Interviewed by Aurélie Doré

“We know the male world isn't working, we already tried it, so we need to try something else!” Lina Gálvez Muñoz, Spanish economic historian and politician, serving as member of the European Parliament since 2019, spoke to us about cooperation in science, recovery strategy, individual freedom and her vision of the post-covid19 world.

The COVID-19 outbreak has been a crash test for European research and EU policies supporting researchers and innovators around the world. What has the COVID-19 pandemic outlined in terms of the EU’s capacity to coordinate research and innovation to respond to such a crisis? What impact will it have on the EU’s research and innovations strategy and policies?

In all aspects, the European Union has been slow in answering the COVID-19 pandemic but regarding research and innovation, the answer was actually fast. All the institutions were working quite early on that area and the resources were already mobilized: in January, over 1 billion of the Horizon 2020 budget has been allocated to answer the COVID-19 pandemic. 

In April, Ministers responsible for research and innovation supported the first 10 priority actions of the first ERAvsCorona Action Plan. One of these actions is to support innovative companies by using bottom-up calls where more than 1,000 coronavirus related applications have been received. We are opening to unconventional channels as never before, and the success of these calls show how open and fresh the innovation process is, which is a very good sign!

Most importantly, science has been a core part of the response, now let's hope it will be also a core aspect of the recovery plan. It will definitively change the way we approach research and funding!

All these initiatives show how important researches & innovation should be in that moment. The wellbeing of the European Union will depend on the budget we now invest in R&D. We need to think in a very brave way on how to finance a common budget but I'm not confident on the amount of financial resources we will have.

Cooperation in science, as well as research & innovation arekey to tackle coronavirus and for the recovery strategy.

You recently warned about the possible side effects of digital contact tracing applications used to help combat the COVID-19 pandemic. Will we have to give up privacy and individual freedom for security and health?

Technologies have an important role, and the way we think, design and regulate them today will have a decisive weight tomorrow. Tracing applications could be very useful in this context, however, there are a lot of risks. Technologies aren’t good or bad, it is how we use it that matters.

That is why we must not let ourselves be carried away by the rush that urgency demands, to evaluate and make good diagnoses that lead us to develop adequate responses, without neglecting privacy and respect for our fundamental rights and freedoms. The role of parliaments and civil society is fundamental to counteract that of governments and of the interests of economic and financial elites.

Trust is the first prerequisite: transparency and knowledge about how it works are key.  

Finally, we must be aware that technology does not offer miraculous solutions: tracing applications cannot replace other policies, but it can complement other measures.

With the rapid spread of the COVID-19 pandemic, the working lives of millions of workers was hugely disrupted and upturned, proving to be a major tipping point for the digital transformation of the workplace. Trends were heading that way already, but the change was supposed to be gradual. What do you think COVID-19 will mean for the future of work?

We have to be alert to certain trends that COVID-19 is accelerating and that can have positive but also negative consequences in the world of work. We must establish a new social contract focused on people.

The speed of the changes should not divert our attention from what the future of work should be. It must guarantee the improvement of the quality of life of workers, expand their available options, close the gender gap, reverse the ravages of inequalities worldwide, and bet on the green economy - as well as the care economy - so that the automation of production processes and the aging of the population not only puts pressure on our social security systems but also serves as an opportunity to generate societies based on inclusion, equality, social justice, careful, reinforcing our social fabric.

We know that the spread of the COVID-19 pandemic is deepening pre-existing inequalities and that its impacts are exacerbated for women and girls. It is also a major threat to women’s rights across the world, as we have already seen the Poland government for example taking actions to reduce abortion right. Are you afraid women’s rights might move backward?

To be honest, yes, there is definitively a risk. The COVID-19 crisis is a magnifying glass for a form of violence that was already deeply rooted and widespread in Europe. Ultraconservatives movements (in the United States, Hungary or Poland) that are anti-women and anti-feminism were already limiting women’s rights and now they may use the distraction of the coronavirus pandemic to push through dangerous legislations.

There is obviously a gender impact resulting from all crisis of the 20^th and 21^st centuries. In past recessions, men have faced greater risk of unemployment than women, partly because of the gender composition of different sectors of the economy. But even if this time, men are at home, it hasn’t really changed, and the employment drop has a large impact on sectors with high female employment shares. In addition, closures of schools and daycare centers have massively increased child care needs, which has a particularly large impact on working mothers.

Several studies have shown these days that confined female scientists are submitting fewer articles for journal publication that facilitate their career advancement, compared to confined male scientific colleagues. And the effects of the crisis on working mothers are likely to be persistent, as male employment usually recovers faster than female employment.

The good news is that we have a very strong feminist movement, and I'm confident that we'll not let that to happen, or not for free!

There is definitively a risk women’s rights might move backward, but the good news is that we have a very strong feminist movement, and I'm confident that we'll not let that to happen, or not for free!

In recent weeks, we have seen a string of articles sharing only male leaders’ perspectives on the post-covid19 world and/or specific committees, such as scientific committees, set up with a vast majority of men. Why do you think women should not be excluded from the fight against this crisis and from the post Covid-19 reconstruction of our societies?

I think it is a scandal! For already 20 years, women have earned more degrees in many countries. However, most power positions are still held by men. Even the concept of success is still very much related to opportunities male have had historically.

Also, the authority is not something you gain or not. We still live in patriarchal societies that give men the authority. It all start when we are children, men have been trained for it: they are very good and confident in showing themselves, being an expert.

I remember when I was in my mid-thirty, I was appointed vice-rector of the university. In the governing board, there were 27 men and only 3 women! My ideas were rephrased by men, and if I hadn’t been prepared for it, I would have certainly lost confidence in myself and in my capacities.

We must have an inclusive gender perspective in the policy responses to COVID-19. Male dominance may be weakening, but it's not gone, so media can and should play a part in making these voices heard. The change must come from political measures and actions, and we as a society, must push for it.

And, finally, what will the world post COVID-19 look like according to you?

We cannot build up a post Covid-19 world without the participation of women. First, we are more than half of the population!

In the world we need to build to enter the ecological transition, to have a society where workers are more in the center, our views are more important than anyone else. Most of the time, the feminist proposals are usually much better.

We know the male world isn't working, we already tried it, so we need to try something else!

Could you tell us more about yourself? How did you start practicing and teaching meditation?

When I was a little girl, I was passionate about medicine and biology but most of all, I was passionate about helping others. I strongly felt I could have been a good doctor. I felt I could empathize and support people who suffered: I had large shoulders and a big heart. But I felt in the long run the pain would have become too much, almost unbearable, for my soul.

So I decided I wanted to become an engineer. In the small village where I was born, there had never been a woman engineer. I desired to help people progress, make bridges among cultures and places, physical bridges as well as social and emotional ties. And contribute to build respect for the natural environment. I also wanted to be an inspiring mother, to give my daughter (I kind of sensed I would have had a daughter) a chance to express and promote a joyful dynamic passionate vision of a world founded on justice, respect and harmony.

I became an engineer, lived and worked in different parts of the world; I soon realized that rather than interested in the details, I was passionate about large scale and meaningful impact, from within. I went back to research, in business school. And here I am… teaching meditation.

How did I start practicing? I was a very happy young lady and I was curious. I heard about this energy that I would eventually be able to feel, but most of all I was attracted by the people: they had such a special light in their eyes and a tremendous joy. How did I start teaching meditation? By chance, as it often happens. Instead of helping healing bodies, I found myself supporting people freeing their minds and realizing their inner potential.

I desired to help people progress, make bridges among cultures and places, physical bridges as well as social and emotional ties. And contribute to build respect for the natural environment.

You are currently an executive trainer and leadership coach at the Imperial College in London. What is at the core of the trainings you teach?

I designed a highly innovative leadership development course applying introspection, meditation and coaching practices. I consider myself very fortunate, since I enjoy doing creative work and, at the same time, follow my passions.

How can leaders use meditation practices into their busy daily lives and what transformations can meditation mean to their careers?

Meditation is much more than just a tool for managing stress: it gives leaders the opportunity to reconnect with the deepest dimensions of their self, unveil and project the deep-seated qualities that are essential to positive transformative leadership. This can be critical at the time of important meetings and strategic decision making as well as in motivating and empowering other leaders and team members in the organization.

Meditation has to become a healthy habit, like brushing teeth in the morning or taking a coffee break during a working day. It is easy and can be done anywhere. It is just a matter of taking a few minutes to dedicate to ourselves.

Meditation is much more than just a tool for managing stress: it gives leaders the opportunity to reconnect with the deepest dimensions of their self, unveil and project the deep-seated qualities.

If you could give our network just one or two tips or techniques to incorporate into their meditation practice, what would those be?

One simple technique is to raise our energy and attention to the top of our head in the fontanelle area. That gives us the capacity to witness ourselves and reality in a detached way. This is particularly helpful at the time when peak performance is demanded.

Another one is to feel on your hands the status of our energetic system and address the imbalances we feel. Those who will attend the webinars will learn how to do both and much more.

How practices such as meditation connect us with others and why is this extremely important in times of crisis like the one we are experiencing now?

The connection with others is established by removing the non-essential features of our life and by focusing on the core values that make us flourish as human beings. These core values get spontaneously reactivated in meditation through the experience of Self Realization. They are then sustained in the thoughtless awareness state, which is achieved and maintained through the meditation practice.

Do you believe the COVID19 outbreak crisis will contribute to the emergence of an inner revolution?

It is probably too early to have a clear sense and a deep understanding of the changes that have been activated by this global crisis. However, we can already recognize a higher sense of solidarity and empathy among individuals and within communities. With the support of deeper introspection and meditative practice, I expect we will learn to tap into our inner resources and reach a higher level of consciousness.

This will unveil, manifest and empower the positive fundamental values, at individual level as well as at collective level. The change, though, has to come from within, and has to start from individuals. Women have a much stronger predisposition to awaken and realize these subtle but powerful changes.

With the support of deeper introspection and meditative practice, I expect we will learn to tap into our inner resources and reach a higher level of consciousness.

We like to conclude our interviews with a question from the Proust questionnaire: What is the quality you most like in female leaders?

The first one is the women’s capacity to love, from which derives the capability to empathize, accept, forgive, nourish, include, unify. The second one is humility, which relies on self-confidence, self-respect and respect for others, and inspires trust. And finally, due to the fact that they generate and perpetrate life, a truly sustainable vision of the world.

Could you tell us more about yourself? How did you start practicing and teaching yoga and meditation?

I have been a manager in Public Relations and Communication since over 10 years. Despite great professional achievements, something was missing at the personal level. Being very sensitive, my health was easily getting affected in terms of stress-related psychosomatic diseases and my “soul” was missing some deeper sense and connection from my side.

Then I started with meditation and breathing techniques, with Sudarshan Kriya practice, which changed my energy level, deepened my mindfulness and so my skills. They brought to my actions a touch of lightness, enjoying and acting without coming from a space of feverishness, instead from a joyful expression of some hidden inner wealth and creativity.

Then it was natural for me to want to share that possibility with many, as we all deserve to live a more meaningful and joyful life. We deserve to know the tools to do so. Those tools reside inside.

What is the impact of increased mindfulness and how, according to you, can meditation help in times of crisis?

When we must face obstacles or a crisis, we need to be able to tap into our full potential. In those times, knowing how to connect to our own inner potential, our mental and energetic resources is the highest skill. Only then we can act effectively and skilfully to face any challenges.

A crisis brings changes, asks us to face the unknown, to be more agile and be able to stand firmly with strength coupled with softness, flexibility and empathy, with creativity and resilience.

Being able to do that all without getting stressed and drained, but instead keeping relaxed and getting energy from the challenge itself, is a beautiful skill that mindfulness brings to us!

It is like getting to live our inner superpowers!

Being able to keep relaxed and get energy from the challenge itself is a beautiful skill that mindfulness brings to us! It is like getting to live our inner superpowers!

How can meditation and mindfulness help us become more effective leaders?

If you are already operating at your full potential, then meditation and a mindful presence can add a touch of refinement: enhancing your energy levels, refining your intellect and clarity, your sensitiveness. Living more with the power of the moment can help leaders not only be more effective but also powerfully and easily express a wider rainbow of qualities, skills and joy in action. It can show them how much they can play while being effective, how much they can enjoy life, that much they can consider themselves successful.

Then, if you are not operating at your full potential, definitely meditation and breathing techniques will help you discover more about yourself, about effective time management related to your values and your unique way of expression, about how to be resilient and fuel your energy, get the best possibilities from each situation, each relationship, creating synergy between tasks and roles, accessing the inner space of creativity and purpose.

Living more with the power of the moment can help leaders not only be more effective but also powerfully and easily express a wider rainbow of qualities, skills and joy in action.

Is regular meditation compatible with a busy agenda and full-time working life?

Meditation seems to take away your time. Instead, it doubles your time, as a mindful, joyful and focused mind is a great friend when we need to be multi/tasking and time is a challenge. 20 minutes meditation twice a day is what the mind deserves, same as we deserve having a daily shower, proper food and enough sleep for the body.

When the mind gets recharged, then it becomes a better asset for us as individual and as professional, allowing us to be more time effective, easily tapping into creativity and problem solving, dealing more skilfully with relationship and our own emotions, which knowingly or unknowingly often take away a lot of our time!

Leaders are the ones who need those soft skills the most and who are naturally able to find them in themselves.

20 minutes meditation twice a day is what the mind deserves, same as we deserve having a daily shower, proper food and enough sleep for the body.

How do you personally un-wind and re-center after a hectic day?

After a hectic day, there are chances our body has got tired, and tensed, our mind and energy drained and we need some “emotional compensation” dedicating to some playful activities recharging our system.

I like to close my day with some cardio exercises and few asana (yoga stretches helping the body to get back to the natural expansion and tone while fuelling new energy). Then adding some energising pranayama (breathing techniques) and 20 minutes meditation.

It brings back contentment, softness, inner space and helps me to be new again to fully live my evening time doing whatever I love to do.

Could you recommend some exercises or tools to start the practice and keep us on track after the coronavirus crisis?

We will do some together during the live session.

We like to conclude our interviews with a question from the Proust questionnaire: which living person do you most admire?

One who is able to experience contentment while keeping acting with passion.

“The ambition and drive that is the DNA of this organisation energizes me to do better every day,” says Ahmed Khan, Human Resource Director, of the Middle East, Turkey and Africa and Worldwide Alliances at Lenovo, a Partner of our leadership program, when asked about the motivating company culture at Lenovo. With more than 14 years of experience in human resources, Ahmed discusses transitioning into the tech sector, diversity and inclusion, artificial intelligence and championing women. Read our interview to find out more!

What led you to work for the tech sector and in particular, for Lenovo?

My career journey in the United Arab Emirates (UAE) began in the FMCG industry, working on transformational projects with PepsiCo and Mars, Inc. When a head-hunter approached me about an opportunity at Lenovo, I was unsure - both of the industry, and Lenovo as an organisation. After my initial refusal, I decided to research Lenovo, discovering that the company, which had begun as a small brand, within ten years had become the #1 manufacturer of personal computers in the world. The rest, so they say, is history. The ambition and drive that is in the DNA of this organisation energizes me to do better every day.

The ambition and drive that is the DNA of this organisation energizes me to do better every day.

Lenovo employs over 54,000 people worldwide. What is Lenovo’s company culture and why does it resonate with both employees and consumers?

Lenovo is an entrepreneurial organisation. The level of empowerment and freedom with which we get to operate is truly unique. We have the opportunity to do exciting work and engage with people in a family atmosphere. The environment is that of a small family business where strong relationships are built, while being a part of this large complex organisation. The key for success at Lenovo is simple: set ambitious, bold goals and deliver results by following through on those commitments. We are a company of owners and we work with a high level of entrepreneurial spirit.

Diversity and inclusion are at the forefront of Lenovo’s global values. How do you promote multicultural awareness within your local team at Lenovo?

Lenovo Middle East, Turkey and Africa is highly diverse, and we have worked to build an inclusive culture. Diversity alone does not mean much - the power of our differences is in inclusion. We achieve this by reiterating our strong work ethic and creating opportunities for people to connect in social settings. We promote openness and candour wherein employees are able to speak their mind without the fear of negative consequences. There are also regular social activities that allow our employees to understand each other’s cultural values.

Diversity alone does not mean much – the power of our differences is in inclusion.

Lenovo is a proud supporter of our Women Talent Pool program and will be sponsoring our future Executive Gathering in Dubai, highlighting the key issues of “Tech for Good” and “Women in Leadership.” What is your vision to promote women in the tech sector?

Women at Lenovo are integral to our success. Women not only bring a unique perspective but also enable breakthrough-thinking. Any industry, not only the tech sector, should strive to achieve a well-balanced, diverse and inclusive environment. Our vision in the Middle East, Turkey and Africa is to be an employer of choice, by attracting and championing women and creating a best-in-class environment which gives women the flexibility and tailored development they need in order to stay and grow.

Our vision in the Middle East, Turkey and Africa is to be an employer of choice, by attracting and championing women and creating a best-in-class environment which gives women the flexibility and tailored development they need in order to stay and grow.

Artificial intelligence (“AI”) is an ever-evolving phenomenon, with many automated systems simulating human behaviour, eliciting potential concerns for working professionals. As a Director of Human Resources, what are the three most valuable skills professionals should master to empower themselves in this age of AI?

Artificial Intelligence is a much-talked topic that is not fully understood. It is critical that professionals understand the value and impact of Artificial intelligence in their own line of work.

Below are a few skills that should be mastered, in order to remain relevant:

1. Awareness: What AI really means and the impact of AI in our line of work;

2. Adaptability: As machines learn to perform tasks that are typically done by humans, it is important that we adapt new ways of working;

3. Change Management – It is important that our people, processes and systems pave the path for the next evolution. Being aware and adaptable will help us to prepare and manage change.

One of your life mantras is to “strive to leave a legacy.” In what ways do you incorporate this personal mantra into your professional career?

Every year, I ask myself the question: “What do I want to be remembered by?” We manage multiple priorities every day, and it is very easy to fall into a never-ending loop of “operational busyness.” I make the time to reflect on the bigger impact that I want to make on the organisation and the people. While I drive the multiple business priorities, I dedicate time on a weekly basis to work on one element that contributes towards building my legacy.

Since our interview was published a month ago, and given the current situation, we have asked Ahmed to share with us some words on how Lenovo is responding to Covid-19.  Here is his answer:

We are guided by our People First philosophy in everything that we do.  We have worked to provide guidance and support at regional level and empowered the teams on the ground to respond swiftly and objectively to the escalations in each of the countries.  Times like these are a true test of an organization’s robustness.  Our employees are living our culture of ownership and thriving even in these difficult times. 

Interviewed by Vera Jonsdottir

“At Lenovo, we believe and live up to the fact that technology is not just for the elite few who can afford it, but for everyone,” says Claire Carter, Marketing Director, of the Middle East, Turkey and Africa at Lenovo, a Partner of our Women Talent Pool program, when asked about global trends and advantageous marketing strategies at Lenovo. With an expertise in brand development and marketing, Claire discusses women in the tech, corporate social responsibility, the innovative landscape of Dubai and much more!

Your career trajectory has taken you from the fast-moving consumer goods industry (FMCG) working with brands like Flora and KFC to working with Lenovo over the past three years. What prompted you to work for the tech industry?

What inspired my move was becoming frustrated with FMCG brands and how they were treating social and digital. FMCG brands placed a team of people responsible for social and digital into a separate department; yet, tech, social, and digital are not a department. It is how we live in 2020 and I wanted to get into a space, industry, or brand that engages as such.

What recent trends are redefining marketing strategies in the tech sector and how are you taking advantage of them to better position Lenovo’s services and products?

My personal favourite global trend is inclusion. The cookie-cutter approach of certain people being predisposed to only perform certain tasks is something of the past. I love that the doors are now open, and anybody can be whoever and achieve whatever they want. For example, Victoria’s Secret having plus-size models, moms being CEOs of Fortune 500 companies and model Winnie Harlow being the face of a beauty brand - these are events that a few years ago, would not have been possible.

Lenovo is at the heart of that trend, with our brand essence, “smarter technology for all.” We believe and live up to the fact that technology is not just for the elite few who can afford it, but for everyone. The “for all” part of the “smarter technology for all” is most significant.

We have the products, services, software and tools to make technology available to everyone. No matter who or where you are, you can have access to the best products, software, tools and services, because technology makes life easier.

At Lenovo, we believe and live up to the fact that technology is not just for the elite few who can afford it, but for everyone.

Only 25.1 percent of people working the tech industry are actually female. Why is technology a great career choice for women and how can we attract more women into that field?

Tech is the perfect industry for women because in this industry, we have the ability to provide the tools, hardware and software in order to facilitate and promote genuine agile working. Agile working offers flexibility and incredible benefits for moms, and women in general.

For example, I am judged on my outputs, not on how many hours I spend behind my desk. I can pick up my daughter from school and attend an afternoon leadership team meeting in the boardroom. It’s just simply how we work in Tech!

Agile working offers flexibility and incredible benefits for moms, and women in general.

Lenovo has been a proud partner of our women talent program over the last two years and will be sponsoring our future "Tech for Good" and "Women in Leadership" event in Dubai. Why is it important for Lenovo to commit to corporate social responsibility and promote such initiatives?

It is part of a broader diversity and inclusion agenda that we have as a brand. Having said that, because tech has a historic opportunity area for women specifically, and numbers to be increased, within the broader diversity and inclusion umbrella, we have targeted women as the key focus for us, underneath that whole broader topic.

Women in Leadership at Lenovo (W.I.L.L) is an active program that is meaningful because it provides a measurement-tool in order to gauge progress. If you do not have a formal program, you talk about some great topics and points, but you are unable to judge whether you are making progress. If you do not define it, you cannot measure it.

If you do not define it, you cannot measure it.

Lenovo also has its internal network which you have referenced, the Women in Lenovo Leadership Network, which was founded in 2007 and is active in more than 40 countries worldwide. Why do you think women’s networks are important and what is your experience of them?

There are two main reasons women’s networks are paramount. The first is offering support. It provides a group of people who may be facing similar challenges whom you can reach out to and lean on. The second is creating a movement.

However, merely having a women’s network and talking to the women in the company is not enough. You need to bring men along that journey, because as men lead teams of women, we need them to understand where we are coming from, the challenges that we face, and we also need their support to change behaviours.

Now based in Dubai, you have worked in other countries and areas of the world such as Africa and Turkey. How would you assess the impact of culture on marketing strategies and results?

Culture does not affect marketing strategy, but culture largely affects marketing execution. In my professional and personal experience, having worked and lived in a variety of environments, I believe people are more different than they are similar. For instance, the strategy would be the same, but the execution of the strategy between South Africa, Middle East, and the UK would be very different.

Whether it is from language, humour, or the visuals that you use, small touchpoints need to have a great deal of attention so that you better connect with your local consumers. If you miss truly connecting with the consumers, it can go horribly wrong; and with social media and digital, that “wrongness” can be spread in a matter of seconds. So, it is crucial that you remember to connect with your local consumers, or reserve “freedom within the framework.” Again, we are all more similar than we are different in that strategy is 80% similar, but that 20% execution and having the freedom to take into consideration those local nuances is imperative.

As mentioned above, WIL Europe is organising a future gathering in Dubai, the first time outside of Europe in ten years. What has been your experience of Dubai so far and how do you expect the city to change in the next decade?

I have lived in Dubai for twelve years now and like everybody else, I thought I would come for two years, but 12 years later, here I am, husband, child and honestly, I consider this place home!

What I love about Dubai is the ambitious agenda of creation within a relatively small country. The population is approximately 10 million people, but the UAE has got the whole world talking with our “first to do this,” “biggest to do that,” mindset!

What you will see is what I have seen over the last few years: the increased agenda for technology. Although Europe, or the Western world, is still leading some of those “firsts” in terms of the technology space, I believe that in the next few years, Dubai will be leading that agenda, not only for the Middle East, but globally!