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A Quick Puzzle to Test Your Problem Solving

A short game sheds light on government policy, corporations and why no one likes to be wrong.

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Innovation and the role of commercial management

In a fast-changing world, new ideas abound. Many will go nowhere. Others will be a raging success. What sets them apart?

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IACCM Member Welcome and Update Webcast

IACCM Welcome and Update Conference Call recording. We are here for you and in that spirit our IACCM team will be available during these sessions to answer your pressing questions about who we are, what we do and how you can get the most value from your membership. Although this will be an interactive event for those that attend, we'll be prepared to address the following: What is IACCM and how can I gain the most benefit from my membership? How can IACCM assist my career? How can the Association help me deliver greater value to my company? What are IACCM's other offerings; research studies, learning programs and current initiatives? Are there opportunities for greater involvement with the Association?

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Does a Contract Management function deliver much value?

Even as senior executives are embracing the importance of contract management competence, they are at the same time questioning the value of their contract management resources. These positions are not incompatible. They simply reflect a sense on the part of many executives that the function should be doing more, that it should be more visible, that it should be able to describe and illustrate its value to the business. So the agenda is not to eliminate contract management; quite the opposite, it is to demand evidence from incumbent groups that they understand their role and are delivering against it.

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A landmark for contract & commercial management

The launch of the Journal of Strategic Contracting & Negotiation is a momentous event for anyone who cares about the field of contracting. For the first time, there is a dedicated academic journal that will promote and consolidate research in this area.

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Remembering Donna Messer

Many of you may remember meeting Donna Messer, the "Queen of Networking", a key speaker at one of our Americas Conferences and a motivator for us at the Women's Networking Group breakfast. Sadly, Donna Messer passed away earlier this month. She will be missed although her networking tips and techniques will remain with us forever. Her obituary can be read at: http://www.insidehalton.com/news-story/5542344-oakville-networking-guru-donna-messer-has-died/

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McKinsey Report on Fostering Women Leaders: A fitness test for your top team

We know all too well the dismal percentage of women populating C-suite positions. The latest article published by McKinsey and Company identifies 5 questions to help generate challenging conversations to test organizational practices and reduce the barriers to advancing female executives. http://www.mckinsey.com/insights/organization/Fostering_women_leaders_A_fitness_test_for_your_top_team?cid=other-eml-alt-mkq-mck-oth-1501 Are there other questions you would suggest adding to the list?

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Trends of Women in Sales Infographic Article

With access to over 300 million member profiles, LinkedIn measured the representation of women by job function, title, industry, and more. We want to use this information to bring awareness to the subject and put something in place to help transform the industry and narrow that gap. The results are not surprising and more work needs to be done but the trend is positive. To access the report visit: http://sales.linkedin.com/blog/trends-of-women-in-sales-infographic/# LinkedIn's recently issued Workforce Diversity Report is recommended as well: http://blog.linkedin.com/2014/06/12/linkedins-workforce-diversity/

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Recommended Reading

Interesting article: "CEOs must ensure that all employees feel a sense of purpose in their work" is available at bnhttp://www.strategy-business.com/article/00254?pg=4. In particular note the following: "...60 percent of U.S. college students, and some 40 percent of MBA students, are women. Those are high percentages, and we expect them to hold, if not rise. Based on several data trends and the continued falling of barriers, we estimate that by 2040-a quarter century from now, when today's college and business school graduates will be taking the CEO reins-women will represent some 30 percent of the incoming class of the top 2,500 global CEOs. (See 'Women CEOs: A Slow but Steady Upward Trend.) And that proportion will only increase over time." The rest of the article is an interesting read, but I am afraid not very accurate, and in my opinion near sited. What they say is 2040, is really more like it should be now, rather than really envisioning the future.

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Recommended Reading: The Most Undervalued Leadership Traits of Women and Why Women Are More Effective Leaders Than Men

Forbes article at http://www.forbes.com/sites/glennllopis/2014/02/03/the-most-undervalued-leadership-traits-of-women/ The Most Undervalued Leadership Traits of Women is an article written by a Hispanic man and based on his personal and professional experiences. In short, he identifies six leadership traits women naturally possess that are undervalued: Opportunity-driven Strategic Passionate Entrepeneurial Purposeful and Meaningful Traditions and Family The author also refers to another interesting article in the Business Insider on Why Women Are More Effective Leaders Than Men. http://www.businessinsider.com/study-women-are-better-leaders-2014-1 The statistics are dismal: "At the lowest levels, more than half of the employees in organizations are female. As you move to each successively higher level in the organization, the number of women steadily shrinks. At the CEO level, worldwide, there are only 3% to 4% who are women." Yet the study provides support for women in leadership positions and ends on this optimistic note: "To the degree that senior executives and boards of directors are putting men into senior positions, fearing that women will not perform well at higher levels, we hope that this information adds to the assurance that they need not worry about that."

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Babes at Work

http://www.strategy-business.com/article/ac00056?pg=all This article shares an example of how one company built an employee-centric corporate culture by supporting a baby-friendly workforce. How do you feel about permitting infants in the office?

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Babes at Work

http://www.strategy-business.com/article/ac00056?pg=all This article shares an example of how one company built an employee-centric corporate culture by supporting a baby-friendly workforce. How do you feel about permitting infants in the office?

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McKinsey Global Survey Results on Gender and Workplace Diversity

McKinsey has published the results of its latest survey on gender and workplace diversity. 1.The online survey was in the field from August 20 to September 6, 2013, and received responses from 1,421 executives (624 men and 797 women) representing the full range of regions, industries, company sizes, tenures, and functional specialties. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. The results indicate that collective, cultural factors at work are more than twice as likely as individual factors to link to women’s confidence that they can reach top management. They recommend a holistic diversity agenda to create a culture that supports women in senior executive positions. The article is available at: http://www.mckinsey.com/Insights/Organization/Moving_mind-sets_on_gender_diversity_McKinsey_Global_Survey_results?cid=other-eml-alt-mip-mck-oth-1401 Is your experience reflective of the survey findings? Are you surprised that men are less aware of the challenges female employees face at work (see Exhibit 3)?

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Take advice from the knowledgeable women around you

http://www.theguardian.com/women-in-leadership/2013/sep/02/knowledgeable-women-advice-cheryl-giovannoni

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Community Members
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S, Sreejith  
Ericsson
 
Adam, Nathania  
Telstra Corporation Ltd
 
Russell, Michelle  
Telstra Corporation Ltd
 
Sleeth, Julie  
Telstra Corporation Ltd
 
Warren, Theresa  
Agilent Technologies