Lockheed Martin – Women Accelerating Tomorrow

(language taken directly from Catalyst Award Conference Book)

This is part two in the series started last week about the Catalyst Winners Kimberly Clark and Lockheed Martin (Read Part One Here). This week's blog will focus on Lockheed Martin.

About the company:

Lockheed Martin is the #1 informational technology provider to the U.S. Government, and the world's leading global security and aerospace company. Revenue is $47.2 billion, with 115,000 employees. Specialties include Aeronautics, Information Technology, Space Systems, National Defense Products, Advanced Technology, Energy Systems and Cyber Security.

  • In 2009, women held just 27% of computer and math-related jobs reflecting 3% drop since 2000. (Information comes from "Women in STEM: A Gender Gap to Innovation, Executive Summary, " U.S. Department of Commerce, ESA Issue Brief #04-11; August 2011)
  • States ranged between 9% among electrical engineers, 27% among computer and information systems managers.
  • In 2010-11, 19% degrees in US went to women, 22% Masters and Doctoral degrees. Recent stats show women are enrolling in these fields in increasing numbers. Leading companies will leverage this talent.
  • LM workforce includes 60,000 engineers, scientists and technologists-tending to focus on data driven decisions.
  • CEO noticed that workforce was shifting, needing to become more diverse. Established the Executive Diversity Council (EDC) driving D & I strategy by aligning business areas with strategic priorities. Introduced a talent management tool which measures progress through employee and leadership engagement. Rolled out Full-Spectrum Leadership (FSL), a leadership competency framework holding employees and leaders accountable for not only "what" (i.e. results), but also for the "how" (i.e. behaviors) of their performance with a strong emphasis on ethics, integrity, transparency.


  • Women Accelerating Tomorrow comprises a variety of programs, processes, and tools to support women's advancement as part of a broad strategic effort to attract, develop, and retain diverse talent in a highly technical industry.
  • Took systemic approach to diversity and inclusion for a holistic framework incorporated into the business strategy.
  • Sets specific expectations for leaders that are closely tied to D & I, and tied to LM Values—Do what's right; Respect others, Perform with excellence.
  • FSL is a competency model with 5 imperatives: 1) Shape the future; 2) Build effective relationships; 3) Deliver[LM5] results; 4) Energize the team; and 5) Model personal excellence, integrity, and accountability.
  • Build A Diverse and Sustainable STEM Pipeline Through a Variety of Educational and Recruiting Efforts
    • Strategic focus and partnerships on STEM focused groups and activities, classroom projects for in which all employees are encouraged to engage.
    • Project Lead the Way
  • Engaging Leaders Through Inclusion Workshops and Training ELOIT provide leaders with tools to effectively manage diverse teams and engage them in difficult conversations.
    • Focus on engaging male leaders
    • 2007 pilot program called Effective Leadership of Inclusive Teams (ELOIT) in partnership with White Men as Full Diversity Partners
    • 2009 program became mandatory for all VPs and above. ELOIT includes 2 learning labs:
      • White Men's Caucus: Eliminating Racism, Sexism, & Homophobia in Organizations –3 day offsite learning lab for white men to create a safe environment to explore D & I questions, challenges, aspirations.
      • White Men & Allies: Deepening the partnership engages women and diverse men in dialogue with White Men's Caucus alumni, with the goal of building partnerships across dimensions of diversity.
  • Engaging Strong Talent Management Systems Employee Resource Groups (ERGs)-focus on dimension of diversity and Employee Networks (ENs)—focus on common interests within a business function
    • Leadership Forums—specifically Women's Leadership Forum (WLF)
      • Established 2002 to promote professional development and retention
  • Leadership Development Programs (LDPs)
    • Offer functional area training and leadership development
    • Participants progress through a series of challenging rotational assignments and complete a related development curriculum based on their disciplines
  • Advanced Technical Leadership Program (ATLP)
    • Identifies individuals with demonstrated technical excellence and accelerates their leadership development.
  • LM Fellows Program 
    • 3 year program recognizes and encourages highest levels of accomplishment in individual technical contributor fields.
  • Corporate Engineering & Technology (CE&T) Development Program
    • Supports pipeline for CTO position
  • LM Talent
    • Talent management process includes biannual talent reviews discussing succession plans for high performing and high potential women and diverse employees.
  • Mentoring
    • Vital element in promoting employee engagement. Three pronged approach—
      • Strategic: match hi-po to assist with specific development needs
      • Targeted: provide custom mentoring to specific groups or departments
      • Self-directed: encourage individual employees to manage own informal relationships
  • Promoting Supplier Diversity—strong affiliation with WBENC
  • Establishing Feedback Mechanisms to Track and Inform Diversity Strategies, Impact, and Transparency with Tools Such as the LM Voice Employee Survey.
    • LM Commit
      • Starts with CEO's commitments, cascade downward
      • 70% on performance to commitments including D & I initiatives
      • 30% on performance behaviors
    • LM Grow
      • Integrated, enterprise-wide model for standardized career discussions
      • Worksheet created to inform development plans
    • LM Voice
    • Comprehensive employee opinion survey
    • OHI—Organizational Health Index based on 4 components
      • Employee experience
      • Ethics and integrity
      • Diversity and inclusion
      • Leadership excellence
  • Leaders must create action plans to respond to OHI feedback.

Impact of the Inititative

Lockheed Martin's efforts have accelerated progress for women at all levels and across businesses. Despite a decrease in the overall workforce between 2004 and 2013, women's representation in the exempt populations increased during that period from 19.8% to 23.6%. Among senior executives, women's representation grew from 16.7% and for director-level employees it increased from 16.0% to 19.5%. Additionally, women's representation on Lockheed Martin's Board of Directors has surged from 13.0% to 33.0% .