returns initiative is based on programs that provide internships or fellowships for returning professionals at other corporations. During the 10-week program, participants are given a meaningful project that provides them valuable and recent experience for their CVs, while contri-buting to ongoing work at Credit Suisse. Anyone who has taken a career break of two years or more for caregiving responsibilities is qualified to apply. Real Returns brings needed project resources to teams at Credit Suisse, and gives women a short-term opportunity to explore whether they are ready to return to the workplace.

To build its pilot cohort, Credit Suisse advertised to a targeted audience, including bank alumni and diversity partners with whom the bank works closely. This targeted approach resulted in an extremely strong list of applicants. On average, the cohort’s members had taken six years off before reentering the workforce—and they had top-notch CVs. “When we saw the caliber of the applicants, we knew it would be a real shame not to do something with them,” says Helena Fernandes, VP and EMEA head of Internal Mobility at Credit Suisse.

Senior management agreed. Recognizing the quality of the applicants, they accepted 29 of them, 11 more than expected. “The support we’ve received from senior management for the program has been fundamental in establishing substantive work that enhances the returnees’ CVs. These are real substantive, unique projects with an end-delivery,” Fernandes explains. “Topics are wide ranging including regulation, risk and a piece of thematic research which will shortly be published—all relevant issues to the bank.”

The participants were paid at competitive rates, received training in half-day sessions run by internal and external experts on concrete skills and job performance coaching, and enjoyed the additional benefits of training and skill-building on the job. In addition, they met top leaders in the company through an informal leadership speaker series, giving returnees valuable opportunities to learn and to build their networks.




So far, Real Returns has exceeded all expectations. Eighty percent of participants have received offers to continue with Credit Suisse, either through an extension of their contract or through a permanent offer, across a range of corporate titles that have included “managing director.” Deemed a success, the pilot program is now being expanded to Switzerland and plans are being developed for a similar program in the Asia-Pacific regions.

“I’ve been amazed to see how engaged each participant has been in this program,” said Kirsty How, head of Credit Suisse UK’s front office recruiting. “It’s really a win for the program participants and for the business.”




EY: Flexibility for All In the mid-1990s, EY’s attrition rate was 10 to 15 percentage points higher for women than for men. Flextime quickly became a priority for the professional services organization, where professionals travel frequently and routinely spend long hours with their teams and their clients. At EY, what is known today as “flexibility for all” began ad hoc, with a primary focus on working mothers. Utilizing tailored reduced-work schedules for those working mothers who needed them, and with assurances that these arrangements would not adversely impact their career prospects, reduced-schedule flexible work arrangements (FWAs) became available firm-wide by the late 1990s.

“An FWA is a programmatic solution,” explains Maryella Gockel, the EY flexibility leader in the Americas, “whereas day-to-day flexibility is about how you design and deliver a culture that allows people to succeed both personally and professionally.” In the years since the institution of FWAs, flexibility has become a cornerstone of EY’s culture. EY professionals appreciate one another’s commit-ments outside of work and the importance of a safe, open dialogue with their teams about how to manage a demanding career and a dynamic life outside of work. Today, EY prides itself on its culture of flexibility for all, in addition to the formal FWAs enjoyed by about 10% of its people. This aspect of the EY culture is one reason Ernst & Young LLP has been recognized on the Fortune 100 Best list for 16 years and the Working Mother 100 Best list for 18 years, nine of which the firm has been ranked in the top 10.

The tone at the top, notes Karyn Twaronite, the EY global diversity and inclusiveness officer, has been an integral part of establishing this flexible culture: When senior leaders share the importance of their lives outside of work, they are able to change the status quo. At a large event in Beijing for new partners, for example, EY Global Chairman and CEO Mark Weinberger announced to the group that he would be leaving early to keep a commitment to his daughter. “He could have left without saying anything and everyone would have assumed he had a client meeting,” recounts Twaronite. “But he didn’t. People at EY are still talking about it, and it represents a very modern and progressive way of demonstrating that both family and clients are important.” Weinberger is so committed to creating a dialogue about this issue in the larger business community that he also shared this story on stage at the White House Summit on Working Families.

To qualify for an FWA, EY professionals must build a business case for how their work will get done on reduced hours or while telecommuting, and what logistical adjustments will ensure they can be as effective as they are without the FWA. For EY, the reason for the FWA request is not relevant and is not asked on the business case document. EY professionals on FWAs are often high-performing, with the privilege of this type of flexible working further motivating them to surpass expectations.

Women one step away from partner are confident that a modified schedule will not impact their chances of promotion. In fact, more than 20% of women who are senior managers, the rank below partner, take advantage of some form of an FWA in the US, where they are more commonplace than in other offices around the globe. Furthermore, EY’s attrition gap between men and women has shrunk to less than 2%, which EY leaders largely attribute to the flexible and inclusive culture the team has fostered over the years.

Over time, EY began to promote the importance of flexibility for everyone, not just women or parents. One former employee even adopted an FWA to train for an Olympic triathlon. Another




colleague, many years ago, successfully designed a schedule that allowed him to coach his son’s hockey team despite his demanding client-serving position. Today he’s a senior partner. “When men take advantage of flex, women benefit too because that strengthens the flexible work culture,” remarks Twaronite. “Our leaders have made one thing clear: You can be a high-performing partner here and have a life.”




Merck KGaA: MyWork@Merck Sabbaticals are one way to help women reclaim their ambition and sustain their energies after high-demand periods. But increasingly companies are looking to avoid burnout among top talent by granting high performers more autonomy through more agile work arrangements, particularly as technological advances allow people to work from anywhere.

For example, Merck KGaA expanded its flexibility program. The company had allowed employees to shift their work hours for years, but had previously required that they work from the office. In 2013, the company launched an initiative called mywork@merck. With this freedom to work wherever we want, at home, at a park or a café, wherever we have the connectivity and tools to be productive, we can much better reconcile our professional commitments with our private lives, which is very motivating, says Katja Wunderlich, a senior expert in employability at Merck.

After a pilot that proved employees appreciate the possibility of working in a flexible manner and that productivity would not decrease with this kind of program, Merck made mywork@merck available to all of its 2,500 exempt employees in Germany in 2013. The company is also rolling out the program with nonexempt employees whose workplace is suitable to flexibility of time and location. So far, 35% of these more than 2,000 employees have chosen to participate in the program.

Making this initiative available is part of Merck’s strategy to encourage a culture of performance and trust. Shifting from a culture where physical presence is required and seen as an obvious indicator of performance toward a culture where the results count, no matter where and when the work is performed, is a big step. All cultural changes take time, and managers play a key role in this process. To make them comfortable with mywork@merck, the company has built a dedicated intranet site with questions and answers, and is holding workshops and roundtables where managers can discuss their perceptions and challenges related to this work model. The company has also conducted a survey with Generation Y employees to gauge their feedback on mywork@ merck, which is positive. A full 77% say mywork@merck is an attractive model compared to what they see and hear from other companies. For 81%, the flexibility contributes to a better work/life fit. After all, a seamless integration of work and life is important for most of the younger employees.

Mywork@merck has allowed Wunderlich to improve her own work/life situation. On average she works remotely about five days per month, spending time in Berlin (600 kilometers from Merck’s offices) where her aging parents live and in Tunis (North Africa) where her partner lives. She has also been collecting testimonials of others to show the benefits that the program can bring. One example: a father who takes great pleasure in working flexibly in order to spend quality time with his kids and to participate in bedtime with them.

The program is a bit too nascent to implement impact metrics. Over the long haul, Merck’s goal for this program is straightforward: We’d consider it a success if people get even more motivated telling us that their work fits to their lives, says Wunderlich. For us this is crucial for their long-term engagement.




Moody’s: Extra Measure Moody’s has long valued volunteerism, encouraging each team to spend half a day volunteering at a local charity or nonprofit organization through its Moody’s TeamUp initiative. Launched in 2008 in New York, the volunteer program is now global and has proven popular, with 58% of employees participating in team-based community service activities with their colleagues. To further promote Moody’s culture of community service and employee appetite for volunteer opportunities, Moody’s piloted a new program, Extra Measure, in fall 2014. The new initiative gives employees a chance to make their volunteer experience more meaningful to them. While Moody’s TeamUp provides business units with a team-building exercise through community service, Extra Measure allows employees to select a project based on their personal philanthropic passion and to network with colleagues from other lines of business who share similar interests. “Volunteerism is very personal. People need to connect to what they’re doing,” said Nicolette Jaze, senior manager of Global Volunteer Programs at Moody’s. “The new program allows employees to go that extra mile for both personal and professional benefit.”

Moody’s Extra Measure offers employees the chance to serve a variety of causes—such as hosting a barbecue at a veterans’ transitional home, working with children who use therapeutic horseback riding to help improve physical disabilities, or participating in a beautification project at a public school or working with a girls’ mentorship and leadership program.

Last year, more than half of Moody’s employees participated in at least one volunteer project with many employees returning to participate in multiple projects throughout the year. Jaze expects those numbers to rise with the implementation of Extra Measure. Her ultimate goal, though, is to use the half-day programs to encourage Moody’s colleagues to embrace volunteerism long-term. “There is a bigger objective with these events than simply completing a set of tasks. We look for activities that are engaging and meaningful, and where the impact is clear,” Jaze said. “My greatest hope is that participation in these programs sparks a passion in our employees to get more involved, whether serving as long-term volunteers or board members, engaging their families, becoming donors, or in other ways. Ultimately, we want to mobilize our people in the community and help create positive change for these organizations.”

Jaze has further ideas for expansion of global volunteer programs at Moody’s, in order to bring employees even greater meaning, value and rewarding relationships within their communities. In coming years, she would like to see employees use The Moody’s Foundation’s programs to become proactive members of their own communities by inviting them to propose and organize volunteer projects with a nonprofit of their choice. The Moody’s Foundation also plans to host a conference that will help strengthen the operations and business side of nonprofit organizations, thereby maximizing their impact. The goal is to connect nonprofit organizations to Moody’s professionals who can advise them on areas of Moody’s expertise and help with capacity development. “Several studies show that volunteer opportunities keep employees happy, proud, engaged, and challenged—and their overall work experience fresh and meaningful,” Jaze said. “And if we can structure these opportunities in a way that our people can help strengthen our nonprofit community partners, so much the better.”


RESEARCH



© 2015 Center for Talent Innovation1

© 2015 Center for Talent Innovation

Black Women:Ready to LeadSponsors: American Express, AT&T, Bank of America, Chubb Group of Insurance Companies, Depository Trust & Clearing Corporation, Intel, Morgan Stanley, White & Case LLP


Black women are

2.8 timesas likely

than white women to aspire to having a powerful position

Unlike their white peers, black women WANT power…

2





Black women are

43%more likely

than white women to be confident that they can succeed in a position of power (43% vs. 30%)

… and they are imbued with confidence

3

© 2015 Center for Talent Innovation 4

91% 89% 85% 81%73%

87% 84%76%

54%

67%

Ability to flourish Ability to excel Ability to reach formeaning and

purpose

Ability to earn well Ability to empowerothers and beempowered

Women who say the following are very important to them in their work/career

Black White

Like other women, black women have a rich value proposition

Black women want five things





26%

74%

29%

71%

22%14%

68%

24%

71%

12%

Ability to flourish Ability to excel Ability to reach formeaning and

purpose


What women without power* expect from a top job

Black White

Black women see power as an enabler

*Women who say they do not have power in their work/career


61%

85%

51%

29%

57%

33%

48%

33%

9%

42%

Ability to flourish Ability to excel Ability to reach formeaning and purpose


What women have in their work/career

Black women WITH power in their work/career

Black women WITHOUT power in their work/career

And indeed, with a powerful position, black women get their five things





Key Differentiators

• Earning power is very important for black women for themselves and others

• As is outreach to religious communities and neighborhoods

• Agency and impact are top drivers

7


Black women see power helping them attain specific goals

8

Agency and impact

Shape the direction of my

profession/field

Earnings

Provide for me and/or my family

Religion

Have impact in my religious world

Community

Contribute to the well-being of my

community





Earning well is a huge priority for black women…

81%73%

46%54%

66%

30%

The ability to earnwell is very important

to them in theirwork/career

Being financiallyindependent is one oftheir top 3 goals right

now

They aspire toaccumulate

significant wealth intheir lifetimes

Women who say that…

Black White

Seek independence and agency for

themselves

• Black women are less likely than white women to be married or living with a partner (33% vs. 67%)

• 45% of black women do not have children


…who reach out with generosity to support others

36%

49%

24%

39%

Help friends or family withchild care

Assist elderly relatives

Women who regularly…2

Black White

1 Women who are married or living with a partner

2 Data from 2011 Washington Post-Kaiser Family Foundation poll

Family Responsibilities

• 54% of black women1

out-earn their spouse/partner

• Black women are more likely than white women to aspire to provide for their families in their lifetime (73% vs. 66%)





Black women prioritize their religious communities and neighborhoods

11

65%

42%

34%

27%

Be faithful to my religion Make a signficant contribution tomy community

Women who aspire to accomplish the following…

Black White

Black women are twice as likely as white women to be role models in their community (20% vs. 10%)


Black women want agency and impact in the world

50%

43%39%

33%

47%

40%

29%25%

Being a rolemodel/mentor to others

Being responsible forstrategic thinking

Shaping the direction ofmy field/profession

Being responsible forothers' careerdevelopment

Women who report the following aspects of power are important to them in their work or career

Black White





Black women are highly credentialed

• Black women in our sample were more likely than white women to hold a graduate degree (49% vs. 40%)

• Of degrees conferred to black US residents, 71% of Master’s degrees and 65% of doctoral degrees were earned by women

Black women are already leading in their communities

• 43% of black women hold leadership roles outside of work, as spokespeople for their communities, members of boards, and through organizations or networks with recognized influence

Black women have vision

• Black women are more likely than white women to say that they have a vision that inspires others to follow them (27% vs. 16%)

13

The larger picture:External evidence that bolsters our case


Challenging news

14





44%

26%

55%

30%

17%

28%

I feel stalled in my career My talents are not recognizedby my superiors

I am not satisfied with my rateof advancement and

promotions

Women who report the following in their careers

Black White

15

Black women are stalled in their careers


46%

34%36%

31%

Don't think they can talk aboutexecutive presence struggles with

their colleagues

Compromise their authenticity toconform to executive presences

standards at their companies

Women who report that they*…

Black White

*Data from 2012 CTI research on executive presence

Executive presence and sponsorship present challenges

• A dearth of sponsorship: Only 11% of black women have sponsors

• Black women are 2.3 times as likely than white women to believe that people of color have to conform to a narrower definition of executive presence than Caucasians (82% vs. 35%)*





What companies can do

17

Make essential connections

Tackle unconscious bias

Nearly half of Google’s workforce has engaged in unconscious bias workshops, creating a culture of “calling out” bias in daily life.

Prepare women for leadership

Bank of America’s Diverse Leader Sponsorship Program was created to accelerate the career development of top-performing ethnically diverse employees.

Intel’s Black Network of Executive Women aims to accelerate high-potential black women into executive roles by building community and eliminating isolation among black women.





The Power of the Purse:Engaging Women Decision Makers for Healthy Outcomes

Sponsors: Aetna, Bristol-Myers Squibb, Cardinal Health, Eli Lilly and Company, Johnson & Johnson, Merck & Co., Merck KGaA, MetLife, Pfizer, PwC, Strategy&, Teva, WPP


Methodology

• Survey conducted among 9,218 consumers in the US, UK, Germany, Japan, and Brazil over the age of 18 that form nationally representative samples for each country

• Collaboration with Kantar Health to integrate data from The National Health and Wellness Survey with our custom survey results

• The NHWS is the largest global self-reported general population survey in the healthcare industry

• Qualitative data is derived from on going stream of one-on-one interviews as well as in-person and Insights In-Depth® focus groups involving dozens of men and women





The Power of the Purse: Healthcare research focuses on the intersection of these three trends and the implications for companies’ business and talent strategies

Research Context

Healthcare System

Customer-Centric Business

Model

Women Decision- Makers

SweetSpot

SweetSpot

There are three meta trends that are reshaping the HC industry:

3

Why this study?


• Increase adherence to medicines, thereby boosting return on innovation

• Decrease the cost of managing acute and chronic diseases for patients, and finally bend the cost curve while increasing outcomes

• Speed up the “time to patient”

• Enhance their brand by increasing customer insight and engagement

• Increase engagement and retention of their female talent by making them feel valued, heard and developed

• Accelerate insights for innovation

• Fulfill their mission in a way that improves their reputation

Imagine if the companies in the Healthcare System could dramatically…

4





Who is She?

What is the best way to segment the market?

What does she want and value?

5


Healthcare Professional

Chief Medical Officer

CaregiverPatient/

Customer• The CMO is at the center

of the “medical home.”

• As CMOs, women are the ambassadors between their families and the health system.

• CMOs are not monolithic: Lifestyle (working/nonworking; married/single; kids/no kids) is a more valuable segmentation of CMOs than life stage

The Chief Medical Officer makes health and wellness decisions for others

Customer segmentation based on the jobs that need to get done uncovers a new segment of the female market





Women have unmet needs in all of their jobs

7

The Educated Chief Medical Officer

A respected member of the medical team, she manages the health ecosystem to secure quality care for her family and community, and has the power to hire and fire their healthcare professionals

The TrustedHealthcare

Professional

The Educated Chief Medical

Officer

The CompetentCaregiver

The Empowered Patient/

Customer


Demographic Assumptions Reality

Women in their 30s Married with kids 61% of thirty-something women are not married or do not have kids

Women in their 40s Begin caregiving for adult relatives

37% of the women that provide care or make health decisions for adult relatives are under 40

8

From life stage to lifestyle

Lifestyles: Employment and parenting status

Employed women without children Not employed women without children

Employed women with children under 18 Not employed women with children under 18

Employed women with children 18 or over Not employed women with children 18 or over

Life Stage Analysis

Lifestyle Analysis





24%19% 16% 16%

22%

41%

All markets US UK Germany Japan Brazil

Women who make health and wellness decisions for others

51%48%

52%

61%

76%

59%

9

Primary decision makers

• 94% of women make healthcare decisions for themselves

• Women also make decisions for others:

– 94% of working women with children under 18 make decisions for others

– So do 33% of single women who do not have children

Women are the linchpins

Joint decision makers

Why women matter: Women are decision makers

on health and wellness


94% of employed women with

children under 18,

88% of not employed women

with children under 18,

and 43% of employed women without children

are CMOs

10

The role of the CMO

75%72%

66%

57% 56%

66% 66%

58%

46%39%

33%

44%48%

33%37%

Vaccinations Scheduling Nutritional choices Adherence totaking medication

Fitness andextracurricular

activity

What types of wellness and illness decisions have you been involved in making for others?

(Female CMOs, All Markets)

Employed with children under 18

Not employed with children under 18

Employed without children





Meeting women’s needs:Problems the industry can solve

Exploring the confidence, time, knowledge and trust famines

11


The Four Famines

• Confidence

– 58% of female CMOs are not very confident they are making good health and wellness decisions for their loved ones

• Time

– 77% of women do not do what they think they should to stay healthy

– Out of this group, 62% say it is because of a lack of time

• Trust

– 78% of women do not fully trust their health insurance company

– 83% of women do not fully trust the pharmaceutical company that makes their medicine

• Knowledge

– Only 40% of women say they are knowledgeable about keeping themselves and their loved ones healthy

Trust

KnowledgeTime

Confidence





40% 40%34%

2%

50%

67%

39%45%

19%

49%

US UK Germany Japan Brazil

Women who are very confident they make good health and wellness

decisions for others(CMOs)

Bottom 25% Household Income Top 25% Household Income

54%

63%57%

50%

Caucasian Black Hispanic Asian

Women who are very confident they make good

health and wellness decisions for others

(US CMOs)

Confidence Famine: CMOs’ confidence varies by country, income level, and race


65%

41%

22%17%

Their primaryhealthcareprovider

Their pharmacist Their healthinsurancecompany

Thepharmaceuticalcompany thatmakes their

medicine

Women who trust…(All markets)

Trust is low overall, but CMOs have more trust in the industry than other women do

• CMOs are more likely than non-CMOs to trust their health insurance company (25% vs. 17%)

• CMOs are also more likely than non-CMOs to trust the pharmaceutical company that makes their medicine (21% vs. 11%)

Trust Famine: Women do not trust the healthcare industry





Knowledge Famine: Women hunger for knowledge more than men do

15

Women, more than men, desire and require knowledge on health and wellness

78%70%

61%

47%

90%

69%

51% 51%

40%

81%


It is very important to be knowledgeable about keeping myself and my loved ones healthy

Women Men


But women have limited health knowledge

• Where women get their information:

– 53% of women think they can get the best health information from the Internet

– But only 31% of these women trust Internet health resources

*With a score of 17/19 or above


I am very knowledgeable in keeping myself and my loved ones healthy

(CMOs)

59%

38% 40%

15%

45%

Proportion that passed our literacy testProportion that did not pass our literacy test

*





Forging trusted relationships with customers

Exploring the behaviors that build trust and confidence in the message and the messenger

17


Behaviors that lead to trust and satisfaction

Report test results in an

understandable way

Discuss preventative

care and proactively

manages my health

Provide me with the

information I need to make

decisions

Ask about and listen to my

concerns and questions

Discuss pharmaceutical

options and alternatives

Save me time

Provide me with the

information I need to make

decisions

Ask about and listen to my

concerns and questions

Becoming a trusted primary healthcare provider

Becoming a trusted pharmacist





Behaviors that lead to trust and satisfaction

Provide clear information along

with my prescription to

help me understand the risks and side

effectsProvide gender-

and ethnic-specific drug

recommendations

Make a person available by

phone 24/7 to answer

questions or concerns

Provide comprehensive

information about its

products on its website

Provide coverage for

doctors that I trust

Make preventative

care affordable

Provide easy, friendly, and informative

customer service

Make it easy to find a doctor in

network

Becoming a trusted pharmaceutical company

Becoming a trusted health insurance company


Driving Healthy Outcomes:Gender Smarts on the Inside and Outside

20





Market & BU Success

Inclusive & Innovative

CultureEmployee

Representation & Experience

Leadership Behaviors &

Competencies

Solution framework for companies to build trusted business models that deliver on targeted market and health outcomes

Solution framework for companies to build trusted business models that deliver on targeted market and health outcomes

Confident Caregiver

Trusted Healthcare

Professional

Empowered Customer

Educated Chief Medical

Officer

Power of the Purse: Key Customer Segments

What the market demands

What you can build

21

Market success accelerates with Gender Smarts on the Inside and Outside


• 88% of healthcare workers are female, but only 4% of healthcare CEOs are women1

• Women in pharma and life sciences are more likely than male peers to feel unwelcome or excluded from teams (43%vs. 32%)2

• 76% of women in pharma and life sciences perceive gender bias in performance evaluations2

• But female team leaders exhibit more inclusive leader behaviors than male team leaders, unlocking value and driving innovation

22

Good News: Gender Smarts on the Inside leverages existing talent and unlocks innovation

61%56%

33% 33%

46%49%

46%

38% 37%33%

26%23%

Empowersteam

members tomake

decisions

Givesfeedback

Makes sureeach member

speaks up

Shares credit Makes it safeto put new

ideas

Takesfeedback

Women who report that their team leader…2

(US)

Women with a FEMALE team leader Women with a MALE team leader

1: http://www.slideshare.net/RockHealth/rock-report-iii-women-in-healthcare2: Data from 2013 CTI research on SET women in Pharma and Life Sciences





POP Customer Engagement Series

Customer driven innovation starts with better understanding the unmet needs of different customer segments. Marketing and Sales Forces can build customer engagement by sharing the findings, implications and ideas generated from the sponsorship of the POP research.

Mapping the Employee Journey

Shifting Employee Resource Groups to Business Resource Groups

Mapping the CMO Journey

A multi-sector, multi-company collaborative partnership that would map the journey of this new customer segment, the CMO, and develop the blockbuster tools and knowledge that can address her knowledge, time and trust famine

Enhance ERG focus of building skills, confidence and internal networks to external focus to leverage women’s insights and real world experience to champion POP initiatives - from R&D to Commercial – that increase knowledge, trust and confidence with female customers.

Map the authentic journey of female employees throughout their career based on life stage and life choices in order to better understand their motivations, ambition, employee preferences, experiences, and “moments of truth” as they strive to be leaders at work, at home and in the world.

Bright ideas: Gender Smarts on the Inside and the Outside


SPEAKER BIOS


Key Speakers and Panelists

Task Force for Talent Innovation Summit A–1

Sandra Altiné is the managing director of Global Diversity and Inclusion for Moody’s. As a member of the HR Leadership Team, she has responsibility for advancing Moody’s commitment to global diversity and inclusion. In partnership with the Moody’s Global Diversity Council, she sets the diversity and inclusion strategy for the firm and partners with business leaders on implementing strategic initiatives related to attracting, retaining, and promoting a diverse workforce. Under her leadership Moody’s was recognized as one of the Human Rights Campaign’s Best Companies for

LGBT Equality and one of the 100 companies in the UK’s Stonewall Index. Altiné has over 15 years of diversity and human resources-related experience. Prior to joining Moody’s, she was the chief operating officer and a senior consultant at The Future Work Institute. She started her career at J P Morgan Chase as a manager in the Global Trade Operations Group before transitioning to Human Resources where she held a variety of leadership positions. Altiné holds an MS in organizational development from Fordham University and a BA in international relations from Long Island University.

Redia Anderson is the chief diversity and inclusion officer for BP Americas. In this role she leads the strategic development and influences the implementation of the organization’s Diversity and Inclusion strategy as a sustainable business practice. She leads a team focused on enterprise-wide change efforts for the advancement and retention of top performing talent inclusive of women and people of color in an inclusive work culture. Nationally recognized as a leader in the field of Diversity & Inclusion, Anderson is a senior executive with more than 25 years of experience in

Human Resources and Inclusion management. Prior to joining BP she was chief diversity officer for Deloitte & Touché LLP, Equiva Services (JV between Shell, Texaco, and Saudi Aramco), Sears, Roebuck & Co., and Abbott Laboratories. Anderson received her undergraduate degree in psychology from Incarnate Word University and her graduate degree in clinical psychology from Trinity University, both in San Antonio, Texas. She is the lead author of Trailblazers: How Top Business Leaders Are Accelerating Results through Inclusion and Diversity. She has served on numerous boards focused on health, children’s, and women’s issues.

Marsha Askins is managing director and chief communications officer for UBS Group Americas. She also is a member of the firm’s Group Americas Operating Committee, the Americas Risk and Control Committee, the Global Communications & Branding Executive Committee and the Global Marketing Management Committee. She previously served as the head of Wealth Management Americas Marketing & Communications. She joined UBS in 2007 as Head of Wealth Management Americas Product and Segment Marketing. Askins has 25 years of strategic planning and

management experience in communications, marketing, product development and operational management for financial services. Prior to joining UBS, she was senior vice president, product marketing manager for U.S. Trust and previously with Atlantic Trust Private Wealth Management as a managing director. She began her career at Wachovia where she spent 17 years in various positions of increasing responsibility, most notably as senior vice president, Private Financial Advisors Line of Business Manager. Askins earned a BS in economics from Clemson University.

Natalia Bandera is a director in Equity and Funds Structured Markets team at Barclays. Based in New York, she is responsible for structuring and developing new innovative equity and cross-asset product ideas, strategies and indices for institutional, private banking and investment advisor clients. Bandera joined Barclays from Lehman Brothers where she structured equity and cross-asset products. Prior to Lehman, she spent four years trading interest rate derivatives at Toronto Dominion Securities in London, Tokyo, and Toronto. She was a key lead in launching Barclays Women in

Leadership Index in 2014. The Index aims to provide investors with exposure to U.S.-based companies with gender-diverse executive leadership. It tracks companies with a female CEO and that also have at least 25%



A–2 Task Force for Talent Innovation Summit

women on the board of directors. She recently launched a successful Women Leadership Development Program as part of Human Capital Program initiatives within Equities Capital Markets and Prime Services at Barclays. Bandera holds an MS in financial engineering from Columbia University and a Bachelor of Commerce from the University of Toronto.

George S. Barrett is chairman and chief executive officer of Cardinal Health, a company ranked number 22 on the Fortune 500 and dedicated to improving the cost-effectiveness of health care. Barrett assumed the role of chairman and CEO in 2009. He joined the company in 2008 as vice chairman and CEO of the company’s Healthcare Supply Chain Services. Previously, Barrett was at Teva Pharmaceutical Industries as president and CEO of North America, and before that as corporate executive vice president for Global Pharmaceutical Markets, and as president of Teva USA. Prior to

joining Teva, Barrett held various positions with Alpharma Inc., serving as president of US Pharmaceuticals, and as president of NMC Laboratories prior to its acquisition by Alpharma in 1990. Barrett serves on the board of directors of Eaton Corporation and Nationwide Children’s Hospital. He is a member of the board of trustees of The Corporation of Brown University, the Healthcare Leadership Council and The Conference Board. He is also a member of the Business Roundtable, The Business Council and The Columbus Partnership. Barrett earned his Bachelor of Arts degree from Brown University and a Master of Business Administration from New York University. He also holds an Honorary Doctor of Humane Letters degree from Long Island University’s Arnold & Marie Schwartz College of Pharmacy and Health Sciences.

Jonathan Beane is currently the executive director of CSR & Diversity for Time Warner Inc. In this position, he works with leadership to form and implement strategies that foster an inclusive culture across the company and support enterprise wide efforts on environmental and social issues. Prior to joining Time Warner, Beane held several positions at Johnson Controls. Most notably, he was the worldwide director of Strategic Planning for Johnson Controls Automotive Group and the director of Continuous Improvement for 34 seating plants in North America. He has also worked in the

mergers and acquisitions department for PricewaterhouseCoopers. Beane has a master of laws in taxation from Georgetown University and a juris doctor and master’s degree in business administration from the University at Buffalo - SUNY. He earned his bachelor’s degree in American History from Dartmouth College. Beane serves on the Board of Directors of GLAAD.

Cynthia H. Bowman is leadership development executive at Bank of America Merrill Lynch responsible for US Trust, Global Wealth & Retirement Solutions, Global Wealth Investment Management COO and Merrill Lynch Wealth Management. She is also responsible for business integration for the Leadership Development and Executive Development organizations. She joined Bank of America in 2007 and has served in various leadership roles throughout Global Human Resources. Prior to her current role, she was global diversity & inclusion executive, responsible for the

company’s global strategy and initiatives. In other previous roles, she was the leadership development executive for the Global Human Resources organization; as well as leading enterprise efforts in Performance Management, Survey and Engagement, Cultural Assessments and Integration, and Organizational Development. Prior to joining Bank of America, she was a senior executive and partner at Accenture where she was responsible for the successful deployment of human performance sales and consulting projects. Bowman earned an MBA in organization behavior and operations from the J.L. Kellogg Graduate School of Management, a Bachelor of Industrial Engineering from Georgia Institute of Technology and a Bachelor of Science from Spelman College.




Joanna Coles was named editor-in-chief of Cosmopolitan in September 2012. With 62 international editions in addition to the U.S. flagship, Cosmo is the world’s largest women’s magazine reaching 18 million readers in the U.S. each month and more than 100 million worldwide. In 2014, Coles added Seventeen magazine to her portfolio and was made an editorial director of Hearst Magazines. Coles has spent the past two years reinvigorating Cosmopolitan—she partnered with Facebook COO Sheryl Sandberg to launch Cosmo Careers, and expanded the magazine’s sphere of influence featuring

new guest contributors. Previously, Coles had been editor-in-chief of Marie Claire since 2006, where she transformed the brand, pushing the editorial direction, which boosted both circulation and advertising to new heights. Coles orchestrated Marie Claire’s partnership with Lifetime’s Emmy-winning show “Project Runway,” and served as the on-air mentor on the spinoff series “Project Runway All-Stars.” Coles has been widely recognized for her leadership in the world of journalism. She has been named one of the most powerful magazine editors by Forbes, and earned the coveted title of Adweek’s “Editor of the Year” in both 2011 and 2013, and was the recipient of New York Women in Communications’ Matrix Award. Coles arrived in the U.S. in 1997 as The Guardian’s New York bureau chief, and went on to become the New York columnist for The Times of London.

Grace Figueredo is vice president, workplace culture, chief diversity & inclusion officer at Aetna. She joined Aetna in 2012 as vice president, chief diversity & inclusion officer in a dual reporting relationship to the chairman, CEO and president and the executive vice president of Human Resources. Her role was later expanded to include workplace culture. Figueredo is accountable for shaping workplace culture to align with the company’s transformation efforts to meet the business demands of the future. She is also responsible for leading the global Diversity & Inclusion strategy, and for

the development and execution of strategies that position Aetna’s workplace culture and diversity & inclusion initiatives to drive innovation, growth and marketplace value. Figueredo has been recognized as one of Hispanic Business Journal’s Top 100 Executives and by Black Enterprise Magazine as one of the Top 100 Chief Diversity Officers. Previously she served as vice president of workforce engagement and inclusion at The Hartford and held leadership roles in HR and diversity at United Technologies. Figueredo holds an MS in organizational behavior from the University of Hartford and a BS from Queens College of the City University of New York.

Paul R. Fonteyne was appointed president and chief executive officer of Boehringer Ingelheim USA Corp. and U.S. country managing director in 2012. He has been employed by Boehringer Ingelheim since 2003. Leading up to this role, Fonteyne was responsible for global marketing of BI’s pharmaceutical business, and before that its pharmaceutical business in the U.S. Prior to 2003, Fonteyne held marketing and sales positions of increasing responsibility at Abbott Labs and Merck & Co. Inc. He is currently on the board of directors of Pharmaceutical Research and Manufacturers of

America (PhRMA) and is a member of the New England Chapter of CEO’s Against Cancer serving as vice chair. In the past, he has served as chairman of the National Pharmaceutical Council (NPC). Born in Brussels, Belgium, he earned an MS in chemical engineering from University of Brussels in 1985 and an MBA from Carnegie Mellon University in 1987. He became a U.S. citizen in 1988, and retains Belgian citizenship.




Cassandra Frangos is head of global executive talent and organization development at Cisco where she is responsible for accelerating the readiness of the executive portfolio (current and next generation) to transform the business and culture. Prior to Cisco, she was the chief learning and talent officer of a leading biotechnology company. She was also a management consultant with Watson Wyatt Worldwide and the Human Capital Practice Leader at a management consulting firm led by Harvard Business School thought leaders Drs. Kaplan and Norton, founders of the Balanced

Scorecard. She has authored several publications with Harvard Business School Publishing and with leading industry journals. Frangos earned an EdD from the University of Pennsylvania in a joint program with Wharton Business School and the Graduate School of Education. She received a Master’s degree in Positive Organizational Development from Case Western Reserve University and an undergraduate degree in business administration and psychology from Northeastern University.

Trevor Gandy, senior vice president, chief diversity officer at the Chubb Group of Insurance Companies, reports to the company’s chairman and is responsible for developing and implementing a diversity strategy that fosters innovation and market leadership. He works closely with Chubb’s senior leadership and employee resource groups to ensure that the company is viewed by its employees, customers, and partners worldwide as an inclusive organization that promotes and leverages the business value of diversity. Gandy also chairs Chubb’s Women of Color Initiative Steering Committee

which is charged with accelerating the development and advancement of multicultural women within the company. He also has oversight for Corporate Responsibility. Gandy has been featured in the Chicago Tribune, TheGlassHammer.com and DiversityInc magazine. He is Executive Committee Chair of The Conference Board Council of U.S. Diversity & Inclusion Executives. Gandy earned his bachelor’s degree from Pepperdine University and has completed an executive education program for senior human resources executives at Stanford University, and the Human Resources Leadership Academy development program sponsored by the Corporate Executive Board, and Boston College Carroll School of Management Corporate Responsibility Management program.

Gianni Giacomelli is senior vice president and chief marketing officer at Genpact, serving as part of the Genpact Leadership Council. He is responsible for corporate, field and solution marketing activities—including the introduction of new products, in continuation of his former responsibility within Genpact as senior vice president of Product Innovation. He is focused on clarifying and expanding Genpact’s “art of the possible” in transforming and running global business processes and operations. His career spans more than 22 years across strategy, marketing, and transformation

consulting with global and emerging leaders in professional services (Boston Consulting Group, Everest, Datamonitor) and technology solutions (SAP). He started his professional journey in marketing analytics with the Danone Group. Based in New York, Giacomelli has lived in seven countries across Europe, North America and Asia. He holds a post graduate degree in organizational and social behavior from the London School of Economics and a business administration degree from the EME Strasbourg Business School and the University of Florence. He has completed advanced education programs focused on innovation at Harvard and MIT.




Tai Green, senior vice president of communications for the Center for Talent Innovation and chief operating officer at Hewlett Consulting Partners, drives corporate reputation efforts on behalf of each brand. She is an expert communicator and has effectively counseled public and private organizations on various issues including brand reputation management and awareness, minority outreach, and human rights. She is co-author of the CTI report Black Women: Ready to Lead. Previously, she worked as a member of Edelman’s Business + Social Purpose practice and served as the day-

today client contact and lead on various accounts, driving strategy development and implementation for organizations including AMD, eBay, Xylem, and Microsoft Retail. Green graduated from the University of Maryland with a BA in communication and an emphasis in public relations.

Bridgette P. Heller served as a member of the Merck Executive Committee and president of the Merck Consumer Care organization for five years. She led the sale of the company’s Consumer Business including a variety of brands such as Dr. Scholl’s®, Afrin®, Claritin® and Coppertone® in 2014. Prior to Merck, Heller served as president of Johnson & Johnson’s Baby Global Business Unit and Johnson & Johnson’s Global President of their Baby, Kids and Wound Care business unit. Earlier in her career, she founded a management consultancy to provide consumer-centric growth strategies for

companies such as Avon. Heller also spent 17 years at Kraft Foods in various roles including executive vice president and general manager of the coffee division. Heller serves on the board of directors of The ADT Corporation and is also a member of the Dean’s Advisory Board at the Kellogg School of Management. She has been recognized by several organizations for her achievements, including the Healthcare Business Women’s Association as the 2013 Woman of the Year. Heller earned an MBA from the J.L. Kellogg Graduate School of Management at Northwestern University and BA from Northwestern University.

Sylvia Ann Hewlett is the founding president and CEO of the Center for Talent Innovation, and the founding partner of Hewlett Consulting Partners. She is also the co-director of the Women’s Leadership Program at the Columbia Business School. The author of 11 Harvard Business Review articles, 12 critically acclaimed nonfiction books including Off-Ramps and On-Ramps; Winning the War for Talent in Emerging Markets; Forget a Mentor, Find a Sponsor (named one of the best business books of 2013); and Executive Presence (an Amazon “Best Book of the Month” in June 2014),

in 2014 she was named the Most Influential International Thinker by HR magazine and won the Google Global Diversity award. Dr. Hewlett’s writings have appeared in The New York Times, Financial Times, and Wall Street Journal. She’s a featured blogger on the HBR Blog Network, and is a frequent guest on television, appearing on Newshour with Jim Lehrer, Charlie Rose and the Today Show. She earned her BA at Cambridge University, her PhD in economics at London University, and has taught at Cambridge, Columbia and Princeton Universities.

Andrew Hill is an associate editor and management editor of the Financial Times. He writes a weekly column on global business, strategy and management. He was City editor of the FT and editor of the daily Lombard column on British business and finance from 2006 to 2010. Since joining the FT in 1988, he has also worked as Financial Editor, Comment & Analysis Editor, New York Bureau Chief, Foreign News Editor, and correspondent in Brussels and Milan. He was named Best Commentator at the 2009 Business Journalist of the Year Awards and also received the Decade of

Excellence award for sustained achievement in business and financial journalism. In 2012 he received the Towers Watson HR Journalist of the Year Award. Hill launched and helps run the FT’s Business Book of the Year Award and headed the editorial team behind the FT Women at the Top initiative. He is chair of the University of Cambridge Alumni Communications Working Group and a member of the university’s Alumni Advisory Board. Hill graduated from Trinity College, Cambridge with a degree in English.




Rosalind L. Hudnell is vice president of human resources and chief diversity officer at Intel Corporation and is currently leading Intel’s Diversity in Technology Initiative, a $300m effort to reach full representation in the company by 2020. Since joining Intel in 1996, Hudnell has held various management positions in community relations, government relations, charitable contributions, media outreach, employee volunteerism, and workforce development. Hudnell joined Intel’s HR organization in 2004 as director of Diversity. During her tenure, Intel has achieved significant progress

and received numerous awards for leadership in workforce diversity. Hudnell’s contributions include co-founding the Intel Black Leadership Council and driving the development of Intel’s Global Women’s Initiative, the Hispanic Leadership Council and the growth of employee affinity networks. A frequent speaker on issues related to communications, diversity, and leadership, Hudnell serves on the board of directors for the Human Rights Commission Diversity Advisory Council and is a member of the Executive Leadership Council and the former executive vice president of the National GEM Consortium. She earned her bachelor’s degree in management from St. Mary’s College.

Wendy J. Hutter is senior advisor at the Center for Talent Innovation (CTI) and managing partner at Hewlett Consulting Partners, the advisory arm of CTI. She has over two decades of experience advising Fortune 500 executives on their corporate and product brand strategy, marketing and strategic communications based on her background in management consulting, brand strategy consulting, marketing, brand management, communications, market research and advertising on the agency, consulting and client side. Previously, she was a director at Reputation Institute and a

member of the NY management team where she advised C-suite executives and boards on enterprise reputation management strategies, stakeholder engagement and reputation risk. Hutter has also held senior management roles at Penn Schoen Berland, Hill & Knowlton, Standard & Poor’s and Sotheby’s auction house. She earned her MBA in both management and finance from Fordham University and her BA in humanities and English from the University of Southern California.

Sonelius Kendrick-Smith is a senior portfolio manager and head of Investment Specialists, Liquidity Management for Deutsche Asset & Wealth Management. In these roles, he is responsible for the management of approximately $65B across LMA’s core strategies, as well as the alignment of business strategies of LMA’s Global Client Group. He is a member of Deutsche Bank’s North Americas Diversity & Inclusion Council (NADIC), a leadership body of champions of diversity, inclusion and culture change. He also sits on the steering committee of dbPride—Deutsche Bank’s LGBT

employee network group and is a member of DB’s Multicultural Partnership and NextGen ENGs. In addition, he serves as the Diversity Champion for DeAWM’ s recruiting program. Kendrick-Smith also serves on the Leadership Committee for “Out on the Street,” an international LGBT leadership organization which engages senior leaders in the financial services industry. Kendrick-Smith joined DB in 2002 as Assistant vice president. He began his career as an analyst at Scudder Kemper Investments in Chicago in 2000. Kendrick-Smith received an MFA from Northwestern University and BA from Indiana University.

Carolyn Buck Luce is executive in residence at Center for Talent Innovation and senior managing director at Hewlett Consulting Partners. She was previously the Global Pharmaceutical Sector Leader at Ernst & Young LLP where she coordinated worldwide relationships with global pharmaceutical corporations. In addition, she served on various management and leadership committees at Ernst & Young and was the senior advisor to Ernst & Young’s Professional Women’s Network for the tri-state area. Buck Luce also is an adjunct professor at Columbia’s Graduate School of

International and Public Affairs teaching “Women and Power.” She is the coauthor of several Harvard Business Review articles. She served on the NYC Commission on Women’s Issues and on the board of the New York Women’s Foundation, and is a director on various corporate boards. Buck Luce is the recipient of




the HBA 2012 WOTY (Woman of the Year). She graduated Phi Beta Kappa as well as magna cum laude from Georgetown University and received her MBA from Columbia University.

Cynthia Marshall, senior vice president and chief diversity officer-Human Resources, develops and directs HR programs for AT&T’s 240K employees. Previously, she served as president of AT&T North Carolina, where she was directly responsible for the company’s regulatory, legislative, and community affairs activities in the state, as well as overall business operations. She has over 30 years of experience in the telecommunications industry, joining Pacific Bell in 1981. Since then she has held a variety of management positions in operations, human resources, network engineering

and planning, and regulatory/external affairs. She was named to her current position in December 2012. Marshall has received many honors, including the Maya Angelou Women Who Lead Award from the United Negro College Fund. In 2013, she received the Leadership North Carolina’s Governors award, and in 2015 was named one of the “50 Most Powerful Women in Corporate America” by Black Enterprise. She is a graduate of the University of California at Berkeley, where she earned degrees in Business Administration and Human Resources Management.

Melinda Marshall, senior vice president and director of publications at the Center for Talent Innovation, drives the Center’s research on sponsorship and innovation. She coauthors articles for the Harvard Business Review (“How Diversity Can Drive Innovation”; “The Relationship You Need to Get Right”) and CTI reports including Women Want Five Things, as well as Innovation, Diversity and Market Growth and Sponsor Effect 2.0: Road Maps for Sponsors and Protégés. She is currently leading research on “Becoming a Global Executive,” which draws on both CTI’s innovation

research and its deep tranche of work of executive presence. A journalist and editor whose experience ranges from wire service reporting to national humor columnist, she has published 11 books in collaboration, and is the author of the award-winning Good Enough Mothers: Changing Expectations for Ourselves. A magna cum laude graduate of Duke University, she earned her master’s in Human Rights Studies at Columbia University.

Andrea Turner Moffitt is a senior vice president at the Center for Talent Innovation and managing director at Hewlett Consulting Partners. She specializes in issues relating to female investors and consumers, leadership development, sponsorship and diversity. She is the coauthor of CTI’s report Harnessing the Power of the Purse: Female Investors and Global Opportunities for Growth and cofounder of Wealthrive, Inc. a start-up platform educating women to be confident investors. With a decade of experience on Wall Street in investment banking and asset management, she worked

globally at Citibank and earlier in her career she helped build a hedge fund and financed high growth technology companies. An honors graduate from Columbia Business School and the School of International and Public Affairs, she earned her BA from Tulane University. She is the cochair of Columbia Business School’s Social Enterprise Alumni Circle, a board member of Tulane University’s Center for Engaged Learning and Teaching and is a term member of the Council on Foreign Relations.

Kendall B. O’Brien, chief financial officer, Office of the Chief Scientific Officer, Johnson & Johnson, is a lifetime advocate for global talent development, inclusion and work life integration. She leads the Women’s Leadership Initiative, the largest and oldest employee resource group at Johnson & Johnson. She has championed the Financial Leadership Development Program and the Finance African American Council, among many areas. Previously, she was vice president corporate finance where she worked with acquisitions and divestitures, and before that was Group

Finance Vice President, Medical Devices & Diagnostics. She also has held chief financial officer roles for the North American Pharmaceuticals business and the ETHICON business. Her career has extended




through consumer, medical devices, health and wellness, pharmaceuticals and corporate. O’Brien earned bachelor’s degrees in both accounting and finance at Lehigh University. She is on the Healthcare Businesswoman Association Advisory Board and recently joined The Conference Board’s Leadership Council on Advancing Women.

Kimberly Park leads Merck’s Global Customer Strategy and Innovation Team. The team includes Customer Centricity, a company-wide commitment to strengthen Merck’s relationship with its leading customers around the world, and several Centers of Excellence. With over 20 years of experience in the pharmaceutical industry, Park has held leadership positions in Managed Care and HIV at Merck and in Primary Care and Innovation later at Johnson &Johnson. Prior to rejoining Merck in 2014, she was a founding partner of Janssen Healthcare Innovation, a team focused on transforming

J&J from a healthcare product company to a health care company. Prior to J&J, she worked at Merck & Co. and held positions of increased responsibility in the global and U.S. marketing and managed care organizations. She started her career in healthcare at SmithKline Beecham. Park was also co-chair for the North America Pharmaceuticals Women’s Leadership Initiative for several years. She earned her BA in International Business from the University of Michigan and spent a year in Japan as a Rotary International exchange student.

Katherine W. Phillips is senior vice dean and the Paul Calello Professor of Leadership and Ethics at Columbia Business School. Previously she was associate professor of Management and Organizations at the Kellogg School of Management, Northwestern University and co-director and founder of Northwestern’s Center on the Science of Diversity. She has also been a visiting professor at the Stanford Graduate School of Business and visiting scholar at the Center for Advanced Studies in Behavioral Sciences. Her research addresses the main questions of the value of

diversity. Phillips is the recipient of numerous professional awards, including top awards and recognition from the International Association of Conflict Management, the Organizational Behavior Division of the Academy of Management, the Rosabeth Moss Kanter Excellence in Work-Family Research Award, and the Gender, Diversity and Organizations Division of the Academy of Management. Phillips received her BA in Psychology from the University of Illinois in Urbana-Champaign and her PhD in Organizational Behavior from Stanford University’s Graduate School of Business.

Trevor Phillips is a writer and television producer. He is co-founder of Webber Phillips Ltd, a data analytics provider. Phillips will serve a three-year term as the president of the Partnership Council of the John Lewis Partnership starting March 2015—the first external appointment since 1928. He is also currently the deputy chair of the Steering Committee of the National Equality Standard and Chair of Green Park Diversity Analytics. Phillips is the former chair of the UK Equality and Human Rights Commission. He had previously been the Chair of the Commission for Racial Equality

and the elected Chair of the Greater London Authority. His most recent work for TV is “Things We Won’t Say About Race That Are True,” a feature documentary for the UK’s Channel 4, broadcast in March 2015. The program, which he wrote and presented, attracted some two million viewers, as well as extensive press coverage. He is currently writing a prequel to his successful book Windrush, to be published in the near future. Born in London, Phillips was educated in London and in Georgetown, Guyana, and studied chemistry at Imperial College London.




Ripa Rashid, senior vice president at the Center for Talent Innovation and managing director at Hewlett Consulting Partners, is an expert on gender, global leadership and next generation talent strategies. The coauthor of Winning the War for Talent in Emerging Markets: Why Women are the Solution (Harvard Business Press, 2011), Asians in America: Unleashing the Potential of the “Model Minority” as well as numerous reports and whitepapers, Rashid has held senior management roles at Time Warner and MetLife and spent over 10 years as a management consultant with leading

global firms including Booz & Company (now Strategy&), PwC, and Mitchell Madison Group. She has been featured by Fox News, Bloomberg, Newsweek, The Times of India, Hindustan Times, South China Morning Post, among other international media. An American citizen, she has lived and worked in Asia and South America and speaks four languages. She earned an AB cum laude in astronomy and astrophysics from Harvard University, an MA in anthropology from New York University and an MBA from INSEAD.

Eiry W. Roberts, MD, MRCP, FRCPP, is vice president, Chorus and Exploratory Medicine, at Eli Lilly and Company. Her career in the pharmaceutical industry spans over 20 years with Lilly. During her tenure, she has gained experience in leading all phases of pharmaceutical development and in clinical and translational research. In her current role, she is responsible for the integrated development of potential medicines from first clinical studies through commercialization for several of Lilly’s critical therapeutic areas. Dr. Roberts serves as a member on several of Lilly’s most senior

management committees and is co-chair of Lilly’s Women’s Network. Prior to joining Lilly in 1991 she practiced clinical research in the areas of clinical pharmacology and cardiology. Her under-graduate degree is in pharmacology from the University of London. She graduated with class honors in medicine from St. Bartholomew’s Medical School. She is a member of the Royal College of Physicians and a fellow of the Royal College of Pharmaceutical Physicians in the UK.

Kristen Robinson is senior vice president, Women and Young Investors for Personal Investing, a unit of Fidelity Investments that provides retail brokerage, mutual funds, managed accounts, and other financial products and services. Robinson is responsible for leading the strategy to focus on women and millennial investors. Prior to that, she led the strategy and execution of digital tools used by customer-facing associates in the phone and branch channel. Most recently, she led an internal Fidelity Accelerated Innovation initiative in the learning organization that focused on leveraging emerging

trends and technology in education. Prior to joining Fidelity in 2007, she held senior-level executive positions in multiple start-ups, including leading global multichannel distribution, client services and operations for security identity and credential bureau market disruptor Geotrust and later as managing director for a smart card software company in Germany. Robinson holds a BS in marketing from Bentley University and an MBA from Massachusetts Institute of Technology, Sloan School of Management.

Horacio D. Rozanski is chief executive officer at Booz Allen Hamilton. He drives strategies to meet the firm’s business goals and to help staff identify and respond quickly to emerging trends affecting clients ranging from U.S. government agencies to Fortune 500 companies. Throughout his 22-year career at Booz Allen, Rozanski has played a key role in major strategic initiatives including Vision 2020 to chart the firm’s future, and Booz Allen’s expansion into international and commercial markets. He joined the firm to focus on marketing and channel strategy. He has held positions of

executive vice president, chief personnel officer, chief strategy and talent officer, chief operating officer, and was appointed president in 2014. During his tenure, Booz Allen has experienced significant growth and garnered worldwide recognition, including Fortune’s list of the “World’s Most Admired Companies.” In 2012 Hispanic Business Magazine named him to its list of the Most Influential Leaders in the U.S. Rozanski holds a BBA degree, summa cum laude, from the University of Wisconsin Eau Claire and an MBA degree with high honors from the University of Chicago.




Sandra Scharf is a senior vice president at the Center for Talent Innovation and managing director at Hewlett Consulting Partners. She has deep expertise on gender issues, capacity building and cultural change. She is a coauthor of CTI’s research report Cracking the Code: Executive Presence and Multicultural Professionals and of CTI’s forthcoming research on Millennials. Most recently, Scharf worked globally as a project manager for McKinsey & Company’s Organization Practice focusing on talent management, leadership development and organizational change. She holds an MBA

from the University in Jena/Germany and a Master of Public Administration from Columbia University’s School of International and Public Affairs.

Beth Sehgal is A.T. Kearney’s global director of Diversity & Inclusion, based in the firm’s New York office. She is responsible for the firm’s extensive global Diversity & Inclusion programs and activities, ensuring strategic alignment between Diversity & Inclusion and the firm’s business strategy. Under her energetic leadership, A.T. Kearney has been recognized as one of Working Mother magazine’s Top 100 Employers, as a Top Employer for Working Mums, and been on DiversityMBA’s 50 Out Front for Diversity Leadership List. Prior to her Diversity & Inclusion role, Sehgal

was a principal in A.T. Kearney’s Organization & Transformation Practice, where she led numerous strategy and organization transformation engagements for global clients in the consumer products, financial services, and automotive industries. Sehgal has a bachelor’s degree in commerce from the McIntire School of Commerce at the University of Virginia and an MBA from the Kellogg School at Northwestern University.

Laura Sherbin is executive vice president and director of research at the Center for Talent Innovation. She is an economist specializing in work-life issues and gender. She is also an adjunct professor at the School of International and Public Affairs at Columbia University teaching “Women and Globalization.” She is a coauthor of Harvard Business Review articles “How Diversity Can Drive Innovation”; “How Gen Y and Boomers Will Reshape Your Agenda”; “Off-Ramps and On-Ramps Revisited” and Harvard Business Manager article “Letzte Ausfahrt Babypause” as well as the

Harvard Business Review Research Reports The Athena Factor: Reversing the Brain Drain in Science, Engineering, and Technology and The Sponsor Effect: Breaking Through the Last Glass Ceiling and CTI reports including Executive Presence, among many others. She is a graduate of the University of Delaware and earned her PhD in economics from American University.

Mark E. Stephanz is vice chairman and managing director in the Financial Sponsors Group for Bank of America Merrill Lynch. In this role, he advises a select group of strategic financial sponsors based in New York on a broad range of capital raising and advisory services, including leveraged buyouts, equity market alternatives and mergers and acquisitions. He began his career with Bank of America in 1984 as a credit analyst in Tampa, Florida. Over the next few years he held various positions covering large corporate clients in Washington, D.C. and New York. In 1994, Stephanz became a

managing director and helped establish the Financial Sponsors Group at Bank of America Merrill Lynch. He is chair of the Talent Identification and Development Committee for Diversity and Inclusion at BofA Merrill Lynch and is a member of the bank’s New York Metro Pride Group. He serves on the Leadership Committee for “Out on the Street.” Stephanz holds a bachelor’s degree in Political Science and History from Duke University.




David Tabora leads the Goldman Sachs Asset Management (GSAM) Trading team globally. The team’s responsibility includes developing order management and execution systems for the GSAM trading business. Prior to his current role he spent three years in Bangalore, India, where he had responsibility for the GSAM Front Office technology team. In this role he focused on building the Trading, Quantitative Strategies, and Fixed Income technology teams. Tabora joined Goldman Sachs in 2001 and was promoted to vice-president in 2006. He earned a BS in electrical engineering in 1999 and a MS in electrical engineering in 2001 from Rutgers University.

Eileen Taylor is currently the chief executive officer of DB UK Bank Ltd., the UK banking subsidiary of Deutsche Bank and is responsible for oversight of Recovery and Resolution Planning for DB Group in the UK. She is a member of Deutsche Bank’s UK Executive Committee and Regional Governance Committee and chairs Deutsche Bank’s UK Living Wills Operating Committee and its UK Diversity Council. Previously she was the global head of diversity for four years. Prior to that, Taylor was a managing director in Global Markets where she was over 10 years chief

operating officer for Global Markets in Europe, chief operating officer for the Institutional Client Group and chief operating officer for Global Foreign Exchange. She started the Foreign Exchange Prime Brokerage Business within Deutsche Bank in 1999. In 2013 Taylor was selected as one of the most influential female executives working in the European Financial Markets by Financial News. She is on the board of the British Bankers Association, is a trustee of the East London Business Alliance Charity and chaired their London Legacy 2020 Youth and Sports Board, the leading private sector effort to help secure a positive impact from the 2012 Olympics.

Geri Thomas is chief diversity officer and Georgia State President for Bank of America. She serves as the chief strategist and leader for diversity and inclusion globally and serves on the bank’s Global Diversity & Inclusion Council. As Georgia State President, Thomas is responsible for driving business integration opportunities across the state to grow market share and deliver the full power of Bank of America to individuals, companies and institutional investors. She also oversees the company’s corporate social responsibility strategy locally, including philanthropic grants,

community development lending and investing and volunteerism activities. Thomas joined Bank of America in Consumer banking support. Progressing through a number of Human Resources leadership roles, she became global diversity and inclusion executive in 2002, and Georgia State President in 2009. She is a member of the Consortium of Chief Diversity Officers at Georgetown University, and serves on the Board of Directors the Executive Leadership Council. An Atlanta native, Thomas received a BS degree in Human Resources from Georgia State University.

Karyn Twaronite is a partner at Ernst & Young LLP and a member of the Global Practice Group and the Global Talent Executive. She is responsible for maximizing the diversity of EY professionals across the globe by enhancing EY’s inclusive culture. She frequently consults with clients on diversity and inclusiveness matters, serving as a thought leader regularly in the global media like The Financial Times and The Economist. Twaronite joined EY over 20 years ago as a tax professional before moving into the Talent team, where she has led human resources for both the US and

Canada. She has served as Americas Inclusiveness Officer since 2011. She earned her bachelor’s in accounting from Miami University (Ohio) and her master’s in taxation from Fordham University. Upon her rotation into HR, she earned a certificate in Strategic Human Resource Management from Harvard Business School. She is a licensed CPA of New York.




Lynn O’Connor Vos is CEO of Grey Healthcare Group (GHG), a top-five global health communications firm owned by WPP, and the first woman to develop and run a global health communications enterprise. She has over 25 years of experience in creating, building and acquiring companies; expanding their global footprint; establishing technology leadership and trailblazing innovation in the health communications field. She transformed the marketing of pharmaceuticals by coining the term “market conditioning” and developed today’s state-of-the-art pre-

commercialization model. Her digital innovations include co-development of text4baby, the country’s leading mobile health program. She is experienced in corporate, civic and not-for-profit governance, having served as a founding board member for the Multiple Myeloma Foundation and The Jed Foundation. She has served on the board of the YWCA of New York and currently is a member of the board of nTelos wireless. Vos was named Woman of the Year by the Healthcare Business Women’s Association in 2005, and received the Corporate Achievement Award from The Jed Foundation in 2006. She is an honors graduate of Alfred University in New York.

Carole Watkins is chief human resources officer (CHRO) of Cardinal Health reporting directly to the Chairman and CEO, a post she has held since 2005. She assumed this position after serving in numerous roles of increasing responsibility in the Human Resources function since joining the company in 1996. Watkins serves on the Executive Committee and also on the Strategy and Innovation Council led by the CEO. In her role as CHRO, she leads all of HR, Security, Aviation, Corporate Communications, Real Estate and Facilities. She is the management advisor to the HR

and Compensation Committee of the Board of Directors. She also serves on the Cardinal Health Foundation Board and was Chairperson from 2001 to 2005. Prior to joining Cardinal Health, she gained more than 20 years of Human Resources experience with companies including The Limited, O. M. Scott & Sons and Huntington Banks. Watkins was inducted into the National Academy of Human Resources in 2013. She also is Co-Chair of the CHRO Board Academy, and a member of the Human Resource Policy Association, Personnel Roundtable and Healthcare Business Women’s Association. Watkins earned her bachelor’s degree in business from Franklin University.

Cornel West is a prominent and provocative democratic intellectual. He is the Class of 1943 University Professor at Princeton University. He graduated magna cum laude from Harvard in three years and obtained his MA and PhD in philosophy at Princeton. West has taught at Union Theological Seminary, Yale, Harvard and the University of Paris. In addition to his classic Race Matters, West has written 19 books including Democracy Matters and his new memoir, Brother West: Living and Loving Out Loud, and edited 13 books. He appears frequently on the Bill Maher Show, Colbert Report,

CNN and C-Span as well as on Tavis Smiley’s PBS TV Show and can be heard weekly with on “Smiley & West,” the national public radio program distributed by Public Radio International. West made his film debut in the Matrix and has appeared in over 25 documentaries and films including Examined Life, Call & Response, Sidewalk and Stand. In addition, he has made three spoken word albums including Never Forget. Cornel West has a passion to communicate to a vast variety of publics in order to keep alive the legacy of Martin Luther King, Jr.—a legacy of telling the truth and bearing witness to love and justice.

Tony Wright, Lowe and Partners’ worldwide chairman, is a well-known advertising internationalist with a wealth of experience. Prior to joining Lowe as CEO, he served as chief strategy and planning officer for Ogilvy & Mather. He was the architect of the rebranding of British Petroleum, into BP—Beyond Petroleum. His previous experience includes the creation of Berlin Wright Cameron and the formation of McElligott Wright Morrison White in Minneapolis, which was later folded into Omnicom. He also worked at Chiat/Day where he is credited as having been the

driving force behind the Energizer Bunny campaign. He was named by Campaign magazine as one of the




best five account planners in the world, and admitted to the Advertising Hall of Achievement by the American Advertising Federation. He was born and educated in London and subsequently studied at l’universite Paris-Sorbonne and Freie Universitat Berlin in Germany.

Kenji Yoshino is the Chief Justice Earl Warren Professor of Constitutional Law at NYU School of Law. A graduate of Harvard (AB), Oxford (MSc as a Rhodes Scholar), and Yale (JD), Yoshino taught at Yale Law School from 1998 to 2008, where he served as Deputy Dean and the inaugural Guido Calabresi Professor of Law. He has published broadly in scholarly journals, such as the Harvard Law Review, Stanford Law Review, and Yale Law Journal, as well as in more popular venues such as the New York Times, the Washington Post, and Slate. He is a frequent contributor to

NPR and MSNBC. He is the author of Speak Now: Marriage Equality on Trial (2015); A Thousand Times More Fair: What Shakespeare’s Plays Teach Us About Justice (2012); and Covering: The Hidden Assault on Our Civil Rights (2006). He is the recipient of several teaching distinctions, most recently the Podell Distinguished Teaching Award (2014). He is a member of several boards, including the Harvard Board of Overseers, Deloitte’s Inclusion External Advisory Council, the Out Leadership Global Advisory Board, and the World Bank Group External Advisory Panel for Diversity and Inclusion.

Jennifer Zephirin is a vice president at the Center for Talent Innovation where she manages Task Force member relationships and engagement. Prior to joining CTI, she managed Diversity and Inclusion at Morgan Stanley and specialized in organizational culture change, pipeline development, employee resource group management and retention of high-potential employees. Zephirin also has experience in recruiting, compensation, learning and development, talent management and financial software consulting with previous roles at NERA Economic Consulting and FactSet Research.

Zephirin earned a BA in Economics from Fairfield University.


TASK FORCE & ATTENDEES


Task Force for Talent Innovation

Task Force for Talent Innovation Summit B–1

CO-CHAIRS American Express Bank of America Bloomberg Booz Allen Hamilton BP Bristol-Myers Squibb Cisco Systems Deutsche Bank EY GE Goldman Sachs Intel Corporation Johnson & Johnson NBCUniversal Pearson PLC Time Warner

* Merck KGaA (Darmstadt, Germany)

** Steering Committee

As of April 2015

MEMBERS Aetna AllianceBernstein AT&T Baker Botts LLP Barclays PLC BlackRock BNY Mellon Boehringer Ingelheim USA BT Group** Cardinal Health Central Intelligence Agency Charles Schwab & Co. Chubb Group of Insurance Companies Citi** Covidien Credit Suisse** Crowell & Moring LLP Depository Trust & Clearing Corporation Eli Lilly and Company Federal Reserve Bank of New York Fidelity Investments Freddie Mac General Mills General Motors Genpact GlaxoSmithKline Google Hewlett-Packard HSBC Bank PLC Intercontinental Exchange/ NYSE International Monetary Fund Interpublic Group Intuit KPMG LLP McGraw Hill Financial

McKesson Corporation McKinsey & Company Merck* MetLife The Moody’s Foundation** Morgan Stanley Northrop Grumman Novartis Pharmaceuticals Corp. Ogilvy & Mather PAREXEL International Paul, Weiss, Rifkind, Wharton & Garrison LLP Pfizer Inc.** Pratt & Whitney Prudential Financial QBE North America Sodexo Standard Chartered Bank Starbucks Strategy& Swiss Reinsurance Co. Symantec Teva Thomson Reuters Towers Watson Tupperware Brands UBS** Unilever PLC United Nations DPKO/DFS UPS Vanguard Visa Weil, Gotshal & Manges LLP Wells Fargo and Company White & Case LLP Withers LLP Wounded Warrior Project WPP


Summit Attendees


Mike Abrams* Founder Four Block [email protected] Rachael Akohonae* Global Head of Diversity BNP Paribas [email protected] Angela Allegretta Senior Manager, Executive Recruiting Genpact [email protected] Sandra Altiné Managing Director - Global Diversity & Inclusion Moody’s [email protected] Rohini Anand Sr. VP & Global Chief Diversity Officer Sodexo [email protected] Jolen Anderson SVP, Chief Diversity Officer Visa [email protected] Phillip Anderson VP, Diversity Strategist Moody’s Corporation [email protected] Redia Anderson Chief Diversity and Inclusion Officer BP [email protected] Renee Anderson Head of Global D&I Novartis Parmaceuticals [email protected] Karen Apgar Vice President, Talent Management Boehringer Ingelheim USA [email protected]

Marsha Askins Managing Director, Chief Communications Officer UBS [email protected] Jeffrey Atkin Principal Ernst & Young LLP [email protected] Nadine Augusta Director, Global Diversity & Inclusion and Community Relations Depository Trust & Clearing Corporation [email protected] Jane Ayaduray Manager, Group Diversity and Inclusion Standard Chartered Bank [email protected] Frankie Baldwin Producer RicherView Ltd [email protected] Natalia Bandera Director, EFS Structuring, Americas Barclays [email protected] George Barrett President and CEO Cardinal Health Ken Barrett Chief Diversity Officer General Motors [email protected] John Basile VP, Chief Diversity and Inclusion Officer Fidelity Investments [email protected]

*Dinner Only As of April 10, 2015


Summit Attendees


Jennifer Bauer Global Diversity & Inclusion Communications Manager Intel [email protected] Jonathan Beane Executive Director of Workforce Diversity & Inclusion Time Warner [email protected] Ella L.J. Bell Associate Professor of Business Administration Tuck School of Business, Dartmouth [email protected] Stephen Berkery* Executive Director, Head of Talent Nomura Holding America [email protected] Cynthia Bowman SVP, Leadership Development Executive for Global Wealth and Investment Management Bank of America [email protected] Julia Breedon Director, Global Diversity & Inclusion American Express [email protected] Julie Bugala VP-Talent Management AT&T [email protected] Kathryn Burdett Head of Diversity & Inclusion, Americas Deutsche Bank [email protected] Erin Byrne Managing Partner, Chief Engagement Officer Grey Healthcare Group [email protected]

Reid Carpenter Director Strategy& [email protected] Caroline Carr Managing Director, Global co-head of Talent Development Goldman Sachs [email protected] Joseph Cervone Senior Associate Center for Talent Innovation [email protected] Mark Chamberlain Director, Diversity & Inclusion Barclays [email protected] Kenny Chan Principal Strategy& [email protected] Jyoti Chopra Managing Director, Global Head of Diversity and Inclusion BNY Mellon [email protected] Terri Chung Senior Associate Hewlett Consulting Partners [email protected] Joanna Coles Editor-in-Chief Cosmopolitan Alex Cornfeld ABC Properties [email protected] Isabelle A Cote Global Account Director Towers Watson [email protected]


Summit Attendees


Christine Cottrell Recruitment Manager Withers Bergman LLP/ Withersworldwide [email protected] Lisa Courtade Head, Customer & Brand Insights Merck [email protected] Rhonda Crichlow Vice President and Head, Diversity & Inclusion Novartis Pharmaceuticals Corporation [email protected] Samantha Crispin Partner Baker Botts LLP [email protected] Jackie Cureton Manager CRM Support & Operations Effectiveness (T&A), Global Black Employee Network Lead Thomson Reuters [email protected] Angela Daker Partner White & Case LLP [email protected] Fiona Daniel Global Head of Employee Resource Groups HSBC [email protected] Lisa DeCarlo Head of Wholesale Talent Wells Fargo [email protected] Kim Dellarocca Managing Director Pershing [email protected]

Nancy Di Dia Executive Director & Chief Diversity Officer Boehringer Ingelheim USA Corp. [email protected] Allene Diaz Senior Vice President, Managed Markets EMD Serono [email protected] Radairis Diaz Communications Intern Center for Talent Innovation [email protected] Fabiola Dieudonné Senior Research Associate Hewlett Consulting Partners [email protected] Yrthya Dinzey-Flores Senior Director, Corporate Responsibility & Inclusion Thomson Reuters [email protected] Ana Duarte McCarthy Managing Director and Chief Diversity Officer Citi [email protected] Lisa Dugal Strategy& [email protected] Colin Elliott Associate Hewlett Consulting Partners [email protected] Deborah Epstein Henry Founder and President Flex-Time Lawyers LLC [email protected] Nicole Erb Partner White & Case LLP [email protected]


Summit Attendees


Anne Erni* Head of Human Resources Bloomberg [email protected] Nick Erni* Managing Director, Chief Credit Officer Nomura Holding America [email protected] Barbara Evanchik Executive Assistant QBE North America [email protected] Isis Fabian Research Intern Center for Talent Innovation [email protected] Hedieh Fakhriyazdi Senior Manager, Global Diversity & Social Responsibility Weil, Gotshal & Manges LLP [email protected] Mark Fernandez Associate Center for Talent Innovation [email protected] Gail Fierstein SVP HR Business Partner Pearson [email protected] Grace Figueredo Vice President, Workplace Culture, Chief Diversity & Inclusion Officer Aetna [email protected] Paul Fonteyne President and CEO Boehringer Ingelheim USA Nancy Foxen Associate Director, Regional Human Resources KPMG LLP [email protected]

Cassandra Frangos VP, Head of Global Executive Talent Management Cisco Systems [email protected] Catherine Fredman Senior Fellow Center for Talent Innovation [email protected] Elizabeth Gaffney* Global Head of Human Resources - Investment Banking & Capital Markets Jefferies LLC [email protected] Kathy Gallo* Founder, Managing Partner The Goodstone Group [email protected] Trevor Gandy SVP, Chief Diversity Officer Chubb Group of Insurance Companies [email protected] Kent Gardiner Partner Crowell & Moring LLP [email protected] Heide Gardner Senior Vice President, Chief Diversity and Inclusion Officer Interpublic Group [email protected] Gianni Giacomelli SVP, CMO Genpact [email protected] Tina Gilbert Director, Inclusion & Diversity Teva Pharmaceuticals [email protected]


Summit Attendees


Claire Gillis CEO WGUS, a WPP company WG Consulting [email protected] Jane Goetschius People Mission Manager Ben & Jerry [email protected] Stephen Golden Head of Diversity, Asia Pacific Goldman Sachs [email protected] David Gonzales Global Head Diversity & Inclusion Bristol-Myers Squibb [email protected] Michelle Graham Corporate Vice President and Chief Human Resources Officer PAREXEL [email protected] Marc Grainger Global Head of Diversity and Inclusion Credit Suisse [email protected] Belinda Grant-Anderson Vice President, Diversity & Inclusion AT&T [email protected] Tai Green Senior Vice President Center for Talent Innovation [email protected] Valerie Grillo Chief Diversity Officer American Express [email protected] Theresa Gusman Managing Director Deutsche Asset & Wealth Management [email protected]

Jennifer Halliday* Chief Human Resources Officer Arent Fox LLP [email protected] Maureen Hanahoe Vice President HR PAREXEL [email protected] Kathleen (Katie) Hart Diversity Analyst & Program Associate BNY Mellon [email protected] Clare Hawthorne Program Manager, Citi Women Citi [email protected] Maja Hazell Director of Diversity and Inclusion White & Case LLP [email protected] Kara Helander Managing Director BlackRock [email protected] Bridgette Heller Former Executive Vice President and President of Merck Consumer Care [email protected] Sylvia Ann Hewlett President and CEO Center for Talent Innovation [email protected] Andrew Hill Associate Editor and Management Editor Financial Times [email protected] Denita Hill US Diversity Lead GSK [email protected]


Summit Attendees


Ann Hines VP HR Healthcare Market Sodexo [email protected] Michele Hirshman Partner Paul, Weiss, Rifkind, Wharton & Garrison LLP [email protected] Rosalind Hudnell Vice President, Human Resources; Chief Diversity Officer Intel Corporation [email protected] Bill Huffaker Director, Global Talent Management and Acquisition General Motors [email protected] Wendy Hutter Managing Partner Hewlett Consulting Partners [email protected] Jane Hyun Founder and President Hyun & Associates [email protected] Kennedy Ihezie Research Intern Center for Talent Innovation [email protected] Erika Irish Brown Chief Diversity Officer Bloomberg [email protected] Pooja Jain-Link Senior Research Associate Center for Talent Innovation [email protected]

Sylvia James Diversity Counsel Baker Botts L.L.P. [email protected] Esther Jeong Diversity Specialist Moody’s [email protected] Jessica Jia Senior Associate Hewlett Consulting Partners [email protected] Renee Johnson Senior Manager, Diversity & Inclusion Booz Allen Hamilton [email protected] Lawrence Jones Associate Center for Talent Innovation [email protected] Michael Kavey Senior Fellow Center for Talent Innovation [email protected] Shannon Kelleher Manager, Learning and Development Pratt & Whitney [email protected] Sonelius Kendrick-Smith Director Deutsche Bank [email protected] Julia Taylor Kennedy Vice President and Senior Fellow Center for Talent Innovation [email protected] Laurie Kowalevsky Senior Director, Marketing Eli Lilly and Company [email protected]


Summit Attendees


Olga Kozak-Anlar Manager, Diversity & Inclusion McGraw Hill Financial [email protected] Sunny Krum Director, Market Diversity Sodexo [email protected] Joan Kuhl Principal Hewlett Consulting Partners [email protected] Kevin Kuzia Manager - Inclusion, Diversity & Engagement Pratt & Whitney [email protected] Patricia Langer Executive Vice President HR NBCUniversal [email protected] Kathleen Larkin Vice President - Human Resources AT&T [email protected] Frances G. Laserson President The Moody’s Foundation [email protected] Maja Lehnus Director, Center for Mission Diversity and Inclusion Central Intelligence Agency [email protected] Waishan Leung Manager, Global Executive Talent Cisco Systems, Inc [email protected] Jennifer Lloyd Senior Vice President for Driversity & Inclusion Bank of America [email protected]

Carolyn Buck Luce Executive in Residence Center for Talent Innovation [email protected] Belinda Madera Sr. Specialist, Employee Engagement McGraw Hill Financial [email protected] Cynt Marshall Senior Vice President-Human Resources and Chief Diversity Officer AT&T [email protected] Melinda Marshall Senior Vice President and Director of Publications Center for Talent Innovation [email protected] Silvia Marte Communications Associate Center for Talent Innovation [email protected] Deidra Mascoll Senior Research Associate Center for Talent Innovation [email protected] Keri Matthews Deputy Global Head of Diversity & Inclusion Deutsche Bank [email protected] Kelley Mavros Strategy& [email protected] Caroline McCabe Director Global Executive Talent Cisco [email protected]


Summit Attendees


Beth McCormick Vice President, Diversity & Inclusion Pfizer [email protected] Ellen Mchon McMahon Sr Director Leadership Development Teva Pharmaceuticals [email protected] Dale Meikle Global Diversity & Inclusion Program Office Leader PwC International Ltd [email protected] Sylvester Mendoza Corporate Director, Diversity & Inclusion and EEO Northrop Grumman [email protected] Michele Meyer-Shipp, Esq. Vice President & Chief Diversity Officer Prudential Financial [email protected] Keysa Minnifield VP HR Education Market Sodexo [email protected] Aaron Miranda Warriors to Work Specialist Wounded Warrior Project [email protected] Debbie Mitchell SVP, Corporate Communications Cardinal Health [email protected] Kristen Mleczko Manager of McKinsey Women Americas McKinsey & Company [email protected]

Andrea Turner Moffitt Senior Vice President Center for Talent Innovation [email protected] Casey Monnerjahn Assistant Director EY [email protected] Terilyn Monroe Director, Global Employee & Comunity Engagement Intuit [email protected] Loren Monroe-Trice Director, Diversity & Inclusion Ogilvy & Mather [email protected] Meredith Moore Director, Global Diversity & Social Responsibility Weil, Gotshal & Manges LLP [email protected] Angela Morris SVP, Head of Diversity & Inclusion Sponsorship Management Bank of America [email protected] Christal Morris Global Director, Diversity and Inclusion Towers Watson [email protected] Michael Munoz Senior Diversity Business Consultant Aetna [email protected] Melissa Nassar Principal, Head of Business Development Group Vanguard [email protected]


Summit Attendees


Janell Nelson Head of Talent, Americas QBE Insurance [email protected] Melissa Ng Vice President, Diversity & Inclusion Ogilvy & Mather [email protected] Elizabeth Nieto Global Chief Diversity and Inclusion Officer MetLife [email protected] Karen Noel Lead Diversity & Inclusion Consultant (Director) MetLife [email protected] Pamela Norley Executive Vice President, Fidelity Enterprise Relationships and Talent Groups Fidelity Investments [email protected] Bridgette O’Neal Director of Diversity Management IPG bridgette.o’[email protected] Jo O’Brien SVP of Human Resources NBCUniversal News Group [email protected] Kendall O’Brien Vice President, Corporate Finance Johnson & Johnson [email protected] Jessica O’Keefe Sr. Service Manager Standard Chartered Bank Jessica.O’[email protected]

Jennifer O’Lear Chief Diversity Officer, Director, Corp HR Development & Engagement Merck [email protected] Jayne Olsen Analytics Enabling Manager Americas Swiss Re [email protected] Katie Othman VP Org Development - Diversity & Inclusion HSBC [email protected] Ken Oyer Inclusion Senior Manager Vanguard [email protected] Cindy Pace AVP, Global Women’s Initiative Leader MetLife [email protected] Mark Palmer-Edgecumbe Director Economist Diversity Power List [email protected] Monica Parham Diversity Counsel Crowell & Moring LLP [email protected] Kimberly Park Vice President, Customer Strategy and Innovation Merck & Co. [email protected] Jimmie Paschall Executive Vice President and Head of Enterprise Diversity and Inclusion Wells Fargo and Company [email protected]


Summit Attendees


Lenore Patel AVP Diversity & Inclusion Moody’s [email protected] Cara Peck Head of Enterprise Talent Planning and Development Services Wells Fargo and Company [email protected] Donna Pedro Chief Diversity & Inclusion Officer Ogilvy & Mather [email protected] Katherine Phillips Paul Calello Professor of Leadership and Ethics Columbia Business School [email protected] Liz Phillips Director UBS [email protected] Trevor Phillips Deputy Chair Board of the UK National Equality Standard [email protected] Megan Pierouchakos Diversity Manager Freddie Mac [email protected] Kristen Piersol-Stockton Associate Director Corporate Responsibility, Diversity KPMG [email protected] Karen Powell Global Head of Talent for ICG Citi [email protected]

Danyale Price Diversity and Inclusion Director Paul, Weiss, Rifkind, Wharton & Garrison LLP [email protected] Adam Quinton Founder/CEO Lucas Point Ventures [email protected] Valerie Radwaner Deputy Chair and Partner Paul, Weiss, Rifkind, Wharton & Garrison LLP [email protected] Nisha Rao Head of Leadership, HR Deutsche Bank [email protected] Ripa Rashid Senior Vice President Center for Talent Innovation [email protected] Susan Reid Executive Director, Global Head of Diversity & Inclusion Morgan Stanley [email protected] Elena Richards Director, Office of Diversity PricewaterhouseCoopers [email protected] David G. Richardson* Managing Director KPMG LLP [email protected] Sanya Rizvi VP, Branch Manager Charles Schwab & Company [email protected]


Summit Attendees


Eiry Roberts Vice President, Lilly Bio-Medicines Business Unit Eli Lilly and Company [email protected] Craig Robinson Chief Diversity Officer NBCUniversal [email protected] Kristen Robinson SVP - Women and Young Investors Fidelity Investments [email protected] Stephanie Roemer Diversity Director Freddie Mac [email protected] Jessica Ross Vice President Goldman Sachs [email protected] Horacio Rozanski CEO Booz Allen Hamilton [email protected] Natalie Runyon Snr. Director, Global Account Management, Legal Thomson Reuters [email protected] Aida Sabo Vice President, Diversity and Inclusion PAREXEL International [email protected] Christopher Savos Deputy Director, Office of Corporate Resources Central Intelligence Agency [email protected]

Pauline Scalvino Principal, Head of Corporate Strategy Vanguard [email protected] Suzanne Schaefer VP, Global Diversity & Inclusion American Express [email protected] Sandra Scharf Senior Vice President Center for Talent Innovation [email protected] Sue Schmidlkofer Director of Global Workforce Diversity & Inclusion UPS [email protected] Ulf Schneider Chief Administrative Officer PAREXEL [email protected] Todd Sears Principal; Founder, Out Leadership Out Leadership [email protected] Beth Sehgal Global Director, Diversity & Inclusion A.T. Kearney [email protected] Belinda Shannon Vice President, Equality & Inclusion GlaxoSmithKline [email protected] Karen Reynolds Sharkey* Managing Director, Market Executive, New York City U.S. Trust [email protected]


Summit Attendees


Gail Sheehy Author, Journalist, Lecturer G. Merritt [email protected] Laura Sherbin Executive Vice President, Director of Research Center for Talent Innovation [email protected] Peggy Shiller Chief Operating Officer Center for Talent Innovation [email protected] Marina Smith Executive Director Morgan Stanley [email protected] Diana Solash Director, Americas Inclusiveness Office EY [email protected] Lucy Sorrentini* Founder, CEO Impact Consulting [email protected] MyEsha Soukup Learning & Development Partner Pearson [email protected] Judy Spalthoff Head of Client Development UBS [email protected] Sarah St. Clair VP People Services Booz Allen Hamilton [email protected] Mark Stephanz Vice Chairman and Managing Director Bank of America Merrill Lynch [email protected]

Maria Stolfi Head Global Inclusion & Engagement Swiss Reinsurance Co. [email protected] Peg Sullivan Managing Director Morgan Stanley [email protected] Karen Sumberg Diversity Lead, Tech Google [email protected] David Tabora Senior Vice President, Technology Goldman Sachs [email protected] David Tamburelli Head of Emerging Markets Product Bloomberg [email protected] Harsha Tank VP Finance Healthcare Market Sodexo [email protected] Harold Tate Deputy Director of Support, Internal Management Central Intelligence Agency [email protected] Eileen Taylor Chief Executive Officer of DB UK Bank Limited Deutsche Bank [email protected] Jo Taylor Chief Customer Officer and Vice President of Lilly Market Research Eli Lilly and Company [email protected]


Summit Attendees


Geri P. Thomas Senior Vice President, Global Human Resources, Global Diversity & Inclusion Executive Bank of America [email protected] Shauna Thompson Coordinator DTCC [email protected] Charlene Thrope Research Associate Center for Talent Innovation [email protected] Heidi Toribio Managing Director & Head, Financial Institutions, North America Standard Chartered Bank [email protected] Jasmin Tower Head of Global Engagement & Diversity Merck KGaA [email protected] Alexine Tranquada Director Merck & Co. [email protected] Lori Trezza Managing Director Depository Trust & Clearing Corp. [email protected] Karyn Twaronite Partner & Global Diversity & Inclusiveness Officer EY [email protected] Kara Underwood Managing Director Morgan Stanley [email protected]

Roopa Unnikrishnan Executive Advisor Hewlett Consulting Partners LLC [email protected] Brandon Urquhart Accountant Center for Talent Innovation [email protected] Lynn O’Connor Vos Chief Executive Officer Grey Healthcare Group [email protected] Vicki Walia* Senior Vice President, Director of Talent Management & Diversity AllianceBernstein [email protected] Carole Watkins Chief Human Resources Officer Cardinal Health [email protected] Adam Weinert Artistic Associate Chez Bushwick [email protected] Emma Weinert [email protected] Lisa Weinert CEO/Founder Lisa Weinert Consulting [email protected] Richard Weinert President Concert Artists Guild [email protected] Shira Weinert [email protected]


Summit Attendees


Elana Weinstein Talent Management and Leadership Coach Bloomberg [email protected] Cornel West Professor of Philosophy and Christian Practice Union Theological Seminary [email protected] Heather White Senior Vice President & Deputy General Counsel Genpact [email protected] James White Americas Diversity & Inclusion Credit Suisse [email protected] Renee Wilm Partner Baker Botts LLP [email protected] Donna Wilson Senior Director, Global Diveristy and Inclusion Johnson & Johnson [email protected] Lori Wilson Women’s Initiative Manager Intel [email protected] Pia Wilson-Body Director, External Relations Intel [email protected] Marcia Windross Senior Director, Diversity & Inclusion Interpublic Group [email protected] Carol Winer* Creative Director Winer Idea Group [email protected]

Nancy Wisniewski Managing Director, Chief Operating Officer, Americas Standard Chartered Bank [email protected] Mac Worsham Director EY [email protected] Tony Wright Worldwide Chairman Interpublic Group [email protected] Janice Yang Associate Center for Talent Innovation [email protected] Kenji Yoshino Chief Justice Earl Warren Professor of Constitutional Law NYU School of Law [email protected] Elaine Yu Talent Pipeline and Coaching Pfizer [email protected] Eunice Yu Associate Fellow Hewlett Consulting Partners [email protected] Ceci Zak COO, Healthcare Omnicom [email protected] Renee Zaugg Vice President of IT Infrastructure & Development Services Aetna [email protected]


Summit Attendees


Meryl Zausner EVP & CFAO Novartis Pharmaceuticals Corporation [email protected] Randi Zeller* Partner and General Counsel A.T. Kearney [email protected] Jennifer Zephirin Vice President Center for Talent Innovation [email protected] Anita Zigman Chief Legal Personnel Officer Paul, Weiss, Rifkind, Wharton & Garrison LLP [email protected]


The Center for Talent Innovation is a nonprofit think tank based in New York City. CTI’s flagship project is the Task Force for Talent Innovation—a private sector task force focused on helping organizations leverage their talent across the divides of gender, generation, geography and culture. The more than 85 global corporations and organizations that constitute the Task Force, representing nearly six million employees and operating in 192 countries around the world, are united by an understanding that the full realization of the talent pool is at the heart of competitive advantage and economic success.

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