Volume 3, Issue 5 by Global EXEC Women Magazine

The Magazine About Female Executives and Women-Owned Businesses

www.GlobalEXECWomen.com

The Forum for Thought Leaders

Robin Bienfait Chief Information Officer

Research In Motion (RIM) Manufacturer of the BlackBerry®

“Believe in your capabilities.”

Humanity

Thrives in Kenya USA $5.95 • Canada $6.95 • China ¥20

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Vol. 3 Issue 1

Optimizing People, Profits and Performance A Canadian Perspective

Learn About the Economic Blueprint

The Universal

Language

Is Now Green

Motherhood

and Leadership

WHAT CAN BROWN DO FOR YOU?ÂŽ

Diversity has helped shape UPS over the past century and will continue to contribute new and original ideas in our second 100 years and beyond.

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“The Clique.” Nathan Phillips Square, Toronto. Image courtesy of the human network.

On the human network, you subscribe to people, not magazines. Welcome to a place where business and social networking are changing the way we work and play. Where colleagues and friends can subscribe to both your opinions and schedules or your playlists and photos. And you can be reached the way you want to be reached. Or not. Welcome to your life. On your terms. All it takes is a network. The story continues at cisco.com/supplier/diveristy.

Contents

(Volume 3 Issue 1)

6) Contributors 8) Executive Team 10) Publisher’s Letter 12) Thoughts From Our Readers 17) Executive Strategy – Supporting the Growth of Businesses Owned by Women of Color AT&T takes the lead in encouraging women-led small businesses to flourish.

20) Trends – Neuroeconomics: What Does It All Mean? How promising new discoveries in brain study can help you understand customers. By Edie Weiner

22) UpFront – Cover Story – RIM CIO Shapes Digital Revolution Research in Motion (RIM)’s revenue growth has exceeded 170,000%. CIO Robin Bienfait discusses how wireless empowers women to excel and save time! By Cecilia Roach

28) Regional Focus – Optimizing People, Performance, and Profits: A Canadian Perspective Beth Wilson, one of Canada’s most powerful women, reveals how focusing on “engagement” can help retain key talent. By Cecilia Roach

33) Global Greenway – Packaging: The Universal Language Is “Green” Forward-thinking companies find that eco-friendly containers benefit not just the environment but also the bottom line. By Laura Turner Seydel

37) Nissan’s New Way of Thinking

The Japanese automaker applies a global perspective to creating a “sustainable mobile society.”

40) Woman to Watch – Humanity Thrives Rwanda’s Emertha Uwanyirigira provides a model for how women entrepreneurs can support each other. By Lin Weigel

43) Women Targeted to Fill Executive Suites Finding opportunity due to Baby Boomer retirement. By Katherine Phelps

45) Interviewing Skills…A Global Approach How to master a job interview, no matter where you are.

46) Five for Five: The Top Five Interview Q & A’s An executive recruiting expert offers her insider tips.

49) Parenting from the White House U.S. First Lady Michelle Obama exemplifies how professional women can apply leadership skills from the workplace at home. By Katherine Phelps

52) Follow the Money Women Impacting Public Policy “Economic Blueprint” Six core principles from the Women Business Owners’ Platform.

54) Exclusively for the C-Suite New tools make your work more productive and enjoyable.

International Women of Influence Awards™ It is time to promote yourself. Yes, I am talking about YOU! Especially if you are one of those executives who is always head down working and giving your time to promote others. Send us your current professional headshot and bio and get ready to receive the recognition you deserve. See pages 14-15 for more information.

Global EXEC Women •• 2009 •• Vol. 3 Issue 1

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we’re behind you

Contributors

Katherine Phelps is the founder & CEO of Beautiful Media, a multimedia company involved in all aspects of publishing. She publishes a wide array of nationally distributed books focused on: business, fiction, nonfiction and children’s titles. She is the U.S. Editor for Life and Fashion, an upscale Canadian title, and the publisher of “Beautiful,” a nationally distributed magazine with a focus on beauty products, services and longevity. Katherine founded and published the original Atlanta Woman Magazine which is now owned by Billian Publications. She is the recipient of numerous awards including AT&T’s Woman of Achievement, Revlon’s Most Unforgettable Woman and DECA Employer of the Year.

Cecilia Roach is an award-winning writer and communicator who has helped leading technology, healthcare and business-to-business companies create and profit from emerging markets for more than 25 years. Her consultancy, Pivot Point Group, Inc., expertly combines strategic messaging, competitive landscape analysis and aggressive marketing to mine untapped opportunities and create sustainable advantages for clients and their partners.

As an international environmental and eco-living expert, Laura Turner Seydel’s mission is to educate women, families, youth and individuals alike about the opportunities and benefits of earth-friendly living. She is the chairman of the Captain Planet Foundation, co-founder of Mothers & Others for Clean Air and on the board of the Turner Foundation, Inc.

Lin Weigel is director of program development for the Institute for Economic Empowerment of Women – formerly Women Impacting Public Policy (WIPP) Institute. In her capacity as program director, she uses her vision, drive and focus to bring to life the worldwide mission of entrepreneurial education to women business owners in the United States and abroad.

Global EXEC Women •• 2009 •• Vol. 3 Issue 1

www.GlobalEXECWomen.com

... it’s

everywhere when you know where to look .

No GPS tells you where to turn. No beacon of light is there to guide you. That’s why we look at the world in thousands of ways — for the singleminded reason of finding windows of opportunity. From Main Street to Wall Street, we anticipate needs and devel op innovative products to meet them. We see what you see — whether you’re a s t u d e n t o p e n i n g y o u r f i r s t s a v i n g s a c c o u n t o r a C E O o f a multinational corporation — and we help make getting to where you want to g o p o s s i b l e . W e a l s o b e l i e v e i n d e v e l o p i n g a n d p u r s u i n g o p p o r t u n i t i e s beyond the world of finance — opportunities to strengthen a community b y t u r n i n g an abandoned lot into a ball field or to preserve the health of our planet by investing in clean energy sources. Through our community outreach, philanthropic giving and environmental efforts, we find what’s good and embrace it. Creating, seizing and igniting opportunity is what it’s all about. Opportunities abound, when you know where to look.

bankofamerica.com

Executive Team

Insights from the Executive Team Executive Team Susan Adams Director – The Coca-Cola Company

Laurie Dean Baird Director – Turner Broadcasting System, Inc.

Sara Bajc Director – Microsoft – China

Tina Baker Chief Executive Officer – The Cadence Group

Rebecca Blalock Chief Information Officer – Southern Company

Kat Cole Vice President – Hooters of America, Inc.

Bobbie de Winter Vice President - Americas – Dilithium Networks, Inc.

Cigdem Delano Chief Information Officer – Morehouse School of Medicine

Yelena Epova Partner – Habif, Arogeti & Wynne, LLP; Baker Tilly International

Vicki Hamilton Senior Vice President – Turner Broadcasting System, Inc.

Cheryl King Chief Financial Officer – Prime Oncology, Inc.

Mary Anne Kristan Director of Operations – KMA One

Kathy Lamb Chief Information Officer – Ames Taping Tool Systems, Inc.

Kathy A. Miller Senior Vice President – SunTrust Banks, Inc.

Judith Mod Director – Neighborhood America

Jillian Phillips President – Phillips Innovation Team

Titiana Sanders Regional Vice President – American Express

Cindy Tierney Chief Information Officer – Beazer Homes

Angela Yochem

“The keys to success for me are to tap into my talents and make it fun to create positive experiences for my customers and team. With ‘Fun,’ there is no room for fear or failure. People are hungry to surround themselves with positive leaders. Thanks to my mentors, I have a greater awareness to embrace each day with an attitude of ‘how can I help?’ rather than ‘how can the world serve me?’ It is amazing what this shift can do to help lead others and serve my customers better.” — Bobbi de Winter, Vice President - Americas, Dilithium Networks “Hearing about other women’s successes motivates me. Rather than react to that news with a defeated attitude, ‘How could I ever hope to do that?,’ instead, I think, ‘What a great idea! How can I incorporate that into my practice to better serve my clients?’ Be open to change, willing to learn, and become a fearless experimenter!” — Yelena Epova, Tax Partner, HA&W, LLP, Independent Member of Baker Tilly International Meня всегда мотивирует успех женщин в бизнесе. Вместо того, чтобы реагировать на успехи других с предубеждением, думая о том, что подобная высота для меня недоступна, я считаю наоборот, “Какая прекрасная идея! Как я могу использовать эту идею в моей практике, чтобы лучше обслуживать моиx клиентов?” He бойтесь изменений, стремитесь учиться новому и становитесь бесстрашными экспериментаторами! ” Елена Эпова, Партнëр, HA&W, LLP, независимый участник Baker Tilly International

Director – Dell Founder, CEO and Publisher – Virginia A. Bradley Photographers – Prashant Kollipara, Larry Kryski, Michael Romeo, Jr. Art Director – Ben Carpenter Copy Editor – Anya Martin Distribution – Beautiful Media Contributors – Sheila Bright, Wei Wei Chen, Barbara Kasoff, Megan Kearney, Amanda Leesburg, Yu Lu, Edward McNally, Scott Monge, Sue Ellen Reager, Kevin Sanford, Edie Weiner

Contact us for custom publications for your company! Global EXEC Women 2566 Shallowford Road, Suite 104, Atlanta, Georgia 30345 USA +1.404.488.8400 www.GlobalEXECWomen.com ©2009 by Global EXEC Women. All rights reserved. Reproduction in whole or in part of any text, photograph or illustration without written permission of the publisher is prohibited. Copying. photographing, scanning and e-mailing of articles is prohibited. Global EXEC Women is not responsible for any errors or omissions.

This issue dedicated to Karen Phillips and Kate Puzey

Global EXEC Women •• 2009 •• Vol. 3 Issue 1

www.GlobalEXECWomen.com

Publisher’s Letter

I’m excited about the economy!

Virginia A. Bradley

Founder, CEO & Publisher

弗吉尼亚•布拉德利创始人兼出版商

Executive women in business and technology participate in interactive forums, build Intentional Relationships™ and share knowledge through Global EXEC Women‚ an international thought leadership community and magazine. These women represent large, public corporations and entrepreneurial endeavors through which they influence billions of dollars of business investment. Each year, Global EXEC Women honors outstanding global executives through its highly regarded event, the International Women of Influence Awards™. 工商及科技界的女经理人通过参与 Global EXEC Women国际思想领袖互动论坛活动和其主办的杂志，建立有意策划的关系(Intentional Relationships™)并相互分享知识。这些妇女展示了她们所代表的大型上市公司的创业奋斗历程，她们影响数十亿美元的商业投资。每年Global EXEC Women颁发备受关注的国际妇女影响奖(International Women of Influence Awards™)，褒奖全球杰出的女经理人。

Have I hit the lottery or had one too many martinis you might ask. No, although the martini sounds pretty good right now. I believe every aspect of life represents a choice – either an actively and consciously made choice, or a passively, unconsciously made acceptance. For example, here in the States, unemployment’s rampant assault on our workforce continues to set records. Everyone has either been laid off, knows someone who has been laid off or fears being laid off. While I certainly understand these fears, the part of unemployment that scares me is when you can read “unemployment” in someone’s face. No matter how bad things are, we all want to find a reason to hope. We want to believe that things will be better – and soon. I believe the Chinese view today’s challenging times correctly. Their ideogram for the word, “precarious moment,” also means “opportunity.” In fact, China’s official news agency, Xinhua, reported earlier this month that the global financial crisis spells good news for the country’s low cost exports. “There’s no escape from consumption,” Xinhua reported, citing Kenya’s warm reception of China’s low cost cars as proof of its statement. “Find out what the market needs, find a market niche and you’ll see there is still plenty of room for Chinese products.” Now is the time for each of us to marshal our creativity, work ethic and innovative thinking to persevere. Until recently, driving a new car signaled prosperity and frequently trading in a fairly new vehicle for a brand new one was standard practice in the U.S. In this new environment, who is benefitting from this shift in consumerism? The automobile maintenance and repair shops – the experts who can keep older, high mileage cars on the road. Consider the advice that two leading female executives from Canadian companies give in this issue: risk creates opportunities for the business and its employees, and move quickly to capitalize on opportunities. To those valuable recommendations, I feel obligated to add two of my own - decide to start asking for what you want and ask big, ask boldly and ask brilliantly. Remember, if you don’t ask, there is 100% chance you won’t get what you want. The simple act of asking cuts the odds in half! Just as you are making changes to weather the storm, so are we. When the magazine debuted in Berlin, the dream became reality. Now, we want to put our valuable and inspiring content within reach of every woman in the world. To make that happen, we’ve investing in a new, expanded online presence. I invite you to add www.globalexecwomen.com to your “Favorites” list so that you can see our valuable content online. Make it a five-star day, Virginia A. Bradley info@GlobalEXECWomen.com

10 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

Recently, I did “the big ask” and convinced billionaire Ted Turner of CNN fame to sit for an interview. You can get a glimpse into this amazing entrepreneur’s mind in our next issue!

www.GlobalEXECWomen.com

UpFront – Cover Story

Thoughts From Our Readers

Dear Global EXEC Women, Recently, I learned about Global EXEC Women magazine. A great publication with interesting stories that many women working across borders can relate to. As a woman business owner, currently contracting at Sun Microsystems, Inc., I especially enjoy your combination of entrepreneurs and corporate executives. Keep up the good work! Ich habe kuerzlich vom Global EXEC Women magazin erfahren. Eine tolle Zeitschrift mit interessanten Beitraegen, in denen sich viele Frauen, die grenzueberschreitend arbeiten, wiederfinden. Als Geschaeftsfuehrerin meines kleinen Unternehmens bin ich fuer Sun Microsystems taetig, deshalb gefaellt mir Ihre Kombination von Entrepreneurs und leitenden Angestellten bei grossen Firmen besonders. Weiter so! Brigitte Berndt, President/Geschäftsführerin (Brigitte Berndt Ges. f. Kommunikation & Marketing mbH), Munich/ Muenchen, Germany

As a woman business owner, I am inspired to learn success tips from those featured in your magazine. While I have many publications that I read, this is the only one that has a true business focus about women. Lisa-Marie Sanders, President, The Human Dimension, Inc., Cocoa Beach, Fl

For me, Global EXEC Women magazine opens a window to read about the pioneering women of the world and applaud the achievements of female executives. Even though I am in Africa, I feel connected to these great women leaders. In the magazine, I see success stories and hear about the powerful ladies. 12 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

Every New Year’s Day finds this female executive armed with paper and pen as she chronicles her progress toward her five-year goals – professional goals, personal milestones, even her weight. She then sets her sights on broadening those goals to match her vision – of herself and her opportunities. When she asked her boss for her first management title, she did not request a pay raise because she was more focused on her long-range goals than an immediate payoff. In those days, regulations restricting the number of hours women could work routinely eliminated them from consideration for management positions. When she asked for opportunity, she assured her executive champion she would work as many hours as needed. Throughout her career, she has been prepared to pounce on every chance that came her way. Who is this universally amazing and globally accomplished female executive? She is Yukako Uchinaga, a big-picture thinker and executive trailblazer who rose from systems engineer to a seat on the Board of Directors at one of the world’s most recognizable brands, IBM Japan. Today, Ms. Uchinaga serves as vice chairman of Benesse Corporation, one of Japan’s preeminent conglomerates – a company that is devoted to improving the quality of life for each of its customers.

Yukako Uchinaga President and CEO, Berlitz International, Inc. Vice Chairman, Benesse Corporation 内永ゆか子代表取締役社長兼CEO ベルリッツ・インターナショナル取締役副会長ベネッセ・コーポレーション www.Berlitz.com

Capitalizing on Each and Every Opportunity 一つでもチャンスが訪れたらそれを最大限に活用

I would like to extend an invitation to all female executives around the globe to attend the joint Annual International Congress of Business & Professional Women of Egypt with the Afro Arab Congress for Business & Professional Women, which will be held in Cairo. You will experience the Pharaoh’s land – where women were empowered to share the throne and rule Egypt thousands of years ago. 26 2008 •• Vol. 2 Issue 3

Dr. Amany Asfour, President, Business & Professional Women Egypt, African Alliance for Women Empowerment, Afro Arab Network for Women Empowerment

Being a long-time member of the Global EXEC Women community has helped me connect with executives around the world. It has been a privilege and an honor to participate in GEW’s groundbreaking International Women of Influence Awards, which is held in different countries. That forum is the only one I know for recognizing the value that female executives bring to global business. Publisher Virginia Bradley’s singular vision is the reason a women’s

By Cecilia Roach

文セシリアローチ www.GlobalEXECWomen.com

毎年元旦には、この女性エクゼクティブは紙とペンを取り出し、自分の五年計画の目標について、その進捗状況をチェックし記入してゆく。・・・ビジネス上の目標、プライベートな目標、たとえば理想の体重まで・・。その後一つ一つの目標を自分の状況や現状を考えて膨らませ修正する彼女が上司に管理職にしてほしいと要求した時、彼女は昇給を要求しなかった。なぜならば彼女は短期的な報酬を求めたのではなく長期的な目標を念頭に置いていたからである。当時日本では女性の労働時間は制限されており、その結果女性は通常マネージメントポジションにつけなかったのだ。彼女は昇格の機会を求め、その結果管理職として自由に残業することのできる権利を勝ち取ったのである。彼女はいかなる時も、訪れるチャンスをものにできるよう常に準備を怠らない。世界的にも驚くような、グローバルビジネスで成功をおさめた女性エクゼクティブは誰？彼女の名前は内永ゆか子氏。内永氏は大きなビジョンを描くことのできる人であり、世界的にも有名な企業である日本ＩＢＭにおいてシステムエンジニアから専務取締役にまで上り詰めた女性エクゼクティブの草分けである。現在内永氏は、日本の優良企業（コングロマリット）の一つである株式会社ベネッセコーポレーション（顧客へのクオリティオブライフの提供を企業目標とする）の取締役副会長であり、加えてベネッセの子会社である語学と文化を専門とするベルリッツインターナショナルのトップに就任し、その企業スコープを広げることに注力している。ベルリッツは６０カ国以上で運営され、各国のビジネスマン・ビジネスウーマンを始めとする生徒達に最短の時間内での新しい語学の習得を可能としている。内永氏は、ベルリッツは単に語学力だけでなく新しい時代のビジネスリーダーをグローバルベースで育てる場所であると述べている。語学はリーダーシップの第一歩であり最終到達地点ではないと指摘する。ベルリッツはエクゼクティブが国際社会においてエグゼクティブの地位を目指すためのリーダーシップトレーニングをする場所であると、内永氏は考えている。いろいろな文化面での能力、説得力、人的ネットワーキングの育成といったものこそ、ベルリッツが特に価値を付加できる分野であるとも述べている。 Global EXEC Women 誌はこのたび内永氏にインタビューを行い、グローバルビジネスにおける女性エクゼクティブの役割に関して彼女の考えを伺った。内永氏から伺った内容は単に目を見開かれるというだけでなく、非常に地に足のついた現実的なものであった。どのようなレベルの女性エクゼクティブも内永氏か

In addition to her vice chairman role, Ms. Uchinaga heads the company’s well known language and cultural services subsidiary, Berlitz International, and she is widening that company’s scope as well. Operating in more than 60 countries, Berlitz enables business professionals and consumers to master new languages in record time. Ms. Uchinaga sees Berlitz as a global provider capable of adding more than just language capabilities to a new generation of business leaders. Language, she points out, can be the beginning and not the end of the leadership nurturing process. She envisions Berlitz as an executive leadership training organization those rising business leaders will turn to when they pursue executive positions in the international community. Cultural competence, persuasive power and human networking are a few of the skills areas where Berlitz can add value, she believes. Global EXEC Women magazine recently asked Ms. Uchinaga to share her insights on the role of executive women in global business. What she told us was not only eye-opening, it was down to earth and realistic. Executive women at any stage in their careers can learn from Ms. Uchinaga.

Cultivate Strength With Flexibility Dreaming big, thinking the way a CEO would and being flexible enough to embrace, not just accept, change are three concrete steps every executive woman can make today to improve her present and her future. “What I recommend is that every executive woman takes the time to create her own vision and a set of goals to make that vision reality,” she explained. “Flexibility is important because often those visions and goals change in the future.” You already know that New Year’s Day finds Ms. Uchinaga capturing her dreams and desired accomplishments on paper, but what happens next? “I always kept that list in my briefcase,” she said. “When it was time to make career decisions, I referred to the list and it helped me stay focused.” She also recommends that executive women make the most of every opportunity that comes their way. “Maximize your effort on each of your given assignments,” she advised. “Refrain from complaining that the project is not big enough or

Global EXEC Women

magazine focused exclusively on global business exists. Bravo, Virginia. Amanda Hodges, Consul General and Trade Commissioner, Australia Current Post - Southeast USA, Posting to Dubai - July 2009

As a result of Global EXEC Women’s cover story on Ms. Yukako Uchinaga, the new vice chairman of Benesse Corporation, president & CEO of Berlitz International, Inc. and recently appointed board member of the Sony Corporation, we received overwhelmingly positive reaction from our customers, staff and the marketplace. In my 23 years as a member of the Berlitz marketing team, my experience in working with Global EXEC Women ranks as one of the most excellent. The professionalism of your staff combined with the global reach of your magazine, resulted in an outstanding global PR opportunity for Ms. Uchinaga and Berlitz.” Carol Trinca-Bautista, Director of Marketing, Berlitz Languages, Inc., Princeton, NJ

We would love to include your opinion in Global EXEC Women magazine! We are looking for personal statements about our magazine from our members and readers. Please let us know what you think; both letters and e-mails are acceptable. To be included, along with your statement, submit your name, title, company affiliation and country. Responses that are selected may be edited for brevity and clarity. Thank you in advance! Please e-mail responses to Editor@GlobalEXECWomen.com or mail to: Global EXEC Women Magazine 2566 Shallowford Road, Suite 104 Atlanta, GA 30345 USA

www.GlobalEXECWomen.com

International Women of Influence Awards™

The Annual International Women of Influence Awards™

International business luminaries, leading global companies and companies with global operations will gather in Istanbul, Turkey in partnership with KAGIDER and San Francisco, California in partnership with WBENC in 2009 for the annual International Women of Influence Awards™. The International Women of Influence Awards™ were established to recognize women who are changing the way international business is conducted. Nomination Criteria: • The nominee must be an executive woman, director level and above. • The nominee must be employed at her respective company at the time of the award presentation and must attend the event. • The nominee’s company must do business internationally. Award categories are as follows: • Emerging • Mid-Size • Corporate • Nonprofit For more information or to make a nomination, visit GlobaEXECWomen.com/awards. The International Council The International Women of Influence Awards™ are an initiative from Global EXEC Women’s International Council. These dignitaries have committed themselves to promoting the leadership roles executive women play in international business. Australia: Amanda Hodges, Consul General and Trade Commissioner China: Madam Qiao Hong, Consul General

14 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

England: Kristen Hirst, Senior Vice President, North of England Inward Investment Ireland: Jane Dawson, Vice President, Invest Northern Ireland Italy: Angela Della Costanza Turner, Honorary Consul General Mexico: Remedios Gomez-Arnau, Consul General Netherlands: Allison Turner, Director, Netherlands Foreign Investment Agency Switzerland: Kimberly Corradi, Trade Commissioner, Swiss Business Hub Turkey: Mona Tekin Diamond, Honorary Consul General United Kingdom: Denise Harris, HM Consul and Regional Director, U.K. Trade & Investment Past Award Recipients Jane Black, Chairman of the Board, EARTH University Foundation Gretchen Colón, Senior Vice President, Turner Broadcasting Systems, Inc. Jing Connie Li, Ph.D., Co-founder & CEO, TrafficCast International, Inc. Jian Gao, Vice Director, National Development & Reform Commission of China Nina Huang, Vice President, Microsoft – China Virginia L. P’an, Chairman & CEO, China Pacific Partners, LLC Nancy Parmer, Vice President, UPS Supply Chain Solutions Brigitte Peleman, President, Unibind, Inc. Sue Ellen Reager, Chief Executive Officer, @International Services Sophia Wang, Vice President, Beyondsoft Guoqin Zhang, President, Beijing Wonderful Foods Co. www.GlobalEXECWomen.com

Global EXEC Women Magazine ° Organization ° Mentor-to-Many Program ° Awards

Give a corporate executive or woman business leader the recognition she deserves! Nominate her for the

International Women of ™ Influence Awards Istanbul in partnership with KAGIDER

San Francisco in partnership with WBENC

Application deadline May 15, 2009 Visit GlobalEXECWomen.com/awards for more information.

The Women’s Business Enterprise National Council’s

National Conference and Business Fair

June 9–11, 2009 • Hilton San Francisco The Moscone Center • San Francisco, California

www.wbenc.org/wib2009 WBE ContriButing PartnErs A2Q2 Accel Inc. Applied Computer Solutions ASAP G2nd Systems® Global Capital, Ltd. Hunter Hawk, Inc. ICON Information Consultants, LP Incentive Travel Inc KleenSlate Concepts Meadows Office Furniture Mirror Show Management Neutral Posture OLSA Resources, Inc. Paws Off Tools, LLC Private Eyes, Inc. Superior Staff Resources, Inc. CorPoratE ContriButing PartnErs Accenture Altria Group, Inc. Archer Daniels Midland Company AT&T Avis Budget Group BP America Chevron Energy Future Holdings Exxon Mobil Corporation Kraft Foods Manpower Inc. Microsoft PepsiCo, Inc.

Pfizer Inc Pitney Bowes Inc. Raytheon Company Shell Oil Company Target The Coca-Cola Company CorPoratE LEad sPonsors Alcatel-Lucent CVS Caremark Corporation Robert Half International, Inc. WBE LEad sPonsors Arbill Astra Women’s Business Alliance Aveus, LLC ProActive Business Solutions CorPoratE Program sPonsors CDW CVM Solutions Harrah’s Entertainment J.C. Penney Company, Inc. Staples, Inc. SUPERVALU WBE Program sPonsors Andavo SelectoFlash, Inc. PLatinum sPonsors Macy’s Inc. Office Depot Time Warner Inc. (Sponsors as of February 19, 2009)

Executive Strategy

Supporting the Growth of Businesses Owned by Women of Color Acelerando el crecimiento de los negocios de propiedad de mujeres de color

“Accelerating the Growth of Businesses Owned by Women of Color” Forum included (l-r): Sheila Bright – Director, Supplier Diversity Programs, AT&T; Betty Manetta – CEO, Argent Associates; Dr. Sharon Hadary – retired Executive Director, Center for Women Business Research; Tamara Rashid – Vice President, Act 1; Cindy Kazee – CEO, Universal Network Development Corporation; Angela Gibson – Director External Affairs, AT&T; Denita Willoughby – External Affairs Vice-President, AT&T. El foro incluyó a: Sheila Bright, Directora, Programa de Diversidad de Proveedores, AT&T; Betty Manetta, CEO, Argent Associates; Dra. Sharon Hadary, Directora Ejecutiva jubilada, Center for Women Business Research; Tamara Rashid, Vicepresidenta, Act 1; Cindy Kazee, CEO, Universal Network Development Corporation; Angela Gibson, Directora de Asuntos Externos, AT&T; Denita Willoughby, Vicepresidenta de Asuntos Externos, AT&T.

Uno de los segmentos de más rápido crecimiento en el sector de la pequeña empresa es el de los negocios de propiedad de mujeres de color. Según el Center for Women Business Research (CFWBR), se abrieron tres a cinco veces más de estos negocios que el resto de los grupos entre los años 2002 y 2008. Las empresas de propiedad de mujeres afroamericanas, asiáticas, latinas y de otras etnias son una fuerza económica poderosa; no obstante, están rezagadas en comparación con otras empresas en términos de indicadores del crecimiento como son los ingresos y el número de empleados. Éstos son los hallazgos de un estudio de varios años realizado por el CFWBR publicado en el 2008 y llamado “Investigación para un mapa de ruta: Acelerando el crecimiento de los negocios de propiedad de mujeres de color”. AT&T, uno de los patrocinadores empresariales del estudio del CFWBR, hizo un seguimiento del trabajo del centro, y colaboró con el CFWBR para producir dos foros en octubre del año pasado para difundir los hallazgos del estudio entre propietarias de negocios en California. Los Programas de Diversidad de Proveedores (Supplier Diversity Programs) de AT&T celebraron foros tanto en Los Ángeles como en Sacramento como un primer paso para abordar las necesidades reveladas por los datos. El estudio encontró que el hecho de ser una mujer de color dueña de un negocio puede dar lugar a suposiciones falsas respecto a su capacidad empresarial, disminuir el acceso a capital

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Businesses owned by women of color are one of the fastest growing segments of all small businesses. According to the Center for Women Business Research (CFWBR), these businesses started at three to five times the rate of all other groups between 2002 and 2008. Businesses owned by women who are African-American, Asian, Latina and other ethnicities are a powerful economic force; yet they lag behind other firms in terms of growth indicators like revenue and number of employees. These are the findings of CFWBR’s multiyear study released in 2008 called “Research to Roadmap: Accelerating the Growth of Businesses Owned By Women of Color.” AT&T, one of the corporate sponsors of CFWBR’s study, followed up on the Center’s work and collaborated with CFWBR to produce two forums in October last year to further disseminate the study’s findings to women business owners in California. AT&T’s Supplier Diversity Programs held forums in both Los Angeles and Sacramento as a first step to address the needs uncovered by the data. The research found that being a woman of color business owner can evoke misperceptions about business capability, lessen access to capital for business growth, increase the difficulty of attracting top talent and face more issues associated with the intersect of race and gender. AT&T hosted over 150 participants to hear Dr. Vol. 3 Issue 1 •• 2009 •• Global EXEC Women 17

Executive Strategy

Sharon Hadary, CFWBR’s executive director, present the detailed findings of the research. The importance of the forums was not only to identify the challenges, but also to hear how successful women of color entrepreneurs have met and overcome such challenges. Three prominent panelists, who are women of color suppliers to AT&T, were Betty Manetta, CEO of Argent Associates; Tamara Rashid, vice president of

The importance of the forums was to not only identify the challenges, but also to hear how successful women of color entrepreneurs have met and overcome such challenges. La importancia de los foros radicó no sólo en que se identificaron los retos, sino también en que se dio a conocer cómo empresarias de color exitosas han enfrentado y superado tales retos.

para el crecimiento del negocio, y aumentar la dificultad de atraer personal de más alta calidad, así como otros aspectos relacionados con temas de raza y de género. AT&T fue el anfitrión de más de 150 participantes que llegaron para oír la presentación por la Dra. Sharon Hadary, Directora Ejecutiva del CFWBR, de los hallazgos detallados del estudio. La importancia de los foros radicó no sólo en que se identificaron los retos, sino también en que se dio a conocer cómo empresarias de color exitosas han enfrentado y superado tales retos. Se contó con tres panelistas prestigiosas, mujeres de color y proveedoras de AT&T: Betty Manetta, CEO de Argent Associates; Tamara Rashid, Vicepresidente de Act1; y Cindy Kazee, CEO de Universal Network Development Corporation. Las panelistas compartieron generosamente sus experiencias y percepciones acerca del éxito empresarial. El público participó en discusiones de grupo en las que se evaluaron las implicaciones de las acciones que pueden tomar las empresas, las mujeres pertenecientes a minorías que son propietarias de empresas, y las organizaciones de pro-

Act1; and Cindy Kazee, CEO of Universal Network Development Corporation. The panelists freely shared their experiences and insights to business success. The audience participated in group discussions assessing the implications for action for corporations, minority women business owners and business advocacy organizations. AT&T plans to continue its work to accelerate the growth of women of color businesses throughout 2009. AT&T held the two forums as part of its Supplier Diversity Programs’ 40th Anniversary. AT&T was one of the first companies to initiate a formal supplier diversity program in 1968. It has since developed several supplier diversity best practices used today by other corporate programs and has spent more than $43 billion with diversity owned firms in its four decade history. Special guest speakers California State Assembly Member Curren Price and Board of Equalization Chairwoman Judy Chu were both on hand in Los Angeles to encourage women businesses to continue their progress towards expanded opportunities. The event concluded with a networking reception to mark AT&T’s diversity milestone. AT&T has been recognized as one of America’s Top Corporations for Women Business Enterprises by the Women’s Business Enterprise National Council since the award’s inception. 18 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

moción empresarial. AT&T tiene planeado continuar con su labor para acelerar el crecimiento de los negocios de mujeres de color durante el 2009. AT&T celebró dos foros como parte del 40° Aniversario de sus Programas de Diversidad de Proveedores. AT&T fue una de las primeras empresas en iniciar un programa formal de diversidad de sus proveedores en 1968. Desde entonces, ha desarrollado varias “mejores prácticas” en cuanto a la diversidad de proveedores, las cuales son usadas actualmente por otros programas empresariales. En sus cuatro décadas de existencia, sus programas han gastado más de US$43,000 millones trabajando con compañías cuyos propietarios son representativos de la diversidad. Los conferencistas invitados, Curren Price, miembro de la asamblea legislativa del estado de California, y Judy Chu, Presidenta de la Directiva Estatal de Impuestos sobre Ventas, Uso y Otros (Board of Equalization), estuvieron en Los Ángeles para alentar a las propietarias de negocios a continuar su progreso hacia oportunidades más amplias. El evento terminó con una recepción para establecer contactos y para marcar este hito de los programas de diversidad de AT&T. El Consejo Nacional de Propietarias Empresariales (Women’s Business Enterprise National Council) ha otorgado a AT&T su reconocimiento como una de las mejores empresas de EE.UU. para las mujeres propietarias de negocios.

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With a $60 loan from Opportunity International, Solange Mukakarangwa opened a small store near Ruhengeri, Rwanda. With her earnings and additional loans, she built several houses and offices to rent to neighbors for their own small businesses. Despite living in one of the poorest countries in the world, Solange now provides for her five children and promotes economic growth in her community.

Invest in women like Solange. Visit www.opportunity.org / women.

Opportunity International provides small business loans, savings, insurance and training to people living in poverty around the world. More than 2 million clients are using these services to build businesses, provide for their families and create jobs for their neighbors.

Trends

Neuroeconomics What does it all mean? By Edie Weiner

dvances in the emerging science of neuroeconomics, the marrying of brain study and buying-related decision-making, hold great promise, peppered with caution, for female executives and women business owners alike, according to Edie Weiner, president of Weiner, Edrich, Brown, Inc., a leading futurist consulting group in the United States. How much easier would it be to work in a corporate setting if you could know, without discussion or even observation, how your superiors make decisions? Furthermore, how much more simple would business be for women business owners if they understood what 20 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

motivated their customers to make purchasing decisions? Both groups’ staff and employees could benefit from “neuroeconomics” as well if they could understand what mattered most to their female bosses. If you are considering a leap from the corporate world into running your own business, neuroeconomics can even help with that. “Born-to-be-entrepreneurs” possess a propensity for risky behavior thanks to their brains’ dopamine levels. “Natural” entrepreneurs demonstrate superior cognitive flexibility and post higher ratings on questionnaires measuring impulsivity. Overall, a detailed study of one’s brain chemistry can determine if someone is innately “wired” to be an entrepreneur or not. www.GlobalEXECWomen.com

Trends

As promising as neuroeconomics is, however, this new science carries with it a need to be balanced against individuals’ right to privacy and concerns about “Big Brother” behavior. Potential Impact of Neuromarketing For decades, economic analyses of how the mind makes rational choices formed the basis for determining economic behavior. Increasingly, however, scientific studies show that it is the brain, not the mind, where decisions are made. And brain-based decisions are not necessarily rational, nor are they necessarily voluntary. Neuroeconomics will result in great changes, not only in our understanding of human economic behavior, but also in our understanding of what we need to do in order to affect that behavior. A logical consequence of these neuroeconomicsbased advances is neuromarketing, an emerging discipline that uses a much more scientific approach to marketing products and services. Over time, we should be able to replace guesses and inferences of buyer behavior with much more accurate intelligence gathered scientifically, Weiner predicted. For example, consider the potential impact on business of these brain study-based conclusions: Advertising – Expect limits either on advertising as a whole or the use of knowledge gained from brain science to persuade consumers to buy. Happiness as buying driver – Happiness seems to be much more a function of brain chemistry and structure than of outside influence. However, the brain process governing decision-making is far more complex and much less well understood than economists and marketers believe. “Influentials” – Traditional thinking dictates that “influentials” lead others to buying decisions. Sociologist Duncan J. Watts, however, argues instead that easily influenced people are much more important in the process – simply because there are more of them and they reach far more people than the limited number of “influentials” can. Price setting – If you shop on eBay, you may already know that sellers’ prices provide a window into their emotional attachment to the objects. People who feel such an attachment will put a higher price on the items they offer for sale than those who do not. www.GlobalEXECWomen.com

Adversity to risk – Most people respond more strongly to potential losses than to potential gains. Apparently the reward centers in the brains of most people are turned off by the thought of a loss. Increased Value of a Known Brand – As consumers become familiar with a brand, it takes less effort for the brain to process that brand than when there is no history, for that person, with the brand. Identifying deception – When a person lies, his brain is more active than when he is telling the truth. Rational thinking – With as many as 10 million Americans’ shopping addiction driving them to bankruptcy, there seems to be behavioral evidence to support scientists’ long held belief that rationality is but one element of human decisionmaking. Gen Xers – Having grown up in a world rooted in technology literally changes one’s brain chemistry. From birth, Gen Xers have experienced technology which provides constant feedback. This altered brain chemistry could account for the needs differences between Gen Xers and their predecessors.

How much easier would it be to work in a corporate setting if you could know, without discussion or even observation, how your superiors make decisions?

About the author As the head of leading futurist group Weiner, Edrich, Brown, Inc. Edie Weiner has collaborated with more than 300 clients (corporate, academic, government) to identify opportunities in the areas of marketing, product development, strategic planning, investments, human resources, public affairs and advertising. Clients have ranged from the U.S. Congress to many of the Fortune 500. She is acknowledged as one of the most influential practitioners of social, technological, political, and economic intelligence gathering. Vol. 3 Issue 1 •• 2009 •• Global EXEC Women 21

UpFront – Cover Story Robin Bienfait 罗宾•毕茵菲 CIO 首席信息官 Research In Motion (RIM) www.RIM.com

“Don’t allow anything to limit your learning.” 不要让任何事物限制你的学习 22 Global EXEC Women •• •• 2009 •• •• Vol. 3 Issue 1

www.GlobalEXECWomen.com

UpFront – Cover Story

Canada’s RIM CIO Shapes Digital Revolution 加拿大RIM公司首席信息官引导数字革命 By Cecilia Roach 记者：Cecilia Roach （瑟西莉•罗奇）

说起 Research in Motion（RIM），这是当今世界上炙手可热的高科技公司。流行于世的智能手机“ 黑莓”（BlackBerry），正是RIM公司的旗下产品。作为RIM的首席信息官，罗宾•毕茵菲（ Robin Bienfait ）女士不仅在工程技术和商务上硕果累累，而且始终处于技术创新的最前沿，有着对无线通信业快速演变的第一手感触。展望未来，毕茵菲女士指出了引发这一行业转变的四大总体趋势。其中任何一个趋势都有可能改变女性高级管理者或女业主使用无线技术的方式。向智能手机的转换： “顾客们寄希望于用他们的无线设备来管理所有的通讯和信息－电子邮件、电话、社交、即时通信、短信、互联网接入，以及从银行到游戏的一系列手机应用。我们认为会有那么一天，所有的手机都将是智能手机。” www.GlobalEXECWomen.com

n accomplished engineer, technologist and business professional, Robin Bienfait, CIO of Research In Motion (RIM), the company behind the popular BlackBerry smartphone, is at the forefront of innovation. As CIO of one of the world’s hottest technology companies, Bienfait sees firsthand the wireless industry’s rapid transformation. Looking into the future, Bienfait has pinpointed four overarching trends contributing to her industry’s transformation. Each of the trends can be counted on to change the way female executives and women business owners use wireless technology: Transition to Smartphones: “Customers expect their wireless devices to manage all their communications and Vol. 3 Issue 1 •• 2009 •• Global EXEC Women 23

UpFront – Cover Story

information—e-mail, phone, social networking, IM, text messaging, Internet access and an array of applications for everything from mobile banking to gaming. We believe all phones will be smartphones one day.” Device Convergence: “Instead of carrying a separate GPS device, MP3 player or camera, these functionalities have been built into BlackBerry smartphones.” Managed Voice Services: “When customers have a single number where they can be reached, they can be more responsive to their customers and help their corporations manage telecom costs. BlackBerry revolutionized the way people manage their e-mail, and the BlackBerry MVS technology is now doing the same for the office desk phone.” Presence-Based Services: “As customers use their smartphones more, smarter software provides relevant information based on the customer’s location. Presence adds another powerful dimension to the mobile experience. “The wireless industry continues to pioneer, expand and refine products and services that help people communicate with each other and access information more easily than ever,” she explains. “We can transform business processes with incredible bottom-line results, and we can dramatically enhance and customize the way we interact with people, information and digital content on a personal level. That’s the kind of substantive opportunity that many industries wish for, and I think it’s more than enough to continue driving our industry forward for a long time.” Linking the Fields of Argentina As she travels to more than 150 countries where RIM operates, Bienfait comes in contact with real world

What are the three pieces of advice that Bienfait wished she’d known earlier in career?

• Don’t allow anything to limit your learning. • Believe in your capabilities and always be realistic about the stage of your growth. • Stop and listen more often to those that support you.

三个毕茵菲希望她在早期职业生涯中就曾经知道的建议： • 不要让任何事物限制你的学习 • 相信你的能力，现实看待你的成长阶段 • 偶尔驻足，多听听那些支持着你的人们的意见 24 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

设备集成化： “与其单独携带GPS定位装置、MP3音乐播放器或者是摄像机，黑莓智能手机将所有这些功能都已经囊括其中了。” 有效管理语音服务： “如果只需一个电话号码便可以联络上，我们的顾客们将能够更好的对客户需求作出反应，从而帮助所属企业有效管理电信费用。现在，黑莓已经革新了人们处理电子邮件的方式，黑莓MVS技术正在影响着办公室台式电话作同样的转变。” 基于地理定位的服务:“当顾客们越来越多使用智能手机的时候，手机智能软件可以根据顾客所在的地理位置提供相关的信息，从而为人们的移动通信体验增加一个强大的全新空间。” “无线通信业将继续引领潮流，扩展与完善各种产品和服务，帮助人们更易于相互联系、接触信息，” 毕女士解释道， “我们能够改变商务过程从而创造可观的收入，还可以大辐增强并个性化人们之间互相交流、人与信息和数字化内容互动的方式。这正是多少行业梦寐以求的商机，我想足以推动我们这个行业长期向前发展。” 连网阿根廷农场随着她的足迹踏遍RIM拥有业务的150多个国家，毕茵菲女士同各种智能手机技术的实际应用都有所接触－有时侯甚至出乎意料。她举例说，为了缩短谷物产品卖到市场的时间，一家阿根廷农业公司把 4000台黑莓智能手机分发给其整个谷物生产网络，从而加速了农耕信息的传播。 “他们革新了商业通信的模式，提高了供应链的效率，因此创造有显著的竞争优势，” 毕女士说道， “ 全世界像这样的例子还数不胜数，让我们对无线技术可以发挥作用的不同方式倍加兴奋。” 从用户到领军人物与众多精力充沛的女性领导者们一样，毕茵菲女士于从AT&T退休后又在RIM开始了职业的第二春。正因为在前工作岗位上对黑莓技术的大量使用，她对从RIM打来的招募电话非常中意。 “当我在管理 AT&T全球网络服务部门的时候，人们就常常开玩笑说我是AT&T内部的黑莓最佳代言人，” 毕女士津津乐道的谈到， “于是我的职业轨道就这样自然而然的把我带到了RIM。” 与大家可能想象的技术“怪人”可不一样，毕茵菲女士看到了无线给现实世界带来的便利。黑莓设备的一大实实在在的贡献便是让职业经理人们走出了办公室的局限，走入了他们的生活。现在，由智能手 www.GlobalEXECWomen.com

UpFront – Cover Story

U.S. Smartphone Market Share 0%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Research In Motion Apple T-Mobile HTC Palm Samsung Motorola Nokia Verizon Wireless LG

2008Q3 2008Q4

Other Source: IDC WW Quarterly Mobile Phone Tracker, February 2009. All numbers are for converged devices (smartphones)

机武装起来的职场人们管理起时间来得心应手，这样对雇主和他们自己来说都更合理。与其时刻被束缚于办公桌边，通宵达旦或者周末加班，人们可以从家里、在路上，甚至是孩子们的足球比赛场地边就了解到重要的商务进展。因此， “自由”时间对于黑莓用户和他们的家庭来说也终于名副其实了。 “在我心目中，黑莓毫无疑问的解放了人们，给予他们更多自由时间。至于用这时间来干什么则是他们自己的选择，” 毕女士说道， “对我来说，这意味着平衡。我有幸遇到一个始终在职业道路和平衡家庭生活上鼓励着我的丈夫，和我一起努力争取共同的家庭时间，并且不断寻找能够一起和三个孩子共度时光的机会。” 像创业家一般思考，这启发了毕茵菲在RIM内部成立一个专业服务组织的想法。该组织将专门为使用黑莓设备的公司开发软件。同时，黑莓将要发布一个叫做“黑莓应用软件世界”的全新在线商店。用户们可以在该商店为他们的黑莓智能手机下载各式各样的应用软件。 www.GlobalEXECWomen.com

applications of smartphone technology—sometimes in unexpected locales. For instance, she recounts the story of an Argentine agricultural company that wanted to improve time-to-market for its grains. The company gave 4,000 of RIM’s BlackBerry smartphones to speed farming information across its network of grain producers. “They revolutionized their business communications and improved the efficiency of their supply chain, which created significant competitive advantages,” explains Bienfait. “There are countless examples like this around the world, and it keeps us very excited about the different ways that wireless technologies can be used.” The User Became the Leader Like many high-energy female executives, Bienfait started a second career at RIM after retiring from AT&T. She was receptive when RIM came calling because of her extensive use of the company’s technology, BlackBerry, while at her former place of employment. “While running AT&T’s Global Network Services, I used to be teased that I was the ‘poster person’ for BlackBerry within AT&T,” she says. “It was a natural progression of my career to become part of RIM.” Far from a technology “geek,” Bienfait sees a real world benefit to wireless. One of the most tangible benefits of BlackBerry devices, she says, has been to move business professionals out of their offices and into their lives. Smartphone-equipped professionals are now more empowered to manage their time in a way that makes sense for them and their employers. Rather than being tethered to their desks, they can now monitor important business from home, on the road or even from their child’s soccer game instead of having to stay late in the office or go in on a weekend. As a result, “free” time has become real for BlackBerry users and their families. “There is no question in my mind that BlackBerry liberates people and gives them more free time,” she says. “What they do with that free time is up to them. For me, it’s all about balance. I have been blessed with a great husband that encourages my career as well as balance in our family life. We work hard at having family time and are always looking for ways to share time together with our three boys.” Thinking like an entrepreneur prompted Bienfait to establish a professional services organization within Vol. 3 Issue 1 •• 2009 •• Global EXEC Women 25

UpFront – Cover Story

RIM. The new group will be developing custom software for companies using BlackBerry devices. In addition, BlackBerry is launching a new online store called “BlackBerry App World,” where customers can download a wide range of applications for their BlackBerry smartphone. Lifelong Interest in Learning In addition to enjoying the fast pace of technology, Bienfait acknowledges mentors and being open to opportunities have contributed to her success. “Over the years, I’ve learned from the most interesting people and sometimes where you’d least expect,” she points out. “It’s important to enjoy what you do as well as the people you work with. And recognizing that there are many ways to contribute has kept me alert to opportunities that presented themselves,” she says. If you run into Bienfait in “我们能够改变商务 some far-flung airport, don’t be 过程从而创造可观的收 surprised to see her carrying three BlackBerry devices. “I 入，还可以大辐增强并 admit I’m hardly the typical 个性化人们之间互相交 user,” she says. “I like to have two voice lines, but also carry 流的方式・・・” multiple devices so I can continuously experience different hardware, software and service configurations, and keep a pulse on our offerings. It’s also helpful when I’m running different beta software.” As a child, Bienfait was drawn to engineering and technology—not the typical areas of interest for a little girl in a small town. However, growing up in a supportive family with seven siblings and educator parents empowered Bienfait to follow her dream of becoming an engineer. “I always wanted to be an engineer and enjoyed the fast pace of learning in technology,” she says. “Growing up in an environment that encourages making more of yourself and supporting others in their development has opened opportunities for me.”

We can transform “business processes

with incredible bottom-line results, and we can dramatically enhance and customize the way we interact with people…

”

26 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

RIM Fast Facts

• RIM’s revenue growth over its 13 years as a public company has exceeded 170,000%. • In January 2009, RIM shipped its 50 millionth BlackBerry smartphone. • RIM pioneered the smartphone market. The company first launched the BlackBerry solution 10 years ago. Today, BlackBerry is available in over 150 countries from over 425 carriers and national distribution partners. • RIM continues to grow. RIM hired approx. 4,000 employees globally last year and surpassed the 12,000 employee mark in January.

• RIM上市以来13年间的营收增长超过170,000％。 • RIM于2009年1月售出其第5千万台“黑莓”手机。 • RIM长期以来引领智能手机市场。十年前，该公司首次推出了“黑莓”技术方案。迄今， “黑莓”已遍及逾150个国家，其运营商和各国分销伙伴超过425家。 • RIM仍在持续成长。仅于去年RIM就在全球雇用了大约4千名员工，其员工总数则在今年一月超过了12,000。终生学习的兴趣除了享受技术的快速发展以外，毕茵菲认为职业上的导师和对机会的开放态度是她成功的重要因素。 “多年来，我一直在从最有意思、有时甚至是想象不到的人们那里学到东西，”她指出， “喜欢你做的工作、和你欣赏的人们一起工作，都非常重要。同时，我认识到凡事可以通过很多途径来实现，于是对各种呈现出来的机会总是很留意。” 如果你有幸在一个偏远的机场巧遇毕茵菲，千万不要因为她身怀三个黑莓设备而诧异。 “我得承认自己并非典型用户。我喜欢有两条语音线路，同时有几个设备，从而能够不间断的体验不同软硬件与服务的搭配，准确把握我们推出的产品服务。在我测试不同使用软件的时候，同时几个设备也会帮上不少忙。” 在孩提时候，毕茵菲就被工程技术所吸引－而这从来都不是小镇女孩的兴趣选择，但是，来自一个有着七兄妹、父母教育人士出身的家庭的支持让毕茵菲得以实现她成为工程师的梦想。她说： “我一直都想成为一个工程师，从而能够享受技术学习的快节奏。我的家庭一直都鼓励自我提升和助人发展。成长于这样的环境，为我打开了机会之窗。” www.GlobalEXECWomen.com

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Regional Focus

A Canadian Perspective By Cecilia Roach

E Beth Wilson Partner, National Leader, KPMG Enterprise and Canadian Managing Partner Regions, KPMG LLP

“Companies without a critical mass of women at the executive level are going to struggle attracting the best and the brightest.”

28 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

ven in today’s tough business climate, leaders who connect to employees on an individual level are more likely to see optimal performance than those who don’t. That’s the advice from one of North America’s leading business executives, Beth Wilson, partner, national leader, KPMG Enterprise and Canadian managing partner, Regions, KPMG LLP, and one of Canada’s Most Powerful Women for 2008 according to Women’s Executive Network. By focusing on what Wilson calls “engagement,” leaders can create the personal connection that motivates employees to stay “tuned in” despite today’s uncertainty. “Making one-to-one connections with employees keeps them engaged,” she explains. “For individuals who have connected with you, it’s this engaged relationship that will get them through the difficult times.” Engagement becomes even more important in a down economy when employees view their career options as limited. Actually, Wilson points out, the opposite is true. When businesses face trying times, leaders’ willingness to accept risk opens up opportunities for employees. Where corporate executives and women business owners fall down, she says, is in communicating this non-intuitive fact to employees. www.GlobalEXECWomen.com

Regional Focus

“Engagement is about involving minds and hearts to make a real connection with individual employees.”

Yukon Territory Northwest Territories British Columbia

Nunavut Newfoundland & Labrador

Alberta Manitoba

Quebec Ontario

Saskatchewan

Nova Scotia New Brunswick Prince Edward Island

Engagement Equals Trust “When times are challenging, knowledge equals engagement. Because employees see what’s happening at other companies, it’s important to acknowledge the situation, share where you are and reveal where you are going. Sharing your knowledge in a transparent manner builds the trust that you and your team will need to do more than just weather the economic storm.” Trust becomes critical when you ask employees to take on new challenges, require some to stay in their current positions and counsel those that are struggling. “In down times, you have to respond more quickly and take more risks,” says Wilson. “Leaders are restructuring organizations, shuffling resources and realigning priorities. As the leader makes these changes, engaged employees will trust the leader who pushes them into new projects and on to new responsibilities,” Wilson points out. “Even those who are struggling will be more receptive to constructive feedback when they trust their leader.” Companies and organizations with “engagement supportive” environments embrace change and reward risk taking. This environment is as critical as the leader is when it comes to encouraging employees’ flexibility. “Even strong leaders need a supportive environment when they test employees with a new project, work in a new area or a new position. Leaders can’t build that environment alone,” she observes. How do you build that all-important engagement if you are the “new leader on the block” and the culture is not “supportive” of this approach? “You need to move quickly to tell everyone how the organization will work,” explains Wilson. “When you say you expect open, honest and transparent communication from employees, you have to be willing give them the www.GlobalEXECWomen.com

same thing. Tell them that they will know what you are thinking and why, and encourage them to engage in a two-way dialogue.” Whether you are lucky enough to enjoy a supportive environment or you are in the midst of building one, it’s critical to do more than just “talk the talk,” according to Wilson. “Employees need calm, forward-thinking leadership to optimize their performance,” she says. “Stress the success that you are driving toward and remember that employees are watching you to see how you and your immediate team are reacting.” Diversity Matters, Especially Now If your company has recruited women to its top ranks, you’ll be able to better weather the current environment than competitors who have not. “Companies without a critical mass of women at the executive level are going to struggle to attract from the brightest and best,” says Wilson. “When women make the decision to join a company or to stay with a company, they look for a variety of role models and a large number of diverse employees.” Companies lacking diversity have several options to rectifying this situation. “Encourage the role models you have to form networking groups internally and remember that a role model doesn’t necessarily have to

Beth Wilson (third from left) was recognized as one of Canada’s Most Powerful Women by the Women’s Exchange Network (WXN) during the Top 100 Awards held in Toronto.

Vol. 3 Issue 1 •• 2009 •• Global EXEC Women 29

Regional Focus

“When things settle down, these opportunities may not be there.” be someone senior,” explains Wilson. “Chemistry and connection are the common bond needed to launch the connection that leads to engagement.” Will setting up a mentoring program help? Most formal mentoring relationships flounder, she says, because they are not based on self-selection. “During one of our mentoring pilots, only about 25% to 30% of the relationships formed in formal mentoring programs continued once the programs ended,” she points out. “Self-selection works much better. Mentor candidates can encourage self-selection by talking about the role mentors played in their careers, positioning themselves as mentors and offering to connect employees going into a new role with a mentor whose skills are specific to the new challenge.” Deciding to Stay or Go What if you’re an executive woman who doesn’t see opportunity with your current employer? “The economic climate shouldn’t affect your decision to stay or go as long as you are financially OK either way,” says Wilson. “It’s probably not any riskier today than it was previously. Of course, you’ll do a bit more due diligence around prospective employers and probe deeper into financial and operational viability today.” Whether you go or stay is likely to come down to the opportunity to effect change. “If you have an opportunity to stay and change the organization, you should think strongly about it. Turnarounds, staff changes, cost rationalizations and product think tanks all

Want to Do Business in Canada?

If 2009 is the year you plan to break into the Canadian market, Wilson has three tips you can use today: • Do your homework with respect to an optimal location in Canada. We have a number of wonderful cities that feature strong infrastructures, well-educated populations and research facilities. Effective corporate tax rates can vary significantly between the provinces, as can local business development incentives. • Find strong Canadian advisors to support you in your decisionmaking, including lawyers, bankers and professional accounting firms. Be sure to select firms that can support you globally as well as locally. • Tap into local business executive networks. Establishing these connections will be useful in terms of introductions and opening doors with customers and suppliers.

30 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

Keys to Optimizing Performance • Companies without a critical mass of women at the executive level are going to struggle attracting the best and the brightest. • Leaders need to embrace risk in down economies. • Risk creates opportunities for the business and its employees. • Transparency builds trust.

respond to the business climate,” she explains. “Look at these opportunities as a way to broaden your expertise quickly and gain exposure to new parts of the business or unfamiliar leaders. When things settle down, these opportunities may not be there.” Business Owners Maintain Presence Entrepreneurial women who own businesses often make a common and potentially disastrous decision in tough economic times. They take market pressures as a signal to cut back on sales and marketing. Do the opposite and keep your brand presence strong, advises Wilson. “When competitors ‘turtle,’ they create opportunities for your company,” she says. “Take advantage of this and keep investing so that your company is top of mind when the economy turns around.” She recommends that women business owners think entrepreneurially and seek out opportunities to tailor their products and services to their customers’ new needs—requirements that probably didn’t exist in the good times. Editor’s Note: To help you appropriately consider the factors affecting your decision to expand to Canada, Global EXEC Women magazine compiled the following list of resources. The magazine does not recommend or endorse the listed resources. Readers are encouraged to consult their advisors and conduct due diligence before expanding into any new market. www.doingbusiness.org/Documents/CountryProfiles/ CAN.pdf www.buyusa.gov/canada/en/doingbusincanada.html www.gowlings.com/DBIC www.doingbusiness.org/ ExploreEconomies/?economyid=35 www.tru.ca/distance/courses/busm100.html

www.GlobalEXECWomen.com

SAVE THE DATE May 13, 2009 Doing Business Globally Envisioning the Future Join your colleagues in New York City at the Women Corporate Directorsâ&#x20AC;&#x2122; Spring Institute Panel discussions include: Watch Outs: Lessons Learned and Shared from Corporate Boards Entering Global Markets Luncheon Keynote Speaker:

Myra Hart, PhD

Myra was a founding member of Staples and went on to become a professor at Harvard University. She has served on global boards such as Office Depot, Royal Ahold and Kraft. Visit www.partner-com.com for more information.

For directors of corporations or large privately held companies only.

Global Greenway

Packaging The Universal Language Is Now Green By Laura Turner Seydel

or years, consumers have been challenged to make packaging decisions. At first it was the great paper or plastic debate, yet as our society becomes more environmentally conscious we urge consumers to choose the reusable bag or no bag at all option. For manufacturers, packaging decisions are not easy to make. Doing the right thing for the environment has not always been the right thing for the bottom line; recently many companies have found that eco-friendly packaging options are, in fact, affordable thanks to innovative thinking and new technologies. In The Coca-Cola Company’s 2008 Sustainability Report, President and CEO Muhtar Kent reported the company had incorporated sustainability into its business growth agenda and now defines its key objective as, “accelerating sustainable growth to operate in tomorrow’s world.” As a result, The Coca-Cola Company now includes sustainability among the key criteria by which it evaluates its business plans and performance. Among other sustainable initiatives, The Coca-Cola Company focused on packaging to both save the planet and save money. In 2000, Coca-Cola introduced its new Ultra Glass contour bottle designed to improve impact resistance and reduce weight and cost. The innovative bottles use the same recyclable materials that have always been used, yet the new design makes the innovative Ultra Glass bottle 40 percent stronger, 20 percent lighter, www.GlobalEXECWomen.com

and 10 percent less expensive than traditional contour bottles. Since their introduction, The Coca-Cola Company has eliminated the consumption of 52,000 metric tons of glass, resulting in a CO2 reduction of 26,000 tons (or the equivalent of planting 8,000 acres of trees). In 2007, The Coca-Cola Company continued to reinvent its packaging resulting in plastic soda bottles that use 23 percent less PET and water bottles that use 35 percent less PET. The size reduction in the two bottles spawned the change in the plastic bottle caps, reducing their size by 38 percent, thus eliminating 40 million pounds of plastic annually in the United Vol. 3 Issue 1 •• 2009 •• Global EXEC Women 33

Global Greenway

States from production. Further proving its commitment, The CocaCola Company is currently building the world’s largest bottle recycling plant in an ambitious plan to recycle all its plastic packaging in the United States. Wal-Mart and Kellogg’s, too? Just like The Coca-Cola Company, other companies have found that simply reducing packaging size can make a big impact to the bottom line. Wal-Mart, for example, has identified 10 billion USD in potential savings in packaging reduction alone. Leading by example, Wal-Mart is also putting pressure on its suppliers to think about their own environmental initiatives whether they reduce packaging, formulating a concentrated product

Recently many companies have found that eco-friendly packaging options are, in fact, affordable thanks to innovative thinking and new technologies. (like laundry detergent for example), or reduce the use of energy for transportation. Currently, Kellogg’s (www.kelloggs.com) is testing a shorter, more compact 12-ounce cereal box in Detroit, Mich. Wal-Mart and Kroger stores. The new packaging uses 8 percent less material and consumes 5 percent less shelf space, while still holding the same amount of cereal as the previous, larger box. The results are twofold for the cereal leader. The new space-saving packaging reduces its material use, minimizing environmental concerns, and saves the consumer pantry space and retailers shelf space, allowing for a wider variety of the company’s products to line the shelves. In some instances, companies have found new technologies that have inspired innovative packaging solutions to mirror their own environmental ethics. 34 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

Smarter Glass? Smart Glass Jewelry (www.smartglassjewelry.com) proved yet again to be the environmental frontrunner in its industry, becoming the first jewelry company to package its jewelry in oxo-degradable zip-top bags. An industry standard, the use of plastic zip-top bags is essential to keeping jewelry safe and free from tarnish when stored for long periods. However, until now the industry was limited to using plastic bags that were a burden to landfills. “As an eco-friendly jewelry designer and eco-conscious consumer, I was frustrated each time I packaged jewelry in a plastic bag,” says Kathleen Plate, owner and creator of Smart Glass Jewelry. “I couldn’t find an existing green alternative that complimented the environmental integrity of Smart Glass, so I had to create one of my own.” After a year of research, Smart Glass Jewelry teamed up with ECM BioFilms, a Philadelphia-based company dedicated to revolutionizing the plastics market by creating an oxo-degradable zip-top bag. Utilizing its MasterBatch Pellet technology, ECM BioFilms is able to create a product that has similar properties and shelf-life as plastic, yet when disposed fully breaks down using microorganisms commonly found everywhere on the planet. “Studies are showing that over 20 million tons of plastic products are being added to our landfills each year,” says Whitney Tomasino of Smart Glass Jewelry. “It’s exciting to think that no matter where our bags end up they will dissolve into minerals beneficial to the earth.” Last Word… Sentiments like these should inspire companies to go down the eco-friendly packaging path. As the decision makers, you have the opportunity to do the right thing for our planet and lead by example. Studies have shown that eco-friendly packaging adds brand-value to a product, proving to buyers that the company cares enough to preserve the earth’s resources, even if that means forfeiting part of their profit to do so. Be inspired to change because it’s the right thing to do and in the end you might just save more than just cash. www.GlobalEXECWomen.com

Meet Dr. Kathy Schwaig Member, Information Systems Security Association Member, International Association of Privacy Professionals Associate Dean for Administration and Associate Professor of Management Information Systems COLES COLLEGE OF BUSINESS Dr. Schwaig brings over 20 years of teaching experience to the classroom. She is a leading expert on information privacy, project management and electronic commerce. An accomplished researcher in the area of information systems, she has been published in the foremost journals in that ďŹ eld.

World-class faculty

SHARING EXPERTISE Coles College of Business

www.kennesaw.edu

Global Greenway

NISSAN’S NEW WAY OF THINKING As Nissan Motor Co., Ltd. sets out to help create a “sustainable mobile society,” the company has enlisted employees at every level in its efforts to improve the environment. Taking a global view of the mission, the Corporate Social Responsibility (CSR) Steering Committee oversees the company’s environmental action plan— the Nissan Green Program (NGP) 2010. Three distinct areas of improvement take center stage in NGP: • Reducing carbon dioxide (CO2) emissions • Minimizing emissions to preserve the atmosphere, water, and soil • Recycling resources Using a specially developed scorecard, the CSR Steering Committee tracks the company’s global progress against the goals set out by the NGP. For example, reducing CO2 emissions has been added to the company’s list of KPIs (key performance indicators) with a specific goal of cutting CO2 emissions from Nissan’s new cars by 70 percent from the 2000 level by 2050. One of the initiative’s most noticeable commitments concerns delivering zero-emission vehicles to market. For example, Nissan plans to introduce an all-electric vehicle (EV) in 2010 in Japan and the United States. Plus they want to offer EVs to the mass market globally by 2012. Nissan consistently looks for ways to save energy and reduce CO2 emissions at every opportunity. Another example, lowering CO2 emission targets have been set across all operational areas of the company. This holistic approach has produced innovative and simple “green” www.GlobalEXECWomen.com

solutions at the plant level. The company trains its security officers at Nissan manufacturing plants to look for lights and equipment that can be turned off during non-production hours. Even the nonessential bulbs in the plants’ vending machines have been removed. At Nissan’s first U.S. manufacturing plant in Smyrna, Tenn., regular brainstorm sessions, convened to identify and enact energy-saving ideas, gave birth to the “Green Weekends” program. During these “green weekends,” which take place once every month, production and maintenance activities are curtailed unless there is an emergency. “Once the results kicked in, we saw real momentum around energy-related cost savings, and now our team meets weekly to review the results of our energy initiative,” Mike Clemmer, director of the Paint Plant at Smyrna, explains. “Today, employees are asking how they can save money at home by switching to compact fluorescent lamps (CFLs) and buying ENERGY STAR® appliances.” Energy Star has recognized Nissan for its energy-saving accomplishments in its manufacturing operations at the Smyrna and Canton, Miss., assembly plants. Both plants have received Energy Star’s awards for superior energy efficiency. Nissan managers are encouraged to consider options for recycling at every stage in the car’s life cycle — from designing models that are easier to recycle to reducing and recycling the waste generated at their factories. Some of the many elements of Nissan cars Vol. 3 Issue 1 •• 2009 •• Global EXEC Women 37

Global Greenway

are made from recycled materials including the splash shields for the Altima and the fascia brackets on the Frontier and Pathfinder. “We never stop looking for ways to conserve energy

At Nissan’s first U.S. manufacturing plant in Smyrna, Tenn., regular brainstorm sessions, convened to identify and enact energy-saving ideas, gave birth to the “Green Weekends” program. and protect the environment,” says Susan Brennan, vice president of manufacturing at Nissan Smyrna, which at 5.4 million square feet is one of the largest automotive manufacturing plants in the U.S. “Not only is it the right thing to do as a good neighbor, but reducing waste and energy consumption has business value, oftentimes resulting in significant cost savings for the company.” Perhaps the most exciting aspect of the NGP is in the

38 Global EXEC Women •• •• 2009 •• •• Vol. 3 Issue 1

area of new energy-saving technologies. The company is poised to introduce a new generation of fuel cells. The new fuel cell is 25 percent smaller and generates 40 percent more power (130 kilowatts) than the previous generation (90 kilowatts). Its electrodes contain less platinum (around 50 percent less) and it uses a more durable catalyst. The carmaker is developing this newgeneration fuel cell for commercial use and is presenting the new technology at the 2009 Fuel Cell Expo. In recent years, Nissan has also made major headway in reducing or eliminating the use of certain substances, including heavy metal compounds — such as mercury, lead, cadmium and hexavalent chromium — and in-cabin volatile organic compounds (VOCs), in all new models. Nissan’s efforts have earned for the company a spot on the prestigious Carbon Disclosure Leadership Index (CDLI) for the second consecutive year. The CDLI recognizes companies that demonstrate progressive strategies and information disclosure regarding climate change. More than 3,000 companies were surveyed this year, including the world’s top 500 companies in terms of aggregate value, by the Carbon Disclosure Project. Of the 500, only 67 companies were selected for CDLI inclusion. Nissan and Renault were the only two automakers named to the list this year.

www.GlobalEXECWomen.com

Just what does the fabric of a healthy society look like? Usually navy blue or plaid. In many of the poorest countries on earth, girls are still denied the right to an education. Which robs them of their dreams, and robs their families and societies of their talents and contributions. At CARE we’ve found that educating girls, and unleashing their potential, is one of the fastest ways to improve conditions in these places. That’s why we’ve established more than 100 education programs in 36 impoverished countries. With each year of school, wages go up 10 to 20%. Educated women start new business ventures, creating

income that never existed in these societies. And when they enter local government, corruption is reduced. The power of education is astonishing. And you have the power to help make education for girls and women a global reality. Join the movement. Call 800-521CARE or visit www.care.org f

Woman to Watch

Humanit y By Lin Weigel

n Rwanda, disease and the genocide stole the most fundamental and precious gifts of young women aged between 15-25. They were robbed of parents, support and innocence. The violence of rape practiced in 1994 left many women alive, only to die several years later from AIDS and leave their children to fend for themselves without the capability of providing the most basic needs.

40 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

At Emertha’s business, Children’s Voice School, women use pump-pedal sewing machines.

Emertha Uwanyirigira’s parents died leaving her with the sole responsibility of her two brothers and two sisters, while having to simultaneously attend school on a government merit scholarship. At 22, without a support system, she was responsible for food, shelter, medication, and schooling for four young lives. Will her circumstances define a path of passion toward transformation? Indeed. Uwanyirigira started on this path when she was in www.GlobalEXECWomen.com

Woman to Watch

her. It worked. Through the college, while supporting her games, she soon discovered four siblings long distance. that some needed to go back Being the leader of several to school, while others simply student associations, she was needed to generate income provided with the opportuto support themselves, their nity to represent her country illegitimate children and their in different nations around siblings. This time spent “playthe world. ing football” gave her an opporDue to the high profile tunity to create a plan. exposure received as her Over a period of two years, association’s representaUwanyirigira managed to get tive, Uwanyirigira joined Uwanyirigira, center, receives sponsors for 120 girls to go to the Forum for African Women recognition along with other African women leaders. school, as well as fostering families Educationalists (FAWE). The for their siblings. This is an amazing national coordinator of FAWE recpersonal triumph; however, there were many more girls, ognized her abilities and heart and asked Uwanyirigira young prostitutes, who found themselves on the streets to mentor girls from the street who were studying under trying to survive. What could be done for them? the support of FAWE. She enjoyed this work immensely Education and opportunity is what they needed, too. and immediately recognized the synergy between these It wasn’t possible to find sponsors women and herself. “There but by the Grace of God go to send all of them to school, so I.” She was so successful in her mentorship with these Uwanyirigira came up with an young women that FAWE hired her, thus providing the idea of teaching sewing skills income she needed to properly support her siblings. to a larger group as a means to Many young girls lived on the street under the support themselves. The creation same conditions that Uwanyirigira had experienced of a small Vo-Tech type school, herself. Orphaned, head of household, with no means Children’s Voice, allowed her to of support, prostitution seemed the only viable answer. train 30 girls at a time, providing What kept Uwanyirigira from this typical fate? the skills and knowledge needed to Education and opportunity. Uwanyirigira received her start their own business. Although education through the opportunity of a scholarship. Uwanyirigira was well-positioned It was not an easy decision to leave her siblings since with her own business, financial they would certainly be exposed to hunger, loneliness support is still needed. “Girls need and danger. However, she made a decision that would courage to dream big, capacity to bring heartache at first, yet guaranteed rewards at the transform and a will to achieve,” final stage. she says. “I am encouraging all the Uwanyirigira used a radio program as a way of creatwomen in the world to join my cause of supporting young ing awareness on what was happening to these young girls who did not have the educational opportunity that I, girls and sought support from various communities. She and others like me, have received.” often took her recorder onto the streets to interview Uwanyirigira has made many difficult choices in her them and then played back the interviews on her show. young life, yet they were the right choices. She cerSometimes she would ask the girls to come to the tainly didn’t ask for the burdens that she has endured, studio and talk live on Saturday mornings, even though yet she used her unfortunate circumstance as a means they were traumatized due to their living conditions. of correcting a difficult situation in Rwanda. Her spirit Listeners were also given an opportunity to call in. of humanity and courage has made a difference for her Uwanyirigira organized Sunday evening football family and a legacy that follows. games as a way to build their trust and confidence in

I am encouraging all the women in the world to join my cause of supporting young girls who did not have the educational opportunity.

www.GlobalEXECWomen.com

Vol. 3 Issue 1 •• 2009 •• Global EXEC Women 41

Industry Focus – HR

Women Targeted to Fill Executive Suites, According to International Executive Search Organization Industry Experts Recently Met in Paris to Discuss the Anticipated Executive Shortfall Crisis Throughout the World Due to Baby Boomer Retirement By Katherine Phelps Women and minorities are the coveted demographic for executive search firms throughout the world to help meet the critical talent shortage at the top due to Baby Boomer retirement, according to industry experts who recently met in Paris to discuss this burgeoning issue. More than 50 delegates from IMD International Search and Consulting, an organization of boutique executive search firms with locations in 25 countries across Europe, the Americas and Asia, gathered for a biannual conference in Paris in late November, where they discussed the phenomenon. As the critical talent shortage worsens and nearly 80 million Baby Boomers in North America alone enter their retirement years, executive search leaders from throughout the world discussed the pressing question: Who will take their place in the executive suite? The critical demand for senior level executives led these industry thought leaders to meet and discuss how the corporate world will deal with changing demographics, organizational transformation, talent acquisition and diversity in the executive suite. When asked just how she feels we should address this critical woman power shortage, Sherilyn Shackell, CEO of Highfield Human Solutions/IMD of the UK and IMD Board partner, tells Global EXEC Women, “In order to win the talent war we need to explore targets previously untapped. One of the largest targets is the female in management. Only two percent of the CEOs in the UK are female. There must be an evolution in minds, in families and in society. Mothers must educate their daughters and tell them that things are open for them. The first step is the awareness that things have to change in order to tap into this phenomenal potential. My daughters grow up with this belief that they can behave the way men do, expect what they do, and be just as influential. “Japan is notorious for not promoting ladies,” says Katsusuke Yokota, executive managing director of www.GlobalEXECWomen.com

Sherilyn Shackell, CEO of Highland Human Solutions IMD of the UK

Human Associates in Japan. “Nevertheless, more talented women are now joining international companies that treat them more and more equally.” While the lack of women at the top was echoed by the IMD partners from Italy, Japan, Korea and Germany, others says the trend seems to be moving toward more females in the executive suites in Spain, Denmark and Mexico. In Finland, the numbers are equal. “In Finland, women are considered as equal,” says Mimma Silvennoinen, managing partner of IMS Talent in Finland. “Lots of money is put into the education system, [and] in society it is normal that men help at home, but we still don’t have enough women in top management positions. Maybe because women are different in their behavior, they are not into competition as much as men. A female network is mostly composed of females.” At the Paris conference, IMD International announced the launch of a new global survey, “The Changing Face at the Top,” which will be released at its spring 2009 conference in New York as a follow up to its 2005 survey, “Mobility of Managers.” The survey will poll senior executives from the Global 1,000 companies. Vol. 3 Issue 1 •• 2009 •• Global EXEC Women 43

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Industry Focus – HR

hile the interviewing process varies from country to country, some key elements remain the same. Before an interview, candidates should research and learn as much about the prospective employer as possible, including visiting the company’s newsroom section. With today’s online tools, one might consider using XING as well as LinkedIN to obtain a personal contact who can share vital information. This information will be important for learning the business protocol and communication styles and in preparing oneself for the interview. Victorious multicultural communication is more than just including a few words from the local language. Instead, it ought to clinch the social degree of the market you want to include. That process is easier said than done, entailing culturally responsive metaphors, suitable interpersonal communications dynamics and the right cultural lingo. Business people too frequently address their audience as a geographical location and forget about each location’s ethnic groups. They miss the mark with their communication and their messages are lost in translation. The challenge of building the right message for each culture becomes even more complicated when it’s your turn to ask the rest of the world for employment. Each culture has different reasons to hold interviews and different ways to conduct business; it’s your responsibility to adapt and grasp multicultural communications. The purpose of interviews held by Japanese companies is to determine not only whether a candidate is qualified for a particular position but also if the applicant will fit into the company culture. It is very important therefore for the job applicant to have a command of business etiquette for the society in which that company operates. For example, Japanese executives begin their scrutiny and evaluation of new or prospective business associates before the formal interview. In these investigations, Japanese employers rely heavily on personal introductions and personal contacts; they

www.GlobalEXECWomen.com

seek information, insights and feedback from those who know and are recommending the person to be interviewed before meeting the individual. In contrast, in Brazil, interviews can take quite a long time, up to two hours in some cases, so it is important to keep a reasonably free schedule on an interview day. Proceedings often also go over time, as additional tests may be applied before or after the interview such as language, psychological or logic tests. A candidate is frequently asked to return for a second interview with several other interviewers, once the first interview is proven successful. A valuable information source to prepare for international interviews is The Going Global Country Career Guides, which provide professional advice and insider tips for 27 countries on such topics as employment trends, recruiters, staffing agencies, work permit regulations, salary ranges, resume writing guidelines, professional and trade associations, and cultural advice. More than 500 resources are provided per country, all with detailed explanations and hot links directly to the latest information. www.goinglobal.com Vol. 3 Issue 1 •• •• 2009 •• •• Global EXEC Women 45

Industry Focus – HR

Questions & Answers By Katherine Phelps

ince its inception, Women for Hire, a U.S.-based company driven by CEO Tory Johnson has been recognized as a groundbreaker in connecting employers with the brightest group of diverse executives. Career-savvy expert and New York resident, Johnson is the only producer of high caliber recruiting events for women. Johnson is also the Workplace Contributor on ABC’s Good Morning America, where she reaches millions of viewers on a wide range of job-related issues and challenges. She is the anchor of Home Work on ABC News Now, the digital channel. In addition to her television and online segments, Johnson writes columns for ABCNews.com, Yahoo! HotJobs and Shine among others. Women for Hire’s goal is to provide businesswomen with exceptional advice on advancement. One of the premier components of the corporate environment, regardless of culture, is the all-important interview. 46 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

Global EXEC Women recently sat down with Johnson to find out some of her insider tips for winning the position you really want, regardless of this tough economy.

Q: A:

What are the five unique ideas for approaching a C-level or president of a company when you don’t know them that well? Make friends with the assistant. S/he is the gatekeeper and scheduler. If you make a strong impression, she’ll help you get face time or she’ll make sure your ideas are introduced. Be confident, compelling and, most of all, concise. You’ll have a brief moment to make a first impression. No rambling. No unplanned-for drawn-out dissertations. Focus on facts more so than opinion. Anticipate any potential opposition and have thoughtful responses to “why this won’t work.” Skip the small talk. Save that for after you’ve presented your business case. www.GlobalEXECWomen.com

Industry Focus – HR

Q: A:

What are the five most overlooked benefits to consider when negotiating a salary package? This varies for every woman. For some, cash is king (or queen). For others, it’s a pre-negotiated severance package. Consider other benefits as well: the ability to telecommute, along with company-paid complete home office set-up. Ask for a better title and greater responsibility; a definitive timeframe for promotion; the ability to take family members on business trips lasting longer than two days; and if you are working overtime, reimbursement for childcare or pet-sitting expenses.

Q: A:

What are five commonly overlooked “secrets” that recruiters use, that help to close the deal? Leveraging the potential of another offer is one way to close the deal. Offering a trial period is another, which is increasingly popular in a challenging economy. Agreeing to a shorter-term contract or a window with an out for the employer makes you a more manageable commodity. I’m not saying I recommend all of these tactics, yet I frequently see them being used to getting a six-figure salary at a time when there’s more talent available than ever before and organizations are more concerned about expenses.

What are the five most important statements or catchphrases that someone can use to get a potential employer to reflect back exactly what they want? There isn’t one particular phrase that provides the answer. It’s about demonstrating that you have a clear understanding of what employers believe their needs are, and then expressing how and why you’re exceptionally qualified to meet those needs. It’s also about identifying other opportunities based on your knowledge and insights of the competitive landscape and the economic trends that the prospective employer possibly hadn’t even thought of. When you introduce your depth of knowledge, along with how it relates to their business, your value immediately becomes more apparent. You’re not just telling them you can do what they think they need; you’re also telling them what you believe they need as well.

Q: A:

Can you define the five most integral items that should be on every resume to make it stand out? The best resume will not only reveal the scope of prior responsibilities, yet will more importantly illustrate achievements. When sports franchises recruit players, they shell out big bucks for a track record of success. It’s not just about where you worked and what you were charged with doing; it’s about how well you performed in those roles. A resume should not rehash responsibilities, that’s what a job description is for; instead, it must celebrate your successes in terms that can be quantified and qualified. www.GlobalEXECWomen.com

Tory Johnson CEO Women for Hire

Vol. 3 Issue 1 •• 2009 •• Global EXEC Women 47

ama tu corazón. haz que el rojo entre en tu vida. de la forma que quieras... come comida roja — manzanas, cerezas, tomates. imprime besos rojos en la mejilla de alguien. también puedes reír tan fuerte que se te enrojezca el rostro. en resumen, cualquier cosa que hagas, hazlo por tu corazón. cada día, dedica un momento a poner tu mano sobre el corazón. hazte la promesa de ser saludable de corazón. www.goredforwomen.org ©2007, American Heart Association. Also known as the Heart Fund. TM Go Red trademark of AHA, Red Dress trademark of DHHS.

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Leadership

Parenting from the White House By Katherine Phelps

“Michelle Obama is the epitome of today’s professional woman,” says Jamie Woolf, author of Mom-in-Chief: How Wisdom from the Workplace Can Save Your Family. “As a high-powered lawyer and executive administrator, she has never wavered in her commitment to her family. Just like other moms across the country, she has always worked hard at home to ensure that her daughters’ upbringing never suffers despite having two parents with high-powered careers.” Now Obama is stepping into her self-proclaimed role as “mom-in-chief”—a phrase that, understandably, delights Woolf—having publicly stated that parenting Malia, 10, and Sasha, 7, will be her top priority in this first year of transition. Still, she intends to use her new platform as first lady to be an advocate for issues that help us all to put our children first—which will definitely make her a working mother. In other words, her work/family juggling act continues! “I am always on the lookout for good parenting role models,” says Woolf, whose book helps moms use “best practices” from the workplace to make family life run more smoothly. “Great leaders can be great mothers if they know how to integrate the skills they learn from their professional roles into their family responsibilities…it seems clear to me that the matriarch of the new first family has figured out how one informs the other.” Here are five lessons in leadership that mothers from all walks of life can learn from America’s new mom-in-chief: Being good at your job can make you a better parent. At the end of a long workday, most of us are eager to leave our professional lives at the office. However, says Woolf, the most effective parents are the ones who don’t. In her career in law and public service, Obama has no doubt perfected many of the same skills she’ll use in her role as mom-in-chief, including conflict www.GlobalEXECWomen.com

resolution, communication, multitasking, time management, crisis management and team building. “Like the best business leaders, the most effective parents inspire without pushing their own agenda, nurture without micromanaging, encourage without creating over-the-top pressure, and expect the best without ignoring the inevitability of failure and the joy of learning from mistakes,” says Woolf. “Learning to tap into your professional skill set at home will allow you to be a well-rounded mother.” Motherhood IS a leadership job. By calling herself “mom-in-chief,” Obama sends a strong message that being a mom means being a leader, an attribute that mothers often overlook in their parenting roles. By celebrating her position rather than apologizing for it, she connects the notion of leadership beyond the walls of corporate suites and presidential mansions to the homes of average parents. “The best leaders, like the best parents, strive to provide the proper conditions in which others can grow and reach their highest aspirations,” explains Woolf. “Once you can begin to think of motherhood as not only a job, but a leadership job, you will be more apt to apply the skills and techniques you use in the workplace more effectively at home.” Focus on the big picture. Admittedly, this advice can seem vague and perhaps a little overwhelming. We all know how easy it can be to get caught up in the relentless day-to-day scurry of soccer practice, doctor appointments, and packing lunches and forget about the more meaningful goals that we have set for ourselves as parents. Obama is surely no exception to the motherhood Vol. 3 Issue 1 •• 2009 •• Global EXEC Women 49

Leadership

mayhem. With two young children and a puppy to corral, and state dinners and sleepovers to host, the first lady will face relentless demands on her time and patience. The trick for her, and for all of us, says Woolf, is making a point to stop and refocus throughout the day so we don’t lose sight of what’s important. “Effective leaders keep their eye on the long view, looking beyond the task at hand to the greater purpose,” she asserts. “By articulating her big picture goal—to put her kids’ needs above other obligations—Obama is more likely to avoid getting bogged down in endless troublesome details. She understands what all great leaders understand: that her actions and choices today have long-term effects.” It’s okay to delegate. Obama has at times been the major breadwinner in her family—she was vicepresident of community affairs at the University of Chicago Medical Center before she took a leave to join her husband on the campaign trail—and she knows intimately the juggling act working mothers perform every day. We need to call on our own support systems — the other people who live under our roof. “Don’t be afraid to delegate tasks to your children and your husband,” says Woolf. “It’s amazing how many women try to work full-time jobs and also bear the full burden of household chores. The Obamas have stated that their daughters will pick up the dog poop on the White House lawn and continue to do their chores. Sharing the responsibilities will make your family unit more efficient while teaching your children valuable life skills. As a bonus, you’ll find you suddenly have more time for fun things like family movie nights and playing outside together.” Taking care of you should be a priority, not a luxury. With bills to be paid, dinner to be cooked, and homework to be done, it’s hard to imagine finding another second in the day to get things done—let alone to do something like (gasp!) take a bubble bath.

“Great leaders can be great mothers if they

know how to integrate the skills they learn

from their professional roles into their family responsibilities.”

50 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

With our endlessly competing priorities, taking care of ourselves is often the first thing to go in our lives as parents. Many mothers say making time for exercise, let alone a manicure, feels indulgent. Obama has made it clear that being an effective mom-in-chief means finding the time to rejuvenate. And when we respect ourselves, we model an important lesson for our children. “Good leaders keep perspective,” says Woolf. “Just like a vacation from work can refresh our minds and rejuvenate our sense of motivation, taking time away from sibling squabbles and Dora the Explorer will make us better mothers in the long run. If we don’t take care of ourselves, we can’t take care of our families to our full potential. By cheating ourselves, we end up cheating our children too. “This year is sure to bring lots of new challenges for the Obama family, but they have the professional experience and family values that set them up for parenting success,” says Woolf. “While Barack is running the country, Michelle will be running the show at 1600 Pennsylvania Avenue, and no doubt doing it well. “The best news is that most mothers—whether we receive a check for our work or not—possess the skill set to be a superb mom-in-chief too,” she adds. “Simply by tapping into and honing our inherent leadership skills, we can create a happy, thriving, productive ‘first family’ of our own.” About the Author: Jamie Woolf is a regular contributor to Working Mother magazine and founder of The Parent Leader and Pinehurst Consulting, an organization development consulting firm. In her book, Mom-in-Chief: How Wisdom from the Workplace Can Save Your Family from Chaos, Woolf addresses real-life quandaries and covers everything that career-oriented women need to know to unleash their parenting potential and navigate challenges with skill and grace. About the Book: Mom-in-Chief: How Wisdom from the Workplace Can Save Your Family from Chaos (Jossey-Bass/A Wiley Imprint, February 2009, ISBN: 978-0-4703813-1-1, 22.95 USD) is available at Amazon.com and other online booksellers. www.GlobalEXECWomen.com

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Follow the Money

Women Impacting Public Policy (WIPP)

“Economic Blueprint” The Women Business Owners’ Platform for Growth Six Core Principles Access to Capital Women-owned businesses lag their male counterparts for almost 20 percentage points (56% to 71%) in use of commercial credit.  Tax Incentives to Investors  Government Technical Assistance  Competitive SBA Loan Program Interest Rates

Energy 65% of small businesses say higher energy costs have a significant or moderate impact on their business.  Comprehensive National Energy Plan  Research & Development Incentives  Stewardship of Natural Resources

Health Care 62% of the 47 million uninsured Americans are employed by a small business or are a dependent of someone employed by a small business.  Strengthen Employee Ability to Access Individual Health Care Market  Transparency in Health Care Services Costs  Interconnected Nationwide Health Technology System  Increase the Number of Health Care Providers  Promote Healthy Employees Programs  Nonpartisan Solutions to Health Care Crisis

52 Global EXEC Women •• •• 2009 •• •• Vol. 3 Issue 1

Procurement Only 3.4% of all government contracts are awarded to women-owned businesses even though federal law mandates a 5% government-wide procurement goal.  Implementation of Meaningful Women’s Procurement Program  Strengthen Small Business Subcontracting  Increase Small Business Contracting Goals

Taxes Small firms with fewer than 20 employees spend 45% more annually per employee than larger firms to comply with federal regulations.  Retain Tax Incentives for Small Businesses  Make Health Care Tax Deductions Equitable for the Self-Employed  Permanent Repeal of the Estate Tax  Permanent Fix for AMT Tax

Telecommunications/Technology Only 4.97% of television and broadcast radio stations are women-owned. Small firms pay four times more per employee for telecommunications than large firms.  Increase Women and Minority Media Ownership  Broadband Access Available to All  Keep the Internet Free of Cumbersome Regulation  Extend Internet Tax Moratorium  Ensure Privacy Security

www.GlobalEXECWomen.com

The women’s business community came together, united in purpose, to present to the Obama Administration and the United States Congress, the economic principles that allow small businesses to flourish in a global market. The Economic Blueprint, The Woman Business Owners’ Platform for Growth, has been made possible by womenowned small businesses and more than 30 small business associations.

– MAjOr COnTriBUTOrS –

Count Me In, SBTV.com, Women’s Business Enterprise National Council, Women Impacting Public Policy, Women’s Leadership Exchange and Women Presidents’ Organization

– SUPPOrTinG OrGAnizATiOnS – Association of Women’s Business Centers (AWBC), Association for Women in Communications (AWC), The American Small Business Coalition (The ASBC), Center for Women’s Business Research, Consumers for Competitive Choice (C4CC), Direct Selling Education Foundation (DSEF), Enterprising Women, Equal Voice, Florida Women Impacting Public Policy (Florida WIPP), Global EXEC Women (GEW), Hispanics Impacting Public Policy (HIPP), Kansas City Council of Women Business Owners (KC-CWBO), Institute for Economic Empowerment of Women (IEEW), Microenterprise Journal, Moms In Business Network (MIBN), National Association for Female Executives (NAFE), National Association of Certified Government Business Enterprises (NACGBE), National Association of Small Disadvantaged Business (NASDB), National Women Business Owners Corporation (NWBOC), Native American Management Services (NAMS), New Jersey Association of Women Business Owners (NJAWBO), US Pan Asian American Chamber of Commerce (USPAACC), Women Construction Owners & Executives (WCOE), Womenable, Women Entrepreneurs, Inc. (WE Inc.), Women’s Business Development Center (WBDC), Women’s Business Development Center Florida (WBDC – Florida)

– WOMEn BUSinESS OWnErS –

Lynne Marie Finn, Superior Staff Resources, Inc. - Marion Bonhomme-Knox, Knowledge Connections, Inc. - Linda Denny - Denise E Farris, Farris Law Firm, LLC - Susan Bari, The Susan Bari Company Nancy Allen, Women’s Business Development Center, Inc. - Lisa Ambrose, Skil-aire division of Tithe Corp. - Sherry Aycock and Tara Olson, AllPoints Research, Inc. - Christine Bierman, Colt Safety, Fire and Rescue - Jennifer Bisceglie, InTEROS Solutions, Inc. - Lauren Bley, Bley Investment Group, Inc. Virginia Bradley, Global EXEC Women - Michele Bussone - Alpha Quadrant, Inc. - Tanya Anne Callaway Crews, First Touch Communications, Inc. - Tammy Camper, Strategic Transformation Partners, LLC - Clare Carman, The Center for Strategic Alliance, Inc. - Linda Coughlin, Metro-Home NYC, LLC - Linda Denny, Women’s Business Enterprise National Council - Kathleen Diamond, LLE Language Services, Inc. - Robin Diamond, Direct Selling Education Foundation Marsha Firestone, Women Presidents’ Organization - Jennifer Fish, Merrill Lynch - Forough Ghahramani, Life Sciences Computing, LLC - Nancy Goshow, Goshow Architects, LLP - Wanda Gozdz, Florida WIPP - Mary Griffin, Griffin & Associates - Leslie Grossman and Andrea March, Women’s Leadership Exchange - Cornelia Grunseth, Pacific Northwest Painters - Terri L Hall, Doubletake Studios, Inc. - Pamela Hardy, Owe No Man Marketing, LLC - Sandra Heath, Sandra Heath & Associates, Inc. - LaVern Jackson, National Association of Certified Government Business Enterprises - Bob Johnson, Consumers for Competitive Choice - Brenda Jones, Jones Public Relations Group - Jessica Kasoff, JK Creative - Darla King, King Business Interiors, Inc. - Francine Manilow, Manilow Suites - Karen Maples, Myutiq, LLC - Terri E McNally-Beals, Global Capital, Ltd. - Sylvia Medina and Trina Pollman, North Wind, Inc. - Nell Merlino, Count Me In - Heather Milanak, Alliance Sourcing Network, Inc. - Kathy Nagy, Strategy Network - Robin Otten, RDO Strategic Consultants, LLC - Patricia Parker, Native American Women’s Business Council - Shelby Reeder, JLMI Preserving Communities Foundation - Judy Ritter, Ritter Contracting, Inc. - Gina Robison-Billups, Moms In Business Network - Leeanna Roman, Hispanics Impacting Public Policy - Olive Rosen, Principal, Photography by Olive - Melinda Rath Sanderson, Association of Women’s Business Centers - Mary Schnack, Mary Schnack Media Services, Inc. - Alicia Settle, Per Annum, Inc - Jennifer Sheets, MasterStaff, Inc. - Judy Sheppard, Professional Services of America, Inc. - Vivian Shimoyama, Breakthru Unlimited - Valerie Shondel, SelectoFlash, Inc. - Laurie Simon, Ombrella, Inc. - Betty Spence, National Association for Female Executives/Equal Voice - Nicolina Stewart, Capital Management Advisors, Inc. (CMA) - Robin Tabakin, New Jersey Association of Women Business Owners - Guy Timberlake, The American Small Business Coalition - Lisa Moore Turano, Beverly Kay Mattocks, Jackie Bebczuk, Providus - Deborah Wilder, Women Construction Owners & Executives - Zeta Williams, MRCI - Nancy Zurbuchen, Kansas City Council of Women Business Owners Madinah Ali, MSA Global, Inc. - Susan Au Allen, US Pan Asian American Chamber of Commerce - Dawn Rivers Baker, Wahmpreneur Publishing, Inc. - Susan Bari, The Susan Bari Company - Ann Blackburn, Blackburn Advisory - Sarian Bouma, Sianna Productions, LLC - Kayte Connelly, Best Principled Solutions, LLC - Cathy Daugherty, Trademark Insurance Marketing - Theresa Alfaro Daytner, Daytner Construction Group - Patricia Fisher, JANUS Associates, Inc. - Edie Fraser, Diversified Search Ray & Berndtson - Shaunta Gardner, Jeanne Richard Jones, Alpha Services - Evelyn Graham, Presynct Technologies, Inc. - Sharon Hadary, Center for Women’s Business Research - Janet Harris-Lange, National Women Business Owners Corporation - Angelia Hopson, The Compliance Group, LLC/Renewable Resources, LLC - Rosalind Juko, SendOutCards - Lisa Kennedy, TTI of NY - Karen Kerrigan, WE Inc. - Mary Sue Leathers, Advantage Performance Network - Sheryl Liddle, Association for Women in Communications - Mary MacRae, J & M Acres - Terry Neese, Institute for Economic Empowerment of Women - Joanne Obenauf, Baldwin & Obenauf, Inc. - Sheri Orlowitz, Shan Industries, LLC - Jeanette Prenger, ECCO Select - Hedy Ratner, Women’s Business Development Center - Sue Romanos, CareerXchange - Bev Rossi, Graphic Matter, Inc. - Evalyn Shea, Shea Writing and Training Solutions, Inc. - Monica Smiley, Enterprising Women - Susan Solovic, Small Business Television Network - Linda Strine, Infinite Links, Inc. - M C Townsend, Regional Black Chamber of Commerce - Victoria Villalba, Victoria & Associates Career Services - Julie Weeks, Womenable - Hank Wilfong, Jr., National Association of Small Disadvantaged Businesses - Mary Wyld, Wyld’s Wingdom, Inc. Elham-Eid Alldredge, Reda International Inc. - Michelle Arbore, Web Page By Design - Jeannette Archer-Simons, Archer-Simons Consulting - Jody Barrett, Unchained Creative - Janet Ceddia, Security Construction Services - Lisa Dolan, Securit - Juliette Tracey Goldman, Strategic Resource Partners - Debbie Jacketta, Jacketta Sweeping Service - LaVern Jackson, Joint Logistics Managers, Inc. - Deborah Lee, BL Technology, Inc. - Edna Lopez, COMPA Industries, Inc. - Sharon Mahin, Mahin Impressions, Inc. - Ricki McGuire, Optitek, Inc. - Diana Mercer, Peace Talks - Cindy O’Connor, The O’Connor Group, LLC - Edward W Pacheco, Edward W. Pacheco, Inc. - Olga Ramudo, Express Travel - Hallie Satz, Highroad Press - Joan Schlueter, On Site Hiring Consultants - Sheila Shears, Shears To You - Linda Softli, Gala Event & Meeting Planning - Dona Storey, Quality Technical Services, Inc. Mitra Ahadpour, Innovative New Products, LLC - Tina Teree Baker, The Cadence Group, Inc. - Diane Bowers, Paladin Global Partners - Laura Boyd, Policy and Performance Consulting, Inc. - Judy Bradt, Summit Insight, LLC - Cynthia Brown, Shred-it - Cindy Cleghorn, C&M Printing, Copying, Mailing - Michelle Crumm, Adaptive Materials, Inc. - Janette Davis, Southeast American Financial Group, Inc. - Sandra Dumont, The Image Architect - Lana Gertz, ASEN Computer Associates - Debra Gould, Debra Gould & Associates, Inc. - Sharon Hilke, Arcediano & Company - Gloria Berthold Larkin, TargetGov - Lenore Law, California Textiles - Cecelia McCloy, Integrated Science Solutions, Inc. - Rosemary McDowell, RSDN - Morna McGann, Media Marketing International Patricia A Meagher, Rossi & Meagher - Kaye Mitchell, Certify To Success - Su Ryden, Ryden and Associates Inegrated Marketing - Maria Seddio, CorpTalk, LLC - Magdalah Silva, DMS International, Inc. - Laurie Sprouse, Ultimate Ventures - Sallie Mullins Thompson, Sallie Mullins Thompson - Joy Turner, Jeffers Business Services - Felicia Watlington, Supplier Diversity Works, LLC n

To read the entire Economic Blueprint www.WiPP.org 2009 •• please Vol. 3 Issuevisit: 1

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The World Clock – Time Zone Converter is a “must have” Webbased tool for all global professionals. Ideal for businesses and travelers, this free online service calculates time and date from one part of the world to another! The user-friendly screen interface allows you to see items at a glance, so you can do your conversion quickly while you’re on the go. Never miss another conference call or risk not sealing the deal because you are in São Paulo and your clients are in Beijing, Johannesburg and Veracruz. This time zone calculator takes into account daylight saving time (DST) and local time zone and accepts dates in past or future. www.timeanddate.com/worldclock/converter.html

HP Mini 1000 Vivienne Tam Edition High fashion meets high tech. Introducing the world’s first digital clutch by award-winning designer Vivienne Tam featuring her peonyinspired design, which was inspired by her Spring 2009 collection! 54 Global EXEC Women •• 2009 •• Vol. 3 Issue 1

www.GlobalEXECWomen.com

IBM and the IBM logo are trademarks of International Business Machines Corporation in the United States and/or other countries. Other company, product and service names may be trademarks or service marks of others. ©2006 IBM Corporation. All rights reserved. P19700

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