May 19, 2020

Will Women Take Over Business Leadership Roles in the Future?

Entrepreneur
Startups
CEOs
Silicon Valley
Tomas H. Lucero
4 min
Will Women Take Over Business Leadership Roles in the Future?

In popular culture, it’s no secret that often, if not always, women surpass men in important skills like leadership. At family gatherings, it’s still the women who orchestrate the centerpiece of the event—the meal—while often men sit back and shoot the breeze, shunning responsibility. This has changed, but only to an extent. Also, it’s no secret anymore that women are going to college in larger numbers than men, as well as earning post-graduate degrees, also with much more frequency. Nevertheless, in the workplace, in corporate culture, women’s visibility is still blocked by the disproportionate amount of male leadership.

Some sobering numbers include that in the Silicon Valley only 3 percent of women are starting tech firms. Of privately-held companies, only 6.5 percent have a female CEO and only 1.3 percent have a female founder. If one considers what is undisputed in popular culture and the education ratios between males and females, how is this possible?

Still, according to Zoe Barry, founder and CEO of digital health startup ZappRx, right now is still the best time for women entrepreneurs to embark on their careers, particularly in tech.

Next to the bad numbers concerning women in business, there are very bright ones.

“Women who are in tech are doing well and getting noticed. Recent data has shown that women-led technology companies are more capital-efficient, achieving 35 percent higher return on investment. Companies founded by women also represented a record 13 percent of venture capital deals through the first half of 2013, up from only 4 percent in 2004,” writes Barry.

While well-known female executives like Marissa Mayer, Sheryl Sandberg and Ginni Rometty are garnering public attention and enhancing the image of woman as high-level leader, Barry finds that women not in the limelight are also getting proper attention for the caliber of their leadership.

She quotes a 2011 study in the Harvard Business Review: “At every level, more women were rated by their peers, their bosses, their direct reports, and their other associates as better overall leaders than their male counterparts — and the higher the level, the wider that gap grows. Specifically, at all levels, women are rated higher in fully 12 of the 16 competencies that go into outstanding leadership. And two of the traits where women outscored men to the highest degree — taking initiative and driving for results — have long been thought of as particularly male strengths.”

These numbers speak for themselves.

The positive ratings that women are getting as leaders are translating into success for the businesses they lead. “Over the past 10 years, the growth in the number of women-owned firms with $10 million or more in revenues has increased by 56.6 percent, a rate 47 percent faster than the rate of growth of all $10 million-plus firms,” writes Barry.  

Women have emerged as key leaders in healthcare, as they account for 73 percent of medical and health services managers.

The success that women-led startups and other businesses are having is attracting more venture capital. “During the height of the dot-com bubble, venture capital investments in women-led businesses lagged pathetically, receiving less than 6 percent of total funds invested in the U.S. between 1997 and 2000. But between 2000 and 2011, that number shot up to 41 percent,” Barry writes.

Finally, women are helping each other up the corporate ladder and in managing their own businesses.

“There are more women investors looking for women-led companies, or great companies to invest in and add women to their leadership teams or advisory boards because the numbers don’t lie — the odds of success with women calling the shots,” states Barry.

In spite of being on the corporate back burner for now, women have made serious progress and the numbers foretell that greater achievement is in store for them. If they are getting higher ratings as leaders, leading businesses better, attracting more venture capital and supporting each other, who is to say they will not completely dominate business in the future?

Related Story: How Motivating Fathers to Switch Work for Home Can Improve Women’s Careers

Related Story: Leadership Beyond Trends

Source: www.techcrunch.com

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Jun 13, 2021

Marketing matters: from IBM to Kyndryl

CMO
Kyndryl
IBM
Leadership
Kate Birch
5 min
Former CMO for IBM Americas Maria Bartolome Winans was recently named CMO for Kyndryl. Maria talks about her new role and her leadership style

Former Chief Marketing Officer for IBM Americas, and an IBM veteran of more than 25 years, Maria Bartolome Winans was recently named CMO for Kyndryl.

Prior to joining Kyndryl as Chief Marketing Officer, Maria had a 25-year career at IBM, most recently as the tech giant’s CMO where she oversaw all marketing professionals and activities across North America, Canada and Latin America. She has held senior global marketing positions in a variety of disciplines and business units across IBM, most notably strategic initiatives in Smarter Cities and Watson Customer Engagement, as well as leading teams in services, business analytics, and mobile and industry solutions. She is known for her work with teams to leverage data, analytics and cloud technologies to build deeper engagements with customers and partners.

With a passion for marketing, business and people, and a recognized expert in data-driven marketing and brand engagement, Maria talks to Business Chief about her new role, her leadership style and what success means to her.

You've recently moved from IBM to Kyndryl, joining as CMO. Tell us about this exciting new role?

I’m Chief Marketing Officer for Kyndryl, the independent company that will be created following the separation from IBM of its Managed Infrastructure Services business, expected to occur by the end of 2021. My role is to plan, develop, and execute Kyndryl's marketing and advertising initiatives. This includes building a company culture and brand identity on which we base our marketing and advertising strategy.

We have an amazing opportunity ahead at Kyndryl to create a company brand that will stand apart in the market by leading with our people first. Once we are an independent company, each Kyndryl employee will advance the vital systems that power human progress. Our people are devoted, restless, empathetic, and anticipatory – key qualities needed as we build on existing customer relationships and cultivate new ones. Our people are at the heart of this business and I am deeply hopeful and excited for our future.

What experiences have helped prepare you for this new opportunity?

I’ve had a very rich and diverse career history at IBM that has lasted 25+ years. I started out in sales but landed explored opportunities at IBM in different roles, business units, geographies, and functions. Marketing and business are my passions and I landed on Marketing because it allowed me to utilize both my left and right brain, bringing together art and science. In college, I was no tonly a business major, but an art major. I love marketing because I can leverage my extensive knowledge of business, while also being able to think openly and creatively.

The opportunities I was given during my time at IBM and my natural curiosity have led me to the path I’m on now and there’s no better next career step than a once-in-a-lifetime-opportunity to help launch a company. The core of my role at Kyndryl is to create a culture centered on our people and growing up in my career at IBM has allowed me to see first-hand how to prioritize people and ensure they are at the heart of progress in everything Kyndryl will do.

How would you describe your leadership style?

I believe that people aren't your greatest assets, they are your only assets. My platform and background for leadership has always been grounded in authenticity to who I am and centered on diversity and inclusion. I immigrated to the US from Chile when I was 10 years old and so I know the power and beauty that comes from leaning into what makes you different from other people, and that's what I want every person in my marketing organization to feel – the value in bringing their most authentic self to work every day. The way our employees feel when they show up for themselves authentically is how they will also show up for our customers, and strong relationships drive growth.

I think this is especially true in light of a world forever changed by the pandemic. Living through such an unprecedented time has reinforced that we are all humans. We can't lead or care for one another without empathy and I think leaders everywhere have been reminded of this.

What’s the best leadership advice you’ve received?

When I was growing up as an immigrant in North Carolina, I often wanted to be just like everyone else. But my mother always told me: Be unique, be memorable – you have an authentic view and experience of the world that no one else will ever have, so don't try to be anyone else but you.

What does success look like to you?

I think the concept of success is multi-faceted. From a career perspective, being in a job where you're respected and appreciated, and where you can see how your contributions are providing value by motivating your teams to be better – that's success! From a personal perspective, there is no greater accomplishment than investing in the next generation. I love mentoring younger professionals – they are the future. I want my legacy as a leader to include providing value in work culture, but also in leaving a personal impact on the lives of professionals who will carry the workforce forward. Finding a position in life with a job and company that offers me a chance at all of that is what success looks like to me.

What advice would you give to your younger self just starting out in the industry?

I've always been a naturally curious person and it's easy for me to over-commit to projects that pique my interest. I've learned over years of practice how to manage that, so to my younger self I’d say… prioritize the things that are most important, and then become amazing at those things.

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