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Anti-bias training is extremely popular in Silicon Valley, where tech titans like Facebook and Google mandate it, but a similar trend is on the rise among Fortune 500 corporations. To help root out bias, the authors developed ACE, a framework that codifies employee potential and can be used to analyze bias in assessments of potential. They describe the six elements of the ACE model and go on to provide a three-part strategy for uprooting bias in every organization.

Multinational companies are pinning their hopes for growth on emerging markets, specifically in the BRIC countries-Brazil, Russia, India, and China, which together account for 15%-20% of today's global economy. But these companies face a critical obstacle: a cutthroat war for talent. Despite the enormous labor forces in BRIC, top-notch talent is hard to find. India produces as many young engineers as the United States, but according to the McKinsey Global Institute, only 25% of them are suitable for employment by multinationals. Fewer than one out of 10 university graduates in China are prepared to succeed in a multinational environment. To better understand the talent dynamics in emerging markets and how multinational companies can succeed there, the authors launched a study of 4,350 college-educated men and women in Brazil, Russia, India, China, and the United Arab Emirates. They found that the talent solution is in plain sight: Millions of educated women have entered the professional workforce in these countries over the past two decades. Though this talent pool is currently neglected and underleveraged, it represents the future. Women in emerging markets are enormously ambitious and passionate about their work, but they face complicated challenges that are fundamentally different from those of women in the developed world. Here's what companies like Google, Siemens, Intel, GE, and Pfizer are doing to shape talent models that work, especially for women in emerging markets.