The longer you work in D&I, the more difficult it gets to innovate. It may feel as if you have already considered everything. That’s why it took us 3+ years to revamp our entire approach to D&I. The result offers you innovative, international, intelligence-based D&I.
One day after the tragic fatal attack on Gdansk’s Mayor, Paweł Adamowicz, many media spread allegations about a ‘reported’ mental illness of the attacker. What do we recall from other attacks? And how is it relevant for Corporate D&I?
Does a coherent European approach to D&I exist and can it be successful in varying local contexts? Which are the regional factors to which D&I must be tailored in order to be successful? These were some of the high level questions that lead to an innovative European study, the results of which have just been published.
New airtight research shows that high group tenure leads to over-confidence that can be corrected by demographic diversity. The results also raise question about wide-spread D&I approaches. When science meets reality…
More gender diversity in STEM can change the way research teams tackle tasks, eliminate blind spots and thus explore under-researched questions. In order to achieve this, the scope of gender diversity would need to be broadened – beyond a simple representation focus – a new analysis shows.
Two new studies paint an alarming picture: one shows a strong increase in xenophobia, the other shows that true attitudes towards women in management positions are much more negative than usual surveys indicate.
A new quantitative survey shows which challenges working parents are still facing before – and what they and the company can gain from managing parental leave well. Many robust solutions are available today to make temporary absence – of whoever and for whatever reasons – a success.
Kann das Geschlecht oder das Alter – außer bei SchauspielerInnen – ein Auswahlkriterium sein? Lange wurde Vielfalt als Gegenpol zu Qualifikation gesehen – mit „Cultural Fit“ werden die Karten neu gemischt.
Für neu gegründete Unternehmen, vor allem mit digitalem Geschäftsmodell, galten etliche Jahre lang überschwänglich positive Vorannahmen: Chancengerecht, multikulturell, innovativ, flexibel. Nun zeigen sich andere Realitäten.
It was a surprising opportunity for European Diversity: just a few days after they had presented a D&I vision for Europe in Budapest, the team publicly used their brand-new company logo to communicate a European message to Erdogan’s entourage passing in front of their Cologne offices.
Everyone probably knows some studies that illustrate the value-add of D&I. Is that enough to convince your stakeholders? Do these studies cover, e.g., the dimensions of religious or functional diversity? The latest global business case inventory identified 181 new studies of which 50 fulfilled strong quality standards.
Insights about Unconscious Biases can be eye-opening – but does this translate into fundamental and sustained change? And which biases do we need to address to remove all relevant D&I barriers? In the hustle and bustle of videos, we offer an evidence-based, yet practical model to mitigate D&I-related biases on multiple levels and through the use of Inclusive Leadership.
European Union Institutions tend to take the high ground when it comes to Gender Equality. The unveiling event for the new 100 and 200 Euro banknotes at the ECB showed how easy an opportunity to show equality is missed and traditional gender clichés are promoted – by the EU itself.
Annual reports provide opportunities to talk about progress and success. While large corporations do so regarding their D&I commitment and activities, they are much more modest when it comes to publishing D&I numbers.
Managers are in the focus of each and every change approach. What is different in D&I: The topic has complex links to strategic management, operational leadership and personal role modeling.
In an attempt to justify the ban of gender studies from Hungarian Universities, State officials claimed that differences between men and women were purely biological. Hence there was no need to do research or to teach Gender in Hungary.
Your company’s strategic priorities serve as a guideline for D&I. Whether innovation, growth, agility or efficiency: Diversity makes concrete contributions to this.
The job of a D&I manager often involves a miracle agenda: Make progress, deliver benefits, include everyone and manage complex stakeholders. Hence, they need a variety of skills and deep knowledge in many areas. Where do they acquire and develop these?
As an economic concept, diversity should not provide isolated solutions that are vulnerable and lead to weariness. Instead, comprehensive concepts are required that take into account the valuable potential of all and therefore also reach the majorities.
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.