Archive for category: Press Release

• London and Paris take the 2^nd and 3^rd spot of the index, which ranks 165 world cities on all aspects that make up sustainability and quality of life

• The top three cities score highly in almost all of the dimensions. However, social cohesion remains a weak point.

For the second year in a row, New York has been declared the smartest city in the world, according to the IESE Cities in Motion Index (ICIM.) London and Paris also maintain their positions just behind the big apple, taking the 2nd and 3rd places respectively.

This fifth edition of The IESE Cities in Motion Index (CIMI) analyzes the level of development of 165 cities from 80 countries, across nine dimensions considered keys to progress: human capital (developing, attracting and nurturing talent), social cohesion (consensus among the different social groups in a city), economy, environment, governance, urban planning, international outreach, technology, and mobility and transportation (ease of movement and access to public services). The index is prepared by IESE Business School´s Center for Globalization and Strategy under the direction of professors Pascual Berrone and Joan Enric Ricart.

All three cities score highly across nearly all the criteria used in the index. New York is in first place overall due to its position as the world’s most important economic center, ranking first in this dimension, and is also top for urban planning. London, in 2nd place, is best for human capital thanks to its high numbers of quality business schools and universities. Meanwhile Paris, the city with the second-highest number of international tourists, is first for international outreach and first for Mobility and Transportation, thanks to its metro system, bike sharing system and high-speed trains.

However New York, London and Paris are still grappling with the issue of social cohesion. All three place in the bottom of the ranking on this measure (New York 109th, London 68th and Paris 87th.) This reflects the fact that many cities that have high economic levels (in average terms), at the same time are more inequitable and unequal, which can lead to problems between different strata in society. According to the report´s authors, “One of the greatest challenges for cities is to transform themselves into urban centers that are simultaneously prosperous, equitable and inclusive.”

The top-10 list is completed by Tokyo (4), Reykjavik (5), Singapore (6), Seoul (7), Toronto (8), Hong Kong (9) and Amsterdam (10.)

Europe, with 12 cities ranking among the top 25, is once again the top-performing geographical area. It is followed by North America, with six; Asia, with four (all in the top 10); and Oceania, with three.

Tokyo (4) is the highest-ranked Asian city and Melbourne (12) leads the pack in Oceania. The highest-ranking Middle Eastern city is Dubai (60), while Buenos Aires (76), leads in Latin America. African cities lag behind, with Tunisia, the first among them, far down the list at number 134.

In Search of the Perfect City

The report also highlights that striking a balance in the various areas where success is measured is a complex, ongoing process that requires an overall vision. It is not enough to excel in one area — as is the case with Montevideo, Bangkok, Kiev and Doha, all located in the bottom half of the ranking — since this produces “unbalanced” cities.

Indeed, only a select group of cities — such as Amsterdam, Seoul and Melbourne — do moderately well in all dimensions. And it is difficult to combine certain dimensions — namely, economic power with social cohesion as well as mobility/transportation with the environment.

About the Cities in Motion Index

The IESE Cities in Motion Index (CIMI) analyzes the level of development of 165 cities from 80 countries in nine dimensions considered keys to progress: human capital, social cohesion, economy, environment, governance, urban planning, international outreach, technology, and mobility and transportation.

The fifth edition presents some important updates with respect to the previous years: the number of indicators used has been significantly increased and the analysis has been enriched with new data — such as the number of terrorist attacks, the compliance levels of ISO 37120 (known as the smart city standard), and even prospective variables, such as GDP per capita projections and rising temperatures.

View the full study here.

Researchers Offer ‘Field Guide’ for CEOs and CIOs involved in Corporate Venture Capital Units

Barcelona, May 03, 2018. – With all of the focus on entrepreneurship, start-ups, tech, and venture capital, a new study released today by faculty of IESE Business School in collaboration with Opinno Consultancy, sheds some light on the best practices for corporate venture capital and innovation. The Open Innovation: Building, scaling and consolidating your firms’ corporate venturing unit study found that while Corporate Venture Capital is a promising solution to source innovation opportunities at speed, executives must take a mid- to long-term view for this to bear fruit and must be diligent when designing a model that will be aligned most appropriately with the firm’s objectives and culture.

The authors of the study also compiled a ‘Best Practices’ guide for collaboration between large corporations and small start-ups, offering insight into how to build, scale and consolidate Corporate Venturing Units – identifying challenges and opportunities.

Corporate venturing (CV) mechanisms act as a bridge between innovative startups and established firms. At major corporations, they are not a new practice. Large firms such as Intel, GE, IBM, and Merck have employed them for years. However, due to the explosion of technology in the past two decades, there has been a spike in firms starting and expanding CV Units to keep pace with the evolution of technology and its ubiquitous adoption across industries.

“The pervasive impact of technology in all sectors demands a better understanding of how to make the collaboration between established firms and start-ups work,” said professor Julia Prats, co-author of the study and professor of entrepreneurship at IESE Business School. “In this study, we looked at the CV initiatives of 46 large firms, and extrapolated what works and what doesn’t. With all of the startups and CV money out there, this study should prove invaluable for those building, scaling and consolidating a CV practice.”

The practice of innovation in large corporations has been described as an attempt to steer an ocean liner. Established firms are well suited to what has made them successful but, in general, they are slow to adapt to new opportunities. In contrast, the flourishing and dynamic ecosystem of tech start-ups, where innovation is their daily bread and butter, continues to grow in every sector, propelled by new technological advances and fueled by the availability of funds.

Through interviews with 46 Chief Innovation Officers, and those in related roles, in eight countries – the United States and seven across Europe – the researchers identified major themes for success and failure:

• Success –
  • The best practices include enabling technologies and processes to interact with the start-up at the required speed, moving from prizes to pre-investments in open competitions, granting autonomy with meaningful interactions, balancing the companies’ decision-making metrics between strategic and financial returns, and also considering their own employees for the corporate incubator application.
  • According to analysis, the most common practice across stages is the use of corporate incubators as a means to attract and relate with start-ups easily.
  • In the consolidation stage, accelerators play an important role in pushing projects that eventually will move ahead internally.
  • Simplified flat hierarchies and informal ways of communicating enhance innovation. Having a centralized perspective of the innovation at a whole, while keeping independent execution lines (project-oriented units), ensures the units have some decision-making freedom.
  • A clear point of contact with external CV partners also simplifies the relationship. There is a clear link between how the unit matures and how the firm is organized internally.

• Failure –
  • For companies starting a CV unit, common sources of failure are the absence of a clear tangible value proposition for either the large firm or the start-up and a lack of buy-in from the large firm’s top management.
  • In the scaling the CV unit, triggers for failure: the lack of a clear path, procedures or resources to expand the unit; and a failure to fulfill the expectations of either the firm (expected innovation and return on investment) or the start-up (benefits). The challenges vary when the CV mechanisms are already consolidated and must interact closely with the business units. On many occasions, the CV unit did not have enough freedom to test new opportunities in the market and had difficulty in integrating with the core business.

Open Innovation: Building, scaling and consolidating your firms’ corporate venturing unit was done in collaboration by professor Julia Prats and Josemaria Siota of IESE Business School and Tommaso Canonici and Xavier Contijoch of Opinno Consultancy. Professors Alfonso Gironza, Jordi Prats and Celeste Saccomano of IESE Business School also contributed to the research of the study.

To view the complete study, please visit the following link.

About IESE Business School

IESE Business School was established in 1958 with the aim of developing business leaders who aspire to make a positive and lasting impact on the people, organizations and communities they serve. At IESE, the emphasis is always on professionalism and ethical values. Distinctly global in dimension, IESE boasts campuses in Barcelona, Madrid, Munich, New York and Sao Paulo. The school enjoys longstanding academic alliances with top U.S. universities including Harvard and Wharton, as well as a network of associated business schools across five continents.

About Opinno

Opinno is a global innovation consultancy that helps large and medium companies in their processes of innovation and digital transformation. Its “innovation as a service” model, which is an end-to-end integral accompaniment to innovation, consists of four business units: People, Ideas, Solutions and Academia. Its mission is to generate impact through collaborative innovation and has available one of the largest networks of experts and talent. Opinno is specialized in the processes of open innovation and corporate venturing, helping large companies to collaborate and develop their own internal and external ecosystems. The company is the editor of Harvard Business Review and MIT Technology Review in Spanish, leads one of the most important competitions on innovation, technology and entrepreneurship: MIT innovators under 35 in Europe and LatAm. Its more than 150 consultants work globally from Madrid, Barcelona, San Francisco, Boston, Mexico City, Bogotá.

Conference gathers top business leaders and academics to look at data-fueled future

Barcelona, April 24, 2018. – “Artificial intelligence has huge potential to help managers make better decisions. Senior executives have the responsibility to learn to use it. And we must be careful to use it in a way that empowers people, not threatens them. Even if AI can challenge paradigms, we still need to address fundamental and human questions: What is our purpose? How do we serve? And how do we engage our employees so they can grow with us?”

These questions from Prof. Jordi Canals, along with many other issues, were addressed at a recent conference on The Future of Management in an Artificial Intelligence-Based World. The Barcelona conference brought together leaders from business and academia to share their insights into the current state of AI, what the future is likely to hold and how managers should prepare themselves for the changes ahead.

“Leadership is about people and artificial intelligence is about machines. But the borders are becoming fuzzy. We have to anticipate how this is impacting business in order to give us a head start,” said Dean Franz Heukamp.

Key takeaways from the conference included these 10 ways managers should approach AI:

1. Understand what AI is and what it will become

“AI is the new IT; it means lots of things to different people,” said Dario Gil, vice president for AI and quantum computing at IBM. AI includes machine learning, neural networks and deep learning, but has also become an umbrella term for many other data-related subjects.

AI is not a new technology but its time has come. According to Gil, AI was conceived decades ago but didn’t work well until 2012, when ever-cheaper computational power finally intersected with large-enough data sets that had been collected and labeled by humans (in the first instances, mainly images).

With good data, so-called “narrow” AI applications that work on a single task in a single domain can now achieve superhuman speed and accuracy. We are on the cusp of “broad,” multi-task, multi-domain AI, which will be highly disruptive. “General” AI, with cross-domain learning and reasoning, will be truly revolutionary but is still decades away.

2. Be aware of the rising AI tide

Julian Birkinshaw, a professor at the London Business School, warned managers not to become complacent.

AI right now is mainly about making existing processes more efficient rather than having cognitive insights or providing cognitive engagement. “But the future,” he said, “will be very different.”

Birkinshaw used the analogy of living in a mountainous world and watching the water gradually rise. Territory we think of as safe – i.e. the things that at present only humans can do – will eventually be subsumed.

3. Test your black box data

Dominique Hanssens, professor of marketing at UCLA, described data as a set of answers waiting for managers to ask it the right questions. The analogy was picked up by INSEAD DeanIlian Mihov, who described AI as being like an airplane black box.

But Mihov urged caution when taking the data out, asking questions of it and using it to build management theories. “It’s interesting but it could be dangerous; it could lead to false links between correlation and causation.” To minimize risks, Mihov said that managers should understand and apply the scientific method by carrying out randomized, A/B testing on their data- or AI-derived theories before assuming them as facts.

“Drugs aren’t released without controlled trials but management ideas are,” he said.

4. Don’t rely on AI to drive growth

UCLA’s Hanssens pointed out that AI was likely to be effective at driving transactions but not at long-term growth. Other companies, he said, will always catch up and deploy the same methods, thus reducing or eliminating the competitive advantage. He based his argument on AI’s disproportionate impact on areas of the marketing mix such as price promotions and advertising, which have lower response elasticities (defined as percentage change in performance over percentage change in effort). Distribution, arguably the most powerful marketing mix growth driver, will be less affected by AI but will take on new forms in the digital age, with apps becoming distribution channels.

In the future, customers will most likely own their own data, according to Ricardo Forcano, head of talent and culture at BBVA. In such a regulatory environment, the competitive advantage won’t be access to data or algorithms, it will be gaining the trust and consent of customers.

5. Know where you have the edge over AI

LBS’s Birkinshaw asserted that the best firms – and by extension the best managers – are good at managing complex trade-offs, even over time and in the face of shareholder pressure. He described this as ambidexterity: being efficient at doing things now but also at exploring new things for the future. AI, he said, is not good at this and is unlikely to become so. Nor is it good at building processes for reconciling diverse points of view.

In a left-to-right spectrum of human intelligence, team intelligence, crowd intelligence and artificial intelligence, the left side is where trade-offs are done better.

For Prof. Tomo Noda of Shizenkan University, leadership matters more than management. “Planning, budgeting, and organizing can be done by AI,” he said. “But establishing vision, aligning people, and motivating people requires people.”

6. Consider your broader responsibilities

AI should not be left in the hands of technologists, according to IBM’s Gil. “It is a tool at our service to build a better society,” he said. During the telecommunications revolution, governments ensured that rural villages, not just profitable city markets, were connected. Similar oversight would be required in the years ahead.

Business leaders will also have a responsibility to consider the impact of their use of AI on all of society, not just on their bottom line.

“We must build societies that work,” said Ibukun Awosika, founder and CEO of The Chair Centre Group. “Eliminating thousands of workers’ positions due to technological advances means we will one day have a social crisis.”

Bruno Di Leo, senior vice president of IBM, estimated: “10-20% of jobs will be lost but 100% of jobs will change. This requires education decisions.”

7. Update your own education

Business leaders need to understand AI to effectively manage computer scientists and data managers within their companies. Young people are already aware of the burgeoning AI revolution; Gil pointed out that over 1,000 Stanford students enrolled in an Introduction to Machine Learning class this academic year. “They don’t want to be computer scientists; they just know it’s an important tool for everything.”

Mihov of INSEAD pointed out that demand for similar classes from MBA students was rising. “The most relevant competency for managers is to know what’s possible. Algorithms will find patterns in the data but they can’t interpret them. Managers have to think about what might be happening, then ask themselves how they can create an experiment to test if it’s true.”

Digital literacy is essential in an AI world, Noda underlined. “We teach disruption, coding, data analysis, transformation and leadership so we can use and manage AI better.”

The future of management – according to Bernard Yeung, dean of the National University of Singapore – is “smart people working with smart machines, mutually learning to improve the world.”

8. Define your values and sense of purpose

In the AI era, we will require more than ever a radical sense of purpose and strong core values, according to the BBVA’s Forcano. “Change is constant. To navigate it, it’s key to have solid values and to know the DNA of your company.”

Values will also define how we use the potential of AI. Tomo Noda believes that we will need more focus on leadership with humanity, ethics and integrity. “Only good people can create good AI,” he said. “Where are we from? What are we? Where are we going? Without asking these questions, we may not be able to do better than the machines.”

9. Don’t just hire people, build an ecosystem

General managers are only part of the riddle, said Nico Rose, vice president of employer branding and talent acquisition at entertainment group Bertelsmann. “When we found our businesses would be disrupted by Amazon etc., our first step was to hire brilliant talent from those companies. Nothing much happened. Mostly they left again after two or three years because they couldn’t have an impact. It wasn’t their fault: in an ecosystem that isn’t AI-data ready, data people can’t have a large impact.”

Rose said that the company now focuses on making the organization data-fluid and creating a new ecosystem. “When you hire data scientists, you need two or three data architects, then you need an MBA to translate the results to top management. Then you need to educate top management on what questions they should be asking.”

“You have to get your whole organization data ready for AI,” he said.

10. Stay spiky

Birkinshaw quoted George Bernard Shaw: “The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.”

Reasonable people are pleasant to work with. Unreasonable people are spiky and hard to manage. AI algorithms, said Birkinshaw, are hyper-reasonable. They focus on the human qualities most usually valued. But progress in terms of ideas will most likely always be made by spiky, unreasonable people – even in an AI world.

Spain’s Queen Letizia presents International Friendship Award at IESE’s Madrid campus

Madrid, April 9, 2018. – Four Chinese business leaders received the International Friendship Award in recognition of their outstanding contribution to economic and social progress in China and internationally. Spain’s Queen Letizia presented the awards at IESE’s Madrid campus.

The award winners, chosen by a jury of prominent global academic and business figures, are:

• Eric X. Li, founder and managing director of Chengwei Capital
• Lin Liangqi, president of Akzo Nobel China
• Sun Yafang, chairwoman of Huawei
• Celina Chew, president of Bayer Group Greater China

“Without doubt the world should be grateful to the business leaders from China who have led the country’s internationalization though its companies, and today’s prizes are in recognition and acknowledgement of this important work,” said Professor Pedro Nueno during the ceremony in Madrid. Nueno was inspired to create the prizes after receiving China’s Friendship Award, the Chinese government’s highest award for foreigners.

The 14-member jury was composed of academic and business leaders, including: Alfredo Pastor, emeritus professor at IESE; Antonio Argandoña, emeritus professor at IESE; Annette Nijs, executive director global initiative at the China Europe International Business School (CEIBS); Peter Lorange, honorary president of the Zurich Institute of Business Education; Jerry Wind of the University of Pennsylvania’s Wharton School; and Jan Borgonjon, co-founder of CEIBS; among others.

Spain’s Secretary of State for Education, Professional Training and Universities, Marcial Marín Hellín, also attended the ceremony on the Madrid campus.

Winners Leading Lights in Finance and Industry

The winners have long professional histories in finance and industry in China and abroad.

Eric X. Li is the founder and managing director of Chengwei Capital. He is a member of the council of the International Institute for Strategic Studies, and a member of the board of Dulwich College International and CEIBS.

Lin Liangqi, president of Akzo Nobel China since 2011, has worked outside of China for more than 25 years, and played an active role in promoting trade relations with Europe.

Sun Yafang joined Huawei in 1989 and has been its president since 1999. Under her leadership, Huawei has become one of the world’s biggest information and communications technology companies.

Celina Chew, president of Bayer Group Greater China, joined Bayer in 1997 and has overseen its expansion in Thailand, Vietnam, Cambodia, Laos and Myanmar.

IESE has had a presence in China for nearly four decades, and influential business leaders from the region sit on IESE’s International Advisory Board. It participated in the founding of CEIBS in Shanghai, and the alliance between the two helped produce the Global CEO Program for China. There are learning modules and exchange programs in China across the MBA programs, giving students a unique perspective on the fast-changing country.

In addition, a growing number of IESE students and participants are from Asia. Some 25% of MBA students come from Asia, with the biggest intakes from India, China and Japan. Some 34% of PhD candidates are from the region, making it the largest international group in the doctoral program.

IESE professors look at the gender pay gap, women in leadership and the work-family balance

Barcelona, March 06, 2018. – Are we making progress on the path to gender equality, in terms of lowering barriers to opportunities and ensuring just treatment? Yes, says recent research by IESE faculty, which tackles the gender pay gap, women in leadership, and work-family conciliation.

But there is still much work to be done. To mark International Women’s Day on March 8, here’s a round-up of recent research that analyzes problems to get at solutions. Three of the biggest research themes of the year are (1) the gender pay gap, (2) the underrepresentation of women in the highest rungs of leadership, and (3) work-family conciliation. 

1. The Gender Pay Gap

Currently, global estimates peg the pay gap between men and women at 23%. New research is homing in on some specific causes of that gap and, thus, remedies to narrow it.

Risky Business: Female Executives and the Pay Gap

“Even in the rarified air of corporate boardrooms, women are still earning less than men for the same work,” Mireia Giné, professor of financial management, explains.

Focusing on executive pay, Giné and two co-authors found that women receive significantly lower salaries and total compensation compared to men. Salary and compensation gaps were about 7 and 15%, respectively, even after controlling for tenure, job responsibilities and other factors.

C-suite executives don’t just receive a salary; their compensation package typically includes equity incentives. These incentives carry potentially greater rewards, but also greater risk. Female executives were found to hold significantly lower equity incentive levels than their male counterparts, suggesting that they show, on average, a greater aversion to risk.

When the study turned its sights to the board of directors, results showed that more female representation resulted in smaller pay gaps. “For a firm with sample average proportion of female board members (9%), the gender pay gap in total compensation is approximately 5% lower than the 21% gap for firms with no females on the board,” the authors assert. 

In sum, even a single female board member could help level the playing field in terms of pay, the study indicates. Read more

The Inside Scoop on Reducing the Gender Gap

Working in parallel on this topic, using different research tools, Marta Elvira, professor in the both the strategic management and managing people in organizations departments of IESE, and a co-author reach some similar conclusions.

Analyzing data from 167 high-technology manufacturing firms over time, the co-authors found that the presence of female executives in top management positions helps reduce the gender pay gap.

They also found, contrary to some conventional wisdom, female executives are paid better when they are promoted from within, controlling for other variables. When there’s more information on female executives’ work histories, the gender pay gap is reduced.

It’s also noteworthy that this research also found no significant relationship between company profitability and gender, adding to the mounting evidence inconsistent with the so-called “theory of the glass cliff,” from which women are metaphorically pushed off in struggling companies in crisis. Read more

2. Underrepresentation of Women on the Highest Rungs of Leadership

So, what’s happening in Spain now? Several studies offer a picture of steady, if slow, progress.

Slow Progress for Women on Spanish Boards

Women’s representation on the boards of Spain’s 133 listed companies climbed by 15% during 2017. That increase brought the total to 258 female directors, who now occupy just over 19% of 1,347 board seats, says a 2018 study. 

While significant ground was gained, the current situation still falls short of the EU’s average of 25% and the 30% representation recommended by the Good Governance Code of Spain’s National Securities Market Commission (CNMV) for the year 2020.

Homing in the 35 companies tracked by Spain’s benchmark IBEX-35 index, and setting aside the remaining 98 listed companies, more progress is seen. In the elite group of 35, there are 106 female directors out of 448 total – that’s almost 24%. In the other listed companies, female representation comes to just about 17%.

This study was created under the academic direction of professor Nuria Chinchilla, holder of the Carmina Roca and Rafael-Pich Aguilera Women and Leadership Chair at IESE. Read more

Family Business Focus

Meanwhile, IESE’s Chair of Family-Owned Business offers a comparison of family and non-family businesses in Spain. This 2017 study finds family businesses showed slower progress than non-family businesses in increasing women’s representation in boards. In 2004, women’s representation on the boards of Spain’s family businesses came to nearly 7%, while it was only 2% for non-family businesses. Fast forward to 2015 and women made up 15% of the family-business boards and 17% of the non-family-business boards. Read more

3. Promoting Work-Family Balance

Research finds the underrepresentation of women in top leadership positions is related to workplace policies that allow flexibility for work-family conciliation. Specifically:

Management in Spain: Where Are the Women?

For the book Women in Management Worldwide: Signs of Progress, IESE’s Mireia Las Heras and co-author Marc Grau identify the main challenges at work in Spain. Two of them are:

1. The Spanish job market is inflexible: it isn’t geared towards workers leaving and re-entering the workforce. 

2. There is an organizational culture of “presenteeism,” where companies value working long hours over flexibility and real productivity.

They conclude: Spain needs to do more to tap into the leadership potential of its highly educated female workforce. Managers should promote better work-family balance – and enjoy its benefits themselves – for a thriving, fair and diverse work environment for all. Read more

Hanging in the Balance: Technology and the Blurring of Work-Family Boundaries

Advice on how to achieve these goals can be found in chapters of the book The Work-Family Balance in Light of Globalization and Technology, edited by professorsLas Heras, Chinchilla and Grau. Collected papers use a range of analytical approaches, with research across eight nations, to show that technology is fundamentally changing the way we spend time at work and with our families worldwide – from entrepreneurs in Ethiopia to managers in Spain.

Much of this new research shows that balance in our globalized age is less about a traditional separation between work and home, and more about a skillful, flexible negotiation of these overlapping domains. Read more

Managers – male and female – play a key role in making this negotiation work. That is the conclusion of another paper by Las Heras et al., just published in 2018. Specifically, this research finds that family-supportive supervisor behavior – i.e., having managers who take steps to help employees achieve a better work-family balance – has a positive impact on motivation at work and “that this relationship holds across cultures.” Read more

One in Four Women Feels Forced to Choose Between Career and Motherhood in Spain

Back to the Spanish context, a survey of nearly 8,500 shines a light on some negative consequences when conciliation isn’t possible.

According to this 2017 study prepared by Nuria Chinchilla, Esther Jiménez and Marc Grau, three out of four mothers in Spain feel they are discriminated against in the workplace. In addition, half of respondents said they have had fewer children than they wished and more than a quarter have postponed or renounced having children in favor of their careers.

More than half, 57%, say they had to give up a job that was incompatible with being a mother and 53% say motherhood has limited their career development. Twenty% of respondents say they were not allowed to return to their jobs following maternity leave. Read more

Gender Equality Remains Elusive in Spain

Another hard look at the problem comes from another 2017 report by IESE’s International Center for Work and Family which found that 87% of men and 86% of women in Spain claim to work in environments which systematically impede equal opportunities. Among the issues is that stubborn gender pay gap, which the study finds is wider for older working generations and shrinks to under 6% for those under 25. Read more

Shrinking or eliminating the gender pay gap, helping with work-family balance, and increasing women’s presence in top leadership positions are clearly interrelated issues. Tune in for next year’s research to continue measuring the progress made.