Category Archives: Personal Empowerment

INDIA

The pandemic should be a wake-up call for all educators to see the world around us in a different light. We may be able to see more clearly what is important and what perhaps is not.

This has given us the chance to ask ourselves whether what we are teaching is really preparing our students to be good citizens and the global leaders we need, the kind of leaders the world needs at a time like this, the kind of leaders who can make decisions based not just on spreadsheets but in a truly volatile, uncertain, complex and ambiguous environment.

COVID-19 shows the need to include entrepreneurship education in the curriculum of Indian higher education institutions. It is a powerful means of reducing poverty, creating sustainable governance, stimulating resilient infrastructural growth and boosting innovation, in addition to enhancing social and environmental sustainability.

It includes innovative ways of thinking, openness to new experiences and assessing issues such as value creation.

If students are developed with an entrepreneurial mindset, they will become self-reliant and self-confident. They will be ambassadors able to resolve their local and regional problems with innovative ideas, solutions and sustainable business models which are aligned with Sustainable Development Goal 9 (SDG 9) of the United Nations.

Investing in entrepreneurship education can create an entrepreneurial mindset and eventually this translates into developing an entrepreneurial orientation among young people. An effective entrepreneurship education policy is a prerequisite for any emerging economy to empower its people with the knowledge and ability to fish rather than just giving them a fish.

However, the broader objective is to increase the number of individuals starting new ventures and developing an entrepreneurial culture to reduce poverty (SDG 1) and to play a key part in reducing inequalities within and among countries (SDG 10).

National Education Policy

In the past five years, the Indian government has sought to create an entrepreneurial ecosystem and has been supporting young peoples enterprise, encouraging them to leverage their entrepreneurial skillsets and knowledge to become self-employed. This has acted as a catalyst for entrepreneurship as a career option for graduates across the nation.

To help young people to pursue this entrepreneurial passion and become job creators, the new National Education Policy 2020 of India has set a roadmap for Indian higher education institutions with its emphasis on the holistic development of students through multidisciplinary education and vocational training.

It has emphasised that education must move towards less content and more experiential learning to create positive outcomes, including increased creativity and innovation, risk-taking ability, critical thinking, problem-solving abilities, teamwork, communication skills, more in-depth learning of curricula across fields at all levels and a spirit of service towards the social community.

Quality education must build character, enable learners to be ethical, rational, compassionate and caring, while at the same time preparing them for gainful, fulfilling employment (SDG 4).

In this way, Indias higher education institutions have been bestowed with a great responsibility to prepare young generations to become more self-reliant, independent and sustainable. They need to bridge the gap between the perceived desirability to become an entrepreneur and the feasibility of creating a new venture.

Entrepreneurship education should help them to bridge the gap between the current state of student learning outcomes and the vision of the National Education Policy. It must prepare young students for more meaningful and satisfying lives in terms of successful careers which in turn add economic, social and cultural value to society.

The channelling of young people away from taking a job that someone else has already created towards creating jobs by conceiving and starting up new businesses is aligned with the prime ministers Self-Reliant India Mission concept and with SDG 8 of the United Nations.

Innovation and entrepreneurship

The Association to Advance Collegiate Schools of Business (AACSB) has encouraged its accredited colleges to deliberately include coverage of specific topics like social responsiveness, responsible leadership, sustainability, engagement and societal impact in undergraduate business curricula by revising their standards and integrating them into their curriculum.

AACSBs proposed 2020 business accreditation standards give hope that business schools will rethink their activities and focus more on integrated approaches to the curriculum (SDG 4) as well as their engagement and societal impact (SDG 9).

Entrepreneurship education, innovation and technology were chosen as a grouping due to the critical impact they have on one another. Although all AACSB-accredited business schools (and probably those not accredited as well) have included some type of course related to information technology, there is wide scope to enhance student learning outcomes around developing their entrepreneurial skills.

Technology is often a source of entrepreneurial opportunity, which is the result of the creative process. Likewise, entrepreneurial thinking sometimes results in technological innovation and the creative process can result in both new technology and-or entrepreneurial businesses.

Global challenges

Entrepreneurial capacity building is not simply linked to employment, but also plays a pivotal role when it comes to addressing some of societys toughest challenges by constituting a synergy between economic development and achievement of the United Nations Sustainable Development Goals.

Many of the worlds governments, think tanks, non-governmental and international organisations now look towards entrepreneurship as a key part of the solution to ending poverty and social inequity, promoting womens empowerment and implementing business solutions for our global societal challenges.

To achieve these United Nations SDGs, Indian higher education institutions and universities need to foster the development and infusion of entrepreneurship education curricula that explicitly target and enable young people to successfully become the next generation of entrepreneurs.

In doing so, we must ensure that the entrepreneurship curriculum is preparing leaders to deal with situations such as COVID-19, shocks to business as usual that are likely to continue to occur in the future, and helping educators and students to adapt quickly, to work together and innovate.

As we move past merely surviving this crisis, what happens next is becoming increasingly important. We need to think how we can use this crisis as a crucial opportunity to rebuild better than before, and how we, as higher education entities, as teachers, as researchers and as consultants, can contribute to the Sustainable Development Goals.

Professor Dr Balvinder Shukla is professor of entrepreneurship, leadership and IT and vice-chancellor of Amity University, Noida, Uttar Pradesh, India. Professor Dr Anupam Narula is professor of marketing and deputy director (alumni relations) at Amity University, Noida, India. The views expressed are personal.

More:

Why entrepreneurship education can help meet the SDGs - University World News

Earlier this month, mourners, including senior government officials and ministers, gathered in Johannesburg to remember Hlengiwe Mkhize. (GCIS)

Maite Nkoana-Mashabane pays tribute to Prof Hlengiwe Buhle Mkhize, who died earlier this month, describing heras aa seasoned leader, a comrade in good standing, a friend, a sister, a wife and a mother.

The untimely death of Professor Hlengiwe Buhle Mkhize, the Deputy Minister in the Presidency for Women, Youth and Persons with Disabilities is still so painful to come to terms with. I join the Mkhize family, and South Africa at large in shock and sadness as we mourn a seasoned leader, a comrade in good standing, a friend, a sister, a wife and a mother.

Since the news broke of her death, I have reflected on her life and her contributions to our country and the world. Her invaluable contributions to society are perfectly captured in Albert Einstein's words, "The value of a man should be seen in what he gives and not in what he is able to receive".

Professor Mkhize embodied the true meaning of servitude. She devoted her personal and family time to serving the people of our country, her movement, the ANC and our government.

I am grateful to have had the opportunity to work with her at the Ministry in the Presidency for Women, Youth and Persons with Disabilities. She had a fine political mind and a genuine commitment to public service. Over the past couple of years I witnessed her passion for the empowerment of our people and the end to social injustices.

She was particularly driven by the need to empower and capacitate women and vulnerable groups in society. She passionately spoke of the need for the voices of youth, especially young women, in all decision-making processes.

READ |Official funeral declared for deputy minister in the presidency Hlengiwe Mkhize

Even in governance, Prof Mkhize always encouraged us to serve the people of this country to the best of our ability.

Her professional background in clinical psychology and serving as a Commissioner at the Trust and Reconciliation Commission, her unwavering spirit to understand the human being and internalise the pain we suffer due to subjugation has remained with me through the years. She will be remembered for her extensive contributions to the development and advancement of our country, among many for being a critical thinker, and an intellectual of note.

She was indeed a visionary who was brilliant, innovative and strategic. As the Ministry of Women, Youth and Persons with Disabilities, we have lost a trailblazer, a humanitarian and a leader who was not afraid to take a stand against injustices.

Beyond governance, I also witnessed her contributions in strengthening the ruling party of South Africa.

Several leadership roles

She served in several leadership roles within the ANC. She passed on the baton to me as the former Treasurer General of the African National Congress Women's League (ANCWL). We also served together in the United Democratic Force and grew together in the sector of diplomacy, where she excellently represented our country as the country Ambassador to the Netherlands.

In addition to her love for transformational leadership, Prof Mkhize was a teacher at heart and a scholar of note. Those of you who knew her personally would recall her passion for education as an essential tool for addressing many of the social ills facing the vast majority of society. And when given the opportunity, she always used it to teach those around her about her experiences, knowledge and skills.

Over the past few years we have worked closely to ensure that the mandate of the Ministry of Women, Youth and Persons with Disabilities is met and is evolved.

READ |Mourners remember Hlengiwe Mkhize as principled and a fighter for women's rights

She often challenged me to continue to amplify the needs of the people we serve, particularly those with disabilities. As the world recognises September as International Month for the Deaf, we remain committed to keeping the teachings and convictions of Prof Mkhize alive to building an inclusive country for all.

As our country continues to celebrate the year of Charlotte Mannya Maxeke, I cannot avoid drawing linkages between these two amazing women of our country. Professor Hlengiwe Mkhize will be forever remembered as a stalwart, as an innovator, and someone who has made a tremendous contribution to so many areas she has touched.

We are grateful to the Mkhize family for sharing Prof Hlengiwe Mhkize with us. May the family and country be consoled by the fact that she lived a life of purpose. I am reminded of the words of one classic Greek author who once argued that"What you leave behind is not what is engraved in stone monuments, but what is woven into the lives of others".

We commit to continuing the work that Prof Mkhize believed in the advancement and full recognition of the rights of women and vulnerable groups. We remain inspired by her legacy and teachings that will sustain us to continue to serve our country and its people wholeheartedly.

- Maite Nkoana-Mashabane is Minister in the Presidency for Women, Youth and Persons with Disabilities

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TRIBUTE | Prof Hlengiwe Buhle Mkhize was the embodiment of servitude - News24

This article has been sponsored by TVS Motor Company.

A few years ago, a group of men living in a remote village in south India had discovered an alarming threat the handbag.

The handbag was not like any ordinary bag they had seen. It was not as much about how it looked but what it did and carried that bothered the men in this village.

Available in different shapes, sizes and colours, they noticed that the handbag had the same effect on the wearer a seemingly dangerous transformation for every village woman who donned these handbags. She became confident, fearless and free.

This is an observation that author Snigdha Parupudi points out in her new book, The Silent Revolution The Journey of the Srinivasan Services Trust. The book encapsulates the two-decade-long journey of rural development initiated by a trust called Srinivasan Services Trust (SST).

A symbol of upward mobility for a marginalised section of society the women, carrying a handbag represented the act of breaking patriarchal shackles.

Inside the bag there is money, there is freedom, there are plans for the future. A woman with a handbag has things to do and places to be, writes Parupudi.

With SSTs support, women who were working in self-help groups (SHGs) were able to earn a good living, provide education for their kids and ensure financial stability for their families. They carried their money and their agency in these handbags, which soon began to intimidate many men in the village, says the author in conversation with The Better India (TBI).

However, the wave of positive change soon swept over them when the realisation dawned that financial empowerment of women is indeed beneficial for their families and the whole of the community, in the long run.

Such are the instances of positive impact that Parupudi captures in her book that introduces readers to SSTs inspiring journey of being an enabler of this transformational change in underserved rural communities. Through interesting anecdotes and unique first-person narratives, the book unfurls the inspiring stories, which are both deeply personal and empathetically collective.

The Srinivasan Services Trust (SST), the social arm of Sundaram-Clayton Limited and TVS Motor Company, was founded in 1996, in honour of the companys founder T S Srinivasan, with an aim to realise his dream of initiating an equitable, participatory and sustainable development in society. For this, SST focuses on empowering communities from within through a sustainable model of converting individual beneficiaries into community leaders.

The Trust partners with government agencies, at the state and district levels, as well as like-minded corporates to drive large-scale transformation.

One of the primary goals for SST at the initial stage was to remedy the severe income inequality, especially in the rural communities. For any change to take place, they had to inspire faith in the people, which was only possible by improving their ability to earn a living.

Hence, SST began by identifying better livelihood opportunities. They established self-help groups, initiated skilling programmes, helped them benefit government schemes and assisted those with a job to optimise their work through sustainable practices, be it in agriculture or livestock.

It was only after the community members realised their own potential to earn a good living to sustain comfortably that they considered improving other aspects, which includes education and better hygiene.

From empowering women, educating farmers, to setting up primary health centres, balwadis and anganwadis as well as supporting rural schools, SST has managed to intervene at every level to implement its holistic developmental approach.

The book narrates such exemplary interventions initiated by the Trust across six key pillarseconomic development, environment, social and cultural development, infrastructure, healthcare and education. This helped improve the lives of rural communities.

Released on September 22, 2021, commemorating 25 years of SSTs journey, the book which is published by HarperCollins India, hopes to be an inspiring read for Social Science students looking to focus on rural development, government agencies or even corporates deliberating on the best model for CSR implementation.

This book is testimony to the upbeat growth stories across 25 years, that started with few villages in 1996, has touched around 5,000 villages across five states in India, in some way or the other, positively impacting the lives of approximately 3 million people, to date, writes companys chairman Venu Srinivasan in the books foreword.

Speaking about her journey writing her first book, the author Parupadi adds, In many ways, this book was very personal to me. Growing up, I had spent 5 years studying in a rural government school in Chidambaram, where I witnessed many of my female classmates dropping out even before they completed Class 10. While traveling and researching for the book, I could relate to similar instances. But the larger goal, at all times, was to be a medium to reflect the silent revolution that was started by SST and lived by the thousands of beneficiaries.

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A Silent Revolution: The 25-Year-Long Journey of Rural Transformation Across India - The Better India

The Neiman Marcus Group is doing something remarkable. The renowned luxury retailer has prioritized how it inspires a sense of Belonging (made up of Diversity, Equity, and Inclusion) in a unique way that is transforming the entire company: by leading with love.

In the span of a year, and during a global pandemic, the Neiman Marcus Group has refocused its attention on itself, knowing that to succeed in todays market, brands need purpose and intention. Its an initiative where empathy, compassion, unconditional love, mindfulness and personalized service supersedes outdated corporate thinking and it is an effort being led by women.

Geoffroy van Raemdonck, Chief Executive Officer of NMG, said the company is assembling an incredible team. Were promoting from within and recruiting the best minds in and out of retail. NMG is becoming an incubator for not only the worlds most iconic brands but the most game-changing ideas. Were creating a culture where diversity of thought is welcomed, people of all gender identities can thrive, and everyone feels like they belong.

And it is that sense of belonging that lies at the heart of why this approach works. For women leaders at NMG such as Katherine Greenberg, Vice President and GMM of Womens Apparel at Neiman Marcus, and Tasha Grinnell, Vice President & Assistant General Counsel at the Neiman Marcus Group, leading with love is especially essential for the store teams and the customers they serve. When asked to explain what leading with love means and how it works, Greenberg described it as a multi-faceted approach.

Foremost it is inspiring my team and thinking through how I can motivate and support them, Greenberg said. As a leader, I believe its crucial to have confidence in your team and give them flexibility and autonomy. They might not always succeed, but it then creates opportunities for conversations for mentoring and maturing.

Greenberg said for her part, shes been afforded flexibility in her own career and that has helped me to become a leader and I want to share that with my team. The leadership approach is also about extending support to the store family. Our store teams are the backbone of NMGs success, and they connect with our clients daily via online and remote selling, so it must be a priority for us to be their biggest cheerleaders and advocates, Greenberg explained. Finally, leading with love is using all the available data to curate the best assortment for our clients and technology to provide a personalized integrated luxury experience wherever they are. We have to anticipate what they will want to wear and delight them with items they will love.

For Grinnell, leading with love means that we lead with empathy, and great care for our team and our customers and our community.

And leading with love is especially appropriate as I think about what we faced during the last year, and how it impacts our culture, Grinnell said. Ive been the legal point person for all things pandemic, and it is uncomfortable at times but when we have the philosophy as a company, overall, that we are leading with love, it makes it easier to make decisions that impact peoples well-being, and positively impacts peoples careers.

Grinnell and Greenberg also noted that the Neiman Marcus Group has a rich history of female leaders and today is no different. Indeed, women leaders are in the companys DNA. Past women leaders include co-founder Carrie Marcus Neiman and notable executives such as Karen Katz and Neva Hall.

Jerrie Marcus Smith, who is the eldest daughter of Stanley Marcus, and whose great aunt was Carrie Marcus Neiman, recently published a biography on Carrie titled: A Girl Named Carrie: The Visionary Who Created Neiman Marcus and Set the Standard for Fashion. In a story about the book, the Dallas Morning News said Smith offers up a rich history of a mysterious aunt who emerged as an icon on multiple levels: As a woman, forging a brave identity in the worlds of commerce and fashion in the early 20th century, and as a Jew, leaving a lasting imprint in a Southern city dominated by Christians and conservatives. And, of course, males.

Smith, quoted in the article, said her great aunt certainly did her part in shattering the glass ceiling.

So, it is no surprise that as a woman co-founded and majority-women-led company, women represent the majority of the Neiman Marcus Groups Board of Directors. And across the company, women garner 50 percent of leaders (Senior Vice President and above) and they represent 62 percent of Vice President and above positions while composing 70 percent of all corporate and store employees.

Its also noteworthy that 50 percent of Neiman Marcus Groups 9,000 store associates identify as minorities. And in fiscal year 2020, the company outpaced the U.S. population in terms of Asian associates at every level of the company, and its stores had more Native Hawaii or Other Pacific associates than the U.S. population as well.

But if women leadership and diversity are already embedded into the company, what makes this recent approach different?

For Greenberg, it is because women are leading across the organization in traditionally male-dominated fields from finance to supply chain to customer analytics to the boardroom. The cross-functional collaboration of women across the Neiman Marcus Group is a unique aspect of our organization.

Grinnell noted that NMGs leading change initiative transcends the corporate offices. Leading with love is put into practice every day, and it means were supporting each other, our teams, our suppliers, and our communities, Grinnell added. Were encompassing the respect that we show for our teammates, and in the team building, which were employing through flexibility and empathy.

Its important to note that NMGs women leading change initiatives is not a campaign or temporary effort. Its a long-term, groundbreaking transformation of the luxury retailer. Interviews with other NMG women executives revealed the Neiman Marcus Group as a company is breaking traditional business rules and doing so in a refreshingly authentic way.

Tatiana Ferreira, Senior Vice President of Customer Service Excellence and East Region Integrated Retail at Neiman Marcus, for example, said what makes the company different is the energy and how our leaders show openness and vulnerability.

Ferreira said the company culture now is not to sugar-coat anything and present anything as picture perfect, and that were on a flawless trajectory driven by perfect decisions. She said its the opposite, and noted that leading with love really gives us the space to be our true selves. And thats huge for me. It really builds a level of connection that I have never experienced before in any of my previous roles. Ferreira acknowledged that allowing colleagues and team members to be vulnerable requires a safe environment, and very strong support, she said, adding that as were driving the work, were doing it together. And with that togetherness comes empathy and tolerance.

Chris Demuth, Vice President of People Services at the Neiman Marcus Group, said the pandemic really forced the issue for us to get very real about whats acceptable. When there are babies crawling on you during a meeting, and when there are dogs barking in the background and theres somebody else on camera or the baby was hanging over the back of your colleagues neck, you have to accept and embrace it.

Theres so much more forgiveness now, and empathy, and it is across the women in the organization as well as the men so were very fortunate, While shes only been at the company for about six months, Demuth said she feels fortunate that she walked into a place that was already showing and demonstrating purpose and leading with love and empathy on a daily basis.

Grinnell, who was recently named an honoree for the Women in Business Awards by the Dallas Business Journal, and a 2021 finalist with D Magazines D CEOs Corporate Counsel Awards, said the Neiman Marcus Group is definitely a place where diversity is valued, and were truly encouraged to be authentic.

Women are leading change here, because we are in a position to really collaborate and achieve our goal, and to move the company forward together, Grinnell said. And they are leading change by listening and communicating and showing empathy. We really do listen to our teams and our customers, and especially after the isolation and separation from each other during this pandemic, its even more apparent that we needed to listen and communicate. And we, as women, tend to do that very well as a group. We understand our people and institution and why its important to be empathetic. And that is the key to leading change. We are showing our stores, our partners and our customers that we too have faced challenges. But we are forward looking and forward thinking and leading change together.

Demuth agreed, and noted that the company culture puts feeling and emotion at the forefront, whereas in business typically, thats not done. Amanda Martin, Senior Vice President of Supply Chain at the Neiman Marcus Group, echoed that sentiment, and added that the energy and authenticity is remarkable, and unlike anywhere else. Regarding leading with love, Martin said it also has a service to others dimension that is essential to its success.

For me personally, its about leading for other people, said Martin. It is servant leadership and done in everything that you do. And it requires looking through a lens of how is this benefiting the whole? And not through the lens of the individual. It is not a self-serving strategy. So, it has been hugely beneficial for us as an organization.

Martin also said there is a cross-functional collaboration also occurring which includes a number of different and diverse perspectives that come to the table. I think weve hit a really pretty amazing stride in how we blend that, as a company, which has been a real recipe for success, quite honestly.

For Stefanie Tsen Ward, Senior Vice President of Customer Engagement and West Region Integrated Retail at the Neiman Marcus Group, the company makes plenty of room for everyone to be their most authentic self which empowers leaders. The common denominator is that we are all human, Tsen Ward said, adding that to authentically lead together, during the pandemic, created a positive energy that was a gift that kept giving. And on a personal level, this is something that I value. It also lit up a light inside that made me want to lead authentically, more.

Cheryl Han, Vice President of Online & Customer Strategy at Bergdorf Goodman, said leading with love is all about connection and about connecting in two sort of different ways. The first is connecting with the customer, she said, adding that as a leader you strive to connect team members with a customer in a way that has impact. Were here because we love our customer and because we want to serve our customer. Being able to provide a personalized experience and connection is part of being a steward of our customer. And we also connect with each other, which results in bringing us together in unexpected ways that bonds us.

Han said the leading with love approach, and the connections and bonds created by it, works well because it is a company-wide practice. So, whether the leader is in the digital business or creative and marketing, or supply chain or at the store level, everyone is encouraged and empowered to be their best and most authentic selves.

And as a result, the contrast between the culture at the Neiman Marcus Group versus most other businesses is striking and stark. Just imagine going to work and not having to constantly maintain your guard or having to pretend to be happy. Leading with love frees you up and it is energizing, and allows everyone to focus on their goals, the teams goals and, perhaps most important of all, focusing on meeting the needs of the customer.

Leading Change

As Geoffroy van Raemdonck, Chief Executive Officer of NMG, noted, the company has created a culture that generates game-changing ideas, where diversity of thought and fostering a sense of belonging is key.

But to make it work, the approach must be practiced daily and it starts at the top, right from the CEOs office, throughout the C-suite and then across the entire company. Here, senior leaders at the Neiman Marcus Group (NMG) discuss the companys transformation, the role of women in leading change, and how they describe their own leadership style.

Darcy Penick: President, Bergdorf Goodman

Can you describe the transformation of NMG?

Bergdorf Goodman has a long history as a preeminent luxury retailer; and, consistent with the group vision, we are evolving and modernizing the business while staying true to leading in luxury fashion. We continue to do that through creating exceptional moments and experiences for our customers. While some brands are focused entirely on being all things to every type of consumer, our goal is to be the destination for luxury and serve everyone who wants to be a part of that.

What role did women play in leading this change?

As a whole, the group is co-founded by a woman and has many female leaders in critical executive roles. We represent most of the companys Board of Directors, and Bergdorf Goodman itself has a majority-female leadership, which is something I am very proud of. I have often observed how having female leaders motivates more women to aspire to these roles.

How would you describe your leadership style?

Empowerment through conscious leadership. As a steward of this exceptional brand and organization, I want to be intentional with how we support and guide it.

Women in leadership is a topic that is near and dear to my heart, and there is a need for women to help other women throughout their journey to the top. There isnt a playbook for women in C-level positions, so the more questions we ask and assistance we offer, the more we can help women thrive in leadership roles.

Mentorship has been an excellent foundation for my career, and I have had the privilege of working with some incredible men and women who have taught me how grace, empathy and wisdom are all powerful leadership qualities in todays ever-evolving industry.

In what ways does the NMG further empower women?

Because of our large female workforce, there are many women to emulate and learn from. The group is intentional in its development of female leaders. NMG has built a strong internal community that is hyper-focused on culture and belonging that acts as a pillar of support for everyone at the company, regardless of gender and background.

How else is the NMG breaking the glass ceiling?

In addition to our female Executive team, our Board of Directors is predominantly made up of women whose leadership styles are valued, encouraged, and we hope will ultimately inspire more women to join the group. I am very proud of that.

Lana Todorovich: President and Chief Merchandising Officer, Neiman Marcus

Can you describe the transformation of NMG?

Neiman Marcus is in the process of an exciting transformation, working to revolutionize luxury experiences for our customers, while continuing to curate unique luxury lifestyle assortments. For over a century, weve been innovators in how customers engage with luxury. We create magic through connecting customers with products and experiences, and this fresh thinking continues to this day.

I am also proud of the work weve done over the past year to transform how we work with our brand partners, by creating collaborative partnerships and an eco-system designed to deepen the relationships and emotional connection with our extremely loyal and engaged customer base. We have the best customers, and we deliver on that promise through exciting products, bespoke service and engaging with our customers seamlessly in flexible ways: in stores, online or through remote selling.

What role did women play in leading this change?

The women of NMG have been at the forefront of this transformation, defining our mission and creating and leading critical strategies and execution. I am so proud of my female colleagues and team members for acting as agents of lasting change. Weve achieved this by harnessing our collective ambition and breaking stereotypes, including acknowledging the benefits of being vulnerable. This, in turn, has built trust, which is foundational to creating an overall culture of support and collaboration, behaviors that our female leaders excel at and exhibit daily.

How would you describe your leadership style?

My personal leadership style is rooted in connecting with people by building relationships that last and matter and working together to achieve ambitious goals. I find joy in achieving big things and the learning that it entails. Even during challenging times, I try to bring a sense of humor in my communication style. Most of all, I greatly value diversity of thought on my team. The best ideas and outcomes come from our collective wisdom vs. one individual viewpoint. This is the secret sauce of some pretty remarkable results weve achieved over the past two years. It has also allowed us to build trust, count on each other and continue to learn as a team.

In what ways does the NMG further empower women?

NMG truly values a culture of diversity and belonging. Women are a large part of this, but people from all backgrounds and all genders benefit from this mindset and approach. The fashion industry continues to lag in its representation of female leaders, particularly unjustified for an industry that serves mostly female consumers. At Neiman Marcus, womens voices are not only present, but are also heard and valued at senior and executive positions. This is a critical point of difference its not just the representation but true empowerment thats encouraged and expected as part of the NMG culture.

How else is the NMG breaking the glass ceiling?

Our Executive team is more than 50% female, and we have been intentional about female representation on our Board of Directors. Our NMG Way culture and its work-from-anywhere component, implemented recently, recognizes that the pandemic has been particularly hard on women. Although the pressures of working and raising families are not new challenges, the NMG Way of Working offers flexibility that empowers our associates of all genders to work wherever and whenever, as long as they get results. We are committed to helping women and others both have a full personal life while continuing to impact the transformation of NMG and grow their own careers.

Brandy Richardson: Executive Vice President, Chief Financial Officer, NMG

Can you describe the transformation of NMG?

The last two years have clearly been a time of significant disruption for the retail industry. While it is tempting to look back on the world and luxury retail as it was pre-pandemic, we have been laser focused on building for the future. We have become a more agile company and have the financial strength to invest as opportunities materialize.

A significant portion of our transformation centers around integrated retail. We are constantly thinking about the interplay between physical and digital experiences as we know customers interact with the brand, not the channel. Additionally, the way the customer experiences the brand extends beyond just commerce. We know our continued focus on being a more sustainable, responsible and purpose driven company is an important part of our role as luxury leaders and transforming luxury retail.

What role did women play in leading this change?

Our workforce and our customer base are majority female. This extends into our top leadership levels and as a result, every decision we make includes the female point of view. I am the first female CFO in the 114-year history of this company, and I take that role very seriously. I spend a lot of time as the only female in the room and it is so refreshing to work in a culture where I am supported and encouraged to lead. Women have been leading this company since the beginning, and with every significant moment and transition, there are females at the forefront.

How would you describe your leadership style?

I believe in leading with energy, compassion, innovation, and mentorship. I care deeply for my team and focus on making meaningful connections. Finance can be a high stake, high intensity area to work, so I ensure we have time to laugh and appreciate each others wins. We are all motivated differently, and I make it a priority to understand what drives and motivates my team members. The more I know them, the more Im able to mentor and guide their careers and achieve team success.

In what ways does the NMG further empower women?

I have always felt supported and heard at NMG, working alongside female and male counterparts who invested themselves in me and my career, acting as a personal champion inside the organization. We push ourselves each day to create a culture of belonging, which includes providing people of all backgrounds, at all levels, access to mentoring, coaching and collaboration.

How else is the NMG breaking the glass ceiling?

As a working mom, I truly appreciate the efforts we are making to embrace flexibility in the workday. Similar to the flexible customer journey, in which she shops anytime, anyplace, anywhere, we have adopted an innovative work mindset that empowers and motivates the workforce and achieves working flexibility. Embracing flexibility has removed barriers and improved our overall productivity.

In my day to day, I also feel a deep level of trust and connection with the other female leaders. We act as a sounding board for each other, but we also push each other to speak up and be proud of our opinions. It is energizing to be surrounded by so many strong and powerful women.

Pauline Brown: Board Member, NMG

Can you describe the transformation of NMG?

A trees strength lies in roots, not its branches, and Neimans roots run deep.

What will make the company succeed in 5, 10 or 100 years from now is not all that different from what made it successful 100 years ago; specifically, its knack for bringing the worlds best brands to the American luxury market; inspiring customers to dream through an artful and exciting presentation of products, stories and experiences; and making each individual feel special through personalized service and hospitality.

The competencies required to achieve that level of excellence today are quite different than in the past, but the overall objectives are very much the same.

What role did women play in leading this change?

At the core of the Neiman Marcus customer is the modern American woman, and she is fully reflected in the companys leadership and organization. That makes our work a lot easier!

In my own personal case, I have a devotion to Neiman Marcus that goes well beyond my role on the board. Ive been a Neiman Marcus customer for my entire adult life. As such, whenever I visit a Neimans store, I dont experience it simply through the lens of a stakeholder, but that of a mom, working woman, gift-giver, partygoer and more.

How would you describe your leadership style?

I grew up in a transitional era. The generation before me had very few women at the top, and competition among them was fierce. Ive spent a good portion of my own career trying to break that mold, seeking opportunities to support more senior women, collaborating freely with my peers, and offering mentorship to more junior women down the line. As they say, all of us are better than any one of us, and I take great pride in the wide web of women whom I now call my friends. That web has become the foundation of my leadership, and my deep-seated connection to other women continues to inform my leadership style.

In what ways does the NMG further empower women?

I have served on many boards in my career; this is the first one thats comprised of more women than men. Even so, the women on the NMG board are very diverse. Each brings a unique set of skills, perspectives, and experiences to the group. I hope and trust that our presence, commitment, and comradery sets an example for other women at Neiman Marcus and beyond.

How else is the NMG breaking the glass ceiling?

Throughout my career, Ive worked in many industries that cater primarily to women such as beauty, fashion, and luxury retail. Time and again, Ive been dismayed by the fact that men still run most of the companies, divisions and functions within these women-centric sectors.

Neiman Marcus feels different. The company not only strives for diversity in leadership; it demonstrates it.

Looking ahead, I would love to see NMG continue to break barriers, set an example for others in fashion retail, and build a culture in which all women feel heard, supported, and prepared to thrive.

Hannah Kim: Chief Legal Officer, NMG

Can you describe the transformation of NMG?

NMG is creating an integrated luxury retail experience that reimagines how we are looking at omnichannel. Leveraging our digital transformation in connection with our core strength of developing relationships with our customers will result in being able to deepen our ability to connect with how our customers want to engage with NMG. We are at the forefront of luxury retail.

What role did women play in leading this change?

Strong women leadership and female points of views are synonymous with NMG and its strategy. Across all strategic initiatives of NMG, women are fully integrated and are leading our approach, execution and growth as an organization. Each day when decisions at NMG are being made, we have women leaders bringing their authentic voice to the discussion. That voice represents their perspective and community which ultimately resonates with our majority female-based customers.

How would you describe your leadership style?

I grew up as a child of Korean immigrants in Memphis, Tennessee and was routinely exposed to extremes in a variety of contexts, including wealth and race relations. With that background, I have found that to be effective you have to be situationally aware and adaptable, and embrace different leadership styles depending on the setting. At my core, the traits that drive my overall approach are transparency and honesty.

In what ways does the NMG further empower women?

If you can answer the question of Do you feel like you can go to work and be your authentic self? with yes, then you have found the right organization that will foster your professional development and nurture your soul. We all have many aspects to our lives that shape how we behave and react. To know that I can go to work every day and represent all viewpoints and have those perspectives appreciated is empowering.

How else is the NMG breaking the glass ceiling?

For organizations to make a meaningful impact in creating an environment conducive for women and minorities to advance professionally, you must have a flexible and caring culture. One that allows employees to have schedules that permit balancing personal lives without sacrificing their careers, and one that celebrates different backgrounds and perspectives. To really establish that type of culture, this mindset has to be developed, believed and executed from the top, and reinforced throughout the organization.

Cultivating an environment where employees feel like the traditional barriers for career progression do not exist requires far more than institutionalizing a new program or a benefit, its a mindset that has to be embraced by all employees, particularly leadership of an organization. NMG has the culture that is foundational for all associates to advance professionally.

Natalie Lockhart: SVP, Strategy & Execution, NMG

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Let Love Lead The Way - WWD

Sports Illustrated and Empower Onyx are putting the spotlight on the diverse journeys of Black women across sportsfrom the veteran athletes, to up-and-coming stars, coaches, executives and morein the series,Elle-evate: 100 Influential Black Women in Sports.

For Shaina Wiel, it all started with a small group chat.

The 35-year-old had several different professional threads buzzing on her phone, but the purpose of each was all the same: how to succeed and thrive in the sports industry.

The goal really was just for us to help each other, says Wiel. It started as a community that kept me going. And then I realized this is not my personal friend group anymore. This is something the community at large needs.

After years of being one of a handful of Black women on the executive side of the sports industry, Wiel became acutely aware that her colleagues needed an inviolable space to uplift one another, speak freely and put each other on professionally. And so, in 2016, Wiel took the idea of a group text messaging chain and founded Minorities in Sports Business (MiS), an organization with a clear mission: to serve as the primary source for a diverse group of people so that they can connect, exchange resources, glean insight and gain a competitive advantage in their careers.

Since its inception, MiS and its affiliates has grown into a national, invite-only digital hub of more than a thousand sports professionals. The creation of this virtual space where people of color can build communities to network horizontally and thrive is slowly but surely shifting the dynamics of the entire industry.

Courtesy of Shaina Wiel

Before founding MiS, the native of Southside Jamaica, Queens, held positions with ESPN, the NBA, Samsung and Coca-Cola, and earned a bachelors degree in bio-evolutionary psychology from Penn State and a master's degree in sports management from Columbia University. Wiels experience identifying the marketing desires of one of the most powerful consumer segmentssports fansand working with athletes to build their own personal brands established her as an expert in professional development, leadership and empowerment for Black women and people of color in sports early on in her career. Now, shes fully committed to honoring the first' Black Indigenous People of Color (BIPOC) women in sports by making sure they arent the last.

In the wake of last years ongoing racial reckonings, MiS garnered more business than ever.As pressure mounted on social media for companies to share the demographic makeup of their executive teams, Wiel saw a vested interest from new clients hoping to prioritize diversity.

I think people are starting to realize that saying, We can't find talent of color at this level just really isnt an excuse anymore, says Wiel. And executives are willing to invest in the resources to look for that talent now.

By diversifying executive teams and centering Black women, Wiel is disrupting her white, male-dominated industry and providing representation for Black professional athletes who make the sports industry a global export. Since MiS was founded, more than 80% of its members have secured either an interview or a position in their desired field. Her clients include the PGA Tour, Grabyo, NBA, MLB, Octagon and many others, including individual athletes at the national level. MiS also provides services across domestic and international leagues and teams for sports such as baseball, football, soccer, basketball, tennis, golf, and auto racing.

Ive been a front-row passenger in Shainas growth and desire to help people of color on their journey in the sports business, says Wiels mentor Roman Oben, the NFLs vice president of football development. This generation of rising minority sports business professionals is in great shape with the MiS community.

Courtesy of Shaina Wiel

Wiel is not only committed to changing the face of the current sports industryshes also leveraging experience and networking to help the leaders of the future. Through the creation of college chapters under MiS Next, Wiel has developed professional opportunities for Black and brown college students and recent graduates at schools such as the University of Missouri, Penn State, UCF, Howard University, Florida A&M University and the University of Pennsylvania, with more to come in the next year. And according to Wiel, this is only the beginning. Shes doing everything in her power to make sure that the vital information shared on her platform shifts the industry in a major and permanent way.

When you think about the way that the industry is changing, why do you have a majority of leadership who do not look like your fan base, or your player? Wiel asks. I always say, look at what happens when you let people tell their own stories, share tips and offer advice. So to me, that transfers to the business side too.

Naya Samuel is a contributor for Empower Onyx, a diverse multi-channel platform celebrating the stories and transformative power of sports for Black women and girls.

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How Shaina Wiel Is Shifting the Leadership of Sports - Sports Illustrated

A multilevel-marketing sales pitch is kind of like porn: You know it when you see it. On Instagram, theres a formula. A bright-eyed woman maybe shes blonde, maybe shes smiling widely, maybe she has her product laid out on the table in front of her or on a rack behind her. But the focus is still on her, because shes not just trying to sell you a thing, shes trying to sell you a feeling.

Womens faux-powerment was part of LulaRoes lore from nearly the beginning.

Theres probably a long, meandering caption below. There might be some seemingly RANDOM CAPITALIZATIONS for extra EMPHASIS. And then, of course, there will be hashtags: #beyourownboss #womenempoweringwomen #hustle #followyourpassion #girlboss

The specter of girl-bossery is front and center in LulaRich, the four-part Amazon docu-series about now-infamous multilevel marketing (MLM) company LulaRoe. The series explores the rise and (partial) fall of the clothing MLM, which saw a meteoric rise between 2013 and 2016, and ultimately became a mainstream news story because of its predatory recruitment practices, which left many of its retailers, mostly women, in debt, and left LulaRoe facing a mountain of litigation. (The company recently settled a suit brought against it by Washington State.)

In some ways, it feels like the girl boss was always destined to start recruiting for an MLM; the logical conclusion of an era dominated by #getyours corporate white feminism. Nothing exposes the emptiness of such an ethos than witnessing it be so easily co-opted by an exploitative, conservative, anti-feminist enterprise like LulaRoe.

Womens faux-powerment was part of LulaRoes lore from nearly the beginning. I watched my wife shatter glass ceilings, Mark Stidham tells the camera in LulaRich, about his wife and co-founder DeAnne. As the story goes, the company came to be after DeAnne began selling maxi skirts she made at home out of the back of her car. As demand grew, DeAnne and her husband Mark, both devout Mormons, began selling merchandise to independent distributors who would buy merchandise, resell it, and recruit more distributors.

But LulaRoe didnt just sell skirts and buttery soft leggings in an assortment of tacky, limited-edition patterns. They sold the dream of unfettered financial success full-time pay for part-time work. With LulaRoe, the company told its would-be consultants, women could have it all: the money, the perfect marriage, the beautiful children and the ability to stay home with them.

In LulaRich, former retailers discuss how womens empowerment was a core part of the recruitment pitch and a way to encourage distributors to work more, work harder, and sometime bring their entire families into the enterprise. It was a bait and switch: entice struggling white women with the fantasy of opportunity for endless financial gain (that was the empowerment), and then reinforce traditional gender roles once they were ensnared.

In some ways, it feels like the girl boss was always destined to start recruiting for an MLM.

LulaRoe hid behind the guise of uplifting and empowering women, said former retailer Courtney Harwood in LulaRich. We were supposed to be empowered at first and then the husband was supposed to take over.

It had the potential to be a perfect storm. The rise of LulaRoe coincided with the mainstreaming and ultimately, political dilution of feminist messaging. In 2012, Sheryl Sandberg published Lean In, which essentially argued that the path toward womens advancement and equality, specifically within the context of the workforce, rested on individual women. We hold ourselves back in ways both big and small by lacking self-confidence, by not raising our hands, and by pulling back when we should be leaning in, she wrote.

Lean Inbecame a massive bestseller. The messaging was seductive precisely because of its individuality. As Leigh Stein put it in an essay for Medium, by presenting gender disparities in the workplace as a war to be fought on a personal level, Sandberg allowed women to feel like they were activists whenever they advocated for themselves.

Fighting to change a sexist system to benefit the collective is overwhelming; it requires years of political organizing without the promise of personal benefit. Lean In offered another way forward: Ask for more. Raise your hand. Rise through the ranks. Demand power. Make the system work for you. Rather than positioning capitalism as in conflict with feminist political goals, girl boss feminism offered up the idea that capitalism might actually be the path toward salvation.

It was a comforting message, especially for a generation that was set up to fail by entering the workforce during and in the immediate aftermath of the financial crisis of 2008. (As a member of that generation who became a journalist covering womens issues around the time Lean In came out, I can attest to the overwhelming power of its worldview.)

The Golden Age of the Girl Boss (circa 2012 to 2020), dominated by beautiful, white, rich women founders, quickly followed. Sophia Amoruso, Leandra Medine, Miki Agrawal, Audrey Gelman, Tyler Heaney, Steph Korey. These womens lives were coded as aspirational; their wealth a feminist achievement in and of itself. Youve probably heard their names and seen their glossy photos. You might have also read about their inevitable falls from grace.

Amoruso, who created clothing company Nasty Gal, published her memoir, #GirlBoss, in 2014. It offered a politics-free version of feminism, one that again suggested that the monetary success and ascension to power of one woman might inevitably be considered a win for us all. It is a convenient and self-serving idea. As Jia Tolentino wrote in her 2019 book of essays, Trick Mirror, A politics built around getting and spending money is sexier than a politics built around politics.

Its this message that LulaRoe seized upon and capitalized on in order to bolster its astronomical growth. When asked by the LulaRich filmmakers how they came to a message of womens empowerment, Mark Stidham points to DeAnnes individual financial success: She was able to make the money she was willing to go out and make, he says. She made hundreds of thousands of dollars of profit in a very short time. The empowering women came from me being married to a powerful wife.

DeAnnes story was then held up as a model of what other women could achieve if they just paid the $5,000(minimum) cost to join LulaRoe. When the retailers that got in on the ground level began seeing their own monetary successes, their stories were also used as recruitment tools. DeAnne and the other powerful LulaRoe retailers were girl bosses in their own right, selling the glossy dream to other women who would inevitably be set up to fail.

They used cheap language of feminism, as journalist Jill Filipovic outlines in LulaRich, to latch onto this pop feminist message that doesnt actually tangibly change anything.

Girl boss feminism offered up the idea that capitalism might actually be the path toward salvation.

Of course, the scam of a pyramid scheme is that only the people who get in early and stay at the top are able to make money. Everyone else, inevitably, has to lose. But the pitch was highly effective. At its height in 2017, LulaRoe had about 80,000 retailers and brought in $2.3 billion.

By 2020, amidst a global pandemic and a national reckoning about racism in the workplace, the seductive pull of girl boss feminism had largely faded. It was harder if not impossible to buy into the fantasy of the inherent goodness of a single powerful woman, when so many less powerful women were screaming about their mistreatment, sometimes at the hands of other women. The prevailing narrative shifted back toward the more grueling, less glossy, work of undoing toxic structures.

But even as girl bosses have gone out of vogue in elite feminist circles, LulaRoe has hung on tightly to its #bossbabes.

I scanned Instagram for the hashtag #LulaRoe as I was writing this piece. The hashtag has been used 4.2 million times, more than 100 times in the last 24 hours. Only a smattering of the most recent photos are highlighting LulaRich. Most of them are just white women, out here #hustling. Out here trying to be good moms and good wives and good women.

One retailer posted a photo on Saturday from Oregon. She smiles statically at the ground, as she models some new LulaRoe styles. In the caption, she poses a question: Who is going to join my rebellious girl gang?

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Amazon's 'LulaRich' perfectly explains the demise of the girl boss - MSNBC

WASHINGTON, Sept. 23, 2021 /PRNewswire/ --Following the enactment of SB8 in Texas an unconstitutional law that will leave millions of women without access to critical abortion care Corporate Accountability Action is fighting back by launching #OffTheBANWagon. The new project will shine a light on the corporations that have bankrolled the campaigns of the Texas state legislators who sponsored this cruel abortion ban.

AT&T, NBC Universal, Time Warner, and Charter Communications spent over $1 million financing the campaigns of Texas legislatorsthat effectively ended 50 years of precedent established by Roe v. Wade and repeatedly affirmed.

These powerful corporations have been publicly advocating for equity and empowerment for women while behind the scenes spending hundreds of thousands of dollars propping up state legislators who continue to push and champion harmful legislation that stands in direct contradiction to the company's statements.

Click here to watch CAA's first adcalling out AT&T that's set to air in the Dallas media market and on digital beginning this week.

Corporate Donor Contributions to Anti-Abortion Lawmakers

AT&T, headquartered in Dallas, Texas, donated the largest amount to the sponsors of the extreme Texas abortion ban while widely claiming that "one of the company's 'core values' was 'gender equity and the empowerment of women."

"Women in Texas and across the nation deserve to know that companies they've long patronized, which claim to want to empower women, are actually doing the exact opposite. Through their support of anti-abortion extremists, companies like AT&T helped enact one of the most cruel and disgraceful laws in the country, and they should be held accountable," said #OffTheBANWagon spokesperson Julie McClain Downey. "This law not only put an end to safe and legal abortions in Texas, but it interjected perfect strangers into the private, time sensitive, and deeply personal medical decisions of individuals on strict and baseless timelines and without exceptions for victims of rape and incest. We must call these companies out for their hypocrisy and put an end to the enactment of similar bans being proposed around the country."

"This abortion ban part of the Republican plan to make reproductive health care completely out-of-reach is devastating, which is why companies that backed the lawmakers responsible for this cannot be permitted to bury their heads in the sand," said reproductive rights advocate and American Bridge co-chair Cecile Richards. "By funding politicians that have made clear their disdain for reproductive freedom, corporations are giving lawmakers across the country the green light to ban essential health services while giving lip service to 'equity' and 'empowerment.' We cannot let this go on, which is why it's so important to call out their hypocrisy and stop them from continuing to harm people."

SB8, recently passed by the Texas legislature and signed into law by Governor Greg Abbott (R), effectivelybans abortions for millions of women with no exceptionsfor victims of rape or incest. Moreover, it allows for vigilante justice giving any individual the right to sue another over a personal medical decision. A similar law has been passed in Mississippi and is on the docket to be heard by the U.S. Supreme Court this fall. As a result of the Texas ban, state legislatures across the country are considering extreme abortion ban laws of their own, taking away long-established reproductive rights.

The #OffTheBANWagon campaign, a project of Corporate Accountability Action and American Bridge 21st Century, will be releasing advertisements focused on educating Texas residents on the corporate backers of the ban, along with the critical role these major corporations played in the ultimate passing of the law.

To learn more about how to hold these corporations accountable, visit OffTheBANWagon.org or Twitter @CAAction2021, Facebook at /corporateaccountabilityaction, or on Instagram @corporateaccountabilityaction.

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Corporate Accountability Action Launches #OfftheBANWagon Campaign To Hold Financial Backers of Texas Abortion Ban Accountable - inForney.com

STOCKHOLM, Sept. 24, 2021 /PRNewswire/ -- Dttir is a new brand developed within, and owned by, STRAX. The sports-oriented true wireless headphones are the first product in the series to be released. The product will initially be marketed to active consumers in North America and the UK, but be available online globally.

- With more than three million Instagram followers we believe Katrin and Annie provide us with the right platform to reach the CrossFit community and fitness savvy consumers we are targeting. Dttir is a great addition to our personal audio brands, and as an online exclusive brand we can steer performance marketing without interfering with our brick-and-mortar customers. We see a significant potential for Dttir with more product launches to come, says Gudmundur Palmason, CEO, STRAX.

The first product, Dttir Freedom On-Grid in-ear headphones has already been awarded the Red Dot Award: Product Design 2021.

Dttirs' co-founding brand ambassadors Katrin Davidsdottir and Annie Thorisdottir are both two-time winners of the title "Worlds Fittest Woman" at the CrossFit Games. STRAX have designed the headphones, with their valuable input, to withstand intense training on land or in water.

The true wireless headphones features Active Noise Canceling technology, a fully waterproof construction and an ergonomic, wraparound design that ensures the headphone stays in place throughout your workout. The total playtime is up to 72 hours with a wireless charging case that provides up to five additional charges.

Read more about Dttir's launch here.

For further information please contact Gudmundur Palmason, CEO, STRAX AB, +46 8 545 017 50.

About Dttir

Dttir started as an idea between friends that popped up on a stroll around London, creating a headphone for World Class athletes that allows them to train freely without outside distraction. From there it has grown into something much bigger, not only a brand that creates headphones for athletes but a brand that supports female empowerment and equality. These brand values tie directly into Katrn Tanja Davidsdottir and Annie Mist Thorisdottir's core personal values. They have fought through adversity to reach the top of their respective field multiple times. They are both two time World's Fittest Women, having each won the CrossFit Games twice. Their Icelandic roots have had a large influence on their core values and the brand as a whole. The brand Dttir is developed within STRAX and iswholly owned by STRAX.

Website: https://www.dottiraudio.com/uk/Instagram: https://www.instagram.com/dottiraudio/

About STRAX

STRAX is a global leader in accessories that empower mobile lifestyles. Our portfolio of branded accessories covers all major mobile accessory categories: Protection, Power, Connectivity, as well as Personal Audio. Our new Health & Wellness category offers branded Personal Protection products. Our distribution business reaches a broad customer base, through 70000 brick and mortar stores around the globe, as well as through online marketplaces and direct-to-consumers.

Wholly owned brands include Urbanista, Clckr, Richmond & Finch, Planet Buddies, xqisit, AVO+ and Dttir and licensed brands include Adidas, Bugatti, Diesel, Superdry and WeSC. Our distribution business also services over 40 other major mobile accessory brands.

Founded as a trading company in 1995, STRAX has since expanded worldwide and evolved into a global brand and distribution business. Today we have over 200 employees in 13 countries. STRAX is listed on the Nasdaq Stockholm stock exchange.

This information was brought to you by Cision http://news.cision.com

https://news.cision.com/strax/r/strax--strax-launches-online-only-brand-dottir-with-new-line-of-sports-focused-true-wireless-headpho,c3420774

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STRAX Launches Online Only Brand Dttir With New Line of Sports-focused True Wireless Headphones - PRNewswire

In this article in the series, we spoke to women leaders who are driving some of the emerging business categories for Myntra, and how the organisation has given them a perfect platform to chart their success stories. With one of Myntras key events, Big Fashion Festival around the corner and the festive season upon us, these women leaders share, how with their work they are not just able to make a difference in their own careers but create a positive impact for their customers and in the journey of their brand partners during such peak times and beyond.

While a lot of us have been looking to solve our beauty needs with DIY kits from the safety of our homes during the pandemic, Aditi Garg and her team have been working hard behind the scenes to cater to the growing demand in this evolving space. Aditi joined Myntra in 2014 as the Manager of the Women's Indian Wear Apparel category and moved on about three years ago to lead the Beauty and Personal Care category as a Director.

With a problem-first approach, the team tried to introspect customers' beauty needs and identified the products to make their portfolio more comprehensive. Second, they studied different brands in the market that could solve these problems. And finally, they bridged the gap by ensuring those products were available on Myntra.

"Beauty and personal care are an integral part of every individuals day-to-day life. Its not as simple as picking up a product and running with it. With so much focus on individuality, customers know what exactly they want. So, for us as a team, it was a mix of not just offering what's available in the market, but also understanding customer challenges and then bridging the gap with the right product offering," says Aditi.

In her team, every member gets the opportunity to traverse between different departments, understand the supply chain, and even manage the entire P&L of the category. "At Myntra, every role is more than just a regular business profile. It's a 360-degree role that enables the team to not only manage their individual facets but ensure that they're working towards the common goal of the organisation, says Aditi.

Beauty, in a short time, has progressed from being the emerging to one of the fastest growing categories on Myntra, with 600+ brands as part of the portfolio.

The fashion marketplace provides an equal opportunity for everyone, regardless of gender. "There's never been a time when I was looked at as superior or inferior because I'm a woman. Everyone is given the opportunity to be heard, innovate beyond their roles, make mistakes, and come back stronger to innovate again. Professionally, its been an amazing journey for me to be able to lead and grow this portfolio. Personally, its been an even more gratifying experience - Being a woman, to be able to bring thousands of women closer to their favourite brands and help them express themselves differently, has been a gratifying experience."

"The leadership at Myntra is very supportive and you feel like you're a part of the organisation. No one is growing or suppressed based on their gender, she adds.

On talking about the upcoming festive season and Myntra's mega fashion carnival, the Big Fashion Festival, Aditi said that the team is prepped up by adding new brands on the platform and are expecting high demand from across geographies and markets - metros, Tier 1, Tier 2, T3 cities, and beyond. The team is also focusing on putting together the largest selection of offerings to provide the best value for customers.

When Sonal Kumar joined Myntra in 2019, the Kidswear category was at a nascent stage and her role as Associate Director was to scale it and make Myntra a one-stop fashion destination for kids. The category witnessed a major uptake post lockdown last year.

Sonal says that the kids' category is one of the most complicated pieces to solve in the fashion industry, but with massive support from Myntra's leadership, internal functions and her team, it has today become among the fastest growing in the company. "The category has a plethora of sub-categories and to excel, you have to be well-versed with all the nuances such as age level, size level and so on," she explains.

She had to break the category into age cohorts with different need states, and then build up a healthy assortment across brands. During the pandemic, the demand for this category has continued to be high as kids grow out their clothes fast and customer requirements have evolved. The team has had a three-fold strategy - identify customers' needs state and the product they are looking for, provide it at the right price, and solve for discoverability.

Sonal outlines how the approachable and motivating culture at Myntra is to be credited for the category's success where opportunities are shared, and training is provided to both employees and managers to upskill. "Everyone is encouraged to take ownership and drive projects end-to-end. If there's a problem, Myntra ensures that we're given everything we need to solve it," she says.

With more than 1 lakh styles, covering age groups from 0-16, today Myntras Kids category has executed multiple successful brand launches and continues to gain market share. For 2021, their vision is two-fold - take a customer-first approach and ensure repeat customers. The team is gearing up for this festive season and the upcoming mega fashion carnival, the Big Fashion Festival by focusing on curated styles, regional selection, ethnic selection, new launches and much more.

While parents are always excited about shopping for their little ones, festive buying infuses a celebratory cheer in their childrens wardrobe. This is important even more now, as festive shopping can really be a mood lifter when most kids are celebrating festive occasions at home, adds Sonal.

Reflecting on the last few months and talking about her learning, she adds, "The Kids category was an emerging one and to make it bigger, our team had to interact with a lot of other functions and dig into the nitty-gritty. This included adapting to emerging fashion trends like comfort wear during the pandemic or co-ord sets for the festive season ensuring most in-demand sub-categories for kids are available. It made me stronger in pushing genuine use cases and improving my problem-solving skills," she says.

A few weeks back, Sonal took over the role of Category Head of Women's Ethnic Wear and Myntra has been an enabler in helping her easily transition to her new role and expand her learning horizon. Here again, she looks forward to a steep learning curve especially as this happens at the opportune time of the onset of the festive buying season where ethnic wear holds immense relevance for the fashion major. With her customer-first approach, Sonal is working with her new team on ensuring that the shopper finds all of their fashion needs at Myntra with many exciting launches and a well curated assortment in women's ethnic wear.

Another category in Myntra that witnessed a scintillating growth in 2020 is Lingerie and Loungewear. Anjul Baijal, associated with the organisation since 2019, has been instrumental in successfully scaling up this category. "The Lingerie and Loungewear category is a fashionable yet essential need for a woman's wardrobe," says Anjul.

In the last year, she and her team adopted strategies to meet pace with the growing needs of this category especially during the ongoing pandemic when loungewear is everyone's most preferred choice of attire. First, they developed strategic partnerships with existing brands on their platform to develop assortments catering to the times. "For those working from home, we had the WFH assortment where the top needs to be stylish for presentations and the bottom has to be something comfortable that you can step in and out any time," explains Anjul.

Second, the team onboarded close to 150 new sellers to provide a wider assortment to customers. And finally, they created content to educate customers on the intended use for different products. "Take for example seamless bras - we told customers why it's important to wear one under a semi-transparent top, what kind of neckline it would suit, etc. This helps them identify their needs easily and find the solution quickly," she says.

The Lingerie and Loungewear category has grown multifold under Anjuls leadership.

Anjul and her team are optimistic about the upcoming festive season, the team had started prepping for it well in advance, and is geared up to provide the best curated collection for the customers at attractives prices.

Anjul shares how Myntra's fair and transparent culture is key to the success of this category. "At Myntra, organisational priorities are identified, and every employee contributes to achieving it. Every individuals unique strengths are identified at the very beginning and tasks are allocated accordingly," she shares.

She adds how Myntra is a cheerleader for women empowerment and there's no dissipation based on gender, caste, colour or creed. "Myntra is a psychologically safe place for both men and women. You're mentally at peace and multiple benefits empower us to deliver our best," Anjul says.

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Ahead of the festive season, women leading various categories at Myntra gear up to deliver more than just a sh - YourStory

Every leader wants to recognize their team members for their excellent work. But for a startupespecially one thats bootstrappedfinancial rewards may not be possible (for now). Still, when your startup team is putting in long hours and hard work to help you get your dream off the ground, you want to ensure they know that you see their efforts and just how much you appreciate them.

Fortunately, showing your team your thanks doesnt have to be expensiveyou just have to be creative and thoughtful. Below, 16 Fast Company Executive Board members offer their advice for entrepreneurs who want to recognize outstanding work from their team even when the budgets tight.

We cost-effectively celebrate excellent work by sharing our favorite customer reviews at the beginning of every team meeting. As a mission-driven company, all of our team members have joined because they believe in our mission. I cant think of a better way to celebrate our hard work than to hear how our product has positively impacted a customers life. Nathalie Walton, Expectful

While you may not have abundant financial resources, you have the advantage of a small team. Get to know them at deeper, personal levels. Send a gift that you know will matter to the individual, like a book of the month subscription for an avid reader or a bottle of scotch for a new dad who enjoys whiskey. And theres an added bonus: These gestures connect a personal passion with a positive memory of the company. Brian Price, cloudtamer.io

Since we are a virtual team, we have a Slack channel dedicated to Props. All team members are encouraged to give props to others in that channel, sharing why someone is being recognized. Its not only a great way for leaders to praise staff members, but its also a great way for individuals to support their peers. Its everyones favorite channel! Kristy Sammis, CLEVER

Aside from making a special mention of their work, you can reward stellar employees in other ways. You could give them more time off, the flexibility to work from anywhere, free access to business suite tools, and other perks. Offering training and educational opportunities are other great ways to show appreciation without creating a financial strain. Syed Balkhi, WPBeginner

I think one of the best ways to recognize team members is to sing their praises on social channels. One of my favorite platforms to do this on is LinkedIn, which has a long shelf-life for posts relative to other social media channels. As long as you and your employees are comfortable, its a great space to validate and show gratitude for a team member amongst their professional network. Cody Barbo, Trust & Will

Make the recognition public so that other members of the team are aware, as well as partners and investors. Be clear on why they are being recognizedinclude not just the outcome, but what it is about them, personally, thats special. And give them a way to share the recognition theyve earned with their families, who are part of the public and are especially important stakeholders in your teams over-the-top efforts. Amy Radin, Pragmatic Innovation Partners LLC

Provide memorable experiences to recognize great achievements and to foster a stronger team bond. I have done everything from firewalking and zip-lining to cooking classes, dragon boat racing, and museum visitsjust to name a few. We have also built bikes for underprivileged kids, and we all got to see the kids pick up their bikes by working with a local charity. Get creative, and never stop celebrating! Andreea Vanacker, SPARKX5

Its important to showcase the team member and share their successes with the team. These types of shout-outs can be fulfilling in and of themselves. In addition, while it may not be easy to provide a large financial reward, a thoughtful token of appreciation, like a gift card to their favorite restaurant, can go a really long way. Lastly, dont forget to reward them for these efforts in the future. Fehzan Ali, Adscend Media LLC

Say thank you every day. Let the early members in on the good, the bad, and the ugly. Theyre not here for the paychecktheyre here to be part of something bigger than themselves, so its up to me to make sure they have full visibility into where were going and why they are mission-critical to our success. We also do a lot of small thingseven a pack of gum or a Pokmon card can say a lot. Meagan Bowman, STOPWATCH

Small gifts can have a tremendous impact. Setting up an internal rewards system in which colleagues can send flowers or deliver lunch to one another to thank them and recognize their contributions goes a long way toward strengthening the company culture. But outside of gifts, the best reward is often making sure they are recognized for their contributions by presenting to the board or externally! Jessica Federer

Perhaps your budget is tightso much so that you cant afford small gifts or gift cards. In that case, youd be surprised how effective it is to simply write handwritten notes. Thank you cards cost less than $1 each, but the handwritten aspect makes employees feel valued. My teams have really appreciated these over the years, and they do stand out in these days when handwritten notes are so rare. Kevin Namaky, Gurulocity Brand Management Institute

Its so important to constantly be on the lookout for the performance you want to cultivate in your team. Its easy to give your attention to things that go wrong, but encouraging whats working well is equally important. One thing I learned from our bootstrapped startup days is that finding great employees is not easy. If you have them, appreciate them. Reuben Yonatan, GetVoIP

Im a big fan of Daniel Pinks book, Drive. I believe that most employees are more motivated by mastery and autonomy than outside incentives. In my experience, the best rewards for creative innovators are autonomy, empowerment, and, ultimately, achievement. Ryan Anderson, Filevine

Giving people the option to move into bigger and more important roles by learning new skills can be a great way to let people take on the roles and responsibilities they want beyond what theyre doing now. If theyre killing it at their current level, let them take on a small amount of work from the next one so that when it is available, theyre confident and ready to perform at the next level. Noah Mitsuhashi, Portfolio Insider

Monetary incentives are not the only way to recognize the team. Another way is by asking for their insights and input and mentoring them to become leaders themselves. It doesnt cost a fortune to treat your team with the great values they deserve. Lane Kawaoka, SimplePassiveCashflow.com

No matter your budget, you will always be investing time and attention. Relish the accomplishments of others and foster an environment of shout-outs. Whether they come from the top or from peers, this cultivates an environment where your people can flourish. Authentic appreciation of impact is not only free but also produces a level of loyalty and motivation that money cannot buy. Liza Streiff, Knopman Marks Financial Training

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16 low-cost ways to recognize and reward your startup team - Fast Company