D&I as a direct contribution to your strategy
Your company’s strategic priorities serve as a guideline for D&I. Whether innovation, growth, agility or efficiency: Diversity makes concrete contributions to this.
Your company’s strategic priorities serve as a guideline for D&I. Whether innovation, growth, agility or efficiency: Diversity makes concrete contributions to this.
How should companies measure the success of their D&I work – and which types of success should be defined in the first place? International experts met in Brussels to learn and discuss the different paradigms for measuring success and how they fit into effective D&I frameworks and communication.
Although the trend is not new, the profoundness of the digital transformation is only about to become clearer. While most areas feel as if they had to follow (or obey), D&I should not only be seen as an object of digitalisation, but also as a driver. An overview of the two-way inter-relations.
Hard or soft facts? Snapshot or long-term trends? Which type of information are you using in your D&I work? What counts in social media and at conferences (cool images, crisp cases, or surprising figures) might not be what helps you to take the most effective decisions. Take a look at our summary of our 20 […]
Two recent studies show that culture tends to be underestimated as a success factor in large companies and that the leadership style (of at least the CEO) should be different from the existing organisational culture. The combination of the findings reconfirms the business case for a need to tackle Diversity, Culture and Leadership in a […]
Is Diversity naturally embedded in Project Management or does this new and hugely complex profession needs to reconsider the way it is looking at differences? A keynote at the (Gender) Diversity in Project Management Congress in the Netherlands set the scene.
Many studies prove that well-managed D&I leads to better performance. Why not use these insights to design investment strategies? A few funds already do so and they were just joined by another one, the Solactive Global Gender Diversity Index, in partnership with UBS.
Initiating concrete changes to mitigate unconscious biases and eventually make the most of differences. This summarises the ambition of many D&I practitioners. While it sounds easy, experience shows that the practicalities sometimes aren’t. ‘Inclusion Nudges’ are a collection of good practices how to steer behaviour away from bias and towards inclusion.
The strategy consulting firm McKinsey has launched the latest addition to its Women Matter series, now looking at the African continent. The study covers 14 countries, 55 companies and 35 senior women. It includes both surprising and expected results.
After decades of work on D&I, experts are often asked if more research and additional activities were still needed. One of the globally leading D&I content providers has just published a ‘diversity dialogue‘ on current challenges and next practices.