India’s main opposition the Indian National Congress has much to introspect after facing a shocking defeat at the hands of the Bharatiya Janata Party in India’s general elections. There were several states were Congress failed to win even a single seat: Andhra Pradesh (25 constituencies) Yuvajana Sramika Rythu Congress Party emerged victorious in the state, winning 22 seats. <keyword id="6354766" type="LOCATION" weightage="20" keywordseo="Gujarat">Gujarat</keyword> (26 constituencies) In Gujarat, BJP’s stronghold, BJP made a sweep winning 26 out of 26 constituencies. Odisha (21 constituencies) Naveen Patnaik’s Biju Janata Dal scored a major victory, winning 11 seats. Rajasthan (25 constituencies) BJP has made a sweep in the northern state, winning 24 seats out of 25. NCT of Delhi (7 constituency) BJP, again, won with a landslide winning all seven seats in the national capital. Jammu and Kashmir (6 constituencies) In the politically sensitive region that saw one of the deadliest terrorist attacks earlier this year, Jammu &amp; Kashmir National Conference and BJP each won three seats. Uttarakhand (5 constituencies) Bharatiya Janata Party won all five seats in the northern state Himachal Pradesh (4 constituencies) Here, too, BJP won all four seats. Arunachal Pradesh (2 constituencies) Bharatiya Janata Party won one seat in the Eastern state, and was leading in the other state. Manipur (2 constituencies) The BJP and Naga Peoples Front tied in the Northeastern state. Tripura (2 constituencies) Bharatiya Janata Party won both seats here. Chandigarh (1 constituency) BJP won the sole seat in the union territory. Dadra &amp; Nagar Haveli (1 constituency) An independent candidate won the single seat in Dadra &amp; Nagar Haveli Sikkim (1 constituency) Sikkim Krantikari Morcha won the single seat in the state.

Here are the states where the Indian National Congress did not win a single seat

<div class="KonaFilter image-container float_right"><div class="image on-image"><img src="http://static6.businessinsider.com/image/52a652d26da8119c691c4c61-909-681/business-woman-22.jpg?maxX=480" border="0" alt="business woman" width="480" /><a href="http://www.flickr.com/photos/dellphotos/8534710649/">Dell Inc./Flickr</a></div></div><keyword id="624" type="ORGANIZATION" weightage="60" keywordseo="Women">Women</keyword> may make up nearly 50% of the workforce, but many of the most powerful and influential companies in the U.S. have yet to make meaningful moves to advance women into top <keyword id="34454" type="ORGANIZATION" weightage="60" keywordseo="leadership">leadership</keyword> positions. 
For eight consecutive years, there has been no significant uptick in corporate board seats held by women in the Fortune 500, <a href="http://catalyst.org/knowledge/2013-catalyst-census-fortune-500-women-board-directors" target="_blank">reports a new study by Catalyst</a>, the nonprofit research organization.
"The rate of growth of women on <keyword id="6379291" type="UNKNOWN" weightage="60" keywordseo="boards">boards</keyword> is glacial. It's simply unacceptable," Daniel F. Akerson, CEO of General Motors, said to the audience at a recent gathering of the Women's Forum of New York at the New York Stock Exchange.
For its part, GM has several women installed on its board and <a href="http://www.businessinsider.com/report-gm-to-name-mary-barra-as-its-next-ceo-2013-12" target="_blank">recently tapped Mary Barra</a> to be its next and first-ever female CEO. "If you're a senior executive, put it right at the CEO's table," said Akerson.
In 2013, 922 board seats were held by women, compared to 4,524 seats held by men. That means women held just 16.9% of these influential positions this year, which barely budged from the 16.6% they held in 2012. 
The low representation of women on boards has been and continues to be a major problem in the U.S., says Catalyst. Today, less than one-fifth of big companies have at least 25% of women on their boards.
The lack of progress for women in these leadership positions may affect how well companies perform, since <a href="http://catalyst.org/knowledge/bottom-line-corporate-performance-and-womens-representation-boards">studies</a> show that Fortune 500 companies with the highest percentage of women board members financially outperform firms with the lowest percentage. Despite this performance advantage, however, there are still 50 companies on the Fortune 500 with zero women on their boards, according to data provided by the U.S. Securities and Exchange Commission.
The list below, provided by Catalyst, reveals the biggest companies in the U.S. with no women on their boards:
INTL FCStone Total Board Seats: 11 Industry: Finance and Insurance
CHS Total Board Seats: 17 Industry: Agriculture, Forestry, and Fishing
HCA Holdings Total Board Seats: 13 Industry: Health Care and Social Assistance
Supervalu Total Board Seats: 9 Industry: Retail Trade
PBF Energy Total Board Seats: 9 Industry: Manufacturing (Nondurable Goods)
HollyFrontier Total Board Seats: 11 Industry: Manufacturing (Nondurable Goods)
National Oilwell Varco Total Board Seats: 8 Industry: Manufacturing (Durable Goods)
Freeport-McMoRan Copper &amp; Gold Total Board Seats: 15 Industry: Mining, Quarrying, and Oil and Gas Extraction
Global Partners Total Board Seats: 8 Industry: Wholesale Trade
Energy Transfer Equity Total Board Seats: 6 Industry: Retail Trade
Icahn Enterprises Total Board Seats: 7 Industry: Management of Companies and Enterprises
L-3 Communications Total Board Seats: 10 Industry: Manufacturing (Durable Goods)
Aramark Total Board Seats: 3 Industry: Accommodations and Food Services
Navistar International Total Board Seats: 10 Industry: Manufacturing (Durable Goods)
Chesapeake Energy Total Board Seats: 8 Industry: Mining, Quarrying, and Oil and Gas Extraction
EOG Resources Total Board Seats: 7 Industry: Mining, Quarrying, and Oil and Gas Extraction
Las Vegas Sands Total Board Seats: 10 Industry: Accommodations and Food Services
First Data Total Board Seats: 4 Industry: Finance and Insurance
Leucadia National Total Board Seats: 13 Industry: Management of Companies and Enterprises
Caesars Entertainment Total Board Seats: 11 Industry: Accommodations and Food Services
Sonic Automotive Total Board Seats: 9 Industry: Retail Trade
Cameron International Total Board Seats: 11 Industry: Manufacturing (Durable Goods)
Republic Services Total Board Seats: 10 Industry: Administrative &amp; Support, Waste Management &amp; Remediation Services
HD Supply Total Board Seats: 10 Industry: Wholesale Trade
Spectrum Group International Total Board Seats: 7 Industry: Administrative &amp; Support, Waste Management &amp; Remediation Services
Charter Total Board Seats: 11 Industry: Information
Fidelity National Financial Total Board Seats: 10 Industry: Finance and Insurance
Precision Castparts Total Board Seats: 9 Industry: Manufacturing (Durable Goods)
Visteon Total Board Seats: 7 Industry: Manufacturing (Durable Goods)
Core-Mark Holding Total Board Seats: 9 Industry: Wholesale Trade
Jarden Total Board Seats: 9 Industry: Wholesale Trade
NuStar Energy Total Board Seats: 6 Industry: Manufacturing (Nondurable Goods)
Level 3 Communications Total Board Seats: 15 Industry: Information
EMCOR Group Total Board Seats: 10 Industry: Construction
CC Media Holdings Total Board Seats: 13 Industry: Information
NetApp Total Board Seats: 10 Industry: Manufacturing (Durable Goods)
Seaboard Total Board Seats: 5 Industry: Finance and Insurance
CF Industries Holdings Total Board Seats: 8 Industry: Manufacturing (Nondurable Goods)
General Cable Total Board Seats: 6 Industry: Manufacturing (Durable Goods)
Shaw Group Total Board Seats: 8 Industry: Construction
Expeditors Total Board Seats: 9 Industry: Transportation and Warehousing
Fidelity National Information Services Total Board Seats: 9 Industry: Information
Live Nation Total Board Seats: 10 Industry: Arts, Entertainment, and Recreation
Joy Global Total Board Seats: 8 Industry: Manufacturing (Durable Goods)
MRC Global Total Board Seats: 12 Industry: Wholesale Trade
Susser Holdings Total Board Seats: 6 Industry: Retail Trade
Avaya Total Board Seats: 7 Industry: Manufacturing (Durable Goods)
MetroPCS Communications Total Board Seats: 6 Industry: Information
YRC Worldwide Total Board Seats: 9 Industry: Transportation and Warehousing
Nash-Finch Total Board Seats: 6 Industry: Wholesale Trade

These 50 Major US Companies Have Zero Women On Their Boards

<ul class="summary-list"><li>Henrik Fisker's second automotive startup <a target="_blank" href="https://www.businessinsider.com/fisker-automotive-files-for-bankruptcy-2024-5">filed for Chapter 11 bankruptcy</a> on Monday.</li><li>Fisker was pitched as a Tesla rival, but workers say mismanagement led to compounding problems.</li></ul><a target="_blank" href="https://www.businessinsider.com/fisker-ocean-range-360-mile-tesla-model-y-extreme-2023-6">Fisker's</a> staff was in chaos as they prepared to deliver the company's first batch of electric cars to US customers.It had been four years since famed automotive designer Henrik Fisker unveiled his Tesla rival, an SUV called the Ocean, and the vehicle still wasn't ready.In the weeks leading up to the big June 2023 event, Fisker staff raced to fix faulty parts on at least four of the 22 EVs that were set to be delivered — even stripping parts off the CEO and CFO's personal cars to repair the vehicles, including door handles and seat sensors, according to 11 sources familiar with the incident.Two days later, Fisker board member Wendy Gruel's Ocean SUV, one of the cars that had been delivered at the event, shut off on a public road while going full speed, five sources said. Later, the same thing happened to Geeta Gupta-Fisker, Henrik's wife and the company's CFO and COO, workers said.A Fisker spokesperson denied that workers used parts from pre-production vehicles for customer cars and said Gruel's car didn't stop on a public road. The company said Gupta-Fisker's vehicle had malfunctioned, but the issue was resolved.When <a target="_blank" href="https://techcrunch.com/2024/02/09/fisker-ocean-braking-power-loss-problems-investigation/">TechCrunch previously reported</a> the incident with Gruel's car, the publication said the company had confirmed the incident and said the issue was fixed.The issue was unrelated to <a target="_blank" href="https://www.businessinsider.com/fisker-fixing-some-evs-with-parts-from-inventory-vehicles-sources-2024-4">Fisker's part swapping</a>, but one thing was clear: the electric cars had barely hit the road and already the problems were piling up.Henrik Fisker's EV startup seemed to be an easy sell at first. The 60-year-old automotive veteran boasts a long history in the industry, known for being the designer behind the Aston Martin V8, the BMW Z8 roadster that famously appeared in a 1999 James Bond film, and helping design Tesla's Model S.Even though it was Henrik's second automotive startup after his first company went out of business in 2013, some workers told Business Insider that it was easy to dismiss worries early on that his second company could meet the same fate.For his part, Henrik said he <a target="_blank" href="https://www.wsj.com/articles/car-designer-henrik-fisker-lost-his-first-race-with-elon-musk-he-wants-to-go-again-11596811140?mod=article_inline">planned to do things differently</a> this time. He would follow Apple's model by outsourcing production through Magna International and he also aimed to target the middle of the market with a more affordable EV option that could compete with Tesla's best-selling Model Y. Fisker Inc emerged in 2016 and went public in 2020 via a SPAC backed by Apollo Global Management. At one point, the company's market value soared as high as $8 billion.At the time, Fisker was one of several EV startups to burst onto the scene — Rivian, Lucid, and Lordstown all wanted the chance to compete with Tesla. Since then, production and market headwinds have pushed some EV startups to shutter and major players like <a target="_blank" href="https://www.businessinsider.com/ford-cuts-production-of-f150-lightning-cybertruck-rival-ev-demand-2023-12">Ford</a> and GM to scale back their electric-vehicle operations. Even Tesla has struggled, seeing <a target="_blank" href="https://www.businessinsider.com/tesla-rough-year-sales-slump-layoffs-china-ev-competition-2024-4">revenue decline and layoffs.</a>"I was hopeful at first," one former VP, who worked at both Fisker startups, said. "Initially, at least, it seemed like he'd learned from his mistakes. It became obvious later on that they hadn't."A Fisker spokesperson said it would be "unfair" to compare the two companies.On Monday, the company announced it had filed for Chapter 11 bankruptcy after months of struggling to stay afloat. The company cited "various market and macroeconomic headwinds."Business Insider spoke with over two dozen current and former Fisker employees who worked at the startup during various periods from its launch in 2016 to the present. The workers, whose identities are known to BI, requested anonymity as they were not authorized to comment on Fisker's behalf and feared professional reprisal.<h2 id="e8954edd-4b73-4f38-85d2-814ed075f355">A husband and wife duo who workers say mismanaged their way into a mess</h2>Many of Fisker's woes can be traced back to the husband-wife duo that launched the brand, multiple former and current workers told BI.They described a disorganized environment in which unqualified people were brought in to lead major programs and basic automotive standards were ignored.While Henrik often served as a figurehead, Gupta-Fisker was heavily involved in everyday decisions, including on the engineering side, 11 workers said. Prior to taking on the role of CFO and COO at Fisker, Gupta-Fisker had served as an investment manager for the Fisker family office and as an advisor at a nonprofit. She had no prior experience in the automotive industry. But at Fisker, the workers said she managed deals with Magna and outside parts suppliers, frequently popped into engineering meetings, and weighed in on everything from parts purchases to software decisions.A spokesperson for Magna declined to comment on Fisker. A Fisker spokesperson denied comments that Henrik took on a more passive role and said he was "deeply involved."<div type="image" title="henrik fisker" height="798" width="1200" msid="110936369" hostid="261"></div>49-year-old Gupta-Fisker quickly became known in the company for her shrewd cost-cutting abilities. But, her strategy meant that at times Fisker ended up using components that didn't match the correct specifications for the Ocean, five former and current workers said. Gupta-Fisker made several decisions to use cheaper parts against Fisker executive and Magana executives' advice, two workers said. The mismatches led to issues with over-the-air updates, the five workers said.The company said Magna oversaw the majority of parts sourcing and a "significant" amount of the parts came from Magna and its suppliers.In conversations with BI, staff blamed many of the Ocean's faults on the cost-cutting efforts.Several workers said that in the months leading up to the vehicle's launch, they filed internal reports recommending that the product undergo further testing and development before its release. They said they were told the company planned to proceed anyway."The focus was on getting the car to market as soon as possible," one former worker said. "The overarching belief was we could fix things with updates later on."A Fisker spokesperson said Magna was responsible for testing and releasing the Ocean and it had been fully certified by regulators in the US and Europe. The company has been sending out over-the-air updates since 2023, the company said.Ahead of the release, Fisker engineers were aware of multiple issues with the vehicle, according to five current and former workers, as well as internal documents viewed by Business Insider. Engineers had identified issues with the effectiveness of the car's door handles, key fobs, and seat sensors.Over the past year, the National Highway Traffic Safety Administration (NHTSA) has launched four investigations into Fisker's SUV, including issues with inadvertent braking and flaws in the vehicle's door latch system. The company said it is cooperating with NHTSA.Fisker has also faced dozens of lemon law lawsuits. Last week, Fisker issued a recall for a software-related issue that it said caused some of its vehicles to suddenly lose power.<h2 id="8e98472b-4e09-47d7-bcfa-881e8d846bb4">Cutting corners led to compounding issues</h2>In its haste to bring the car to market, Fisker failed to set up an effective system for processing repair orders and warranty claims, seven current and former workers said. Technicians were tasked with filling out the work orders and many of them said they hadn't been trained on the process.In lieu of a working warranty system, some workers began processing the repairs without the proper California Bureau of Automotive Repair codes and EPA license numbers, using "123456" as a placeholder on a number of repairs, according to an internal document viewed by BI. In March, a VP at Fisker warned the issue made the company non-compliant with NHTSA protocols and unable to properly track and report safety concerns.A Fisker spokesperson said the issue was "an internal error with only draft work orders early in the service process that was immediately corrected."<div type="image" title="The Fisker Ocean electric SUV." height="2180" width="4000" msid="110936368" hostid="261"></div>Without a proper system to process warranties or repair orders, the majority of repairs went unaccounted for, seven current and former workers said. That meant there wasn't an adequate way for Fisker to keep track of which parts were being used for repairs for its own financial records. It also meant many customers did not get a record of their repairs, workers said.Meanwhile, Fisker also struggled to find the necessary parts for all of the fixes. The company hadn't set up much inventory for aftersales parts, so some of the parts used for customer fixes either came directly off the factory line, meaning they were meant for production vehicles, or the parts were stripped off pre-production and production vehicles, 11 workers with knowledge of the issue said.In one instance, Fisker stripped parts off an engineering test vehicle that had been shipped from Magna's facility in Graz, Austria under an import bond, according to three former workers and emails viewed by BI. The vehicle was supposed to be destroyed in its entirety shortly after it was delivered to comply with the terms of the import. This is typically within a year, according to NHTSA, but the period can be extended in one-year increments up to 3 years. The vehicle's parts were not intended to be used for customers' cars.The company denied any test vehicles had been used for parts and said all vehicles that had been imported for testing were destroyed under NHTSA's supervision within the allotted time period.The spokesperson also denied that Fisker had a shortage of after-sales parts: "The Service department made its own forecast for parts, based on their sector knowledge. The Purchasing department supported those requests."Fisker staff also looked for clever ways to address the parts shortage. In some instances, workers who visited Graz were told by managers to bring parts back in their suitcases to avoid paying import fees, seven workers said. One worker recalled having to leave personal belongings behind to fit air vents and key fobs into their luggage; another said they packed a larger bag to fit trim panels.Fisker declined to comment on the claims.<h2 id="e953bce8-39b3-440c-9715-39f271372785">A sales scramble amid negative reviews and vanishing demand</h2>Fisker was initially successful in generating interest in the Ocean, with over 65,000 reservations initially placed.But in the year since the Ocean's release, the company has delivered around 7,000 vehicles, a Fisker spokesperson said. Negative reviews — including YouTuber MKBHD calling it the <a target="_blank" href="https://www.businessinsider.com/mkbhd-fisker-ocean-review-marques-brownlee-video-tiktok-2024-3">"worst care I've ever reviewed"</a> — took a toll on the brand, driving thousands of would-be customers to <a target="_blank" href="https://www.businessinsider.com/fisker-ocean-reservation-cancellations-electric-car-leaked-data-2024-3">cancel their reservations.</a>In November, Fisker moved to bring in hiring recruiters to help sell the vehicle, as well as orchestrate the delivery of the car after the sale had been processed, six former workers said. In many cases, the recruiters, who had initially been brought onto the human resources team, had zero experience in automotive sales.A Fisker spokesperson said that recruiting staff did join the sales efforts, though the company said they were asked to stay because they were successful in the new role.<div type="image" title="Marques Brownlee reviewed the Fisker Ocean for a second time." height="936" width="1694" msid="110936373" hostid="261"></div>Selling the car wasn't easy either. The recruiters found themselves directly competing with the company's established sales team and there weren't enough leads to go around. Four former workers said Fisker's reservation numbers included many duplicate names in its count and it was difficult to track which customers had connected with a sales worker. As a result, some people on the reservation list would find themselves getting multiple calls per day from different Fisker representatives.At one point, sales workers were instructed to target customers who had canceled their orders and pepper them with calls in an attempt to get them to reverse their decision, three former workers said.Fisker also began hosting pop-up events to boost sales, including events in partnership with fan blog Fiskerati, two former employees told BI. The events varied from meetups at Panera parking lots to larger-scale test drive events. In at least one instance, the event was shut down after Fisker failed to get permission from the owner of the location, the two sources said. Queues of Fisker owners that needed repairs also showed up at the events, three former workers said. Fisker told BI that the event hosted at Panera was not a company event."Sometimes it was hard to sell the cars when you'd take someone on a test drive and any number of error messages would pop up," one former worker from sales said. "As time went on and it became clear the writing was on the wall, we became even more honest with the customers on the risk," they added.Fisker said it was aware of the ADAS issues but it was fixed with an update.Meanwhile, some customers who'd canceled their orders and never paid for the car ended up mistakenly receiving delivery of the vehicle anyway, four former workers said. Former Fisker Ocean owner Kurt Mechling told BI he received delivery of the vehicle before he'd signed off on the order or had his payment successfully processed.In March, <a target="_blank" href="https://techcrunch.com/2024/03/27/fisker-misplaced-payments-internal-audit-bankruptcy/#:~:text=Fisker%20lost%20track%20of%20millions%20of%20dollars%20in%20customer%20payments%20for%20months,-Sean%20O'Kane&amp;text=Fisker%20temporarily%20lost%20track%20of,to%20complete%2C%20TechCrunch%20has%20learned.">TechCrunch reported</a> that Fisker temporarily "lost track of millions of dollars in customer payments" for multiple months. Four workers with knowledge of the issue confirmed to BI the incident involving misplaced payments occurred.When the carmaker conducted an internal audit in December over the issue, workers began scrambling to find the missing payments and bring some of the vehicles that had been mistakenly delivered back, the workers said. Some workers were encouraged by upper management to threaten the customers by saying they'd put them on a repossession list which could impact their credit score, the former workers said.A Fisker spokesperson said the company had an "organized process" to address issues with vehicles that had not been paid for that was in line with industry standards.<h2 id="2d075735-437a-44c8-8b3a-477539207853">Filing for bankruptcy — again</h2>Fisker had been facing the possibility of bankruptcy for months.Fisker warned in March that it might go out of business within the year. The stock was delisted from the New York Stock Exchange in April after it fell to 9 cents per share.Fisker <a target="_blank" href="https://www.businessinsider.com/fisker-sends-employees-possible-layoff-notice-2-months-2024-4">warned</a> staff in an April filing that they could be laid off if the company couldn't find a buyer or additional investor. The company brought in a chief restructuring officer who was given "sole authority" over some financial matters, including a potential sale, as part of an agreement with one of its investors.Fisker also dropped prices by as much as $24,000 for some versions of the vehicle and conducted a series of layoffs that whittled the company down to the bone.Ahead of the bankruptcy filing, Fisker's workforce consisted of less than 100 people, according to two sources with knowledge of the issue. The remaining workers were involved in last-ditch efforts to offload the company's remaining inventory, the people said.A week before the bankruptcy filing, Fisker denied it had less than 100 workers left and told BI it continues to sell vehicles in the US and in Europe. It declined to specify how many workers remained.In its Chapter 11 filing, Fisker said that its manufacturing pause would remain in place but that it plans to file "customary motions" with the bankruptcy court to ensure it can continue to pay employee wages and its vendors.Over the past few months, workers have expressed dissatisfaction with what they view as Henrik and Gupta-Fisker's inability to <a target="_blank" href="https://www.businessinsider.com/fisker-ceo-all-hands-meeting-announcing-layoffs-2024-5">take accountability</a> for their actions. A Fisker spokesperson pushed back on the comments questioning Henrik's business prowess.For Henrik, whose earlier company, Fisker Automotive, filed for bankruptcy in 2013, his present predicament echoes the past."I think it's a story of ego. He wanted to make a car and stamp his name on it. Henrik is a great designer, but he doesn't have the business acumen beyond that," an individual who worked with Henrik at several companies, including his first automotive startup. "The lessons he should have learned from the first startup were never implemented and he rushed a car to market once again."June 18, 2024: Updated to reflect that Fisker filed for Chapter 11 bankruptcy.June 12, 2024: Added clarification that NHTSA requires temporarily imported vehicles to be destroyed within 3 years and that Fisker said it had done so within the allotted time period.Do you work for an EV company like Fisker or Tesla? Reach out to the reporter from a non-work email and device at gkay@businessinsider.com or 248-894-6012.

Inside the downfall of Henrik Fisker's second automotive startup, which just filed for bankruptcy

<ul class="summary-list"><li>The number of years it will take to achieve <keyword id="12021081" type="UNKNOWN" weightage="60" keywordseo="gender" source="Orion">gender</keyword> parity has increased to 135, according to a new <keyword id="11902211" type="UNKNOWN" weightage="60" keywordseo="world-economic-forum" source="Orion">World Economic Forum</keyword> report.</li><li>At an Open Forum session in Davos, leaders and change-makers met to discuss the report and to convene on what is needed to push through change.</li></ul>At an Open Forum session in Davos, industry leaders, NGOs, and politicians convened to discuss the global outlook for gender equity. The session ran on the heels of a recent World Economic Forum <a href="https://www.weforum.org/agenda/2022/03/international-womens-day-gender-gap-inequality/">report</a> that says it will take 135 years to close the global gender gap if we continue to move at the current pace. The gap, which measures how long it will take to achieve gender parity, has widened since the last time it was recorded. Although some progress has been made in the fields of education and health, Open Forum panelists agreed that policymakers must prioritize political empowerment and economic opportunity if we are to make real headway."There was a great belief that if we close the health gaps, if we closed the education gaps, then naturally, the economic and political gaps would close — turns out there isn't anything natural about it," Laura Liswood, Secretary-General of the Council of Women World Leader,s told Davos attendees. Affirmative action mechanisms have been useful in getting historically marginalized groups into governments and businesses. But, "they definitely have an upgrade problem," said Liswood. "You can get them in, but for some reason, you can't get them up [the ladder]."<h2>Political empowerment </h2>Ensuring there are enough women in leadership roles, especially in <keyword id="11893346" type="UNKNOWN" weightage="60" keywordseo="politics" source="Orion">politics</keyword>, will prove critical to making the future more gender-inclusive. Yet across <a href="https://www.weforum.org/agenda/2022/03/international-womens-day-gender-gap-inequality/">156 countries</a> the report surveyed, women represented 26% of about 35,500 parliament seats and around 23% of more than 3,400 ministers worldwide.Philipp Wilhelm, Mayor of Davos, told the Open Forum that he has always found it harder to motivate women to take up political roles. "But if you don't give up, and if you look for women, you will find women who will candidate," he said. Pushing through affirmative measures in his Swiss municipality resulted in 16 women out of 26 candidates in total running for recent council elections. However, as fellow panelist, poet, and outgoing curator of Oakland Hub, Samantha Akwei, said, "You can put a woman in a position of power, but that doesn't equate to her having power." Women must not only enter politics but policies and laws must also change if we are to close the gender divide. Discriminatory laws include those around maternity leave that prioritize women as caregivers and place less value on their roles in the workplace, as well as laws around property ownership and inheritance rights, safety, and mobility around the world. "There are still over 100 countries that have some discriminatory laws in place around economic participation," said Liswood. "From hours you can work to amount of weight you can lift, there are all kinds of examples that have subtle impacts." Improving economic opportunity and participation is a prerogative, agreed attendees.<h2>Economic participation </h2>With <a href="https://www.imf.org/en/Publications/WP/Issues/2019/05/06/Is-Technology-Widening-the-Gender-Gap-Automation-and-the-Future-of-Female-Employment-46684">11%</a> of the jobs currently held by women at risk of automation, policymakers must embrace a targeted approach to reskilling women."We know economic empowerment for women globally helps to reinforce their status in a home. It reduces gender-based violence, it reduces unwanted pregnancies," said Liswood. But even income disparities within industries are still not yet bridged. And with the suspension of caregiving and education systems during the pandemic, many women's economic situations have worsened in recent years, the panel heard. In response, Akwei advocated for a "wisdom economy" that champions the kinds of soft skills many women are taught from a young age. The experts also called for policies that encourage more young girls to aspire to STEM careers. "We've now managed to get the girls into schools. But are we getting them into careers that have been traditionally considered male-centered ones?" Angela Oduor Lungati, executive director of Ushahidi Inc, asked the room. From facing discrimination at daycare in Switzerland to trying to recruit more women entrepreneurs in Brazil, Open Forum audience members came forward with their own stories of trying and failing to tackle gender-based discrimination, asking panelists how they could end the gender gaps they witness day-to-day.Mentorship schemes and sponsorships may go some way to making these shifts, the panel advised. But we can only go so far as a global community without a fundamental shift in mindset. A new framing around women's social and economic roles is one that will benefit everyone, they said."<keyword id="11907055" type="UNKNOWN" weightage="60" keywordseo="gender-equality" source="Orion">Gender equality</keyword> is for all genders," said Liswood. "Because if it's unequal for some women, it's unequal for some men, your institutions are unequal in some way." She added that while privilege may vary depending on who you are, "we all need to get a better handle on gender parity issues — it's not a zero-sum game."

Gender parity is 135 years away, unless we speed up progress in politics and economics, according to a World Economic Forum panel

<ul class="summary-list"><li>Your <keyword id="6367193" type="UNKNOWN" weightage="60" keywordseo="dating">dating</keyword> profile acts as a first impression and impacts the number of matches you'll get.</li><li>Dating experts say the photographs you choose are the most important aspect of your profile.</li><li>Lead with positivity and be open-minded about matches to boost your success, dating coaches told Insider.</li></ul>Whether you're delving into the world of online dating for the first time or refreshing your profile after a year of solitude due to the coronavirus pandemic, <a href="https://www.insider.com/tinder-bumble-scientist-time-spent-on-dating-apps-2018-5">creating an eye-catching and conversational dating profile</a> is the key to making quality connections.The pictures and words you use to show yourself off to prospective daters act as a first impression, and if you <a href="https://www.insider.com/worst-first-date-mistakes-bartender-2019-5">go about it the wrong way</a>, you could have fewer matches and therefore fewer chances to meet a potential partner. Most often, online daters fall into the trap of sounding or looking inauthentic, <a href="https://www.racheldealto.com/">relationship coach Rachel DeAlto</a> told Insider. A dating profile should zero in on your interests, explain what makes you unique, and illustrate that you're a person worth spending one-on-one time with.Incorporating all this information into your online presence can seem daunting, so Insider asked dating experts for their best tips to optimize your profile to get more quality dates.<h2>Do: Take full-body profile pictures for your dating profile </h2><div type="image" title="full body shot brick wall" height="667" width="889" msid="82772079" hostid="261"></div>Like it or not, the photos you choose for your dating profile will be the first impression other daters will have of you. "Your pictures have to be right or everyone will just move on [from your profile] because words don't say as much as the picture," DeAlto said.Sharing five to seven varied images is best, but DeAlto said the full-body shot is arguably the most important since people often become disappointed after finding their in-person date looks nothing like their profile image.Being honest about your appearance will serve you in the long run too, <a href="https://www.platinumpoire.com/our-story#about-rori-3">dating coach Rori Sassoon</a> told Insider. "If you start with dishonesty, it's like, 'Where are we going from here?'" she said.<h2>Don't: Use photos that include your friends (or the toilet seat) in your dating app profile</h2>Sharing images of you with a group of people can be confusing or off-putting, DeAlto said. If you share a snapshot of you and your same-sex friends, a prospective date could have trouble pinpointing which person you are. If you share one with your opposite-sex friends, they could get the wrong idea about your intentions.Also, using bathroom mirror pictures that highlight the toilet seat or other, well, personal areas of your home are a big don't. (Apparently, experts say, it's advice that needs reiterating.) On the other hand, sharing photos that illustrate your interests is the way to go. "Give people a conversation starter with your photo," DeAlto said. You could post a selfie with your dog, for example, or share an image from a favorite place you've traveled.<h2>Do: Lead with positivity, even if you're nervous or skeptical about online dating</h2>Even if you're not sure the online dating scene is for you, DeAlto said being as positive as possible in your profile will attract others to you.Rather than leading with all of the things you don't like (or even using the word "don't" at all), DeAlto suggested explaining the things you do enjoy or look for in a partner. <h2>Don't: Have too many non-negotiables on your dating app profile </h2><div type="image" title="checklist" height="619" width="826" msid="82772081" hostid="261"></div>Knowing what you look for in a partner is important, but many people are too picky, which sabotages their dating profiles, according to DeAlto."I only allow my clients to have four non-negotiables and they can't be physical," she said. "Those [four non-negotiables] are values and foundational things that make people's relationships work."If you're creating a dating profile in the hopes of finding a person who matches an exact appearance ideal you have, or someone who loves all of the same activities you do, you'll likely find yourself frustrated with the online dating scene.Instead, DeAlto suggested sharing a few of your hobbies or interests in your profile, like "I love the outdoors," or, "I'm looking to meet an athletic person."Additionally, Sassoon suggested sharing your handful of deal breakers right away. If dating a smoker or recreational drug user is out of the question for you, make that known in your profile, either in the bio section or with filters, to attract the right types of people.<h2>Don't: Use 'travel' as one of your hobbies or descriptors</h2>Avoid mentioning your love of travel in your profile, <a href="https://darmadatingapp.page.link/app">Meredith Golden</a>, a veteran dating app ghost writer and founder of Darma Dating Inc., told Insider."For every 100 clients I talk to, 99 of them tell me they love to travel. Even for that 1 person who doesn't 'love' to travel, they still typically have a travel plan on the horizon," said Golden.Instead, save your vacation plans for a future conversation-starter, she said.<h2>Do: Start a conversation with a match as soon as it happens</h2>Once you have your dating profile set up, don't play hard-to-get and wait for your match to make the first move. It's important to respond to prospective dates quickly, according to Coffee Meets Bagel cofounder and CEO <a href="https://www.linkedin.com/in/dawoonkang/">Dawoon Kang</a>."Do it as soon as the connection happens. [Our research has shown] within three hours of matching, you're 52% more likely to get a response from the other person than if you respond later," Kang told Insider.And before you schedule your first in-person meet, Golden suggested hopping on a brief video call with your match.She said video conversations reveal your connection potential more quickly than text and photos can, and can save you from heading to a date that might not be the right fit for you.<h2>Don't: Worry about listing your vaccination status</h2>Though the pandemic isn't over, an increasing number of singles are getting their vaccines.That's why you can skip adding your vaccination status, or even the syringe emoji, to your dating bio, according to Golden.She said the extra words and emojis take up precious space for other, more interesting conversation starters.Instead, use that space to share a fun fact about yourself and bring up vaccines during one-on-one chats, according to Golden.<ul class="read-more-links"><li> </li></ul>

3 ways to improve your dating app profile for hot vax summer - and 4 things to avoid, according to dating coaches

<div class="KonaFilter image-container display-table"><div><div class="image on-image"><img src="https://static-ssl.businessinsider.com/image/56e1d1b1dd0895ba168b459f-1968/sonyplaystationvrmorpheus2.jpg" border="0" alt="playstation vr" data-mce-source="Sony/Tech Insider" />Sony/Tech Insider</div></div></div><ul class="summary-list"><li><a href="https://www.businessinsider.com/category/playstation-4">The PlayStation 4</a> is the most popular game console in the world, with over 91 million units sold.</li><li>PlayStation VR, a $200 package that turns your PS4 into a virtual-reality gaming rig, is easily my favorite accessory for the system.</li><li>Sony was kind enough to send me a PlayStation VR to try out, along with a handful of games, and it has blown me (and everyone I've shown it to) away.</li></ul>You might be one of the 91+ million people who owns a PlayStation 4.If that's you, and you're looking for a way to add a new dimension to your gaming experience (literally), I can think of no better accessory than PlayStation VR.You're probably already thinking: "Ugh, virtual reality? How many times has this tech been tried, and how many times has it failed? I have zero interest in anything VR-related, thanks and bye." But before you go, let me assure you, dear reader: The reason VR has failed time and time again is a lack of content.Not only does VR content need to be high quality, but it also needs to justify:1) the extra expense of buying into VR2) the need to put a headset over your eyes, effectively blinding you to the rest of your surroundings, and3) entertaining you beyond what could be offered on a competing device.PlayStation VR nails all three criteria.<div class="KonaFilter image-container display-table"><div><div class="image on-image"><img src="https://static-ssl.businessinsider.com/image/56ec0fb0dd0895493b8b4818-1500/psvr3.jpg" border="0" alt="PlayStation VR" data-mce-source="Sony" />Sony</div></div></div>First, PlayStation VR is relatively accessible. Of course, it's way more accessible if you already own a PlayStation 4, which itself costs about $250 right now, but if you already have that game console, buying into PlayStation VR costs as little as $200, and it often goes on sale. That's pretty cheap as far as entry-level VR systems go.To the second point - VR needing to justify wearing a dumb-looking headset that blinds you to the rest of the world - PSVR offers more than just the games themselves. You can actually play anything on your PlayStation 4 in the VR headset, including other games, and apps like Netflix and Hulu! Though the picture isn't super-sharp, it still makes it feel like you're watching your content on a big movie screen.What's cool is you can also re-align the "center" of the screen in your VR headset at anytime, which makes it so you can play games while laying down, or facing toward the ceiling, if you'd like. This is something you can't do with the PlayStation 4 by itself, so the PSVR actually adds a unique value, if that's something you're into.And to the third point, that VR needs to entertain in a way that other devices can't: This is where PlayStation VR really shines.<div class="KonaFilter image-container display-table"><div><div class="image on-image"><img src="https://static-ssl.businessinsider.com/image/5b185dd91ae66221008b4cf1-2400/28691442258fae41dd44co.png" border="0" alt="The Tetris Effect 2" data-mce-source="Enhance, Inc." />Enhance, Inc."Tetris Effect"</div></div></div>The games I've tried for PlayStation VR include "Skyrim," "Tetris Effect," and "Astro Bot: Rescue Mission," but I've spent the vast majority of my time in the latter two games. While I appreciate being able to experience "Skyrim" in virtual reality, the graphics and the odd speed of movement made me feel dizzy. The other two games, "Tetris Effect" and "Astro Bot: Rescue Mission," are much better designed for VR."Tetris Effect" is like normal "Tetris," where puzzle pieces fall slowly onto a playing field and creating solid horizontal lines makes them disappear, which makes more room for more puzzle pieces to fall. But "Tetris Effect" takes advantage of VR: the environments shift and become more lively as you progress. In one level, you start playing in a quiet ocean environment; by the end, you're playing as dolphins and fish jump to the beats of the music playing in the background. It's a thrilling experience I wish everyone could try.Read more: <a href="https://www.businessinsider.com/tetris-ps4-game-of-the-year-2018-12">I played all the biggest games in 2018, from 'Spider-Man' to 'Red Dead Redemption 2' - and a 'Tetris' game was the best by a mile</a>But the best game I've tried for PlayStation VR is easily "Astro Bot: Rescue Mission." Don't let the generic-sounding name fool you: "Astro Bot" is, for VR, what "Super Mario 64" was for the first generation of 3D games.<div class="KonaFilter image-container display-table"><div><div class="image on-image"><img src="https://static-ssl.businessinsider.com/image/5bec4e70101142033624a9d2-1920/astro-bot-rescue-mission-screen-02-ps4-us-18may18.jpeg" border="0" alt="astro bot rescue mission" data-mce-source="&amp;quotAstro Bot Rescue Mission&quot;/Sony" />"Astro Bot Rescue Mission"/Sony</div></div></div>The game is simple: You travel to massive virtual worlds, and you direct a tiny little robot through each level, collecting hidden robot friends along the way. But the execution of this game is masterful: The level designs are fantastic, the music is catchy, and it's the first truly excellent game that feels like it could only be made for VR.One example of how "Astro Bot" takes advantage of VR: Many of the robot friends you need to find in each level are hidden in ways you couldn't appreciate in normal 3D games. Some robots are hidden above, below, or behind you - and spotting them actually requires moving your head, or turning around in your seat.I played this game with my wife and her family, with each of us taking turns, and everyone was spinning around on the sofa trying to find every last robot as they progressed through the levels. Everyone had a great time playing the game and watching others try it - and keep in mind, this family includes a wide range of ages, and most people had never tried virtual reality before. "Astro Bot" was accessible, and sometimes challenging, but never punishing, and always clear about what you need to do. It's an extraordinary achievement for VR, and video games in general.VR has been around for about 50 years, but the reason it's failed so many times before is because it couldn't satisfy the above requirements for it to be worth it to a normal person: It wasn't cheap, it didn't justify wearing a dorky headset, and the games weren't better than what you could play elsewhere. PlayStation VR changes all of that, and it's an easy recommendation to make for any PS4 owner. If you want a taste of the future of gaming, or a novel experience to entertain friends and family, this is it. <div class="margin-top"> <h3>NOW WATCH: <a href="https://www.businessinsider.com/samsung-foldable-phone-galaxy-x-f-winner-2018-9">Everything we know about Samsung's foldable phone</a></h3> <div> <iframe class="bijwplayerclass" data-player="jwplayer" src="https://content.jwplatform.com/players/DoOuwwxI-CEZHWCBG.html" width="100%" height="100%" frameborder="0" scrolling="auto" style="margin:0px;" allowfullscreen=""></iframe><script>function receiveMessage(event){ console.log(event.data.fullscreen); Android.fullscreen(event.data.fullscreen); }window.addEventListener("message", receiveMessage, false);</script> </div> </div>

PlayStation VR is the best accessory for the PlayStation 4, and my favorite new party trick

<div class="KonaFilter image-container display-table"><div><div class="image on-image"><img src="https://static-ssl.businessinsider.com/image/599c8f12d0a30532008b4592-2000/rtr3dr9d.jpg" alt="Bill Ackman concerned" data-mce-source="Reuters / Shannon Stapleton" data-mce-caption="Bill Ackman would be right to be worried about his Herbalife short following the company's decision to do a Dutch auction." />Reuters / Shannon StapletonBill Ackman would be right to be worried about his Herbalife short following the company's decision to do a Dutch auction.</div></div></div><ul><li>On Tuesday, shareholders will decide whether or not hedge fund billionaire Bill Ackman gains three seats on the board of ADP.</li><li>Ackman is trying to shake up a company that's already doing well for investors though.</li><li>If he loses this contest, already worried investors will lose more faith in the embattled hedge fund manager and Ackman's post-financial crisis legend may fade away.</li></ul><hr />There is one god-like quality that matters on Wall Street. It is the ability to move markets with a word.Bill Ackman, the billionaire founder of storied hedge fund Pershing Square, may be about to lose that ability. It all hinges on whether or not he wins a proxy battle for three seats on the board of ADP, the data processing company, on Tuesday. For those who've watched Ackman's career since the financial crisis, this is a stunning reversal of fortunes. The silver-haired (and tongued) stock picker made a name for himself after he bet against MBIA, a mortgage insurer, before the housing market went bust. That bet alone turned him into "one of the guys who got it right" in 2008 - it gave him kind of a mystical sheen in the post-crisis market. People believed in him. There is no replacement for that confidence.But things fall apart. For Ackman, that all started in 2014. He had just given a 3-hour presentation on why his now infamous Herbalife short was going to zero, and the market insulted him by carrying the stock higher as he spoke. It was a clear sign that the man was losing his connection to myth, and this publication published a piece titled "<a href="http://www.businessinsider.com/what-the-heck-happened-to-bill-ackman-2014-7">What the heck happened to Bill Ackman."</a> In the following year, and in 2016, Pershing Square posted massive losses. The last two years have taken their toll on Ackman's investors. They're already pulling quite a lot of money from his funds when you consider restrictions on withdrawals, and - as Reuters <a href="http://www.reuters.com/article/hedgefunds-ackman-adp/ackman-investors-wonder-if-adp-bet-will-deliver-their-paychecks-idUSL2N1N917T">reported</a> Monday - some are expecting to pull more if this vote doesn't go Ackman's way. It's easy to see why.<div class="KonaFilter image-container display-table"><div><div class="image on-image"><img src="https://static-ssl.businessinsider.com/image/598c800776084a26008b7b5d-985/screen shot 2017-08-10 at 114437 am.png" alt="carlos rodriguez adp" data-mce-source="CNBC, screenshot" />CNBC, screenshotADP CEO Carlos Rodriguez</div></div></div><h2>Everyone is bored now </h2>ADP shares were doing just fine before Ackman came along, hitting record highs over the summer, but he thinks they could do better if the company generated higher profits, streamlined its business and focused on new technology. It's all pretty dry stuff, even if the campaign itself has been very colorful. ADP CEO Carlos Rodriguez has called Ackman a <a href="http://www.businessinsider.com/adp-ceo-ackman-spoiled-brat-2017-8">"spoiled brat"</a>, and<a href="http://www.businessinsider.com/adp-ceo-ackman-spoiled-brat-2017-8"> </a>claimed that the fund manager said he's<a href="http://www.businessinsider.com/adp-ceo-ackman-spoiled-brat-2017-8"> </a><a href="http://www.businessinsider.com/bill-ackman-to-adp-ceo-im-only-second-to-trump-in-internet-clicks-2017-10">"second only" to the President of the United States.</a> There was a time when language like this from a CEO would've obsessed the business world for days, and claims to Internet fame would've raised a few eyebrows across Wall Street. But in a sign of changing times, Ackman's ADP Circus hasn't garnered nearly the attention that his disastrous battles over JC Penney, Herbalife, and Valeant Pharmaceuticals did. In all cases, he rolled out a massive plan, alerted the media, and made his case for all to see. Where, in the past, Ackman's proxy battles were nail biters. This time ADP shareholders are <a href="https://www.cnbc.com/2017/11/06/activist-ackman-seen-on-losing-end-of-adp-battle-investors-say.html">already leaking</a> to CNBC that they plan to vote against Ackman's plan. Ackman reacted to that news on CNBC by railing against anonymous sources, insisting that proxy advising companies recommended that ADP vote him on to the board (they didn't), and attacking another billionaire investor that suggested he should've done all of this behind closed doors.<h1><div class="KonaFilter image-container display-table float_right click-to-enlarge"><div><div class="image on-image"><a title_source="Pershing Square, Bloomberg data" title_caption="" class="zoomin" href="https://static-ssl.businessinsider.com/image/58c724926ad50a1d008b4657-960/ackman-vs-benchmarks.png"><img src="https://static-ssl.businessinsider.com/image/58c724926ad50a1d008b4657-1200/ackman-vs-benchmarks.png" alt="ackman vs benchmarks" data-mce-source="Pershing Square, Bloomberg data" /></a>Pershing Square, Bloomberg data</div></div></div>There's what, and then there's how </h1>What investors have learned with Ackman is that it's not always what you do, it's how you do it that introduces risk. In fact, that's essentially what Institutional Shareholders Services Inc. (ISS) - the shareholder proxy adviser - was saying when it wrote its report on ADP v. Ackman.(Ackman responded to the ISS report by <a href="http://www.reuters.com/article/us-hedgefunds-ackman-iss/adp-iss-reject-ackmans-claims-they-exchanged-non-public-data-idUSKBN1D01TI">accusing ISS and ADP</a> of sharing inside information. That's certainly not a way to win friends and influence people.)In its report, ISS said that Ackman may have some good ideas for the company, but he comes with a huge risk - himself. What Ackman would like to do quickly, ADP is already doing - just not in a way that's going to disrupt the company. "I wanted to make the company a technology company that provides services and compliance, rather than a services company that uses technology, which is what ADP's DNA had been for a long time," Mr. Rodriguez said in an interview with <a href="https://www.wsj.com/articles/adp-vote-to-offer-a-status-check-on-standing-of-activist-investor-ackman-1509883203">the Wall Street Journal. </a> Rodriguez isn't crazy to think that he should move more slowly than Ackman because the fund manager's impatience was a huge criticism of Ackman's investment in JC Penney. Under his direction the company ripped up stores, put in more expensive brands, and scared away its customer base. With Ackman on the board, it replaced its CEO - only to reverse course a few years later and hire him back to undo all the damage. Ackman exited the investment shortly after.He has promised to hold on to ADP win or lose. That's another Ackman flaw at play. As an investor, he has a hard time letting go. Valeant Pharmaceuticals comes to mind. After massive fraud at the company was revealed in October of 2015, Ackman rode the stock through its downward spiral until March 2017 - from a peak stock price of $257 to a trough of around $30. Valeant was a chaotic mess that ensnared a lot of hedge fund land, but few were as vociferous about the company's value as Ackman. In an industry where the only other currency of value besides money is being right, Ackman is in the hole. And, in a world full of fund managers who won the financial crisis but can't beat a rising market, Ackman perhaps represents a gotterdammerung: a twilight of the all-knowing, post-financial crisis Wall Street gods. We can't wait to meet the new ones, but before that happens, the old ones have to die first. <div class="margin-top"> <h3>NOW WATCH: <a href="http://www.businessinsider.com/how-to-lose-weight-brain-body-effects-2017-10">Here's what losing weight does to your body and brain</a></h3> <div> <iframe class="bijwplayerclass" data-player="jwplayer" src="https://content.jwplatform.com/players/SpDKrTA4-CEZHWCBG.html" width="100%" height="100%" frameborder="0" scrolling="auto" style="margin:0px;" allowfullscreen=""></iframe><script>function receiveMessage(event){ console.log(event.data.fullscreen); Android.fullscreen(event.data.fullscreen); }window.addEventListener("message", receiveMessage, false);</script> </div> </div>

We may be about to witness the fall of Wall Street god

Carlos Ghosn's transformation from business icon to international fugitive was entirely predictable, industry leaders say. But his next act could surprise everyone.

<div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><img src="https://static-ssl.businessinsider.com/image/565c97a6c2814463008b62ab-800-600/anna.jpg" alt="anna the new savvy" data-mce-source="LinkedIn/Anna Vanessa Haotanto" data-mce-caption="The New Savvy founder and managing director Anna Tan (Haotanto)." />LinkedIn/Anna Vanessa HaotantoThe New Savvy founder and managing director Anna Tan.</div></div></div><a href="http://www.wsj.com/news/articles/SB10000872396390443720204578004980476429190"></a>A 2012 Harvard Business School study found that <a href="http://www.wsj.com/news/articles/SB10000872396390443720204578004980476429190">three out of four venture-backed startups fail</a>.And not even the luckiest and most talented founders - the Mark Zuckerbergs of the world - make it through the process unscathed.All entrepreneurs will make poor management decisions or wrong hires and face obstacles entirely out of their control. The best are able to process each failure, learn from it, and continue forward with a modified vision.Some experienced entrepreneurs discussed what they've learned out in the field in the Quora thread: "<a href="https://www.quora.com/If-you-could-go-back-in-time-and-teach-yourself-one-thing-about-starting-a-business-that-wouldve-made-yourself-10X-more-successful-today-what-would-that-be">If you could go back in time and teach yourself one thing about starting a business that would've made yourself 10X more successful today what would that be?</a>"We picked out the highlights:<h3>Convincing people you're successful doesn't make you successful.</h3>In the early stages of a company, founders are not obliged to share any financial information with the public, giving them a great opportunity to build the "myth" behind the brand to excite consumers. It's necessary to provide your company with a story your customers can connect with, as long as you don't find yourself chasing good press rather than sales, <a href="https://www.quora.com/If-you-could-go-back-in-time-and-teach-yourself-one-thing-about-starting-a-business-that-wouldve-made-yourself-10X-more-successful-today-what-would-that-be/answer/Josh-Bob">says Josh Bob</a>, a product manager at Trip Advisor and two-time founder-CEO."Just because you're interviewed for articles, flown out to speak at conferences, or given props as a successful entrepreneur - that does not make you a successful entrepreneur," he says.<h3>Fast growth is of prime importance.</h3>"Growth - at a near-exponential rate - is how you build a great company, at least in the early stages," <a href="https://www.quora.com/If-you-could-go-back-in-time-and-teach-yourself-one-thing-about-starting-a-business-that-wouldve-made-yourself-10X-more-successful-today-what-would-that-be/answer/Josh-Bob">Bob</a> writes. "I would tell my younger self to focus less on building features and on the parts of the business that I enjoyed, and more on just building the base of paying clients."<h3>You must become self-sufficient.</h3><a href="https://www.quora.com/If-you-could-go-back-in-time-and-teach-yourself-one-thing-about-starting-a-business-that-wouldve-made-yourself-10X-more-successful-today-what-would-that-be/answer/Josh-Bob">Bob</a> says that seven years after founding his first business he realizes that nothing is free, not even advice. That's to say, it's necessary to <a href="http://www.businessinsider.com/tim-ferriss-shares-worst-advice-he-received-2015-11">understand the motivation behind advice offered to you</a>, whether it's because someone wants to sign on as an adviser or investor. Both are important for growing a business, but Bob says that he would tell his younger self to trust his instinct and capabilities more.It's related to advice that Under Armour CEO Kevin Plank gave <a href="http://www.businessinsider.com/under-armour-ceo-explains-the-misconception-about-ipos-2015-11">at the CNBC and Inc. Magazine iCONIC conference in November</a>, about equating success with raising money at a high valuation and not recognizing the risks of giving up control. "I think that the cheapest capital in the world is probably sitting in your inventory racks or the product you are trying to sell because, No. 1, it doesn't require a board seat and doesn't have an opinion to weigh in on what you are trying to do with your business," Plank said.<h3>Your success depends on who you hire.</h3>When you're a first-time entrepreneur, it can be easy to start a habit of taking chances on people, but it is necessary to establish strict hiring standards and never compromise, <a href="https://www.quora.com/If-you-could-go-back-in-time-and-teach-yourself-one-thing-about-starting-a-business-that-wouldve-made-yourself-10X-more-successful-today-what-would-that-be/answer/Josh-Bob">Bob</a> writes - <a href="http://www.businessinsider.com/laszlo-bock-on-google-hiring-rules-2015-4">the same philosophy Google's HR head Laszlo Bock takes at the tech giant</a>.The top criteria is trustworthiness, Bob says. You'll likely be spending more time with your team than you will with your loved ones, and you need to believe that they are putting in just as much effort as you are.<h3>If you choose a business partner, treat it like a marriage.</h3><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><img src="https://static-ssl.businessinsider.com/image/54ff8177eab8eaa33d8b456d-532-399/peter-thiel-88.jpg" alt="peter thiel" data-mce-source="Getty / Chip Somodevilla" data-mce-caption="PayPal co-founder Peter Thiel." />Getty / Chip SomodevillaPayPal cofounder Peter Thiel has said choosing a business partner is like choosing a spouse.</div></div></div>PayPal cofounder and influential investor Peter Thiel says in his book "<a href="http://www.amazon.com/gp/product/0804139296/ref=as_li_tl?ie=UTF8&amp;camp=1789&amp;creative=390957&amp;creativeASIN=0804139296&amp;linkCode=as2&amp;tag=thebusiinsi-20&amp;linkId=6IT6SPSRB4BC3H2K" target="_blank">Zero to One</a>" that a business partner should be seen as a kind of spouse; it's a lesson three-time entrepreneur <a href="https://www.quora.com/If-you-could-go-back-in-time-and-teach-yourself-one-thing-about-starting-a-business-that-wouldve-made-yourself-10X-more-successful-today-what-would-that-be/answer/Gregory-Logan-1">Gregory Logan</a> says he wished he knew sooner.The decision to go into business with someone should never be as simple as, "This person is qualified to help me." Business partners should have complementary skill sets, but they also need to have chemistry.As in marriage, there will inevitably be times when you will clash with your business partner, and tempers may flare. "Good partners will go on and keep working despite the fights, and bad partners will slow down the startup, which could drive it to death," Logan writes.<h3>Know that you can't control everything.</h3>As a founder, it's your role to create and nurture the spirit of your company, and in its early days you may be responsible for every aspect of its existence. But as it grows, you need to learn to ease back, says <a href="http://thenewsavvy.com/">The New Savvy</a> founder <a href="https://www.quora.com/If-you-could-go-back-in-time-and-teach-yourself-one-thing-about-starting-a-business-that-wouldve-made-yourself-10X-more-successful-today-what-would-that-be/answer/Anna-Tan-22">Anna Tan</a>.Tan says it's easy to get caught up in minutae, but that micromanagement holds everyone back. Think of yourself as "chief visionary officer," Tan writes.<h3>"Don't bite off more than you can chew."</h3>"Many entrepreneurs start off with a grand vision in mind - their product or service will change their industry, they're ready for it, plans were drawn, things were done and we're ready to take on the world," <a href="https://www.quora.com/If-you-could-go-back-in-time-and-teach-yourself-one-thing-about-starting-a-business-that-wouldve-made-yourself-10X-more-successful-today-what-would-that-be/answer/Anna-Tan-22">Tan</a> says. "There's nothing wrong with being ambitious ... But so many entrepreneurs get obsessed with doing so many things at once that they soon reach a point where they're effectively achieving nothing."Find a niche to serve, Tan says, and grow from there.<h3>All successful entrepreneurs are marketers.</h3>Startup founders must constantly be thinking of customer acquisition, <a href="https://www.quora.com/If-you-could-go-back-in-time-and-teach-yourself-one-thing-about-starting-a-business-that-wouldve-made-yourself-10X-more-successful-today-what-would-that-be/answer/Anna-Tan-22">Tan</a> writes."Marketing is and should always be No. 1 on the entrepreneur's priorities - it doesn't matter if you have a great platform or the best products if no one knows about it," she says. "At the end of the day all businesses come down to money, which won't come in without sales, so it strikes me as incredibly strange that most people don't even think about this till the very end."<h3>"Do what you'd do if you didn't need the money."</h3>Entrepreneur and author <a href="https://www.quora.com/If-you-could-go-back-in-time-and-teach-yourself-one-thing-about-starting-a-business-that-wouldve-made-yourself-10X-more-successful-today-what-would-that-be/answer/Ed-Tyson">Ed Tyson</a> says that all entrepreneurs are driven by the desires to build something and not work for someone else. In his first venture, he hit a wall, he says. He was financially successful but business stopped being fun. He stepped back and realized that his career satisfaction was not tied solely to money. He decided to become a founding member of the 3D printing filament company <a href="http://rigid.ink/">rigid.ink</a> because its potential excited him."When you're working towards a goal you really want, as opposed to a goal set through the fear of average, things click for you and all the people that will help you achieve it," Tyson writes, adding that he likes speaker and author Simon Sinek's advice to "<a href="https://www.youtube.com/watch?v=sioZd3AxmnE">focus on the 'why.'</a>"That way, everything "becomes aligned with your single true goal instead of the many distractions you previously used to avoid thinking about the thing you know you really must do." <div class="margin-top"> <h3>NOW WATCH: <a href="http://www.businessinsider.com/daymond-john-boneless-ribs-bomba-socks-2015-11">These are 'Shark Tank' star Daymond John's favorite investments</a></h3> <div> <div> <script src="http://player.ooyala.com/v3/6e12e8b3387a44daacfb73afba25a76e"></script> <div class="ooyala-video-player" data-video-autoplay="false" data-video-id="hiMG12eDr_thm1ycQ0AW4pHJO1DYKASs" data-player-variable="ooyalapopvideo" id="ooyalaplayer_popvideo" style="width:1280px;height:720px"></div> <script> if (typeof RunFunctions === 'undefined') { var RunFunctions = []; } RunFunctions.push(function() { var ooyalapopvideo = OO.Player.create('ooyalaplayer_popvideo', 'hiMG12eDr_thm1ycQ0AW4pHJO1DYKASs',{ autoplay: 'false' }); }); </script> <noscript><div>Please enable Javascript to watch this video</div></noscript></div> </div> <script>(function() { function createPlayer() { OO.ready(function() { RunFunctions.forEach(function(ooyalaFunction) { ooyalaFunction(); }); RunFunctions = [];}); } createPlayer(); }()); </script> </div>

9 startup lessons entrepreneurs would teach themselves if they could go back in time

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Nobody seems to know how many people watch TV shows these days - and that should terrify the ad business

<div class="KonaFilter image-container display-table float_right"><div><div class="image"><img src="https://static-ssl.businessinsider.com/image/5335c96969bedd032975daa0-1200-924/ap07083104763.jpg" border="0" alt="japan woman market" />Koji Sasahara/APA woman walks past an electronic stock indicator in Tokyo. </div></div></div>Karen Kawabata represents the best of Japan's intellectual capital. She has just graduated from the University of Tokyo, the most prestigious in the country. 
Wry and poised, with an American mother and Japanese father, she has the languages and cosmopolitan attitude that Japanese companies particularly value nowadays. 
In April she will join McKinsey, a consultancy that should give her immediate membership of a globe-trotting elite.
Yet Ms Kawabata sees obstacles in her path. She is acutely aware of the difficulties she would face at traditional Japanese companies, should she find herself joining one. Ferociously long working hours, often stretching past midnight, are followed by sessions of "nominication", a play on the Japanese word for drinking, nomu, and the English word "communication"; these are where young hopefuls forge connections and build reputations. Nowadays women trying to impress the boss are allowed to drink plum wine mixed with plenty of soda instead of beer, says Ms Kawabata.
But that is hardly a great improvement.
Above all, she worries that having a family will be nigh on impossible to combine with a demanding career. When she met her boyfriend's father for the first time this year, she reassured him about her intentions at McKinsey. "I told him that I would rethink my career in a few years' time," she says.
That one of the brightest of Japan's graduates needs to say such things should worry Shinzo Abe, the prime minister. Japan educates its women to a higher level than nearly anywhere else in the world: its girls come near the top in education league-tables compiled by the OECD. But when they leave university their potential is often squandered, as far as the economy is concerned.
Female participation in the labour force is 63%, far lower than in other rich countries. When women have their first child, 70% of them stop working for a decade or more, compared with just 30% in America. Quite a lot of those 70% are gone for good.
<h2>Beyond the Festival of the Dolls</h2>
Mr Abe says he wants to change that. In April 2013 he announced that allowing women to "shine" in the economy was the most important part of his "Abenomics" growth strategy. Raising female labour participation to the level of men's could add 8m people to Japan's shrinking workforce, potentially increasing GDP by as much as 15%, according to Goldman Sachs, an investment bank.
More women working for more pay would also increase demand. Hence speeches from Mr Abe attaching new-found importance to matters such as the opening hours of kindergartens and the challenges of breast-feeding outside the home.
For the prime minister, who belongs to the conservative Liberal Democratic Party (LDP), this is quite a turnaround. In 2005, when a previous government was taking steps towards greater equality, Mr Abe and his fellow conservatives warned of the damage to family values and to Japanese culture that could result if men and women were treated equally.
They worried that rituals such as the hina matsuri, or Festival of Dolls, an annual celebration of young girls and the state of matrimony, could be endangered. Their concern was not just based on tradition; keeping women out of the workforce, conservatives thought, made economic sense too. If the country's "baby-making machines", as a former LDP health minister put it, stayed at home then they would produce more babies, and thus more workers.
This insight proved to be flawed. As the LDP encouraged women to stay at home, the fertility rate, already low, plunged further, bottoming out at 1.26 children per woman in 2005 before edging up to 1.41 in 2012. The consequent dearth of young people means that Japan's working-age population is expected to fall by 40% by 2050, exerting a powerful drag on the economy.
As a solution to this, the direct measure of getting more women out into the workforce would have great advantages over the indirect tactic of encouraging them to stay at home in the unfounded hope that they will breed instead.
Indeed, it may even turn out that working and having children go hand in hand. In other rich countries, higher birth rates nearly always accompany higher female employment, and in Japan itself the birth rate is higher in the countryside, where more women work, than in the big cities, where fewer do. The changes that might encourage more urban women into work--such as better child-care provision, and a less demanding corporate culture, which would mean shorter working hours for men and women alike--might encourage them and their husbands to have more children, too.
<h2>The missing salarywoman</h2>
Mr Abe's interest in all this is new; the problem is not. Yoko Kamikawa, an LDP politician, recently served on the party's new committee seeking to improve the lot of women. In the 2000s, during Mr Abe's first term as prime minister, she was his minister of gender equality. She is startled, she says, by the lack of progress since then.
In most countries women's participation in the labour force dips around the years when they marry and bear children; after that it recovers. But this M-shaped curve is much more pronounced in Japan than in most other rich countries (see chart 1). Japan's curve has levelled out somewhat in recent years: in 2004 the rate of full- and part-time employment for 30- to 34-year-old women was 61%, a figure which by 2012 had risen to 69%.
Yet young, married mothers are still largely absent from the workforce, and many women returning to work go into part-time or temporary jobs with low pay and little security.
<div class="KonaFilter image-container float_right"><div class="image"><img src="https://static-ssl.businessinsider.com/image/5335bc6d69bedd130875da9e-580-634/20140329_fbc617.png" border="0" alt="20140329_FBC617" width="800" />The Economist</div></div>Those who stay in work often do so in jobs that waste their abilities. Few women hold professional, technical or managerial roles. In 2012 they made up 77% of Japan's part-time and temporary workforce.
Many of these workers are well-off married women seeking a little extra income. But others are poor and marginalised.
The precarious existence of such workers was described in "Out", a bestselling 1997 crime novel by Natsuo Kirino which had a resonance, and earned acclaim, beyond the borders of the genre.
The heroine, who spends her nights toiling in a soulless packed-lunch factory, helps conceal the murder of a colleague's no-good husband. Ms Kirino's subsequent bestsellers have also focused on the division of gender roles, describing men slaving away in the corporate world, disconnected from women in the home.
At the very top of corporate Japan, the "bamboo ceiling"--so-called by women for being thick, hard and not even transparent--is starting to let in some chinks of light, but they are few and far between. In 2011, 4.5% of company division heads were female, up from 1.2% in 1989. But relative to other countries the numbers are still dismal. Of the most senior, executive-committee-level managers in Japan, 1% were women in 2011, according to a regional study by McKinsey. The equivalent figure for China was 9%, for Singapore 15%.
Corporate culture is by far the biggest obstacle for Japanese women. The practice of hiring graduates fresh out of university and employing them for their entire working lives makes it difficult for employees to take career breaks and seek new positions elsewhere afterwards.
Promotion tends to be based on tenure and overtime, rather than on productivity and performance. And straightforward discrimination remains rampant. In a study that compared the reasons why Japanese and American college graduates leave their jobs, American women cited child care and looking after elderly relations as the main factors. Japanese women blamed dissatisfaction with their jobs and a feeling of being put into "dead-end" roles.
The fact that their husbands, who spend more time at work than their counterparts in other developed countries, spend less time on child care or household chores, adds to the perceived need to stay at home (see chart 2).
<div class="KonaFilter image-container float_right"><div class="image"><img src="https://static-ssl.businessinsider.com/image/5335be04ecad04457d810534-580-598/20140329_fbc632.png" border="0" alt="20140329_FBC632" width="800" />The Economist</div></div>When Japanese firms take their pick of university graduates they choose men and women, but they still prefer men for management, sticking most of the women on the "clerical" track.
Foreign companies have been able to take advantage of this prejudice by hiring and promoting able female graduates, says Georges Desvaux, the head of McKinsey's Tokyo office, who also leads the firm's global research on the role of women in companies.
Overseas executives inside large Japanese companies tell tales of über-secretaries with the talent to run the whole business.
Keidanren, Japan's most powerful business lobby, has been markedly uninterested in doing much about this.
Though government pressure recently got the lobby to start internal discussions on promoting women, corporate leaders regard Mr Abe's new enthusiasm for improving the lot of women in the same way as they look on reforms to corporate governance: as costly distractions from the task of lifting Japan Inc's profits.
Keidanren refuses to ask its members even to state the number of women on their boards, in fear of being asked to increase it, or having quotas imposed. Bureaucrats seeking to find the number scan documents for the suffix "ko", usually found on female names.
Male dominance extends beyond the corporate world: in politics, too, women are grossly under-represented. In the lower house of the Diet, women hold only 8% of seats, with 19% in the upper house. In a global survey of women in parliaments, Japan ranked 123rd out of 189 countries. The older generation of men is particularly traditionalist, and still wields the most clout.
<h2>Pampered wife, wise choice</h2>
Yet women are not simply being held back by the patriarchy. When the choice is between leisurely dependency in the home--known as sanshoku hirune tsuki ("three meals and a nap")--and the sorry life of a salaryman there is something to be said for putting your feet up. In wealthy places like Tokyo many women simply do not wish to work, says Takeshi Niinami, chief executive of Lawson, a chain of convenience stores.
Mariko Bando, author of "The Dignity of a Woman", a bestselling guide for women on how to succeed in the workplace, points out that many Japanese women do not feel they need a high-status job to enjoy high status. A well-educated woman working part-time in a supermarket will not see that job as defining her identity if she is the wife of, say, a high-ranking Mitsubishi Corporation executive.
Remarkably, women seem to have become more conservative about work in the past few years. In 1979, 70% of women agreed with the statement that "The husband should be the breadwinner and the wife should take care of the home". By 2004 that had fallen to 41%. But in 2012, perhaps because of the recession in 2007-09, just over half said they preferred to stay at home. A survey last year showed that a third of very young women want to become full-time housewives. Potential husbands, meanwhile, were less traditionalist: only one in five young men said he wanted his future wife to stay in the home.
Feminism has remained a timid force in Japan. The long economic boom that began in the 1950s was a national priority which left little room for questioning traditional roles in the home or workplace, says Chizuko Ueno, Japan's best-known feminist. And women are not without power behind the scenes. Housewives control the family finances, and in the workplace so-called "office ladies" wield a lot of influence over the lives of salarymen, quietly hindering the careers of those they dislike.
There are, however, some indications that the role of women could change. For one thing, the boom that overrode all other interests is long gone. Stagnating wages mean the three-meals-and-a-nap way of life is less widely available, with households increasingly in need of two incomes. And the divorce rate is rising. More Japanese women are opting out of marriages to overworked and largely absent salarymen, and so thus increasingly need to fend for themselves. Although a portion of young women want old-fashioned gender roles, the rest, including the "parasite singles" who prefer living with their parents to marriage, want change.
<h2>Herbivore men, carnivore women</h2>
Some of the most motivated graduates nowadays are female, and a growing number of companies are waking up to the possibility of putting them to better use than in the past. According to Sakie Fukushima, a director of another business lobby, Keizai Doyukai, human-resources executives say in private that they would hire young women ahead of men most of the time. Yet they are afraid that they will lose them when they have children. Japan's female 20-somethings now tend to be far more internationally minded than their male equivalents, says Lawson's Mr Niinami. They outperform soshoku danshi, or "herbivore" men, so-called for taking low-responsibility jobs and preferring shopping to sex. These same young men have little desire to follow the breadwinner/housewife model adopted by their parents. Indeed, Japanese media have recently, with some surprise, begun to note a trend towards young fathers taking on more child care.
In some corners of corporate Japan, firms are changing the old working practices. At DeNA, an internet-services company, employees have noticed that their colleagues in California never stay late at the office, instead continuing their work at home. They are now starting to follow the American example, says the company's founder, Tomoko Namba. A few firms are trying to increase productivity while shortening hours. Mitsubishi Chemical Corporation, a leading blue-chip, is discouraging workers from staying in the office after seven o'clock.
By 2020 Mr Abe wants women to occupy 30% of all "leadership" positions--which would include members of parliament, heads of local government and corporate executives. His most practical step has been to try to shorten waiting lists for child care by allowing more private companies into a previously state-dominated sector. Here he has seized upon the work of Fumiko Hayashi, the mayor of Yokohama, who after being elected in 2009 managed to reduce the city's child-care waiting list, then the longest in the country, to zero in just over three years. A former senior saleswoman at Honda, BMW and Nissan, she brought private firms into the sector. Mr Abe wants to expand her "Yokohama method" across the country.
Yet many Japanese women, who are particularly protective of their children, distrust day care (one reason women in the countryside have more children is that they are more likely to have parents nearby to lend a hand). What is required, more people now argue, is an army of foreign nannies. In January, at the World Economic Forum in Davos, Mr Abe suggested Japan's immigration rules could be eased so that foreign workers could help care for children and elderly relatives, another duty that falls most heavily on women. There have been unconfirmed media reports that the government is considering allowing in as many as 200,000 foreigners a year to work in areas such as construction, child care and nursing.
As with much of the country's ambitious programme of structural reform, however, such a loosening will face high political hurdles. Immigration is unpopular with the Japanese public; insiders note that Mr Abe may say such things in Switzerland, but has not given public voice to them in Japan.
Until overseas talk is followed by domestic action, many will think Mr Abe lacks the will to push for changes that would greatly improve the life of working women. His actions so far have not impressed. A request that firms allow mothers to take three years of maternity leave--compared with the 18 months they can take now--met with derision from all sides. Companies said it would cripple them; feminist critics said that it was part of the old agenda to keep women in the home. The target of 30% women in leadership roles by 2020 was first proposed in 2003 by then-prime minister Junichiro Koizumi. "The target is an old one, and it was not implemented," says Yuriko Koike, head of public relations for the LDP and a former defence minister. The deadline arrives in only six years; there is little chance it will be met. The idea of reducing waiting lists for child care, too, dates back to Mr Koizumi's time in office.
Some of Mr Abe's allies frequently remind voters of the prime minister's former traditional views on the family. In January Michiko Hasegawa, whom Mr Abe had approved as a board member at NHK, Japan's national broadcaster, published a column saying that women's most important task was to bring up their children, and that this should take priority over working outside the home. "The message on women is somewhat mixed," concludes Ms Koike.
If the government really wants to increase female employment, argues Kathy Matsui of Goldman Sachs, it could do so by axing tax rules that keep women's earnings low. The "head of household", normally a man, is allowed to claim a tax deduction of ¥380,000 ($3,700) as long as his spouse's income does not exceed ¥1.03m. The pension system, too, encourages limited earnings. As long as a wife's annual wages remain under ¥1.3m she can claim the national pension without paying any premiums. Tackling such privileges, however, could cost the LDP the votes of millions of housewives and their husbands.
At a private dinner in Davos Mr Abe listened to a small group of senior women, including a former head of state, discuss what Japan should do differently. An awkward moment came when one of the guests, Miki Tsusaka, a partner at the Boston Consulting Group, told him she had dreaded returning to Japan after a successful career spent mostly in New York. Yet increasingly, behind their soft tones and feminine demeanour, many Japanese women are getting ready to break out of their dolls' house. If the country's policymakers can find the right ways to help them, those women could boost the economy and reform corporate culture. Both they and their sararimen stand greatly to benefit.
Click <a href="https://subscriptions.economist.com/nwcd">here</a> to subscribe to The Economist
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