Girl Power Talk: Gender Equity and Diversity

Why Gender Equity and Diversity Matter for Successful Businesses

Most business questions focus on how to generate greater revenue, facilitate higher team productivity, encourage collaboration, have lower employee turnover, and attract a larger section of the market. One answer to each of these questions is to embrace diversity, equity, and inclusion (DEI) in businesses and work cultures.

Studies have shown that improving DEI in the workplace is not just the right thing to do, but a smart executive decision. The latest Mckinsey report (2018) adds to the list, suggesting businesses that have continuously shown above-average performance in this sector are 21% more likely to have better than average profits. So, when studies repeatedly reiterate this fact, then why hasn’t our capitalist world seized this opportunity yet?

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What Makes Female CEOs Different and Why You Should Hire Them?

Female CEOs have been making waves in the business world. Many have made their way to the top of the ladder by being innovative, hardworking, and dedicated to their companies. Female CEOs are now leading the world’s largest companies. The number of female CEOs in Fortune 500 companies has gone up to 15 percent over the last year, and it is expected to rise to 25 percent by 2025.

Female CEOs have their way of doing things different from male CEOs, but they also have specific skills that make them successful leaders. Here is what makes female CEOs different and why you should hire them.

They Are Better Listeners

All CEOs need to be good listeners. But listening is a rare skill in men and very common in women. They take their time to understand and ask questions before making decisions. They build consensus with employees, customers, and other stakeholders before deciding. This makes them more effective leaders because they can quickly identify problems and implement solutions.

They Know How to Delegate Work

Women tend to be better at delegating tasks than men, making them more effective leaders because they can delegate tasks effectively. Although this can be learned over time, women tend to learn it faster than men because they have more experience delegating tasks within their departments or across an organization. This means that women will have fewer employees reporting directly to them and can focus on higher-level strategic goals instead of micro-management at work.

They’re Better at Managing Conflict

This is one of the biggest differences between male and female CEOs. Men tend to be less empathetic and less able to manage conflict than women. Women are better at understanding emotions and being diplomatic when dealing with people, making them more effective leaders.

Females are more likely to use both words and actions as tools for resolving conflict. When there’s conflict, they’ll usually step back from the situation and try to find a solution together rather than letting things escalate into drama and arguments that could hurt morale and productivity in an organization.

female ceos lead by example

They Understand How to Lead by Example

Women tend to be better listeners than men because they’re more attuned to their team members’ needs and concerns. They also tend to have high expectations for their employees, which helps keep their team motivated and productive in high-pressure situations.

They’re More Likely to Understand the Needs of Their Employees

Women are better at working with others and understanding their employees. They are also more likely than men to be good at recognizing how their actions affect others and how those actions affect the organization as a whole. Whether meeting with individual employees or focusing on creating a culture of employee engagement, women CEOs will understand what it takes to make a company successful.

Women Are More Likely to Focus on Long-Term Goals Rather Than Short-Term Gains

Women tend to prioritize long-term goals over short-term gains, which can lead them to focus on the bigger picture rather than trying to hit quarterly targets or make quick profits by spending money without thinking about its impact on the overall bottom line. This kind of thinking can help companies weather economic downturns and keep them out front of competitors in an increasingly competitive marketplace where customers are looking for value above all else – even if that means waiting longer for new products or services or paying more for existing ones than they might have done previously.

They Are More Likely to Be Empathetic Than Men

Women tend to be more empathetic than men, which can translate into better management skills when dealing with employees and customers. This is because women tend to have a deeper understanding of human emotion, what motivates people, and how they react to certain situations. They also tend to be more patient than men, making them excellent at handling difficult positions without losing their cool or becoming frustrated by others’ poor performance or attitude problems.

Final Thought

Female CEOs are different than their male counterparts. They have other goals, various strategies, and different ways of thinking. But one thing is for sure: Female CEOs are here to stay. If you want to know why you should hire female executives, this article has covered some reasons.

Patrick Mataix on Bridging the Gender Gap With Female Executive Search

What is the story behind Female Executive Search?

The majority of the women we have interviewed over the past 4 years (more than 350 across the globe) testify how difficult it is for them to access top level management or board positions. There is no room for error and they have to continuously outperform their male colleagues. Still, at the end of the month their paychecks prove the inequality of perception by a staggering gender pay gap of above 20%.

Where competencies fit, we systematically present one female and one male for every position. 20% of these placements are female, a figure that has grown by 50% in the past six months. We have placed women in CEO positions globally. There have also been strides made in regulations around the world, with quotas being brought in for board and management level positions. Of course, there’s still work to be done—especially as the world recovers from the impact of the COVID crisis; something that impacted the careers of women more so than men…

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Executive Recruitment Is Broken

How To Secure The Right Candidate On Your Terms In 2021

Established recruiters have somehow presided over decades of innovation across multiple sectors, without ever really taking inspiration from their clients. They’ve remained committed to an overpriced and inefficient model at the expense of speed, flexibility and quality. But businesses are losing patience. Fortunately, a service-driven revolution is already underway to redefine C-level executive placement. In this short paper you will discover:

  • Why businesses should demand more from recruiters
  • How technology can streamline outdated processes
  • The importance of transparent pricing and flexibility
  • How differentiators combine to become truly disruptive.

Who should read this paper?

This paper is specially created for C-level executives managing businesses anywhere in the world.

Why Diversity At Board-Level Matters

Why diversity at board-level matters

The importance of having a professionally and socially diverse board cannot be overstated in today’s corporate world. However, despite the benefits of diversity in the C-suite, equal representation of gender, race, religion, age, sexual orientation and disability in corporate boardrooms is still a long way off. To make a case for why organizations should be more committed to increasing representation at board-level, in this blog, we will take a look at the benefits of a diverse board to understand what organizations stand to gain when they prioritize diversity in corporate governance.

The benefit of different perspectives

Different genders, ages, ethnicities, cultures, disabilities, sexualities can each bring different perspectives and multiple insights to the table from their different personal life experiences. A diverse board with executives capable of communicating diverse opinions will provide an ample opportunity for robust discussions, well-rounded decision-making and more innovative solutions.

Productive board discussions require diverse and varied perspectives that would disrupt the status quo, and it would be difficult to get different views if every board member shared similar social and professional backgrounds. Moreover, if all board directors were always on the same page, why would there be a need for a board at all?

More representation

When there is diversity at board-level, then it is very likely such diversity is going to be reflected throughout all departments in the organization. Essentially, companies with substantial representation of minority groups in top positions are more likely to hire and promote employees in these groups. This type of representation does not only attract top talent to the company, it also lends the idea of a diverse corporation which puts the corporations in a good light in the eyes of shareholders, investors, customers, regulators, the media and other entities. 

Also, diversity in boardrooms, be it in gender, sexuality, ethnicity, etc., means a board of directors from diverse backgrounds who set the stage for tackling ideas from different angles and multiple perspectives. Such a company would be better informed with decision-making when it comes to handling issues that represent the diversity that exists within their workplaces and the societies they operate in.

Shareholders want it

Unsurprisingly, shareholders in many listed companies are demanding for more representation in senior level management including but not limited to diversity of gender, race, age and expertise. The 2017 Board Diversity Survey by Deloitte revealed that 95% of the respondents were in support of more diversity in the workforce.

The demand for more diversity in boardrooms by shareholders has been no doubt spurred by the fast-changing global economy which necessitates corporations to have as much representation as possible on their boards. Moreover, a board that lacks diversity would be less likely to accurately understand and therefore tackle the needs of their, most likely, diverse audiences. Diversity at board level will enable corporations to become more sensitive to those who live and work in the real world to some extent and that’s what shareholders want.

Companies with diverse boards perform better

Several studies have shown a correlation between business performance and diversity in corporate governance. Boards are better equipped to perform at their very best when professional, social and cultural diversity which promotes diversity of thought and perspectives are abundant on the board table. A 2015 report from McKinsey & Company, and a 2016 report from the Peterson Institute for International Economics both showed that companies with more diversity in corporate governance achieved better profits than others. 

A more recent 2018 report from McKinsey & Company only further strengthens the need for diversity as the analysis demonstrated companies with gender, cultural and ethnic diversity in C-suite were 43% more likely to see better-than-average profits. Thus, a diverse board can give corporations a competitive edge in their respective industries that will help them improve performance and increase profits.

The benefits of having a socially and professionally diverse board are too valuable to ignore. In addition to the fact that diversity projects an impression of an inclusive company, the varied life and professional experience that those from different walks of life bring to a board are crucial to making decisions that represent every person that comes into contact with your organization.

Does your board lack diversity? CEO Worldwide can help! We can connect you with a selection of vetted Non-Exclusive Directors relevant to your business within daystake a look at our 9,400+ vetted NEDs now.

Corporate Social Responsibility and Sustainable Development, what for?

For a lot of companies, Corporate Social Responsibility and Sustainable Development remain relatively vague concepts. They speak about it, they think of it, but they are very few to set up a true strategy.

Much wonders which can be their interest to take a turn towards a responsible and durable company.

For money

A recent study published by YouGov and Barclays brings a new element in response: it brings in money.

This study raises that, according to 57% of the companies, the key to encourage business to invest more in the durability matters lives in subsidies and a tax exemption. What to make of this report? One can regret that this result put forward the sempiternal request for financial advantages. But the fact remains it is time of (re)thinking business, by taking into consideration the current stakes of our society. And thus, to set up mechanisms which would incite the business world to take the path of CSR.

For employee retention (and then, for money too)

Moreover, 78% of the employees affirm it: the CSR is an important part of the life of the company.

And the figures also illustrate the effect CSR initiatives have on employee retention. A total of 67% of employed UAE residents interviewed say they are more likely to continue working for companies that allow them to volunteer more during working hours.

For investor confidence (and then, for money too)

The investors are not outdone: 83% of them wish to invest in socially responsible projects. Over the last two years, SRI investing has grown by more than 22% to $3.74 trillion in total managed assets, suggesting that investors are investing with their heart, as well as their head. In fact, about $1 of every $9 under professional management in the U.S. can be classified as an SRI investment.

For values – with a little assistance – and reputation (and then, for money too)

In any case, a CSR implication is, above all, the reflection of the values of the entrepreneur. In particular in SME. Indeed, the size and the branch elements to be considered. And it appears that assistances at the regional level can encourage the structures to be implied; but this, in a precise field.

Besides, the environment is often the front door as regards CSR. Many companies start with waste management and the fight against the wasting. Whatever the size of their company, the leaders – even if they are not converted to humanism – are increasingly sensitive to the strategic issues and operational which their implication CSR represents.

Their reputation is at stake.

New research released by YouGov shows that organizations in the UK are discovering multiple benefits from the trend of focusing on reputation.

A new European consensus for the development was signed in 2017. The CSR is presented there like one of the best tools for the installation of a new economic paradigm. The platform of commitment CSR and sustainable development presents the ranking of the most advanced countries in this field via a study completed by Institute RESPECO (attached to Word Forum) for a Responsible Economy:

  1. Sweden
  2. Finland
  3. Norway
  4. Denmark
  5. Iceland
  6. Switzerland
  7. France
  8. Germany
  9. Belgium
  10. Slovenia

We can see that CSR is especially present in Europe. The first non-European country can be found in the 24th place (Australia).

To consider half of the world (and then, for money too)

As a French woman, I could be delighted by this «good performance”. But we are many to notice how much the way to go is still long. In particular as regards equality man-women…

In the 100 larger European companies, the executive committees are still composed of 89% of men. However, we all know what the benefits of co-education are from now on. On the basis of this report, the Observatory of co-education (OMix) (think tank of the Institute of the responsible capitalism, l’Institut du capitalisme responsable,) sponsored by the chief executive officer of Sodexo Michel Landel, have worked on the subject. Seven large companies -Crossroads, Crédit Mutuel, Arkéa, Engie, Legrand, Sanofi, Sodexo and Suez – have cogitated with 17 to put forward six measures.

And we need at least six of them because women continue to be vastly underrepresented at every level. For women of color, it’s even worse. Only about one in five senior leaders is a woman, and one in twenty-five is a woman of color.

Progress isn’t just slow—it’s stalled. And we know why.

And it’s a pity because mixing in the boards improves performance: companies perform better when they have at least one female executive on the board, a study of companies in the UK, US and India shows.

To conclude, let us hand over to Viviane de Beaufort (French professor at the Law and Environment department at ESSEC and founder of Women ESSECEXEC Programs): “France cannot do without half of its talents (cf the number of graduate women). Lastly, as much my work as testimonies of large leaders attest that women fist-time trained, qualified, duly selected discuss the strategy, the risks, the governance, the model with a new eye”.

Come on guys: be courageous, commit yourselves in Corporate Social Responsibility and Sustainable Development! Risks are low: it is proved that you will only be more efficient!

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Essence of innovation in supply chain management

Written by Shantha Martin

I keep going back to innovation…and I am sure you’ll be wondering, WHY??

It is simply so, because if it wasn’t for innovation, we wouldn’t have progressed thus far,…..for innovation keeps coming back,…..each time in a new avatar, hence for me to talk about innovation is neither stale,…..nor a stale-mate,…..instead it’s a state we are in,……a state of evolution and progress,….

In school we were taught, so many things,…..the languages, the mathematics, the sciences, the histories, the geographies,…..and thereafter it was our lives that took over, ever so constantly teaching us,…..every moment, every day,…..and in this mire we are constantly reminded that we have to survive, for life is a struggle,…..and we are all in the business of survival,…..and the law of “The survival of the fittest”, holds true for us as well,…….and to survive in our businesses we must innovate,…..constantly ever so,…..never stale,…..never a stale-mate !!!

Looking at the logic of logistics, we realize  that the strengths an army drew in the WW II, was through its logistical competence,…….the Industrial revolution took over thereafter,……economies opened up unto one another towards the creation of a globalised environment, especially in terms of trade and commerce.

Soon supply chain brought in an edifice of scientific management in logistics which saved time and money, and catered to the needs of Individuals and Organisations. The advent of Telecommunication, followed by The Information Technology and Faster and efficient transport systems saw us propelled beyond our orbits towards a world that would change very fast,….and now we are here within a constant flux of our business environments wherein innovation is the only panacea for survival.      

“Innovation begins at the intersection of invention and insight,” notes Patricia Pepper, director of strategy and innovation for IBM Integrated Supply Chain

While many companies talk innovation, what’s truly important is achieving the results of that innovation, according to the standards of your clients, internal employees, and suppliers.

While evaluating the importance of innovation we must ask ourselves that, will pursuing a strategy of incremental improvement through innovation allow us to meet our business objectives, and can we avoid having our products and services become commodities?

If they do become commoditized, the ability to price effectively will decrease, and so will the profitability.

Supply chain innovation is important for companies of all sizes. It means looking at the way a company applies its assets, operating resources, and capabilities to develop new ways to satisfy customer needs. Companies should measure the value of innovations by how well they help meet customer demands. 

While few companies are implementing breakthrough or “leapfrog” innovations, nearly every company today is looking to innovate in some way or the other. 

Some key areas of activity upon which innovation in logistics have taken place involve the following:


This involves putting in place the necessary technology, people, and global operating models keeping in view global demand, alongside a global supply chain process to cater to that demand.

Collaborating: Collaborating with trading partners.

Instead of operating within one’s own boundaries, we must look beyond our boundaries, collaborating with our trading partners so as to collapse the time between sales and replenishment. This holds especially true for a Supply Chain orientation. 


Breaking down silos and integrating functions to develop creative solutions.  

To transform through innovation we need to have a strong desire for internal and external collaboration. This transformation should cut across departments and areas of focus within a company and it should also link the extended enterprise, such as key suppliers, customers, and channels.

Innovation Teamwork:

Innovation isn’t only about new technology; instead innovation should be an integral part of the entire operation.

Apart from product innovation we need to talk about value process innovation and execution innovation.

The seeds of innovation can be sown by any member from within the organisation, or from outside the organisation. We as managers should enable ourselves to derive from these through creative imagination and develop a portfolio of feasible innovation approaches, work upon each idea through a strategic orientation, plan and provide the required resources, such that Innovation can be executed in the best possible way and its outcome can be measured vis-à-vis the defined benchmarks.

A creation of a centralized repository of best practices in Innovation will be most desirable at an Organisational Culture level. 

Measuring Results

Needless to say that many organisations which are driven hard by technology, have come a long way in streamlining an automated process, which reduces errors and saves time along with real time visibility of cargo movement, however through this we have somewhere lost out on the human front, and ironically it is the human touch which relates to service; in this direction our communication needs to be impeccable, such that we can coordinate in the most efficient and amicable way – understanding the needs of each other!   

We should be prepared to advice our innovators on how to take ideas to the next level, in terms of assembling a team, developing a plan, and securing a patent (If need be.)

The most critical step in innovation is to measure that we have indeed delivered the desired results, in terms of Customer Satisfaction, and our own Profitability.



1. We have been working towards being an Integrated Logistics Solutions provider.

   Note: A Solutions provider is a service provider who innovates.

2. Product Innovation – We offer multi products – LCL, FCL, AIR , Project cargo , warehousing , inland , over border , end to end offering (A question we need to ask – “Are we getting Commoditized here ?”

3. Collaborative Supply Chain Innovation and Specialization – Focusing on Industry Vertical – NGO / Automotive and Pharma 

4. Network and Route Innovation – With our presence in the main gateways we are providing logistic solutions to our clients to use the corridors of Mombasa, Dares Salaam, Beira , Durban 

5. Making Inroads into the Frontier Economies – First Mover advantage needs to be coupled with Innovation, such that we stay a differentiated Solutions Provider, in our quest to command market leadership, through Brand Value.

6. We have invested in technology – we have launched a warehouse management program in Morocco to cater to the global names and we plan to extend this to Egygt , Tunisia , Algeria and other locations as well.


We need to imbibe an Innovative Culture at our regional levels (Some Innovations may work at regional levels and not at global level, while some may fit into a global scenario, however the Collaboration and Integration needs to be global)

We need to invest in developing “Innovation Think Tanks” involving Fresh Management graduates especially, to compile and collate data,……so as to create an “Innovation Portfolio”

We at the helm of Management can guide and derive from the ‘PORTFOLIO’ thus created and work upon its Strategic viability, and Implementability.

We also need to have the Benchmarks in place, so as to measure the results of our Implementation.

And all this while we need to be nimble, and keep ourselves ahead of change,……in other words we need be not just the Change Leaders,……but we need to become Innovation Leaders !!

I would like to sum up my thoughts by saying, “Our customers will come to us with their problems, and we need to be the solution to their problem…and this is what Innovation means to me”     

I would like to know your thoughts, such that together we can Adapt, Collaborate, Integrate into an organization which believes that Innovation is at its Heart…

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