Monday, July 26, 2010

Denice Kronau is the newly appointed Chief Diversity Officer at Siemens



Denice Kronau (51) has been appointed Chief Diversity Officer at Siemens, effective June 1, 2010. A U.S. citizen, Ms. Kronau was most recently CFO of the Diagnostics Division of Siemens’ Healthcare Sector. “With Denice Kronau we have found a highly experienced personality who enjoys an excellent reputation both inside and outside Siemens. She will shape the second phase of our Diversity Initiative. Our aim now is to unleash our dynamic global networks in order to foster diversity in every corner of Siemens,” said Siemens President and CEO Peter Löscher.

During her visit to Siemens in South Africa, Denice told us that she grew up in a small town in upstate New York as the oldest of four children and was the first in her family to attend college. Originally coming from an IT background, she stated that she always felt to be the odd one out, being mostly the sole woman at work.

She also shared with us her passion for traveling the planet which has had a significant impact on her life. She does enjoy the challenge of understanding a new culture with the rewards of adding up a new perspective to her own one.

Denice Kronau has worked for Siemens since 2002. She was appointed CFO of Siemens’ U.S. Regional Company in 2008 and CFO of the Diagnostics Division of the company’s Healthcare Sector in 2009. Before joining Siemens, Ms. Kronau worked for a number of companies in the U.S. and Europe, including Diageo, Kraft and Phillip Morris.

She is also the author of a book called 'Falling in Love With Work - Again', which is not published yet, but you can have a sneak preview here.

You can find out more about Denice on her blog.

Thursday, June 24, 2010

E.on wants more women as bosses

The pressure on the male dominance in the economy grows: After German Telekom, now E.on also wants to increase the share of female executives in the group. A legal quota however has been strictly objected.

An advance for women from a woman: In the energy group E.on, more women are supposed to be able to climb the social ladder. "The share of female managers, which is currently at 12%, should increase", said Regine Stachelhaus, new work director at E.on. Clear objectives must be given to reach a higher percentage of female executives, that should have the same status as revenue targets, said the 55-year-old.

The subject receives higher and higher status within the German economy and politics. Last family minister Kristina Schröder agitated strongly for a legal solution. Until 2015, the economy had to increase the share of female executives to 20%, demanded the minister.

That is an ambitious goal. For presently there are less than 1% of women in the boards of the Dax Companies. In the supervisory boards, approximately 12% are women - only because the employers dispatch disproportionately many women into the control group.

The German Telekom had announced in March as the first Dax Company that the international percentage of women in management should increase by the end of 2015 to 30%.

Stachelhaus however does not agree to a legally decreed woman quota - and with this is in line with most other companies’ opinion. Just as important as the percentage of female executives is the ratio between young and old and their internationalization. "The pace of change is nowadays so high in the economy that only heterogeneous teams can bring good results. If in a team everyone thinks alike, it becomes difficult", she says.

The discussions about this issue are many and differ from country to country. In some countries public opinion is in favor of a quota system. In 2004, by inaugurating a quota system stipulating a minimum level of 40% women on company boards, Norway was the first country that really showed that they wanted to change the current situation. In spring 2007, Spain decided to go the same way – not only in the board rooms but in order to increase the number of women in the business world.

The pros and cons of quotas have caused a lot of discussions. For fear that the competence of the board could be diluted by quotas; many companies disagree to a legal solution. Their argument is that board members should be elected not because of gender but because of experience, competence, ability. Whatever one’s opinion about the method, we should all be able to agree on the fact that the discussion caused by the idea of a quota system draws attention to the lack of women in executive positions.

Our populations, our markets, our staff all consist of around 50% women and 50% men. The role of the board is to ensure that the company develops further, is competitive, and looks after their shareholders’ interests. From this point of view, the constitution of the board should aim to reflect the population, its market, its staff and create a dynamic atmosphere in the board rooms.

In order to renew and develop the boards and to let them reflect the market more clearly, and even better look after the shareholders’ interests we have to find better ways. We have to show that there are new, competent, experienced and devoted potential board members outside the long-serving, well-established selected few.

Monday, June 21, 2010

Second Woman on the Board of Siemens












In an extraordinary supervisory board meeting on 09.06.2010, Brigitte Ederer was appointed to the Central Board of Siemens as the new Head of Corporate Human Resources, with special responsibility for the Region Europe, and as Labor Director. The Austrian starts with tailwind, for investors have currently hardly something to carp on at Siemens. Nevertheless, there will be no time to breathe deeply.

From a media point of view, the fact that Siemens appointed the second woman to the Board of Directors would have probably already passed as confirmation in order to attest the technology group a profound change. On top Siemens has appointed not any woman but Brigitte Ederer, who became known besides her job as President and CEO of Siemens AG Austria and CEO of the Cluster Central-Eastern-Europe for her governmental involvement as a SPÖ delegate and professed socialist. She of all things is now moving onto one of the most important Siemens group posts.

The 54-year-old economist will have to prove whether her political and diplomatic skills, that resulted in her post of a Secretary of State for European affairs, also works on the large, international Siemens stage.

Monday, May 24, 2010

The ALOW Empowerment & Knowledge Sharing Discussion on the 12th of May 2010


The ALOW Empowerment & Knowledge Sharing Discussion on the 12th of May 2010 was well attended and signaled the start of great opportunities to come for ALOW Members. The ladies had an opportunity to mingle with each other whilst enjoying some exotic looking confectionary delights. This set the scene for a powerful talk by Alex Mathole who took us along on her corporate journey as a South African Woman. Alex Mathole drove home the point that there are only 24 hours in a day and that is something that will not change. As women pursue careers, one's personal lives will not just fall into place, sacrifices are required and by being more deliberate about career and family trade-offs we will be taking a step closer towards peace of mind and contentment with where we are. She also emphasized that women need to take responsibility for their own development and advancement and "be willing to put our shoulder behind the wheel".














Elaine Barr spoke on the Mentoring portfolio which is aimed at identifying and growing female talent through formalized mentorships. The Mentorship programme will be aligned with the HR mentorship programme. Through the Mentorship Programme, 10 female mentors (JG 3 – 6) and 20 female mentee's (JG 6 – 8) will be identified. Mentors and mentees will be matched by Human Resources. The kick off will occur at the same time as the HR mentoring Programme Kick off.














Shaleenah Marie from the ALOW social Club emphasized the reasons for a Social Club portfolio which included: empowering, developing and connecting female leaders and providing a platform for ALOW members to network. The ALOW Business Book clubs aim is to bring together a diverse group of women to engage in powerful conversations and exchange ideas with each other whilst investing in their own professional development. The ALOW social club first event will be a "High Tea" which many of the ladies expressed great interest in.

An interesting panel discussion on Women in Business from a South African perspective was discussed by Alex Mathole, Nicolette Barnard, and Elaine Barr. The audience interacted with this group and asked many relevant questions pertaining to Women in business.

Helen Brown, the Country General Manager of Siemens Healthcare Diagnostics involved all the ladies in an exercise which involved putting together 4 triangles with all sides being equal. This exercise demonstrated that women must stop thinking one dimensionally. The audience was taken through her idea's of what an individual should do to empower oneself for success and the demonstrable behaviours for success.














“Everyone has talent. What is rare is the courage to follow the talent to the dark place where it leads” Erica Jong, author – This quote was used by Alex Mathole in her presentation and is a very apt quote to all women who must have the courage to go after their dreams because fear is the paralysis of one’s strengths.

Friday, May 14, 2010

Women Working Abroad






With the increase of globalization and international competition, companies have had to utilize all of their human resources to keep apace. In many cases, this has meant changing the "old way" of doing business. One example of this change is the increased participation of women assigned to travel abroad for business purposes. If this sounds like you, or someone you know, this guide will definitely offer some useful information and tips for doing business in a foreign country.

Establishing Credibility

Women doing business in foreign cultures which are still to some extent male-dominated often find that, although they may be considered as foreigners first and women second, there is still a need to prove one’s skills, character, and competence beyond what a male counterpart would need to do to establish credibility.

Advance communication and proper introductions are important; the more you can do to set expectations about who you are and how you are to be perceived, the better. If possible, arrange to be introduced by a higher-ranking coworker who has already established relationships with the other party. If it is not possible for such a person to be present, have that person send a written introduction before you meet with your new associates.

Make sure that the title on your business card clearly shows your rank. An ambiguous title (such as "Training Evangelist") might need to be modified to one which more clearly denotes rank (e.g., "Director of Training"); otherwise, others may assume that you hold a lower-ranking position than you actually do.

If you are the ranking member of your team, make sure your team members are briefed so that they can help to communicate the hierarchy within the group. For example, businessmen from traditionally male-dominated cultures may unthinkingly direct comments or questions to the male team members of your team, assuming that you are an assistant or administrative person because you are a woman. In this case, your male colleagues need to understand that it is be better to defer to you rather than to respond to the question themselves. Another example would be if the local culture designates seating arrangements based on hierarchy, it will be important for you and your team members to observe the custom and sit in the appropriate seats.

It is advisable to project confidence and professionalism while avoiding both overly assertive or overly deferential behavior. However, it is generally expected that both men and women will defer to those who are more senior in terms of age or rank.

Dress

A conservative approach is generally recommended when dressing for business abroad.

Business suits in conservative (dark) colors such as gray, navy blue, and black are considered the norm for women in international business.

Clothing should not be overly revealing; for example, avoid mini-skirts and low-cut blouses. Suit skirts should be knee-length or longer, and pantsuits are acceptable business dress in many countries.

Invest in good quality leather pumps with heels that are not too high.

Nylons are a must in some cultures such as Japan; in some European countries such as Germany, nylons are optional during the summer.

Some European and Asian countries tend to be fashion- and label-conscious, so designer clothing of good quality will make a good impression.

In Asia, it’s best to be conservative with makeup and jewelry. Bright shades of eye shadow and dangling jewelry are not recommended.

Handling Annoying Behavior

Although many countries have laws that specifically prohibit sexual harassment in the workplace, the latitude regarding what is considered acceptable may differ widely from country to country.

Women working abroad should expect to encounter a wide range of attitudes and behaviors toward women in the workplace. They may experience excessively flattering or derogatory statements about women’s physique or appearance, jokes that are sexual in nature, and flirtatious behavior.

In general, it helps to adopt a more relaxed attitude about such behavior and not become angry about it as long as it is essentially harmless.

Some women have experienced suggestive sexual comments being used as a maneuver in the middle of a negotiation, in an attempt to rattle them. In this kind of situation:

It’s important to keep calm and stay in control, responding perhaps with a polite but firm reminder to keep the discussion on the business at hand.

Another possible response is to state that the discussion has gotten off track, and call for a break.

A last resort would be to end the negotiation as an extreme expression of disapproval.

When Outside the Office…

It is generally a good idea to avoid socializing one-on-one with foreign male colleagues.

Although men in many European, Asian and Latin countries can be quite flirtatious, you should try to avoid behavior that might be misinterpreted as aggressive or flirtatious.

Dining alone in a strange restaurant may make you prone to unwanted interest. Ask your colleagues or concierge at your hotel to recommend restaurants where you should be able to eat without being bothered.

Single women should avoid discussing their personal lives, particularly regarding romantic or sexual relationships. If the conversation becomes too personal, or inappropriate topics are broached, politely change the subject.

You may be asked about topics that might be considered "too personal" in your own culture, for example, your age, marital status, why you aren’t married, or who you live with. In many countries, asking personal questions is a way of showing interest in getting to know someone. Try not to react strongly to such questions, but answer them briefly, perhaps with humorous evasion, and change the topic. If the question is more aggressive or sexual in nature, you can express disapproval by saying something like, "I don’t think that’s an appropriate question," and change the topic.

If you find yourself in a situation in which you feel you are being sexually harassed, a simple statement of disapproval is better than becoming angry or upset. Try to remain calm and professional, as men may be trying to "test" you. If they persist, strongly voicing your disapproval may be enough to get them to back down, as assertive behavior may not be expected from women. As a last resort, you can always inform your host that you are uncomfortable and leave.

Designate a "watchdog"—a male colleague from your own country or your company’s local operation with whom you have a good relationship—to support you in voicing disapproval if other men in the group become offensive in a social situation.

Make sure your company’s sexual harassment policy is clearly communicated to overseas employees. When you travel overseas on business, you are still protected by this policy, and if you experience incidents of sexual harassment, you should take action in accordance with your firm’s policy. It is always best to report an incident rather than keeping it to yourself. If the offender is an employee of your company, he can be reprimanded, and if he is employed by another company, your company’s management will be aware of the issue when deciding whether to do further business with that company.

Adapted with permission from International Business: A Basic Guide for Women; Tracey Wilen.
More information about the book can be found here.

Friday, April 23, 2010

Female Talent in Emerging Markets

A yearlong study called “In Plain Sight: Female Talent in Emerging Markets", supported by Bloomberg, Booz & Company, Intel, Pfizer and Siemens came to surprising conclusions about the potential of women in emerging markets.

Sylvia Ann Hewlett, a professor at Columbia University and founding president of the Center for Work-Life Policy, is essentially saying in this study that over half of college graduates in these markets are now female, and they've been somewhat neglected in terms of the war for talent.

Although there are huge populations involved and large pools of educated people, only 10% to 15% of the college-graduate population of China and India are well-prepared enough to be part of a management track at a local corporation. So the effective highly qualified pool of people is quite limited. It would therefore make a lot of sense, given the backdrop just described, to be much more proactive with the recruiting and training of females in these markets.

Siemens is positively mentioned in the study for having a new program called the Engaging BRIC and ME Talent Program. It is a very targeted approach to giving specially tailored growth opportunities to women and men.

Sylvia Ann Hewlett also is the founding chair of the Hidden Brain Drain Task Force—a group of 56 global companies and organizations committed to fully realizing female and multicultural talent.

Tuesday, April 20, 2010

Gender bias?












Taking a “look at the key women who are shaping Asia's political and economic landscape" on the occasion of the 100th International Women's Day on 08.03.2010, CNN published a list of eight of Asia’s top power women.

Indra Nooyi, coming in at second place, "lords over some 185,000 corporate minions in close to 200 countries", notes CNN. “Nooyi's hard-as-nails leadership and her sense of fun (one-time lead guitarist in an all-girls rock band still performs regularly at corporate functions) has earned her spots on many 'best leader' lists in the US," it adds.

Being the Chairperson and Chief Executive Officer of PepsiCo Incorporated, she is a Successor Fellow of the Yale Corporation, a Class B director of the Board of Directors of the New York Federal Reserve, and serves as a member of the Foundation Board of the World Economic Forum, International Rescue Committee, Catalyst and the Lincoln Center for the Performing Arts. She is also a member of the Board of Trustees of Eisenhower Fellowships, and currently serves as Chairperson of the U.S.-India Business Council.

Regardless of all of these achievements and being ranked third on the 2008 and 2009 list of The World's 100 Most Powerful Women by Forbes Magazine, in an article in the Times of India Indra Nooyi has been quoted saying that "most powerful lists’ must be dumped in the garage". She recounts how "in 2001 when I went home to tell my mother about my appointment as the PepsiCo president, she reacted indifferently with a "dead pan" expression." She said, "My mother told me when you enter the house, you are a mom, wife, daughter, daughter-in-law. Next time you come home, leave the crown in the garage."

Could you imagine that any dad on this planet would say the same to his son: "when you enter the house you are a dad, a husband, son, son-in-law"? At least I have never heard of any man having said this when asked how it feels to be on the list of most powerful leaders!

Are people still not ready to acknowledge the accomplishments of women? If someone as powerful as Ms. Nooyi has to put up with these kinds of comments instead of being cheered on her accomplishments, then what can be expected for small achievers?

One wonders when the world will be mature enough to accept the success of a woman outside the four walls of her home without labeling her a “Rabenmutter” (raven mother, after the black bird that pushes chicks out of the nest) at the same time…

More about Indra Nooyi can be found here.

Thursday, April 15, 2010

SAP to appoint first woman to top management








The Personnel Department in the SAP Board of Directors will in future be occupied by a woman: the former Unilever Manager Dr. Angelika Dammann will join the software group.

Dammann joins SAP from Unilever DACH, where she served as vice president, human resources, and labor relations director, and also was a member of the company’s Board. Prior to Unilever, Dammann spent 17 years with the Shell organization in different positions.

The 50-year-old studied law in Hamburg and London and earned a doctorate in International Law. After the Siemens Manager Barbara Kux, Dammann will be the second woman within the Central Boards of all 30 DAX companies.

Does this now mean that German companies are especially daring and fearless? Siemens and SAP have appointed women Directors; German Telekom is discussing a quota – where are all the other liberated and open minded global corporations in this picture?

Please let us have your opinion.

You can read more about Angelika Dammann's appointment here.

Friday, April 9, 2010

Women Quota or not?

Barbara Kux has always been a high-flyer: working with food giant Nestlé where she started her career, as a Management Consultant with McKinsey, during her MBA studies at prestigious INSEAD in Fontainebleau or with the nomination into the circle of “Global Leaders of Tomorrow” by the World Economic Forum in Davos. She always outshone her competitors – men and women alike, mind you.

With this it seemed only natural that Mrs. Kux got one of the most desired jobs that any big corporation has to offer, becoming a member of the Central Board. Barbara Kux is since 2008 Head of Supply Chain Management and Chief Sustainability Officer with Siemens. The only woman within the Central Boards of all 30 DAX companies.

The example of Mrs. Kux can now be interpreted in two ways:

One could argue that “If women are really good, they will reach a top management position. Same as men.”

On the other hand, one could argue that “Women in business still extensively do not stand a chance. They have to be considerably better than any man around to be promoted to top management”.

Unfortunately, the second interpretation seems to be much closer to the truth. Even though more women have better grades and are quicker to finish their education than men, they still are the odd one out in most companies.

Against this background, Deutsche Telekom has very recently set a Women-Manager Quota of 30% by 2015. Do you feel this is the right way to go? Please leave your comment on this topic – we are very interested!

More about the Women-Manager Quota at Deutsche Telekom can be found here.
More about Barbara Kux can be found here.

Wednesday, March 24, 2010

Dr. Anna Mokgokong











We also had the pleasure to have Dr. Anna Mokgokong speaking at the launch of ALOW last month.

Voted one of the leading women entrepreneurs in the world in 1998 by the Star Group in the US, Dr. Anna is one of the most confident women entrepreneurs today - she speaks candidly and laughs easily, but you know she means business.

On what makes her successful in a still male-dominated business world, Dr. Anna says that she has always been ambitious and always expected to be a high achiever. Her aspirations as a child were not to become a doctor, but a film star. "I have always believed I would become something in my life, and that has driven me. Only big dreams have the power to move your mind and spirit. You must believe in yourself, never look backwards and stay focused."

Being asked what advice she would give to women in Management, Dr. Anna states that mostly women's biggest enemy is themselves. According to her, the key factors for success are:

- There are no shortcuts to success - only hard work
- Be aggressive and get your butt off the ground
- Act consistently to your most inner beliefs
- Integrity is key to success
- Women do have dual roles - accept it
- Do not be afraid to teach, train and encurage other women
- Earn respect from your male peers and superiors
- Be tenacious and resilitent - don't let go of your dream

How can one person have so much energy? "I don't believe that it is about energy. It is about passion. You must have a lot of passion for what you want to achieve and then direct all your energies to achieve that passion. That is the difference between women and men. It is not only that women can multi-task, but women tend to be more passionate about what they believe in than men. So we have an advantage!"

Your can read more about Dr. Anna here.

Woman's Forum Official Launch

On 02.02.2010, Siemens Southern Africa officially launched the African Leadership Organisation of Women (ALOW). Mrs. Jill Lee, the Chief Diversity Officer for Siemens AG visited us for the launch and presented the Global Diversity Initiative.

Jill Lee has been working at Siemens since 1986 in various Asian countries. She has been Senior Executive VP and CFO of Siemens China since July 2004. In April 2008 she took over as CFO for the entire Northeast Asia region, which in addition to China also includes Korea, Hong Kong and Taiwan. In November 2008 Jill’s appointment as the new Chief Diversity Officer (CDO) of Siemens AG was announced. In her position as CDO she is responsible for promoting Diversity across all ranks of Siemens Management.

Especially for Siemens in Africa, diversity is a very important topic:

Africa is an extremely diverse continent. Consisting of 53 countries, it’s the most multilingual continent in the world with approximately 2.000 languages and dialects being spoken. Siemens celebrates this diversity as a prerequisite to sustainable success – African diversity matches our own commitment to becoming a company as diverse as the world in which we operate in order to tap the power of this diversity for maximum advantage.

The combined talents of the Siemens employees on the African continent represent an infinite range of possibilities. Women and men from a wide range of backgrounds working throughout the company developing solutions to meet our customer’s needs and answering the most pressing issues facing Africa today. Research demonstrates that diverse workplaces are happier and more interesting. Diverse companies find it easier to attract people, job satisfaction is enhanced, and diverse teams are more productive and creative. For a company like Siemens that depends on innovation, it must do all it can to nurture this innovation power. This was the thinking behind Siemens’ Managing Board’s decision to launch the Siemens Diversity Initiative.

More Information on Diversity at Siemens can be found here - this time for Siemens employees only.

Thursday, March 18, 2010

Welcome!






To say it with Beyonce, this is for "all the honeys who makin' money" - independent business women in (and outside of) Siemens who want to connect, promote, learn, and grow.

Having launched the African Leadership Organisation of Women (ALOW) only weeks ago in February 2010, we are in the process of creating a mentoring program for women in Siemens to identify and grow female talent. We also want to offer a platform for networking, a business book club, Power Hours of training outside the purely work related topics ... and much more.

We want to be the best resource for forward-thinking women who want to grow their careers. We want to share ideas, contacts, resources, helpful tips and inspiration. Above all, we want to provide the support of other women and encourage you to become as successful as possible.