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Keeping Customers at the Center of VMware’s SaaS Transformation

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Why CISOs Should Invest More Inside Their Infrastructure

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VMware Reports Fiscal Year 2023 First Quarter Results

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2022 DEI Annual Report

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The Terror — and Thrill — of Transformational Change

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VMware announced that Vijay Pendakur has joined the company as their Global Head of Diversity, Equity and Inclusion.

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“We’re continuing to take action toward building and maintaining an inclusive culture where every employee at our company has an opportunity to thrive,” VMware Chief People Officer Betsy Sutter said. “Vijay is an exceptional talent, and we’re very excited that he has joined VMware. With Vijay at the helm, I’m excited to accelerate progress on our culture transformation journey, while building DEI into the operating rhythm and DNA of our business.”

"I am thrilled to join the team at VMware," said Pendakur. "Working with collaborators across VMware, including the company's energized Employee Resource Groups, known as the Power of Difference (POD) community, I'm looking forward to the opportunity to scale DEI efforts globally."

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Pendakur joins VMware from Zynga, where he served as their first Chief Diversity, Equity and Inclusion Officer. Prior to Zynga, he held several roles in the academic world, including campus-wide diversity efforts at Cornell University as the Robert W. and Elizabeth Staley Dean of Students and Presidential Advisor on Diversity and Equity. He has served in leadership roles at universities across the United States, with a consistent focus on diversity efforts and equity design strategy.

VMware is redefining the workplace of the future through initiatives that include diversity, equity, and inclusion (DEI). As part of the company’s 2030 Agenda, VMware is committed to hiring 50 / 50 women and gender non-binary / men, and to achieving the goal of 50-percent of our managers identifying as a woman, gender non-binary, and/or from an underrepresented community by 2030.

VMware is building a more sustainable, equitable and secure future by integrating ESG goals across the company and aligning them with its core business strategy. These goals are reflected in the company’s 2030 Agenda, a decade-long ESG commitment and call to action to build a world in which its technology will make a positive impact on all its stakeholders.

Learn more about <a href="https://www.vmware.com/company/diversity.html" target="_blank" rel="noreferrer noopener">DEI</a> and <a href="https://www.vmware.com/company/esg.html" target="_blank" rel="noreferrer noopener">ESG</a> at VMware.

We're excited to welcome our new Global Head of Diversity, Equity and Inclusion, Vijay Pendakur.

Please join us in welcoming Vijay Pendakur, who has joined VMware as our Global Head of Diversity, Equity and Inclusion!

Introducing VMware’s Global Head of DEI Vijay Pendakur

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Introducing VMware’s Global Head of DEI - VMware News and Stories

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cbruce@vmware.com

Please join us in welcoming Vijay Pendakur, who has joined @VMware as our Global Head of #DEI! #VMware2030

VMware is driving simplicity in the customer contracting experience and delivering a faster, easier contracting experience to our customers, helping customers procure and realize the value of VMware offerings more quickly.

With our ONE Customer Contract initiative, we will deliver our entire portfolio of cloud services, on-premises software, support services and professional services to customers through a simple, streamlined contracting motion built with a customer-first mindset.

Today, we are launching two components of the ONE Customer Contract:

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These two components are just the first part of our ONE Customer Contract improvements.

Please join us as we continue to drive simplicity to the customer contracting experience!

Looking for simplicity in the customer contract experience? VMware ONE Customer Contract delivers using simplicity & a customer-first mindset

VMware ONE Customer Contract: A Faster & Easier Customer Experience

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David Tim is a Manager and Corporate Counsel in VMware’s Global Legal Services S.T.A.R. Operations team. David joined VMware over 8 years ago as part of the AirWatch acquisition. David graduated from Emory University School of Law and lives in Atlanta, GA along with his wife and two puppies: Napa and Cava.

David Tim

Back when I was a girl on a hill outside of Johannesburg, dreaming of sucking up the world’s pollution with a <a href="https://news.vmware.com/esg/2030-esg-agenda">giant vacuum</a>, I never imagined I would one day climb another hill—in a gondola, no less—with heads of state, billionaires, and even a few members of royalty. But at the World Economic Forum (WEF), held in the Swiss village of Davos, moments like this are the norm.

I was invited to the Annual Meeting of the Forum to share a business perspective on the role <a href="https://news.vmware.com/esg/vmwares-journey-to-net-zero-and-you">nature-based solutions</a> play in strategies to achieve net-zero, like VMware’s <a href="https://www.vmware.com/content/microsites/en/global-impact.html">2030 Agenda</a>. And our team had a packed agenda. We were there to speak with global leaders about sustainability and the twin transitions happening in energy and digitalization, listen to policy concerns about digital and enterprise sovereignty and share our perspectives on the importance of a secure, interoperable and sustainable multi-cloud platform.

But as a first-time WEF participant, I didn’t fully know what to expect. Davos certainly attracts some of the world’s richest and most powerful people, leading to a fair amount of critique of the event’s ratio of discussion to action.<a href="#_ftn1" id="_ftnref1">[1]</a> Would the first WEF gathering since the beginning of the pandemic be more of the empty promises Greta Thunberg called out previously?<a href="#_ftn2" id="_ftnref2">[2]</a> Or could the current zeitgeist engender dialogue that leads to real solutions?

In my view, the answer is probably a bit of both.

A somber tone for the event was set by bookending addresses from <a href="https://www.weforum.org/events/world-economic-forum-annual-meeting-2022/sessions/special-address-by-volodymyr-zelenskyy-president-of-ukraine-8fb26bbcb1">Ukrainian President Volodymyr Zelensky</a> and German Chancellor Schultz. While sobering, I still found optimism in the conversations. Yes, I heard ambitious promises and some action plans that seemed fuzzier than others. And yes, the parade of luxurious black “internal combustion engines” pulling up—mere steps from the Congress Centre—for meetings to discuss the urgency of net-zero efforts was not lost on me.

Digesting some of the contradictions, here’s the reality that I kept reminding myself of: we don’t have the luxury of using purity tests to discount discussions as important as addressing climate change, inequality and food security. These complex, interconnected and global issues need every nation, every industry and every business leader at the table and engaged. And the World Economic Forum absolutely succeeds at assembling many of the stakeholders who are in positions to move the needle.

Something that surprised me was the breadth and nuance of the discussions. There were very few “single-issue” conversations. Instead, there was a consistent thread of interconnected dialogues like energy, agriculture, health, digital transformation, cyber resilience and social justice, along with impacts of changing global structures and multilateralism.

For example, the war in Ukraine was obviously top of mind for every attendee. But I was struck by how many speakers drew a clear connection between the war and countries’ dependence on fossil fuels. Accelerating the transition to clean energy was presented as not only a way to achieve better environmental outcomes, but as a way to create more resilience and better foreign policy outcomes.

This search for win-win solutions defined many of my conversations at Davos. While there was a clear recognition that a better future will demand certain tradeoffs, there was also a wariness of polarization and the idea that we’re playing a zero-sum game. Put simply, it’s not a matter of investing in climate or energy, health or digitization. The world needs to invest in climate and energy and health and digitization—and when we do, the sum will be greater than the parts and we’ll all benefit.

By the end of my week in Davos, many connections were made, many conversations were had,  and I was witness to many commitments announced.<a href="#_ftn3" id="_ftnref3">[3]</a> Will this lead to measurable outcomes? It’s too soon to know for sure. The months and years ahead will reveal the actions behind the good intentions.

But my final impression from the World Economic Forum was one of hope.

After riding that gondola up to the ski chalet where the closing event was being held, I found myself among many of the “Davos elite” I’d brushed shoulders with the whole week —and I still felt a bit out of place. But then I spotted a table of young people—the Global Shapers,<a href="#_ftn4" id="_ftnref4">[4]</a> a group of amazing leaders under 30 who were invited to Davos to share and evolve their ideas for a better future. I recognized a few of them. They had been the first in line after my own session earlier in the week, eager to talk about how innovations like ML and LiDAR could support carbon auditing and verification for companies like VMware who have made commitments to planting <a href="https://news.vmware.com/esg/vmwares-journey-to-net-zero-and-you">trees</a> as part of our commitments. So, I approached their table—and they were kind enough to welcome me with open arms to join their table.

We immediately launched into a spirited discussion, and I got to hear more about their passions and projects. For instance, I learned about a project to regenerate and reforest the Sahel, an area stretching coast-to-coast from Senegal to Djibouti. But beyond the specifics of any one conversation, what struck me most about these Global Shapers was their clarity of purpose and optimism. It wasn’t a matter of if they would achieve their goals—but when. And that attitude was contagious.

That’s when I realized that this might be one of the most important parts of the World Economic Forum. It’s a convening that allows people and ideas to reconnect with the power of possibility. To remember that big things are achievable. To recharge our batteries for the journey ahead.

This article may contain hyperlinks to non-VMware websites that are created and maintained by third parties who are solely responsible for the content on such websites.

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<a href="#_ftnref1" id="_ftn1">[1]</a> NPR, “Is Davos As Bad As Critics Say? Global Leaders Weigh In,” January 2020.

<a href="#_ftnref2" id="_ftn2">[2]</a> The Washington Post, “Greta Thunberg Says World Leaders’ Talk on Climate Change is ‘Blah Blah Blah’,” September 2021.

<a href="#_ftnref3" id="_ftn3">[3]</a> Fortune, “Davos 2022 Had Some Moments of Real Importance,” May 2022.

<a href="#_ftnref4" id="_ftn4">[4]</a> World Economic Forum, “Global Shapers,” 2011.

The World Economic Forum Annual Meeting 2022 Davos allowed us to reconnect, remember and recharge for the journey ahead.

A Davos spring: VMware's Nicola Acutt shares impressions from the World Economic Forum Annual Meeting.

Impressions from the World Economic Forum

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Impressions from the World Economic Forum - VMware News and Stories

A Davos Spring: A First-Timer’s Impressions from the World Economic Forum

Nicola Acutt

The @wef annual meeting allowed us to reconnect with possibilities, remember big things are achievable and recharge for the #ESG journey ahead. Read more from @VMware @NicolaAcutt. #wef22 #sustainability #VMware2030

VMware is focused on accelerating growth of our subscription and SaaS portfolio as we provide customers the flexibility and choice they seek. 

VMware Horizon, our industry-leading virtual desktop infrastructure (VDI) and apps software, was one of the first products to go SaaS with the release of Horizon Universal Subscription at VMworld 2019. Since then, many Horizon customers have made the move from perpetual to subscription, making VMware’s End-User Computing business a leading driver of the company’s SaaS transformation.

But what about customers who aren’t ready to consume hybrid and multi-cloud use cases, workloads, and SaaS services?

Some competitors in the VDI space have taken a hard line with these organizations, forcing a SaaS offering on them without a plan to ease the transition from a perpetual offering. VMware has taken a more flexible, customer-centric approach. We provide customers choice and flexibility to consume our technology either on-prem and/or on SaaS. And when they are ready to make the move, we help them navigate the transition at their own pace that matches unique requirements.

Today VMware is announcing two new Horizon SaaS and subscription offerings – Horizon Standard Plus Subscription and Enterprise Plus Subscription – to meet customers where they are in their SaaS transformation (<a href="https://blogs.vmware.com/euc/2022/06/announcing-horizon-plus-subscription-offerings.html" target="_blank" rel="noreferrer noopener">read the blog post</a>). With these new editions, customers can deploy VDI and apps on a single private or public vSphere-based cloud while consuming new SaaS services that are being built on the cloud-hosted Horizon Control Plane. SaaS services that can be accessed with these new subscription offerings automate common tasks and optimize Day 2 operations and management of VDI and app environments to reduce IT time and cost.

These offerings provide a steppingstone to hybrid and multi-cloud VDI and apps. Once these customers are ready to unlock additional value from Horizon SaaS services that support multi-cloud workloads or management services, it’s an easy move to Horizon Universal Subscription.

Let’s hear from a customer who has embraced a multi-cloud approach to VDI.

The College of New Jersey (TCNJ) provides students a modern learning experience accessible from anywhere on or off campus. To deliver this experience, the college needed to embrace more cloud technology and establish a secure, virtual desktop infrastructure at scale.

Partnering with non-profit technology services provider, NJ Edge, the team rolled out VMware Horizon on VMware Cloud on AWS and onboarded 7,400 students to the new environment. In addition to the solution being less costly to manage, staff and students enjoy greater choice within the learning experience, which was crucial during the COVID-19 pandemic and for meeting student expectations into the future.

In reference to the benefits of adopting a cloud-first approach with Horizon Universal Subscription, Leonard Niebo, Associate Vice President and Chief Information Officer, Office of Information Technology at TCNJ, said, “When it comes to our IT, we can never be too flexible, agile or nimble. The more work we put into that, the more it will pay off in the future. With VMware, we’re ready for anything. We can scale, and with support from both VMware and NJ Edge, nothing is as difficult as it seems.”

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You can read the full customer story <a href="https://www.vmware.com/content/dam/digitalmarketing/vmware/en/pdf/customers/vmw-college-of-nj-us-cs.pdf" target="_blank" rel="noreferrer noopener">here</a>.

Customers are not the only ones thrilled with the flexibility the various Horizon subscription offerings provide. The new subscription options allow VMware partners to better meet their customers’ specific needs. With these options, partners can help customers optimize on-premises deployments with the latest SaaS innovations on the Horizon Control Plane.

Sean Sullivan,  Business Development Manager for End User Computing at World Wide Technology (WWT) said, “If there’s one thing that will spook a customer, it’s a lack of choice. The way VMware has structured its subscription models allows for flexibility so we can provide customers with a digital workspace solution that allows them to consume SaaS services in the manner and timeline that makes the most sense for them.”

In closing, today’s news encapsulates VMware’s SaaS transformation strategy. It’s all about providing a seamless path to multi-cloud on the customer’s terms. A path that unlocks access to the latest cloud-native innovations that simplify current on-premises environment and provides a way to leverage the benefits of cloud now or in the future.

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VMware is announcing two new Horizon SaaS and subscription offerings to meet customers where they are in their SaaS transformation.

VMware is announcing two new Horizon SaaS and subscription offerings to meet customers where they are in their SaaS transformation. Learn more:

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Keeping Customers at the Center of VMware’s SaaS Transformation - VMware News and Stories

Renu Upadhyay

.@VMware is announcing two new Horizon SaaS and subscription offerings to meet customers where they are in their #SaaS transformation. Learn more:

Tom Gillis explores how CISOs should invest in detecting and stopping lateral movement of threats on private and public clouds. 

Tom Gillis explores how CISOs should invest on detecting and stopping lateral movement of threats on private and public clouds. 

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VMware Reports Fiscal Year 2023 First Quarter Results - VMware News and Stories

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byablunosky@vmware.com

Broadcom to Acquire VMware for Approximately $61 Billion in Cash and Stock - VMware News and Stories

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Broadcom to Acquire VMware for Approximately $61 Billion in Cash and Stock

Over the past year, VMware’s diversity, equity and inclusion (DEI) journey has been marked by renewed purpose and real progress. We have implemented strategies that are embedded into the rhythm of the business in order to accelerate achieving our DEI goals more consistently.

Our just-releasesd <a href="https://www.vmware.com/content/dam/digitalmarketing/vmware/en/pdf/company/vmw-annual-report-2022.pdf">2022 Diversity, Equity and Inclusion (DEI) Report</a> details these strategies and demonstrates that at VMware, we affect progress in the world by creating it together.

I encourage you to read the full report to understand the important work that is underway at VMware to ensure DEI doesn’t remain limited to well-meaning intentions but show up as actions that each of us take to drive meaningful outcomes for communities both within and beyond VMware.

As a preview, I’m sharing some of the highlights from the report:

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The acronym, GO stands for Guided by Outcomes, and GO Hire is focused on bringing greater equity to the hiring process. Rather than hiring from a limited list of qualifications, VMware’s GO Hiring model broadens the search to include people from all walks of life whose unique talents, experiences, and skills are valued. Our interview model assesses past performance in an approach that includes <a href="https://news.vmware.com/company/vmwares-culture-built-epic2-values">EPIC2</a> strengths, expertise and motivation.

With this inclusive hiring method, VMware has not only gained 80% more applicants, but we have also doubled the number of applicants that are women and people who identify as part of an underrepresented community.

Going forward, we are expanding the GO Hiring model for all new job requisitions globally. Additionally, we’re creating a consistent job description format for a more inclusive applicant pool as well as a consistent interview format to eliminate bias and create a more positive candidate experience.  These changes are important, strategic steps to enhance our culture and strengthen our future.

Our Commitment to a Global, Distributed, and Diverse Workforce

The global pandemic dramatically changed the way we all work. Keeping the health and safety of VMware people in focus, nearly all of our employees worked remotely for the most part of 2020 and 2021.  

We recognized the virtue of this necessity: a global increase in the representation of women and people who identify as an underrepresented minority in VMware’s workforce. VMware’s population of remote employees doubled since early 2020 and now make up 1/3 of our workforce. 33% of all remote hires in Fiscal Year 2022 were women and 16% from underrepresented minorities (URM). Remote and distributed work made it easier to build gender, educational, and generational diversity.

By sourcing talent from around the world, we support our goal of building a diverse talent pool with different perspectives and experiences to shape our future. And by giving people the flexibility to choose where they work means we don’t have to grow our real-estate portfolio to match our increasing employee population. At VMware, our mindful, new ways of working are designed to have a positive impact on both our people and our planet.

A great working relationship is like a conversation where ideas and experiences are honestly exchanged. At VMware, we’re now capturing these ideas and thoughts from employees in two-way dialogues through reverse mentorship.  These valuable listening sessions for leaders occur in a 6-month program designed to develop DEI-minded leaders, create an understanding of differences and engage, retain, and grow diverse talent.

Our program is proving to be a win-win scenario.  Mentors have gained valuable access to, and insight into leadership while our mentee-leaders increased their awareness and empathy of the challenges faced by a diverse group of employees.

As our CEO, Raghu Raghuram, eloquently states in the report, “Each person is on a journey and their journeys are our story.” <a></a><a href="https://www.vmware.com/company/diversity.html" target="_blank" rel="noreferrer noopener">Please visit our Diversity, Equity and Inclusion webpage to learn more</a>. This year, we look forward to a new chapter in our VMware story that all 38,000+ employees will create together yet also one to which each of us will uniquely contribute.

Over the past year, VMware’s DEI journey has been marked by renewed purpose and real progress. Read our DEI Report about the work underway.

Today, we are proud to share @VMware’s 2022 DEI Report, highlighting our commitments in action over the past year to equitably engage and grow our workforce to be even more representative of our customers, partners, and the communities where our people live and work. Dive into the full report.

VMware 2022 DEI Report

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Creating Meaningful Change Together - VMware News and Stories

Creating Meaningful Change Together

Rich Lang

Just released! @VMware’s 2022 Diversity, Equity and Inclusion Report details the critical work underway at our company to drive meaningful outcomes for communities both within and beyond VMware. Our #VMware2030 and #DEI journey is well-underway!

“It’s so hard … can we skip to the good part?”

You’ve probably heard this lyric from <a href="https://youtu.be/hqrWXNMTaKY">AJR</a> on TikTok at some point over the past few months. It’s the soundtrack to countless clips that all follow the same pattern — someone starts out with one thing, then effortlessly segues into another. From pregnancy tests that turn into babies to outdated bathrooms that turn into modern spas, the <a href="https://www.tiktok.com/tag/skiptothegoodpart">#skiptothegoodpart</a> tag has racked up more than 140 million views … and counting.

What’s behind the popularity of this trend? A lot more than just a catchy song. It gets at a fundamental truth about how most people feel about change. We like the idea of transformation and the better, brighter outcomes it can create. But the process and work of actually getting there? Not so much.

It makes sense. The prospect of change is designed to make us feel uncomfortable and on edge. Chalk it up to instinct — the result of ancestors who constantly scanned their surroundings for any sign of movement that might threaten their survival.

But like it or not, doing the work of change is a constant — in life and in business. So, how can we get more comfortable with it?

I spend a lot of time thinking about this as part of my work at VMware — because in many ways, our business is change. We help drive digital transformation for our customers, particularly in their push to the cloud. But this is a major transition that a lot of organizations struggle with.

We’ve heard the same story, time and time again. Cloud migrations take too long and are too complex. They demand not just technical changes, but process and support changes that require significant leadership buy-in over the long-term. And the pressure to get it right — right now — is tremendous. The pandemic not only turned five-year plans into one-year plans, but fundamentally changed expectations about how quickly an organization should be able to pivot in the digital space. It’s no wonder our customers want to skip to the good part.

While we can’t make the process of change quite as easy as TikTok creators make it look, figuring out how digital transformation can be simpler and faster for our customers is a huge priority for VMware. We know it’s not enough to just create great products — we also have to deliver the business outcomes our customers need, on the timelines they want, with the resources they have.

The only way to succeed at doing this is by getting comfortable with change ourselves. We have to constantly push ourselves to innovate and evolve so that we can stay one step ahead of our customers’ needs.

This dual push for change — transforming ourselves so that we can help our customers transform — is a unique challenge. It’s a bit like trying to change a tire while you’re cruising down the highway. And the desire to solve it is what drew me to VMware a little more than a year ago.

I’ve always been drawn to the change process and the opportunity to create, rather than just sustain. And as a leader, it’s my responsibility to help get my team excited about it too — not only for ourselves, but for our customers. So over the next few months, I’ll be sharing my best tips for navigating the terror — and thrill — of transformational change.

Until then … what change would you love to skip to the good part of?

We like the idea of transformational change and the better, brighter outcomes it can create. But the process of getting there? Not so much.

The Terror — and Thrill — of Transformational Change - VMware News and Stories

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Paula Hodgins currently serves as Senior Vice President, WW Cloud Sales, at VMware. As the leader of the worldwide Cloud Sales Team, she and her team work across the sales and partner organizations to sell the entire VMware Cloud Portfolio, drive time-to-value for both enterprise and commercial customers and lead VMware’s evolution to become a Multi-Cloud leader. In February 2021, Hodgins joined VMware as Senior Vice President, Worldwide Global Accounts and Telco Sales. In that role, she successfully led a team of trusted advisors focused on driving value and leading transformation for VMware and its largest and most strategic global customers. Prior to joining VMware in 2021, Hodgins was President of Hewlett Packard Enterprise (HPE) Canada. As the top executive in Canada, she ran all customer segments and supported some of Canada’s largest companies and government agencies through their digital transformation journeys. Hodgins also spent 13 years at Microsoft, where she held multiple leadership positions working across global, US and Canadian subsidiaries. Most recently, Paula led Azure sales in the enterprise customer segment at Microsoft Canada, moving some of the country’s largest companies to public cloud for the first time. Hodgins holds an Honors Bachelor of Arts degree in Media and Communications from Carleton University in Ottawa, Canada. She resides in Toronto, Ontario, Canada with her husband, Gary, and two children, Dylan and Danielle.

Paula Hodgins

Every day, hundreds of women around the world lead VMware’s engagement with tens of thousands of partners. We are therefore pleased to announce that CRN®, a brand of The Channel Company, has included 49 VMware leaders to the <a href="https://www.crn.com/rankings-and-lists/wotc2022.htm?st1=2&st2=VMware#searchresults" target="_blank" rel="noreferrer noopener">2022 Women of the Channel list</a>. In addition, VMware leaders Sandy Hogan, Jeanne Newberry, and Tracy-Ann Palmer appear on the prominent Power 100 list, which honors some of the most powerful women of the channel, chosen by the CRN editorial team based on their contributions, expertise, and channel advocacy.

VMware is redefining the workplace of the future through initiatives that include diversity, equity, and inclusion (DEI). As part of the company’s 2030 Agenda, VMware is committed to hiring 50 / 50 women and gender non-binary / men, and 50-percent of our managers identify as a woman, gender non-binary, and/or from an underrepresented community by 2030.

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The Women of the Channel list honors the accomplishments of women leaders in the IT channel. Those named on this annual list come from all corners of the IT channel — including vendors, distributors, and solution providers — whose vision, expertise and contributions make an impact on the industry every day.

“We are proud to once again recognize the remarkable leaders on this year’s Women of the Channel list. Their influence, confidence, and diligence continue to accelerate channel success significantly,” said Blaine Raddon, CEO of The Channel Company. “Their accomplishments will inspire others, and we look forward to witnessing their future contributions to the channel.”

The VMware leaders recognized on the 2022 Women of the Channel list are:

Learn more about <a href="https://www.vmware.com/company/esg.html" target="_blank" rel="noreferrer noopener">ESG</a> and <a href="https://www.vmware.com/company/diversity.html" target="_blank" rel="noreferrer noopener">DEI</a> at VMware.

VMware has been recognized by Forbes in its list of America’s Best Employers for Diversity in 2022, ranking number 2 on the overall list.

We are pleased to announce that CRN has included 49 VMware leaders to the 2022 Women of the Channel list. Additionally, VMware's Sandy Hogan, Jeanne Newberry, and Tracy-Ann Palmer are part of the Power 100 list honoring some of the most powerful women of the channel, chosen by the CRN editorial team based on their contributions, expertise, and channel advocacy.

Celebrating 49 VMware @CRN Women of the Channel for 2022

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VMware on Best Employers for Diversity List - VMware News and Stories

VMware Celebrates 49 Employees Recognized on CRN’s Women of the Channel for 2022

We are pleased to announce that @CRN has included 49 VMware leaders on the 2022 Women of the Channel list.

VMware has been recognized by Forbes in its list of <a href="https://www.forbes.com/lists/best-employers-diversity/?sh=2e7ee9c56468">America’s Best Employers for Diversity</a> in 2022 for the fourth consecutive year, ranking number 2 on the overall list and was also the top ranked technology company. VMware ranked number 11 on Forbes’ list in <a href="https://www.forbes.com/lists/best-employers-diversity/?sh=5cd594386468">2021</a>.

“We’re proud to be recognized for our sustained commitment to an inclusive culture where all VMware people can belong and thrive,” said Rich Lang, senior vice president, Human Resources, and acting global head of Diversity, Equity and Inclusion (DEI) at VMware. “Our people are the core of who we are as a company, and our EPIC2 culture is vital to our long-term success. We are keeping ourselves honest and accountable by continuing to actively seek out, listen to and incorporate the viewpoints of women employees and employees from underrepresented groups, and also integrating inclusive and equitable practices into all aspects of the VMware career journey.”

Forbes partnered with market research company Statista to survey 60,000 people working for businesses with at least 1,000 employees to determine the companies they identified as most dedicated to diversity, equity and inclusion. More than 10,000 companies were reviewed, and the final list ranks the 500 employers that not only received the most recommendations, but also boast the most diverse boards and executive ranks and the most proactive diversity and inclusion initiatives.

VMware’s top ranking on this list was a result of survey participants rating their own organizations on criteria such as age, gender, ethnicity, disability and sexual orientation equality, as well as that of general diversity. Respondents belonging to underrepresented groups were also asked to nominate organizations other than their own to compile this list.

As part of this agenda, VMware is redefining the workplace of the future through initiatives that include its DEI efforts. As part of its DEI representation goals by 2030, VMware has committed to hiring 50/50 women and gender non-binary/men by 2030; and that 50-percent of its managers identify as a woman, gender non-binary, and/or from an underrepresented community.

Learn more about <a href="https://www.vmware.com/company/esg.html">ESG</a> and <a href="https://www.vmware.com/company/diversity.html">DEI</a> at VMware.

We're honored to be #2 on Forbes’ Best Employers for Diversity list for our sustained commitment to an inclusive culture.

VMware Ranked Number 2 on Forbes’ List of Best Employers for Diversity 2022

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We're honored to be named #2 on @Forbes’ 2022 Best Employers for Diversity list. We're proud to be recognized for our sustained commitment to an inclusive culture where all @VMware people can belong and thrive. #VMware2030

Like a lot of people who work in the corporate responsibility space, I have complicated feelings about today.

Earth Day has helped raise awareness about the health of our planet and our impact on it for decades, earning its spot as a noteworthy day on just about every business’s calendar. In the best-case scenario, it can serve as the cornerstone of a much broader Environmental, Social and Governance (“ESG”) agenda—an opportunity to focus efforts and make progress on ambitious goals. But in the worst-case scenario, it can easily become a vehicle for greenwashing—a marketing push fueled by vague commitments that won’t be mentioned again until next year’s Earth Day. It can be difficult to find the signal in the noise.

But finding the signal is more important now than it has ever been before. The <a href="https://www.ipcc.ch/report/ar6/wg2/">2022 IPCC Report</a> makes it clear: we are losing the war against climate change. If we’re going to turn the tide, we desperately need to close the gap between good intentions and measurable actions. Demanding a more meaningful Earth Day is a great place to start.

To find solutions to this problem, it’s first important to examine the source of this gap between intention and action. If just about everyone agrees on the need for a healthy and sustainable planet, why are we still struggling to make substantive progress? I see a few things at play here.

First, intention doesn’t cost anything—action does. Improving sustainability requires both financial and human resources that have to come from somewhere. This can mean making new investments or diverting resources away from another priority. This can be perceived as a tradeoff—one that’s especially difficult to make when it’s in service of long-term benefits that are far less tangible than the short-term pain being felt today.

Second, taking action involves some measure of risk—something most organizations try to avoid at all costs. Setting ambitious sustainability goals can open a company up to criticism if they don’t meet them. This can incentivize either staying quiet or setting the bar low enough that there’s no doubt about clearing it.

When you consider both factors, it’s easy to understand why some individual companies make the choice to avoid sticking their neck out. But when every company makes that same choice, it adds up to devastating consequences for the planet. And those consequences pose the greatest possible risk—to the businesses themselves, as well as their employees, customers, stakeholders and communities.

So how do we reverse this equation? How do we make pursuing the collective good outweigh the perceived tradeoffs that hold companies back from delivering more sustainable outcomes? The answer comes down to collective accountability.

Collective accountability happens when corporate, regulatory, and consumer interests are aligned around a shared goal. That may sound like an impossibly high bar to clear, but there are examples of it working. Commercial aviation is the safest form of transportation in the world because of <a href="https://www.faa.gov/newsroom/out-front-airline-safety-two-decades-continuous-evolution">voluntary reporting programs</a> that allow airlines to share information about safety issues without fear of negative repercussions. The system succeeds because airlines, regulators and the flying public are all united around protecting the safety of our skies.

A similar system is needed now too—one that brings together regulators, businesses and individuals in service to our planet. Because as a great Canadian philosopher, Marshall McLuhan, once said, “There are no passengers on spaceship earth. We are all crew.”

The good news is we’re already seeing movement in this direction. The SEC has <a href="https://www.sec.gov/news/press-release/2022-46">proposed rules</a> that would require publicly traded companies to disclose the risks of climate change to their business and their own contributions to climate change. This would be a gamechanger—one that puts the world’s largest companies on a level playing field and ensures everyone has skin in the game. Imagine a future Earth Day that is a truly meaningful day for climate accountability—because it’s the filing deadline for climate disclosures. That possibility is within reach.

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Introducing VMware’s Global Head of DEI Vijay Pendakur

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