29-30 November 2016

THE RIPPLEDGE EFFECT

2

This report charts the chronological development of the 2016

EDGE Annual Community Workshop. This year’s event was focused on cataly-

sing THE RIPPLEDGE EFFECT.Each chapter in the report refers

to a distinct stage of the workshop journey including the plenary

conversations and small group outcomes.

Within the chapters you will find quotations from individual conversations

and report outs, along with a selection of pieces from the presentations,

photographs and scribe work.

When an organization lacks diversity,

it’s not the employees who need fixing.

It’s the business systems.

3

Using this report This report contains a summary of all the con-tents captured by the facilitation team. It is not a complete transcript and does not claim to be precise; we hope it captures the mood and the main insights of the event whi-ch emerged and were discussed throughout the group’s work.

Fiduciary statement The structure of the EDGE Community wor-kshop followed the Chatham House rules. Participants are free to use the information received, but neither the identity nor the affi-liation of the speaker(s), nor that of any other participant, may be revealed.

Rethink what you “know” about High-Achieving Women. Harvard Business Review

(online)

December 2014 issue

event represented an opportunity to equip ourselves

with the knowledge and the tools to catalyse workplace gender equality through three levels:

| INDIVIDUAL | ORGANIZATIONAL | SOCIETAL |

Participants learned from each other’s professional experiences from GLƩHUHQW�LQGXVWULHV

and GLƩHUHQW�JHRJUDSKLHV, sharing best practice and co-developing solutions to the stubborn obstacles facing the achievement

of workplace gender equality. From designing out bias to investigating

the causes of the gender pay gap and to ensuring equitable career flows we charted a timeline

and a critical path that would make the corporate gender gap a distortion of the past.

4

THE RIPPLEDGE EFFECT

The opening of the event focused on mapping out the

current status of gender equality in our workplaces and explored how

this has evolved over the past three years.,

5

We investigated how perceptions have changed when it came to achieving gender equality

in the workplace and what were the new challenges holding back

gender equality from being achieved

6

... and also what knowledge we needed to equip ourselves with to progress. We also explored what were our perso-nal accomplishments in 2016 in this area and how gender equality in the workplace is likely to evolve in the near future.

We assessed what new skillsets and roles were becoming necessary for success...

7

synthesising the connections between our GLƩHUHQW�SHUVSHFWLYHV in small groups. We discovered what was common across the group and assessed what were our priori-ties and main challenges facing achieving gender equality in 2017.

We then shared our personal experiences, thoughts and insights,

Prof. Iris Bohnet shared her insights on how to remove bias in our workplaces

8

Companies need to redesign

their processes to prevent biased

choices in the first place.

Iris Bohnet, Professor, Director

of the Women and Public Policy Program,

Co-Chair of Behavioral Insights Group, Harvard

Kennedy School of Government

through intentionally designing actions based on measurable and repeatable evidence, emphasising the importance of experimentation in improving our human capital strategies and practices.

Diversity training programs largely don’t change attitudes, let alone behavior.

Iris Bohnet, Professor, Director of the Women and Public Policy Program,

Co-Chair of Behavioral Insights Group, Harvard Kennedy

School of Government

After having nourished our common knowledge, our insights and our ambitions on new challenges to overcome...

9

provided to organizations undergoing EDGE Certification. This included drilling down into care-er flows through a gender lens and examining their underlying causes, best practices in setting targets for gender composition by level of responsibility as well as effective ways to reach such targets through promotions, recruitments, retention, or a combination of all the above.

the gross gender pay gap which is a result of a lack of gender balance throughout the talent pipeline and the unexplained gender pay gap - what remains after we correct the gross gender pay gap with all the objective factors which could explain the differences in pay between men and women (e.g. different levels of seniority, different levels of responsibility).

When analysing the gender pay gap, we need to consider two distinct components:

10

The EDGE Strategy team provided a deep-dive into the analytical toolbox

A conversation with the four time Olympic Gold medallist Johann Olav Koss

Don’t under

estimate

the influence

that you can

have on others

When a behavior is not natural it’s

because you have never done in the past!

Bring the emotional in your conversation, Do things with passion and if you fail just do it again and again...

11

Push

your limits

Ready for the future…

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What needs to change across the individual, organizational and societal dimensions for us to close the gap?

Charting a timeline for sustainable change.

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A timeline from 2017 to 2025 to capture the tipping points on the three levels: | INDIVIDUAL | ORGANIZATIONAL | SOCIETAL |

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Leveraging the power of Storytelling

to envision the changes that are needed

to close the gender gap

Experiment, Measure Success and Keep Trying.

To write a powerful story we like, capable to inspire. A story which describes the organization everyone wants to belong to. To inspire our conversation some very meaningful and interesting KNOWLEDGE CARDS…

The highly educated, ambitious women and men of HBS don’t di�er much in terms of what they value and 3:;0� 1:=� 49� ?304=� 74A0>� ,9/� .,=00=>�� )0� ,>60/� ?308� ?:� ?077� @>� 3:B� ?30D� /0O90/� >@..0>>� B309� ?30D�2=,/@,?0/�1=:8���&�,9/�3:B�?30D�/0O90�4?�9:B��,9/�?30D�2,A0�>4847,=�=0>;:9>0>���,=00=�=07,?0/�1,.?:=>�O2@=0/�;=:84909?7D�49�?304=�0,=7D�/0O94?4:9>�:1�>@..0>>��!09�,9/�B:809�809?4:90/�5:-�?4?70>��5:-�70A07>��and professional achievements at roughly the same rates.

)309� =0P0.?492�:9�3:B� ?30D�/0O90�>@..0>>� ?:/,D��-:?3�809�,9/�B:809�.4?0/�.,=00=�=07,?0/� 1,.?:=>�70>>�:1?09G@970>>�?30D�B0=0�!4770994,7>��B3:�809?4:90/�?3:>0�1,.?:=>�B4?3�,-:@?�?30�>,80�1=0<@09.D�across time. (This is unsurprising, given that only a few years have elapsed since they graduated, and most of their working lives are still ahead of them.) A woman in her forties, who left HBS about 20 years ,2:�� ?:7/�@>�� J�:=�80��,?�,20����� >@..0>>�B,>�/0O90/�-D�.,=00=�>@..0>>��":B� �� ?3496�:1� >@..0>>�8@.3�di�0=09?7D��%,4>492�3,;;D��;=:/@.?4A0�.347/=09��.:9?=4-@?492�?:�?30�B:=7/�,=:@9/�80��,9/�;@=>@492�B:=6�?3,?�4>�80,94921@7�?:�80�K�'30>0�>09?4809?>�B0=0�0.3:0/�-D�,�8,9�49�34>�O1?40>��1:=�B3:8�>@..0>>�0,=7D�:9�B,>� J-0.:8492� ,� 34237D� ;,4/���#�:1� ,�80/4@8�?:�7,=20� -@>490>>�K� �9/� ?:/,D�� J&?=46492� ,� -,7,9.0�between work and family and giving back to society.”

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CONVENTIONAL WISDOM ABOUT WOMEN’S CAREERS �DOESN’T ALWAYS SQUARE WITH REALITY. (1)

�J�423�,.340A0=>�A,7@0�1@7O77492�;=:10>>4:9,7�,9/�;0=>:9,7�74A0>�

��D0?�?304=�,-474?D�?:�=0,74E0�?308�3,>�;7,D0/�:@?�A0=D�/4�erently according to gender.”

With regard to career importance, men and women were again in agreement. Their ratings of key dimensions of professional life, such as “work that is meaningful and satisfying” and “professional accomplishments,” were the same, and the majority said that “opportunities for career growth and development” were important to them, with women actually rating them slightly higher.

'30>0� =0>@7?>� 49/4.,?0� ?3,?� �,=A,=/� !��>� ,480/� 1:=� ,9/� .:9?49@0� ?:� A,7@0� 1@7O77492� ;=:10>>4:9,7� ,9/�personal lives. Yet their ability to realize them has played out very di�erently according to gender

Robin J. Ely, Pamela Stone and Colleen Ammerman (2014).

Rethink What You “Know” About High-Achieving Women. Harvard Business Review (online) December 2014 issue

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Who Has Been Given High-Level Responsibilities ?

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It’s now our turn

Card 2

“We considered whether Harvard MBAs graduates had gone part-time or taken a career break to care for children, and how often.

None of these factors explained the gender gap in senior management.”

Despite the fact that men and women actually have pretty similar career priorities, the belief that women value career less is widespread.

But here’s the kicker: It simply isn’t true that a large proportion of HBS alumnae have “opted out” to care for children. When we asked Gen X and Baby Boom women (who are most likely to have children under 18 living with them today) about their current status, we learned essentially what Mike Cook’s task force did: Only 11% ,=0�:@?�:1�?30�B:=61:=.0�?:�.,=0�1:=�.347/=09�1@77�?480��'30�O2@=0�4>�0A09�7:B0=������1:=�B:809�:1�.:7:=����9�?3,?�group, black and South Asian women are at the lowest end of the spectrum, at just 4%.) Seventy-four percent of Gen X alumnae are working full-time, as are 52% of Baby Boom alumnae (some of whom, like their male counterparts, have retired or are cutting back on their hours), and they average 52 hours a week. When we saw how few women were out of the workforce, we wondered whether those who were might have been disproportionately less likely to respond to the survey. But a number of checks turned up no evidence of response bias.

CONVENTIONAL WISDOM ABOUT WOMEN’S CAREERS �DOESN’T ALWAYS SQUARE WITH REALITY. (2)

Our survey data and other research suggest that when high-achieving, highly educated professional women leave their jobs after becoming mothers, only a small number do so because they prefer to devote themselves 0C.7@>4A07D� ?:� 8:?30=3::/�� ?30� A,>?� 8,5:=4?D� 70,A0� =07@.?,9?7D� ,9/� ,>� ,� 7,>?� =0>:=?�� -0.,@>0� ?30D� O9/�?308>07A0>� 49� @91@7O77492� =:70>� B4?3� /48� ;=:>;0.?>� 1:=� ,/A,9.0809?�� '30�80>>,20� ?3,?� ?30D� ,=0� 9:� 7:920=�considered “players” 4>�.:88@94.,?0/�49�A,=4:@>��>:80?480>�>@-?70�B,D>��'30D�8,D�3,A0�-009�>?428,?4E0/�1:=�?,6492�,/A,9?,20�:1�P0C�:;?4:9>�:=�=0/@.0/�>.30/@70>��;,>>0/�:A0=�1:=�3423�;=:O70�,>>429809?>��:=�=08:A0/�1=:8�;=:50.?>�?30D�:9.0�70/�

Robin J. Ely, Pamela Stone and Colleen Ammerman (2014).

Rethink What You “Know” About High-Achieving Women. Harvard Business Review (online) December 2014 issue

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Once upon a time...

until one day..

until finally...

and every day...

and because of this...

Bibliography

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Books Peter Block: Community: The Structure of Belonging Daniel Goleman: Focus: The Hidden Driver of ExcellenceJohn Seely Brown, Paul Duguid:

The Social Life of InformationAdam Grant: Give and TakeLinda A. Hill, Greg Brandeau, Emili Truelove & Kent Lineback: Collective GeniusEd Catmull: Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True InspirationJohn Medina: Brain Rules: 12 Principles for Surviving and Thriving at Work, Home, and SchoolMalcom Gladwell:

Blink. The Power Of Thinking Without Thinking

Knowledge CardsRobin J. Ely, Pamela Stone and Colleen Ammerman (2014):

Rethink What You “Know” About High-Achieving Women Harvard Business Review (online) December 2014 issue

Gardiner Morse interview with Iris Bohnet (2016):

Designing a Bias-Free Organization Harvard Business Review (online) July/August 2016 issue (pp.62–67)

Joan C. Williams (2014): Hacking Tech’s Diversity Problem Harvard Business Review (online) October 2014 issue

Alice Eagly and Linda L. Carli (2007):

Women and the Labyrinth of Leadership. Harvard Business Review. (online) September 2007 issue

Julie Coffman and Russ Hagey (2010): Flexible work models: how to bring sustainability to a 24/7 world.Bain & Company

Alexia Rambosson Bellingan, Lom-bard Odier - Alicia Enriqueta Atri-stain Urrea, COFECE (Comisión Fe-deral de Competencia Económica México) - Alina Polonskaia, Mercer - Andreas Michael Mueller, Allianz Global Investors - Andrew Campbell Black, EDGE Strategy - Angela Guy, L’Oréal - Aniela Unguresan, EDGE Certified Foundation - Ann Rennie European, Bank for Reconstruction and Development (EBRD) - Annika Norlin, International Committee of the Red Cross - Caitlin Kraft-Buch-man, Women@TheTable - Carola

Wahl, AXA Switzerland - Chantal Stäuble, Management consultant - Chris Grieve, EDGE Certified Foun-dation - Christian Mirabella, In-ternational Association of Airport Executives - David Wigfield, Elsevier - Delphine Roch, Asian Develop-ment Bank - Eleanor Haller-Jorden, Paradigm Forum - Elisabeth Delor-me, Kering - Fiona Mahr, Swarovski - Gwen Young, Woodrow Wilson Inter-national Center for Scholars - Ilaria Ruzzi, Allianz Global Investors - Ina Rhoeoes, IKEA Switzerland - Isabell Moessler, The ETF Securities Group

UK - Isabelle Roux-Chenu, Capge-mini - Jaime Garcia Alba, Inter-A-merican Development Bank (IDB) - Joanne Burgener, PwC Switzer-land - Johan Tideman, EDGE Stra-tegy - Josh Akmens, 72andSunny - Joyce Hobbelink, Elsevier - Julia Novoderezhkina, Pfizer - Kate Hu-ghes, Zurich Insurance - Katrien Goossens, Euroclear - Katrine Sharp, Technip - Lucy Jay-Kenne-dy, EDGE Strategy - Maja Baiocco, PwC Switzerland - Mandy Schreu-der, Mercer - Marine Palies, Al-lianz Global Investors - Mario

Tomasello, EDGE Strategy - Ma-thias Terheggen, EDGE Certified Foundation - Melissa Sabatine, International Association of Air-port Executives - Milena Stoya-nova, SICPA - Nicole Tschuppert, Swiss Re - Pamela K. Hamamoto, The United Nations (UN) - Petro-nella Saville Lockhart, Swarovski - Rachel Whittaker, RobecoSAM - Rano Burkhanova, Elsevier - Ro-ger Muller, EDGE Strategy - Su May Tan, 72andSunny - Thomas Waterhouse, Banque Pictet - Xe-nia Parra, Marriott Costa Rica.

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THE RIPPLEDGE EFFECT

Should you require any further information the EDGE team is just

a phone call or email away. Please do not hesitate

to contact Lucy Jay-Kennedy, Communications Director, at

Lucy.JayKennedy@edge-strategy.com or +41 41 530 11 49