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possible to reflect that tremendous diversity
in our staffing. But that wasn't true in the IT
organization. We realized that we needed to
focus on diversifying the team. As a result, my
management team agreed that half our new
hires should be women and 12.5% ought to be
from Sub-Saharan Africa or the Caribbean.
We have had great success with this approach.
It may have taken us a little while longer to fill
some positions, but our staff is becoming more
diverse. We have 1,200 people working in IT,
and change takes time-but we really started
to see a difference.
The younger staff members we hired, for
example, are able to bring new ideas to the
table. They're more curious and open to new
solutions than some of our more tenured
employees. For example, a year and a half ago,
our team told me that our storage contract
was up and they wanted to sign a new, very
expensive five-year contract with the existing
vendor. They didn't see the value of putting
that contract out for bid. They were
comfortable with their high-end storage
solution.

Ultimately, we did an RFP and signed a deal
with a new vendor. That new technology and
those new relationships are changing the way
we think about storage, not just from a cost
perspective, but from an access and a speed
perspective. And the team is so excited. Both
the older and newer members are talking
about what they might tackle next that we
hadn't been able to accomplish in the past. A
combination of new technology and a few new
faces has changed how we think and operate.

Meeting Millennials
Where They Are
The World Bank Group has been built by
people like me: lifetime employees who were
drawn to the mission early on in their careers
and never left. And we're an important part of
the organization. But to continue to innovate,
we need to attract younger workers who take
an entirely different approach to their career.
I have a fabulous data scientist who helped us
figure out how to use drone technology to get
a better idea of the situation on the ground in
the Balkans. He did some great work with us for
18 months, and then he wanted to leave to see
what he could accomplish elsewhere. Many of
his peers are the same way.
We as an organization have to be able to bring
young talent in, learn from them, and be able to

let them go. That's not something we do very
well. Our culture is built around doing your time
as a junior member of the group and working
your way up to do bigger things. We've got
to change our approach, because that's not
the way millennials operate. They want to
contribute right away and may only stay for a
short time.
We're trying to change our approach within IT.
One way we're starting to do that is by forging
partnerships with local universities. We bring
students in to work with us for a summer or for
another internship period. They help us evaluate
and incorporate new technology to support our
mission, and then we send them back out into
the world.



Table of Contents for the Digital Edition of FS Special Edition 2017

Contents
FS Special Edition 2017 - Cover1
FS Special Edition 2017 - Cover2
FS Special Edition 2017 - 1
FS Special Edition 2017 - Contents
FS Special Edition 2017 - 3
FS Special Edition 2017 - 4
FS Special Edition 2017 - 5
FS Special Edition 2017 - 6
FS Special Edition 2017 - 7
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FS Special Edition 2017 - Cover3
FS Special Edition 2017 - Cover4
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