I have always been a minority member in ICT, despite focusing my entire career on that industry. Official stats on the number of women in technology are hard to find, but it appears that only 20 per cent of ICT professionals in New Zealand are women, with USA and Canada fairing slightly better, around 25 per cent.
Information technology consultant Garry Roberton has documented and blogged that efforts to increase female tertiary enrolments into ICT-related programs have made little difference so far, with the female-to-male ratio "intractably stuck at 20:80".
ICT is a field created by innovative thinkers; technologies should be developed by a population as diverse as its users. By the stats, it does not seem to be the case. There is a risk to lose out on potential innovations when we do not have a diverse workforce fully participating in the creation of technology-based solutions.
This article is not about gender imbalance. I will leave that for another occasion as, in terms of diversity, gender is just one aspect, and focusing only on it would be a narrow view of the subject.
Diversity of thought
I consider diversity as diversity of thought. During my career, I have found rich, innovative thinking both in female and male colleagues, and not gender specific. Yes, of course, as a generalisation and also as another angle of diversity, I have noticed there are different preferences in the ICT profession depending on gender, with my male counterparts showing a marked interest in gadgetry, and hardware infrastructure. For me the attraction has been what it can be achieved through technology: efficiencies, new business models, and innovation. Of course, this may sound stereotyping.
The decline in women interested in technology may stem from a lack of understanding about the diversity of roles available in ICT, particularly those that play to women's strengths.
Diversity is not solely about gender, it is about building a quality team with varied perspectives from the individual participants, and in doing so creating dynamics to achieve outcomes. When in a team, executive or otherwise, it is the assessment of business opportunities and the execution of the plan to get there that really matters. When in a board of directors' setting, it is the effective execution of corporate governance and strategic oversight.
In the same way that approximately 20 years ago ICT professionals found it challenging to gain a seat at the executive table, technology skills have only recently been contemplated as required at board level, complementing law, accounting, and other industry specific knowledge to govern the enterprise.
Typically, boards identify and evaluate significant opportunities and risks, providing informed guidance for major strategic decisions and assessing the CEO's performance. Executing these changes requires experienced individuals, responsible and collaborative, and an environment in which challenging issues can be robustly discussed, where opposing opinions are sought and trust is implicit to discover alternatives and implications -- reaching unanimity but not as a result of group-think.
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