HomeResearch & Knowledgeback to HomeDiversity and Equity and Inclusionback to Research & KnowledgeNo more excusesback to Diversity and Equity and Inclusion

Report

No more excuses

How to ﬁnally shatter the glass ceiling and get more women onto boards.

By Alexander Fleischmann

January 2024

Download full report

PRINTABLE PDF - 2.32 MB

As we approach the 33rd anniversary of the US Department of Labor’s landmark report, The Glass Ceiling Initiative, the quote from Evan Kemp in the introduction to the original report is as relevant today to some women in business as it was a third of a century ago, according to new research from IMD in cooperation with The Boardroom.

The research was undertaken in two parts:

One, qualitative interviews with 15 executives identifying as female who held or aspired to hold board positions.
Two, an online survey completed by 130 senior women in business. The ﬁndings were that the process of recruitment to company boards is opaque, with more than six in 10 of those surveyed saying that how individuals are elevated to the company’s highest positions is not transparent. And while more than half believe these appointments are based on merit, a third say they are not.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Keep reading

Case Study

Rede Mulher Empreendedora: Navigating mission integrity and financial sustainability

Entrepreneurship Sustainability Diversity and Equity and Inclusion

By Vanina Farber, María Helena Jaén, Jose Mello, Lilian de Miranda, Patricia Araripe, Peter Munk Laursen and Rabia Chishti

Article

What is the role of the board in a transformation?

Boards are playing an increasingly active part in shaping change efforts.

Board Leadership Business Transformation

By Didier Cossin and Yukie Saito

in Management Today

November 2024

Case Study

Pasona: Well-being through regional revitalization

Social Innovation Diversity and Equity and Inclusion Sustainability

By Alyson Meister and Naoko Jinjo

Article

Who is GenAI leaving out, and does it matter?

More than 80% of organizations will be using GenAI by 2026. Addressing bias in these systems must become a priority to avoid acute organizational and societal risks, says a forthcoming white paper by IMD, Microsoft, and Ringier.

Artificial Intelligence Diversity and Equity and Inclusion

By Alexander Fleischmann

in I by IMD

12 November 2024

Article

5 scenarios that call for inclusive leadership

Research shows that inclusive leaders drive up work engagement, creativity, and performance. But do you know when inclusive behavior is needed most? These are the most common situations when inclusivity can go by the wayside – and when inclusive l...

Diversity and Equity and Inclusion Leadership

By Wei Zheng

in I by IMD Brain Circuits

11 November 2024

Article

Four effective ways for a board to steer its way through a crisis

In times of difficulty, knowing when to get involved and learning to master your emotions are essential skills to prevent making a bad situation worse.

Board Corporate Governance Crisis Management Leadership

By Axel P. Lehmann

in I by IMD

Article

Women in leadership: Key insights from the boardroom and beyond

Mary Meaney Hayes shares some lessons learned on leadership diversity from a career advising company boards, being a board member, and from an unexpected and very personal role managing the effects of an international crisis.

Diversity and Equity and Inclusion

By Mary Meaney

in I by IMD

7 November 2024

Article

From family director pathos to board ethos: Managing multiple role identity struggles in the boardroom of family firms

The literature indicates that the board of directors exists to provide resources and strategic direction (service task) and monitor top managers (control task), often tending to overgeneralize board tasks. Using a unique sample of 36 elite family ...

Family Business Board Purpose

By Cristina Bettinelli, Alfredo De Massis, Manisha Singal and John Davis

in Journal of Management Studies

November 2024, vol. 61, no. 7, pp. 2814-2848, https://doi.org/10.1111/joms.12990

Article

How creating psychologically safe workplaces is key to long-term success

Gina Battye shares her advice on how to achieve long-term cultural change.

Diversity and Equity and Inclusion Resilience Workplace Well-being

By Gina Battye and Alexander Fleischmann

in I by IMD

1 November 2024

Rede Mulher Empreendedora: Navigating mission integrity and financial sustainability

By Vanina Farber María Helena Jaén Jose Mello Lilian de Miranda Patricia Araripe Peter Munk Laursen and Rabia Chishti
Case reference: IMD-7-2613 ©2024

Summary

The case focuses on Rede Mulher Empreendedora (RME), Brazil’s largest support platform for female entrepreneurship, and its founder, Ana Fontes. Founded in 2010, RME had grown into a significant network by 2023, impacting the livelihoods of over 12 million women in Brazil, a country with substantial gender disparities. The platform offers initiatives to empower women economically and provides knowledge and tailored content to help them manage their businesses and navigate Brazil’s entrepreneurial landscape. By 2023, RME was at a critical juncture. Although RME had clear objectives to empower women, there was uncertainty about how each initiative contributed to its mission. Financially, RME experienced a dramatic shift: In 2022, it raised US$6 million, but in 2023, fundraising efforts dropped to US$2.6 million – a 57% decrease. This decline exposed RME’s heavy reliance on corporate philanthropy, from organizations like Google.org, Visa and the Mapfre Foundation, which constituted 80% of its income. The remaining 20% of revenue came from projects funded by RME’s partners, which proved inadequate to sustain the organization’s ambitious goals. Besides, in 2023, the fundraising campaign fell far short of expectations. Reduced funds meant that new projects were postponed, and existing initiatives faced the threat of being scaled back. Fontes must ensure financial sustainability, identify new revenue streams and reduce dependence on philanthropy while staying true to RME´s mission. Her goal is to achieve self-sustainability while continuing to fulfill the mission. This involves analyzing whether RME should pivot to a for-profit enterprise, remain a non-profit or adopt a hybrid approach to balance its social impact with financial viability. Students must put themselves in Ana’s shoes and evaluate the potential benefits and trade-offs of these models to determine the best path forward.

Reference IMD-7-2613

Organization Rede Mulher Empreendedora

Industry Services

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Entrepreneurship

Sustainability

Diversity and Equity and Inclusion

Browse all topics

What is the role of the board in a transformation?

By Didier Cossin and Yukie Saito
in Management Today November 2024

Summary

Boards are playing an increasingly active part in shaping change efforts.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Board

Leadership

Business Transformation

Browse all topics

Pasona: Well-being through regional revitalization

By Alyson Meister and Naoko Jinjo
Case reference: IMD-7-2573 ©2024

Summary

Pasona Group, a Japan-based human resources company, is committed to driving social change through business and supporting individuals to find "ikigai” (fulfillment) through work. The company has promoted flexible work and equitable workplaces and created employment opportunities for minorities. Pasona now wanted to tackle the overconcentration of population and businesses in Tokyo and the related decline of rural areas; both issues raised questions of well-being and sustainability. In response, Pasona moved its headquarters from Tokyo to Awaji Island, setting up sales and back-office operations for its core business and launching the "Regional Revitalization" initiative. Employees who moved from Tokyo to Awaji said that their lives became more sustainable, and their well-being improved. On the other hand, some Tokyo-based employees chose not to relocate, worried that boundaries between work and personal life would be blurred. Pasona was also criticized for its tourism-oriented and corporate-driven approach to local development, while the local government of Awaji appreciated the increase in the population and tax revenue that Pasona had brought. As Pasona sought to expand its "regional revitalization" model throughout Japan and attract more local governments to partner with the company, it needed to rethink its strategy to develop its original model in Awaji into a more powerful showcase that would lead to a more decentralized and sustainable society while ensuring the well-being of its own employees.

Reference IMD-7-2573

Organization Pasona Group

Industry Business Management Services, Human Resources

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Social Innovation

Diversity and Equity and Inclusion

Sustainability

Browse all topics

Who is GenAI leaving out, and does it matter?

By Alexander Fleischmann
in I by IMD 12 November 2024

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Artificial Intelligence

Diversity and Equity and Inclusion

Browse all topics

5 scenarios that call for inclusive leadership

By Wei Zheng
in I by IMD Brain Circuits 11 November 2024

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Diversity and Equity and Inclusion

Leadership

Browse all topics

Four effective ways for a board to steer its way through a crisis

By Axel P. Lehmann
in I by IMD

Summary

In times of difficulty, knowing when to get involved and learning to master your emotions are essential skills to prevent making a bad situation worse.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Board

Corporate Governance

Crisis Management

Leadership

Browse all topics

How to support and empower neurodivergent workers

in I by IMD

Summary

Employees with cognitive differences have much to offer, but navigating the workplace can be challenging. How can employers create an inclusive environment?

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Diversity And Equity And Inclusion

Talent Management

Workplace Well-Being

Browse all topics

From family director pathos to board ethos: Managing multiple role identity struggles in the boardroom of family firms

By Cristina Bettinelli Alfredo De Massis Manisha Singal and John Davis
in Journal of Management Studies November 2024, vol. 61, no. 7, pp. 2814-2848, https://doi.org/10.1111/joms.12990

Summary

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Family Business

Board

Purpose

Browse all topics

How creating psychologically safe workplaces is key to long-term success

By Gina Battye and Alexander Fleischmann
in I by IMD 1 November 2024

Summary

Gina Battye shares her advice on how to achieve long-term cultural change.