How would you describe your professional journey and what lessons you have learned along the way?
I have been fortunate that my career journey has traversed several countries and industries, providing a breadth and variety of experiences. I have continuously sought opportunities that have allowed me to work on initiatives or in key roles aligned with company priorities while focusing on my key strengths, my passions, and where I believe I can have the greatest impact. My career choices have been guided by striking a balance between playing to my strengths to advance priorities, solve problems, and find opportunities that allowed me to continue to learn and grow. A constant thread has been a focus on driving business outcomes and creating business value through tech. Throughout my career, I have gained insights and identified anchor points that I believe are important to how I navigate my professional journey:
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- Define your own measure of success
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- How you deliver is as important as what you deliver – create a positive culture
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- Focus on the outcomes, not the outputs
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- Lean into your passions and strengths (neutralize weaknesses versus focusing on making them strengths
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- Be open to opportunities, stay curious and find something to be learned from each and every experience
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- Your largest impact is achieved by hiring the right team, not by your individual contributions.
Specifically, as a technology leader, establishing strong partnerships with business peers is critical to understanding the business priorities and distinguishing between the urgent and the important.
What is your perspective on the unequal gender ratio in the Tech industry? In what ways can you think it can be solved?
The data from our latest Women in Tech survey, which found that 85% of women have encountered gender disparity within their teams, is a stark reminder of the work that still needs to be done to achieve gender equality in the field. Forty-six percent report that they are outnumbered by men in the workplace by ratios of four-to-one or greater and only 15% report an equal ratio, which are disappointing statistics.
Gender disparity in tech teams has a number of impacts – from potential bias impacting the progression of female talent, to bias or lack of diversity in perspectives in designing and developing technology solutions. When we consider the development of AI, the importance of diversity becomes even more pronounced. AI systems learn from data that is often reflective of the biases present in society. Without the insights and contributions of women, these systems are at risk of perpetuating and even amplifying existing gender biases, leading to outcomes that may be unfair or discriminatory, particularly against women and minority groups.
Addressing this imbalance requires a concerted effort at many levels, from encouraging women to enter the STEM field, to being more deliberate in supporting women early in career and establishing improved discipline around hiring practices. As the field of women narrows at higher levels, it requires extra time and diligence to ensure representation in the hiring pool which is often overlooked in the quest to make a quick hire.
Please share your perspective on how AI is redefining the workforce.
AI is redefining the workforce by changing the shape of all roles and driving a need for a different set of skills to be successful. Team members now need to understand how to leverage AI in a responsible manner to be more productive, and create bigger impact, or are at risk from being sidelined by someone who is.
AI can automate routine tasks, help provide insights from data quicker, and enable innovation, which in turn allows employees to focus on higher-value work that is aligned with their growth and the organization’s objectives. However, AI is still a very evolving space and therefore that requires a new level of curiosity and agility in employees and a shift in operating models within organizations.
In order to effectively integrate AI into the workforce, taking advantage of current capabilities while keeping pace as technologies evolve requires organizations to adopt a continuous skilling strategy that assesses, indexes, and helps develop the right skills based on the evolving needs of the organization. This is a continuum versus a point in time exercise, and there is no one size fits all. Leaders need to assess the impact and opportunities for AI at a department level and at the individual role level within the organization, and develop upskilling and reskilling strategies to match. Additionally, operational frameworks need to evolve, for example, creating space for experimentation and time for innovation. Creating cross functional teams can be a real accelerator to identify and leverage AI, breaking down organizational silos and creating new ways of working.
What role do reskilling and upskilling play in developing an individual’s career?
Reskilling and upskilling are critical for career development, now more than ever. Roles are evolving and continuous learning is an imperative.
According to our latest IT Skills and Salary report, 66% of tech leaders reported skills gaps in their workforce, most acute in areas like AI. To address this gap, an overwhelming majority of respondents (86%) said training is a prime focus for their organizations. It’s for good reason; when organizations reskill and upskill their talent, leaders emphasize the importance of improving existing talent and narrowing the skills gap, which not only fosters an innovative and adaptable culture but also meets the growing desire among employees to learn and advance. When given the chance to learn new skills that align with their personal needs, like in cutting-edge fields like AI and ML and in important power skills like communication and leadership, popular skills according to our Women in Tech report, individuals are more engaged and feel more valued when organizations offer substantial professional development opportunities.
From an organization standpoint, the investment in employee development is a strategic move for organizations, leading to increased engagement and retention of talent. Companies can better meet this challenge head-on by investing in a targeted skilling program that offers a blended approach to learning, combining interactive learning and an Instructor-Led Training program together. This commitment to employee growth can help leaders reduce turnover and cultivate a robust, skilled workforce. By enabling reskilling and upskilling opportunities, leaders can maintain a dedicated team, underscoring the importance of investing in people as a core component of organizational success.
As a change leader, what advice would you give to women in the workforce?
My advice to women in the workforce centers on knowing your strengths, passions, and values, and finding roles that allow you to lean into these while fulfilling business objectives. Stay curious, open-minded, and true to yourself. Be an advocate for yourself, and don’t be shy about reaching for the next opportunity. Even if this is not the opportunity for you, you have made people aware that you are open to new responsibilities. Choose a workplace that supports and encourages your progression, and your development goals. Maintain a strong network.
In the current environment, organizations and roles are evolving at a rate we have not previously seen, and therefore, it’s important to invest in yourself with continuous learning and skill development. It can be as simple as reading an article each day on a topic of interest or an area of leadership development. Voice your aspirations and find mentors and sponsors who will support you. You’ve got this!
CIO, Skillsoft