Sweeping changes: Peek into the way we will work in future - The Economic Times http://t.co/Y9rOgDNYoF good read incl @stoweboyd— Future Feed (@futurefeed) December 8, 2013
My 36,645 tweets are more than the combined 28,575 tweets of Jack Dorsey, Evan Williams, and Dick Costello, which is crazy. Or I am.— Stowe Boyd (@stoweboyd)
Salvador Rodriguez, Half of Twitter’s board members rarely tweet
Jack Dorsey, Evan Williams, and Dick Costello have tweeed 14,278, 7,178 and 7,122 times respectively.
One Single Woman for Twitter's Board, One Giant Step for Equality? - Kara Swisher - AllThingsD -
Kara Swisher comments on Marjorie Scardino joining Twitter’s board, but notes that there’s still a huge underrepresentation of women in tech at all levels, and especially in leadership roles.
The tech industry — and, more specifically, Silicon Valley — continues to stumble forward in earnest about how few women are represented in its top ranks of management and on its boards. This, despite the enthusiastic embrace of tech products by many women.
This is not a new problem, of course, but one that rears its head periodically as it becomes clear that the ground gained by women in this perhaps most important sector of the economy — a sector more amenable than most to more tolerance and diversity, too — is being lost rather than gained.
Any gander at the variety of studies, and even a not-very-scientific look at the subject, will show that fewer women are starting companies, are being promoted at companies, are funded, are funders, are on boards, are being rewarded in the same way. At a high-profile party I attended last night, for example, the small handful of women in attendance all seemed to notice and comment on the massive sea of men, though the men appeared blissfully unaware of the imbalance.
“They have no idea at all,” one prominent woman said to me, recounting a story about her visit to an advisory meeting of a tech bank board, where she was the single woman in a room full of men. When she brought it up there — not an easy thing for her, since she was the only woman — she was met with a lot of genuine concern when the penny dropped, but few ideas for action.
• Moreover, given her [Sheryl Sandberg’s] positions first at Google and now at Facebook, it is hard not to notice that her narrative is what corporate America wants to hear. - Anne-Marie Slaughter •
The individualistic, libertarian-leaning Silicon Valley types have absorbed the credo that tech is a pure meritocracy, and if there is an imbalance in the number of women in the industry it is a flaw in society as a whole, education, or women’s ambitions. To some extent that is the message of Sheryl Sandberg’s Lean In, which characterizes the barriers to women’s advancement to senior roles as their unwillingness to ‘lean in’ — to be more ambitious, aggressive, and to take on more difficult work.
As Anne-Marie Slaughter put it in a review of Lean In,
Sandberg’s approach, as important as it is, is at best half a loaf. Moreover, given her positions first at Google and now at Facebook, it is hard not to notice that her narrative is what corporate America wants to hear. For both the women who have made it and the men who work with them, it is cheaper and more comfortable to believe that what they need to do is simply urge younger women to be more like them, to think differently and negotiate more effectively, rather than make major changes in the way their companies work.
So is the dearth of women in top jobs due to a lack of ambition or a lack of support? Both, as Sandberg herself grants, proposing that women should “wage battles on both fronts.” Yet she chooses to concentrate only on the “internal obstacles,” the ways in which women hold themselves back. This is unfortunate. As a feminist and a corporate leader, Sandberg seems ideally placed to ask the question that all too often gets lost amid the welter of talk about what women should do, what they should want and how they should behave. When it comes to ensuring that caregivers still have paths to the corner office, how can business lean in?
On a Thursday afternoon in October, Nancy Gibbs, who shattered a glass ceiling the previous month when she became the first woman to reach the top of Time’s masthead, was sitting in the corner office she’d recently moved into on the 23rd floor of the Time & Life Building. Her bookshelf was only half-filled, but they were all presidential biographies and impressive reads about world leaders and executives and the like. Some houseplants and a vase of chrysanthemums showed she was trying to make herself at home.
The 53-year-old mother of two, with chin-length blonde hair and prominent, friendly cheeks, was talking about the challenges she faces as managing editor of a 90-year-old weekly news magazine that has seen better days.
"In order to grow, we need to be able to change," she said. "We need to stop doing things that it doesn’t make sense to do, and start doing things that it does make sense to do. We need to divert resources into the areas with the greatest growth opportunities. We need to be much more nimble and entrepreneurial."
One of the first things she did after being named managing editor was to assess the salaries of women within the organization and make sure those salaries were comparable with what men of equal stature were making. —
Nancy Gibbs, I’m so into you. (via annfriedman)
Do what’s right, and let the chips fall as they may.
I hope Gibbs can make Time lean, agile, and in sync with our postnormal world.
The future of tech is looking… human
Investment in headcount and infrastructure have steadily grown, as companies reach “intermediate” stages of social business. Several are turning their sights from “social media” as an extension of marketing and communications, and seek to push a “social business” agenda throughout the organization. Top findings include:
- Most organizations are “intermediate,” with only 17% self-described as “strategic” in the execution of their social strategies.
- 78% of companies have a dedicated social media team, at the division, corporate or both levels
- Companies are committing more headcount to social media across all sizes of organizations. The biggest jump is for companies with more than 100,000 employees, which now report an average of 49 full-time employees supporting social media, compared to 20 in 2010.
- 85% of companies have an organizational social media policy, yet only 18% of companies report that their employees’ knowledge of social media usage and the organizational policy is either good or very good.
(via Charlene Li, The State of Social Business in 2013 | LinkedIn)
I have this new initiative in my life, and I’m trying to push my colleagues to do it, too, where I want to work less and think more. In a given month, I do a lot of very mediocre stuff, but once in a while I come up with a really good idea. Maybe I’ll come up with two in a month. Those two inevitably happen when I’m either falling into a nap, or coming out of a nap, or waking up slowly on a Saturday morning. I’m trying to engineer more of those in my life. I’m trying to encourage more people to have naps because, hopefully, more people will have these brilliant ideas. —
Brian Halligan, CEO of Hubspot, in an interview by Adam Bryant
I also find the interstitial time between waking and sleeping to be the source of insights and creative ideas.
Courtesy of Chelsea Carpenter I am sharing this list from a talk by John Bielenberg about refreshing the creative process.
THE ARTFUL ACCIDENTS OF GOOGLE BOOKS by Kenneth Golsmith
Pleased to say that I’ve been added to Zemanta’s Tech Circle, in a short list with folks like Fred Wilson, Brad Feld, Hunter Walk, Albert Wegner, and Howard Lindzon.
For no particular reason, I am reminded of the Groucho Marks line,
I would never join a club that would have me as a member.