Celebrating Cross-Disciplinarity and Diversity in AI and Tech
I recently had the privilege of attending a number of events dedicated to Women in AI, Tech and STEM: they were all very inspiring in their own individual ways.
The latest was organised by the largest gender network in the UK where the strategically curated topics and skilfully delivered sessions always leave a lasting impression – and an expectation for what’s next. This time, meeting in person, the orchestrators of the strategy reinforced – at least for me – why the WIBF culture is so healthy. A place where professionals from most diverse fields such as law, AI, anthropology, banking, data science, branding, leadership development and image management engage in robust debates in a collegiate manner – as is true for all real leaders!
Reflecting on the events, a few personal thoughts (and questions) come to mind:
Diversity at board and working level: It was said that diversity is becoming less of a priority at the board level and better at the working levels. Which made me wonder: is expanding the focus on diversity solely a leadership responsibility? While it needs to start at the top, the remit is much wider; it is cultural. So, the more facets of diversity we recognise, the better our competitive advantage.
Culture is the sum of how we, as individuals, teams, organisations and boards make decision. And I would argue that the case for diversity and cross-disciplinarity is more culturally potent than ever – for three reasons:
- Culture is not just for leaders: Although it should start with them in workplaces that strive to be genuinely inclusive and effective. As we mix in tech circles, it helps to imagine the concept of technical readiness, which ranges from basic research to fully operational systems. As we progress through the levels, we move from basic awareness to deeper cultural intelligence, where we not only understand, but also effectively navigate and bridge cultural differences.
- Culture is multifaceted: Culture is not only about language, age, gender and race; it’s context, how we think, how we communicate, dress, problem solve conflict, collaborate, and so much more. When we (both women and men) own the tech through initiative and drive, judgement and intuition are more likely to stand the test of time.
- Culture needs time to shape and re-shape: Working at it together is the only way; culture cannot be bought from a shop or coded.
Cross-disciplinarity is healthy leadership: It’s more obvious than ever that it’s time to recognise and celebrate cross-disciplinarity as a significant advantage and a highly desirable expertise. While a narrow avenue of knowledge and skills might appeal, how sustainable is it in our fast-developing world?
We should go out of our way to learn and be mentored (and even sponsored) by people who are both inside and outside our industry to avoid narrowness. Innovation happens at the edges. How close have you ever been to the edge of another domain?
Social scientists are desirable: Social scientists, are highly important for AI opportunities as they excel at formulating questions. When was the last time you got what you needed because of your way of asking the question?
Thinking inside-out for transitions: I’ve seen significant progress in the people I work with when they open their minds to what lies outside their organisation. For those whose jobs were chosen by others, any thoughts? Transition-preparedness should be a hygiene factor for everyone, with transferrable skills being the torch.
Inter-generational learning: Unless we think inter-generationally, we risk getting stuck in exponential bias, hindering progress. Learning and leadership go both ways – for the younger and more mature, and across all genders. As we live and work longer, internalising this as an opportunity for growth leads to safe spaces and genuine life and work literacy.
Cross-cultural collaboration: Cross-culture and collision of networks are beneficial. All the people I meet at these events are forces for good (not only for AI!); it is, and will be very enlightening to see how they shape and test their own voices in such a big pool of opportunity.
Soft skills are not optional for leadership, even for the hardest of tech-savvy people. Women possess these skills in abundance, but cookie-cutter assertiveness and leadership training can cause more harm than good. Personalised paths, image and brand management, backed up by genuine support are more likely to deliver the desired, authentic results and ROI for both individuals and their organisations.
The role of sponsors, mentors, and cheerleaders: Which one do you need? There’s only one way to find out: approach both women and men and ask about the opportunity you have spotted. It might not work the first, second, third, or even tenth time around, but think entrepreneurially. Or as we would say in the language of Belbin, think of this as a Resource Investigator (RI). You’ll learn so much in the process – about yourself as seen by others in the context of your work relationships
Communication and cultural sensitivity: Some people may not understand your type of communication or motivation, even if (superficially) they speak the same language. This doesn’t mean they are negative; it just requires a bit of education in self-awareness and cultural sensitivity, both ways! In my mother tongue, we say: ‘if they show you the door, come back through the window’. A more seasoned entrepreneur might say: ‘take a break but don’t give up’. What is your version?
Upskilling: No need for upskilling? Of course, upskilling is easier both said and done when it comes to technical skills. However, the need for cultural intelligence, image management and leadership skills also apply to all genders, ages, and levels of seniority – without exception. That is upskilling which is integrated and starts from the inside-out, with a consistent appetite and ability for learning and change. In my opinion, STEM women are not hard done by. The only way to change perceptions and the overall image is to challenge their own thinking. To make themselves more visible and heard.
In today’s STEM environment, there’s absolutely no need for anybody to be a supplicant. It’s all about internal confidence! And above all, seek mentoring and guidance outside your immediate circle.
Ultimately, this acceptance and desire for upskilling gives me hope – for women in STEM, tech, AI and their families and organisations alike.
I look forward to moving our collective tech, cultural, branding and image debate to concerted projects which contribute to a more inclusive and confident ecosystem.
In a nutshell: the recent networking events have highlighted several key points about the importance of diversity, cross-disciplinarity, and cultural sensitivity in the fields of AI, tech, and STEM. Diversity, both at the board and working levels is crucial for sustainable growth, and cross-disciplinarity is essential for innovation. Transition-preparedness and inter-generational learning are vital for personal and professional development. Cross-cultural collaboration and the role of sponsors, mentors, and cheerleaders are fundamental for creating inclusive and supportive environments. Communication and cultural sensitivity are necessary for effective interactions, and upskilling is important for staying relevant in a fast-evolving world. Women in STEM are stepping forward, crafting their brand with confidence and owning their space.