Breaking Silicon Valley's Glass Ceiling

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Oct. 29 (Bloomberg) -- Juliet de Baubigny, a partner at Kleiner Perkins Caufield & Byers, discusses getting more women onto the boards of Silicon Valley companies with Emily Chang on Bloomberg Television's "Bloomberg West." (Source: Bloomberg)

I want to bring in a partner at kleiner perkins.

You cannot comment on this situation specifically, but you were very involved in bringing women to you -- to the boards of your portfolio companies.

It takes a commitment of directors to be able to bring on great women to the boards.

I have just come back from a conference in washington.

Or were 500 incredibly talented women on board -- there were 500 incredibly talented women on board.

We are working through to build a unique database and tracking some amazing women.

Boards have to take a bet on young women who are perhaps not the obvious ones.

I introduced sheryl sandberg.

Now it seems so obvious.

There is a fortune 100 company that turned down marissa mayer.

Boards have to bet on young women.

Facebook went public without any women on its board.

They have another woman on the board as well.

Why did it take so long?

We are focusing on the wrong issue.

We need to keep women in the workforce.

If we have more women in those leadership positions, we will have more opportunities.

Google is pretty exceptional in terms of an example of a very diverse board.

What made google different?

Google has three exceptional women on its board of directors and it also has an exceptional leadership team.

A large composition of leadership group is women.

I think it was a bold move in the early days to rethink about the fact that they wanted a reflective board that would provide versed he of thought.

-- provide diversity of thought.

, stu think silicon valley is still an all boys club?

-- how much do you think silicon valley is still an all boys club?

It is, but i have been pleased in the last three years.

Young women have founded their own companies or positions of leadership.

We have a long way to go.

We need to be able to think about things like mentoring or leadership at the top and we need to be able to have men take on the role where they will embrace bringing women into these new and bold positions.

We have to do that.

It is not just the technology industry.

How time-consuming is it to be on a board?

How do you convince someone like that to make time in their day, in their year to serve on a board?

Being on a board is prestige.

I am a big advocate of an executive taking on at least one board positions.

It depends on whether it is a public board or a private board.

The variety of experiences will vary.

Some companies discourage executives from serving on boards.

I am sure that makes things a lot more difficult.

In terms of making a match, how does that work?

Is there a delicate dance?

Are there interviews?

Board recruiting is a dance.

You do not want to recruit five board members and turn them all down because you do not like the chemistry.

A lot of research done in the background.

A short list is constructed and prioritized.

Board recruiting is time- consuming because people are so busy.

If you can get the right ward construct, it can be powerful.

-- board construct, it can be powerful.

I have made it such a focus in our firm.

My partners and i are so excited about this initiative.

Another area we are focused on is on the younger end of the spectrum.

We launched the product fellows program, which offers graduating students in computer science is an opportunity to take a years -- being a product manager is like being a mini-ceo.

We have to keep those young women in the workforce.

50% of college graduates who are women actually leave within five years.

Within five years of joining the workforce.

There is a lot more research that needs to be done.

It is not an understanding

This text has been automatically generated. It may not be 100% accurate.


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