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"An accessible guide for increasing female presence and leadership in tech companies. Tech giants like Apple and Google are among the fastest growing companies in the world, leading innovations in design and development. Owning most of the world's consumer electronics and digital software market, the cutting-edge tech industry extends far beyond Silicon Valley. The industry continues to see rapid growth and employs millions, in the US it the epicenter of the American economy. So why is that only 5% of senior executives in the tech industry are female? Underrepresentation of women on boards of directors, in the C-suite, and as senior managers remains pervasive at these giants. As tech companies are plagued with high-profile claims of harassment and discrimination, and salary discrepancies for comparable work, what exactly is preventing women from reaching management roles, and, more importantly, what can be done to fix it? The Future of Tech is Female considers the paradoxes involved in women's ascension to leadership roles, and suggests industry-wide solutions to combat gender inequality. Drawing on 15 years of speaking, conferencing, writing, and publishing, Douglas M. Branson traces the history of women in information technology in order to identify solutions for the current issues facing women in the industry today. Branson explores a variety of solutions such as mandatory quota laws for female employment, pledge programs, and expansion of the H1-B VISA program, and grapples with the challenges facing women in IT from a range of perspectives. Branson unpacks the plethora of reasons women should hold leadership roles, both in and out of this industry, and concludes with a call to reform attitudes toward women in one particular IT branch, the video and computer gaming field, a gateway to many STEM futures. An invaluable resource for anyone invested in gender equality in the boardroom, The Future of Tech is Female lays out the first steps toward a more diverse future for women in tech leadership. This book provides a sobering look at gender gap while painting an encouraging picture on how the world's fastest growing industry can work towards breaking the glass ceiling."--Publisher

part Part I Portraits of Women CEOs -- chapter 1 The Fall of Jill Barad at Mattel Toy -- chapter 2 Carleton Fiorina at Hewlett-Packard -- chapter 3 A CEO Success—Andrea Jung at Avon Products -- chapter 4 Plowhorse—Marion Sandler at Golden West Financial -- chapter 5 Anne Mulcahy at Xerox and Patricia Russo at Alcatel-Lucent—Fix It CEOs -- chapter 6 Go Where They Aren't -- chapter 7 Two Additional CEO Portraits -- chapter 8 Five Who Leave Few Footprints -- chapter 9 CEO Additions of 2008–09 -- part Part II Why There Aren't More -- chapter 10 Why Women? -- chapter 11 How We Choose CEOs -- chapter 12 Glass Ceilings, Floors, Walls, and Cliffs -- chapter 13 Work–Life Issues and the Price of Motherhood -- chapter 14 In a Different Register -- chapter 15 Legacies of Tokenism: Retreats into Stereotypes -- part Part III How to Get There -- chapter 16 Narcissists, Malignant Narcissists, and Productive Narcissists -- chapter 17 Good-to-Great Companies and Plowhorse CEOs -- chapter 18 The Plowhorse Versus the Showhorse -- chapter 19 Education, Mentoring, and Networking -- chapter 20 Lessons Learned -- chapter 21 Conclusion: Evolving a New Paradigm for a New Century.

pt. 1. Glass ceilings, floors, and walls. -- Restraints on advancement -- Glass ceilings and floors: the court cases -- Prices of motherhood: stereotyping, work/life issues, and opting out -- In a different register: women in the governance model -- Bully broads, iron maidens, queen bees, and ice queens -- pt. 2. Climbing the corporate ladder: myths and realities. -- Routes to the top: the advice -- The road to the top: the evidence -- The 2005 proxy data -- Women and minorities in organizations: the legacy of tokenism -- pt. 3. Corporate governance and the keeper of the keys to the boardroom. -- Corporate governance in America -- Women, culture, and the U.S. model of corporate governance -- Women in corporate governance: the numbers versus the expectations -- pt. 4. Getting a seat at the boardroom table. -- Paradigm shifts: a tale of three women -- Prescriptions

"Once the guardian of the nation's capital markets, known as an efficient regulator with a highly respected enforcement program, the [SEC] is now the subject of much criticism and is mired in scandal." Ralph Nader, a critic of government regulation in all its forms, once rated the SEC as the best agency in Washington, head and shoulders above any competitor. Today, those in the securities industry seem to exhibit little fear of the agency and enforcement actions by it. Major scandals (Bernard Madoff, R. Allen Stanford, WestView Capital) go undetected (at least by the SEC) for years or decades, finally unraveling with billions of dollars in investor losses, leaving the SEC only to sweep up and turn out the lights.3 It seems each year, one or more major securities-related scandals has unfolded, undeterred in its formative stages by the prospect of SEC action; at full flower, these scandals may be policed and detected by state attorneys general, state securities commissions, or private plaintiffs, but almost never by the SEC.

Why is corporate irresponsibility "America's newest export?" Of the world's 100 largest multinational corporations, forty-seven are headquartered within the European Union. Forty-six are headquartered in the United States. Is Professor Mitchell telling us that the Anglo-Dutch Unilever is more responsible than, say, Procter & Gamble? Is Total-Fina, the French petroleum giant, more responsible than Chevron-Texaco or Exxon-Mobil? After all, it is Total, and not the U.S.-based Unocal, that is the operator of the Myanmar pipeline with which Mitchell opens his book, as an example of corporate irresponsibility. International human rights organizations are suing on behalf of Myanmar citizens brutalized when Total and Unocal used the Burmese army as a subcontractor to provide security on the pipeline project.

In the area of corporate social responsibility, where to go and how to get there are major questions facing corporations, their lawyers, investors, and governmental agencies alike.' Questions of "where to go" facing corporate executives and others include how much corporate social responsibility is enough and what forms social responsibility should take. Other questions concern which of the socially responsible measures corporations could take portend the greatest good for the greatest number, or on the more pragmatic scale, which measures will win the greatest amount of public or governmental acceptance. What roles government, citizen groups, or investors should play in inducing or in monitoring corporate social responsibility are questions of "how to get there."' Much debated and often heavy-handed or economically wasteful devices have been proposed as means of achieving desired levels of corporate social performance. These proposed devices include federal chartering of corporations, federal minimum corporate law standards, use of shareholder public interest proxy campaigns, installation of public interest directors on corporate boards of directors, and directors' election by specified constituencies drawn from labor, consumers, or suppliers.' This article's supposition is that perhaps none of these devices offers as much promise in getting corporations to an optimum level of social performance as does corporate social accounting. Indeed, combined with some disclosure of accounting results, corporate social accounting will aid in defining what an optimum level of social performance might be. The corporate social audit, together with public reporting, can be the Cheshire Cat of today's corporate world. As such, it is more benevolent-sitting on the rail telling corporations where to go and how to get there with less acrimony, delay, or inefficiency-than federal chartering of corporations, public interest proxy campaigns, or any other device reformers propose.