A powerful learning experience at Oxford Saïd is helping female employees from Alcatel-Lucent Enterprise realise their leadership ambitions.
Alcatel-Lucent Enterprise is one of the world’s leading networking, communications, and cloud solutions providers. Over a century old, it operates globally with more than one million customers around the world.
Continual evolution is core to Alcatel-Lucent Enterprise and, in a traditionally male-dominated sector, one of its current focuses is to improve gender diversity among its leaders.
'At Alcatel-Lucent Enterprise, we are committed to The Ten Principles of the UN Global Compact (UNGC) and to the United Nations’ Sustainable Development Goals,' explains Chris Donovan, Head of CSR and Internal Communications. 'We regularly consult with employees, and gender equality was identified as a critical area for development. The technology sector has been heavily male-dominated - around 80:20 - and it is clear that colleagues across the organisation want to change this. We believe that diverse and equal organisations are more successful and it is simply the right thing to do.'
Alcatel-Lucent Enterprise has an Employee Resource Group (ERG) called Together which further enables conversations across the organisation on gender diversity, equity and inclusion. The aim of the ERG is to include everyone in the conversation and ensure a level playing field for all employees. The organisation recognised the need for a dedicated leadership development path for female employees to gain additional skills and confidence to move into leadership positions.
'We needed a programme that met two key needs. First, a programme that recognised the specific circumstances and challenges facing female leaders. Second, one that helped participants practically in their careers, rather than being just a theoretical exercise. The Oxford Women's Leadership Development Programme met both these needs and was a clear choice for us,' comments Rukmini Glanard, Executive Vice President, Global Sales, Services & Marketing and sponsor of the Together ERG.
Developed from a study of women CEOs by Oxford Saïd academics, The Oxford Women's Leadership Development Programme aims to address the barriers that women must overcome to pursue their ambitions in leadership and management roles. It has three main themes - self-acceptance, self-management, and self-development.
'The programme walked us through highly relevant topics like the different styles of leadership, influence and power, the nuances of non-verbal communication and tools for self-awareness. It is focused on the sensibilities unique to women and is tailor-made to address our specific professional challenges,' comments Vaishnavi Yerasala, Junior Product Line Manager.
One of the overall aims of the programme was to help participants better understand the fundamentals of being a leader and how they individually fit into the bigger picture at Alcatel-Lucent Enterprise. Being a leader is not just a job title, but a mindset and way of behaving.
Vaishnavi elaborates: 'The programme has helped me understand that leadership is not a destination to be reached but a continual journey. To me, leadership is a way one carries oneself in your personal and professional life.'
Since the programme, participants have been able to implement their learning in their day-to-day roles. It has had an impact on them personally and on their contributions to the wider organisation.
'I was able to learn how to identify my strengths and weaknesses and to accept myself as a leader. For example, I have improved my negotiation skills, which I use in work when I speak with colleagues from different backgrounds,' explains Douaa Hadid, Global Sales Operations.
Gina Sanjines, Pricing Analyst, concurs: 'I try to apply all the knowledge I now have about the type of leader I am and the one I wish to be. Even if I am not a leader by title, there is always a moment when I can try to set an example or influence others positively by putting into place what I have learnt on the Oxford programme.'
Personal mentoring is highly valued at Alcatel-Lucent Enterprise and is something that participants from the Oxford programme have used and contributed to support other women leaders.
'The Oxford programme focuses on the vital importance of mentoring. Immediately after the programme, I contacted a leader back at work who has become my mentor. The knowledge gained from the programme has helped me see a new perspective on how to grow and be a successful leader as a woman. I enjoyed the interviews with women leaders from all over the world - this was a highlight because those incredible and powerful ladies inspired and encouraged me in my journey,' conveys Douaa.
Chris Donovan expands: 'We started a mentorship programme in 2021. Several participants from the programme are now involved in this. Initially, it was as mentees, but now as mentors themselves. They are passing on the learning and experience from the programme and benefitting others within the organisation, which is great to see.'
Nearly 20 Alcatel-Lucent colleagues from around the world have attended the programme. Since attending, four working groups of participants have been set to help look at the strategy, vision, and mission statement for the organisation.
Chris Donovan comments: 'The working groups are a tangible example of the value we have derived from the programme, both for the individuals and the whole organisation. The groups have examined how we have developed as an organisation since 2014 and what the future might look like. The groups have delivered a number of strategic ideas and new messages, which are being reviewed for 2023. It is striking to observe the increase in confidence in the expertise of different individuals and how they are now making significant contributions to the organisation at this senior and strategic level.'
'Ultimately, the objective is for Alcatel-Lucent Enterprise to develop its next generation of women leaders and balance the gender ratio, and the Oxford programme is playing a key role,' concludes Rukmini Glanard. 'We have several measures for gender diversity in which we are making some progress. In 2019, we set targets for increasing the talent pool and for women in senior management positions. It has been a challenge through the pandemic, as many companies will have experienced; however, we are pleased that for management positions, our percentage of women has increased by 3% in 2 years Crucially, we now have a process for helping develop individuals and benefit the whole organisation as we continue this journey.'
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