By Melissa J. Anderson (New York City)

According to Alison Maitland, co-Author of Future Work: How Businesses Can Adapt and Thrive in the New World of Work, it’s time for companies to adapt to employees’ needs – rather than the other way around. By doing so, she believes, companies can unlock untapped potential and productivity – particularly when it comes to women – and that’s good for business.

She explained, “We need corporate cultures to adapt to the two new realities of workforces and careers. First, that women are nearly half the workforce in most advanced economies. And yet many organizations are still built and designed by and for men of another era. That is no longer suitable for today’s workforce. “

“There is a connection between the way work is done and women’s lack of progress to the top.” Location should be removed from the equation when evaluating work, she continued. “Really, it’s results that should count rather than hours spent in the office.”

Future Work was released in the UK in October and in the US on the 8th of November, and discusses the urgency with which corporations need to address a changing workforce as the global marketplace becomes more complex. The book is co-written with Peter Thomson, a former HR director and a long-time expert on new ways of working.

She explained, “We both thought the way we work is crazy, and that there are much better ways to be doing it, and change is on the way.”

Maitland and Thomson interviewed over 60 executives and experts around the world and surveyed managers in their research for the book. “The majority of these managers expect there to be a revolution in working practices in the next decade. The book has a driving vision to explain how work can be done better and how people can be more productive, in a way that is good for people, good for companies, and good for the environment,” she said.

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By Melissa J. Anderson (New York City)

“I wanted to be a banker my whole life,” said Maria Coyne, Executive Vice President, Business Banking Segment Group at Key Bank. Coyne graduated with a degree in finance from Notre Dame in 1982, and besides a three year foray into the non profit sector, has spent her 25 year career in banking. While she has worked in just about every part of the bank, she said, she’s always come back to small business.

“It’s where my heart was,” she said. “Particularly the women’s business sector.”

Among her proudest achievements, Coyne includes the work she’s done with the Key4Women program – Key’s program for female business owners, providing financial solutions, networking opportunities, and education. She explained that, going back to the late ’90s, Key Bank was studying the needs of women business owners. “We saw that they just weren’t applying for loans.”

“We identified it as a need and wanted to make it real.” She said the program has gone a long way in helping understand the economic value in women-owned businesses. “This is not just a “feel good” project,” she said. “These women have sophisticated business needs.”

She continued, “The most thrilling thing for me has been to see these companies grow and expand through the program.”

In 2005, Key Bank has committed to lending $1 billion over the next three years, and accomplished that goal early in 2007. “So we said, ‘Let’s double it.’” That goal, she said, was achieved in 2009. The bank is on track to achieve its next goal of 3 billion by 2012.

On the horizon, Coyne said, is a program for non profit entities similar to Key4Women. “We want to help non profits find financial solutions. We’re very excited about it.” Additionally, Coyne said, so many of the bank’s employees sit on non profit boards that the program is energizing the entire leadership team. “We’re well suited to serve non profits,” she added.

Coyne is particularly excited about the financial education portion of the two programs.

She said, “I think financial education is so important in virtually every aspect of our industry. On the consumer side, particularly in the “unbanked,” there is heightened awareness around people better managing their finances. One of the good things that came out of this bad cycle is that we are building the tools to help people manage their finances better.”

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By Melissa J. Anderson (New York City)

“It’s been the driving mission of ION since our founding in 2006 to increase the number of women on public company boards and in the executive suite. One of the criteria for member organizations to join is that this must be part of their mission,” said Charlotte Laurent-Ottomane, President of the InterOrganization Network (ION).

ION is a consortium of 14 regional organizations in the United States, dedicated to the advancement of women to positions of power in the business world.

Laurent-Ottomane explained, “There has been a growing body of research showing the high correlation between gender diversity in the boardroom and the financial performance of the company.” She continued, “Women make up a huge portion of the workforce and the consumer market means it’s only natural that you have women on the board representing that audience.”

“And simply put, it just has to be that way. It’s the natural balance,” she added. “In this country, we’ve gone through many variations of equality. Now its women’s time to be equal, and that means equality in the economy and in the board room. That’s where the power lies.”

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By Melissa J. Anderson (New York City)

Karen Hughes, Vice President, Technology at American Express is passionate about ensuring that women feel comfortable taking a career break – whether taking leave to care for children or other family members, or taking time off to care for themselves.

She explained, “Perceptions around on-ramps and off-ramps are still causing women uncertainty around their careers. Things are getting better though.”

Hughes leads the New York chapter of American Express’s new global Women in Technology group – and is enthusiastic about how networking and career development can help women grow.

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