2020 Women Worth Watching® Nominations Now Open!

2020 Women Worth Watching Nominations Now Open!

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2019 Summer Issue Women Worth Watching® Edition

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2020 Women Worth Watching® In Leadership Award

Accepting Nominations Through May 1, 2020

Profiles in Diversity Journal 2020 Women Worth Watching In Leadership Award

Profiles in Diversity Journal® invites you to participate in our 19th annual Women Worth Watching® leadership issue. Recognizing dynamic professional women who are using their talents and influence to change our workplaces and our world.

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Now Available! 2019 Women Worth Watching®
Award Winner Poster PDF

Profiles in Diversity Journal – Summer 2019

2019 Women Worth Watching Award Winner Poster

Celebrate your 2019 Woman Worth Watching award winner by featuring this attractive poster in your office. It has a full size of 24”x 36” and can be sized down by your local printer to your liking.

Note: This is an order for a digital pdf file that you will have to have printed by your own local printer.

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Announcing the 2019 Women Worth Watching® Award Winners

Executives Leading the Way to Excellence in the Workplace, Marketplace and the World
CLEVELAND, OH June 19, 2019

2019 Women Worth Watching Leadership Award Winners

Profiles in Diversity Journal today proudly announces 166 winners of the 18th Annual Women Worth Watching® Awards. These leaders join more than 2,000 past Award recipients, (see www.womenworthwatching.com). Some past winners have gone on to become CEOs of Fortune 500 companies, including Mary Barra, currently CEO of General Motors; Lynne Doughtie, CEO of KPMG; Marillyn Hewson, CEO of Lockheed Martin; Michele Buck, CEO of Hershey’s; and Beth Mooney CEO of Key Bank. Countless others have moved forward to lead new business units, drive new markets, launch new ventures, and help develop the next generation of women leaders.

2019 Award Winners


Are there Women Worth Watching®
in your organization?

Below is a list of our CEO alumni that we’re proud to say have been Women Worth Watching.

Name Company Year WWW CEO
Mary T. Barra General Motors 2011 2013
Lynne Doughtie KPMG 2015 2015
Ursula Burns Xerox 2003 2009-2016
Ellen Kullman DuPont 2004 2009-2015
Marillyn Hewson Lockheed Martin 2005 2013
Lynn L. Elsenhans Sunoco 2003 2008-2012
Beth Mooney Key Bank 2007 2011
Patricia Woertz Archer Daniels Midland 2004 2009-2014
Michele Buck Hershey Company 2005 2017
Patricia Kampling Alliant Energy 2010 2012
Deborah Gillis Catalyst - Workplaces That Work For Women 2010 2014-2018
Ilene H. Lang Catalyst - Workplaces That Work For Women 2005 2008-2013


Diversity Is Not Just a Concept:
It Is a Mandatory Strategy

By Myrtha B. Casanova, European Institute for Managing Diversity (EIMD)

Group of People

The evidence of global diversity as the fundamental characteristic of this era is unquestionable. But it has not spurred the corporate or political governance communities to understand that the mega-differences of peoples from different cultures, demographic profiles, and areas of the world are the cause of the major conflicts that endanger humanity. These differences also generate innovation at companies, such as Google, Facebook, and Henkel, in which D&I management is a corporate policy.

Today’s world started yesterday … of course

The roots of today’s diversity and inclusion strategies lie in the work of many scientists, scholars, business visionaries, and others. For almost half a century, thought leaders have discussed the issues, and the possibilities, raised by diversity and inclusion. The following is a list of the names of some of those who studied the topic, as well as their findings, strategies, and proposed models of diversity management:

  • In the 1970s, members of the scientific community Abernathy and Utterback identified diversity as the singular characteristic of the 21st century.
  • In the 1980s, Johnston and Packard established that diversity generates conflict, which must be managed.
  • In the 1990s, Cox and Blake concluded that well-included human groups generate innovation and, therefore, human development.
  • In the 2000s, Adler, Richard and Shelor, among others, shyly introduced the idea of making diversity part of the academic curriculum.
  • In 2003, Richard Garner, founder of the Centre for Strategy and Evaluation Service (CSES), clearly established the business case for diversity.
  • In 2003, the EIMD conducted global research to analyze the inclusion of diversity studies at academic institutions. Results showed that, at that time, only 3 percent of universities had introduced diversity as a subject in their institutions. When repeated in 2008, in a research project carried out for the EU, the figure had risen to 9.7 percent—still short of the desired number. Only when diversity management is part of the academic curriculum do new graduates, as they enter corporate roles or occupy administration posts, implement the strategy in their professional lives.
  • In 2005, scientists like Nigel Bassett-Jones, Richard and Shelor, and Gonzalo Sanchez Gardey proposed models for corporate diversity management.
  • In 2011, diversity issues, which had been under the Director General of Labor and Social Affairs, were passed on to DG Justice. Ending discrimination became a social, economic, and legal mandate.

Striped Sphere

The world of tomorrow starts today

If it was a challenge 15 years ago to describe a vision of diversity and inclusion today, forecasting the diverse dimension of the world tomorrow is pure science fiction. Nevertheless, actions must be taken in order to safeguard equal treatment, control conflicts, and foster corporate and governance results. The following are 10 actions crucial for success:

  1. Educate: Address stereotyping (unconscious bias) in order to eliminate discrimination and foster inclusion.
  2. Academic activity: Conduct research and share expert knowledge regarding diversity management as a business case and as governance.
  3. Start-ups: Each new company must begin with a diverse workforce as the basis for sustainability, and to ensure that it will be able to anticipate change in volatile, uncertain, complex, and ambiguous (VUCA) future scenarios; it is very difficult to transform corporate behavior in companies with long-established cultures.
  4. Workforce: The workforce must always reflect the diversity of changing external agents in a continuous system of contextual transformation due to the impact of diversity in all fields of activity.
  5. Blind selection: Ensure that talent is recruited and promoted based on talent and qualifications, without regard for diverse profile
  6. Value talent: Consider individual efficiency and contribution to corporate sustainability, rather than time spent at work
  7. Create diverse teams, in private and public organizations, to avoid conflict, support innovation, and advance toward sustainable growth
  8. Quotas: Numbers should never set strategies—they should only measure whether strategies are met; “Recruit 20 percent more women” is not an efficient objective, since being female guarantees neither the talent required for a job nor the value contributed to corporate results. Companies must recruit and select the best-qualified candidates. If this results in a 30 percent increase in hiring women, it is evidence of the richness of diversity. This is equally valid when addressing profiles of age, ethnicities, disability, cultures, religions/beliefs, languages, or sexual orientation.
  9. Visibility: Share the strategies and results of organizations that successfully manage diversity and inclusion in order to spur a desire to emulate their diverse and transformational scenarios.
  10. Scenario building: Companies must include forecasting as a constant corporate activity in order to know how to select and prepare leaders who can take the company into a sustainable future of exponential diverse growth.

Women Worth Watching

Myrtha B. Casanova

Myrtha B. Casanova

European Institute for Managing Diversity

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