IWD 2018 – The Equality Advantage

– They said that I had
to sit in the middle. – Of course, you do. Yes, yes, yes.
– Two men. – And Kevin, I don’t know what
you’re doing with you hair, but I love it. – [Kevin] I started the day
with a full head of hair. – Yeah, yeah.
– It’s been that kind of day. – I bet, I bet.
(audience laughing) Well, thank you all. I hail from the rural state of New Jersey. And I’m happy to be here simply because I haven’t
had power at my home since last Friday.
(audience laughing) So it’s nice to be in a place where I can charge up the cellphone and lay in bed and hold it. (audience laughing) – And touch it 2,000… – And touch it 2,000 times, my goodness. Patty that doesn’t sound very good. (everyone laughing) I don’t know what you’re
talking about, anyway. So please join me in welcoming
two great people talking about the equality advantage. I’m looking forward to this session. I took some notes earlier. And I’ll share with Kevin and Patty. But, first of all, Patty Morrison. She’s executive vice president of customer support services
and CIO of Cardinal Health. I think you live in Chicago, but work in Columbus. – Correct. – And travel there, I
think your husband… – [Patty] Works in Boston.
– Works in Boston, of course. – Yeah, we’re nomads.
– Well that’s how it works. And then Kevin Bandy,
an old friend of mine of maybe 12, 15 years ago. Kevin’s a senior vice president, and chief digital officer of CISCO. So we kind of have a big
company perspective here which we want to talk about
the equality advantage. By having equality in our
workforce by driving for that, what advantage does it create? Patty, maybe we start with you. You’ve been in business
awhile, as have Kevin and I. And in technology particularly
– [Patty] Mm-hmm. – What has that experience been like? – Well, first of all, thank
you for having me here. It’s a pleasure to be here,
it’s been a great conference. I would say, first of all, I
have a liberal arts degree. Is Paul still here? I mean, on the STEAM,
I’m that A in the STEAM. So, you know, I ended
up in technology because the one thing I have found
that has really been important to my career in technology
is having a true north. Like what is that one
thing that drives you. And for me it’s, I like
solving really big, ugly, hairy problems. By applying technology to them. And now I’m in healthcare
and there’s certainly are plenty of problems to solve. So, I think that’s something
that’s always motivated me, and to learn technology
for how it can make things better for the
companies that I work for. For the employees that I work with, for our customers, so that’s really been part of what I’ve learned in my journey. – What changes have you
seen that are significant that you’d share with the group? – Well around gender equality, I think, when I was early in my career, there were a lot of women’s groups that were very much just women. And, it was getting over hurdles
of women supporting women. Today, what I see is a
lot more men, engaged. You two are good examples. Where, they’re driving
change at a gut level. At an emotional level not
just a business level. And I think those are all important. At Cardinal, we have a CEO, Mike Kaufmann, who’s personally committed
to gender equity. He sponsored our women’s
initiative network for several years and it was
a learning experience for him. And we’ve taken that to create, something we call Partners Leading Change. Which is recruiting one man at a time, to really be engaged in
moving women forward. And hopefully that will be a fly wheel. There aren’t enough men
who, make this a priority and that’s something that
we’re very committed to. – That’s great, thank you. Kevin, CISCO has been in
the news lately around the progress it’s making
around gender equality. Tell us about the system’s
engineers, and the the aspects of your
systems engineering group and trying to reach a 50 50
balance within that organization – One reason why I chose CISCO, and I think you and I spent
some time talking about this at one point in time, is when I was brought to the west coast I actually chose CISCO because
it had such a diversity in it’s women and men leadership. And when they, when we
started looking at that Bob, we started realizing that we were teaching and trying to influence women to code, but we weren’t making enough change directly within our own 25,000 engineers. And so, when Chuck took over, he took a very concerted
focus of how do we, bring people from outside of
engineering into engineering. And how do we take engineers
out of engineering and– So we realized that we had
to begin to cross pollinate talent across the company to
begin to achieve our goals. And we found that very enlightening, because we started to see the education from cross functional development, really accelerating our diversity efforts. We saw our engineering mindsets have the material influence
in marketing and vice versa. So, I would tell ya that the
big thing that we realized is we weren’t having the
diversity conversation correctly. We were having it very
focused on a number, versus what is the
internal conversation of how do we actually share the
experiences across the company. And that was very, very
enlightening for us and, since then we’ve actually taken
it from points of seniority as Patty talked about, we know grab early in career
women and have them mentor men. And vice versa, because we realized if we start that
conversation early enough, we’re controlling the
future of our destiny and certainly in engineering, that has been a male dominated element, We’re applying external hires
directly into engineering more we’re starting investments in
the CISCO connected academy, which teaches the
networking skills we need, which takes high school
and university students, and brolands ’em directly
with their own engineer so that we start sharing that to, we have to control the diversity earlier, not just at the point in which we recruit. And that’s a big, big shift. – So you would be a big fan,
proponent of the statement that gender balance promotes a freshness, a drive of innovation? – Absolutely. – [Bob] Yeah, and you as well.
– That conversation has to run constantly. – [Bob] Yeah, Patty? – Yeah, one of the things that we found, we created an
organization we call Fuse. And it’s a commercial technology group that does DevOps and innovation and there’s no one in that group
that associates themselves with “I’m in IT”, or “I’m
in H-R”, or “I’m in–“. It is, they are Fusers. And we recruit pharmacists,
oncology nurses, people with payer experience. Because they all care about
solving problems for healthcare. And I think that environment has been very empowering to women. We’ve been able to attract a lot of women. Even, women who might
have been hesitant about becoming developers
and becoming engineers, and giving them that
environment where they can learn and feel supported in that process. Because everyone’s different. And you can really tell the
difference in that type of an environment.
– Could you broaden that, Patty a bit, and talk about what Cardinal Health is doing overall to create an environment
for women and men. – Sure. – But, women particularly to thrive. – So, we do several things
and there’s a lot of range of examples but our
women’s initiative network has been doing a lot of
broad things in the company that range from influencing
our recruiting policy. Like we have a requirement
to have a diverse slate. Not for gender, not just gender diversity but diversity general for
every single open position. And we work with our recruiting
organization to make sure that we can source those
types of individuals. It’s not easy, if you’re, you know, recruiting for a senior
level position and, I heard recently, well we had 20 resumes and they were all white males. And that’s just not acceptable. That gets sent back, right? It’s proactive work. And that came out of the women’s group, really advocating for that. They do a lot of things
just to support women across the board. They run events, they
have one coming up I love, which is, four married
couples within Cardinal. Some of them are Cardinal marriages and they are doing a panel
on dual career paths. And the challenges of dual career paths. So, the other things that we do are all the way down to encouraging women to come into technology for example. We support Girls Who Code events at Fuse. One of my favorite things
that we did was on, you all have bring your kids to work day? – [Bob] Sure.
– at large companies? – Bob brought me a few weeks ago. – Did he? – I brought Kevin a few weeks ago. (audience laughing) Kevin I still have some
questions here for you. – It’s the haircut you know
what can I say it’s the haircut. – Let’s be careful, let’s be careful. You’re not that big of a client yet. (Kevin laughing)
Come on. Come on.
– I knew there was a sales call (all laughing) – Patty, please continue. – Well you know–
– Don’t let these men oh, you know, kind of
do that thing they do. – A couple of our really empowered men, you know, they suggested an event, during bring your kids to work day, and they had a session where they could bring their daughters and
talk to women in technology. And, I find, when I go to
engineering schools, for example, that you ask women “What
has inspired you to “tackle engineering as a profession?” and many of them tell me their fathers. So, you know, even tapping
in to that kind of core of, you know, how that man in your life, early in your life is influencing and that man as an advocate for you. How do we bring that into the work force? Every single day, so
there’s just some examples. – Thank you, Kevin, could you share on CISCO on a programmatic level? – Yeah, yeah, I, first I’m gonna just, build on something Patty highlighted as, once you actually start
the voice of the women, we actually found that year
on year we actually learned, if we studied what we learned last year, and applied how much we
actually learned year on year. We were advancing the
conversation exponentially. But, I sponsored the CISCO
empowered women’s network. And one of the things, Patty and I were talking
about this earlier, is what we realized is we
were having the conversation, only within the halls of CISCO. We weren’t actually, what
do we do to influence our partners, what do we do to
influence our customers, our our developers? People that extend well
down the CISCO culture. And so, I actually raised my hand and, just as she said it earlier, we had a woman on woman conversation. Or women to women conversation. And I said, “where are the
men in the conversation?” and so I raised my hand and I
said, “I’ll go sponsor that”. Because if we don’t influence
this conversation collectively then all we’re doing is just sort of collaborating around the pain points. And then the other piece that I said, Bob, is I said, “we can’t admire the problem, “we have to actually
continue the discussion”. So we actually used CISCO technology for all the women that
participated in that, we now maintain a 12
month running dialogue. Where we will identify things that may be macroeconomic, political,
we’ll put it out there and sort of grab their feedback because, we want to understand
how that’s happening. That’s had material influence for us to accelerate our learning, and then, begin to take a far more
proactive position in it. And, when we were doing things, just as you were talking about, from a number perspective, you know, I just came from a meeting. 50% of the executives were women. Sitting at the table, we
value that participation. But we have to start there
with our hiring practices, give them a voice, and
so we actually are now taking early in careers and we force them to actually participate. Force may be a hard word,
but we encourage them to get so active in
the conversation early. Don’t confuse age with
your right to participate. And that is having, it’s
bringing more people to the table than I could ever possibly account for. It is, it’s highly rewarding. – [Bob] Patty.
– You know, Bob, that, you know, let’s talk
about women at the top. You know, because it’s kind
of creating the pipeline. We’ve been talking about
this for a long time, creating the pipeline and yet, there’s still the pyramid, right? When you go up and look
at the percentage of women in top positions and so
we’re never satisfied, with where we are, but, you know, actively helping to create
women who are ready, for general management positions. We have two women who are presidents of business units at Cardinal. And, you know, how do we
create more of that capacity. And so, you know, helping women, take lateral moves to get them ready. Helping them career plan and
career path towards that. ‘Cause if, you know, how do you know, what are the skill bases
that they have to do. That’s something we also
are really actively doing. So that’s incorporated
into all of our talent management practices, I know the dialogues at the executive level,
are very much about how do we reach into the organization and get these women ready to take leadership positions in Cardinal. And we’re great at our
senior levels for women, we have very active women
on our board of directors. So it’s always been really
important to us but, we’re never done.
– [Both Men] Right. – Thank you both on that, go ahead Kevin. – There was something that, you know, I read your report on
the flight in last night. And there’s something that I
think is taken for granted. And it’s the word parity. And the valley has a very strong
stereotype around unbalance And, so when Chuck took
over, one of the things that we collectively said is,
“Talent does not discriminate” And therefore, we shouldn’t either. So, we literally put forward a very aggressive pay parity, effort. And although we started in North America, we quickly realized it
paid forward so rapidly when we ran it around the globe. And so we now try to
leverage our efforts around, pay parity as a means to
extend that conversation into other companies. And what I value about this
conversation right here is, it’s three large companies that have, we have to take the baton and
extend that conversation out. Because, you can’t let small companies carry the weight of big companies. We have to do our share to
actually draw attention to that. And we started very focused on parity. – Good, maybe I’ll, you
have a competitor in the place I’m gonna talk
about here in China. Maybe I’ll share this with the group. I shared this statistic the
other day in another meeting. There are 400 million
millennials, in China. There aren’t that many people in the United States and Canada. So , start there.
(all laughing) Every time I go to China,
I have a dinner with my managing director team. There’s ten of them. Five are women, five are men. I mean, other than when I look at them, there is no difference
around their behavior, their activity level, their
energy, how many shots they do. (mumbling)
(audience laughing) Ceremonial shots in China.
– [Kevin] How many Mai Tais. – Ceremonial shots in China. Ellen just fell out of her chair here. (audience laughing)
(Patty laughing) It’s factually true. – They do like to party.
– They do, they do. – They do like to party. – You have to be culturally–
– What’s really interesting I I sat at a meeting at Alibaba. So, what we’re saying here is, there’s this equality advantage. What we’re saying here
is, is gender helps drive, gender balance helps drive innovation. There’s five M-Ds that are
women, five M-Ds that are men. I sit at Alibaba, with the Eric Schmidt, if you will, of Alibaba. Not Mr. Ma, he founded it,
but the Eric Schmidt there, the adult running the business,
his name is Daniel Zhang. Daniel Zhang, has three
women to his right, a man to his left and two more women. On my side I have one man to my right, two women to his right,
and three to my left. There were more women
in that room than men. Do ya understand the advantage? Now, there’s all kinds of sociopolitical, economic rationals that I go through, why that picture is what that is. And so much of where we are in life, is where we came from. And fundamentally, they
came from a different place than we’ve come. But if we all believe
what we’re saying here. That’s a huge advantage. And it isn’t because they work harder, it isn’t because there’s billions of them. It’s because there’s a level
of equality and participation in what they’re doing,
that’s gonna matter. It’s mattering today. So I think it’s, sitting
here in Silicon Valley, where last year, at exactly this time, the Atlantic magazine, we all saw it, it said, why does Silicon
Valley disrespect, or hate or whatever the word was, women? And there were three technology women, or four technology women on the cover. It’s part of what motivated Accenture to bring this event here this year, from where it’s historically been for us, our national program,
our international program has been in New York! But, how shockingly different that is. – You know, for large public companies, One of the things I do in addition to my role at Cardinal is I
sit on, two public boards. And, you know, for
boards to be as proactive as leadership teams in large
companies to really understand. You just heard us talk about Chuck, or talk about Mike, or talk about Pierre. People who believe in this who, are engaged in their,
you know, coming at it from that strategic place. For boards to really ask that
question in C-O succession, because it matters, the
point of view of the leader, really does make a
difference in creating that advantage for your company and, you’re gonna perform better. And I think that’s something, I know, the boards that I serve on, that happens all the time, but I hope it will happen in more boards. – So you’ve been in a drug
distribution warehouse? – Oh yeah.
– Of course. I use to build drug distribution systems for Accenture, for companies like Pfizer. I remember, clearly, clear as a bell, I had a project team in
the back of a warehouse, in 1994, Ellen was around. And in 1994, the big discussion, with a team that was 50% women, was could they wear pantsuits? (Patty laughing) We’re in a warehouse! I mean, there’s little mice
traps all over the place. We had little space heaters
keeping our legs warm. The men and the women! And the big debate was,
could they wear pant suits. Now what we’re talking about is, on the third leg of the stool there, creating that environment
where you can be you. It’s not that long ago we’re talking about could they wear pant suits! I mean, it’s really amazing! Anyway, I’m getting old.
(audience laughing) – No, you always feel like–
– [Bob] No, no you know. – [Patty] When you look forward – [Kevin] No, no he was
on a tangent let him– (Bob laughing) Let him go.
(everyone laughing) – [Bob] I was off, I was
gonna start tomorrow’s speech. I’ve got another one tomorrow
about something else but yeah. – One of the things I–
– Please, Patty. – I love to think about is,
when you’re moving forward it feels like you’re
only moving in inches. But when you look back you see
the miles that you’ve covered And I think that’s true for equity, even though sometimes it still feels like, it’s a slog to go forward. – But see, that’s why I was saying that, we had to realize we had to
have the conversation daily if we were, otherwise we were just, contributing to the problem. And, when you have it on an annual basis, you sort of celebrate the
event, not the conversation. Not the effort, and so, I think, bringing it here, as a response to what you saw last year. Was a great opportunity to
change the conversation. To, realize wait a minute this isn’t ours, it’s as Accenture’s to solve, this is ours collectively to go and solve. And, you know, somebody said
thank you for being here. I said I wouldn’t have missed it! This is the conversation
that we have to go have. ‘Cause I, the diversity is,
I’m a big team based manager. Diversity is what makes a
team thrive in any sport. Unless it’s an individual sport, then it’s just the superiority
of that person but, in this case, you’re
superior to Bob and I. (everyone laughing) But, I find that I take so
much from the conversation, the more diversity I have in my team. I become a better person,
I become a better leader. If I can infuse more and more diversity, of all different levels of experience, and you said it earlier, it’s not just, male and female diversity, it’s diversity as a whole–
– [Patty] It’s all diversity. – That we have to have
that engaging conversation. I find that to be one of
the most rewarding things that I can do as a leader. – So, I’m gonna throw a
little bit of a curve ball, thank you Kevin, a bit of a curve ball. Artificial intelligence, we
heard Paul up here earlier, our C-T-O talking about it. Does it advantage Patty, either gender? – I don’t think so, I think
technology is an equalizer, in many ways, I mean, I think that, artificial intelligence as it’s trained, by populations that,
the biases can transmit from one to the next and so
we have to be mindful of that. And I think maybe even, more so, when you’re trying to
create capability with anything from robotic process all the way, automation to machine learning, and all the variations of
artificial intelligence that, teams have got to be
diverse in their thinking. And creating those products so
that it represents the truth. It represents the way things really are, versus their own biases within the team. And that they’re gonna have
to be very conscious of that. But, I don’t think it biases
one way or the other, honestly. – [Bob] Hm, Kevin? – I don’t, what I find is, and so I echo everything
that Patty just said. But I find that when you apply A-I, we become far more proactive at redefining what roles should be. That we also begin to
become far more proactive in redefining the talent
that will actually bring success to the conversation. And, I can tell you today, early stages, we’ve started using A-I across
the company to actually find where diversity isn’t
being applied to roles that we’re posting. So we’re actually using
that so that we don’t have 25 or 20 white males show up.
(Patty laughing) We’re literally–
– The list. – How do we bring the
talent that may be hidden, because it’s under a
different job description, a different role, a different
function to the table? And what we’re finding is, is that, we’re gonna be redefining our
job profiles every 24 months. So we’re really using
A-I as the equalizer, to bring talent to the table. – Yeah, I mean, I run customer service, so, when you think about
artificial intelligence, applied to service
agents being replaced by chat bots or anything like that, I mean, what I find is that my service agents can be much more innovative and creative in thinking about how they
can automate their work, so that they can move and
learn and do something new. I mean, the demand coming
in to us is, you know, outstripping our supply of
capability to meet that. So, whether you’re in a SOC
and you’re doing cyber security or you’re doing customer service or you’re doing accounts receivable, you know, I mean, how do you empower those organizations to learn how to apply artificial intelligence to
make it a better experience for the customer and it
creates opportunities for that. – Right, so we’re wrapping
up, I’m gonna give you each just one statement, topically,
relevant to the group. Kevin, I see your forehead’s turning red, so I assume I’m getting a sun tan as well. The lights are kind of bright here. – I didn’t have a, I came from New York, I didn’t have a chance
to get my self-tanner on. – Alright well, then it is the lights. (everyone laughing) But share with the group, one thought, around the equality
advantage, gender balance, we’re in it together, what would that be, Kevin, and then we’ll let Patty finish. – I’m sorry, it was the harassment, I didn’t quite hear the question. (audience laughing) – [Bob] Patty, we’ll let you start. – [Patty] You’re last thought! – Last thought, ’cause–
– Yeah, your closing thought, please.
– My closing thought is, I’m gonna go with what
I’ve been sharing is, each and every one of you, I hope that you’re not just sitting here, just looking for others to
carry this conversation. This is our conversation so, each of us are a spear of influence to go have the material impact on every individual that’s out there. Doesn’t matter if they’re in high school, late in career, so understand
the power that you represent. That’s, don’t just
admire what we’re saying, understand your power. – [Bob] Thank you, Kevin. Patty?
– Well I would build on that. I think for each of you, go recruit, in the next month, two men, who are gonna
be engaged at a gut, emotional, business level
to help women move forward. If you have a husband,
that could be one of them. What are they doing in their work place to advocate for women? Is it, if it’s one of
the people on your team, build that but that’s the fly wheel, that I think is really the change now. That we can see that’s gonna
make gender equity happen. – Let me finish with one thought, ’cause I always enjoy hearing
that women have three sons or two sons or whatever. I grew up in a house of four boys. Our gender balance was when mom came home. (audience laughing) Very homogenous area of Pennsylvania. Truly a rural state. You could say that I grew up insensitive to many things with
three younger brothers. You push each other around,
you don’t really solve things, you’re a little rough edged, you don’t really get what
mom’s saying all the time. But I benefited greatly on two levels, one, my mother worked. And so that was a model, now
it was a traditional job. She was a nurse. But she worked, and that, you know, made me something, it made me think, it made me curious about it. The other thing was, I
didn’t have a sister. So there were no traditional
roles in the house. I did the dishes, my
brother did the laundry, I mowed the lawn, my brother did this. So, that’s not the wife’s job. That’s my job! In fact, you know, I love to cook. Partly because my dad
was horrible at cooking and my mother often worked at night. So, but what I did do is
I came into the work world as a rather insensitive guy. Never ill intentioned, just insensitive. And I wouldn’t be where I am today, as Kevin you said,
Patty you re-emphasized, we’re in it together. And it’s the women, in
my career professionally, that created the sensibility
and the sensitivity in me, to be the professional I am. It wasn’t some guy, it wasn’t some, it was a bunch of women,
Ellen still helps! Julie helps, alright.
– [Patty] He still needs help. – Yeah, yeah, no Patty you’re now helping. So it’s a–
(audience laughing) – You go!
– Takes a village. – Why wouldn’t you be so, (everyone laughing) we’re in it together,
let’s work on it together. I want to thank Kevin,
I want to thank Patty. – Thanks Bob.
– Great panel. – Thank you very much. – Thank you so much.
– Thanks guys.

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