Entries by automotivenext

Artificial intelligence and machine learning are everywhere.

Written by: Christie Coplen, consultant, Spencer Stuart, and member of AutomotiveNEXT

Artificial intelligence (AI) and machine learning continue to capture headlines and spark questions about the future of work, the type of leaders required, and the potential implications for organizational culture.

AI and machine learning are already everywhere. Airlines and other organizations that rely heavily on planning and logistics have been using AI for a long time. The same goes for large manufacturers, financial services firms, and even utilities. Do you use Google? It’s built on machine learning relevance.

Lack of diversity is a complex problem. So where do you start?

Written by: Christie Coplen, consultant, Spencer Stuart, and member of AutomotiveNEXT

We’re all familiar with the numbers. Study after study finds greater numbers of women “disappearing” at each successive level of most organizations. According to a study by LeanIn.Org and McKinsey & Company, by the time women reach the SVP level, they hold just 20 percent of the line roles that are the most likely to lead to the C-Suite. That number dips to 16 percent for women in automotive and industrial manufacturing. Ethnic and racial minorities also are underrepresented at all levels of leadership. Research has found that of executives one to three levels below the CEO, only 8 percent were Asian males, and black and Hispanic leaders of both genders combined constituted less than 7 percent.

The sheer scale of systemic change required to make meaningful progress in diverse representation in leadership roles can seem overwhelming. A question I hear often is: “Where do we begin?” Here are some practical steps senior leaders and their organizations can take now to improve diversity and inclusion.

Mentoring is a passion

Written by: Gene Oswalt, Vice President, Benefits, Compensation, M&A, Robert Bosch LLC, and Vice-Chair, AutomotiveNEXT

What is my passion?  Mentoring others.  Why? It’s like giving a gift, and being able to watch someone open it—the joy really is in the giving.  I also think of mentoring as my way to “Pay It Forward.”

When I was in an early leadership role, and was struggling with a particular challenge, my boss showed me a piece of paper that he had taped above his desk.  On it were these words:

Good judgment comes as a result of experience.

Experience comes as a result of bad judgment.

There is no shortcut to maturity—it comes one day at a time.

He then gave me the piece of paper, which has been taped to every desk or office wall I’ve had ever since—for more than twenty years. 

Intentional Invisibility

Written by: Joan Hart, Vice President, Corporate Program Management & Process Excellence, ZF Group and executive committee member, AutomotiveNEXT.

Visibility is a good thing, right? Harvard Business Review points out the challenges women face when visible and three reasons why some women choose to stay out of the spotlight:

• Avoiding backlash in the workplace
• Finding professional authenticity
• Parenthood pressures

Men Overestimate How Much They’re Helping The Women They Work With, Says New McKinsey Report

Written by: Elizabeth Griffith, Director of Engineering – GM Global, Faurecia Interiors, and chair, AutomotiveNEXT.

As a woman leader, I have always found it important to share information – particularly statistics.

This article published in Fortune continues to analyze gender parity discrepancies – 70,000 survey respondents from 222 companies comprising more than 12 million employees. Of significance is the accompanying article by Sheryl Sandberg stressing how much more work needs to be done. Please read and share your thoughts.