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DI V ERSI T Y
sk organisations to consider gender balance as a challenge to be addressed, and they may not afford it the gravitas it deserves. Point out how diversity affects the bottom line, and they’ll be far quicker to respond. That’s because they’re likely to embrace a cause that directly impacts them. So says Colleen Larsen, CE of Business Engage, an organisation that partners with the corporate sector to ensure gender issues remain on the agenda. Much as she acknowledges that change is needed, Larsen says that the Business Engage approach focuses on the road ahead, rather than the obstacles that may line it – they hone in on what they can do to create the necessary change. “For example, we don’t lament the lack of female CEOs. Instead, we ask if there are enough executive directors and board members to create a pipeline – and if the answer is no, we take steps to fix this.” Business Engage’s initiatives are a prime example of how the organisation is working to address these gaps. Understanding that many women lack the confidence to discuss the topics debated at board level, it hosts workshops to help women build this confidence. It also works to develop the connections that, in many instances, create the entry point to those boards. “Gender is not a women-only issue, and conversations that perpetuate stereotypes only serve to emphasise the divide,” Larsen says. By removing the stigma that may remain around ‘women’s issues’, and drawing attention instead to how gender affects business performance, it becomes possible to choose a direction for the business and then identify how it can achieve this goal. Then, the business must adhere to this strategy with unerring consistency. “This transforms the issue of gender balance from a box-ticking exercise to something that inspires corporates because they can see how it benefi ts them. “We don’t mind if change doesn’t happen quickly – in fact, we prefer that because it’s when change is slow Colleen that it becomes Larsen sustainable. It’s not a revolution, it’s a Quevolution (quick evolution),” Larsen says.
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Ntombi Mhangwani
Accenture’s Voices of Change
THE GENDER
AGENDA
Is gender equality possible? And how close are we to accomplishing it? LISA WITEPSKI weighs in on the gender balance conversations being held around boardroom tables
POLICIES ARE NOT ENOUGH Ntombi Mhangwani, director for Integrated Marketing and Communications, and Women’s Forum lead at Accenture Africa, is less sanguine about the change that has taken place in the area of gender balance – but, she says, it is inevitable that wins are tempered with losses. “This will be an ongoing battle,” she concedes, pointing to the regression that has taken place during the COVID-19 pandemic as proof: research shows that the crisis has reversed gender equality by 51 years. “We have to be realistic, there will always be a new crisis offsetting the gains we make. With this acknowledgement comes another: we are unlikely ever to reach a point where we can claim to have reached a perfect state of gender equality.” Mhangwani believes that one of the major obstacles hindering progress is
the disconnect between discussions and action. In other words, while it is certainly encouraging that policies are in place, it would be far more heartening if they were supported by action. “That’s why I am proud of the initiatives undertaken by my own organisation. Accenture’s approach to gender is holistic, ranging from mentoring, coaching and training to checking communication such as advertising and CVs for signs of gender bias. And, at all times, we ensure that men are included so that this isn’t a one-sided conversation. The thinking is that equality makes for a healthy culture, which in turn encourages greater productivity, innovation and, ultimately, increased profitability.” Her answer for greater female advancement? “I get very excited when I see female political leaders. Even more than corporate leaders, they have a platform for setting an agenda and creating change because they appear in the media so often. When women see this, they realise that they, too, can take on positions of power. However, I feel that our female political leaders need to use their power wisely – they need to push for initiatives such as creating shadow jobs for women, for instance. They have the responsibility to lift others as they rise,” Mhangwani concludes.
I N T E R N A T I O N A L W O M E N ’ S D AY
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