Mixed gender teams are more successful

.. And it has been proven by academic research. Single sex teams do not show the same flare or creativity as a mixed team and therefore are less successful. It’s not an earth shattering headline until you realise that only 13% of STEM (Science, Technology, Engineering and Maths) jobs in the UK are occupied by women.

Equality in the tech workplace, it seems, still eludes us and the reasons for this start early with girls tending to choose topics at school and university that are less male-dominated. The statistics show that social norms and societal expectations are pressure enough to drive girls into careers where their gender is less noticeable.

It is not all bad news though, as women become successful leaders in their chosen fields and as the world of business cranks up the opportunity provided by digital innovation, women and technology become reacquainted. Fifty women were identified last year through Inspire Fifty, a pan European initiative to encourage, develop, identify and showcase women in leadership positions within the technology sector: of these women, 17 lived and worked in the UK. So women are finding more opportunity in the UK in comparison with the rest of Europe, but there is no room for complacency.

It’s known that women are generally not so good at pushing themselves forward and believing in their own capabilities. A man is much more likely to “go for it” than a woman. Harriet Minter, Editor of the Women in Leadership section of the Guardian recommends that girls and women to “proceed until apprehended”, to not ask for permission before doing something that we believe in but to just go ahead and do it.

As a woman working within the field of technology I have had the full range of experience from being the sole woman in a peer group meeting (only red dress in a sea of grey suits), being mistaken for the lady who does the coffee at a meeting (I’m not bad at making coffee but that was not why I was there), leading a team where the dominance of women inadvertently silenced the only male member, to being part of a mixed team that was diverse, energetic and high performing.

I also have the experience of talking to people about developing their careers as a coach and mentor. Most of the coachees were women – wonderful women with incredible skills and abilities who were not sure how or whether they should make the next step in their career. The key is always to step past the fear of failure and do something, but it helps to have an ally or a mentor that will help you along the way when you feel a wobble in your intentions.

It is for many of these reasons that Nadira Hussain, president of Socitm, is keen to give women in the IT industry more visibility and recognition to become the role models young girls can aspire to be. Socitm is setting up a Woman in IT Network to offer coaching, mentoring and open discussions about career choices in both the public and private sectors . Getting involved in these networks can help guide women and young girls into an exciting and rewarding career within an industry that is growing rapidly. For the industry to be at its best we need diversity at all levels up to the board room.

What’s your view? Leave a reply below or contact me by email.

The next digital disruption: buying B2B services using social media channels?

Digital Transformation is changing how businesses interact with customers and each other.

In this environment business-to-business (B2B) service providers face the constant threat of “digital disrupters” – new entrants who don’t fundamentally change the underlying product or service but win (or steal?) market share by leveraging new ways to interact with customers/clients and suppliers.

But couldn’t an existing B2B service provider become the digital disrupter by leveraging social media to create a new, differentiated approach to market engagement to deliver sustainable competitive advantage?

Here are some (radical?) ideas…

Customer led innovation: clients could potentially benefit from best practice about digital transformation being shared rapidly from different sectors (for example, the innovative work in UK central government and retail). A service provider could use its social media channel(s) to enable this sharing in an intuitive, dynamic way tailored to specific client needs. Furthermore, the provider could use gamification to incentivise the sharing of insights, advise directly between companies (such as discounting its services for clients providing such support). This would help position the B2B service provider’s brand as a collaborative thought leader in digital transformation.

Deepening personalisation: a provider could engage directly in all the social media activity of a client (at all levels including organisational, team and individual). Although there is a risk of appearing intrusive, it’s a way of building more intimate relationships with existing clients and sourcing new ones. This would also pro-actively complement and enhance other sales and account management approaches it uses.

Intensifying responsiveness: undoubtedly radical and reputationally risky, clients could post their complaints, issues and other feedback directly on a B2B service provider’s social media channels. The value comes from how the provider deals with these issues openly in this public space; a positive opportunity to explicitly demonstrate its strong commitment to quality service delivery.

Buy buttons: underlying these social media channel approaches would be the tools to enable a client to contact a sales representative immediately to purchase the provider’s services. Depending on the agility of the provider, potentially these services could be bought and stood up on the same day – now that’s digital transformation!

If you would like to find out more about how digital transformation can benefit your business, please leave a reply below, or contact the Sopra Steria Digital Practice.