interesting and it shows ta people in china are happier than people in the united states. my son spent a couple of months in liberia during the summer and he was working with an organization called right to play. he was helping them teach soccer to kids, many of them with missing limbs. i said so him after a month and a half of doing this, what are you learning? his number one learning was, they are so much like us. the things that we have in common are exactly the same and the things that are different from us are very small. they are happy. they love each other. that was an important thing. we assume that people who live in poor countries are less happy and their lives are not fulfilling. i think that's fallacy.

>> we might have time for two more questions depending on the question and the answers. >> thank you for sharing your expertise and knowledge. all of you touched on the importance of measuring results and it was a lead onto her question. you mentioned the paris declaration as a possibility. i worked with an international and ngo and a lot of our work had to simulate it. i'm interested to hear from all three of you on if you feel it's been a successful tool for measurement and if it has or has not been, what's your recommendation for tools of measurement of impact and finding results. >> the question is, is the mgd a

good tool for measurement? >> the one thing i want to say is they are goals and underneath it is hundreds of different indicators that organizations use to measure if they are achieving it. i think you've done a lot of thinking on this. >> the development goals were a set of ten broad goals and then a bunch of sub targets that were dwo adopted by the nations. i'm going to comment on this from public affairs perspective.

they did a good job of drawing attention to what they were supposed to rectify. you hear about them in a lot of community groups, churches. my own church spent all of lent praying this year for the mdg's. couldn't we do something that's not my day job, please. in that sense it was an inspired marketing stroke. like many, the initial idea for the campaign was unsustainable add not closely connected enough to the reality is these are enormously complex issues. it was a largely rhetorical campaign with no real ability to compel anybody to change what they do to make the goals happen and there's been some amazing pieces of progress. some areas of total failure or even moving backwards and that

makes it easy for people that want to be critical to say it was a meaningless pr campaign. were i doing it over again, i would have picked fewer and this, of course, is very hard to do this at the u.n. where everybody has to be happy. you would have picked two or three and asked everybody to make some commitment about how they were going to be actualized. that's my critique in terms of getting people who aren't immersed in this stuff all the time to care and be motivated and involved. i'll let these two speak to the practictioner critique how it hurt. >> i think one of the challenges is that the whole region was seen as moving on track. there was discussions in the early years about this is about africa and about development in after. the goals are very good on gender. not so good on culture and ethnic equality.

one of the challenges is they are taking averages. that's why it's easy for latin america. you don't have to have a lot of policy changes to make sure the targets are met. it's really the gaps between the groups that are most important, not necessarily that growth is moving. is it moving in the right direction for all of the population. you can still have really severe, we know that the historic case of brazil where you have huge inequality. some discussion on racial and ethnic equality or culture difference and values and maybe a little discussion beyond the ampbss. then you have teeth and everyone

has something to work for. it doesn't become an exercise for certain parts of the world and not others. >> i would say i think the mgds are what they intended to be. i think they were for public relations services and get the donors align. you pretty much get what you measure. one of the reasons they are important is they do focus people on a few of the key ors obtain. my husband is battling with all the people who are in the bureaus that are responsible for some of the different areas and sectors and health and what have you because they always want to vastly, sort of inflate the likely achievements of their programs. i don't know why we do that

except for perhaps it's because we want to persuade congress that we're worth investing in. one of our problems is we're not realistic about what we can hope to achieve with our money. >> because i'm a recovering political speech writer, i have a strong perspective on why we do this. for those that want to come in and make this world a better place, we all need a personal source of optimism to continue to get up in the morning and work on these terrible things. sometimes we're guilty of externalizing our own optimism and we do have to persuade people. we are living on the knife edge of what is and what ought to be. the great challenge we have in this work any time we're talking about it and promoting it is giving an expression that's realistic and won't lead to disappointment and hopeful enough to get your audience

excited and wanting to come with you. that's the core dilemma that we all face and it leads us down some pretty unhealthful directions. >> i'm sorry so report that we are out of time. i'd like to apologize to the people in the balcony that had questions but didn't get answers. thank you. >> the university of colorado annual world affairs looked at women in the corporate world.

among the speakers, a former apple executive and the creator of take our daughters to workday. welcome. i believe it's time to start. my name is sharon adams. it's wednesday, april 11th at noon in old main. the number of our panel is three, four, one, two. the title is women in business. a seat at the table. before i start in with the introductions, i want to make an announcement that any students that are in my classes need to sign up at the door.

there should be a clipboard for you to sign up. we're very, very pleased to have the panelists here with us today. i think it's a very lively topic. we're going to start out by having our first speaker will be donna morton. she has extensive relationships of building relationships with business and nonprofit, relations and she was recognized by a foundation as a leader in social change innovation. also, i want to know that she was, she is an unreasonable fellow at the unreasonable institute in boulder, colorado. second, we have di. di is passionate about inspiring leadership. she is working on inclusive

workplaces and the success of women. this led her to found the explorer for success which works mainly in emerging women leaders and be on the founding board of dress for success. sydney is the managing director of apple australia. then our third speaker will be joe muse. joe is a leader in multiculture advertising. he's produced works for clients such as honda, nike, mgm, the u.s. army and the white house. he runs an organization where 70% of the employees are women, including the executive director

and the ceo, i believe. then we have, finally, marie wilson. she founded this white house project in order to build a richly diverse democracy and the white house project is it's important to be note it spans politics, business and the media. she's also the creator of take our daughters and sons to work day and the author of the book, closing the leadership gap. why women can an must help run the world. we'll begin with our first speaker. >> you hear me? i have fairly, i've had a very unusual career and some would argue unreasonable career path, including my family. i started my career working for

green peace. i went to jail every five weeks for two years. i learned a lot about being a woman inside that particular container. green peace has a lot of male energy and the idea of direct action and confrontational nature of what green peace does is complex for women. it was very foundational for me, very important. the idea of learning how to say no as a woman powerfully, with dignity, including using your body to say no because that's part of what the action is doing. it was very foundational. i spent a lot of years working in other softer environmental organizations, the sierra club, the whole series of different green movement career paths opened up for me.

then i hit a wall. i hit a place where i realized that my background as a woman, my interest in economics, my heritage which includes having indigenous blood were out of step in some ways with aspects of the environmental movement. i felt like there were these missing pieces, and i wanted to move off in a new direction. i p found the only way to really do that was as an entrepreneur. i started a series of first non-profit organizations and now recently a business. i think there's something really powerful for me as a woman being able to define the terms of the work on my terms. that's what is i think invited me into the entrepreneur space and why i'm encouraging young

women to look at their lives and maybe see their entrepreneurship possibility. i think women aren't as encouraged to be entrepreneurs as men but some of the most amazing entrepreneurs i've met have been women, and women from all over the world. several people in the audience and people on the panel are familiar with this really innovative company out of pakistan called bags for bliss. they are highly unreasonable, brilliant ceos. a woman from pakistan educated at m.i.t., two degrees including graduate degree and went back to pakistan. she went back to change the face of business in pakistan but also open up opportunities for girls and women. i'm going to bring up my purse.

this is one of the bags that this school in pakistan makes. they use the lure of the beautiful hand bag and if anyone wants this bag or bag like it, see me later. they use this piece of essential women's fashion to drive change in pakistan. they take girls from the looms and they put them in school. they pay their families the same wages they would have got for them to work 14 hours a day. then they send them to school for seven hours a day. one daadditional hour a day the learn high end embroidery and the bags get sold to pay for the entire process. i think that's a fabulous example of women in business of

whole people doing whole work bringing all of themselves. she brought everything she knows about economics an business to bear, but she also brought everything she knows as a human being. her desire to see girls lifted into her business model. i think that's one of the pieces that i'm seeing over and over again that women do differently. part of the design of the company that i'm the ceo of right now is to build an energy company that actually hands the power of clean technology, clean energy to indigenous communities, to native americans. i work in canada, and we do that through this kind of complex model. it's not just an energy company. we use clean energy as a platform to build skills and capacity and build jobs and to incubate businesses in the communities. a lot of people that we train

and develop are women in these communities. actually, a lot of the chiefs in counsel that we work most closely with are womens communities. some of the most kind of brilliant political leaders i can think of in north america are several women chiefs of native tribes in canada who are also these complex women who bring their respect for elders, that reverence for culture and their desire to create jobs in their communities, but on their own terms. i think there's something that actually goes back to women's brains and this is for you, george. there's something in women's brain chemistry and the science that's now very abundant about women's brains that i think is part of why we do complexity in everything we do but particularly in a business context differently.

there's actually evidence that women have more white matter, more of the interconnective tissue that allows for long term thinking the, that doesn't compartme compartme compartmentalize and can bring context to bear. that's what i'm trying to do with my work is be a whole human being in my work, which means i'm a mother, which means that what i know about running a company, some of it i learned from raising children and some of what i know about building team, i know from my work in my family. i feel like it's time we started to stop prethe ending that men and women are the same. i don't believe it. i think lots of us don't believe it. it doesn't mean we don't have the same capacities.

we manifest those capacities and the way our work in the world shapes way our work in the worl shapes is foundationally different. and i want to wrap up by talking a little bit more about one of the big pieces that i think brings substance to the work of men and women but i think has a particular role for women in business. and that is the organizational structure of a "b" corporation. has anyone heard of a "b" corporation in the audience? that's a lot actually. so "b" corporations are businesses, for-profit businesses, that are structured in order to deliver values and complex deliverables. it's not just about money. you're sert fighted in order to be a "b" corporation through something called the gear

certification process which is a little bit comp cases, but it's worth it. they look at your holistic position in the world. they want to know you're respectful of the communities you rate in, how many women on your board, how many women executive, how many women, period. what kind of benefits do you have for people who have children. there's this very complex package that you're certified through in order to be a "b" corporation, but i think it does something really important. i think it announces the presence of business that's actually built to achieve good. not businesses doing good on the side which i argue is the case in many corporate social responsibility examples, big companies doing the same old same old can take a tiny portion of profit and put it into something really pretty and green and clean and exciting and progressive as a distraction from their core operations which actually don't have a lot of integrity. but "b" corporations are designed to have that value

proposition sewn in and a lot of the leaders in the "b" corporation world are women. and so it's a really sort of phenomenal community to play in. the last thing i want to say to wrap up is when i first got into this sort of space of progressive business and particularly the terrain of social entrepreneurship and then learned about impact investing, i got really excited. i thought, oh, finally, there's these incredible opportunities for women's businesses to really grow and become the new mainstream, and there's now capital that wants to flow into this sector, and then i learned something really important. while women are 50% of the entrepreneurs in the impact space, in the social entrepreneurship space, 7% of the deals go to women. and so i just want to leave you with that particular piece because i'm determined to fundamentally change that, and i invite all of you to work with me to change that. thank you.

>> i think i'll start by saying 40 years ago, my arrival in america gave me a fabulous gift. and that gift was that they told me i couldn't teach because i wasn't a citizen of the country. i could teach the language i spoke, but that didn't go down too well. i come from australia and i still believe i speak english regardless of what you may think. what that did for me was totally changed my career direction. and it shook me up in terms of my career. and i got a job as a computer programmer in 1968 here at penn state university. and it breathed in to me a love of technology and a love of what

technology could bring to our society that we could actually use technology to change the way we learn, the way we think and the way we play. that has borne through over the last 40 years to be true, and i'm really excite that had i was able to be on that ride. i want to fast forward a little. i've got wonderful stories about a year in portugal and no running water, but i'm not going there. i joined what was a distributor for apple before apple came to australia, and i think it's fair to say that i learned over the first ten years at apple that being a woman in the i.t. industry which was mainly alpha male required me in terms of success to build a wall around myself in terms of my own personality. and it took the next ten years

to disconnect that wall and find another person, as well. and i still battle with that. so when i left apple, i started a company called explore for success, and we provide programs for young women in some of the biggest corporations in australia. and it is set up, as you say, we have ten women facilitators. all of whom work as much or as little as they want. and in fact one of the women that i interviewed and selected announced she was pregnant with twins about two weeks after i'd said it would be really good if you joined us. so each of those people can work as they want. they can be in sales. they can be in business development. they can be in the facilitation of those programs. they can come up with new ideas for programs. and it is a very different business model.

perhaps i'm fortunate that i'm at a stage in my life that money certainly isn't anywhere near number one in my categories of drivers, but either way i think one of the things women do is they weigh up the outcomes of their entrepreneurship in terms of the outcomes they see in social change or some other change. and i've been talking with ernst & young who have their entrepreneur of the year. unfortunately, the first thing is your growth in revenue. well, i'm sorry, men women entrepreneurs aren't going to talk about that and, b, it's not their driving force. so i don't take a lot of money out of my company. the money is shared around with the people who win the business, deliver the business that way, and we have people who are working in different places remotely. we do have an office. i don't go there because i have

a room that looks out over city harbor and a husband who makes fantastic coffee. so i've moved forward in that way, and i absolutely agree with you that corporate social responsibility is often that little tip. but when i look at my work with dress for success, which centers around fund-raising, the thing that frustrates me is everyone wants to support something new. what i actually need is $200,000 to pay for the rent and pay for the administrators. and try to get corporations to see that sustainability and giving us rental money is just as important as the brand new programming to the jails or the brand new programming with the indigenous women is something i beat my head against every day. so the questions i'd like you to think about, why as a society do we waste talent? why do we waste 50% of the

people who put through university? i actually sat across the table from a ceo and i said, you know, you should make one of two decisions. you should either work out why the women are leaving your organization in hoards long before they consider having children or quite seriously why employ them in the first place. he was a little taken aback, but again, once you've got lots of gray hair, you can take people aback. australia is number one in the world for educating women, and way down the list in terms of senior women in senior positions in australia. i was the first managing director of an australian i.t. company who was female. i hadn't really thought about it because, you know, it was just kind of working forward on things i loved doing, but the press certainly asked me about it, and it took me aback.

why do we accept that? why don't our organizations challenge at the senior level the subconscious bias that senior managers have, who are 90% men, but there are some pretty solid women up there, too, who for some reason seem to think that when they got to a senior position, they should lift up the draw bridge after them. why do we accept it as a community? and why don't we have the passion to really change it? what is wrong? i look at this audience. why is it 90% women? why don't the men at this conference care enough to be here to find out the situation for women? what's driving us? what are our passions, and where do we want to go? so i would challenge that the biggest challenge for us is finding men who will push the