More women in leadership!

McKinsey’s latest study, ‘Diversity matters even more’, shows that more women leaders have been proven to make companies more successful. According to the study, companies with more women in leadership positions around the world are 39 percent more likely to be profitable than those with fewer. This finding has been known since 2014 and is confirmed every three years. Yet nowhere in the world and nowhere in Germany – certainly not even in the hospitality industry – has there been an obvious turnaround at management level.

According to psychologist Ines Imdahl, women not only ensure greater profitability, but also demonstrated the “world-changing” ability of the Women’s Forum participants. “Women’s attributes add value to the world, to politics, to companies and to men,” said Imdahl, using a representative study of deep psychology to demonstrate that clichés can be reinterpreted. The attribute “too complicated”, for example, can be reinterpreted as women’s ability to integrate complex contexts. This strength, according to Imdahl, could help save the world (McKinsey).

Ikea sets an example not only with its furniture but also with its progressive corporate culture. Ulrika Biesért, Head of Global People and Culture at the Ingka Group, is working to adapt the founder’s vision of openness and inclusion to the needs of the modern age. Biesért began her career as a social worker and worked in the company’s male-dominated distribution centre, where she increased the proportion of women in management to 50%. Today, half of Ikea’s management positions are held by women and more women than men are in the succession pipeline.

Ikea focuses on values in recruitment, not just CVs. Employees are treated as ‘colleagues’ regardless of their position in the hierarchy. The company’s culture is one where it is important for everyone to be themselves and feel safe. Biesért describes this approach as a ‘people-centred culture’, which was particularly evident during the COVID epidemic, with Ikea providing extra bonuses, flexibility training and childcare support for its employees.

The company conducts regular employee surveys: 81% of employees feel involved and self-identified, while 80% feel highly engaged. According to Biesért, consistency and vigilance are essential to ensure that the culture continues to evolve, as backsliding can lead to systemic problems. The example of Ikea shows that inclusion and a people-centred approach are key in the modern workplace.