(instrumental electronic music) >> Announcer: Live from Palo Alto, it's The Cube, covering Women Transforming Technology 2017, brought to you by VMware. (crowd) >> Welcome back to the Cube's coverage of Women Transforming Technology. I'm your host, Rebecca Knight. And I'm here at VMware, with Sindy Braun. She is the Vice President of Social Impact here at VMware. >> Hey Rebecca! >> Welcome! Thank you so much for taking the time-- >> Thank you. It's great to be here. >> To talk to us. >> So, I first of all want to commend you because this conference is fantastic. And you've really taken a Lot You've put it together. >> We did. Of course, it's a consortium, so we could not do this without the partners that we have, and, of course, the great team that is working on this. So, certainly, can't take credit for it, but it is the team has been tremendous in putting this together. >> Well, some of the feedback that I'm hearing is that this conference has a great mix of technical sessions, but then also professional career-based sessions-- >> Sindy: Um-hmm. Yeah. >> What's the balance that you're try to strike when you're putting it together. >> Sure, so this is actually part of what we were aiming at, is there are other conferences that focus on technical women, that focus on women in a certain industry. And this is where we wanted it to have that conversation, to build a community for women in tech. And I think it's the bit of a uniqueness around that, being able to create the network, the support system, the conversation that is happening and becoming even more important in today's world. And that's what we're trying to do here, is how do you create the conversation, and how do you continue the conversation. And this is our second year of doing it. Obviously, last year was such a success that coming back this year was almost a no-brainer in something that we really wanted to invest in. >> And the theme, breaking barriers-- >> Sindy: Um-hmm. >> Where did you... What was the thought behind that? >> I think it's where we're at from a diversity perspective where most companies, particularly, in Silicon Valley and in tech careers, how do we break those barriers? How do we break through? How do we take other people's stories and tell the story of breaking through, of building momentum? And we've got a lot of work to do, but this is where VMware is focused, is how are we going to pull together and make change? And for us, its always been driving it into the business, of making it a business-led initiative, as opposed to an HR-led initiative, which is where a lot of companies do this. And really making it both top down and bottom up because it's about changing consciousness. It's about changing the conversation, and it's about seeing the movement in both the diversity side, which is the numbers associated with it. And the inclusiveness side, which is how do you bring your whole self to work? How do you feel comfortable? And that's also you can see from where we're... The kind of people that are here. That's what it's about, is how do we change the face of women in technology. >> Gloria Steinem is giving the closing address. What a bold choice to choose a feminist. This is the Women Transforming Technology is the conference, and choosing a feminist icon-- >> Sindy: Um-hmm. >> To close it out-- >> Right. Talk today. We were obviously having discussions who would be the right choice and her name came up. And really it was, Wow, could we get her? (laughing) And she was available, and I think we're going to all be in for a treat this afternoon. We just got to spend some time with her, one-on-one Q and A. And it is... Runs so deep with her. She's actually pretty soft-spoken-- >> Rebecca: Um-hmm. >> But you can see that this is how she lives and breathes her life. And I'm just so excited! I can't wait to get in there and hear the keynote. >> One of your responsibilities here at VMware is being in charge of the foundation. >> Sindy: Um-hmm. >> And VMware has a very unique approach to giving. >> Sindy: Um-hmm. Yeah. >> Tell us more about that? >> So, that the approach that we've had is, again, most of what Vmware's and our culture is about is about choice, and about engaging our people, as opposed to many other sort of giving philosophies, which is really a top down approach. So, what we do is really give our employees the say in where did they want to give? How did they want to engage? And we call this Citizen Philanthropy, and we talk about it that every individual can make a difference and that's the Citizen Philanthropy. But at the end of the day, that's how we get to having a collective impact, right? And it has been phenomenal. We have done some work internally around employee engagement, what does this mean? And we're seeing phenomenal results from just how embedded this is in our culture. How proud people are of being able to give in this way. How much they value this as a culture. And we're seeing more and more of this within all of our employees. Most people talking about millennials really wanting to have their sense of purpose, but I'm seeing it across the spectrum. It's not just millennials, it's people at my age, which is much more than a millennial (laughing), all the way across, which is how do we get that sense of purpose? How do we give back? And that's essentially what the foundation approach is, how do we awaken the philanthropist in everyone? >> So, where are employees giving back? Give me some examples of how Citizen Philanthropy plays out. >> Across the board, so we invite our employees to engage, we invite our employees to... And we very generously offer 40 hours of service learning, right? I think just even that phrase, we don't call it volunteerism because really we're focusing on the being of service, and what do you learn from that, right? And I think that has a profound impact on people, and it's not just about, Oh, I'm going to do two hours here or there. It's seeing the impact this has, and then being able to apply it back to their own selves, and see how this grows them and changes their perspective of the world. When we first launched the foundation, it was under the then CEO, Paul Maritz, and he's made this comment up, Anybody who works here has won the lottery of life, alright. And it's part of who we are. And being able to give back is such a tremendous, just privilege. And people feel that and we see it. We just did a survey and we're working on our employee NPS score, which is would they recommend the company. And we found that those employees that have engaged in our foundation programs are 25% more likely to recommend the company. So, you can see how this is really embedded-- >> So, it has an effect on retention. >> And retention, be the culture, and that, in turn, has an impact on hiring because they'll recommend it to their friends, and who, again, are looking for more in a company than just-- >> Um-hmm. >> How am I going to earn my paycheck? And I think that's part of what the foundation allows us to accomplish for people. >> I think that quote from your former CEO has stayed with me, You've won the lottery of life. Do you think that is part of the culture in Silicon Valley, too? I mean, there's a humility there? Because I got to be honest-- >> I think there is-- >> It doesn't appear that way (laughing). >> There's a lot of privilege out there. And I think that's the opportunity that we have, and I think we're seeing some of this changing, with the Warren Buffet's giving away his money. >> Rebecca: Um-hmm. >> What the Gates' Foundation is doing out there. But I think there's a constant reminder of that sense of privilege that where we are in the world, and how we almost have a responsibility to give back and make a difference for others. >> Rebecca: That's great. >> So. >> Well, Sindy Braun, thank you so much for joining us! >> Thank you, this has been a pleasure. >> I'm Rebecca Knight, your host at The Cube. This is Women Transforming Technology at VMware. We'll be right back. (instrumental electronic music)

>> Announcer: From Palo Alto, it's theCube, covering Women Transforming Technology 2017. Brought to you by VMware. >> Welcome back to theCube's coverage of Women Transforming Technology here at VMware in beautiful, sunny Palo Alto, California. I'm Rebecca Knight, your host, and I'm joined by Lori MacKenzie. She is the executive director of the Clayman Institute for Research at Stanford University. Lori, thank you so much for joining us here today. >> So happy to be here. >> So, we were talking before the cameras were rolling about your research and one of the things you were talking about is the frozen middle and I really like that terminology because there's so much research about the subtle biases that women face in the workplace and how management can make all the difference. So, tell us a little bit about this frozen middle and about the strategies you're using to help middle managers become better managers. >> You know, people often say employees leave managers, they don't leave companies, and so, the manager really is setting the experience of every employee and so, our question is this: Can you help managers be more inclusive in a way it makes them feel like they're both better managers and better business leaders? So, what we do is we do experiments with them. We say, "Try this" or "Try that," that will block bias and make you more effective. For example, do you know what you're evaluating people on? Do you have a toolkit for that? What kind of dashboard might you create to make yourself more effective? It turns out, when managers create something themselves, based on gender research, and it helps them be more effective. They'll even fight new HR people trying to change them back to a different process because they know it works. And for me, that's the win-win. Managers co-design it, it's based on gender research, and because it makes them more effective, they're more likely to redo these processes themselves, even if they don't have any HR support. >> So, part of it is training, but it also, it sounds like a lot of it is also ownership, too. >> Yes, absolutely. What we found is sometimes inclusion or diversity training is decoupled from what people do everyday at work. What if we put them together and talk about you creating something using the gender knowledge and thinking about what you do every day at work? When you couple those back together, that's when it really matters to managers and makes them feel more effective. >> So often, diversity and gender issues is part of the HR function of a company. >> Lori: Absolutely. >> But your approach is really different. Tell us a little bit about what how you recommend companies think about gender and diversity. >> So, you need diversity inclusion to live somewhere. You need an owner of it and it makes sense that it's owned by the HR function. And we think that's essential. >> Rebecca: And it makes sense because it starts with hiring? Or because? >> And with people 'cause it starts with people. These are all people and people crosses every single function, from marketing to technology, to law, and that makes sense. It's necessary, but not sufficient to motivate change. Change happens because each function and each person believes that it improves what they're doing. So, for example, the rollout of something like Agile software development, software developers use it because they were told it makes them develop better software. What if we approached diversity like that? Managers start to be curious about it and engage in it because they thought made them better developing software that was unbiased, their team meetings went better, more voices were included, people weren't leaving. When you embed it in what people do every day, that's when it's not something that disappears when the HR person disappears. It's embedded in what people do every day and we think that's really important. >> And you were also talking about, you were talking about thinking about this in terms of product rollout, but also, in terms of how people are introduced and how they interact. >> So, we've discovered language matters. And often, if we don't think strategically about language, stereotypes will guide how we call people, regardless of who they are. So, we might tend to say, "I love working with Lori. "She's so great. "She's my best friend." And "I appreciate working with," let's say, "Brian, because he's a strong leader and very strategic." And even though I think they're both really great and really strategic, the audience takes a very different perspective of what people's contribution is. So, language matters, how we introduce people. I always tell people look closely at your LinkedIn profile. Look at how you're endorsing people and try to use language that reflects your values, which are both very driving, strategic, and collaborative teamworking. Combine them, don't default to one or the other, based on stereotypes. >> So, can you, let's unpack that a little bit more. In terms of the stereotypes and the way you described Lori on the one hand and Brian on the other, how is it different and what would you say is typically done and what should we be thinking about to do better? >> Well, it turns out that men and women leaders behave very similarly, that we describe their successes and failures very differently in language, based on stereotypes. So, for not thinking about what do I want to say and then instead, think about what I happen to say, we'll wind up describing them very differently for the exact same outcome. Some descriptions are more aligned with getting promoted and some are more aligned with kind of that helper, supporter-type person. And over time, you could start to see someone gaining an advantage, based on how we perceive them, not their actual contribution. So, one of our recommendations is to think strategically about language to prevent that kind of perception difference from being replicated in how we introduce people, how we describe them, how we talk about them. >> In terms of diversity programs, we were talking a little bit about this before the show started. Does it matter where you start? Do you start with thinking about being more inclusive of women or minorities or people of different sexual orientations? I mean, where do you start and does it matter? >> That's such a great question. It's something I grapple with all the time and in all my years of working in this field, my new line is, "There is no trickle down diversity." And what I mean by that is, by working on the kind of the broadest segment, for example, women, does not mean that Black women, Latino women, and Asian women will benefit for their fair share of these efforts and it might be harder to design for everyone, men of color, sexually diverse people, people with disabilities, but if we don't start there, it seems like we never get there. So, my new perspective is, we really have to start with the hard questions and in the end, whatever we develop will benefit far more people than starting somewhere and having them make up for the fact that we didn't include everybody equally in our programs. >> As the executive director of the Clayman Institute at Stanford, what do you make of what's happening right now in Uber, in Silicon Valley? We've seen so much really depressing, horrible news coming out and this is just a couple of years after the Ellen Pao lawsuit. Why aren't things better and what's your take? >> So, the mechanism of what's behind all the news today is the same. It's privilege. That someone's story is believed and someone's story is not believed and we act on the stories that more align with our cultural norms of expectation, high performance, and that perpetuates itself. And to tell you the truth, there are many days when I just can't look at the newsfeed, but then, I hope that every day I get a little bolder. I found I've spoken a little more strongly, I've pushed a little harder, I've tried not to be complacent myself, but more importantly, I'm trying to support the men and women who are trying to make a difference because we're all feeling a little bit beat down by some of the news and I think now, more than ever, we need to support the well-intentioned people who are trying to do good and know that it's a long view and we're in it for the long run, so let's not get distracted by anything but keep pushing forward, even down to making sure our daughters know that they matter, that if something happens to them, it matters, and that our sons, it matters that they're good men, that they grow up not to have locker talk. I think all of that matters. >> And are you working on anything in particular right now that is directly, I mean of course it directly, it all addresses it, but that really is about what you're hearing women's tales from Silicon Valley? >> You know, what's really exciting about being at an institute that's over 40 years old is that we have a range of topics that we work on and at the Clayman Institute, we've been working on breaking the culture of sexual assault for two years now and we're looking at what are the cultural configurations that enable these actions to be kind of, happen frequently and what can we do to address the culture in which assault and harassment happens. So, we've been studying things like how do you announce, how does a company make an announcement about their findings about sexual assault? Does it matter that you announce with a big statistic? Does it matter that you say these things are unacceptable? Or to just say it's part of, kind of every day life? So we're studying the language of these announcements. We're studying the frequency of them and it's something we've been working on for years because I think when you think about gender equality, it's complex and it's got a lot of dimensions and if we only go in one direction, we're going to miss something. So, I think it's always keeping your eye on all the barriers that women face from harassment to language, to promotions, to access and figuring out what are common ways that we can address and attack all of those issues and find workable solutions. >> What is your best advice to a, let's say a male executive in Silicon Valley who says, "Lori, I want my company to be different. "I want it to be a more welcoming, inclusive, "nurturing culture for everyone." What would you say to him? >> I would say, "Start with the assumption "that everything might have bias in it." Then-- >> Because we're human or-- >> Because we're human. >> Okay, okay. >> And just like software, you always assume there's something you can debug and you're looking for ways that it might be broken and we're often complacent about how people are treated in team meetings, how we hire, who gets promoted. And if we assume that there could be a bug in any one of those processes and we're vigilant about getting better and better over time at tracking them and proving them and then, getting ahead of 'em, that's where a company can take real traction. But the moment we become complacent, we actually open the door to more bias 'cause then we stop looking and the bias is always going to be there. >> But I like what you said too about assume that there's something you can debug. I mean, that's real software, but that's, (laughs) you're talking their language. >> Right, right, and I talk to a lot of male executives. Very well intended, who really want solutions, so part of my optimism is there are a lot of well intentioned people in all of these companies. Let's get them the tools and perspectives to be effective and I think we will continue to see positive momentum, even though the environment right now is a little hostile. I think keep driving forward with the long view, make your cultures as inclusive and safe for all your employees as possible, and take a good hard look at where there might be bias and let's not be afraid to tackle it together. >> And now, let's give advice to that young woman who's starting out at a company in Silicon Valley, who maybe is freshly graduated from college and has never experienced the workforce before. What would you say to her? >> I'd say, "You're awesome." And you know, there are challenges for everyone. Even CEOs get coached about their presence and everything else and there probably will be more barriers as a woman or a woman of color that you're going to have to get better at, but I'm like Gloria Steinem. I'm a hopeaholic. I believe we can all develop the skills. I think we should work together, break the barriers, and develop the skills. But in the end of the day, your voice matters and having you develop the future of technology matters so, let's work on that together. >> Lori MacKenzie, thank you so much for joining us. >> Yeah, thank you. >> I'm Rebecca Knight for theCube. This is Women Transforming Technology. We'll be right back. (upbeat music)

>> Announcer: From Palo Alto, it's the CUBE covering Women Transforming Technology 2017. Brought to you by VMWare. (funky music) >> Hey, welcome back everybody. Jeff Frick here with the CUBE. We're wrapping up a full day here at the VMWare headquarters. I always want to say VM World and not VMWare for the Women Transforming Technology Conference. Been a fantastic day. Kicked off by Kara Swisher, wrapped up by Gloria Steinem, and a whole lot of interesting sessions and topics in between, and really happy to have Rebecca Knight hosting all day. Thank you Rebecca for carrying the freight. >> It's been great. It's been a lot of fun. >> So I want to kind of turn the table. You've been doing all the interviews all day, and interview you, kind of. You know, you live in Boston, so you're not out here all the time. Kind of what is your perspective? A lot of conversation of kind of the Silicon Valley bubble and the Silicon Valley point of view, but it doesn't necessarily represent every place. It's a unique little spot on the world. So what's been your take on that piece of the interviews today? >> I think that that is exactly what I've been thinking about. As an east coaster, I mean I live in Boston. I don't live in Nowheresville, I mean, but it's also a center of innovation and technological change. >> Jeff: Right. >> Particularly Cambridge, but there is a real special magic about Silicon Valley, and yet, Silicon Valley also believes, it drinks it's own Kool-Aid, and so has it's own feeling of specialness too. So it's interesting to be here and watch it all happen. >> Right. Other areas that you cover when you're not hosting the CUBE is management and leadership, and obviously, Boston is a hotbed of acadeem. I think, what Harvard was the first college set up in the United States. >> It was indeed. >> So when you look at some of the issues, there's a lot of topic today on Uber, what's going on at Uber, and some of the kind of overt sexism if you will. When you look at the kind of leadership, and the study of leadership and management, what are some of the things that you're seeing that are kind of new and innovative? You would think it's 2017 for God sake. You'd think we'd be past some of these sophomoric issues, but we're not, and not by a long shot. >> It is very depressing, I'm going to be honest. And I think particularly with leadership right now, I write a column for Harvard Business Review, and Harvard Business School is teaching the next generation how to be leaders, how to be responsible and be the next captains of industry, and yet in Washington, we have this real example of how not to do it in the sense of not listen to experts, not take other people's perspectives, not be willing to collaborate and listen really. >> Right, right, but by the same token, I mean one of Kara's themes was, you know, many of the great entrepreneurs that are driving innovation, we heard from, you know the stories of jobs all the time. They don't collaborate, and they don't kind of tow the line, and they do break glass and break barriers 'cause they think differently, not to steal directly from that line. >> Rebecca: Yeah, yeah. >> But so, it's an interesting kind of juxtaposition of you know, maintaining individuality. >> Rebecca: Right. >> Yet you also have to, have to operate in the world in which we live. >> Yes, and I think that that, exactly yes. Those are very successful people tend to have that kind of driving personality, and yet, an other part of Kara's speech was talking about the virtues of graciousness. >> Jeff: Right, right. >> And, and how that really can also be a powerful part of leadership. >> Right, so as the study of management evolves, kind of how do you see that changing over time? You've been at it for a while, I mean, is it kind of more of the same? Is it fundamentally different what they're teaching in schools or as we study leadership? I'm always struck by, you know, we don't spend more time studying, you know, the Marines at Parris Island. I mean, they teach young kids that are 18 years old, 19 years old to turn into 23 year old leaders, that are, you know, sending people to their deaths for the cause of the greater good that they're objectives, they're trying to achieve. It's fascinating to me that, you know, we don't draw kind of more leadership studies from a broader range of perspectives or am I just missing the bell? >> No and I think you're absolutely right in talking about the military and talking about wartime, I mean, those are high pressurized situations where it's not just, oh, we're not going to make our numbers this quarter. It's my... >> Jeff: Right, right. >> My platoon is going, I'm sending them into their death. >> Jeff: Right. >> If this doesn't work out they way I'd like I've strategized. So, no, I think that they're, I think that increasingly business schools are trying to take lessons from other parts of the military for example, and also using philosophy and art. Design thinking is another hot thing at business schools right now. Trying to take other disciplines and finding the best bits, and what they can apply in terms of how you run your business. >> It's interesting, the whole design thinking 'cause that's getting a rebirth at Stanford. >> Rebecca: At Stanford. >> I know too. >> Exactly the D school, yeah. >> It funny, we interviewed Dan Gordon from Gordon Biersch Brewery who is introducing a new apple, a malted apple beverage, and he had this gal that worked at or was from Stanford, played softball at Stanford and they were doing this design thinking, and they decided white label, and apparently you just go out, and you go meet people and you show 'em the white the label, and you see how the whole thing shapes out. So, there does continue to be this kind of evolution. >> No, it's absolutely true. >> So, biggest surprises of the day? >> Biggest surprises of the day? I mean, I first of all just want to congratulate VMWare of choosing Gloria Steinem to be the keynote close. Like I said, I think that that was such a bold choice, an unexpected choice. Yes, it's a women's conference, but she is a real feminist icon, so I think it was, I just, I'm so proud to be here. >> Oh good. >> And listen to Gloria. >> And how 'about some of your favorite moments from a few of the interviews? >> Oh, so many great interviews. Yanbin Li really an energetic presence. >> Jeff: Yes. >> And she just had a lot of interesting things to say about mixing sort of her personality, her role as a mother and her role as a leader and technologist. >> Jeff: Right. >> I think that was great. I loved listening to Nicola Icott talk about how she uses design thinking to devise a sustainability strategy here at VMWare, and Lily Chang talking about her childhood in Taiwan. The daughter of a mother who had to fight for everything including an education for Lily. And now what she does here in the office of the CTO at VMWare. So so many great women. >> Yeah, it's, you know, it's really my favorite part of the CUBE is we get to talk to so many people. I just, for whatever reason, there just isn't necessarily a format for them to sit down and really tell their story. >> To tell their story. >> Jeff: They're all terrific stories. >> Yeah. >> Well Rebecca, I want to thank you again for making the big trip west. >> It was great, it was great. I love it, I love this place. >> And we look forward to many more events with you. >> Yes. >> As we get deeper into 2017 conference season which is going to be crazy by the way. All right, well thanks again Rebecca. >> Thank you. >> She's Rebecca Knight, I'm Jeff Frick. You're watching the CUBE from VMWare headquarters at the Women Transforming Technology conference. Thanks for watching. (funky music) (intense music)

(upbeat music) >> Narrator: Live from Palo Alto. It's theCUBE, covering Women Transforming Technology 2017. Brought to you by VMware. >> Welcome back to theCUBE's coverage of the Woman Transforming Technology conference held at VMware here in beautiful Palo Alto, California. I'm your host, Rebecca Knight. I am joined by Nicola Acutt, she is the vice president of sustainability strategy here at VMware. Nicola, thanks so much for joining us. >> My pleasure, Rebecca, it's great to be with you. >> So I want to start out by talking to you about how VMware is thinking differently about sustainability and devising its strategy. >> Yeah, great. Well, you know, sustainability is something that's not really new at VMware. We've been doing sustainability for many many years, but what is new is we've rethought our strategy and we've rethought how we frame and think about it. And that starts with the business and what we actually do in the world. This is what's really exciting to me, you know. We've done a lot of very responsible things, from the design of the campus here in Palo Alto, which you've seen, our LEED certified buildings and the work that we do in philanthropy and community. And now what we're doing is pulling it all together under this concept of collective impact, and for us, that's about the sum of the parts, and really about ultimately how we leave a legacy and impact as a business, but starting with what we do. >> And I think that that's... What you're saying is so important in this sense of, for corporate social responsibility, that has to start with a business case of why you're doing this, but then there's also this legacy part to it too. So talk a little bit about what you're thinking there. >> Yeah, well, glad you asked, it's a large part of why we have, as we rethought sustainability, we put this role in our office of the CTO. And for that exact reason, because it's about, you know, what is the legacy we create? Not just in our industry, but for the world. So we talk about, you know, my role, in the office of the CTO, it's very much about helping to inspire engineering for impact, so that we, you know, our mission is about creating not just the most innovative software in the world, but for the world. So we think about the impact, the legacy impact VMware has had in the data center, which is one thing I can talk about, you know, the environmental impact of that. But then also looking forward at how we enable access to technology, the platforms really to change the world, whether it's providing solutions for farmers in rural parts of India of Africa or down the street. It's this view of how does VMware's technology help create a better place, a better world. >> Well, just the fact that you were in the office of the CTO is such a dramatic change from so many companies. I mean, when you think about the bad rap that sustainability gets, corporate green washing and things like that, but to put it at the core of VMware's business, that is a very dramatic difference. What was the impetus for that? >> That's a great question. You know, I think before we were talking about, I've been at VMware for several years, and been on a journey myself and what we do, and started working in the foundation. And I've moved into this role in the CTO office. And part of that was about how we came to this perspective of what is the impact that we want to create, and how do we want to go beyond sustainability to collective impact, and that was about this idea of net positive. How do we create a legacy where the sum of the parts are greater than the pieces. And I'll tell you a little story, you know, when I first joined VMware, I remember people describing the impact from an efficiency point of view in the data center, and I was always fascinated by that question. And finally last year we did a piece of work together with IDC to actually quantify that impact, and so for the first time, we were able to get the data and look at the legacy impact that we've had, and the numbers are astounding. When you look at what VMware and our customers have done over the last 13 years, it's the equivalent of avoiding 340 million metric tons of CO2 going into the atmosphere. That's a pretty astounding number, right? So what does that mean? It's the equivalent, we worked it out, it's the equivalent of powering 43 million homes, which is about 43% of US households for a year. >> Rebecca: A year? >> For a year. Isn't that incredible? >> Yes. >> And it was that, so that piece of work was really what helped shift this perspective and our collective realization that, yes, we can do all these great things, from social responsibility, environmental responsibility, in terms of how we run our business and how we treat our people in communities, but probably the most important and powerful impact that we can have is how we use our technology, and the impact that we have on the lives that we change as a result through our technology. >> You are in a panel here at the Women Transforming Technology conference that's all about design thinking. And it's about design thinking in terms of leadership, and your approach to management. But also, your approach to your job and devising, in your case, a sustainability strategy. Talk about design thinking and how it's changed the way you go about things. >> Right, I'm personally a big fan of design thinking, and it's one of those methodologies or experiences, where when you experience it, you really see the power of it. And when we were working in the foundation, the beginning of this work, we pulled in some design thinking experts to help us just frame a problem that we were trying to solve. And that experience really resonated with me, and it stuck with me, and these ideas of how you go from brainstorm big picture thinking to actually impact and outcome. >> So just break it down for our viewers, design thinking, elevator pitch, what is it? >> Sure. So it starts with sort of four key principles. It's about empathy, starting with empathy. Thinking about the problem that you're trying to solve. Thirdly, implementing, so rapid prototyping and then testing again, so lots of testing, before you come to the impact and the outcome. And it's this iterative process, kind of building something, testing it, going back and building it again. But I think the biggest takeaway for me and what I learned about it that I applied to leadership is this idea of empathy. And I think we often think of empathy as feeling sorry for, but it's not, it's really to me, empathy is radical questioning and radically asking yourself, challenging your assumptions and trying to see what others see, and I think it's that, that shift of mindset that's so powerful, and for me, applying that to my work shows up all the time, whether I'm in a meeting, whether I am running a team, whether we were doing the strategy for sustainability, it's constantly asking the questions, asking why. I think that for me is the thing that I really appreciate about design thinking and I try to bring it to everything that I do. >> From a product standpoint, the empathy is for the end user, for the customer, the person who is going to be using the product. But when it comes to creating a sustainability strategy, who are you empathizing with? >> Yeah, that's a... So, you know, again, that this word empathy, I think, is-- >> Rebecca: It trips people up! >> Yeah, because we think it means feeling sorry for, right? But no, it's about seeing the other. Because what we were doing is taking this much wider angle view on sustainability, in other words, it's not about the real estate organization or about turning off the lights in our operations, it's about the whole business. So for me, empathy is about trying to step into other people's shoes, and working with stakeholders across the business, so not just in our real estate operations, but in the business, in HR, in legal, across all of the functions. And asking questions and listening to stakeholders, and really trying to understand their point of view on the business so that I can connect what they care about to, ultimately, the sustainability strategy. >> Talk about design thinking in an approach to leadership. Particularly in light of why we're here, Women Transforming Technology. How does it work when you're on a team? >> Yeah. >> You know, I think it starts with that individual, it starts with empathy always, and the why, and really trying to understand others, the people that you're working with. When I say empathy, I think about trying to see others. And part of seeing others is knowing what their strengths are and knowing what they're uniquely placed to do. So in working with the team, I think that is a great leadership skill, is to really know and understand your team, to build a team that functions really well together. That skill, I think, is irreplaceable in leadership. >> And what about for the person who's being led? So the person who's not quite the manager yet, maybe earlier in her career. How can she use design thinking and empathize both with her colleagues and her customers, but also perhaps her manager too, in terms of not only moving the product forward, but also moving her career forward? >> Yeah, you know, the speaker in the panel we just listened to, Lynn Christensen, talked about the importance of understanding the needs of others and how powerful that can be when you're trying to get work done and have an influence. So she gave an example which I loved about, often where we're trying to prove ourselves, right, especially as young women in the workforce. And there is an important element of confidence and all of those good things that we're talking about here, but I think the other element of what she was getting at is understanding when you're giving a presentation or you're talking about a product or an idea, to think about who you're talking to. And to make sure that, when you think about your message and your presentation, to be designing your talk, to use design thinking, designing your talk with that person in mind, and that can be a really powerful way to have yourself seen as a potential or as a future leader. >> In terms of how you are thinking about VMware sustainability strategy and the way other companies are, what, and I don't want this to turn into a school where other companies should follow VMware's lead, but at the same time, what would your advice be to other companies that are seeing what you're doing and, for example, putting sustainability in the office of the CTO? What other differences in terms of how you approach sustainability could other companies mimic, for the good of all of us? >> For the good of all, absolutely. I think that's a really important question because, you know, I think there's a role for corporate social responsibility and philanthropy and sustainability, and I think every company is unique, depending on their market and their industry, but ultimately, when we think about trying to create a positive impact on the world, and frankly, to address some of the world's most pressing challenges, it really does require the combination of what I talk about, this collective impact, and the skills and competencies a business can bring to that really are in what they offer to the world, and often that isn't necessarily just philanthropy, it could be a combination of those things. My perspective on this is really thinking about where your unique competencies as a company and a business overlap with the world's great needs? And finding that sweet spot is where I believe companies can have the biggest impact. >> One of the other elements of sustainability strategy is making sure that companies are committed to diversity and inclusion, and is there a way that you're working on that here at VMware as part of the sustainability strategy, or is that more of an HR function? I mean, how does it all work together? >> Yeah, you know, the work that we're doing at VMware on diversity and inclusion is very much part of this ethos of collective impact, because it's really pulling and connecting these elements of the work that we're doing inside the company, in different departments, into this legacy of what I call net positive, the net positive impact. So diversity and inclusion is part of that in a really important way, and this is what this conference today is really all about, bringing a community of women together who are passionate and committed to making an impact in technology, and leaving that positive legacy. And so for me personally, today's really quite poignant, actually. I'm a mom, and I'm also the daughter of a farmer, and I'm going to get choked up. (laughter) And a school teacher. >> And you're going to meet Gloria Steinem later today, Nicola. I don't know if I can pile on, but-- >> Well, this is what's so poignant for me, is I grew up in the shadow of apartheid, and I think, and a very patriarchal society by my mom, was very influenced by Gloria Steinem. And her fierceness about education for girls was really ultimately, I think, had an impact on me not only finishing high school, but going on to get a four year degree and a PhD, and ultimately, you know, South African woman finding herself in Silicon Valley today. >> Right. >> Is a testament to Gloria and to my mom, and all the women who have forged this path for us. And so today is an opportunity, I think, in some ways to say thank you, me personally to say thank you to Gloria and those women who have forged the path, but I think today's also important in the recognition that there is this community that is growing, a community of women who are having an impact in technology. But I think the other element is that we realize that our work is not done. And that's what today is all about, is this community of women who are carrying the torch because our work isn't done. >> So yes, I mean, there is that balance. There's this gratitude, on one hand, of our forebears and what they've sacrificed for us to be where we are. But then at the other hand, particularly as you said, you grew up in the shadow of apartheid, and now you have Donald Trump as president, and we're hearing a lot of... (laughs) Of scary notions coming from the White House right now. So there is also this other side to it, which is feeling anger and a real mobilization to rise up. >> Yeah, Kara was really eloquent about that this morning, and I think it's complex, right? This is multiple facets and multiple forces at play. But at the end of the day, I think it is really really important to be clear about our values, and to be clear about the impact that we want to leave in the world, and finding a community of people around which to focus our energies. >> Perfect words to end on. Nicola Acutt, thank you so much for joining us. >> My pleasure! >> I'm your host, Rebecca Knight, we'll return with theCUBE's coverage of Women Transforming Technology here at VMware. (upbeat music) (ominous music)

>> Narrator: Live from Palo Alto, it's theCUBE, covering Women Transforming Technology 2017, brought to you by VMware. >> theCUBE's coverage of Women Transforming Technology, held at VMware's campus here in Palo Alto, California. I'm your host, Rebecca Knight, joined by Jeff Frick. We are here at the conference. It starts today. It's a one-day event. >> Right. >> And we just heard Kara Swisher, who is a journalistic hero of mine, and she gave a great, rousing, funny, timely, topical, political keynote. What'd you think? >> Well, she's been covering for so long. I read aol.com way back when, and I actually did an internship at AOL, I think in '96, back in the days when they were shipping, shipping CDs, so it's so fun to put her together with kind of that. >> Right. >> Seminal moment in time. >> She's a veteran. Exactly. >> She's terrific. She followed the characteristics that she outlined in her keynote, which is be true to yourself and don't be an asshole but don't really care what other people think. Be true to yourself. And she was that through and through. It's the first time I've actually ever seen her speak. It was a lot of fun. >> She's a great, really dynamic, funny, self-deprecating but also a bit of an ego herself. >> Oh, absolutely. >> I enjoyed particularly, as a fellow journalist, how she took Silicon Valley to task a few times, just talking a little bit about the naval gazing the Silicon Valley does, how badly they want to talk about the products and the process when really, the end users pretty much just care about, does it work, what's it going to do? >> Right, and two, it's kind of good news, bad news. With Trump, it's a never-ending source of good content for journalists, never have to wake up in the morning and think of a hard story to cover. And now, what's going on unfortunately with Uber, which as she said, is like somebody falling down a flight of stairs and they just keep falling and falling and falling. Big post that came out last week on LinkedIn, it got pretty viral, widespread, and then apparently another one and lord knows, I'm sure there's plenty more to go. And she really called out that she's trying to make people take a stand publicly against things that are not right and to really take a position, use your position of power to try to, as she said, help people with afflictions and afflict people that don't need the help. >> Yeah, comfort. >> Yeah, comfort those with afflictions. >> And afflict the comfortable. Yeah, no, I think it's a great point, in terms of here you Silicon Valley captains of industry, you are powerful people, you run powerful companies, act like it. >> Right. >> Act like it. And take up these causes that Trump is certainly taking up and particularly since they are so core to the values of Silicon Valley. These are gender issues, immigration, gay, transgender, and start taking a stance and stand up. >> Right. And so, we're excited to be here. This is, I guess, the second time they've had the Women Transforming Technology conference. We actually covered a VM women at a VMware show a couple years ago, and the Clayman Institute was there. So we're excited to be back. A full day of interviews, really glad to have you out and again, welcome to California from the East Coast. >> Thank you so much. I'm thrilled to be here. >> But it's a full line-up. We're going wall to wall and ending the day with I know someone that you're really looking forward to. >> A feminist icon, Gloria Steinem. And I also think that kudos to VMware and to the other sponsors of this conference for choosing her. She's not an obvious choice for a Women Transforming Technology conference closing address, but she really is going to take on so many of these important issues of the day. >> Okay, so any particular guests that you're most excited about today? >> I mean, there's so many. I am excited to talk to the women at the Clayman Institute for Gender Research. >> Yeah, Lori's fantastic. >> Yeah, Lori's going to be fantastic. Yanbing Li, she looks really interesting and a dynamic speaker, I know she's been on theCUBE before. >> Right, right, many times. >> Yeah. >> Alright, super. Well, I think they are just about ready to get out of the keynote, so we should probably. >> Excellent. >> Get ready for our first guest. >> Thank you so much. Great. >> Alright. >> We'll see you back here soon.