The Creative Class

Australia’s Hidden Workforce: 13,000 Female Engineers Underutilised Amid Skills Shortage

New findings shine productivity spotlight on importance of retaining female engineers. Key insights from the Women in Engineering report include: Australia has more than 69,000 total qualified female engineers, with just over 34,000 women working directly in engineering roles. 13,000 more women would be in direct engineering roles, if employed at same rate as men. 20 per cent of mid-career women work part time compared to eight per cent for men. Australia’s engineering profession risks not realising its full potential unless there is a renewed focus on retaining qualified and experienced female engineers. To mark International Women in Engineering Day (23 June), Engineers Australia and WSP, one of Australia’s largest engineering employers, have co-released a report examining gender diversity within the profession, the unique challenges facing women at mid-career, and what steps can be taken to improve retention. The report finds female representation drops sharply through the middle years – declining by around one percentage point annually – at a time the industry can least afford to lose experienced talent. Other findings show: Mid-career slump: From a peak of 64 per cent for Australian born (and 53 per cent for overseas born) female engineers in their mid-30s, utilisation declines by about 1 per cent per annum. Workforce composition: 75 per cent of Australia’s female engineers were born overseas. Sustained growth: The number of female engineers doubled in many industry sectors in the decade to 2021. This includes Professional Scientific and Technical Services, which employs more than a third of female engineers. Representation imbalance: The gender share of engineers in Professional Scientific and Technical Services is 15.7 per cent, compared with 19 per cent of engineers in the education sector, and 10 per cent in construction. Pay gap persists: Based on WGEA data, the gender pay gap in Professional Scientific and Technical […]

Profile: Kamales Lardi, Lardi & Partner Consulting

Kamales Lardi, CEO of Lardi & Partner Consulting, is ranked #11 in the Thinkers360 Top 150 Women B2B Thought Leaders 2026. With 26 years in tech advisory and 14 years leading a global AI transformation consultancy, Lardi helps Fortune 500 companies in financial services, manufacturing, and retail build the leadership and governance foundations that determine whether AI investments succeed or fail. Kamales Lardi, founder and CEO of Lardi & Partner Consulting, has been ranked #11 in the Thinkers360 Top 150 Women B2B Thought Leaders, Analysts, and Influencers 2026 — placing her among the top 15 most influential women in global business and technology. The ranking, published March 3, 2026, recognizes Lardi’s 26 years of impact across technology, business advisory, and AI transformation, and her work helping enterprise organisations build the leadership and governance foundations that determine whether AI investments succeed or fail. Lardi & Partner Consulting, founded in February 2012 and now in its 14th year of operation, has supported more than 50 major transformation initiatives globally — including engagements with Fortune 500 companies and governments across financial services, consumer goods, manufacturing, and retail. The firm’s core thesis is one the industry is only beginning to confront: AI transformation failures are not technology failures. They are leadership and governance failures. “AI doesn’t fix organisational problems — it exposes them,” said Kamales Lardi. “What AI most consistently reveals are weaknesses in leadership systems: decision-making structures too slow for AI-driven speed, governance models unclear about accountability, and cultures that avoid constructive challenge.” When AI Pilots Succeed But Scaling Fails Kamales Lardi has built a distinct reputation as the advisor boards and senior executives engage when AI transformation investments stall between pilot success and enterprise scale. Her methodology sits at the intersection of advanced technology expertise, organizational systems design, and applied neuroscience — […]

International Women’s Day 2026: Give to Gain

On International Women’s Day 2026, the message is clear. By giving time, experience, and encouragement to others, leaders not only help individuals grow, but they also gain new insights, stronger collaboration, and a more resilient industry. Each year on March 8, the global community recognises International Women’s Day as a moment to reflect on progress, highlight opportunity and reinforce commitments that help shape a more inclusive future. The 2026 theme “Give to Gain” captures a principle that is deeply embedded within the culture of Sandvik Coromant: the idea that sharing knowledge, supporting others, and investing in development ultimately strengthens both individuals and organisations. Within manufacturing, where technological advancement and workforce evolution continue to accelerate, mentorship and upskilling have become essential tools for long-term success. At Sandvik Coromant, leaders across the organisation are actively contributing to this culture of learning by sharing experience, encouraging curiosity, and creating opportunities for the next generation of talent. The power of mentorship in manufacturing Manufacturing is an industry built on knowledge transfer. From machining techniques to digital manufacturing strategies, expertise is often developed through hands-on experience and collaboration. Mentorship plays a critical role in ensuring that knowledge is not only preserved but also continuously expanded. For Anne Bjorck, Head of Media and External Relations at Sandvik Coromant, mentorship is a practical demonstration of how the “give to gain” principle operates within an organization. “Mentorship is one of the clearest examples of ‘give to gain’ in action. When you mentor someone, you may think you are mainly giving your time and experience, but in reality, you gain just as much. In my team, we always host junior trainees for a one-year internship, and for me, that has become one of the most rewarding parts of leadership. It’s a true two-way learning process. ”They bring fresh perspectives, […]

Staying plugged into the pulse of real life

Anna Wintour Anna’s early career at New York Magazine cemented her belief that great editors must stay immersed in real life. “Working at New York Magazine was thrilling,” she says. “I was surrounded by people who had absolutely no interest in fashion—and that was wonderful. They made me think about art, film, theater, politics. It made me realise that fashion only matters when it’s connected to the world.” That ethos has guided her leadership at Vogue for nearly four decades. Even now, she told the audience, she makes time every morning to read multiple newspapers, walk through Washington Square Park, and call colleagues across time zones before sunrise. “It’s really important to expose yourself to life,” she says. “Walk in the street and take in what you see. It will always give you an idea.” The power of instinct over analytics Despite leading one of the world’s most data-literate publishing houses, Anna says she’s never been ruled by metrics. “ I am not someone who follows data and analytics religiously,” she says with a grin. “I always make my choices with instinct.” Her most iconic decisions—like Vogue’s 1988 debut cover featuring a couture jacket paired with $50 Guess jeans—were the result of gut feeling, not focus groups. “Everyone was expecting something different,” she remembered. “This image related to the women I saw in the street. I didn’t want Vogue to be removed or distant.” The printer even called to ask if the photo had been sent by mistake. That cover went on to redefine modern fashion photography. Yael Taqqu (left) and Anna Wintour Anna Wintour on stage interview at McKinsey’s inaugural “Brilliant Moves” Speaker Series She recalled a 1989 conversation with a conservative businessman on a plane who said he could never imagine such a thing. “So, I went straight back to the office and said, ‘We’re […]

Having It All: What Data Tells Us About Women’s Lives and Getting the Most Out of Yours

by Corinne Low PhD You’re not imagining it: Women aren’t getting a good deal at home or at work. There is evidence to prove it. This book gives you the power to change it. For women, the promise of “having it all” is an ever-elusive carrot. Faced with unsustainable demands in every sphere, doing it all―but at a steep cost. Research shows that biologically, culturally, and economically, women are on uneven playing ground, and one that drains them of their happiness. But that same data can empower women to make choices that will reclaim their time, energy―and even joy. In Having It All, Wharton professor and economist Dr. Corinne Low unpacks the hidden factors that influence women’s decision-making, and how the unintended consequences of these choices alter the course of their lives. From when and whether to get married and (or) have children to what type of career to pursue, whether to obtain an advanced degree to where to live―Dr. Low explores questions such as: • What if there is no optimal time to “have a family” but rather a slew of different considerations at different life stages? • What if women approached decisions around marriage and partnership as rigorously as they would an employment opportunity? • What if women valued their time in dollars and cents, and structured theirlives around choices that givs them the greatest return on their investments? For too long, women have been expected to accept labor-intensive solutions to systemic problems―optimise, lean in, work harder. But Dr. Low isn’t suggesting women need to do more. In the tradition of bestselling books like Eve Rodsky’s Fair Play and Emily Oster’s Cribsheet, Having It All blends personal experience, research, and analysis to illuminate the complex decisions women face, and offers an evidence-based framework for creating a better, happier life. Consider it the essential economics […]

China is empowering women and advancing ‘her power’

Thirty years ago, the Beijing Declaration and Platform for Action, adopted at the Fourth World Conference on Women in Beijing, set the world on a new course, establishing strategic objectives and actions to advance women and achieve gender equality. On October 13 and 14 in Beijing, the Global Leaders’ Meeting on Women will bring together stakeholders to renew the spirit of the 1995 Conference, accelerate the implementation of the declaration and platform for action, promote gender equality, support women’s all-round development, and foster a community with a shared future for humanity. Chinese President Xi Jinping, who will attend the meeting’s opening ceremony and deliver a keynote speech, has long championed women’s development globally. At the 2015 UN Global Leaders’ Meeting on Gender Equality and Women’s Empowerment, he outlined four guiding principles: synchronizing women’s development with social and economic progress, safeguarding rights, fostering inclusive societies and creating favorable international conditions. China’s advance of ‘her power’ Over the past three decades, China has consistently upheld the spirit of the Beijing Declaration and Platform for Action, achieving remarkable progress in women’s rights and opportunities. Since 2013, targeted poverty alleviation has lifted millions of women out of poverty in the country, with 690 million now enjoying a moderately prosperous standard of living. Meanwhile, women now constitute 45.8 percent of China’s scientific workforce, over half of internet entrepreneurs and 42.3 percent of judges nationwide, reflecting greater leadership opportunities. And with an average life expectancy exceeding 80 years and recognition by the World Health Organization as a top performer in maternal and child health, women’s well-being continues to improve steadily. These accomplishments are rooted in institutional guarantees and decisive actions. Gender equality is enshrined as a basic national policy, and women’s development has been incorporated into the country’s Five-sphere Integrated Plan. Comprehensive measures – targeted poverty […]

Leading from the inside out: Why clarity, impact and focus matter more than ever

-Deb Bailey, Coach, Facilitator, Speaker, Author When I stepped away from my global executive role at Fisher & Paykel Healthcare, I wasn’t entirely sure what I wanted to do next, only that I didn’t want more of the same. I created space by completing an MBA, and by the end of my studies, I knew I wanted to start my own Leadership Practice. I’ve always been passionate about creating a world of work where people know how they contribute and feel genuinely valued. That led me to focus my Practice on leadership impact, building and sustaining high-performance teams, and helping organisations bridge strategy to execution. My approach is based on the belief that leadership must be measurable, just like other parts of the business whether it’s finance, projects, customer satisfaction etc. When we understand our inner game of leadership our strengths, blind spots, motives, and values, we improve our outer game: team outcomes, strategic results, leadership impact, and culture. Measurement brings insight; insight enables action; action drives results. One of the biggest challenges I see today is what I call the “Busy Olympics.” The world of work has become fast, demanding, and always-on. Technology was supposed to make things easier, but often it just means we’re available 24/7. There’s an unspoken competition to be the busiest, but all this busyness is eroding clarity. And without clarity, it’s hard to prioritise what matters most, at work or in life. Clarity takes courage and discipline. It means being willing to ask the big questions: Where am I going? What am I here to do? What matters most right now? When we have that clarity, we’re able to say ‘no’ to the noise and distractions and yes to the things that make the biggest difference. I believe business success is fundamentally about the quality of its leadership. […]

Operationalising AI for manufacturing in ASEAN

Karen Kim, CEO Human Managed While the hype around Gen-AI will shift to the buzz around agentic-AI in 2025, traditional sectors such as manufacturing will still be coming to terms on deploying AI strategies to become participants of Industry 4.0 or the Fourth Industrial Revolution. This is the next phase where disruptive trends including data, connectivity, analytics, robotics and human-machine interaction is said to transform manufacturing significantly. According to a Kearney study[1], while over 70% of ASEAN manufacturers polled claimed to be “non-leaders/followers” of AI adoption, 47% believe investment in AI is “very critical” for their business. Gartner’s[2] Prism use case of GenAI in Manufacturing encourages leaders to evaluate AI use cases on a strategy that addresses both value generation and feasibility . Value parameters include increased revenue, increased efficiency, managed risk and non-financial gain. Feasibility parameters include technical feasibility, internal readiness, external readiness. So how can leaders operationalize AI, keeping value and feasibility in mind? At Human Managed, we believe it begins with an understanding of data. A framework to understand the highest impact for manufacturing businesses in the age of AI, would be to understand “3 Ops”-DataOps (Feeding AI), MLOps (Tuning AI), IntelOps (Applying AI). Data Ops (Feeding AI) In the manufacturing sector, data can be provided through assets in an interconnected ecosystem. From a range of sensors, machine data on temperature, vibrations, pressure, power consumption, operating hours etc are collected. Industrial machines, robotic arms and assembly lines can provide process data includes information on production rates, cycle times, error rates, material usage. Image and video data from cameras capture data for product dimensions and defect detection. ERP systems provide information on inventory levels, order information, transportation data. Given the vast array of data, manufacturing enterprises have to first solve for the issues around understanding the data […]

Industrial technology concept. Factory automation. Smart factory. INDUSTRY 4.0

How women can steer toward growing industries and companies

To build up their experience capital, women can pick the occupations, industries, and geographies that present the best opportunities to enhance their careers. Workplaces are full of talented, educated, and hardworking women. Many are caught off guard when, several years into their careers, they see that they are falling behind their peers, and they can’t put a finger on exactly how or why. Women, after all, are doing everything they can to prepare themselves for successful careers. As early as kindergarten, girls on average outperform boys across all disciplines, including math. Women in almost all developed countries earn undergraduate and graduate degrees at higher rates on average than men, with better grade point averages. Yet quite quickly after graduation, many women start losing ground in the workplace. For example, despite making up 59 percent of college graduates in the United States, women represent only 48 percent of those entering the corporate workforce. And then come the first promotions to management roles: For every 100 men, only 81 women are promoted. The blended average of 81 women overall breaks down to 99 Asian women, 89 White women, 65 Latina women, and 54 Black women. This advancement gap persists and compounds over women’s careers, with lower representation of women at every step of the corporate-leadership ladder. We call this phenomenon the “broken rung.” The first broken rung of the corporate ladder opens up a gender gap that widens further at every subsequent rung, including senior-leadership positions. It is that first broken rung, however, that affects the entire talent pipeline. Despite initiatives to improve gender parity in the corporate ranks over the past decades, gains have been modest. The largest improvement has been in the C-suite, where women have moved from being one in five top executives to just over one in four reporting […]

Aotearoa to host world-leading conference on women’s entrepreneurship

A major international conference in Auckland is putting the spotlight on how to better support female founders and highlighting wāhine Māori perspectives on entrepreneurship. What do female entrepreneurs really want and why is the system still stacked against them? These are a couple of the big questions due to be tackled at the world’s leading research conference on women’s entrepreneurship held in Aotearoa New Zealand for the first time ever this year. The Diana International Research Conference from 1-4 July, brings together top researchers and industry experts from around the world to tackle funding inequities, structural barriers and discuss the future of women-led enterprise, with a spotlight on te ao Māori perspectives. “This is the only conference that focuses solely on women’s entrepreneurship research, and it’s an opportunity to garner insights from interested attendees, researchers and founders,” says Professor Chris Woods, the Business School’s Theresa Gattung Chair for Women in Entrepreneurship, and Diana Conference co-chair. “We’ll be asking: What do women entrepreneurs want? How do we bridge the gap between academic research and industry, and how can we tackle the barriers women face when building businesses?” Hosted by the Business School’s Aotearoa Centre for Enterprising Women, the conference includes keynote talks, academic sessions, and a public-facing Impact Day on Friday 4 July, a one-day forum featuring panels on capital access, wāhine Māori leadership, and entrepreneurial futures. The day opens with ‘A boomer, Gen X, millennial and Gen Z walk into a panel’: Mana wāhine across the generations’. Business School senior lecturer Dr Kiri Dell (Ngāti Porou) says the panel will spotlight the unique strengths wāhine Māori bring to entrepreneurship. The kōrero will also explore te ao Māori concepts of sovereignty and entrepreneurship. “It’s about being role models, sharing networks and giving each other emotional support, challenging mainstream models of the […]

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