Importance of women's inclusion in strategic conversations

“If she’s left out of the data, she’s left out of the solution.” This isn’t just a slogan—it’s the hard truth many organizations overlook. When women’s experiences, contributions, and challenges are not captured in data, strategic decisions are built on partial truths. We cannot address what we don’t measure. I remember working with an organization during a DEI audit where gender representation looked fairly balanced on the surface. But when we dug deeper, the data told a different story: • Leadership roles were overwhelmingly male-dominated. • Performance reviews showed a bias in language—men were described as “ambitious,” women as “cautious.” • Promotions for women plateaued at mid-management, despite equivalent performance metrics. The solution wasn’t more policies or more workshops—it was more data. Data that captured not just headcounts but lived experiences. Data that told the story of pay equity, growth opportunities, and workplace culture. When women are left out of these metrics, they’re left out of the growth, the opportunities, and the solutions that move organizations forward. If you’re serious about equity, start with the numbers. Measure what matters. Because if she’s not in the data, she won’t be in the boardroom either. #diversity #equity #inclusion

On the topic of women’s leadership: Women’s leadership has increasingly been recognized as a critical determinant of organizational performance, innovation, and societal advancement. Evidence demonstrates that companies with greater female representation in leadership achieve superior financial outcomes, a finding consistently highlighted in global analyses (McKinsey, 2020). Building on this, meta-analyses show that women tend to employ collaborative and transformational leadership styles, marked by strong communication, teamwork, and resilience (Eagly et al.). These leadership traits not only strengthen internal organizational culture but also foster environments conducive to creativity and innovation. Recent meta-analytic reviews (2021–2024) have confirmed that female transformational leadership directly enhances employee creativity, shapes innovation-supportive climates, and accelerates organizational innovation. In parallel, a 2025 systematic review reinforces these associations, demonstrating significant correlations between women’s leadership, improved financial performance, and stronger workforce engagement (BMJ Global Health, 2025). Complementary firm-level analyses across developing economies further reveal that greater female leadership representation is linked to measurable gains in corporate innovation capacity (Nature, 2024). Beyond organizational contexts, women’s leadership in the public sphere has been shown to correlate with higher national investment in health, education, and social welfare. Taken together, these findings illustrate a coherent and compelling pattern: women’s leadership is not only a matter of equity but also a strategic imperative that delivers tangible benefits for institutions and societies alike.

If total defense is our strategy, you can’t ignore the untapped potential of women. I recently co-led a European Defense Tech hackathon with AB3 TECH and Women in Defense Tech in Ukraine. I witnessed real defense tech innovation. Soldiers and engineers rapidly prototyped battlefield technologies with real-world impact. Yet, these frontline innovators are often absent from leadership circles shaping NATO’s future tech agenda. Given my experience, I'd like to offer three urgent priorities, which I also tried to express at GLOBSEC 2025's 'Women Strengthening European and NATO’s Security and Resilience' session. 1. Decision-Making We must move beyond symbolic inclusion. NATO and national institutions should implement co-leadership models and gender-balanced innovation councils. Women who innovate on the battlefield must be fast-tracked into strategic roles, such as procurement boards, R&D strategy groups, and policy think tanks. 2. Emerging Domains From AI to drones, cyber to climate security, women are already building the systems that already define European resilience. Let’s institutionalize this through targeted fellowships, hackathons, and funding pipelines explicitly supporting female-led defense tech ventures in the CEE region. 3. Culture Shift We need to rewrite the narrative. Women are not side characters in defense and security; they are builders, commanders, and architects of peace and power. Every time we showcase a female defense innovator, we challenge stereotypes and expand on who gets to shape European and NATO security. In a strategy of total defense, women represent the untapped force multiplier. And to my fellow female forces: never forget - power is not granted, it’s taken. Step in. Lead. Shape the future of defense.

Tired of gender diversity call-out posts? Me too. A quick LinkedIn search for #GenderDiversity yields 10,000+ posts. But how many go beyond platitudes and offer real, actionable solutions? Very few. Gender diversity isn’t a corporate talking point—it’s a business imperative. Yet, we keep seeing the same broad-stroke narratives without sharing what actually works. Let’s change that. Here’s a real case study on how to move the needle—no gatekeeping, no feel-good workshops, just facts. AstraZeneca tackled deep-rooted structural issues—not just optics. And it worked. In 2021, AstraZeneca India faced a 30% attrition rate among female employees. By 2023, this dropped by 50%, thanks to a structured, data-backed strategy led by Amarpreet Kaur Ahuja, Country Director of HR. What Worked? 1. Prioritizing Inclusion Over Diversity: Diversity is representation. Inclusion is retention. Instead of just hiring more women, they focused on making them stay.  ✅ System-wide safety policies for business travel, overnight work, and commuting, reducing unconscious barriers for female employees.  ✅ Flexible work models integrated into policy, not left to managerial discretion.  ✅ Parental benefits, not just maternity benefits, to normalize caregiving as a shared responsibility. 2. Building Two-Way Communication Channels: Most companies assume they know what women employees need—and that’s the first mistake. AstraZeneca institutionalized continuous feedback loops through a dedicated Employee Resource Group (ERG): ✅ Network of Women (NOW)—a country-wide ERG where female employees could raise concerns, exchange ideas, and access leadership directly. ✅ Leadership buy-in—C-suite engagement ensured that insights from the ERG translated into tangible policy shifts, not just discussion forums. 3. Fixing the Post-Maternity Cliff: Women don’t “drop out” of the workforce. They get pushed out. AstraZeneca India identified this pattern—attrition spiked right after maternity leave—and tackled it head-on: ✅ Incentivized referrals to bring women back post-career breaks. ✅ Trained managers to check their biases—No more penalizing women for “lack of commitment” after maternity leave. ✅ Hybrid working models tailored for mid- and senior-level hires, ensuring career progression was not compromised. AstraZeneca’s success wasn’t about one-off initiatives—it was about structural change. And that’s what’s missing from most gender diversity discussions. The real call to action? Stop hoarding solutions. If a strategy works, share it. Think about it—open-source models drive innovation across industries. Why should gender diversity be any different? #GenderDiversity #InclusionMatters #WomenAtWork #HR #Leadership

I’m encouraged by Apple’s board decision to vote against eliminating DEI efforts, following Costco Wholesale’s similar stance. These decisions reflect an important truth: diversity, equity, and inclusion (DEI) aren’t just ethical imperatives—they’re also strategic advantages. DEI disrupts groupthink, fosters innovation, and drives better business outcomes. Boards with at least 30% women make stronger decisions, recall faulty products faster, and achieve better governance. Malcolm Gladwell describes this in Revenge of the Tipping Point as the “magic third”—the threshold where diverse representation begins to transform outcomes. Yet, a scarcity mentality often stands in the way of progress. Yes, there are only so many board seats, but seeing a woman in one of them doesn’t mean she “took” that seat from a man. The assumption that board seats naturally belong to men is deeply flawed and ultimately bad for business. Companies that believe men are the default for leadership are limiting themselves—and their growth potential. There is room at the table for both men and women. Consumers come from diverse backgrounds, and inclusive boards with varied perspectives are far more likely to make decisions that resonate with their markets and position companies for long-term success. As a member of the Silicon Valley Executive Board for How Women Lead and the Get On Board Week committee, I’ve seen how essential it is to challenge stereotypes and prepare women for board service. Women often have the governance, advisory, and leadership skills boards desperately need, but outdated perceptions can prevent them from being seen as “board-ready.” Breaking those barriers benefits everyone. Apple and Costco’s commitment to DEI sets an example of how embracing diverse voices leads to stronger businesses and a better society. Let’s keep making room at the table, because when everyone has a seat, we all win. https://lnkd.in/g7--VyVB #Leadership #DEI #DiversityInBoards #HowWomenLead #WomenonBoards #RepresentationMatters #GetOnBoard

📉 For the third year in a row, the rate of women hired into leadership roles is declining. In 2024, women accounted for 51% of total hires, but just 33% of leadership hires. This is no longer just a matter of representation—it's a red flag for the competitiveness of our organizations. As highlighted in the Global Gender Gap Report 2025, developed with data from LinkedIn’s Economic Graph, inclusion is not just a value—it's a strategy. A strategy for innovation. For resilience. For future readiness. The full report is packed with eye-opening data—disaggregated by industry, role, geography, and income level. It reveals that economic parity is still over a century away. And that the greatest gaps remain in leadership and earnings. As AI redefines leadership, human skills like empathy, adaptability, and critical thinking will only grow more vital. Women—often with non-linear, cross-functional careers—bring precisely the kind of agile mindset this moment demands. The path forward is clear: ✅ Transparent career progression ✅ Investment in skills, not stereotypes ✅ Cultures that value people, not just positions We all have a role in shifting the trend. 📊 Explore the full report here: https://lnkd.in/djw4MrZn #GenderEquity #FutureOfWork #Leadership #AI #Inclusion #GlobalGenderGap #DiversityInTech #LinkedInEconomicGraph

🟣 Inclusive leadership isn’t just good for business — it’s essential for women’s financial inclusion. A new report by Women's World Banking offers one of the clearest connections I’ve seen between leadership approaches and actual, measurable outcomes for women. 💼 When women in leadership are heard and when inclusive leaders (of any gender) take intentional action, we see: ↳ more women clients served ↳ more tailored financial products reaching underserved groups ↳ stronger business performance in inclusive institutions But here’s the key insight: inclusion starts at the top. Institutions that build inclusive cultures — not just policies — are more likely to innovate for the real needs of women. 💡 And let’s be honest: investing in women is one of the smartest economic decisions an organisation can make! From customer bases to supply chains — gender-smart strategies deliver long-term value. From HR practices to product design, inclusive leadership changes everything. It’s not about representation alone — it’s about voice, empathy, and decision-making power. 🌐 That’s why the Women’s Empowerment Principles (WEPs) matter. They provide a practical roadmap for companies ready to turn commitments into impact — through inclusive leadership, equal opportunity, and gender-responsive services. 🔗 Highly recommend this report to anyone working in finance, development, or DEI strategy: How Inclusive Leadership Contributes to Women’s Financial Inclusion >> https://lnkd.in/e6pZsbVc #InvestInWomen #WEPs #GenderEquality #WomenInLeadership #DEI

In a recent conversation with Haley Kwait Zollo, Joanna Drake, and Madeline Darcy, Haley surfaced something that doesn’t get talked about enough. A private wealth advisor shared that in many high-net-worth families, women—especially spouses and heirs—aren’t brought into financial conversations. And yet, they often influence how capital is ultimately deployed. What if we changed that? We spend a lot of time talking about new LP strategies for emerging managers. One pathway that feels overlooked: creating intentional, intimate salons for next-gen family members and spouses. Not info sessions—true gatherings that meet people where they are and spark real curiosity about venture, particularly with a focus on women-led opportunities. There’s power in designing for inclusion from the very beginning—not assuming prior exposure, but offering a seat at the table that’s meaningful. This isn’t just about expanding access. It’s about shifting who gets to build conviction in the future of venture. If you’re building something similar—or want to—let’s talk. 

Breaking news earlier this week! "The #UAE on Wednesday issued a directive requiring private companies to ensure female representation on boards of directors to bolster gender equality efforts. The move, announced by the Ministry Of Economy, UAE, is aimed at private joint-stock companies and will come into force in January." (reported by The National News) *How can companies ensure they meet this directive while also choosing the most qualified candidates for their boards? If recruiting externally, ensure that of all candidates presented, at least 50% of the pool are female. If there is only one woman in a candidate pool, there's statistically no chance she will be hired. Consider candidates with the right expertise, not necessarily with prior Board experience. * What steps can be taken to support women in advancing to board-level positions? Businesses must implement leadership initiatives in order to ensure there is a pipeline of women ready to be members of corporate boards. They need to take specific actions today, so there are enough candidates from within a company in the future. Companies can drive board inclusion by preparing their own female executives for future board participation: placing them in roles with profit-and-loss responsibility, ensuring they have committed mentors and sponsors, and equipping them with the knowledge and skills needed to confront the governance and strategy issues that boards typically face. One last thought. Research has also shown that having only one woman on a board is not enough. Studies based on the work of Harvard Business School Professor Rosabeth Moss Kanter have shown that at least three women are needed to reach a critical mass and ensure that women are comfortable speaking and their voices are heard. However, this is great news and a yet another significant step to advancing board diversity in the UAE. So pleased to comment Nabila Rahhal! #down2bizlucychow #changingthegame_lucychow #changingthegame_future #womenonboards #csuite #boarddirectors #workplaceofthefuture https://lnkd.in/gWZ54GiM

Over the years, I’ve had countless conversations with leaders about inclusion. Some understood its power. Some weren’t sure—but were willing to try. And some, quite plainly, called it nonsense. So, at MarchingSheep, we asked the only question that matters: What does the data say? Our latest MarchingSheep Inclusion Index 2025, featured in The Economic Times, studied 840 listed Indian companies across 30 sectors. The findings? Unmissable. 🌟 Companies with stronger #women participation—from shop floor to boardroom—reported up to 50% higher profit after tax margins(PAT%)! But beneath this success story, some uncomfortable truths remain: 🚫 63% of companies had NO women in Key Managerial Positions 📉 Women made up just 22% of the total workforce, below the urban benchmark of 28% At MarchingSheep, we’ve always said: #Inclusion isn’t about hiring more women. It’s about engaging them, developing them, retaining them—and recognizing their full contribution. We don’t just need more women in the system. We need structures that support, elevate, and reimagine leadership to reflect the world we live in. We do hope this report will spark deeper conversations, and help enable real change! If you want the full report do write #DEIB in the comments , we will send the report to you. Shirin Khodaiji Krati Vyas Meghasri Pulluri Ishu Chaudhary Aastha P. Alok Kohli Rakhee Sharma #MarchingSheep #InclusionIndex2025 #GenderDiversity #WomenAtWork #InclusiveLeadership #ProfitWithPurpose https://lnkd.in/gXqP48vh