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Connecting, inspiring and empowering women to lead the way



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  • 23 Feb 2024 11:39 | Anonymous

    Meet Nida Januskis, Associate Dean of Advancement at INSEAD and a Board Member at WIL Europe and RefuSHE. In this interview, she sheds light on the positive social impact of the organisations she's involved in, navigating the intense Executive MBA programme alongside her Dean position, and offers valuable insights into balancing professional and personal commitments.

    Interviewed by Anastasiia Hresko


    Let’s start by getting a deeper insight into your current role as the Associate Dean of Advancement at the business school INSEAD. What is your approach to building relationships with key stakeholders, including alumni, corporations, and foundations?

    In my role at INSEAD, the essence of my work revolves around cultivating a network of trust and partnership with our 68,000 alumni across 170 countries. It's a journey of fostering deep connections, grounded in mutual respect and understanding. This requires a collaborative spirit (and perseverance!) and we rely on the alumni volunteers across our 60 National Alumni Associations and Global Clubs; these volunteers, who are our global ambassadors, amplify all of our engagement strategies.

    Furthermore, we have developed many digital tools that have expanded our toolkit, enabling us to strengthen our connections remotely and reach across borders that were previously difficult to access. Most recently we are working on launching an app to enrich our alumni and student experience. It's critical to stay relevant and agile, and for me, digital innovation is a reflection of any organisation’s commitment to innovation and impactful engagement.


    There was an interesting shift in your career trajectory: you started it in finance and then switched to work in the education field. Could you share the motivation behind this change?

    My career trajectory took a significant turn from finance into the realm of education and philanthropy, after a compelling encounter with an inspiring mentor. This shift was further motivated by my belief in education as a transformative force, capable of empowering individuals and shaping future leaders, with a particular focus on uplifting women. My journey through the international corridors of Harvard Business School to INSEAD has been underpinned by this belief, guiding my efforts to contribute to a world where education stands as a cornerstone of societal advancement and equity.


    Education is a transformative force capable to change the world, and we can use it to empower and shape future leaders, particularly women.


    Coming back to your current role at INSEAD, you have spent a substantial amount of time there, both as Associate Dean and most recently as an MBA student. How did you juggle one of the world’s most intense executive MBA programmes alongside your position as a Dean, and how did this experience as a student enrich your professional role?

    Embarking on INSEAD's Executive MBA program while serving as Associate Dean of Advancement definitely presented a unique set of challenges -- and opportunities. The 14-month journey is renowned for its rigor, combining intensive on-campus academic sessions with periods that allow for flexibility, a design that caters specifically to the needs of working professionals. However, it was more than just getting my MBA. My tenure at INSEAD, spanning over multiple years in a leadership role, had already introduced me to the unparalleled alumni network.  I always felt that INSEAD was my tribe, and I wanted to be a part of that as an alumna!

    The support system around me was pivotal. The encouragement from my family, friends, and the INSEAD leadership was instrumental in my ability to navigate the dual demands of my roles. It was rewarding to see my team rise to the occasion, demonstrating their capabilities and growth, and facilitating a (mostly) smooth journey through these commitments.

    For women contemplating something like an EMBA, the journey is undeniably complex yet profoundly rewarding. It comes down to your support network, both professional and personal. My advice? Surround yourself with individuals who uplift and motivate you. And then be as transparent about your commitments, and seek understanding (or forgiveness!) from those around you; there will be inevitable conflicts of time and energy. There will never be a "perfect" time to do something so intense – so buckle up and enjoy the ride!


    In light of the ongoing debate about climate change, what is your perspective on the role of business schools in addressing this global challenge? Could you provide an insight about how INSEAD aligns fundraising efforts with its social impact goals, given that it is a part of the United Nations Global Compact?

    As the the world's largest ranked MBA programme, with 1,000 students graduating each year, INSEAD is dedicated to being at the vanguard of integrating sustainability and climate change action into the heart of business education. This mission is embodied in our recent curriculum overhaul, where sustainability principles are woven into core courses, a large portion of electives, and a dedicated capstone course, emphasizing our commitment to preparing leaders equipped to champion sustainable business practices. The establishment of the Hoffmann Global Institute for Business and Society, further amplifies our dedication, aligning business strategies with global sustainability goals, a vision supported by the transformational contributions of alumnus André Hoffmann and his wife, Rosalie.

    Recognising the power of collective action in tackling environmental challenges, INSEAD initiated the "Business Schools for Climate Leadership" alliance, fostering collaboration among peer business schools to cultivate sustainability-minded leaders. In fulfilling our mandate as the "Business School for the World," we are committed to pioneering a future where business acts as a force for positive change, leveraging our global influence to foster a sustainable and equitable world.


    We believe in collective action – more business schools acting as forces for good, together amplifying our impact.


    Beyond your role as Associate Dean at INSEAD, you are also a board member at WIL Europe and RefuSHE. Could you describe the responsibilities that come with this role and how you contribute to the mission of these organisations?

    As an advocate for women's empowerment through education, my involvement with WIL Europe and RefuSHE is deeply rooted in this conviction. At INSEAD, serving as WIL's academic partner, we collaborate to offer webinars and generate insightful knowledge and content, further enriching the organisation and initiatives such as the Women Talent Pool program. My role extends to mentoring some of these remarkable women, a part of my work that brings me great satisfaction!

    In my capacity as a board member for RefuSHE, I am committed to supporting and advocating for one of the most vulnerable groups globally: refugee women, girls, and their children. The escalating global refugee crisis, with over 100 million people forcibly displaced, and a significant portion being women, underscores the urgency of RefuSHE's mission. The organization's holistic approach, encompassing education, mental health support, legal advocacy, and community integration, is pivotal in protecting these women from marginalisation and exploitation. My engagement with RefuSHE is not just a role but a passion, driven by the belief in creating a more equitable world through education and empowerment.


    What accomplishment, either within or beyond your career, do you consider to be your greatest achievement?

    Stepping away from my professional achievements, my most cherished accomplishment unfolded unexpectedly during the COVID-19 pandemic. With travel and events on pause, I embraced an unusual opportunity: joining Pandora's Box, an all-mom rock band (despite having no prior experience with musical instruments btw). This led me to learn the bass guitar, and I have since performed many concerts in Paris -- and totally rocked it! I think for me, it has been a profound reminder of the value of self-care, lifelong learning, and embracing new challenges.


    What is the best advice you've ever received?

    The best advice I've ever received came during a moment of vulnerability, right before my first-ever TV interview on France 24, representing INSEAD. The anticipation was overwhelming, my nerves a mess. Sensing my fear, the host offered a moment of unexpected solace. She firmly grasped my shoulders, met my gaze, and said a simple yet powerful reassurance: "You’ve got this…don't get in the way of yourself." This advice resonated deeply, teaching me the importance of conquering self-doubt. Sometimes the greatest obstacles we face are often the ones we place before ourselves. We cannot control every external circumstance, but we do have the power to control our mindset, and ultimately, our impact. So, to all WIL members: don't get in the way of yourself!


    Video edited by Claudia Heard


  • 31 Jan 2024 13:09 | Anonymous

    In this interview, we explore the dynamic career and perspectives of Marielle de Spa, Founder of TCKapital and Partner at AIKON Executive Search. Marielle shares valuable insights on career transitions, the impact of international experience and her commitment to promoting female leadership.

    Interviewed by Sarah Happ

     

    As the founder of TCKapital, could you share the inspiration behind establishing a strategic foresight advisory firm?

    TCKapital stands for Third Culture Capital. I became very interested in third-culture individuals –people who are exposed to a greater variety of cultural influences through being raised in a culture other than that of their parents or nationality- because of my own experience of making multiple transitions throughout my expat journey, but also because of my children who are third-culture kids. I wanted to understand the impacts of an international journey like ours. What were the competencies developed by cross-cultural executives throughout their careers? When I created the firm, my idea was to serve this community of third culture individuals navigating professional and personal transitions. I had shared this experience myself and therefore, understood their profile, but I also felt there was a genuine need and gap in the career advisory and executive search market for tending to the needs of cross-culture individuals.


    Throughout your 20+ years of global C-level executive search experience, how have you elevated global competence in leadership teams, especially when dealing with diverse cultural backgrounds?

    TCKapital provides leadership and career advisory, and I would say that 99% of my clients have international experience. I found that cross-cultural individuals have this international experience, but oftentimes they are unaware that it can be an asset for their professional lives. I help them strategise around those competencies that are very valuable in today's marketplace. I help them build a story so that the market, their companies, and potential recruiters can appreciate the value of their experience.

    At AIKON, I have Finnish, Danish, French and German colleagues among others, and while we all have a background working in large executive search firms and have our own individual areas of expertise and focus, mine being Southern Europe, Iberia and Latin America, there is a definite feeling of an alliance and a pan-European partnership. One of the distinctive services that we provide is cross-border searches that involve deep know-how of different markets and cultures. We are very skilled at conducting pan-European searches or even global searches to find candidates who bring that international experience that suit the needs of our clients. 


    With a diverse career background, including gemology and talent acquisition strategy, what advice do you have for individuals experiencing career transitions, seeking to reinvent themselves?

    The circumstances of my life have led me to reinvent myself quite a few times. Fortunately, these days, those are qualities that companies and markets are looking for. In life, you are always confronted with choices you have to make. I came to a crossroads at some point where I left my firm because they didn't have an office where we moved to in the US. Instead of seeing it as an obstacle, I tried to see it as an opportunity to do things that I never had the chance to do before, that I was passionate about, and gemology was one of them. Earlier in my career, I had worked in the luxury space, at Chanel, and I thought to myself that this was the perfect opportunity to go deeper into the jewellery business.


    The circumstances of my life have led me to reinvent myself quite a few times. Fortunately, these days, those are qualities that companies and markets are looking for.


    Career transitioning is not always easy and it has many levels. You can do an easy transition by just changing companies but doing the same thing that you're doing, or you can completely reinvent yourself and do something completely different. It's scary and you feel like it's impossible, but you can do it, and I did! What my experience has taught me is that any obstacles are mostly in your head and you can do anything you put your mind to once you overcome this.

    I always talk about the toolbox; you're just adding more and more to your toolbox. I advise my clients to make sure that they keep learning. As women, this can be difficult to embrace because when we embark on any new opportunity, we tend to want to do it perfectly. We think we're not going to be good enough, so we need to be extra skilled in comparison to men. But you just have to be confident and think that you can start whatever you want. Give yourself the space to do something crazy, to do something different; to do something you always dreamt of doing -  then one day you will suddenly wake up and you're in the place you dreamt of.


    Give yourself the space to do something crazy, to do something different; to do something you always dreamt of doing -  then one day you will suddenly wake up and you're in the place you dreamt of.


    Managing various roles can be demanding. How do you strike a balance between your commitments at TCKapital, AIKON Partners, and other advisory boards?

    Everything is connected. My roles and commitments are not competing, one area feeds the other. For example, I've always put an emphasis on women's advancement, and I would say 80% of my clients are women, so I work a lot with women. I also am part of advisory boards in women's associations. So, it's all connected.

    I always ask my clients; ‘what is your spinal cord?’ My spinal cord is consulting and strategising. I can do it in many areas, many different fields, but I never leave the consulting space. Even when I went into the jewellery business, I was a jewellery consultant. Therefore, my advice is that you can be a generalist like me, but there are two rules that you have to follow: the first rule is to be careful not to dilute yourself; try not to do too many things and not finish any of them or not have the opportunity to go deeper in each of those. The second rule is to make sure that if you are going to embark on different types of projects instead of just one, they need to feed each other.


    Given your belief in the importance of future-proof skills, how do you think young people could be better prepared for the evolving job market?

    I think most young people have future-proof skills, they just need to know how to leverage them and how to use them their advantage. My advice would be to stay updated. To give an example, I'm not saying that you need to become a specialist in AI, but you have to be knowledgeable about the different things that are happening and how this could impact your field.

    I would also say future-proof skills have a lot to do with soft skills, with being resilient, agile and adaptable. If you have the opportunity for transitioning and having an international career, that already gives you most of those skills, right? That's why I always encourage people to work in different countries and fields. Don't try to focus too much from the beginning. Give yourself the opportunity to discover.


    I always encourage people to work in different countries and fields. Don't try to focus too much from the beginning. Give yourself the opportunity to discover.


    You are an Executive Board Member of Mujeres Avenir and recently joined the WIL network. Why do you believe it is so important to promote female leadership, and what initiatives do you believe are most effective in supporting women in the workplace?

    We have achieved a certain level of advancement for women, but there is still so much more to do. I just organised an event for Mujeres Avenir. I wanted to bring in a few women who had been successful in their own fields, but more than to talk about their success, I wanted them to talk about the biggest obstacles in their careers, to understand the challenges they face. That is why I'm part of these associations because I want to use my work, what I have learned, and I want to pass it on. As women, we need to support each other as much as we can.

    There are two things that I emphasise in terms of supporting women's leadership or helping new generations toward that goal. The first one is to make sure that you get a sponsor. A sponsor is someone that not only mentors you but is going to help open their network to you, it's someone who's really going to advocate for you, who's going to basically pull you up and open doors to you. The second one is cross-generational sharing. There's so much that the younger generations can take from the older and vice versa.


    Building global networks has been a cornerstone of your career. Can you share how your network significantly impacted your work or opened unexpected opportunities?

    There isn’t an individual figure who stands out to me or changed my career. It’s the cross-sharing that has been the most impactful for me. It's the little conversations, sharing the good, the bad, and the ugly with them. It's hearing about how one or two made it to where they are. That’s what is most important to me in these networks.

    And for younger generations, it's an opportunity to find these sponsors I'm talking about. I think the hardest thing in life is to get in, to get access to the people that you want to have access to. A network like this gives younger professionals access to connections that you otherwise may not come across. So, leverage this network, because it is an opportunity, it is a privilege, and it will make a difference in your career.

    Leverage this network, because it is an opportunity, it is a privilege, and it will make a difference in your career.


    Video edited by Claudia Heard


  • 07 Dec 2023 11:50 | Anonymous

    Meet Elisabetta Spontoni, Executive Vice President, Group Offer Leader for Digital Core, Global Head of Packaged Solutions Portfolio, Communities and Enablement at Capgemini. In this interview, she discusses her multifaceted career, sharing insights on achievements, learning experiences and the importance of fostering diversity in the tech industry.

    Interviewed by Sarah Happ


    Can you describe your current role as Executive Vice President and Group Offer Leader for Digital Core and Global Head of Packaged Solutions Portfolio, Communities, and Enablement at Capgemini?

    I have two roles; the first is Group Offer Leader for Digital Core. This means packaging the service offering around enterprise transformation as well as defining in which way we position in the market. So, it's all about business transformation and what value Capgemini brings to its clients. The other role is Global Practice, which concerns the services we offer around the Packaged Solutions Portfolio. I also take care of Enablement, Learning Certifications and Communications from the Global Packaged Based Solutions Practice.


    What has been a challenge you have overcome or an achievement you are proud of whilst you have been in this position?

    There are challenges every day, that's what makes the job exciting, right? I am proud of a few achievements. I received recognition for both the delivery aspect of my role and the portfolio side. My career has two main chapters - for the first 16 years, I was really focused on delivery, leading large transformation programs, both local and international. The second part was based on Portfolio and Solutioning as Group Offer Leader. I received awards in both jobs, one delivery excellence award and three different portfolio awards, which I am very proud of.


    Can you tell me more about the ‘Flying Squad’ team you are part of at Capgemini? How do you approach missions for critical projects?

    Flying squads are unique concepts at Capgemini. It's a team of two senior-level candidates who talk to project teams and clients to identify risks and provide recommendations on how to mitigate or fix problems. After the missions, there is a detailed report with a list of recommendations provided to the team to help them face the situation and anticipate potential risks in the future. I really enjoy doing these missions because I find them to be very good learning opportunities, since you keep discovering what can go wrong.  This is helpful in allowing me to develop my risk management skills.


    Your impressive career at Capgemini spans over two decades. From your perspective, what advantages and personal growth opportunities arise from maintaining a long-term association with a single organisation?

    Our group can offer a lot in terms of professional growth. We have processes to take care of people individually, but I believe it's important that every person is looking at what they want to do in their career and be proactive in creating opportunities for things to happen. With large groups, there are plenty of opportunities and you just need to find the ones that are good for you, create your network, and of course do a good job to achieve what you want.


    With large groups, there are plenty of opportunities and you just need to find the ones that are good for you.


    Gender stereotypes can affect the perception of leadership capabilities. How have you perceived and managed gender-related challenges in your career?

    Our industry has a prevalence of males in general. Also, I graduated in engineering which was also a very male-dominated domain, so I'm used to being in situations where I'm the only woman.

    I'm a strong believer in the value of diversity and in the quality that it brings. I have a team that I design to be as diverse as possible. I really pay attention to getting enough points of view from different genders, regions and practices, and this is what really brings quality to our decisions and the work we do. So, whenever you find yourself in a discussion where you are not necessarily in the majority, it is important that you express your point of view because the fact that you are a minority is in itself valuable for the discussion.


    Whenever you find yourself in a discussion where you are not necessarily in the majority, it is important that you express your point of view because the fact that you are a minority is in itself valuable for the discussion


    As the mother of two children, how do you manage to sustain a healthy work-life balance while holding a senior leadership position?

    First, you need a great organisation. As you design your time for work, you need to design your time for life. People laugh when I say this, but in my calendar, as well as noting down all my meetings, I also have a blocker for Zumba. It's something that I enjoy doing, it keeps me fit and my mind healthy. You need to really give time to your life, otherwise, you quickly become sick, which isn't good for you or the company you work for.


    You recently joined the WIL Network as a Member this year. What does it mean to you to be part of a network where you can build alliances with other female leaders?

    I think it's a good opportunity to exchange points of view and experiences. I recently attended the Annual Gathering in Rome and found it to be really inspiring. The other thing I like about WIL is the possibility to coach young women and provide good advice on things I experienced myself throughout my career.


    What advice do you hope to leave for the next generation of women leaders at Capgemini and in the STEM sector?

    That a career in consulting is for everybody and there really is no reason not to go for it as a woman. Also, it's important to raise your voice. I learned that whenever I didn't express my point of view, it was a mistake. So that's what I really encourage everybody to do. You have to follow your passions, that's the most important thing. I have stayed at Capgemini for 25 years because I keep having fun, I do what I like, and I keep learning.


    It's important to raise your voice. I learned that whenever I didn't express my point of view, it was a mistake.


    Video edited by Claudia Heard

  • 30 Nov 2023 16:03 | Anonymous

    Meet WIL Board Member Inga Karten, a Political Consultant with a passion for diversity. In her interview, she shares insights from her role in the political consulting which has taken her all over the world, what lessons women in all sectors can learn from a lobbyist’s skillset, and why gender representation and diversity are so important in politics and consulting.

    Interviewed by Claudia Heard


    Since 2008, you have been working in various leadership roles at Miller & Meier Consulting and are now a Senior Special Advisor. Could you tell us what a typical day in this role looks like for you?

    I've been working as a political consultant for a long time now, and my role has always been to advise companies, sometimes also associations and other organisations on their political strategy. I start with a political analysis, then give advice on how to best represent their political interests, which involves a lot of strategy development – my favourite part of the role. I also do a lot of ad-hoc work, as you have to react to recent changes in legislation or fast-moving political developments. A typical day of mine would be spent in meetings with clients, who I regularly update on changes in the political landscape, and we discuss how to react to them. If a specific response to a development is needed, this requires a lot of co-ordination to put the strategy in motion and involves messaging analysis to ensure our reaction is appropriate and effective.


    You currently advise UK and German clients from the transport, energy and recycling industries on political positioning strategies and how they can develop and grow. To focus on one of these sectors, how do you envision the future of sustainable transport in Europe? 

    Transport is one of the main industries responsible for CO2 emissions, so there is a lot of potential for change in the sector. Currently, much of my work is focused on electro-mobility charging infrastructure, so I think one way to make modes of transport more sustainable is to switch from combustion engines to electric vehicles, for example. However, we should ask ourselves whether changing the motor of a car is enough, or whether we should be switching to different forms of transportation altogether; be it car sharing, improved public transportation or bikes, especially in big cities.


    We should ask ourselves whether changing the motor of a car is enough, or whether we should be switching to different forms of transportation altogether; be it car sharing, improved public transportation or bikes, especially in big cities.


    You established Miller & Meier’s presence in the US as the Vice President of Transatlantic Public Affairs between 2013 and 2017, a time of significant shifts in the US political landscape. What was it like to work in this political climate as a public affairs expert?

    It was a fascinating time to be a political consultant in Washington, the global capital of lobbyists. I noticed there is a greater emphasis on money, networks and connections, compared to what I was used to in Berlin and in Brussels. Lobbying in the US is much more centred around campaign finances, with a focus on hosting fundraisers and donating to political action committees. You can also see the ‘revolving doors’ mechanism in action, where people switch from the corporate sector to a public role in Congress, the Senate, a Ministry or in administration, much moreso than in Europe. My American colleagues were surprised to find out that in Germany we have a much more old-fashioned way of working, founded simply on arguments rather than connections or finances. Of course, it helps to have a strong network and good contacts, but I believe the most important point to remember as a lobbyist is to know when to speak, with whom, and using the right argument. If your arguments are convincing enough, I find that who you have donated money to or how close you are to your colleagues is not as important.


    However, this mindset was not prevalent in the US, particularly in the run-up to the 2016 election. The political climate was extremely divided, with a two-party system, which differs to the German multi-party system of proportional representation, which often results in coalition governments. The way the parties collaborate is completely different, as they are always mindful that they may have to enter a government with another party again, so the ideological differences and attacking tone during election campaigns are not as marked as they are in the US, so it was very insightful for me to work within this different system.


    It helps to have a strong network and good contacts, but I believe the most important point to remember as a lobbyist is to know when to speak, with whom, and using the right argument


    You were also the German spokesperson for the billion-Euro project of the Fehmarnbelt tunnel between Denmark and Germany. As a professional lobbyist and communicator, what advice do you have for managing high stake negotiations with different stakeholders involved?                                                             

    During my involvement in the Fehrmanbelt tunnel project, which is currently being built, I worked for the Danish state-owned company that is responsible for planning, building, financing, maintaining and operating the tunnel. It is a Danish project based on a state treaty between Denmark and Germany. It was a cross-border initiative, but mainly planned in Denmark.

    I quickly learnt that there was noticeable cultural differences between the two countries. The Danish working style when it comes to planning is based on open communication at every stage of the project, whereas in Germany, the tendency is to only communicate the final result. In Denmark they were much more open to changing their minds depending on what the best solution for the project was and clearly communicating any changes. This was difficult for the German side to understand as they usually only publish something when it is 100% certain, especially when the authorities are involved, as they think that if you openly choose an alternative option, it will publicly seem that a mistake was made and that the project is not under control.

    Public perceptions differed too – whereas in Denmark, the public seemed to trust that the process would be communicated and improved over time, perceiving changes of opinion as a sign of flexibility, this was not the case in Germany. When it comes to high-stakes projects such as this, I would always recommend getting as many people on board and informed as early as possible, keep open lines of discussion and never tire of re-explaining the process to them if necessary. Listen to the concerns of different stakeholders and try to take them seriously, addressing these within the strategy and design of a project as far as possible.


    You are a WIL Board Member, a Mentor at MentorMe, a mentoring platform for women, and also the founder of de’ge’pol W, a platform to promote the participation and representation of women in political consulting. How do you think having role models, networks and mentors can help women, particularly in the political sector?

    I think for women it is incredibly important to have to have role models. There's this famous saying; ‘If you can see it, you can be it,’ and with my children, I now see how important this is when it comes to gender diversity and other forms of representation in books and toys, for example. Role models are also particularly impactful in the field of politics. I recently came across a fascinating study, in which a group of women who were participating in a speaking contest were split into two groups, with half of them asked to look at a picture of Bill Clinton before their speech, while the other half were shown a picture of Hillary Clinton. In the end, the women who had seen the picture of Hillary, a female role model, performed significantly better than those who had seen a male politician’s picture. This goes to show the tangible positive impact even the sight of a role model can have on women and young girls as they progress through their career. Networks like WIL, and sector-specific ones such as de’ge’pol’W, a network I co-founded in Germany for women in political consulting, are crucial, because they give you a safe space, expertise, a visibility platform, and they help you find a group of women that will support you throughout your career.

    I also believe in the value of mentors sharing their expertise and knowledge, but especially when it comes to finding people who can guide you in your own sector, I think it is so important to have sponsors. This goes somewhat beyond the role of a mentor, because as well as giving advice and supporting you in the background, a sponsor actively speaks out for you and promotes you to others. I think a lot of women, despite having mentors, are lacking this figure in their career who could really help them become more visible in their field.


    With your lobbying expertise, do you have any advice for women on how to advocate for themselves in their careers, and are there any skills from your job that you think other women could learn from?

    As a lobbyist, there are always specific questions I ask myself when approaching a strategical situation. I always begin by analysing the status quo, asking: How much money is there? How much project support and resources are available? Who is competing for these for these resources, who are the stakeholders? Who has similar interests to me and desired outcomes, and whose are opposed to mine? Who makes the final decision, and when?

    Although in political terms this is called a policy audit or stakeholder analysis, these same questions can be used by women in a variety of different contexts to help them in their careers. Based on your answers to these questions, you can come up with a strategy on how to get what you want, based on building alliances with people, and considering the arguments you need to get them on board. You also need to consider who is going to support you, and who is going to oppose you, and how you could convince them to actively support you, or at least to not oppose you publicly. I would strategically choose alliances that perhaps have a closer connection to your opponents than you do and think about when the right tile is to address them. These are all techniques and questions used by lobbyists, which are at their core just a strategic process that can be used in many different situations and sectors.


    Now based in London, what are the differences you see in the style of working compared to Germany and the US? Are there any lessons you have learnt from this experience?

    In the UK as a German, I find it much harder to read between the lines as the British communication style seems much less direct. Especially in the beginning, I found it hard to gage what I could take seriously, especially after working in America where I found that people are very enthusiastic but don’t always maintain their commitment. British people are generally not as enthusiastic, but they are extremely polite, and will avoid directly criticising your ideas even if they don’t approve of it internally. However, I have started to tell my British colleagues to be very blunt with me, in the hopes that my German directness does not come across as rudeness!


    This year you have returned to academia, completing courses in Business Sustainability Management and Diversity, Equity and Inclusion Strategies for Business at the University of Cambridge. What were the challenges of this experience and what did you learn from it?

    One of the biggest challenges of going back to University was having to reference scientific studies and literature to justify my points, rather than giving advice based on my personal experience, which is what I have become accustomed to as a consultant. I chose to study these two topics because I believe they represent the most important challenges facing my industry. Sustainability is at the centre of intention for a lot companies, for good reason, so it is expected that people working in politics have the necessary knowledge. I’m also very passionate about the social aspect of sustainability, which links directly to diversity and inclusion. It’s very important to me that everyone gets an equal chance to have the career they want and feel they can contribute, not only because it is morally the right thing but because it has been proven that diverse teams have a better business output ,as you don’t keep repeating the same opinions put forward by the same people, who may be biased or mistaken without anyone to correct them. It is particularly important to have a diversity of standpoints in the political consulting field because of the impact of policy and business on the wider population and marginalised groups within them, who may otherwise get left behind. 

    It’s very important to me that everyone gets an equal chance to have the career they want and feel they can contribute, not only because it is morally the right thing but because it has been proven that diverse teams have a better business output


  • 26 Oct 2023 12:34 | Anonymous

    Interviewed by Hanna Muller

    In this interview, we delve into the world of IT and female leadership with Malgorzata Gryz. Malgorzata shares her journey from a radio journalist to impactful management or leadership roles in global IT giants like Microsoft and HP. She brings a wealth of experience and wisdom to the table, including scaling Lingaro Group from 300 to 1.4K employees and being named the Global Data Power Woman.

    To kick things off, could you give us a brief introduction to your background as the Founder of Inspire and Vice President for Strong Women in IT?

    I am 54, which is important because I feel both young enough to have the energy to change the world and mature enough to know what I do not want in life and in business. I have been a proud mother to a 27-year-old and a partner and friend to my husband.

    I have worked for over two decades in various industries. Initially, I started my career with my first education as a radio journalist, and then my educational journey extended to business and technology. For the last 22 years, I have been closely connected to the IT sector, working with international brands such as HP for almost 11 years and Microsoft for six years. I also led one of the Polish data and analytics companies, Lingaro, which is globally expanding. Since the beginning of this year, I have had the honour and privilege of co-leading Strong Women in IT, a global IC Women Network, along with Anita Kijanka, who initiated and founded it. Additionally, for the past 11 years, I have been involved with the European Network for Women in Leadership – that has been my career in a nutshell, so far.


    I feel both young enough to have the energy to change the world and mature enough to know what I do not want in life and in business.


    Your career has spanned multiple industries, including IT, FMCG, and education. How have your diverse experiences influenced your approach to leadership and mentorship, particularly in your role as the Founder of Inspire and Vice President for Strong Women in IT?

    Many years ago, I held the belief that venturing into the IT sector was an unattainable goal for me, primarily due to my lack of a technical background. However, this belief was a fallacy. About 22 years ago, a headhunter encouraged me to participate in a recruitment process and underscored my knack for translating technical terminology into more comprehensible language, highlighting the substantial value of this skill. Initially, I harbored reservations because I lacked technical expertise. Nonetheless, I came to realize the pivotal importance of trusting your intuition. This industry is marked by high dynamism, and it is imperative to maintain an open mind towards learning, nurturing curiosity, and exhibiting emotional intelligence. Success in the IT sector is contingent not solely on technical knowledge but on a sincere thirst for knowledge, inquisitiveness, respect for others, and a genuine ardor for the business. These are the primary lessons I have assimilated over the course of the last 22 years.

    As an advocate for women's empowerment in the IT industry, what do you see as the most pressing challenges facing women in technology today, and how can organisations and individuals address these challenges to foster greater inclusivity and diversity?

    I would like to mention the organisation I currently co-lead, Strong Women in IT, where we have collected stories and insights from 250 women from around the world, representing Europe, Asia, America, and Africa. They have shared their challenges as leaders working in the IT and tech sectors, and these challenges are quite universal.

    The first significant challenge they face is the rapid pace of technology change. While they love technology and are adept at using the latest tools, keeping up with the constant changes can be overwhelming. The second challenge is security risks, including data and network security, as well as ethical data usage. The skills gap also remains a persistent issue, particularly with the acceleration of digital transformation. There's a high demand for IT talents, and the skills gap is growing. Furthermore, market challenges are ever-present, adding to the complexity of the industry.

    With a focus on the emotional intelligence that women in IT value, the challenge of managing remote teams and keeping them motivated is another concern. Only 3% of the organisations represented by our network plan to stay in the office, with most adopting hybrid or fully remote work models. This brings challenges in keeping teams inspired and connected. Lastly, the high expectations placed on women in leadership roles add another layer of pressure. Time management becomes a critical concern. These challenges are not confined to a specific geography; women around the world face similar issues.


    While we love technology and are adept at using the latest tools,
    keeping up with the constant changes can be overwhelming.

     

    You are evidently dedicated to mentorship and leadership development for women, not least in your role as a Career Development Leader for our Talents in the Women's Talent Pool Programme. Could you provide some insights into your mentorship philosophy and some advice you frequently offer to women aspiring to leadership roles in IT and other industries?

    My mentorship philosophy is built on three fundamental principles. First, trust your intuition and honour your needs. If you aspire to make a career change, don't suppress your passion for learning and personal growth. Seek mentors who inspire you, explore various learning methods, and draw inspiration from the experiences of both women and men in the IT industry. If you desire a transition, consider internships and take a proactive approach. Trust your intuition and make your needs a priority.

    Second, remain a perpetual learner. Don't wait for miracles to happen; take control of your life and career. Cultivate your curiosity, ask questions, and build valuable networks. Embrace a proactive learning mindset, which is relevant to both younger women and those with more experience.

    Lastly, never give up. Don't allow anyone to deter you from pursuing your goals. I'd like to share a story of a talented woman who was told it was too late for her to shift into the IT industry due to her age. She persisted and achieved success, demonstrating that age should never be a barrier. Look for individuals who are open-hearted and open-minded, willing to listen to your story and support your journey. 


    Don't wait for miracles to happen; take control of your life and career. Cultivate your curiosity, ask questions, and build valuable networks


    To finish, we like to ask a question from the Proust questionnaire. Is there someone you would consider a real-life hero, someone who you greatly admire?

    I have several role models whom I greatly admire, but I'll mention three in particular. The first is Madeleine Albright, former US Secretary of State, who was a staunch advocate for women's rights and played a significant role in my home country, Poland's path to joining NATO. She holds the distinction of being the first woman, Secretary of State in United States history, earned worldwide respect, and I hold her legacy in high regard. Her quote, "There is a special place in hell for women who don't help other women," deeply resonates with me.

    Secondly, Michelle Obama's dedication to fostering hope and change, as well as her ability to inspire both women and men, is truly remarkable. Her book, "Becoming," has become a guiding light for independence and self-respect for many.

    Lastly, I'd like to mention Vahe Torossian, former Global Vice President at Microsoft, who served as my leader during my tenure at Microsoft. He demonstrated an immense passion for both people and business. His inclusive approach and support for women in the IT sector, coupled with his ability to create a thriving work environment, were genuinely inspiring. His example as a global leader serves as a role model to many, including myself. Of course, over the past 15 years, numerous young women and individuals have also inspired me on my journey.

    Video edited by Claudia Heard

  • 20 Sep 2023 11:51 | Anonymous


    Interviewed by Montana Cantagalli

    Meet Maria Grazia Medici; a Partner and Head of Life Sciences and Healthcare at Osborne Clarke in Italy. In this interview, she talks about how and why she decided to go into law, her hopes for the next generation of lawyers and the transformations she has observed in the field.


    You are Head of the Life Science and Health sector at Osborne Clarke in Italy. What motivated you to take on this leadership position and what drew you to specialise in the regulatory aspects of Pharmaceutical and Real Estate law in the first place?

    Taking this leadership position was a natural step for me. Having previously worked in a small boutique firm, I found myself at this fantastic organisation, Osborne Clarke, which is very well structured and gives people the possibility to do what they want. I was excited about the idea of being in an international law firm with a brilliant network of people. So, I thought why not? Let’s do it.

    And why pharmaceutical law? That was a bit of a “it just happened.” When I started working as a lawyer, I was given the possibility to work for clients in the pharmaceutical business and I really enjoyed it. It is law but it is also science, and I like the combination of the two. As a lawyer, having the possibility to understand scientific, technical, chemical, and biological aspects is a real privilege, particularly as this sector is developing so fast. In the fast-paced world in which we live today, it is so important to stimulate your intellect. If you don’t, you’re done for. You need to keep an open mind that allows you to look forward.


    In the fast-paced world in which we are living today, it is so important to stimulate your intellect. If you don’t, you’re done for. You need to keep an open mind that allows you to look forward.


    Have you always been comfortable with taking leadership roles and, if not, how did you find comfort in it? What do you think shapes a good female leader?

    I never really thought about it: I just focused on doing my work and having fun in the process. I am pleased with the results I have achieved and the relationships I have built with clients and colleagues.  This has given me comfort. If you are of service to other people and help them to grow and achieve their results, then they look at you as a leader. At the beginning, it can be a bit scary, but then you start gaining confidence. Historically women have had a duty of care towards their families, and this has made them adept at listening to people and their needs. It means that sometimes you are taking on a leadership role without knowing that you are doing so. Women are also well trained in taking care of many things at once, and this makes us more flexible and better able to look at and solve problems.


    If you are of service to other people and help them to grow and achieve their results, then they look at you as a leader.


    What excites you about the new generation of lawyers and how do we encourage younger generations of girls to take an interest in law? What are some important words that every upcoming woman in law should hear?

    The new generation is smart, ambitious, and not scared of being ambitious, and I greatly admire that. They are also driven by a desire for success and to make a difference, and this is important. Younger colleagues tend to do things differently from my generation and are more technological, which is part of their strength. Being technical helps you to be creative, for instance finding solutions that do not expose clients to risk.

    To be a successful lawyer, you need to have solid technical knowledge and a good understanding of the law. Lawyers are pathfinders. We are here to help our clients, to listen, understand and share our experience with them. Once again, empathy is essential to guide your client to the right legal solution.

    If I had to give advice to a young woman starting out in law, I would say: listen to your client, listen to people, be empathic, never put yourself on a throne because you are not a professor. Your priority should be doing everything you can to help your clients find the right path for them.

    I am proud to be at Osborne Clarke because we pay a lot of attention to the personal growth of our associate female associates and try to support them in different ways. Helping people find the right path is essential for their success.


    Lawyers are pathfinders. We are here to help our clients, to listen, understand and share our experience with them.


    Could you tell us about some influential figures in your life from whom you took inspiration on your own career journey?

    My mother had a big influence on me. She was a professor of women’s history and women’s studies in the Middle Ages, and she always told me that women should work and pursue a career. She was a big support to me during my own career.

    Later, I met many influential figures for different reasons and from different backgrounds. At 14, I got to know a fantastic American lawyer who took me to court in the US and this really opened my mind. It was thanks to her that I decided to become a lawyer.


    Law is known to be a very demanding sector to be in. How do you perverse your mental wellbeing when faced with significant work demands?

    At the beginning it was all work, work, work. I didn’t have much time for my personal life. My husband and I were very busy with our jobs, and having lots of fun with it, until one day, when I was a bit older, we decided to step out of our comfort zone and have two children. It was at that point that I realised that we could do and have everything we really wanted; it was just a matter of organisation. It was then that I also saw how incredibly important it is to preserve your mental wellbeing. This can involve anything, from going to the gym to going shopping: doing whatever it is that makes you feel good. It is beneficial for your work, because if you have a good mindset and reduce stress, you work better and produce better results. Personally, I don’t need to be stressed to work well.


    It is incredibly important to preserve your mental wellbeing. This can involve anything, from going to the gym to going shopping: doing whatever it is that makes you feel good. It is beneficial for your work, because if you have a good mindset and reduce stress, you work better and produce better results.


    Did your career feel different post-motherhood?

    It did: it made me stronger, for instance it gave me the strength to change course and to go to a different firm. Having children forces you to distance yourself from work and focus on other things that are important.


    Can you think of one or two significant obstacles you have faced in your career journey that you learned the most from?

    Oh yes. When I had my first child I was working at another firm and was told that I would not receive a bonus because, since the bar association had coverage for women during their maternity leave, I had already been given my dues. It was not intended as an act of aggression, but simply what they thought was normal and right for the firm. I was shocked and for the first time in my life stood up very strongly for my rights. The outcome was that, after listening to what I had to say, they recognised that they were in the wrong. With this incident, I understood that while there are certain battles that it is best to let go of, there are others you need to fight strongly. Younger female lawyers should always have in mind. You have to stand up for yourself because no one will give you anything if you do not raise your hand. This is not because people are bad: I’m optimistic about that. It is simply that everyone is trying to get the best for themselves. If you think you deserve something, raise your hand and ask, otherwise you are never going to get anything and someone else will. Raising your hand forces you to explain yourself, to analyse your strengths and weaknesses, and this helps you to get better results and go further.


    If you think you deserve something, raise your hand and ask.


    What pivotal shifts has you witnessed in the legal sector? What impact would you like to have on the legal sector during your time as a practicing lawyer?

    The first shift that comes to mind is technology. When I started twenty years ago, the firm I was at had only one email for the whole company. Technology has dramatically changed the law field in terms of timing of reply, the tools you can use, and the kind of attention you need to give to a matter to avoid a quick answer that ends up being the wrong answer. Another change has been the increase in the globalisation of the services offered by legal firms. When I started there were already some international law firms in Italy. The legal profession is not only domestic: you are not just an Italian lawyer or a French lawyer practicing Italian or French law, but you are also part of an international organisation.

    In terms of impact, I think it is the responsibility of senior lawyers to inspire younger generations to get to where they want. Aspiring female leaders should not think that having a family should mean sacrificing their career. Women have the right to have a career and a family, and we can show them that they do not need to choose. There are many senior female leaders with children around the world, in politics and beyond, who also serve as living proof that women can have both. In recruitment I see how smart and hard-working women are, and how far they can go.


    It is the responsibility of senior lawyers to inspire younger generations to get to where they want.


    You talked about the impact of technology. Have you ever felt worried about the role of tech in your sector?

    There are risks, especially for the younger generations. The fact that technology could lead to the elimination of some jobs, for instance. Technology also risks undermining person-to-person contact and a more human approach to business, which is something in which I believe strongly. At the same time, technology creates infinite possibilities. What I hope is that the moment that tech is no longer useful for helping people, it will be forced to take a different direction.


    Finally, how has being a lawyer impacted you as a person?

    It has taught me not to look at things from one direction. As a lawyer, when you have a problem, you must look at it from all perspectives to be able to take the best decision. If I have a problem or I am litigating, I will often play the devil’s advocate and try and think about what the other party would say. Seeing issues and problems from different perspectives and putting myself in other people’s shoes is a skill that I am now also applying in my personal life.  

    Video edited by Claudia Heard

  • 05 Jul 2023 12:00 | Deleted user

    Interviewed by Eimear O’Neill

    Mireille Helou is Senior Vice President of MENA at Orange Middle East and Africa. In this interview, she discusses the changing nature of the telecommunications sector, the role the industry plays in empowering women, and her journey to her current position at Orange.


    To kick things off, could you please give us a little background on how you arrived at your current position at Orange?

    To answer this, I need to start from the very beginning: I don’t think I’d be where I am today if it wasn’t for my parents empowering the little girl I used to be and making me believe that I could be anything I want to if I put my mind and heart to it. This belief allowed me to embrace STEM, and to study mechanical engineering. It also nurtured a kind of inner drive to constantly look for new challenges, opportunities, environments, cultures, and teams. So, when I graduated from university, I was eager to leave my home country of Lebanon to pursue new horizons.

    I decided to move to France, only to find out that the industry wasn’t ready to recruit a young female mechanical engineer from Lebanon. This attitude side-tracked me from what at that moment I thought I wanted most, and I had to change tack. I took a job as a project manager in a small company that worked on  electrical projects for the Middle East and rapidly moved up the ladder, taking on more managerial responsibilities. This was a very formative customer-facing experience, especially when it came to agility, adaptation, organisation, and stakeholder management.

    Six years later I was ready for a new challenge, and I found it in a sales and marketing department at a medium-sized company. There, I oversaw the development of new services and new business opportunities for key sectorial accounts. Three years later, at the dawn of the .com era, I leveraged my two previous experiences to help a German startup set up offices in Paris before joining Orange Group as a business manager.

    All this to say that nothing was planned; opportunities and looking for new horizons led me here. Without knowing it at the time, when I joined Orange it was the start of a long professional journey in a sector that would constantly evolve over the years, and within a company that would face multiple transformations. Fast forward to today and I am the senior Vice President for the MENA region and a board member for three of the four operations.


    I don’t think I’d be where I am today if it wasn’t for my parents empowering the little girl I used to be and making me believe that I can do and be anything I want to if I put my mind and heart to it…It nurtured a kind of inner drive to constantly look for new challenges, opportunities, environments, cultures and teams.


    You’ve worked with Orange for over 20 years, including posts in San Francisco and La Reunion. What about the working environment and company ethos made you want to stay with the organisation for so long?

    Orange is a big group. It operates in 26 countries in Europe, the Middle East and Africa    and is present in more than 120 territories across the globe. This offers a wide range of opportunities and exposure to diversity. My journey took me from functional to operational positions, from sales to sourcing and supply chain, to innovation, and now to my present position in governance. It led me from Paris to Nairobi, La Reunion, San Francisco, and finally to Casablanca where I am speaking to you from now, 22 years later!

    Every time I embraced change and moved beyond my comfort zone, I found myself on a path to growth. Once you understand that, there is no going back; every experience becomes humbling and a learning curve, yet at the beginning, each one feels scary and, every time you come to something new, you know that other people will have their own expectation for it. There is a fear to fail others, the fear to fail yourself, and, when you’re moving countries, it just gets amplified by the personal stakes and adjustments you undergo. It is your duty as a leader to show up as your best, most authentic self in order to build trust and to build lasting relationships, which are key for any challenges you take on. You also need to actively listen to understand the dynamics, ecosystem, workloads, and culture of the business, because they will differ.


    Every time I embraced change and moved beyond my comfort zone, I found myself on a path of growth. Once you understand that there is no going back, every experience becomes humbling and a learning curve.


    At the end of the day, I’m very proud to be part of a group that has embraced a purpose that will give everyone the key to a responsible digital world. Valuable human capital and a wealth of competencies and expertise are amongst its biggest assets. Orange is also a group that believes in equal opportunities and actively promotes diversity and inclusion. All this is why I find myself 22 years later still in the group and eager to continue, to bring value, and to see the business and its people grow.


    I’m very proud to be part of a group that has embraced a purpose that will give everyone the key to a responsible digital world.


    In a 2019 interview with Line Pelissier, now director of Career Paths, Recognition and Services at Orange, she noted that “the telecommunications sector has made a massive contribution to women’s liberation through their work.” What, in your opinion, has made the telecom sector such a launchpad for women’s careers, and how can other industries take inspiration from this?

    The telecommunications sector has been a game-changer when it comes to connecting people to each other and to new information. Telecoms have brought economic impact to everyone, but especially to women, and especially women in Africa and the Middle East. The advent of mobile finance, for instance, has been a key enabler for the financial inclusion of women. Studies show that mobile finance adoption has a positive impact on women’s economic empowerment, as it helps them to develop the ability to make life-determining decisions, including around their finances. A lot of women have been able to start small businesses to support their families and to better their lives and gain financial independence. This has benefited women hugely.

    As a company a network of 30+ Orange digital centres which offer free digital programmes, with a special focus on young people and women, serving as another example of how Orange and telecommunications services have contributed to female empowerment. Over the last two years, more than 700,000 people have benefited from these activities and an additional 20,000 young people have gone through intensive training with these programmes, of which 40% are women. This has given them access to the job market and the ability to build their futures.

    I think that this shows, overall, that we’re taking a more multifaceted approach than we did in the past.


    It is often said that the historical lack of opportugnities for women in the professional environment and ‘seats at the boardroom table’ can, and in many cases has, created a certain competitiveness between women at work, straining professional working relationships between women. Increasingly, this is being dismantled by the existence of more opportunities for women, and by organisations like WIL which seek to encourage women to work together and share ideas through networking. Do you think we'll see more of this in the workplace going forward, and in what other ways can we break the cycles of the ‘one seat at the table’ mentality that have limited women for centuries?

    Representation and role models are really important. We think that there is one seat at the table if we only see one person of that gender sitting at the table; that it’s the only space that can be occupied. As more companies commit to diversity and begin to understand that diversity is a factor of performance, and not diversity simply as representation, it gives me reason to be optimistic about where these things are headed.

    When it comes to competitiveness, I would say that there is healthy and unhealthy competitiveness. It is healthy if used as a tool for betterment and if there is fairness. This is especially so when you see yourself as the first person to compete against, because this compels you to bring the best out of yourself. When people are insecure about their capabilities, they might see others as threats or obstacles. This can lead to toxic workplace behaviour and unhealthy competition.


    As more companies commit to diversity and begin to understand that diversity is a factor of performance, and not diversity simply as representation, it gives me reason to be optimistic about where these things are headed.


    At Orange we have done a tremendous job of building a community of women leaders and encouraging them to work together and share ideas through networking and mentoring. Promoting collaboration in the workplace and helping women to grow confidence is a way to fight against gender stereotypes and discrimination. I think there is a major shift that’s happening with the younger generations too – they are more driven by purpose. I’m quite optimistic that we’ll be seeing more women in the workplace, more women at all levels, in the coming years.


    Telecoms is a dynamic industry that is required to continually evolve in line with emerging technological developments and trends. What are the most notable developments you’ve seen throughout your career, and how has the changing nature of this industry impacted your attitude to work?

    The telecoms industry has seen tremendous growth. How we communicate, how we access information and how we interact with technology, have all transformed. Each technological generation has brought its share of improvement in terms of data speed and network capacity. When we first started using Skype, for example, there was a dial tone, which took a lot of time to connect to the other user. We have also seen the expansion of internet connectivity and broadband, the democratisation of digital access, all enabled by the explosion of data and content services and the proliferation of social media. Not to mention mobile money adoption, which has given new opportunities to the unbanked population and had a tremendously positive impact on societies and economies. Going forward, we can expect to see the exponential growth of cloud computing and AI and this contributes to the overarching idea that new developments are continually emerging.

    In a nutshell, telecoms enable individual businesses and communities to connect, collaborate and thrive. They are the backbone of modern society. How has this impacted my role? I’ve seen disruptions, revolutions, novelties, technological evolution, and growth. This has made me a more adaptable person and given me agility, something you need to strive for. Being surrounded by uncertainties and in fast-paced environment has positively shaped me as a person and helped me to develop resilience.


    Telecoms enable individual businesses and communities to connect, collaborate and thrive. They are the backbone of modern society.


    If you could have a dinner party with anyone from history, who would you invite and why? 

    I would love to have a dinner party with trailblazing women from all domains who have had big and small achievements; women who inspire and empower the next generation. Names that come to mind include Marie Curie, Rosa Parks, Cleopatra, Ada Lovelace, Wangari Maathai, Simone de Beauvoir, Simone Veil… but I’d also like to include all the mothers, sisters and teachers advocating and fighting for the empowerment of their daughters, pupils and communities. Ultimately, it’s the whole community of inspiring women that I’d love to have at a dinner party! So many female achievements are understated in history and I’m sure there are a lot of women who don’t appear in books that have yet to be discovered, and I’d love to invite these silent heroes to my dinner party too.


    So many female achievements are understated in history and I’m sure there are a lot of women who don’t appear in books that have yet to be discovered.



  • 23 May 2023 14:21 | Deleted user

    Interviewed by Montana Cantagalli

    Meet WIL Member Audrey Krause-Roehrig, Finance Director at fritz-kola. In this interview, Audrey discusses the impact of her international upbringing on her career, her love for mentoring, and what it takes to be an authentic leader.


    From your biography, I gather you had quite an international upbringing. Could you tell us more about that and how it impacted you as a professional?

    My grandmother was German, my grandfather French, so there was a strong feeling of being European from the start. My grandparents and my parents were also very interested in discovering new culture .My grandparents both spoke four languages, which was quite unusual in France at the time. I often say that that my parents lived with a suitcase in their hands, because they love to travel around the world: my father would go to Africa or Asia in his free time and come back with all those wonderful stories. We were brought up to be European and got used to meeting people from abroad and experiencing different cultures, and that is probably how my sister landed in the UK, and I landed in Germany. It felt very normal for us to live and work abroad, and I wanted to do so as soon as I could because I thought that when I got married and had kids, I would end up coming back to my home country. But things did not turn out quite like that! You meet people abroad and then your new home becomes somewhere else. You have all the benefit from being a foreigner but also all the advantage of knowing that there are different countries and opportunities, and that the work can be different wherever you go.


    You have worked with non-profit organisations such as “Start with a Friend”. Could you tell us more about this?

    When the war started in Syria and many refugees came over to Europe, I asked myself how I could really help them. What could I contribute that would be meaningful for them and for myself? A friend suggested that I support  someone and help them start their new life in Germany, something which spoke to me as I had also lived through the experience of being a foreigner in Germany and having to learn how things are done.  So I did - met and supported two people on the programme and prepared them for job interviews,  eg. looking over their CVs. A friend, photographer, helped by taking their pictures for their CVs. Back then I was working at Beiersdorf, a manufacturing company, so I also asked some colleagues of mine to do  fake interviews with them to prepare them for the real ones. They learned simple things like the way you sit in Germany, how you start an interview and so on. Once recruited, I supported them with their contracts to check they were okay, and we also discussed what they would do as a next step. One of the men I mentored, who I am still in touch with, has been living for five years in Germany, learnt German and had a family. When you see that, you feel that you have really changed someone’s life by helping them get on the market.

    Mentoring is about personal development at the end of the day. It is about discussing with people,  supporting them realise what might be holding them back and where they want to go to. It is also about challenging them on their stated objectives and expectations if they are really the ones they are longing for.


    Mentoring is about personal development at the end of the day. It is about discussing with people, supporting them realise what might be holding them back and where they want to go to.


    You are also a mentor for Step Up and for our Women Talent Pool leadership programme. What inspired you to be a mentor? And what aspects of mentorship do you wish you would have had more of in your own journey?

    I decided to start mentoring a few years after I was in a talent programme during which we were asked to write a letter to our retired selves, once we were old and holding a retirement speech. I wrote “When I leave the company, I want to be able to say that I helped grow many seeds; that I helped people grow.” This has followed me ever since and I hope that through all the mentoring sessions that I have been giving I have helped people in this way. Through mentoring, I get the feeling that I can contribute to somebody’s life.

    My experience as Tandem  for “Start with a Friend” and further experiences as Mentor within the companies I worked for led me last year to ‘Step Up! Karrierewege e.V.’, a very small NGO that welcomes 40 teenagers a year onto a programme. Its goal is to help students from different social backgrounds find their path and show them what is possible. Looking back, I am not sure that I got all the right advice when I was still a student myself. One of my sons is studying engineering, and when I look at him, I often think “That would have been great for me too”, but the idea never crossed my mind. I think it is very important to help young people who might not have the right setup or the right background behind them to find their way and the right career.

    Although I did not necessarily pick the right area of studies for me, after that I had a lot of luck. On my way, I have met a lot of people who have supported me and given me advice. And I know that I grew because I had the chance to have all these people in my life. You always need a little bit of luck, too, to find the right people who can support you, and I had lots and lots on the way. Now I want to give back what I have got from others.


    What is a change or movement you would like to see towards gender equality in your current sector? And how can companies make themselves more approachable to all, especially women?

    What I would really like to see is more women at the top level of the hierarchy, on executive and supervisory boards. We are still missing women there and this has a lot to do with how women make decisions at different stages in life. I respect them all, but I do think that it is important for women to think about what kind of investment they are ready to make to keep moving forward in their career. For example, in the first years when I was working, I had two kids and most of my pay was going toward supporting myself to be able to work in a proper manner, like getting help with childcare. And there was a price to pay because we could not do the far-away expensive holidays and other expensive activities. But in doing this, and being able to progress in my career, I was making sure I was having a return on investment in the coming years. It is important that, in society, people change their views and help even more women to reflect on this and recognise the benefits of continuing to invest in their career. Women also need to make sure that they keep on moving forwards to ensure that they are at the right place when people are looking for them.

    There is still a long way to go, and we are not there yet. Nevertheless, there are changes happening that I see on many levels. I see men coming into my company who are part of the new generation, and who are much more open to doing part-time jobs to take care of children. This is very different to my generation. It is great to see because it is not just women who needs to adapt but society, and that starts with the partner. In terms of legislation, I was always against quotas, but increasingly I see a need for them to get things moving in the right direction.

    The question of companies being approachable to all, not just women, is something we are thinking about a lot within the management at my company. Because it is not only about women at the end of the day, but also about getting a diverse team that is working well together. On the one hand we want to have more, on the other hand side you cannot force it. I believe that if you have a good company culture then it will bring in the right people at some stage.


    I believe that if you have a good company culture then it will bring in the right people at some stage.


    Tell us about what it has meant for you to combine motherhood and a career.

    I was very lucky to be born in France because there you do not have to make a choice between the two. You think “Okay I have my kids, check the box, I go back to work.”.

    It helped me a lot to be abroad. Unlike in France where you have a lot of pressure to go back to work immediately, in Germany you have pressure to stay at home and be a mother. So, in the end I had to find my own way of doing things. I strongly believe that being a mother makes you a better leader and being a leader makes you a better mother. Since I was not the only one looking after them, my kids have grown up to be independent and are used to being in contact with different people.

    What has changed in Germany is that, today, we have many more role models of women with kids, something that was always more visible in France. It is great for younger women coming through to see that they can do both, the way men always could.


    What are some mistakes or obstacles throughout your professional career that you feel you most significantly grew from?

    I grew when I was facing big challenges. When you have a team and they are all young, passionate, just out of university and burning to do stuff, it is not difficult to listen and be heard, because they are already leading themselves. What is more complicated and what really makes you grow as a leader is when you lead people who are very different characters, from young to old, women and men, who have all different needs in the way they like to be led. Leading a team that needed to be convinced, where the individuals might not want to bring their best to start with, is where you grow most. I think I also grew a lot with all the feedback I received throughout my career. At first, I thought I needed to be very professional, to keep a face straight and get on with solving problems; but in fact, being a leader in a company is about being together, being a team, showing how you feel and not only how you think.

    I do not believe that anybody has a career without bumps, because the bumps are what make you a person in the end. In the face of challenge, you are forced out of your comfort zone. When everything is too easy, you do not grow. Being an authentic leader is about being able to talk about what did not work: this encourages people to ask questions, and to come with answers.


    I do not believe that anybody has a career without bumps, because the bumps are what make you as a person in the end. In the face of challenge, you are forced out of your comfort zone. When everything is too easy, you do not grow.


    Tell us more about how your perception and definition of an “authentic leader” has evolved throughout your career, and the extent to which you are encouraged to be authentic in your sector.

    As I said, I used to think a leader needed to have all the answers and today I do not think this is the case. For me, the leader is the one who creates the trust so that people in the team feel they can raise issues and show how we can solve them together. I do not want to have all the answers, nor do I need to be the strongest in the room. I make sure that the people in the room can be who they are. This is what makes an authentic leader and ensures that the best is brought out in teams. 


    I do not want to have all the answers, nor do I need to be the strongest on in the room. I make sure that the people in the room can be who they are. This is what makes an authentic leader and ensures that the best is brought out in teams.


    I do not know if people are encouraged to be authentic in my sector, but in my company, it is the case. This is why I chose to work for fritz-kola. Here, the value that the company represents my value as well. I can be myself and I have a feeling that my teams can be themselves too. It is a very creative and bold company, and people come to work here because they believe in what we are working for. The hierarchy is very flat, and people treat each other as equals whatever their position.


    Video edited by Juliette Travaillé

  • 18 Apr 2023 10:00 | Deleted user


    Interview by Anna Marin and Marella Ricketts

    Meet WIL Member Rita Malavasi, Public Policy Senior Manager at Amazon Italy. In this interview, she shares with us her nuggets of wisdom, from what she has learned from working in an international environment to the benefits of companies prioritising diversity and inclusion.


    You come from an extensive career in International Business Development and Public Policy, and you are now working as a Public Policy Manager at Amazon in Italy. Can you tell us about how you entered the field of business development and public policy? How did you end up in Brussels in the first place?

    I had the opportunity right after my first Master of Art in Economic Development and Management in Bologna to start my professional career in Brussels at the EU Office of Region Emilia-Romagna. It happened by chance, through an internship offer. After my internship, I started working as a Public Policy Manager at the same office in Brussels, the city which would be my home for the next eight years.  I understood from the very beginning that it was going to be a significant and long-lasting experience for me in that city - both from a personal point of view, with the incredible people you can meet from all over the world, and from the professional point of view. I had the chance to learn institutional relations by working at the very core of the EU institutions. I developed my career in an extremely international environment that has been and still is today, the “fil rouge” of my path. 


    Over the years your career has taken a path towards Institutional Relations and Public Affairs. Could you explain a little more about what that means and your current responsibilities? 

    In addition to the international dimension, politics and public policies have been my passion from a young age. After serving as Public Policy Manager at Emilia-Romagna Office in Brussels, I came back to Italy and worked in the field of international business development for seven years, where I led a team and a network of professionals across the globe. During the coronavirus, when life suddenly got quieter because we were forced to spend more time at home, I reflected on how my career had developed and I understood that I was looking for a new challenge that could bring together the two parts of my professional career into a new path. My position in Amazon offers me exactly this opportunity to combine my background and experience in Institutional Relations and Public Policy with my know-how on business development and operations, but in a very new and hyper inspiring environment. Today at Amazon Italia I lead on Operations and SMEs policies within the Italian Public policy team. In other words that means ensuring that our presence in Italy brings a positive economic and social impact in the country, focusing on some key areas of policy: Workplace, DEI, Skill, SMES and economic local development. 


    During the coronavirus, when life suddenly got quieter because we were forced to spend more time at home, I reflected on how my career had developed and I understood that I was looking for a new challenge that could bring together the two parts of my professional career into a new path. My position in Amazon offers me exactly this opportunity.


    What has working abroad in Brussels taught you? What have you brought with you back to Italy?

    In Brussels, the opportunity that I had at the beginning of my career was extremely important. We had a small team of mostly women and a director who would give us a lot of space to bring our ideas to the table and implement them into new projects. It was a way to network with other people and organisations as well, and these relationships have stayed with me and helped me advance in my career, even if I decided to go back to my country. 


    In Brussels, the opportunity that I had at the beginning of my career was extremely important. We had a small team of mostly women and a director that would give us a lot of space to bring our ideas to the table and implement them into new projects. 


    As well as being an expert in Public Policy and Business Development, you also have experience within Diversity and Inclusion. Could you tell us more about that and if you have noticed any change in recent years in how much emphasis organisations and companies put on inclusion?

    Diversity and Inclusion is a key asset for a competitive and attractive organisation today, be it a private or a public company. The topic today is given much more priority compared to a few years ago. I’m very proud that the Italian Government within the National Recovery Plan designed an innovative initiative called Gender Equality Certification (GEC) for companies that want to promote gender equality by structuring their own management system – not only to demonstrate their commitment to gender equality, but also to set and monitor specific targets for improvement. Amazon IT was the first e-commerce company in Italy to obtain this important recognition. Thanks to the GEC, we doubled down on Amazon’s commitment to strive to be Earth’s Best Employer (one of our Leadership Principles) and enrich diversity of experience in decision making by increasing female representation. From the point of view of the employees, Amazon's commitment to reach the GEC is definitely confirmation of what Jeff Bezos used to say: It’s not only that diversity and inclusion are good for our business. It’s more fundamental than that — it’s simply right. 


    Can you tell us a little bit about your day-to-day life at Amazon and your main responsibilities?

    I’m the Ops Senior Public Policy Manager of the Italian team and I’m leading Operations and SMEs policies. Since 2010, Amazon has made investments of more than €12.6 billion in Italy and we are present in more than 60 sites across Italy, including Fulfilment centres, Sortation Centres, Delivery stations, a customer service in Cagliari, a corporate office in Milan, and our Innovation Lab in Vercelli. One of the main goals of my team is to make sure that Amazon represents a force for good in the country and that our extended presence acts as a driver for social and economic development locally and regionally. This is a key asset of our own competitiveness. In addition, I lead the team on our SMEs initiatives. In Italy we have 20,000 Small and Medium Enterprises using Amazon every day to expand their sales channels and export the most representative products of our territories all over the world. According to the latest 2021 report, SMEs that used Amazon in 2021 to sell their products in Italy and abroad created over 60,000 jobs in Italy and recorded sales abroad of more of 800 million euros. We promote free training programmes and ad hoc initiatives to facilitate the digitisation and internationalisation of IT SMEs and we work closely with the Italian Institution to enhance our achievements and to promote a stronger private-public partnership. 

     

    How has the experience of working in different countries shaped you - in both a professional and personal way? What have you learned about yourself from this experience?

    I have been travelling alone since I was very young, and the international environment and mindset is what characterises my personal and professional life. Working in an international environment is a never-ending occasion to learn and to understand new points of views that drive innovation and bring new challenges both in my personal and in my professional life. It has been a great opportunity to grow.


    If you could travel back in time and give yourself one piece of advice, what would that be?

    The main advice I would give to my younger self would be to remind myself that perfection does not exist. Learning that it is okay to fail is something women especially should understand. Failing is not shameful but an opportunity to grow and to learn. This is probably the most important advice I would also give to a young woman at the beginning of her career, as well as to be brave and take the most out of every experience. Do not compromise with what you want to achieve. 

    Learning that it is okay to fail is something women especially should understand. Failing is not shameful but an opportunity to grow and to learn. 


    Video edited by Juliette Travaillé

  • 21 Mar 2023 09:00 | Deleted user

    Interview by Montana Cantagalli

    Meet Maija Corinti Salvén, Head of Government Affairs Nordic, Baltic and Alpine Region at Apple, with experience in Digital Policy, Public Affairs and EU Relations. In this interview she talks about finding your own path, fighting for gender equality in tech and the opportunities offered by the digital transformation.


    To begin, can you tell us a little bit about your professional career leading up to your current role at Apple? What inspired you to pursue this path and what advice would you give to a woman navigating the pursuit of a high-level career in tech, which remains a male-dominated industry?

    When you look at CVs and LinkedIn profiles it always looks like a straightforward career path but actually, it is often a path full of detours and deviations. I never knew exactly what I wanted to do, but I was politically interested and wanted to have an impact. So, as you do in Germany, I started studying law and engaged within a political party. But I hated it, so I dropped it, realising that this was not my thing. 

    Instead, I had always been interested in philosophy, but the challenge was that I never knew how this could transform into a job afterwards. Nevertheless, my experience with trying out the standard combination of law and politics showed me that the path to success is not via suffering, it can only go via something that you have passion for and that you also enjoy. 

    That is when I moved to London to study political philosophy within a degree course called European Studies, in a context of European history and EU integration. I did a year abroad in Stockholm, then went back to London and did an MSc in the same field. I enjoyed my studies greatly though I still had no idea what I was going to do with it. I wanted to do “something with Europe” because of my personal background and I wanted to do something that was politically relevant, something that would have an impact. Then, by chance, the Association of British insurance companies was looking for someone to join their European affairs team who was non-British, a job starter, and who came from a European Studies background.


    My experience with trying out the standard combination of law and politics showed me that the path to success is not via suffering, it can only go via something that you have passion for and that you also enjoy.


    So, I entered a world that I did not know existed before and discovered it step by step. It was interesting: you deal with a lot of different policy topics, you engage in lobbying campaigns, you get to understand how politics is really made in the EU. I then moved to the Deutsche Bank EU Affairs team in Brussels because I wanted to experience life and work in the heart of Europe. Next, I joined PayPal, which connected me from financial services to digital technology which I found very interesting because digital policy was still a totally new area. Then – having moved to Berlin in the meantime – I joined Apple, so remaining deeply involved with digital technology and tech, always in a Public Affairs role.

    So this is how I ended up in the digital economy and spent virtually my whole career so far in public affairs and as a lobbyist. And it is still interesting: two days are never the same! And I have the feeling that I can really contribute to shaping our society, our economy and the framework conditions in which we all operate.


     I have the feeling that in public affairs jobs I can contribute to shaping our society, our economy and the framework conditions in which we all operate.


    What inspired you to pursue this path and what advice would you give to a woman navigating the pursuit of a high-level career in tech, which remains a very male dominated industry? What is the advice you would give to a woman who wants to pursue a similar career path to you?

    I would say, "Follow your interest". If something interests you, that is where you should go. Do not stop to ask yourself "Do I know it?", "Do I know anybody?", "Do I look similar to the people who are already there?". Interest and the desire to learn and develop are what drive you forward. Even if you do not know anything about the area or topic yet, it might end up being the most fascinating discovery that you will make. 

    In my kind of work - public affairs, communications, even management roles in tech - there are actually a lot of women. I would encourage all women to consider a career in tech, because many of these companies are international, really dynamic and very modern.

    I am not a fan of saying “women have to do this, or women have to do that” because it is not women who have to change but the system around us. If we do not want to just copy the current male patterns but create new ones, we need to define a new middle ground and move into it. And I think part of it is being confident and assertive, not waiting in the shadow until you’re asked to step out; be on the playground and play it our way, thereby changing the rules. It is about attitude and mixing up the patterns with different approaches.


    Have you witnessed or been a part of a significant movements of institutional change towards gender equality in your sector? And what is a significant change you would like to see personally?

    There is now EU legislation on quotas in management positions: I am a supporter of quotas, even though it is a difficult philosophical argument. Practically though quotas speed up the necessary progress; organic growth towards gender equality is not sufficient, and we have seen that now for centuries. So, we need quotas as a catalyst and to increase the pool of competence. In my view, EU legislation and the corresponding domestic and national legislation on this issue are a sign of progress.

    The challenges we face in my sector are the same as in other sectors. But one sign of progress that I see is the many women leadership networks in all kinds of careers and professional areas. I am the co-founder of a female lobbyist network in Germany, and I am a board member of WIL Europe. We women need to pool our resources, to share experiences, and come together in strength and solidarity.


    What do you think are the primary challenges facing women in the professional sphere today? And how did you yourself approach these challenges in your own professional journey?

    The fact that all women are seen as potential mothers is a big challenge. If we think of women as potential mothers but not equally of men as potential fathers, then we make an unjustified differentiation, leading to different treatment and inequality of opportunity. Your competence is not defined by being a man or a woman, so the chances you will have in life should not be defined by it either.

    The other fundamental flaw that I within our society is that we are made to believe that the burden of change lies on our individual shoulders. We are supposed to tackle structural discrimination with individual effort; while the underlying inequality is systemic. There are many brave but very exhausted women, while the patriarchal system is very resilient. What is needed is political will to change the structures of power, how labour division is organised, how companies are organised, how families are organised. how our entire day-to-day is organised. And that includes men. Gender equality and fair chances through democracy is not a matter of looking at women: it is a matter of looking at a just society.

    Gender equality and fair chances through democracy is not a matter of looking at women; it is a matter of looking at a just society.


    For the last few years, you have been a mentor to emerging female leaders on WIL's leadership programme, The Women Talent Pool, why?

    Along most my own path of development, I was usually alone and an outsider; I never had access to the kind of guidance, mentoring and resources that WIL offers. I know how much I would have liked to have that and how valuable this would have been. I might have been faster or less exhausted or more resourceful. I am driven by motivation and development and by opportunity. If I can help others in their development and motivation, that’s just great! I am a fully trained and certified systemic coach alongside my corporate career, by the way. So mentoring and coaching have become part of my DNA.


    You are passionate about the potential of digital transformation; how do you think the digital revolution can impact social movements like gender equality? Is there not a risk of the move to digital undermining the push for greater social inclusion?

    Yes. I love to hate the overused dichotomy between “risk and opportunity”. Everything is risk AND opportunity; it just depends on how you look at the world. Digital technology is a new technology which means that it is new for everybody. If something is new for everybody it is true opportunity for change, a reset to zero, because the old privileges do not necessarily hold and the conditions for learning are different. There is a sense of novelty which creates curiosity and innovation by default, which we can be tap into.

    We see that digital transformation can reinforce social, gender and other divides. But this is because we allow it to replicate the already existing non-resolved flaws. If we are smart with it, we will use digital technology in a very inclusive sense. Digital technology can allow people to grow and progress, to work in politics or economics, to do everything that they want to do whether they are at a specific location, whether they are men or women. It does not take physical strength, it does not take a specific kind of education, it applies to all kind of use cases. It creates connections and impact across the world, something that was possible only locally before. Digital technology holds real transformative potential as a political, social and economic catalyst, and as an ethical catalyst. In a sense, the digital transformation forces us toward progress; yet digital anarchy or digital oligarchy are not particularly helpful if we really want to progress in a sustainable way. We need a true digital democracy and that means including everybody. Philosophically this is a very clear imperative path. It is a huge opportunity, but we need to step up intellectually to understand that and then make smart politics to use as an opportunity. So, I fully believe that digital transformation is what could save humanity. I am just not sure if humanity is smart enough to realise it and do it. 


    So, I fully believe that digital transformation is what could save humanity. I'm not sure if humanity is smart enough to realise it and do it. 


    Video edited by Juliette Travaillé

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