Creating an organisation where women hold senior leadership positions in proportionate numbers should be considered a major change programme.
Plaudits have been exchanged recently for meeting the target of 33% female non-executive directors in the FTSE 350 under the Hampton-Alexander Review. Yet the same review shows this target has been missed in executive leadership. It points to a low appointment rate of women to senior leadership roles, too few female chief executives and finance directors, and several all-male executive teams persisting.
Why has the progress made in the non-executive space been even slower in executive teams, especially given the faster turnover of roles?
Our understanding of the barriers holding back talented women from the top jobs has progressed. Expa
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