How Sustainable Community Impact Projects are Creating Generational Impact: My Week in India

Recently my colleague, Max Barker, and I spent some time in India to visit and film the schools and educational centres Sopra Steria supports, and meet some of the students, teachers, volunteers and recipients of our scholarships.  What I saw was transformational – demonstrable positive impact.

In only 8 days, we travelled to our three main Indian centres (Chennai, Pune and Noida).  Although it was a short visit, it doesn’t take long to get a sense for the scale of the need in India.  Until this year, India had for decades held the undesirable distinction as the country with the world’s largest proportion of its population living in extreme poverty, less than $1.90 per day.[1]  And of course the population we’re talking about is huge – over 1.3 billion – an unimaginable figure for most of us, but one that you start to get a feel for in the country’s frenetic cities, where even as gleaming new buildings and signs of development appear everywhere, so do heart-wrenching scenes of hardship.

But next to the scale of the need, I saw something else: in our visits to schools, and conversations with students, teachers, principals, volunteers and my colleagues, I saw determination and dedication like I’ve never seen.  The students, ranging in age from 6 to 17, came to school joyful, curious, anticipating their day of learning and ready to work hard.  Every day we visited at least two schools, and the warm welcome from students and staff, boisterous greetings from the children, and the visible commitment to learning was always inspiring and energizing.

We were also honoured by several of the scholars we are supporting through university to be invited to their homes, where we saw that despite extraordinarily challenging circumstances, these young people are the embodiment of hope and ambition.  They told us how they planned to do well in university, get a good job, then help support their families.  One scholar, pictured below, had lost her mother and had basically raised her sister while her father worked in low-paying jobs, still managing to come top in her class and get into a good college.  The three of them lived in one windowless room in a highrise slum in Noida, the possibility of complete destitution never far off.

The hundreds of people making our schools and scholarships programme also made an indelible impression on me, from the Sopra Steria volunteers who give their time to teach classes and are met with riotous cheers from the young pupils who love them, to the retired engineer who volunteers full time at a girls’ school in Noida, teaching maths.  Our programme works because of their dedication, too.

Our programme is special for another important reason: it takes a holistic approach that yields sustainable results.  All of the recipients of the Sopra Steria scholarships were once students in the schools that we support, which means we have been working with them, supporting them, getting to know them, their families and their circumstances before they apply for a scholarship.  We select our scholars based on academic performance and potential, and financial need, all of which we have real insight into because of the depth of our relationships with them.  Unlike other programmes that simply fund scholarships without that connection to the students, the schools, the teachers and principals, ours helps to ensure that our investment is not just in an individual, but in their family, their community and their collective future.  Our scholars are committed to building a better life not just for themselves, but for as many people as they can reach by getting into gainful employment and sharing their success.  Our relatively small gift is multiplied through their dedication and generosity of spirit.

Over the coming months, we’ll be releasing several videos from our time there to introduce you to the work of the Sopra Steria India Foundation and the Sopra Steria Scholarship programme.  Keep an eye out for these so you, too, can see how these powerful programmes are making a huge difference.


 

Citations

[1] From the Washington Post: https://www.washingtonpost.com/news/worldviews/wp/2018/07/10/india-is-no-longer-home-to-the-largest-number-of-poor-people-in-the-world-nigeria-is/?noredirect=on&utm_term=.445a07c16cb1

Community Matters Week at Sopra Steria is here: here’s how (and why) we’re doing it

Each year hundreds of Sopra Steria people support their local communities and local, national and international charities by volunteering and raising money for them.  For one special week, we do as much volunteering and fundraising together as we can.  This is what we call Community Matters Week, and today, 18 June, is the first day of our 2018 campaign.

Corporate community initiatives have become commonplace.  Almost all large companies and many small ones have some sort of philanthropic or charitable initiative.  If you ask us why we do it (we are for-profit entities after all), we will tell you that it is the right thing to do, and it is.  Companies must give back.  But there’s so much more to it.  Organisations that only think of community impact as the right thing to do, won’t do it as well as they could if they thought about it as a real business imperative, as important as (and, as I’ll argue later, in fact intrinsically linked to) the focus on profitability, the talent war, and pretty much any aspect of a company’s corporate strategy.

The problem with ‘the right thing to do’

When companies only think about community impact as the right thing to do, they aren’t forcing themselves to be imaginative and innovative; a reasonably sized cheque written out to a charity that may or may not have anything to do with the company’s objectives – or more importantly, its role in society and its capabilities – is often the sum total of its community impact work.  Certainly supporting the vital work charities do is important.  But these organisations miss the opportunity to have a much greater impact on the world while also benefitting themselves.  Furthermore, if cheque-writing is the main way a company seeks to make a positive difference, those cheques might get smaller when times are tough; organisations will want to continue to do the right thing, but it often becomes harder in lean times.  In short, this doing the ‘right thing’ mindset is not very sustainable.

Serious impact takes imagination… and critical business thinking

I like to think of developing a strong community impact programme in the same way we might think about choosing careers when we’re young.  We are encouraged then to think about what we’re good at, as well as what we enjoy, and the ultimate career path chosen should build on both aspects (probably with a slightly greater emphasis on what we’re good at).  For example, as a teenager, I really loved dance, but I wasn’t good enough to make a career out of it (don’t worry, my ego survived!).  It wouldn’t have made sense for me to pursue dance, just as, perhaps, it doesn’t make sense, for example, for a technology company to focus all its community impact resources on activities that have nothing to do with technology.

The question we ask ourselves at Sopra Steria is, ‘how can we make best use of our capabilities and resources to make a difference?’  We know that we will have a bigger impact when we do what we’re good at.  This will be true for other organisations as well.

The second step is to think big.  Too frequently, community programmes aren’t as innovative as the organisations that run them because they’re seen as something separate from the rest of the company.  This is another pitfall of the ‘right thing to do’ mentality because the ‘right thing to do’ can be anything (there is so much good work that needs to be done, so this is understandable), and the programmes don’t draw on an organisation’s innovators and strategists.  When companies think big about community impact, they follow up the question above, with another question: ‘what are the world’s most pressing challenges?’, and they get others to input: sector directors who work with customers and have a deep understanding of the things businesses are trying to address; strategists; and, of course external stakeholders, such as academics and organisations focusing on sustainable development).

It is important that this is the second question, and not the first because there are so many pressing challenges that it will be too difficult to answer this in any meaningful way.  With your answers to the first question in mind, you can identify some areas that your company, no matter its resource limitations or industry focus, could actually make a difference in.

The third and final step is to whittle down the long-ish list of ideas that will have emerged from the first two questions by testing which ones will integrate with and support your corporate strategy.  Ideally, your community programme will actually transform your corporate strategy, making it stronger by bolstering organisation mission and purpose.  Organisations stuck in the ‘doing the right thing’ mentality bristle at the idea that community impact should be a part of corporate strategy and therefore yield business benefits, but those that do not will be constantly at risk of being cut, and if they’re cut, they become less effective, have less of an impact, and that is not what anyone wants, surely.

Some help on the third question

It might not be possible to do the third step above well if you don’t have the business case for community impact programmes well established.  Although this will vary from industry to industry, there are some universal truths:

  • Communities are part your infrastructure and your future: they are the potential sources of your near and long-term future workforce and supply chain, so supporting effective, inclusive education and strong, inclusive local economic growth benefits everyone.
  • Community impact programmes provide competitive advantage both in terms of talent attraction and retention, and in winning business. Employees and customers alike want to work with companies that are making a positive difference in the world.  Employees want to be able to contribute to that in their work.
  • Community impact programmes are lenses through which to spot innovation and development opportunities: because of the point made above – that people want to have the opportunity to do good in their work – some of the most compelling innovations come through well thought-out community programmes that encourage employees to develop solutions to the problems in the world they care about.  For example, in France, a Sopra Steria employee has developed a solution to help homeless people keep digital copies of their important documents and photos so they are not damaged when they are sleeping rough.  Now we are taking this to market.  Furthermore, employees who work on such projects are developing valuable skills they can use in their jobs.

This week at Sopra Steria

All of this is informing what we are doing during Community Matters Week.  Last year we introduced a new Community Strategy that focuses on four areas:

  • Digital inclusion
  • Educations, skills & employability
  • Entrepreneurship
  • Employee engagement

Entrepreneurship and employee engagement are at the heart of Community Matters Week: all of our volunteers are using entrepreneurial skills to find new, more effective ways of fundraising for the charities we’re supporting.  They are marketing, selling, building relationships, sourcing products (for example to go in raffles and auctions), and managing projects.  Employees have a say in how Community Matters Week is run, helping to choose which organisations we support and to develop and run their own activities during the week.  All Sopra Steria people get paid time off for volunteering, too.

This year we have more digital activities than ever before.

Our Digital Innovation team has developed a new app that will be used by dozens of employees to track distances walked, run, and cycled in our Step Up for Scholars Challenge, which will raise money for scholarships for young poor people in India to go to university.

We have an eBay-style e-auction that will enable our large, distributed workforce to get involved wherever they are during the week by bidding on great prizes, with all proceeds going to charity.

We will be live-streaming events, again, so all employees everywhere can join in the goodness.

Finally, Community Matters Week isn’t where our Community programme ends – it’s just the mid-year celebration of all the things we do throughout the year.  For example, coming up soon we’ll be driving greater digital inclusion through coding clubs for girls, gadget surgeries for older people in libraries, and support for the digital skills curriculum at local training colleges.  Watch this space for further updates on how we’re going beyond ‘the right thing to do’ and making a bigger difference to communities because of it.

Reframing Digital Inclusion: going beyond basic

Basic digital skills and access to the internet are essential for living well in today’s world, issues of too much screen time and the like aside. People with even basic digital skills earn more money, save on household expenses, have access to better employment opportunities and can stay in touch with distant friends and family. For the last decade, digital inclusion initiatives in this country have been focused on ensuring all people have the skills, confidence, and access to technology to get online.

While we must continue to get as many people to that basic level of digital aptitude, it’s time for those of us working on digital inclusion to think bigger. We are facing a perfect storm: an increased need for advanced technology skills as digital permeates everything (and the business understanding that will be needed to take advantage of sophisticated, disruptive new digital technologies), and a growing skills shortage.  Add to this a serious diversity problem and the growing understanding of the knock-on effect of unconscious bias in programming (e.g. of AI), and it’s clear we have a problem. But these challenges also present brilliant opportunities for the industry.

With this in mind, digital inclusion itself must become more inclusive; we must think bigger. I offer a new definition of digital inclusion that also acts as a mission statement in our sustainability work:

Digital inclusion means ensuring all people have basic digital skills and access to technology and the internet now, while expanding opportunity for gainful employment through more advanced digital skills attainment now and in the future.

To achieve this vision, we must start:

  • Investing in the next generation of tech talent now, and not just with coding education
  • Finding and training non-tech workers wherever they are now
  • Transforming our industry’s culture and image so different kinds of people can see themselves in it

Investing in the next generation of tech talent now

Already many of us in the industry, including Sopra Steria, are working with schools, colleges and other organisations to supplement curricula with various STEM learning initiatives.  But, as a society, we need to go further and think more broadly.  Coding clubs are hot right now, and have contributed to changing perceptions of our industry for the better.  However, we have fallen behind in investments in core education: a large proportion of schools report that their teachers do not feel prepared to teach using digital tools, and even computer science tutors aren’t confident when it comes to teaching coding.  Furthermore, connectivity is still a problem.  As of 2014, two-thirds of primary schools and half of secondary schools said they didn’t have adequate WiFi provision.

We also need to continue to reposition STEM (Science, Technology, Engineering, and Maths) subjects, ensuring they are part of core curriculum throughout schooling, not spinning off computer science modules as elective subjects.  The level of technology education today’s students will need tomorrow is much greater than it ever has been, and so related subjects should be treated as sacred as English and Maths are.

I would argue the same is true for arts education…or at least creative education.  The STEM acronym is emerging in a revised version: STEAM (A for Arts), and for good reason.  As computers evolve to become more self-sufficient (i.e. more programming being undertaken by computers themselves), some coding careers will become obsolete.  The more advanced jobs in this space will be for not just the cleverest programmers, but the most creative minds among them.   (Recall the Albert Einstein quote “Imagination is more important than knowledge…” for a reminder that creativity has always been a part of brilliance in science).  But creativity and imagination won’t just be important for the techies of the future: the promise of many of the technologies on the horizon is that we will all be able to use them for better outcomes of all kinds.  We are told doctors shouldn’t fear being replaced by robots, because they will have their work enhanced by AI and big data.  The same goes for lawyers, scientists, social workers, and so many other kinds of workers.  We will become (even more) augmented humans, and augmented humans will only reach their potential if they know what questions to ask their computers.  That takes imagination and creativity.  Likewise, these skills will continue to play an outsized role in dreaming up how technology can be applied to solve current and emerging challenges, be it business challenges that lead to the creation of the next Uber, or societal challenges like solving plastic waste.

Finding and training non-tech workers wherever they are

There is still too much reliance on people finding their way to us in tech.  That is, people who benefitted from the education system and recruitment pipeline that is still plagued by unconscious bias, and an industry culture that, although cooler than it used to be, is still not welcoming to all potential talented people.  We can’t afford to wait for those who are in school now to join us, so we must transform our talent search and employment offer.  There is much to be done – and, to be fair, a lot being done, including offering more flexible working and setting objectives for diversity in recruitment and performance management – but I see two main hurdles not getting enough attention: reliance on traditional talent pipelines (including elite universities), and stubborn insistence on non-essential skills.

Elite universities produce many talented people, to be sure, and they should be in the recruitment mix.  But they shouldn’t be the only avenue, or even the most significant one.  First of all, we will never get enough candidates if we only target students coming out of top universities.  Second, these univiersities won’t help fix our diversity issues.  People from ethnic minority backgrounds and of lower socio-economic status are severely underrpresented here.  This in itself will perpetuate the lack of racial and socio-economic diversity in our sector, if we rely on these universities for our candidates too heavily.  But the problem goes deeper: the pervasive homogeneity within these institutions could mean that organisations that rely on them too heavily for talent will not only have diversity problems as described above, but they will also have a lack of diversity of thought and experience.

Drawing up a job description for a recruitment advertisement is not fun, and if you can reuse one you’ve already got, you’re probably going to do that.  The problem is, the one you’ve got is probably a wish list instead of a job description.  It’s much easier to just list everything you can think of that your ideal candidate might be able to, than to take the time to seriously challenge yourself to identify and prioritise a few skills and qualifications that you absolutely cannot do without.  (The old quote “I’m sorry I wrote such a long letter, I didn’t have time to make it shorter” springs to mind).  But we absolutely must start to do this.  For one, we know that women are likely to rule themselves out for a position if they feel they don’t meet 100% of the criteria, whereas men will tend to apply for the role if they feel they meet a third of them.  Going beyond gender, I believe we could also find untapped talent pools if we took up the practice of examining our real needs and priorities, and considering training and reskilling options.   Could a construction worker become a project manager?  Could an artist become a UX designer?  Could a stay-at-home mum who worked in tech 10 years ago jump into a sales role?  The answer is maybe, but not if we weigh down our adverts for roles with too many non-core criteria.

Being imaginative about where we’re going to find talent now and in the short-term is also crucial to preparing for any displacement that emerges from greater automation.  We will have to be better at seeing skills and competences that are transferrable, and spotting potential for non-technical people to become more technical.  And we have to commit to real retraining programmes.  Done right, retraining should be a better option than letting people go and trying to find talent in this tight market.

Transforming our industry’s culture and image

Despite progress, our industry’s culture and image continue to be barriers to addressing the skills gap.  If people don’t want to come to work in the industry because they don’t see others like themselves, or because some actors are contirbuting to a bad reputation, we will struggle to get the people we need.  The transformation will take place in our workplaces and in our work with schools and colleges, with new recruitment and talent management practices and culture change initiatives, and school outreach with a focus on diversity.  Again, though, we must think more creatively about the kinds of skills we want the future workforce to have.  We can’t train the kids of today for jobs that will be obsolete by they time they enter the jobs market; we have to help them develop problem solving skills, creativity, critical thinking skills.  If we do this, it will have a knock-on effect on our culture and image, because we won’t just be bringing in the old school geeky types from the same backgrounds.

Finally, we can do more to inspire the people we want to attract.  Technology is playing a huge role in addressing some of the world’s greatest challenges, such as climate change, social isolation, and access to healthcare.  I’ve seen firsthand in our work with schools and colleges how talking about technology as a force for social and environmental good captures imaginations and gets kids’ interest.  People of all ages want to make a positive difference in their work, and ensuring we offer those opportunities to our workers now and in the future is the right thing to do and a good way of attracting people.

It’s a lot of work.  Is it worth it?

The benefits to us in business should be clear enough: we can solve our skills shortage over time and address our diversity issues, and improving diversity brings with it its own business benefits. But this is also important on a people level: almost all jobs will require tech skills of a level higher than is required today, and the best jobs will continue to be in tech (yes, I’m biased). Enabling more people to work effectively in the most rewarding jobs could help to turn around the trend towards growing economic disparity in developed countries, and will foster stronger, fairer economic growth.  It will also make those of us in the industry better at what we do: right now we are at risk of creating flawed products because we don’t have enough people from different backgrounds contributing to their creation.

So, yes, the challenge of becoming truly digitally inclusive in the terms described above is a big one.  But we don’t really have a choice if our industry is going to continue to be the engine of economic growth and innovation that it has been.  Let’s get to work, and more importantly, let’s get others to work with us who aren’t yet!

Gender, AI and automation: How will the next part of the digital revolution affect women?

Automation and AI are already changing the way we work, and there is no shortage of concern expressed in the media, businesses, governments, labour organisations and many others about the resulting displacement of millions of jobs over the next decade.

However, much of the focus has been at the macro level, and on the medium and long-term effects of automation and AI.  Meanwhile, the revolution is already well underway, and its impact on jobs is being felt now by a growing number of people.

The wave of automation and AI that is happening now is most readily seen in call centres, among customer services, and in administrative and back-office functions.  Much of what we used to do was by phone – talking directly to a person. We can now use not only companies’ websites in self-serve platforms, but interact with bots in chat windows and text messages. Cashiers and administrative assistants are being replaced by self-service check-outs and robot PA’s. The processing of payroll and benefits, and so much of finance and accounting has also been automated, eliminating the need for many people to do the work…

…eliminating the need for many women to do the work, in many cases.

A World Economic Forum report, Towards a Reskilling Revolution, estimated that 57% of the 1.4 million jobs that will be lost to automation belong to women. This displacement is not only a problem for these women and their families, but could also have wider negative ramifications for the economy.  We know that greater economic participation by women, not less, is what the economy needs: it could contribute $250b to the UK’s GDP .

Both the economic and ethical solution is in reskilling our workers. Businesses and economies benefit from a more highly skilled workforce. Society is enriched by diversity and inclusion.  Individuals moving to new jobs (those that exist now and those that we haven’t yet imagined) may even be more fulfilled in work that could be more interesting and challenging.  Moreover, the WEF report suggests that many of the new jobs will come with higher pay.

But there are two things we need to bear in mind as we do the work of moving to the jobs of tomorrow:

  1. Our uniquely human skills: Humans are still better at creative problem solving and complex interactions where sensitivity, compassion and good judgment play a role, and these skills are used all the time in the kinds of roles being displaced. In business processes, humans are still needed to identify problems before they spread too far (an automated process based on bad programming will spread a problem faster than a human-led process; speed is not always an advantage).  AI will get better at some of this, but the most successful operators in the digital world of the future will be the ones who put people at the centre of their digital strategies.  Valuing the (too-long undervalued) so-called soft skills that these workers are adept at, and making sure these are built in to the jobs of the future, will pay dividends down the road.
  2. Employment reimagined: To keep these women in the workforce, contributing to society and the economy, we must expand the number of roles that offer part-time and flexible working options. One reason there are so many women doing these jobs is because they are offered these options. And with women still taking on most of the domestic and caring responsibilities, the need for a range of working arrangements is not going away anytime soon.  The digital revolution is already opening discussion of different models of working, with everything from providing people with a Universal Basic Income, to the in-built flexibility of the Gig Economy, but simpler solutions on smaller scales can be embraced immediately.  For example, Sopra Steria offers a range of flexible working arrangements and is making full use of digital technology to support remote and home working options.

Women are not the only people affected by the current wave of automation and AI technology.  Many of the jobs discussed here are also undertaken by people in developing countries, and those where wages are lower, such as India and Poland.  The jobs that economies in those countries have relied on, at least in part,may not be around much longer in their current form.

Furthermore, automation and AI will impact a much wider range of people in the longer term.  For example, men will be disproportionately impacted by the introduction of driverless cars and lorries, because most taxi and lorry drivers are men.

Today, on International Women’s Day 2018, though, I encourage all of us in technology to tune in to the immediate and short-term impacts and respond with innovative actions, perhaps drawing inspiration from previous technological disruptions.   Let’s use the encouraging increased urgency – as seen through movements such as #Time’sUp and #MeToo – to address gender inequality while also working on technology-driven changes to employment.  Let us speed up our efforts to offer more jobs with unconventional working arrangements, and to prepare our workers for the jobs of tomorrow.  Tomorrow is not that far off, after all.

Jen Rodvold is Head of Sustainability & Social Value Solutions.  She founded the Sopra Steria UK Women’s Network in 2017 and is its Chair.  She has been a member of the techUK Women in Tech Council and the APPG for Women & Enterprise.  She recently led the development of the techUK paper on the importance of Returners Programmes to business, which can be found here.  Jen is interested in how business and technology can be used as forces for good.

Want more girls in tech? Show them they can make a difference in the world

Last year I organised a Raspberry Pi workshop and competition for 13-year-old girls at Barnwood Park Arts College in Gloucester.  In discussing the events with their Computer Science teacher, Mr. Holland, I mentioned that the original concept was to get the students to create Pi projects that could help vulnerable people or the social workers and family members who look after them.  I offered him the chance to change that objective and do something that he thought would be more interesting to the girls, but he said, “No, that’s it; making it about helping people will get them interested.”

In the months since the competition, I’ve been trying to immerse myself as much as possible in the conversation that has taken off around gender diversity, and, in our industry, particularly, the question, “how do we get more girls interested in STEM?” and one of the things that is emerging for me is that Mr. Holland’s insight into his own students might well apply more generally: many girls want to do things that help others.

In her Entrepreneur.com article entitled “I Belong Here: 3 Ways to Attract More Women to STEM”, Harvard graduate and Head of Business Operations at biotech firm Illumina Merrilyn Datta notes that many of her female colleagues also working in STEM came to it because they saw a problem they wanted to solve and then that science and technology was the route to solving it.  She also points to research that backs this up: the ICRW has found that an effective STEM education programme encouraged girls to use technology to solve problems in their communities, and that University of Pennsylvania researchers found that “altruism has been highly linked to career choice for women.”

There is further support for the theory that women are attracted to careers that enable them to do good in the numbers of women who start social enterprises: according to a 2015 report by Social Enterprise UK, 40% of social enterprises are led by women – twice as many as run small businesses.

Given that women still comprise the vast majority of people undertaking paid and unpaid caregiving roles, from social workers to full-time mothers and carers of elderly parents, it shouldn’t be news that girls and women care about helping others.  In fact, there is an irony in this situation: one of the major reasons why gender disparity persists (e.g. in the form of lower pay, less access to finance, lower representation in leadership positions in business and politics, lower rates of entrepreneurship) is because the burden of caring falls disproportionately on women.

However, I see an opportunity here.  The fact that many girls and women want to make a positive difference in the lives of others is great news for those of us working in the parts of the tech industry that aim to use technology for good.  From fighting climate change and protecting biodiversity, to improving the lives of the elderly and curing disease, there is no shortage of opportunity to use a STEM career to make a positive difference.

So the next question is, “how can we ensure girls know that there is such opportunity?”  We can bring this out more in the outreach work we’re doing as a sector.  We’ve learned a lot in the last decade about the importance of female role models and having higher numbers of other girls in STEM courses so girls can see others like themselves.  Research from the WISE campaign found that girls need to see the context of STEM in the bigger picture, and be shown its application in real life situations and careers.  When we do these things, we have the perfect opportunity to also bring in messages about the careers in tech that have positive impacts.  We should also run our technology workshops for girls with this in mind: can we make these initiatives more exciting and relevant to girls by setting the focus on issues in their community and in their everyday lives?

…which brings me back to Mr. Holland’s students.  When we caught up after the events, Mr. Holland told me that in response to the challenge we set to create a Raspberry Pi project focused on helping vulnerable people all immediately thought of people in their lives their projects could help (usually grandparents).  That got them excited and opened their eyes to the potential of technology to do good.  After a one-day workshop with Sopra Steria mentors, the girls, in teams of four, set to work building Pi projects ranging from alarms that went off when medication hadn’t been taken on time to alerts sent to caregivers if an elderly person living independently had an accident in his or her home.  Many of the students conducted extra research related to the problem they were trying to solve (for example, dementia), so they could improve their Pi solution.  They did this of their own volition, because having been set a challenge they could personally relate to, they were engaged, curious, motivated.

Ensuring girls know about these opportunities is important, but it isn’t the only thing of course.  We also need to continue to contribute to the efforts being made by businesses in all sectors to make work more attractive to people with caring responsibilities, and to welcome people back to work after a career break (a good example of this is the new Returners’ Hub, which is supported by Sopra Steria and being launched on International Women’s Day).  There is a lot of work to be done to ensure more women have equal access to finance so they can start and scale-up new businesses.  As a society, we can do more to ensure both men and women can participate in caring duties, and that we value these duties more highly.

After this year’s International Women’s Day has come and gone, I hope we’ll ride the wave of momentum and redouble our efforts to make our sector more diverse now and in the future by getting out and talking to girls and young women and inviting them to be a part of the movement towards sustainable development in tech.

For more information about the People Like Me initiative that has emerged from the WISE campaign research mentioned above, and the new Returners’ Hub, go to www.techuk.org/returners on or after 8 March.

What are your thoughts about encouraging more girls into STEM careers? leave a reply below, or contact me by email.

Photo used with the permission of Barnwood Park Arts College

Why we need to encourage more women-owned businesses

I recently had the privilege and pleasure of speaking at an All-Party Parliamentary Group (APPG) meeting for Women & Enterprise, along with my colleague Graham Roberts. It was exciting and inspiring to be surrounded by so many women leaders and entrepreneurs, even more so because we were brought together to contribute to an important challenge: how to unlock the estimated £10.1bn of economic growth potential in women’s proactive participation in our economy. More on that in a moment. First, a pop quiz:

Name five well-known female entrepreneurs

If you’re like me, you’ll find that difficult. The names we tend to hear about most – Zuckerberg, Musk, Jobs, Gates, Brin, Page – all men. Where are the women?

These men in Tech are inspiring. We admire them. We hold them up, along with sports, movie and rock stars, as aspirational figures in society. And some of us, especially kids and young adults, might be dreaming of becoming like them some day. But what happens if you’re a girl or young woman and you don’t see very many women in business or tech to aspire to? I think it puts you at a disadvantage. People tend to believe they can do things if others like them have already done them.

Of course, women entrepreneurs are out there. Arianna Huffington, Oprah Winfrey, Beyonce Knowles…and in our (Tech) industry Dame Stephanie “Steve” Shirley, Ann Budge and Alison Newell (all of who form part of the Sopra Steria story, by the way). We just tend to hear less about them.

Visibility matters

Just as with the number of women in top executive positions, the number of women-owned businesses is still too small, and those that do exist don’t seem to get the same visibility and attention. I love chocolate and have been a fan of Montezuma brand chocolate for a while. But I didn’t know Montezuma was co-founded by a woman, Helen Patterson, until she got up to speak at the APPG reception about her experience starting the company.

Does it matter that my chocolate is made by a company co-founded by a woman? Not when I’m eating it, no; but in the background, somewhere in my subconscious mind, it does. It contributes to the unconscious ideas and beliefs I have about women. The concept of unconscious bias is an area of study that’s getting a lot of attention, and focus from corporate diversity programmes. It suggests that we all develop beliefs about the world we live in that we may not even be aware of on a conscious level: what certain groups of people are like, what people who look like that are like, what people like us and what people who are not like us are capable of. For example, if someone tells you they have been to see their GP, you are likely to imagine that they saw a man, not a woman, even though there are many women GPs. So knowing that my chocolate comes from a woman-owned business might help me chip away at the unconscious biases I have and build up a picture of women running businesses.

Sopra Steria is an example of a company that has seen real business benefits to increasing the number of women in more senior positions, and improving their visibility. In the last few years, the number of women on our UK board has jumped to just under 40%. At the same time, many of our senior women are getting involved in gender equality initiatives within and outside the company, raising awareness of the issue and seeking to improve it. And we have noticed something occurring simultaneously: more women are coming forward, asking for career advice from the women they can now see at the top, and joining in the conversation about diversity in tech and business; many are saying,

“I have something to offer and I’m ready to do more.”

Women entrepreneurs – and would-be entrepreneurs – would benefit from a similar increase in visibility of role models. Right now in the UK, women start new businesses at half the rate that men do, and the gap widens as businesses grow. There are a lot of reasons for this – unequal access to finance, the persistent cultural expectation that women will continue to bear more caring and domestic responsibilities than men are but two. Giving women more entrepreneurial role models that look like them will not solve everything, but it’s worth including it in the mix of initiatives that we need to start on now.

The UK economy is missing out on over £10bn by not addressing the challenges women face in starting their own businesses, according to a recent study by Facebook. We can’t afford to lose out on that growth. Let’s make sure we’re doing everything we can to inspire, encourage and practically support the women who will create new businesses – as well as the next generation, the girls in school and college. Shouting about the examples of successful women entrepreneurs already out there is a good start.

What do you think? Leave a reply below, or contact me  by email.


The meeting of the APPG for Women & Enterprise took place on 12 September 2016.