Presentation on Gender Diversity by Pam Dell, Associate with AltusQ

“As part of a Paediatric Education Program across Developing Countries, I was asked to present on Gender Diversity to a group of Doctors who are in positions of Leadership in their medical systems. To ensure I captured the important points,  I researched the gender issues and statistics in each country  and also challenged them to make gender diversity their strategic vision. Their mission will be to make their own workforces more indicative of their population spread and ultimately more productive.

In developing countries, these issues are much harder to address and gain acceptance, as many of their laws, cultures and customs do not currently support any type of gender diversity. But the good news is that small steps forward are being made daily and the future looks bright. The paper was received with optimism by the audience and gratefulness for highlighting these issues.”


About the author – Pam Dell

Pam is an Associate  with AltusQ, Pam Dell works across Australasia within multiple organisations enabling them to become more productive by engaging their most valuable asset – people.

Her strengths lie in being able to help teams agree a vision and then lead them to deliver quantifiable results.

Her skills have been honed and tested over the last 25 years in multiple corporate environments from finance to IT, with the last decade spent in IBM.  Pam’s success as a Global Manager of a large IBM IT Division culminated in her recognition her as a TOP 25 IBM ANZ Manager in 2012.

She has built up deep experience in influencing policy and change in matrix environments. She is highly skilled in engaging diverse cultures and stakeholders to solve problems with a flair for business planning and development.

As well as her role with AltusQ, she is currently the Strategic Lead for Women in ICT Australia (WICTA),  an incorporated association which promotes the interests of women working in the Information and Communications Technology (ICT) industry in Australia.


BMW recognized that diversity was important to them.

BMW recognized that diversity was important to them, with 140 markets worldwide they realized that women accounted for up to 50% of their market.

BMW understood that with such a diverse cultural market, their internal workforce needed to more closely represent their client base. How else will they know their market? Diversity also mattered to BMW because they faced an increasing shortage of specialist skills, they needed to develop new markets and they needed to optimize management skills. Their diversity program promoted gender balance in executive positions as well as increasing development programs for younger workers. BMW noted that getting the right gender mix of technical specialists was difficult due to the smaller number of girls entering technical programs. They responded by creating “Technology Camps for Girls” and the German national “Girls Day”. (Boston Consulting Group 2011, pg. 12).

“BMW made diversity management a top priority for its HR function and business units with a particular focus on attracting and developing female talent” (Boston Consulting Group 2011, pg.12).

You might wonder why this was so important to them, but BMW knew that for certain models in their (car) range, women account for up to 50% of their customers.  Understanding the mix of their clients made gender diversity internally an easy economic decision for BMW.


Caye J_M, Teichman C, Strack R, Haen P, Bird S, Frick G (2011) “Hard Wiring Diversity into your Business”, European Association for People Management.  Boston Consulting Group.


Integrity Management Methodology for Outsourcing

Integrity Management™ Methodology

The methodology was written out of my own experience as a government employee when a large corporate outsourcer was engaged to provide outsourced services.    I experienced first hand the culture clash between government employees and the new corporate employee’s transitioning the new services.  Not only were the basic’s like wages and conditions different for employee’s but the buisness drivers between the outsourcer and the client, in this case a corporate and a government agency were so different.

Susanne Moore wrote the Integrity Management™ methodology in 1997. It was written as a response to the consistent problems experienced by clients when they outsourced a part of their business or merged with another entity.

I have developed models for mapping maturity of integrity within organizations and have applied this to develop a maturity outsourcing/business partnership model. This allows us to quickly identify cultural gaps within different areas of an organization or between an organisation and prospective business partners which could cause future dysfunctional behaviour or conflict in operational relationships.

In its early days, Integrity Management™ looked at matching the two organisations to enable business transformation through Outsourcing services. This was not just a surface level look at the two organisations, but also a look vertically and horizontally across both organisations to ensure a match of values, strategic direction, ethics, business practice and community participation.

Later on during the implementation of the methodology in my own company, we recognized that these underlying principles can be used in a broader, all of business context, to deliver sustainable improved business outcomes.

Integrity Management Consulting

I am currently developing a new consulting product around my Integrity Management Methodology which I wrote in 1997.  The “practice” of Integrity Management Consulting is now gaining ground in the US, see Wikipedia entry at

“The Role of Integrity Management Consultancies

In response, the field of Integrity Management has been born to help clients conduct business, even in the most challenging of markets, without compromising their ethics. With the help of expert advice, companies can go beyond abiding by the law to taking a voluntary, proactive approach to ensuring a company’s activities promote behaving responsibly, with fairness, sustainability, and cultural sensitivity in the communities in which they operate. It is very different in this respect from the more reactive field of risk management, although some risk management companies have attempted to embrace ethical risk as an area of specialism. Many risk management consultancies are adjuncts to private security companies. Therefore, some would-be clients are not convinced that they are best-placed to assist in the area of integrity and ethical management, because their parent companies face reputational challenges themselves.”

My original methodology looks at increasing business performance at the top-level by ensuring that the messages and values of the business can be carried out by the business at the same time as understanding environmental and cultural factors that affect business performance.

Some Integrity Management Consulting companies, like this one work with clients from the acquisition stage right through to embedding the change as a result of acquisitions or growth strategies. This is pretty similar to my methodology although at (my previous consulting company, Synergy Management Solutions ) we only concentrated on the implementation and embedding part and not the acquisition part.   I would need to work with other companies to fulfil the full life-cycle in terms of Integrity Management Consulting.

I hope to work within a specific niche which will look at imbedding integrity and improving business performance by linking environmental responsibility, cultural sensitivity (and gender) and the development of new paradigms for business management.  An example of this is developing new criteria for woman in leadership roles such as Board postings so that they don’t need to fit within the old male patriarchical structures that now exist.  This will allow organisations that are Integrity Ready (trademark Susanne Moore 2000-2011) to tap into so far un recognised “female” thinking attributes for business management.


Susanne Moore Social Commentary Blog

ChangingWomens Forum

The Integrity Management Methodology™

The Integrity Management Methodology is a holistic methodology, which when implemented enable’s organisations to deliver effectively what they say they will deliver and to improve business performance and true value client delivery.  When I first wrote this Methodology in 1997 the definition was centred around outsourced or project environments, hence the original definition was;

“to promote integrity and synergy between the client and their partner.  Integrity Management
refers to the ability of management to act persistently in the interests of the stake holders of the entity, irrespective of the other, putting aside their own interests.  Integrity Management refers to the process of promoting integrity throughout an organisation or project by empowering the people within the organisation thereby forcing integrity in contractor organisations.  That is: instead of the contractor organisation bringing their mode of doing business to the client organisation – Integrity Management matches the client culture to that of it partners.  Enabling the client organisation to manage itself and the contractor organisation, through consistency of management, the skilling of individuals and inspiring mentoring programs, promoting integrity and synergy between partners”

Since writing the methodology in 1997, it has expanded to over the years become a handbook for managing an organisation and was used in my own company as the guiding principal for both the management of the company and the way that we interacted with our clients.  Since closing my company in early 2010 I have started to put the methodology into a more useable framework and will use this blog site to discuss integrity management issues and solutions.

Susanne Moore