Book reviews
by Fiona WestwoodReview of Why Women Mean Business (Wittenberg-Cox and Maitland)
The Journal, May 2008, page 59
Both authors have impressive profiles. Avivah Wittenberg-Cox is a founder and Honorary President of the European Professional Women’s Network, the CEO of a management consultancy specialising in building “gender bilingual” organisations, and an executive coach. Alison Maitland is a journalist, senior visiting fellow in the Faculty of Management at Cass Business School, City University, London, and directs the Work-Life Diversity Council of The Conference Board Europe.
Their style of approach to the topic of the impact of women on the business market is mirrored by their style of writing. The book flows well, is easy to read and provides references for further reading. Its case studies are useful, often based on direct interviews and to the point. I particularly like the illustrative cartoons, which are often harder hitting than the balanced approach taken in the text.
The theme of the book is that women now have a significant impact on the economic market. As a result, it is important to consider how this affects our business operations.
Chapter 1 sets out the economic case resulting from women having more than half of the purchasing power across the globe, a theme developed in more detail in Chapter 3. Whilst women are now active in the labour market, many are stuck at middle management level or lower. Chapter 2 sets out the business case for having more women in top jobs, illustrating that companies who have a higher than average percentage of women in their top management teams significantly outperform those with lower than average representation. With skilled talent in short supply, organisations need to make specific adjustments in how they recruit, retain and promote. They need to become “bilingual”, recognising that people are equal and different. The authors do not recommend positive discrimination or gender-based stereotyping.
Instead they argue that there should be commitment from the top to manage the differences proactively and ban bias. Chapters 4 and 5 offer a range of specific actions that organisations can take.
Chapter 6 looks at the differences in culture across a range of countries. Interestingly, France leads the field in enabling women to work and have children. The key to their success appears to lie in significant investment by the state in childcare provision, and a society that accepts the principle of dual full-time careers and parenthood free from guilt.
Chapter 7 is entitled “Figuring out Females”, and analyses the different motivations and career paths of women to work. It sets out the case for a range of behavioural patterns that may puzzle employers, and explains what training may assist women in developing their careers. Chapter 8 considers how employers need to respond to the impact of technology on offering options to current work practices, the value of “grey brainpower”, the demands of the “Me Generation” and the desire of fathers to play an active part in their children’s upbringing.
I would recommend this book to anyone wanting to think strategically about current trends in the economic and employment markets. The Schlumberger case study illustrates succinctly the theme underpinning this book. Their senior director finishes his interview by saying: “When we figure it out for women, we will have created a better workplace for all our employees. It’s not about working less hard. It’s about taking the shackles off and letting smart, ambitious people decide how best to work”.
I couldn’t agree more.
Journal readers can receive a 20% discount if they buy this book from www.wiley.com. Remember to quote the promotion code “GQC”. www.whywomenmeanbusiness.comFiona Westwood
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