The Power of the Network
HOW HAS THE NETWORK HELPED YOU IN YOUR PROFESSIONAL CAREER? IN YOUR PERSONAL LIFE?
As I mentioned, I no longer use my internal networks as much as my external networks. The external network gives you a new capacity to better understand other organisations, to create informal networks when you're seeking information – “I know such and such a person in such and such a company…” It's interesting to share because we all ultimately have the same issues. At one point, I used to work on digital transformations. I remember being part of a network for a year, where managers at hotel chains and in the aviation, pharmacy and banking sectors were all involved in a process of digital transformation, and in the end they all faced almost the same problems, in IT or HR, which we were able to discuss without revealing confidential matters about our own companies, and this is what drives our thinking.
At the level of BNP Paribas Wealth Management, we have created the Women Entrepreneurs at Stanford network in order to provide some of the women entrepreneurs we know with a network that complements their own network, in different professional sectors, with international development dimensions, that also correspond to their concerns and in which they can share ideas. But these women are then free to choose how they will participate. Once again, the network is about creating a capacity to act; it is never an obligation.
WHAT DOES A 100% FEMALE NETWORK BRING VS. A MIXED SUPPORT NETWORK?
Our Women Entrepreneurs at Stanford network began with the underlying idea of providing training. Then we asked ourselves whether we wanted to open the network to men. At that moment, we were touching on a matter of diversity. Our assessment was as follows: there were not enough women entrepreneurs using credit or developing their businesses, for example, compared to men. There was a basic statistical figure that was not favourable to women. We had to address this issue specifically for women, based on training. We wanted to provide solutions because there is no reason why women entrepreneurs should not succeed as quickly or not be as successful as men.
TELL US ABOUT A WOMAN WHO JOINED THE WOMEN ENTREPRENEURS AT STANFORD NETWORK?
There are several cases: there are those who are already more senior, as well as those who are younger. I'll take the case of a younger woman who started her own business. She had already made initial progress on the idea of possibly selling her company. This training session gave her more confidence in her ability to raise capital. She was ultimately one woman who used our Women Entrepreneurs at Stanford network to strengthen her idea of raising capital in the first place and then selling her business in the second place. There are also some women who were the only ones representing their home countries, and who said to themselves: "I'm going to go, but who am I going to meet? What will I get out of it? How will this help me grow? ...” After the programme, they realised that other women shared their experience, with issues facing more or less mature local markets in this type of field. Beyond the training, they felt a sense of pride in being involved and had a strong desire to keep the network going in their own country in order to continue to grow. For BNP Paribas, the work has focused more on issues related to their company's transfer.
YOU PARTICIPATED IN THE 5TH EDITION OF THE WOMEN ENTREPRENEUR PROGRAMME IN STANFORD, CALIFORNIA. WHAT DID YOU TAKE AWAY FROM IT?
I really appreciated the course facilitated by Baba Shiv, whose forthcoming book I am eagerly awaiting. His course on the art of negotiation was extremely interesting, combining the physical body and the mind in order to lead negotiations. A negotiation is not just about preparing your case; it is also about preparing yourself physically and mentally. I found it fascinating. I also noted a strong link between these women and this network, a transparency in how they expressed their experiences, their challenges, their objectives. They interacted with instructors about their companies in an extremely transparent way, as well as with great ease. They felt supportive and confident enough to share their own habits and visions with the network.
YOU MENTIONED PROFESSIONAL NETWORKS. ARE YOU PART OF OTHER, MORE PERSONAL NETWORKS?
I believe very much in meritocracy, which has shown that everyone can succeed as long as they have the skills to do so. I am also part of the French network "Club 21e Siècle" [21st Century Club], dealing with the diversity of backgrounds. With several hundred members, the club's mission is to promote a positive vision of equal opportunities in France.
ANOTHER ISSUE YOU CARE ABOUT IS DIVERSITY. WHAT ARE THE MAJOR CHALLENGES FOR PRIVATE BANKING?
Diversity is very important. In Private Banking, when you have to manage international teams, it’s important to surround yourself with employees from different countries. When you have a mix of different nationalities around you, you have different visions, different cultural ways of seeing things. I believe more in collective intelligence than in individual intelligence. When it's time to make decisions, the more different opinions we have, the less likely we are to miss a piece of the puzzle before making a choice. This is important when you want to convey messages to your team. The same is true for our customers: they are all different, men and women, with different needs. Similarly, to offer specific wealth products and solutions, you need to think about different solutions. I think diversity is inherent. It is a part of our customers and our teams. At all levels, diversity must be accepted and integrated.
WHAT IS YOUR DEFINITION OF A NETWORK?
That's a very interesting question. A network is a personal web of interconnections that allows you to share and assess what you want to do and which is always beneficial, once you participate in it. I think that a network can be useful in a career, but it is also important to remember that when you are a woman, or a man for that matter, you seek a balance between your professional and personal life. I differentiate between two things: internal networks and external networks. The strength of an internal network in a large corporation should not be overlooked. In my own case, when I was younger, I initially preferred internal networks over external networks, simply as a matter of time, because it does takes time. I'll mention in particular the Mixity women's network created by BNP Paribas. Some women did not necessarily have the opportunity to build networks, and we offered them the opportunity to join this network, this web with these connections. Afterwards, it is up to each of them to decide whether or not to take advantage. You have to know how to take advantage of it to get the most out of it, both for yourself and to give to others – it always goes both ways.
If we go one step further and look at external networks, we find that it takes time to devote to them, usually on our own personal time. That's why I used them more when my children were older. It is a choice, but others can do it sooner. The idea behind networking is to get in touch or keep in touch with people you've met at some point or with whom you've already worked. This allows you to always be open to others and keep informed. When you want to make a career change, you can activate your network. When you have a question but don't know who to ask, the network helps identify the right person within large companies.