Today I had the great pleasure of speaking at The Innovation Enterprises’ 2013 Women in Strategy Summit, which brings together 75 high-level women in marketing and strategy, about the leadership secrets of the world’s most powerful women. With women comprising just 4% of corporate CEOs, 14% of executive officers and 20% of America’s government officials, we’re facing a persistent leadership gap at the highest echelons. To move forward, we must first take stock of what is working. The following eight leadership lessons, synthesized and updated from a keynote I gave last year, come directly from the women who know what it takes to get to the top.

For all his talk of unleashing female potential, Buffett is a prime member of the old boys' network Berkshire Hathaway shareholders take heart: With Warren Buffett officially adding a third woman to his 13-person board at the annual shareholders meeting on May 4, the company’s choppy performance of recent years could improve. Studies show that three is the magic number at which women cease to be an oddity in the boardroom and change the dynamics in a way that leads to better governance and better results.

The Asian Development Bank (ADB) does not see any threat from the proposed BRICS development bank and doesn’t see any need to change its strategy.

Heritage Banking Company Limited, a commercial bank in Nigeria and Infosys, a universal banking solutions provider recently entered into a partnership in which Heritage Bank will deploy Finacle as its banking solution.

Mobile and Internet banking fraud is on the rise in Southern Africa and is threatening to derail the progress that has so far been made to revolutionize banking services in the region.

Could I have misheard? Ana Botin, the chief executive of Santander UK, just described her bank as a "challenger" to the "Big Four". In a market that the Business Secretary Vince Cable is intent on opening up to new competitors, did he really have Santander, with millions of customers, in mind when he called for entrants to overhaul the status quo?

Germany is once again at loggerheads with the European Union over a key plan to exit the region’s three-year-old debt crisis and who should pay when things go wrong.

Visualization is easy, right? After all, it's just some colorful shapes and a few text labels. But things are more complex than they seem, largely due to the the ways we see and digest charts, graphs, and other data-driven images. While scientifically-backed studies do exist, there are actually many things we don't know about how and why visualization works. To help you make better decisions when visualizing your data, here's a brief tour of the research.

I’ve been working in the world of finance for large companies—for one company in particular—for well over twenty years. Like everyone else, the Finance organizations (and CFOs in particular) have undergone a terrific evolution thanks in large part to progress in technology. Twenty or thirty years ago, we spent most of our time managing transactions using big, complicated systems. It was our job to find the data and present it, primarily to the leadership team. Back then, the biggest power in the CFO’s office was access to this data.

For years, I've been trying to convince people that success is not about who you are, but about what you do. Roughly two years ago, I wrote about the "Nine Things Successful People Do Differently," which became HBR's most-read piece of content over that time span. It was a list of strategies, based on decades of scientific research, proven effective for setting and reaching challenging goals. I later expanded that post into a short e-book, explaining how you can make each one a habit. But how would readers know if they were doing enough of each "Thing"? (After all, we're terrible judges of ourselves.) To help answer that question, last spring I created something I called the Nine Things Diagnostics — it's a free, online set of questionnaires designed to measure your own use of each of the nine things in pursuit of your personal and professional goals.